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Okabe: If hired, what do you perceive are your obligations as Director?
<br />Kouchi: Well, I see my obligations in a few areas. First, I'm responsible for ensuring
<br />the liquor laws, rules and regulations are enforced consistently, fairly, and transparently
<br />in order to protect public safety, maintain integrity of the licensing process, and to
<br />ensure a lucrative liquor industry. Second, I'm obligated to carry out the Commission's
<br />policy direction and translate it into effective day-to-day operations while keeping the
<br />Commission informed of trends, challenges, and outcomes. Third, I have an obligation
<br />to lead and support staff by providing clear expectations, proper training, and the
<br />resources necessary for them to perform their duties both professionally and effectively.
<br />also see it as my responsibility to maintain constructive relationships with licensees,
<br />the business community, and partner agencies through clear communication, education,
<br />and collaboration. Finally, I'm also obligated to make informed decisions using data
<br />best practices and measurable outcomes to continuously improve our operations. And
<br />overall, my responsibility is to lead the Department in a manner that is fair, accountable,
<br />transparent to the community, and aligns with the Commission's priorities
<br />Okabe: No. 5, what are your priorities as soon as you become Director, and what
<br />things would you hope to accomplish in the first year?
<br />Kouchi: If selected as the new Director, my immediate priorities would be to focus on
<br />three areas. One would be staff engagement. I would meet with our current employees
<br />and past employees, to understand our challenges, strengths, and any opportunities
<br />that we as a Department can have for improvement. Being a frontline staff,
<br />understand that we can provide critical insight, and early engagement helps to build
<br />trust, align our expectations, set clear goals, and improve employee retention and
<br />improve morale. Second, I would do an operational assessment, I would review
<br />our existing policies, procedures, and data to identify opportunities to improve any
<br />inefficiency, any opportunities for modernization, and in turn improve compliance.
<br />Given my experience developing procedures and my education, I would look for ways
<br />to better leverage technology and then use data to support enforcement and improve
<br />our customer service.
<br />And third, I would strengthen relationships with all of our licensees, other law
<br />enforcement agencies, and the community through communication, education, and
<br />outreach. In the first year, I will aim to streamline any key processes we have, expand
<br />training for the staff and licensees, improve data -driven reporting, and strengthen
<br />collaboration with the Commission and Adjudication Board. And this would set a strong
<br />foundation for long-term success.
<br />Okabe: No. 6, can you provide for us at least two goals you want to set for the
<br />Department, and what are your plans to achieve these goals?
<br />MINUTES - LIQUOR COMMISSION MEETING SPECIAL MEETING - MONDAY, DECEMBER 15, 2025 - HILO PAGE 8 OF 35
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