Strategic Plan 2026–2030

Hawaiʻi Green Growth's 2026–2030 Strategic Plan for Collective Action

With the 2030 deadline for the Aloha+ Challenge approaching, Hawaiʻi Green Growth launched its 2026–2030 Strategic Plan for Collective Action. This roadmap amplifies HGG’s long-standing commitment to collective action, doubling down on execution to mobilize 500+ members toward closing critical gaps in Hawaiʻi’s environmental, social, and economic goals.

Read the Executive Summary of the Strategic Plan

Strategic Plan Virtual Launch Event

HGG shared the 2026–2030 Strategic Plan for Collective Action publicly via virtual webinar on Wednesday, April 29 9:30-10:30am HST. Watch the webinar recording for greater detail of the plan and what this means for next steps, Network engagement, and closing Goal gaps.

Frequently Asked Questions

On Aloha+ Goal Progress

  • What areas is Hawaii doing the best in on the Aloha Challenge, What area needs the most improvement, and how can members and supporters best assist?

    The 2025 Voluntary Local Review (VLR) provides the most up-to-date snapshot of these trends, highlighting both the “bright spots” like clean energy and the persistent gaps like waste reduction, while also identifying where targeted action and investment are most needed. For members and supporters the biggest way to support will be to engage in our sensemaking pillar where we will identify the gaps and work collectively to advance solutions. 


    Read the Hawaiʻi VLRs here!

  • The plan introduces "Action Ownership" — named leads for every agreed-upon action. That's a meaningful shift from HGG's historically facilitative role. How do you hold a named lead accountable without authority over them?

    This is the core tension of backbone organization work, and there's no clean answer. What we have is transparency — public system mapping and progress reporting — relational accountability through the Network Engagement Platform and Annual Event, and the Action Group charter process, which builds accountability in at the front end rather than trying to enforce it after the fact. HGG can't compel action, but we can make inaction visible within a Network where institutional reputation matters.

On Community Engagement

  • How can other like minded NGOs and nonprofits with a Hawaiʻi presence share/contribute to the plan and its intended benefits?

    We invite collaboration in many ways–– these are Hawaiiʻs goals, not Hawaii Green Growthʻs goals. We all have a kuleana to implement them. To support them holistically, join the Aloha+ Challenge by:

  • How can students and researchers get involved?

    We welcome students and academics to make sure they are signed up for our newsletter and action groups that intersect with your work/focus areas. For the newsletter, you can sign up here. For more information on the Action Groups, you can sign up here. More communications on next steps will be sent through our newsletter and groups regarding opportunities specifically for those in academia to help us advance insights and research, including the sensemaking initiative which will launch soon.

  • The plan sets a target of 51% of Network Members taking one documented action per year — but the current baseline is estimated at 15–20%, with over 500 members. That's a 2.5x–3x increase. What's the theory of change for getting there, specifically for the 300+ Goal Adopters who are currently minimally engaged?

    The re-engagement strategy for that long tail is still being built. The plan identifies the infrastructure — the Network Engagement Platform, the Hub, the Sustainability Systems Map — but those enable the strategy, they aren't the strategy itself. The more direct mechanism is creating low-barrier, high-relevance entry points: Goal Workdays, Action Group participation, and clear asks tied to what members are already working on. The Key Performance Indicators (KPI) will force us to either show progress or explain publicly why we're not hitting it. That accountability is intentional.

On Financing

  • You have mentioned an Aloha+ fund. Would this be an investment fund or a grant/donation fund, or a blended finance vehicle, and where do we anticipate the funding coming from?

    We have begun outreach with national level philanthropy as a starting point with the goal to bring in new resources to Hawaiʻi, and will continue to build out across sectors from there. Our goal is to ensure that these funding sources are additive to (not taking away from) existing sustainability funding pools for Hawaiʻi. We will explore opportunities to leverage existing sizable funding commitments, matching philanthropy to government funding, for example, via new revenue like Hawaii’s Green Fee.

On Hawaiian Values and Indigenous Knowledge

  • The plan invokes indigenous knowledge and values throughout — but the operational details, KPIs, governance structures, fiscal mechanisms, are largely drawn from Western collective impact and nonprofit frameworks. How do you reconcile that?

    This tension is worth sitting with rather than resolving too quickly. The Collective Impact model is named as the organizational framework because it accurately describes what HGG functionally does — it wasn't chosen as a values statement. The Mālama Implementation Tool is the most concrete example of indigenous-informed decision-making built into governance operations. The sensemaking process is designed to hold "what data shows vs. what lived experience reveals" as a structural question throughout the plan period. We'd rather be held to this question annually than claim it's settled.