The Evolution of NSEVP:
From North Shore Roots to Statewide Impact
Our History & Legacy
Kevin M. Kelly is the founder of North Shore EVP. A man of many interests and talents, Kevin migrated to Hawai’i after growing up in Texas and pursuing an academic career that eventually led him to the University of Hawai’i at Mānoa. He pursued marine geology, returned to school for an MBA, and later administered and managed large scientific grants at University of Hawai‘i’, eventually serving as an advisor to the University of Hawai‘i’s Vice-President of Research and Innovation before retiring in 2020. These varied experiences contributed to his ability to think through processes from a systems level while also being a stickler for the details–a rare combination!
Kevinʻs years of living on the North Shore of Oʻahu instilled an awareness that the community possessed a number of assets that, with cultivation and investment, could increase economic opportunities and jobs in the area, especially within the agriculture sector. Driven by his science background, Kevin gathered a group of like minded local leaders to create the 2013 Clusters of Opportunity project, a community-driven economic analysis of the North Shoreʻs employment sectors status and opportunities . The project data confirmed what Kevin and others had recognized, which was that the agriculture sector was an underdeveloped economic driver in the region. To explore and grow this opportunity, Kevin founded North Shore Economic Vitality Partnership (North Shore EVP).
North Shore EVP was created to nurture economic development projects across the North Shore of Oʻahu, with a focus on agricultural related endeavors. North Shore EVPʻs first project was intended to be a mid-sized aggregation facility for local farmers, a missing piece of the supply chain that had been identified as a need by the agriculture community. However, further research revealed that the success of such an aggregation facility would hinge on supplying commercial markets, most of which required food safety certification. At that time, many small farmers were lacking this documentation. Fortunately, USDA had recently piloted a program called USDA GroupGAP, which was intended to reduce barriers to food safety certification for small and medium sized growers by allowing a group of growers to work towards food safety certification together under a shared set of agreed upon procedures. Kevin began to reach out to colleagues across the country and eventually connected with Phil Britton, who was then working on Michigan GroupGAP. Realizing that this model of food safety training and certification support was a perfect fit for Hawaiʻiʻs small farmers, Kevin sought funding to launch a GroupGAP program through North Shore EVP. After winning a Local Food Promotion Program grant, the Hawaiʻi GroupGAP program began with just a few farmer participants on the North Shore.
Within three years, North Shore EVP had secured USDA approval for the Hawaiʻi GroupGAP Quality Management System, trained two cohorts of Oʻahu farmers, and transitioned the “classroom” content to an online format, expanding participation statewide. When the COVID-19 pandemic hit, Hawaiʻi GroupGAP staff and participants were already familiar with remote meeting technology, allowing the program to continue moving forward. Audits were conducted through a combination of remote and in-person sessions, enabling the program to maintain momentum during a challenging time. Throughout the pandemic years, the program continued to grow. Kevin led the charge in securing funding and support through countless proposals and meetings, while more growers sought food safety certification and those achieving certification gained access to new markets. As of August 2026, our team has grown to six professional staff, and we are supporting more than 60 growers across the state.
Kevin put his heart and soul into launching North Shore EVP and the Hawaiʻi GroupGAP program. He relentlessly pursued support for Hawaiʻi GroupGAP, writing dozens of proposals and attending countless meetings with everyone from farmers and neighborhood boards to members of the State Legislature. He was an incredible mentor as well–always patient, teaching and leading by example, and building confidence through experience and attitude. Working with Kevin taught us all to ask questions, look for solutions, and figure out how to pivot–to ask “what can we do?” when the plan doesnʻt unfold as intended. He was a strong proponent of starting meetings with each person sharing what they had accomplished and ending with each person identifying their to-dos. It was a simple practice that promoted progress, teamwork, and accountability, and it is a format we continue to use to this day.
Kevinʻs belief that Hawaiʻi could successfully leverage the strengths of small and medium sized farmers to positively impact the regional food system and contribute to local food resiliency was unwavering. He strongly believed that food safety certification is the key to greater market access, a safer local food supply chain, and a healthier community.
Kevin passed away in July 2025, and he is deeply missed. His leadership, vision, and belief in the potential of Hawaiʻi’s farmers continue to guide our team and the work we do every day.
North Shore Economic Vitality Partnership: Food Safety & More (Food and Farmers Series)
North Shore EVP is supported by a growing network of community partners and sponsors!
Developing a Shared Agenda
The Developing a Shared Agenda project combined an economic analysis of O’ahu’s North Shore with public outreach to share findings and identify new growth opportunities. It examined future opportunities in the North Shore Experience (tourism/retail) and Sustainable Agriculture & Working Landscapes (agriculture/land use) clusters, plus an emerging Professional & Technical Services cluster, as part of a regional action plan.
A key finding was how interconnected these clusters were, the North Shore Experience cluster depends on the region’s scenic beaches, mountains, and open spaces, and both it and the Agriculture cluster share a commitment to preserving the land while strengthening the local economy. The effort aligned with broader priorities: respecting the land, preserving heritage and culture, and boosting community well-being and economic prosperity. Project outcomes and findings were documented and made available to stakeholders.
Our Process
O‘ahu’s North Shore communities sought to better understand their economic landscape and build on traditional industries of agriculture and tourism while creating new opportunities that leveraged existing regional assets, preserved natural resources, strengthened the economy, and created local jobs.
Collaborative Economics was engaged to produce the North Shore Cluster Assessment Report, using New Economy Time Series (NETS) data to identify three key clusters driving the region’s economy, forming the basis of the Economic Strategy Plan. The research reinforced how interconnected these clusters were, particularly North Shore Experience and Sustainable Agriculture & Working Landscapes, which together accounted for 43% of regional job growth from 2001–2011 and were studied in greater depth.
Business leaders within these sectors convened and participated in meetings to determine opportunities and requirements for future growth within the three clusters. The groups focused on identifying regionally appropriate opportunities that preserve the unique natural assets of the region, while also bolstering the economy to create jobs for residents. Convergence across these industries was recognized and four steps for action were identified.
- Launching a “Did You Know?” Campaign to tell the story of today’s agriculture on the North Shore
- Developing a Regional Brand that distinguishes North Shore businesses and products from the rest of Hawaiʻi
- Organizing an Infrastructure Action Committee to assist in the resolution of traffic issues affecting the North Shore
- Creating an Ag Learning Center/Food Hub for small farmers and ag-tourism
In November 2013 at a final meeting of the four action teams participants shared their progress, integrated their activities and further detailed implementation steps for the success of their action plans. From there it will be the determination and perseverance of the action team members with the support of the North Shore Economic Vitality Partnership and the broader community to shepherd the progress of these action items.
Clusters
Clusters of opportunity are sectors of the economy identified by growth in one or more areas:
- Value: The sector brought wealth to the region.
- Jobs: The sector experienced strong short-term or long-term employment growth.
- Wages: The sector provided high value wages that were increasing over time.
These clusters drove economic vitality by creating jobs, wages, and local purchasing, generating a ripple effect across the region. They also produced tax revenue supporting public services and quality of life.
Sustainable Agriculture & Working Landscapes: grocery stores, markets, florists, caterers, specialty restaurants, food processing, farms, veterinary and ag support services, marinas, aquaculture, film production, ranches, environmental/wildlife organizations, planning and development, and conservation/natural resource management.
North Shore Experience: museums, tour operators, Hawaiʻi-based manufacturing, retail (clothing/souvenirs/fashion), artists and galleries, ocean recreation and surfing businesses, accommodations, transportation, and travel agencies.
Professional & Technical Services: technical consulting, diagnostic imaging, IT companies, finance/investment services, communications equipment manufacturing, electronics maintenance/repair, data services, and architecture/engineering firms.
Sustainable Agriculture & Working Landscapes includes grocery stores, markets, florists, caterers, specialty restaurants, food processing, farming, veterinary services, agricultural support, marinas, aquaculture, film production companies, ranches, environmental and wildlife groups, urban and rural planning and development, conservation programs and resource management.
North Shore Experience contains museums, recreational tours, uniquely Hawai‘i manufacturing,4 clothing and souvenir stores, fashion, artwork, ocean recreation & surfing, accommodation, transportation and travel agencies.
Professional & Technical Services is made up of a range of businesses including technical consulting, diagnostic imaging centers, computers, information technology, finance and investment services, communications equipment manufacturing, electronics maintenance and repair, data services and architecture and engineering services.
Reports
Readers are encouraged to review all four reports for a complete picture of the project’s findings and outcomes. Four reports documented the project’s phases:
Phase I Cluster Assessment Report – regional economic analysis, foundation for engagement
Phase II Cluster Opportunities Report – opportunities identified through community/industry discussion
Draft Action Plan – refined opportunities into a strategic plan, establishing Action Teams
Final Summary Document – comprehensive overview of process, clusters, and Action Team outcomes
