Progress report for WRGR24-002
Project Information
Since 2021, the Hawai’i Island Agriculture Partnership (HIAP) has been building a collaborative model for farms to share equipment, services, and labor for improved economic efficiency and profitability. This project will build upon those efforts to work with HIAP members in aligning interests and opportunities for establishing a HIAP labor improvement initiative that addresses the challenges faced by small, local farms.
HIAP provides a useful structure for addressing this key challenge. HIAP’s workforce development strategy team will serve as an advisory council for the project. Key project activities will include:
• Outreach and engagement with at least 60 producers, farm workers, and agricultural service providers through meetings and focus groups to review and discuss the local relevance of four farm labor business models identified in a previous SARE research study titled, "Creative Farm Business Models to Address Hiring, Training, and Management Barriers" (LNE19 – 386R);
• Establishing a HIAP labor improvement initiative that incorporates elements of the four labor models agreed by farmers and farm workers as having the most potential for overcoming farm labor challenges on Hawai’i Island; and
• Developing a set of web-based educational materials and at least two educational workshops that help farmers understand the new labor business models, service providers and other potential options for overcoming their labor challenges.
The objectives of this project draw upon the conclusions and lessons of the original SARE research (LNE19 – 386R) to determine the appropriate labor
business models most suitable for Hawaii Island.
Objective 1: By month 6, increase at least 60 farmers and farmworkers’ knowledge of the four innovative labor business models from previous SARE research and gather feedback on which have the most potential for Hawai’i Island. Farmers will have improved understanding of the specific
challenges of applying each labor business model in a local context.
Objective 2: By month 12, improve knowledge and awareness of farmers’ about farm labor issues and potential solutions on Hawai’i Island, collectively creating a labor improvement initiative to HIAP’s workforce development strategy.
Objective 3: By month 18, increase the technical capacity of HIAP members in implementing labor improvements under its workforce development strategy by developing a set of web-based educational and awareness materials and at least two educational workshops that help farmers understand new business models, service providers, and options for overcoming their pervasive labor challenges.
The agricultural landscape on Hawai’i Island has undergone significant changes over the past several decades. As the sugarcane plantations that once dominated the region closed nearly thirty years ago, the number of small-scale, diversified farms have increased significantly and yet the availability of labor to support these farms has become a major constraint. This project represents a critical step in ongoing efforts to enhance the profitability of Hawai'i Island's small, highly diversified farms. Its purpose is to address farmers' challenges in recruiting, managing, sharing, and retaining a diverse, experienced pool of skilled local farm workers.
Since 2021, the Hawai’i Island Agriculture Partnership (HIAP) has been establishing collaborative mechanisms for Hawai'i's farms based on the Next Generation collective impact model for public-private partnerships. This project will work with HIAP members to conduct a series of meetings and focus groups with more than 60 farmers and farm workers to align interests and opportunities for developing a HIAP labor improvement initiative that addresses the challenges faced by small, local farms.
HIAP provides a useful structure for addressing this key challenge. In previous agricultural system studies to date (see www.hiagpartnership.org/ag-and-food-system-study), the cost, quality, and consistency of farm labor was frequently identified as a major constraint to growth across many sectors of the island’s agricultural cluster. Larger farms are able to outsource much of their labor and recruitment, but for the diverse small to midsize farms that form the core of HIAP’s membership, a more innovative model for finding, sharing, and mobilizing labor is needed.
HIAP’s workforce development strategy team will serve as an advisory council for the project. Key project activities will include:
- Outreach and engagement with at least 60 producers, farm workers, and agricultural service providers through meetings and focus groups to discuss the applicability of the four labor models identified in a previous SARE research study titled, "Creative Farm Business Models to Address Hiring, Training, and Management Barriers" (LNE19 – 386R);
- Establishing a HIAP labor improvement initiative that incorporates elements of the four labor models agreed by farmers and farm workers as having the most potential for overcoming farm labor challenges on Hawai’i Island; and
- Developing a set of web-based educational materials and at least two educational workshops that help farmers understand new labor models, service providers, and options for overcoming their labor challenges.
Phase 1 (Months 1-6): Farmer and Farmworker Engagement
The project will start with the engagement of a diverse cross-section of at least 60 agricultural professionals, farmers, farmworkers, and labor service providers from throughout Hawai’i Island to discuss labor constraints and potential models for overcoming them. The discussions and feedback will be collated and synthesized by the Hamakua Institute team, who will present it to HIAP’s workforce development strategy team for review and analysis.
Milestone 1: Completion of farmer and farmworker engagement phase and preparation of a summary presentation for HIAP’s workforce development strategy team.
Phase 2 (Months 7-12): Collective Analysis and Planning
HIAP’s workforce development strategy team will identify the targeted agricultural sectors, employee skill sets, and farm labor models that HIAP will seek to concentrate new funding and investment strategies to develop. They will incorporate these targeted models into a new labor improvement initiative under HIAP’s workforce development strategy.
Milestone 2: Agreement upon new HIAP labor improvement initiative and its alignment within HIAP’s workforce development strategy.
Phase 3 (Months 13-18): Education and Awareness
The project will design a set of web-based educational and awareness materials that will guide HIAP members in testing and developing new models for recruiting, sharing, and training farm labor. The materials will gather feedback from HIAP members’ and share results of new labor models across the partnership as they unfold. Two educational workshops will be held to explain how the models work and bring together the key groups for learning how to implement new models for sharing and coordinating farm labor needs.
Milestone 3: Completion of HIAP web-based education program on farm labor and two educational workshops with HIAP members on developing and testing new models for sharing farm labor.
Cooperators
- - Producer
Education & Outreach Initiatives
By month 6, increase at least 60 farmers and farmworkers’ knowledge of the four innovative labor business models from previous SARE research and gather feedback on which have the most potential for Hawai’i Island. Farmers will have improved understanding of the specific challenges of applying each labor business model in a local context.
The comprehensive analysis of agricultural labor models has laid a strong foundation for understanding various approaches to managing the agricultural workforce. The team has explored six distinct models, examining their operational structures, success factors, and areas for potential adaptation specifically suited to the unique agricultural context of Hawai’i Island. This project has produced detailed case studies for each model, complete with practical examples and implementation considerations tailored to small, diversified farming operations. These materials serve as a basis for our stakeholder engagement activities, providing concrete examples that help participants visualize how different approaches could be applied in their own settings. Through structured focus group sessions, we are facilitating in-depth discussions about the relevance of each model to Hawai’i Island. These sessions include visual presentations, interactive discussions, and structured feedback mechanisms to ensure participants gain a comprehensive understanding of each model’s components and potential applications.
Initial results from the focus group indicate an increase in participants’ understanding of alternative labor models. Farmers and agricultural professionals have expressed particular interest in hybrid approaches that combine elements from different models to address local challenges. The engagement process has sparked important discussions about practical implementation considerations. Participants are actively determining which elements of different models might be most effective for their operations, and several collaborative groups have formed to explore pilot implementations of specific approaches. Additionally, the research and engagement process has uncovered valuable insights about the local adaptations needed for each model. Participants have identified specific cultural, economic, and operational factors that will influence the success of different approaches on Hawai’i Island, providing essential guidance for the next phase of the project.
By month 12, improve knowledge and awareness of farmers’ about farm labor issues and potential solutions on Hawai’i Island, collectively creating a labor improvement initiative to HIAP’s workforce development strategy.
The development of HIAP's labor improvement initiative represents a systematic effort to translate research findings and stakeholder input into actionable strategies. Our team has established a structured process for synthesizing information from multiple sources, including focus group feedback, case study analyses, and direct stakeholder consultations. This approach helps ensure that the resulting initiative will address both immediate needs and long-term workforce development goals.
The synthesis process incorporates multiple layers of analysis, examining practical implementation requirements, resource needs, and potential barriers to adoption. We are working closely with HIAP's workforce development strategy team to ensure alignment with existing agricultural development initiatives and to leverage established networks and resources effectively. The team is developing detailed implementation frameworks that outline specific steps, resource requirements, and timeline considerations for different labor model components. These frameworks include consideration of legal requirements, financial implications, and operational logistics, providing a practical roadmap for implementation.
The emerging labor improvement initiative has already promoted increased collaboration among agricultural stakeholders. Participants have reported a better understanding of shared challenges and opportunities, which has led to more coordinated approaches to workforce development. This initiative is creating new avenues for communication and resource sharing among farms of various sizes and types. Engagement from stakeholders in the development process has generated initial support for the proposed solutions. Participants are actively contributing to the refinement of implementation strategies by sharing practical insights that enhance the initiative’s relevance. Several pilot projects have arisen from these discussions, serving as early testing grounds for collaborative approaches. Additionally, the development process has highlighted important capacity-building needs within the agricultural community. This insight is informing the design of support systems and educational resources aimed at facilitating the successful implementation of new labor strategies.
By month 18, increase the technical capacity of HIAP members in implementing labor improvements under its workforce development strategy by developing a set of web-based educational and awareness materials and at least two educational workshops that help farmers understand new business models, service providers, and options for overcoming their pervasive labor challenges.
The development of educational resources is crucial for effectively bridging research findings with practical implementation. The project is creating a comprehensive suite of materials that includes detailed summaries of the labor models researched and feedback from Hawai’i Island stakeholders. These resources are being designed to accommodate multiple learning styles and experience levels. We are utilizing a multi-pronged approach for content delivery, combining web-based resources with planned interactive workshops and ongoing support. The educational materials will feature practical examples, implementation templates, and troubleshooting guides that tackle common challenges in agricultural labor management. The workshop curriculum is being developed through extensive consultation with experienced agricultural professionals and educational specialists. This collaborative approach guarantees that the resulting materials are both technically accurate and practically applicable in real-world farming contexts.
The educational materials currently in development aim to enhance participants’ understanding of labor management strategies. These resources will empower users to build confidence in implementing new approaches and overcoming common challenges associated with implementation. Through thoughtful instructional design, these materials will promote more informed decision-making regarding labor management practices. The planned combination of web-based resources and in-person workshops will create effective learning pathways for agricultural professionals. Participants will also have the opportunity to access reference materials independently while also benefiting from group discussions and hands-on learning experiences. This multi-pronged approach is designed to facilitate ongoing knowledge exchange among agricultural professionals. As these materials are developed, they will create valuable documentation of local agricultural knowledge and experience. As the resource library expands, it will serve as a foundation for continuous learning and adaptation of labor management strategies within Hawaii's agricultural community.
Educational & Outreach Activities
Participation Summary:
Learning Outcomes
Project Outcomes
The project continues to progress in enhancing the understanding of agricultural labor models within the farming community of Hawai’i Island. Through structured engagement with stakeholders, we have identified specific aspects of various labor models that hold promise for local adaptation. Our research partnership with Arizona State University has provided valuable insights into practical implementation considerations, while focus group discussions have helped refine these concepts for local application.
Our analysis of the Hiring Agency Model, as exemplified by the Michigan Farm Bureau’s approach, has shown particular potential for Hawai’i Island. Stakeholders have expressed strong interest in this model’s ability to offer flexible labor solutions while reducing the administrative burden on individual farms. The third-party contractor structure aligns well with existing agricultural service providers on the island, suggesting that implementation could be relatively straightforward within current frameworks.
The Cooperative and Collective Farming Models, inspired by examples from India, have sparked significant discussion around resource sharing and collaborative governance. While full implementation of these models may not be immediately feasible, stakeholders have pinpointed specific elements – particularly in equipment sharing and coordinated planting schedules – that could be adapted to fit Hawai’i Island's context. The democratic decision-making processes and shared resource management approaches inherent in these models provide valuable insights for developing local collaborative structures.
The MA’O Organic Farms Model, a local Hawaiian example, has offered especially relevant insights regarding workforce development and educational integration. This model’s success in merging agricultural training with educational opportunities has resonated strongly with stakeholders who are concerned about long-term workforce development. Additionally, the integration of cultural values and community engagement within this model offers important lessons for creating culturally appropriate labor solutions for Hawai’i Island.
The Guest Worker Model and Self-Sustainable Model discussions have helped identify important considerations around housing, transportation, and support services for agricultural workers. While these models present implementation challenges in the Hawai'i context, elements of their support structures and resource allocation approaches have informed stakeholder thinking about comprehensive labor solutions. These insights are particularly valuable as farms consider ways to attract and retain workers in a challenging housing market.