HomeMy WebLinkAboutCOM 0103.001 2020-2022 Mitchell D. Roth ft:•; Deanna S. Sako
Mayor ,T.y Director
E•6F•".041 - Steven A.Hunt
Deputy Director
County of Hawai'i
Finance Department
25 Aupuni Street,Suite 2103 • Hilo,Hawaii 96720 " -'' C""7. 7:
(808)961-8234 • Fax(808)961-8569 ;,.
March 1, 2021 0
-_ r-i
Maile Medeiros David, Council Chair and
Members of the Hawai`i County Council r,
Hawai`i County Council
25 Aupuni Street
Hilo, Hawaii 96720
The budget and program reviews for the County of Hawai`i's Departments and Agencies will
begin on April 13, 2021. I am enclosing a booklet containing the reports entitled, Six Month
Progress Report on Program Objectives for FY 2020-21 and Final Status Report on Program
Objectives for FY 2019-20. These reports provide information to the members of the County
Council so they may evaluate our program accomplishments for the first six months of the
current fiscal year and for the last fiscal year.
Should you have any questions or need more information, please don't hesitate to call Ted
Schrey, Budget Administrator at 961-8259. Thank you very much.
Deanna S. Sako
Director of Finance
APPROVED:
Mitchell D. Roth
Mayor
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Hawaii County is an Equal Opportunity Employer and Provider Ref. Date MAR - 2 2021
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Departmental Agencies'
SIX MONTHPROGRESS REPORT ON
PROGRAM OBJECTIVES FOR FY 2020-21
and
FINAL STATUS REPORT ON
PROGRAM OBJECTIVES FOR FY 2019-20
Table of Contents
Within each of the following departmental, agency, or fund section, contains the:
• Six Month Progress Report on Program Objectives for FY 2020-21 (white pages)
• Final Status Report on Program Objectives for FY 2019-20 (yellow pages)
1. Aging
2. Civil Defense Agency
3. Corporation Counsel
4. County Council + County Clerk
5. County Physicians
6. Elderly Activities
7. Environmental Management
8. Finance
9. Fire
10. Human Resources
11 . Information Technology
12. Legislative Auditor
13. Liquor Control
14. Management
15. Miscellaneous Accounts
16. Parks & Recreation
17. Planning
18. Police
19. Prosecuting Attorney
20. Public Works
21. Research and Development
22. Highway Fund
23. General Excise Tax Fund
24. Sewer Fund
25. Short-Term Vacation Rental Enforcement Fund
26. Cemetery Fund
27. Bikeway Fund
28. Beautification Fund
29. Vehicle Disposal Fund
30. Solid Waste Fund
31. Golf Course Fund
32. Geothermal Relocation & Community Benefits Fund
33. Housing Fund
34. Geothermal Asset Fund
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1. Age Well: Maximizing opportunities for older adults to age well, remain active, and
enjoy quality lives while engaging in their communities.
• 1.1: Engage with the community through outreach, information and assistance
and utilization of the Aging &Disability Resource Center (ADRC) to keep
seniors active and socially engaged.
The ADRC continued with its practices to provide outreach, information and
assistance to all participating seniors during the past year. Outreach
opportunities declined over the last year due to limitations for large group
gatherings and the cancellation of opportunities to provide outreach through
participation in community events, aging fairs, and caregiver groups.
Smaller outreach opportunities were made through Options Counseling,
connection with third-party providers and online training. ADRC focused
on sharing information with seniors pertaining to support groups and social
online connections hosted by partnering agencies. ADRC provided
information and assistance through incoming calls, scheduled 1:1 Option
Counseling and assistance face-to-face interactions.
ADRC piloted a smart phone program to help connect seniors with their
families, friends, and support groups. In addition,ADRC secured CARES
monies to implement a larger scale "smart phone" program that provides the
option for 100 participants to receive smart phones and prepaid phone cards
to help decrease feelings of isolation and loneliness.
• 1.2: Gather community input on the congregate meal program and ways to
maintain senior interest at each congregate meal site and assess community needs.
Due to the COVID-19 pandemic, the congregate meal sites have been closed
since the end of March,2020. All meals have been delivered to the clients in
various districts island-wide. There currently is a waitlist for this program
due to high demand for this service.
• 1.3: Ensure that the Better Choices, Better Health Programs are available to
older adults throughout Hawai`i County, which includes training of Lay Leaders.
All scheduled trainings for Master Trainers and Lay Leaders were cancelled
due to COVID-19 pandemic protocols. Certifications due to expire this year
have been extended. Trainings will resume when the COVID-19 situation
Six Month Progress Report on Program Objectives for FY 2020-21 1
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improves in our State and County. Telephone toolkits for the Chronic
Disease Self-Management Program (CDSMP)were made available. We
purchased these toolkits and conducted four classes during this period via
telephone.
• 1.4: Support opportunities for older adults to enhance their employment skills.
The State Department of Labor and Industrial Relations decided to bring the
Senior Training and Employment Program (STEP) back in-house to their
Workforce Development division and not solicit proposals for fiscal year
2021. The Office of Aging continues to refer seniors to this program and is a
host agency providing training and employment.
2. Develop and Maintain Partnerships: Building partnerships and alliances that will
give impetus to meeting Hawai`i's greatest challenges of the aging population.
• 2.1: As the Area Agency on Aging,the Hawai`i County Office of Aging will be
the one-stop access point for all aging and disability related issues through the
continued development of partnerships.
In July,2020,the ADRC started reviewing and updating Memorandums of
Agreements (MOA)with partnering agencies. MOA's were completed with
five partnering agencies including DOH,Nutrition Program,Alzheimer's
Association, Coordinated Services for the Elderly, Community First
Foundation. The process was started with 10 other partnering agencies and
completion scheduled for February 2021.
New partnerships were established with six organizations. Partnerships were
focused around connections for COVID-19 resources and needs. ADRC
provided support to organizations to assist with meal programs and setting
up volunteer contacts to assist with seniors feeling isolated due to COVID-19.
The partnering agencies in turn, provided information about the ADRC and
encouraged contacts with additional needs to reach out to the ADRC.
Partnering agencies also received training on ADRC referral process and
provided referrals to ADRC as appropriate.
ADRC is participating in the No Wrong Door(NWD) initiative with the State
Executive Office of Aging. The premise of this program is that no matter
which agency a person seeking support calls, they will receive accurate
Six Month Progress Report on Program Objectives for FY 2020-21 2
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information and an appropriate referral through a centralized database of
providers working together to meet the needs of the community. Each
provider, including the ADRC has put the NWD referral system into their
practices. ADRC has completed and received referrals through the NWD
referral tool since its implementation in August 2020.
Training curriculum was developed to provide training to outside referral
sources such as provider agencies, hospitals and clinics and rehab facilities.
Training to partnership agencies is scheduled for Feb 2021.
3. Enhance the ADRC: Participate in the statewide ADRC system for older adults and
their families to access and receive Long Term Support Services (LTSS).
• 3.1: Maintain"fully functioning status" of the Hawai`i County ADRC as required
by the State Executive Office on Aging.
The Aging and Disability Resource Center remained open to the public using
COVID-19 safety guidelines throughout the pandemic. Services functioned
as usual and all aspects of the ADRC remained fully functional. Operational
protocols were adapted so that the needs of the senior and disabled
population were met while ensuring safety to employees and consumers.
• 3.2: Promote community awareness of the ADRC of services and supports
available.
Community awareness and connections were achieved through outreach and
partnership with local non-profit organizations. Connections included
partnering with five local organizations to assist with free meal programs
focused on benefiting seniors during the pandemic and ensuring food
security for those in need. In addition, partnership with AARP occurred
through participation in the AARP Caregiver training series. ADRC
provided an informational training to attendees outlining services and
supports provided by the Hawaii County ADRC.
The ADRC increased their connection with the Hawaii County
Paramedicine Program which resulted in additional referrals to the ADRC.
Ongoing communication with agencies providing support to seniors and
people with disabilities was a focus area resulting in additional support for
seniors to connect with the SNAP program and volunteer programs such as
Our Kupuna.
Six Month Progress Report on Program Objectives for FY 2020-21 3
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Revisions to referral process, forms and training to outside agencies also
resulted in new referrals to the ADRC.
• 3.3: Provide relevant person-centered information, assistance, referrals, and
options counseling to consumers requesting services through the ADRC.
About 150 referrals were completed by the ADRC for Kupuna Care Services
and Legal Aid support during the past six months. The ADRC provided
information and assistance through in-person and phone connections 1,517
times. 202 Option Counseling sessions were completed during the last six
months.
4. Live with Dignity: Enabling older adults and people with disabilities to live within
the community with dignity through home and community-based services.
• 4.1: Provide effective home-based services via case management
Due to the COVID-19 pandemic,HCOA implemented enhanced safety
guidelines for Case Managers servicing clients in our Kupuna Care program.
Case Managers were provided PPE to help mitigate exposure risk for
themselves as well as clients. HCOA continues to work collaboratively with a
contracted case management agency to address service capacity issues and
employee shortages. HCOA contracted an in-house Case Manager to provide
services to Kupuna in West Hawai`i who were waitlisted as a result of these
issues with the contracted vendor. Additionally,HCOA requested an
emergency procurement to increase access to case management services for
eligible Kupuna Care clients. These actions will help enable Kupuna to
receive much needed services in a timely manner and live within the
community safely and with dignity. Despite these challenges over the last six
months of 2020,we were able to provide over 2,000 hours of case
management services throughout the County.
• 4.2: Provide active support for family caregivers through training, annual
conferences, respite, counseling, and informational materials.
The Office of Aging (HCOA) provides a monthly newsletter to over 500
caregivers throughout the County. This newsletter provided tips to avoid
burnout and improve the health and safety of caregivers.
The ADRC staff was featured in a virtual presentation for caregivers
Six Month Progress Report on Program Objectives for FY 2020-21 4
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organized by AARP. During this presentation, staff members educated
caregivers on the services and supports available through the Office of
Aging's Aging and Disability Resource Center.
Through our contracted service providers,the Office of Aging has provided
over 1,200 hours of respite for caregivers and over 40 assisted transportation
trips from July—December,2020. Respite gives family caregivers a break
from their caregiving duties so that they can take better care of themselves
and their loved one.
• 4.3: Ensure that each year of the planning period that the resource directory will
be updated and available on the HCOA/ADRC website.
ADRC and HCOA have been actively working with website designers to
revamp the ADRC/HCOA website. The updates to the site include making it
more user-friendly and updating information relevant to years 2020/2021.
The website has a new look and feel to help connect to its users. The
resource directory is also being revised to add new information and delete
unavailable resources. The updated directory also has a new look to ensure
it is user friendly and easy to follow. The directory is available on the
website.
5. Disaster Preparedness:
• 5.1: Initiate dialogue with contracted service providers in assessing their role,
availability, and resource needs before, during, and after a disaster in providing
services to older adults and people with disabilities.
With the onset of COVID-19, dialogue with contracted services providers has
accelerated. The COVID-19 pandemic brought into view an aspect of
disasters not experienced before. The pandemic's duration and
requirements for Personal Protective Equipment (PPE) highlighted the need
to assess the sustainability level of each provider to maintain the contractual
level of service during a disaster. To discover those needs, HCOA has been
in regular contact with each provider. Throughout the pandemic monitoring
the delivery of services, resources used, and staff capacity needed to be in
place before, during, and after a disaster has shown the importance of
assessing this role and having a plan in place before a disaster strikes.
Six Month Progress Report on Program Objectives for FY 2020-21 5
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COMMITTEE ON PEOPLE WITH DISABILITIES
1. Continue to advise administration on issues facing people with disabilities.
During the first half of FY 2021, the Committee did not advise the administration
on any issues facing people with disabilities.
2. Work with community to help improve education and public awareness.
For the time period of July 1,2020 through December 31,2020, the Committee on
People with Disabilities met four times. These meetings were open to the public,
however no community members attended. Committee members continued to
work in their local communities to bring awareness to the challenges faced by
people with disabilities by identifying issues and bringing issues back to the
committee for discussion. The Committee identified the issue of illegal parking in
disability parking spaces as a focus and discussed the issuance of warning tickets.
3. Continue to improve accessibility of County facilities and programs for people with
disabilities.
During the first half of FY 2021,the Committee did not identify any issues related
to County facilities or programs which needed improvement.
Six Month Progress Report on Program Objectives for FY 2020-21 6
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1. Age Well: Maximizing opportunities for older adults to age well, remain active, and
enjoy quality lives while engaging in their communities.
• 1.1: Support Elderly Activities Division in their efforts to maintain, develop,
P
and/or enhance programs that keep seniors active and socially engaged.
Hawaii County Office of Aging (HCOA) Executive on Aging (EA) has met
regularly each month with the Elderly Activities Division (EAD) Director
reviewing program outcomes, assessing service gaps, service utilization and
funding needs for the current contract year and upcoming future needs as
indicated in the current four year Area Plan. These meetings have proved
beneficial in the last quarter of the year with the unexpected rise of COVID-
19.
• 1.2: Explore and organize efforts with Elderly Activities Division to maintain
senior interest at each congregate meal site.
During FY 2019-20, HCOA, through contract with the Hawaii County
Nutrition Program, provided 146,130 meals to 1,414 participants at 16
congregate meal sites island wide. HCOA also contracted for nutrition
transportation to provide access to 14 meal sites. This service provided
29,289 transportation trips to 422 participants at 14 congregate meal sites.
Congregate meals sites offer more than just a USDA approved nutritious
meal. Congregate meal sites offer a variety activities and opportunities that
promote socialization, nutrition education and health activities, essential
shopping, and volunteering opportunities.
• 1.3: Ensure that the Better Choices, Better Health Programs are available to
older adults throughout Hawai`i County, which includes training of Lay Leaders.
For FY 2019-20, 41 participants attended Chronic Disease Self-Management
and Diabetes Self-Management CDSMP) classes. These classes teach
participates how they can effectively manage their conditions by setting goals
for themselves and making smart choices. HCOA currently has sufficient
Lay Leaders and resources to sustain the program for the near future. A
State Master Trainer training program was to have taken place during the
month of March at the ADRC in Hilo. Because of the unforeseen COVID-19
pandemic, the program had to be cancelled.
Final Status Report on Program Objectives for FY 2019-20 1
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• 1.4: Support the volunteerism of older adults,through assistance and monitoring
of the Elderly Activities RSVP program.
HCOA no longer formally administers and monitors the Retired Senior
Volunteer Program (RSVP) contract to the Elderly Activities Division
(EAD). HCOA continues to provide support to the program by using
volunteers within the office when applicable, attending their recognition
events, and ex-officially participating once per quarter with a representative
on their bi-monthly advisory board meetings. Due to the COVID-19
pandemic volunteer usage is at a very minimum to keep our senior
volunteers safe and limit the number of individuals within the office.
At the end of FY 2019-20,HCOA closed out the contract with the State
Department of Labor and Industrial Relations (DLIR) for the Senior
Training and Employment Program and will no longer administer that
grant.
2. Forge Partnerships: Forging partnerships and alliances that will give impetus to
meeting Hawai`i's greatest challenges of the aging population.
• 2.1: Partner with the Hawai`i County Transportation Department to advocate,
organize, and promote a county-wide mass transit plan which includes addressing
transportation needs of the elderly and individuals with disabilities.
Due to the ongoing challenges that the Mass Transit Director faced in the
beginning of the fiscal year,HCOA did not have an opportunity to meet with
the Mass Transit Director. With the onset of the COVID-19 pandemic, the
opportunities to meet with the Mass Transit Director were limited and few.
3. Enhance the ADRC: Developing a statewide ADRC system for older adults and
their families to access and receive Long Tenn Support Services (LTSS)within their
respective counties.
• 3.1: Maintain ADRC Federal and State Compliance.
Hawaii County Office of Aging (HCOA) continues to attend and participate
in the State Executive Office on Aging(EOA) monthly webinar meetings
designed to enhance and ensure the Aging and Disabilities Resource Centers
(ADRC) throughout the state continue to be fully functional and compliant
with Federal and State requirements.
Final Status Report on Program Objectives for FY 2019-20 2
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• 3.2: Provide relevant person-centered information, assistance, referrals, and
options counseling to consumers requesting services through the ADRC.
To ensure relevant person-centered information and assistance, appropriate
referrals, and options counseling to consumers requesting services through
the ADRC, each Aging and Disabilities Specialist(ADS) is encouraged to
keep their Alliance of Information & Referral Systems (AIRS) certifications
current.
• 3.3: Use marketing strategies to promote community awareness of the ADRC.
HCOA continues to address marketing strategies to maximize the efficient
use of staff resources while continuing to provide and promote the resources
that are available through the ADRC. HCOA accomplished this goal joining
the Vibrant Hawai`i network of private non-profits and community groups.
This allowed HCOA to become the bridge between the formal Aging
Network of service providers and the private community-based providers.
Through this partnership with Vibrant Health,the HCOA has increased the
awareness of the qualitative resources available to our Big Island
communities through the ADRC.
4. Live at Home with Dignity: Enabling people with disabilities and older adults to
live in their community through the availability of and access to high-quality Long-
Term Services and Supports, including supports for families and caregivers.
• 4.1: Provide effective home-based services via case management.
The "Goal' of Kupuna Care is to provide Hawai`i's older adults access to
affordable and quality home and community-based services that are client-
centered and family supportive. Objectives were formulated to measure
"quality assurance," client and/or family caregiver satisfaction and increased
accountabilityw/improved management practices. KC strives toward
statewide consistency in operation standards and practices that are client
centered.
HCOA is implementing a "HYBRID" model of Case Management, a
combination of contracted and in-house case management services. HCOA
anticipates current model will bolster efficiency, timeliness and flexibility for
cases requiring expedited processing and service.
Please see Agency summary report below.
Final Status Report on Program Objectives for FY 2019-20 3
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Consumers/Consumer groups served July 1,2019 through June 30, 2020:
Clients receiving Case Management Services
Through Contracted Service Provider, Services for Seniors =293 clients
Through In-house Case Manager: = 108 clients
Total Clients Receiving Case Management Total: =401 clients
In reference to "Quality Assurance" measures,participants receiving
Kupuna Care Services, receive Client Satisfaction Surveys at discharge.
Comments/feedback received through the survey help to identify client
satisfaction, identify areas of improvement, and to determine unmet needs.
• 4.2: Provide active support for family caregivers through training, annual
conferences, respite, counseling, and informational materials.
On September 19,2019, the Hawaii County Office of Aging collaborated
with Hawaii Community Caregiver Network(HCCN) to hold "Caring for
the Caregiver", a caregiver conference. The event attracted over 100
caregivers in West Hawaii. Guest speakers and a vendor fair provided
information to caregivers on the importance of self-care when taking care of
a loved one.
HCOA and HCCN provided Powerful Tools for Caregiver classes in East
and West Hawaii. Approximately 15 individuals attended these classes.
HCOA sends out a monthly "Caregiving in the Comfort of Home, Caregiver
Assistance" newsletter to approximately 530 individuals. Topics covered this
year include Hot Weather Safety,Is a Person with Alzheimer's in Pain,
Activities of Daily Living—Personal Hygiene,Toileting in Alzheimer's
Disease, Infection Control in the Home and Cold Weather Safety
HCOA continues to provide Counseling and Training,Respite Services, and
Supplemental Services to caregivers through Title IIIE Family Caregiver
Support Program (FCSP). So far this year, caregivers have received over
4,652 units of Title IIIE Family Caregiver services.
• 4.3: Ensure that each year of the planning period that the resource directory will
be updated and available on the HCOA/ADRC website.
The State Executive Office on Aging (EOA) has selected a hosting agency to
host all ADRC websites. Discussions are currently underway to determine
Final Status Report on Program Objectives for FY 2019-20 4
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whether the State or AAA's should take the responsibility of keeping
resource and provider information updated. Currently the State pays for the
hosting of all websites.
5. Keep Kupuna Safe: Optimizing the health, safety, and independence of Hawai`i's
older adults.
• 5.1: Work with partnering agencies to promote awareness and address elder
neglect, abuse, and fraud protection.
Over the course of the year,HCOA collaborated with Hawai`i Island Adult
Care,Xceptions Inter-Networking Services, and the State of Hawaii IT
Cybersecurity Division in providing Cyber Generations Safety Workshops
for 80 kupuna participants. Due to COVID-19 restrictions, made arranging
and sponsoring workshops very difficult.
HCOA will continue coordinating with the State Health Insurance Program
(SHIP) and the Senior Medicare Patrol (SMP) programs in coordinating and
providing space for their volunteers to meet with clients on a monthly basis
at the ADRC to help them recognize signs of neglect, abuse, and fraud.
Beginning in August 2019, the elder abuse shelter project was turned over
completely to Hope Services Hawaii.
Continuing to explore ways to advocate for elder abuse,HCOA has reached
out to the prosecutors' office and the Adult Protection Services (APS) to
develop an educational awareness program. The desired planning outcome
for this program is to cover physical and financial abuse, as well as provide
continued training to identified mandated reporters. Due to the current
COVID-19 restrictions, it has been difficult to pull planning groups together.
Final Status Report on Program Objectives for FY 2019-20 5
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Special Note:
Contracts to the Elderly Activities Division,Department of Parks & Recreation.
Funding provided through contracts, invoiced monthly and payments deposited directly
to the Elderly Activities Division accounts. Elderly Activities Division provides the
following contracted services and reflects its own program objectives.
• Congregate Meals
• Home-Delivered Meals
• Nutrition Education
• Outreach
• Transportation
• Training and Employment (STEP)
Final Status Report on Program Objectives for FY 2019-20 6
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COMMITTEE ON PEOPLE WITH DISABILITIES
1. Continue to advise administration on issues facing people with disabilities.
HCOA continues to assist the Committee on People with Disabilities to help
facilitate and arrange meetings and provide support and resources where
necessary. During the last half of the year, the committee reorganized and
selected a new chair and vice chair. In the last half of the fiscal year, the
committee met twice due to the COVID-19 restrictions.
2. Work with disabilities community to help improve education and public awareness.
Due to COVID-19 restrictions, the committee found it difficult to schedule
speakers. Presentations to the committee were limited, but the committee
scheduled a few presentations in the first half of the year. A guest speaker from
Full Life Hawaii, a non-profit agency that serves people with developmental and
intellectual disabilities provided resourceful information to the committee of the
supports system that they provide to their clientele.
3. Continue to improve accessibility of County facilities and programs for people with
disabilities.
The Committee continues to provide input to County Departments regarding the
ADA requirements in regard to facility access. In addition, the disabled parking
issue is still a major concern of the committee. In future meetings, the committee
expressed an interest in becoming a greater advocate for people with disabilities at
the State Legislative level.
Final Status Report on Program Objectives for FY 2019-20 7
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CIVIIIL DEFENSE AGENCY
CIVIL DEFENSE AGENCY
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CIVIL DEFENSE
1. Review and update the Hawai'i County Emergency Operations Plan.
Not started; 0% complete. COVID-19 Response: exemptions, screening testing,
airport passenger screening, personal protective equipment (PPE) and disinfection
supplies distribution, and vaccination missions were prioritized.
2. Assist County organizations in revising their Continuity of Operations Plans (COOP).
Not started; 0% complete. COVID-19 Response: exemptions, screening testing,
airport passenger screening, personal protective equipment (PPE) and disinfection
supplies distribution, and vaccination missions were prioritized.
A request for a FEMA-funded workshop to accomplish this goal will be submitted
in February.
3. Implement an inventory and accountability system for cache of emergency supplies
currently housed in the Civil Defense warehouse.
100% complete. All the equipment and supplies in the Civil Defense warehouse
have been inventoried and recorded in the Salamander resource management
system. The system is being used to track resources for COVID response.
4. Implement Project 360 in coordination with the Citizen's Corps Council. This outreach
effort will refer to the acronym"ICE"that highlights the tenets of Integration,
Communication/Coordination, and Empowerment. The intent is to create resilient
communities through individual preparedness and where practical a community
response plan.
Not started; 0% complete. COVID-19 Response: exemptions, screening testing,
airport passenger screening, personal protective equipment (PPE) and disinfection
supplies distribution, and vaccination missions were prioritized.
Most Community Emergency Response Team (CERT) members are in the high-
risk category. Restricted group sizes and high-risk individuals limited the ability to
engage communities during this time.
Six Month Progress Report on Program Objectives for FY 2020-21 1
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
5. Conduct an annual review and assessment of Civil Defense public notification and
warning systems to include but not limited to:
a. The use of the mass notification systems to provide timely digital platform public
information and outreach messaging with respect to the various types of hazards and
threats experienced.
0
100/o complete. The Everbridge mass notification system has become fully
operational. Emergency messaging has been delivered to over 10,000
individuals who have registered to receive emergency messaging. Messaging is
done via telephone voice message, email, text, postings to social media (Twitter
and Facebook), and posted to the Civil Defense webpage.
b. The expanded use of the mass notification system for other Departments in the
County.
In progress; 50% complete. The Hawaii Fire Department(personnel recall),
Mass Transit Agency (Route Status), and Department of Emergency
Management (Transfer Station Status) have been provided access to the system
and trained personnel. Access for other Departments is delayed due to COVID-
19 response.
c. The use of various social media and web-based platforms to post and disseminate
emergency information.
100% complete. The Civil Defense webpage reached around 20,000 persons
each post and each post received around 2,000 interactions (likes, shares, etc.).
The Civil Defense Twitter account has close to 9,000 followers.
6. Conduct an annual assessment of all digital or electronic systems, software, and
platforms used to:
a. Maintain a Common Operating Picture (COP) for all emergencies.
In progress; 50% complete. The internal situation dashboard has been
developed and is being refined during COVID-19 response. The public
situation dashboard is also complete and operational. The public dashboard is
regularly updated with the latest COVID information. Internal and public
dashboards and the information management process for other hazards will be
developed during preparation for Vigilant Guard and Makani Pahili exercises.
Six Month Progress Report on Program Objectives for FY 2020-21 2
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
b. Monitor and maintain situational awareness with emergency operations and incident
management.
In progress; 50% complete. Data entry platforms for the public and County
Departments to submit field reports became ready. These platforms will be
exercised and evaluated during the Vigilant Guard and Makani Pahili
exercises.
c. Facilitate, submit,track, and process requests for assistance (RFA's) and or requests
for information(RFI's) during emergency operations and the activation of the
Emergency Operation Center (EOC).
In progress; 25% complete. The automated incident report form has been
created. The dashboard to track reports through the system has not been
developed.
d. Conduct and facilitate preliminary damage assessments during emergencies and
disasters.
Not started; 0% complete. COVID-19 Response: exemptions, screening testing,
airport passenger screening, personal protective equipment (PPE) and
disinfection supplies distribution, and vaccination missions were prioritized.
The damage assessment system and processes exist. Training and refining the
system will be done in preparation for participation in state sponsored training
exercises Vigilant Guard and Makani Pahili.
e. Inventory and track all local (Hawai'i Island) disaster response resources.
In progress; 50% complete. All Civil Defense equipment and supplies have
been entered in the Salamander inventory control system. Additional modules
have been purchased to allow the addition of other County Departmental
equipment that may be used during emergency response. Equipment will be
loaded into the system at the conclusion of COVID-19 response.
Six Month Progress Report on Program Objectives for FY 2020-21 3
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
7. Coordinate the county-wide emergency siren warning system replacement/upgrade
project with the Hawai'i Emergency Management Agency.
Not started; 0% complete. COVID-19 Response: exemptions, screening testing,
airport passenger screening, personal protective equipment(PPE) and disinfection
supplies distribution, and vaccination missions were prioritized.
State of Hawaii owned system; waiting on Hawaii Emergency Management
Agency to begin the next phase of upgrades.
8. Maintaining County of Hawai'i wireless radio network infrastructure.
In progress; 50% complete. Maintenance and pest control contracts were put in
place. Replaced seven of thirteen air-conditioning systems at the end of their useful
life. Multiprotocol Label Switching(MPLS) and Microwave system up-grade has
been funded as a Capital Improvement Project and is moving forward.
Construction on Ocean View radio tower site was started. The retransmission site
on Haleakala has been reestablished in order to provide complete land mobile
radio (LMR) coverage to parts of the North Kohala District and Hamakua
Districts.
9. Continue to administer the Department of Homeland Security Grant Program for the
County of Hawai'i as administered by the Hawai'i Emergency Management Agency and
the State Department of Defense. Utilize Homeland Security funds to enhance the
Emergency Operations Center (EOC), revise EOC policies and procedures, and develop
programs to integrate social media into our operations.
In progress; 25% complete. The HSGP is the primary funding source to expand
and renovate the Hilo Emergency Operations Center(EOC). Blueprints have been
prepared and potential vendors have toured the facility and submitted their bids.
10. Executing the multi-year training and exercise program to develop capabilities and to
improve operational coordination among County departments and State and Federal
Agencies.
In progress; 25% complete. Initial and Mid-Planning Meetings for the Vigilant
Guard and Makani Pahili exercises have been held. The County will participate in
each exercise with workshops, tabletop exercises, and EOC partial activation to
help train and evaluate the target audience which is the Hawaii National Guard
Six Month Progress Report on Program Objectives for FY 2020-21 4
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
General Staff. FEMA sponsored training is currently only available through the
Emergency Management Institute (EMI) due to COVID concerns.
11. Expand the Emergency Operations Center to create additional office space (two), a
bunk area, and a planning room.
In progress; 25% complete. The IISGP is the primary funding source to expand
and renovate the Hilo Emergency Operations Center (EOC). Blueprints have
been prepared and potential vendors have toured the facility and submitted their
bids.
Civil Defense will relocate operations to Aunty Sally's Luau (administrative
services) and the Keaukaha Military Reservation (KMR) in February of this year
due to the construction. The renovation project is projected to last six months.
12. Reorganize the Civil Defense warehouse and bring the interior into OSHA
compliance.
In progress; 25% complete. The internal structure repairs and replacement of
ingress/egress doors has been completed. The roof has not been replaced.
Reorganization to conform to OSHA requirements will be done once the roof is
completed as inventory will be moved around within the facility on a regular basis
while the roof is replaced in sections.
Six Month Progress Report on Program Objectives for FY 2020-21 5
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CIVIL DEFENSE AGENCY
CIVIL DEFENSE
1. Review and update the Hawaii County Emergency Operations Plan.
In Progress; 15% complete. Tsunami Annex proof of concept drill held. No
further progress was made due to Mauna Kea Protests and COVID-19 response.
2. Review and update the County of Hawai'i Multi-Hazard Mitigation Plan.
In progress; 95% complete. The Multi-Hazard Mitigation Plan was completed by
the Contractor,TetraTech, on June 23, 2020. The Hawai`i Emergency
Management Agency completed their review of the plan and submitted the plan to
FEMA Region IX for review on July 15,2020. FEMA approved plan on July 29,
2020.
3. Assist County organizations in revising their Continuity of Operations Plans (COOP).
Not started; 0% complete. No action was taken on this due to Mauna Kea Protest
and COVID-19 response.
4. Implement an inventory and accountability system for cache of emergency supplies
currently housed in the Civil Defense warehouse.
100% complete. Salamander inventory control system was put in place and
regularly used by the logistics team. All accountable property and consumable
inventory are entered into the system. Salamander's inventory system also
electronically accounts for temporarily transferred equipment and now replaces
the traditional Civil Defense hard-copy property hand receipt. Durable equipment
was accounted for in the FY 2019-20 Fixed Asset Detail Report review.
Consumable inventory was last audited by a third-party on April 30,2020.
5. Implement Project 360 in coordination with the Citizen's Corps Council. This outreach
effort will refer to the acronym"ICE"that highlights the tenets of Integration,
Communication/Coordination, and Empowerment. The intent is to create resilient
communities through individual preparedness and where practical a community
response plan.
In Progress; 50% complete. Decision made at quarterly meeting to focus on
developing existing CERT Teams versus establishing new teams and to initiate
community response plans through this effort. No further progress was made due
to COVID-19 response.
Final Status Report on Program Objectives for FY 2019-20 1
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
6. Conduct an annual review and assessment of Civil Defense public notification and
warning systems to include but not limited to:
a. The use of the mass notification systems to provide timely digital platform public
information and outreach messaging with respect to the various types of hazards and
threats experienced.
b. The expanded use of the mass notification system for other Departments in the
County.
c. The use of various social media and web-based platforms to post and disseminate
emergency information.
100% complete. New hosted mass notification system, Everbridge,was contracted.
Information/Out-reach campaign continues across the island to increase the
number of subscribers. The Fire Department, Department of Environmental
Management and Mass Transit Agency were trained and are using the system.
Social media interface and posting to Civil Defense emergency webpage is
complete.
7. Conduct an annual assessment of all digital or electronic systems, software, and
platforms used to:
a. Establish and maintain a Common Operating Picture (COP) for all emergencies.
b. Monitor and maintain situational awareness with emergency operations and incident
management.
c. Facilitate, submit, track, and process requests for assistance (RFA's) and or requests
for information(RFI's) during emergency operations and the activation of the
Emergency Operation Center(EOC).
d. Conduct and facilitate preliminary damage assessments during emergencies and
disasters.
e. Inventory and track all local (Hawai'i Island) disaster response resources.
In Progress; 75% complete. Used COVID-19 response as a vehicle to create and
test input platforms and sequel interface to provide a COP. Damage assessment
and inventory tracking inputs, interface, and display are complete. The RFA/RFI
process needs to be refined.
8. Coordinate the county-wide emergency siren warning system replacement/upgrade
project with the Hawaii Emergency Management Agency.
In Progress; 33% complete. No new siren installation during this period. Sirens
repaired in Napo`opo`o,Keaukaha, Punalu'u, Carvalho Park,Hawaiian Paradise
Park, and Na`alehu.
Final Status Report on Program Objectives for FY 2019-20 2
CIVIL DEFENSE AGENCY
--._ .CIVIL DEFENSE
9. Administer of the County of Hawai'i Radio System Upgrade Project.
In Progress; 75% complete. Contractor selected for construction on South Point
and Ocean View tower sites. Materials have been ordered. Construction scheduled
for third quarter of fiscal year. Construction has started at the Ocean View Site.
10. Continue to administer the Department of Homeland Security Grant Program for the
County of Hawai'i as administered by the Hawai'i Emergency Management Agency and
the State Department of Defense. Utilize Homeland Security funds to enhance the
Emergency Operations Center (EOC), revise EOC policies and procedures, and develop
programs to integrate social media into our operations.
In Progress; 75% complete. Grant Year 2017: Funding amount is $664,500.00
with a total of eight projects. Five of eight are completed. The remaining three
projects are currently in progress and will be completed by August 31, 2020.
11. Improve operational coordination by developing and implementing a multi-year
training and exercise program.
In Progress; 25% complete. Training Calendar established. Input for State
Training Plan provided. Incident Command System 300/400 scheduled. Requested
classes from Emergency Management Institute (EMI)were not scheduled due to
lack of instructors at EMI. No further progress was made due to COVID-19
response.
12. Expand the Emergency Operations Center to create additional office space (2), a bunk
area, and a planning room.
In Progress; 25% complete. Hilo EOC Expansion Project was initiated earlier this
calendar. Funding amount is $1.4MM. Project will span 2018,2019, and 2020
Grants. The object is to replace the antiquated air conditioning system and
increase office and meeting space by approximately 1,000 square feet. Drawings
are completed. The project is scheduled to go out for bid August 2020.
13. Reorganize the Civil Defense warehouse and bring the interior into OSHA
compliance.
Not started; 0% complete. Warehouse renovation has been moved to the next
fiscal year.
Final Status Report on Program Objectives for FY 2019-20 3
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3
CORPORATION COUNSEL
CORPORATION COUNSEL
LITIGATION DIVISION
Program Objectives
1. Offer training opportunities to each litigator at least twice a year,to provide them
with tools to effectively represent the County and its employees.
Litigators have received training.
2. Have at least monthly litigation meetings to review the status of cases,hear concerns
and provide training and guidance.
Meetings have taken place, primarily to discuss strategy and status of cases.
3. Responsibly monitor pending lawsuits by recommending settlement only when
quantifiable justifications exist.
Pending lawsuits were being appropriately monitored and settlement was only
recommended when it was in the best interest of the County.
Six Month Progress Report on Program Objectives for FY 2020-21 1
CORPORATION COUNSEL
COUNSELING & DRAFTING DPVISION
Program Objectives
1. Training Opportunities. Offer training opportunities to each counseling and drafting
attorney at least twice a year so that they continue to sharpen their legal skills and
stay abreast of important developments in the law.
Due to continued limited funding, the Counseling&Drafting (C&D) attorneys
received appropriate training through local and web-based opportunities.
2. Review and approve documents. The Division will review and approve legal
documents submitted by the various County departments and agencies promptly.
This review will include a thorough analysis of potential exposure and liability. To
the extent possible, 75% of legal documents shall be reviewed within seven business
days.
C&D division reviewed 1,168 documents of which 98.50%were reviewed within
seven days.
3. Review and comment. The Division will review and comment on documents
submitted by the various County departments and agencies promptly. To the extent
possible, 75% of requests shall be completed within 21 business days.
C&D division reviewed and commented on 435 documents of which 86.40%
were reviewed within 21 days.
4. Drafting documents and legislation. The Division will draft documents and
legislation at the request of its County clients in a prompt manner. To the extent
possible, 75% of requests shall be completed within 21 business days.
C&D division drafted 60 documents of which 85.00% were completed within 21
days.
5. Legal Opinions. The Division will thoroughly research and draft legal opinions for
its County clients in a prompt manner. To the extent possible, 75% of requests shall
be completed within 21 business days.
C&D division drafted 308 legal opinions of which 89.90% were completed within
21 days.
Six Month Progress Report on Program Objectives for FY 2020-21 2
CORPORATION COUNSEL
COUNSELING & DRAFTING DIVISION
Program Objectives (continued)
6. Miscellaneous Requests for Legal Assistance, including Long-term Projects. The
Division will respond to departmental and agencyrequests for legal service that may
not involve a formal written response or extensive legal research. These
miscellaneous requests may also include long-term projects,which are time-and
resource-consuming. For requests not requiring a formal written response or
extensive research,to the extent possible, 50% of all requests shall be completed
within 21 business days. For long-term projects,to the extent possible, requests shall
be completed within the time frame allocated for the project.
C&D division received 69 miscellaneous requests for legal assistance which were
researched and responded to of which 78.30%were completed within 21 days.
In addition, 65 long term projects were worked on.
7. Training for County Officers and Employees, and Board and Commission
Members. The department(both litigators and counseling and drafting attorneys)
will provide training for at least 500 County officers, employees, officials, and
members of boards and commissions, on relevant requirements and changes in law.
Each attorney will conduct at least two training sessions.
C&D division provided training to 130 County officers, employees, officials and
members of boards and commissions.
8. Risk Management/Mitigation. The Division will continue to work with their
respective clients in risk management activities, in conjunction with the County's risk
manager.
C&D attorneys continued to assist departments with risk management and
mitigation on a case by case basis.
Six Month Progress Report on Program Objectives for FY 2020-21 3
CORPORATION COUNSEL
BOARD OF ETHICS
Program Objectives
1. Review all requests for opinions in a prompt manner.
During the period July 1,2020 to December 31,2020, the Board received one
new petition and three informal advisory opinion requests. In this time
period, the following occurred:
• A decision was rendered on one petition which was received during the
period July 1,2020 to December 31,2020.
• Decisions were rendered on two informal advisory opinions received
during the period July 1,2020 to December 31, 2020.
One request for informal advisory opinion will be reviewed during the
next period.
• A decision was rendered in a petition that was filed during the period
January 1,2020 to June 30,2020.
• There were no investigations or investigative hearings held during this
period.
Six Month Progress Report on Program Objectives for FY 2020-21 4
CORPORATION COUNSEL
LITIGATION DIVISION
1. Offer training opportunities to each litigator at least twice a year,to provide them
with tools to effectively represent the County and its employees.
Litigators received at least two training opportunities in the past year through
local and web-based opportunities.
2. Have at least monthly litigation meetings to review the status of cases, hear concerns
and provide training and guidance.
Meetings were regularly held, and were primarily case specific, to discuss
strategy and status.
3. Responsibly monitor pending lawsuits by recommending settlement only when
quantifiable justifications exist.
Pending lawsuits were being appropriately monitored and settlement was only
recommended when it was in the best interest of the County.
Final Status Report on Program Objectives for FY 2019-20 1
CORPORATION COUNSEL
COUNSELING & DRAFTING DIVISION
1. Training Opportunities. Offer training opportunities to each counseling and drafting
attorney at least twice a year so that they continue to sharpen their legal skills and
stay abreast of important developments in the law.
Due to continued limited funding, the Counseling& Drafting(C&D) attorneys
received appropriate training through local and web-based opportunities.
2. Review and approve documents. The Division will review and approve legal
documents submitted by the various County departments and agencies promptly.
This review will include a thorough analysis of potential exposure and liability. To
the extent possible, 75% of legal documents shall be reviewed within seven business
days.
1,860 documents were reviewed, of which 97.60% were reviewed within seven
days.
3. Review and comment. The Division will review and comment on documents
submitted by the various County departments and agencies promptly. To the extent
possible, 75% of requests shall be completed within 21 business days.
951 documents were reviewed and commented on, of which 91.20%were
reviewed within 21 days.
4. Drafting documents and legislation. The Division will draft documents and
legislation at the request of its County clients in a prompt manner. To the extent
possible, 75% of requests shall be completed within 21 business days.
149 documents were drafted, of which 89.90% were completed within 21 days.
5. Legal Opinions. The Division will thoroughly research and draft legal opinions for
its County clients in a prompt manner. To the extent possible, 75%of requests shall
be completed within 21 business days.
485 legal opinions were drafted, of which 93.80%were completed within 21
days.
Final Status Report on Program Objectives for FY 2019-20 2
CORPORATION COUNSEL
COUNSELING & DRAFTING DIVISION
6. Miscellaneous Requests for Legal Assistance, including Long-term Projects. The
Division will respond to departmental and agency requests for legal service that may
not involve a formal written response or extensive legal research. These
miscellaneous requests may also include long-term projects, which are time-and
resource-consuming. For requests not requiring a formal written response or
extensive research,to the extent possible, 50%of all requests shall be completed
within 21 business days. For long-term projects,to the extent possible,requests shall
be completed within the time frame allocated for the project.
163 miscellaneous requests for legal assistance were researched and responded
to, of which 87.70% were completed within 21 days. 443 long-term projects
were worked on.
7. Training for County Officers and Employees, and Board and Commission Members.
The department(both litigators and counseling and drafting attorneys) will provide
training for at least 500 County officers, employees, officials, and members of boards
and commissions, on relevant requirements and changes in law. Each attorney will
conduct at least two training sessions.
562 County officers, employees, officials and members of boards and
commissions attended training provided by this office.
8. Risk Management/Mitigation. The Division will continue to work with their
respective clients in risk management activities, in conjunction with the County's risk
manager.
C&D attorneys continued to assist departments with risk management and
mitigation on a case-by-case basis.
Final Status Report on Program Objectives for FY 2019-20 3
CORPORATION COUNSEL
BOARD OF ETHICS
1. Review all requests for opinions in a prompt manner.
During FY 2019-20, the Board received five new petitions and five informal
advisory opinion requests. In this time period, the following occurred:
• One petition is pending final order dismissing petition.
• One petition is pending decision.
• One petition was withdrawn.
• One petition received during FY2018-19 was withdrawn.
• Decisions were rendered on four requested informal advisory opinions.
• Three petitions were received in FY 2019-20 but will be reviewed in FY
2020-21.
• There were no investigations or investigative hearings held.
Final Status Report on Program Objectives for FY 2019-20 4
COUNTY COUNCIL
COUNTY CLERK
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Council and Committee Services Section
1. Fulfill legal notice requirements for all Council and Committee meetings, including
preparation of meeting agendas and posting and publication of meeting notices.
Legal notice requirements were met for 12 Council meetings, one Emergency
Council meeting, and 42 Committee meetings.
2. Facilitate meeting technological services required for videoconference to six sites
across the island which are available for public participation.
Due to COVID-19, all courtesy sites were closed to the public. However, Council
Services coordinated facilitators and technology to make public participation
available via videoconference first from conference rooms at the Hilo County
Building and the West Hawaii Civic Center during the months of July and
August,then in September switched to total virtual testimony with no physical
presence by the public at any location.
3. Make Council and Committee meeting video archives available online within a
reasonable time after the meetings.
All Council and Committee meeting video archives were made available online
two days after the meetings.
4. Make available online each bill and resolution received for consideration by the
Council or its Committees.
In the first half of the fiscal year, 60 bills and 108 resolutions were made
available online.
5. Provide final votes on Council and Committee agenda items within a reasonable
length of time after the meetings.
Final votes on Council and Committee agenda items were provided within two
days after the meetings.
6. Prepare Council and Committee meeting transcripts within the timeframe required by
law.
Council Services completed minutes for 12 Council meetings and 42 Committee
meetings within the timeframe required by Hawaii Revised Statutes §92-7.
Six Month Progress Report on Program Objectives for FY 2020-21 1
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
7. Process and prepare adopted resolutions and ordinances for inclusion in the public
archives of the Council.
Council Services processed 104 adopted resolutions and 44 ordinances for
placement on the public record and distribution to affected parties.
Support Services Division
1. Process all documents submitted by departments for reproduction within two business
days, unless the job requested is extremely large.
Support Services reproduced 1,166,953 black and white copies and 51,345 color
copies.
2. Process all pieces of outgoing postal and interdepartmental mail collected from
departments or received by departments no later than 2:30 p.m. on the same business
day.
Support Services posted/mailed 164,900 pieces of mail.
Legislative Research Branch
1. Complete review and preparation of all amendments and subsequent drafts of the
Operating and Capital Budgets within established deadlines.
The budget review for FY 2021-22 will begin in the second half of the fiscal year
in March 2021; however, the budgets cannot be amended until May.
2. Complete review of non-complex bills,resolutions, and amendments initiated by a
Council Member for proper form within two weeks of receipt. Complex bills or
resolutions may require a longer review period.
In the first half of the fiscal year,LRB reviewed 55 resolutions (a significant
decrease due to the impacts of the COVID-19 pandemic), 14 bills, and,33
proposed amendments to legislation on Council and Committee agendas. All
reviews were completed in a timely manner based on the content and complexity
of the legislation.
Six Month Progress Report on Program Objectives for FY 2020-21 2
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
3. Provide research assistance to the Clerk and Council, as requested and time
permitting,relating to substantive as well as procedural matters.
LRB provided extensive review of the revised Hawaii County Charter as well as
review and update of Chapter 5 (LRB) of the Administrative Manual. LRB also
concluded its work staffing the 2018-2020 Hawaii County Charter Commission
in December. Charter Commission members were officially discharged from
their service after the General Election on November 3,2020; however, LRB
staff was tasked with administrative work in processing requisite forms
necessary to distribute stipends and close files.
4. Provide support to the administration, as requested and time permitting, with drafting,
analysis, and research assistance.
LRB has been assisting the administration with drafting bills to amend the
Hawaii County Code, such as a complex bill to create a new Chapter 5B
relating to the residential building code and bills to revise Chapters 2, 14,20,
and 21 relating to the Department of Environmental Management.
5. Prepare semi-annual supplements to the County Code for distribution within eight
weeks of receipt of final adopted ordinances, pursuant to Hawai`i County Code,
Section 2-153.
Supplement 8 was published and distributed in July 2020 and included all
ordinances that took effect through June 30,2020. Supplement 9 will be
published and distributed in January 2021,which will include ordinances that
took effect through December 31,2020.
6. Update the Council-Clerk's website to include revisions to the Hawaii County Code
in the interim betweensupplements,revisions to the Hawaii County Charter pursuant
to amendments that pass in the General Election, and new or amended Council Rules
of Procedure and Organization.
In the first half of the fiscal year, the Hawaii County Code was updated three
times on the Council-Clerk's website. The Hawaii County Charter was updated
on the website to incorporate the 14 charter amendments approved by the voters
in the General Election on November 3,2020. The Council Rules of Procedure
and Organization was updated once to reflect the new Council term,2020-2022,
with no substantial changes.
Six Month Progress Report on Program Objectives for FY 2020-21 3
COUNTY COUNCIL/CLERK
COUNCIL CLERK
7. Draft ballot questions during an election year for any proposed amendments to the
Hawai`i County Charter to be placed on the General Election ballot and update the
Charter to incorporate any amendments passed by the voters.
A total of 16 proposed amendments to the Hawaii County Charter were placed
on the General Election ballot; 14 of the 16 proposed amendments were
approved by the voters on November 3,2020. LRB has updated the Hawaii
County Charter to include the 14 amendments that passed, uploaded the 2020
edition to the Council-Clerk's website, and printed 262 copies for distribution.
8. Monitor the State Legislative Session, compile an extensive list of bills that are of
significant interest to the County, and provide daily reports to the Council on all
activity for those bills throughout the legislative session.
Tracking of the State Legislative Session will begin in January 2021,the second
half of the fiscal year.
9. Conduct training classes for Council district staff on legislative drafting and budget
procedures/amendments.
LRB has conducted nine training classes on legislative drafting, procedures, and
processing for new Council district staff. Training on budget procedures and
amendments will be conducted in the second half of the fiscal year.
10. Prepare and distribute at least one informational brochure or other educational
material relating to the legislative process.
Various educational materials were distributed to staff during training classes.
The informational brochure, Your County Government,was updated to include
the new Council Members,Mayor, and Prosecuting Attorney; 350 copies of the
brochure will be printed and distributed.
Six Month Progress Report on Program Objectives for FY 2020-21 4
COUNTY COUNCIL/CLERK
ELECTIONS
1. Recruit and train staff for implementation of all mail elections.
• The Elections Division staff was trained to operate and utilize the Agilis
Ballot Sorter.
• Elections Division staff received training to verify voter signatures.
• Warehouse staff was trained on procedures to collect ballots from various
drop boxes around the island.
• Recruited and trained staff to operate Voter Service Centers.
• Recruited volunteers to conduct operations at the Counting Center.
2. Provide voter education and voter registration presentations at all public and private
high schools in the County.
Voter education and voter registration presentations at public and private
schools are pending due to Covid-19; however,voter registration drives were
conducted in Hilo, Pahoa and Kona for the 2020 Primary and General Elections.
3. Begin preparations for 2021 Redistricting.
• Communicating with the vendor to provide support for the redistricting
software.
• In the process of assigning a secretary to the Redistricting Commission.
• Working with Corporation Counsel to schedule a meeting with
commissioners.
4. Provide testimony on election related bills during the legislative session.
The State Legislative Session begins in January 2021 in the second half of the
fiscal year.
Six Month Progress Report on Program Objectives for FY 2020-21 5
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COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Council and Committee Services Section
1. Fulfill legal notice requirements for all Council and Committee meetings, including
preparation of meeting agendas and posting and publication of meeting notices.
Requirements were met for 29 Council meetings and 69 Committee meetings
held during the fiscal year.
2. Prepare DVD copies of videotaped Council and Committee meetings as requested by
the public, departments, and elected officials.
Council Services copied 41 DVDs during the fiscal year.
3. Make available online each bill and resolution received for consideration by the
Council or its Committees, and ordinances once adopted.
During the fiscal year, 114 bills, 484 resolutions, and 86 ordinances were made
available online.
4. Make Council and Committee meeting video archives available online within a
reasonable time after the meetings.
All Council and Committee meeting video archives have been made available
online two days after the meetings.
5. Provide final votes on Council and Committee agenda items within a reasonable
length of time after the meetings.
Final votes on Council and Committee agenda items have been provided within
two days after the meetings.
Support Services Division
1. Process all documents submitted by departments for reproduction within two business days,
unless the job requested is extremely large.
Support Services reproduced 2,904,376 black and white copies and 388,889 color
copies of various documents.
Final Status Report on Program Objectives for FY 2019-20 1
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
2. Process all pieces of outgoing postal and interdepartmental mail collected from departments
or received by departments no later than 2:30 p.m. on the same business day.
Support Services posted/mailed 345,124 pieces of mail.
Legislative Research Branch
1. Complete review and preparation of all amendments and subsequent drafts of the
Operating and Capital Budgets within established deadlines.
Assisted the Council with the budget review process,which included the
submittal of 228 nonprofit programs to be included in the Operating Budget and
the review and transmittal of 38 budget amendments and Drafts 3 and 4 of the
Operating Budget and Capital Budget.
2. Complete review of non-complex bills, resolutions, and amendments initiated by a
Council Member for proper form within two weeks of receipt. Complex bills or
resolutions may require a longer review period.
During the fiscal year, LRB reviewed 352 resolutions, 25 bills, and 67 proposed
amendments to legislation on Council and Committee agendas. All reviews were
completed in a timely manner based on the content and complexity of the
legislation.
3. Provide research assistance to the Clerk and Council, as requested and time
permitting,relating to substantive as well as procedural matters.
LRB provided research assistance twice for the Clerk and Council and assisted
the 2018-2020 Hawai`i County Charter Commission by providing a staff person
that served as Commission Secretary, assisting with the audio-visual equipment,
producing verbatim minutes of meetings, and providing other assistance to the
Commission and the Commission Analyst as needed.
4. Provide support to the administration, as requested and time permitting, with drafting,
analysis, and research assistance.
LRB assisted the administration with reviewing and drafting one resolution and
three bills, one of which was a complex bill to revise the building, plumbing,
electrical, and energy conservation codes.
Final Status Report on Program Objectives for FY 2019-20 2
COUNTY COUNCIL/CLERK
COUl\TCIL/CLERIC�u_.__.__
5. Prepare semi-annual supplements to the County Code for distribution within eight
weeks of receipt of final adopted ordinances,pursuant to Hawai`i County Code,
Section 2-153.
Supplement 6 was published and distributed in July 2019 and included all
ordinances that took effect through June 30,2019. Supplement 7 was published
and distributed in January 2020 and included all ordinances that took effect
through December 31, 2019.
6. Update the Council-Clerk's website to include revisions to the Hawai`i County Code
in the interim between supplements, revisions to the Hawai`i County Charter pursuant
to amendments that pass in the General Election, and new or amended Council Rules
of Procedure and Organization.
During the fiscal year, the Hawai`i County Code was updated on the Council-
Clerk's website 11 times. No changes were made to the Hawaii County Charter
or the Council Rules of Procedure and Organization during this time.
7. Draft ballot questions during an election year for any proposed amendments to the
Hawaii County Charter to be placed on the General Election ballot and update the
Charter to incorporate any amendments passed by the voters.
During the fiscal year, LRB assisted the 2018-2020 Charter Commission,which
produced 16 proposed amendments to the County Charter and was tasked with
creating ballot language for the 2020 General Election.
8. Monitor the State Legislative Session, compile an extensive list of bills that are of
significant interest to the County, and provide daily reports to the Council on all
activity for those bills throughout the legislative session.
LRB monitored the 30th State Legislative Session by compiling an extensive list
of 141 bills of significant interest to the County, provided daily reports to the
Council on legislative activity for those bills throughout the legislative session,
and forwarded all testimony from the Administration to the Council.
9. Conduct training classes for Council district staff on legislative drafting and budget
procedures/amendments.
LRB conducted two training classes, one on legislative drafting and one on
budget procedures and amendments for new Council district staff.
Final Status Report on Program Objectives for FY 2019-20 3
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
10. Prepare and distribute at least one informational brochure or other educational
material relating to the legislative process.
The informational brochure and various educational materials were distributed
to staff during the training classes.
Final Status Report on Program Objectives for FY 2019-20 4
COUNTY COUNCIL/CLIERK
ELECTIONS
1. Recruit and train staff for implementation of same-day voter registration at all
precincts in the County.
On June 25, 2019, Governor Ige signed into law Act 136 that requires all
elections to be conducted by mail,which eliminated the need for precincts.
Staff has received training on the new procedures for an all-mail election,which
has been implemented statewide.
2. Provide voter education and voter registration presentations at all public and private
high schools in the County.
The voter education program was not conducted at high schools during the fiscal
year due to the COVID-19 pandemic and the stay-at-home orders.
3. Begin preparations for 2021 Redistricting.
During the fiscal year, staff contacted individuals to gather information in
preparation for redistricting, and the County Council approved the nominations
to the nine-member Redistricting Commission.
4. Provide testimony on election related bills during the legislative session.
Testimony was submitted on various bills prior to the Legislature going into
recess due to the COVID-19 pandemic and the stay-at-home orders.
Final Status Report on Program Objectives for FY 2019-20 5
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5
COUNTY PHYSICIANS
COUNTY PHYSICIANS
COUNTY PHYSICIANS
1. Continue to serve the County diligently as in the past.
Continues to serve the County diligently as in the past. Responds to inquiries
regarding medical matters such as pre-employment,PUC and other physical
examinations for designated personnel.
Six Month Progress Report on Program Objectives for FY 2020-21 1
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COUNTY PHYSICIANS
COUNTY PHYSICIANS
1. Continue to serve the County departments and agencies diligently as in the past.
Responded to inquiries regarding medical matters.
Final Status Report on Program Objectives for FY 2019-20 1
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�j
J
ELDERLY ACTIVITIES
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
The CSE staff will strive to promote maximum independence, optimum health, personal
dignity and self-enrichment by:
1. Provide Information and Assistance Services to 3,500 older adults.
CSE provided I&A services to 1,428 seniors.
2. Provide Outreach Services to 900 adults.
CSE provided outreach services to 115 seniors.
3. Provide Transportation Services to 1,000 older adults and accomplishing 34,000 trips
annually.
CSE provided transportation services to 474 seniors and accomplished 8,839
trips.
4. Provide Transportation Services to 60 individuals less than 60 years of age with
disabilities and accomplishing 900 trips annually.
CSE provided transportation services to 30 disabled individuals and
accomplished 327 trips.
5. Provide and complete 2,000 Referrals.
CSE provided and completed 863 referrals.
6. Provide individuals with disabilities/older adults with 5,000 hours of chore services
annually.
CSE provided 1,603 chore hours.
***Note— Totals for#1, 2, 3, 5 are reflected as of November 30, 2020.
Totals for #4, 6 are reflected as of September 30, 2020.
Six Month Progress Report on Program Objectives for FY 2020-21 1
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Provide a variety of opportunities for retired and senior persons aged 55 or older to
participate more fully in the life of their community through significant volunteer
services.
1. Plan and coordinate diverse and meaningful volunteer opportunities to 1,000 persons
55 years and older.
1,133 RSVP registered volunteers.
2. Assist significantly in meeting community needs by providing 100,000 hours of
volunteer service.
RSVP volunteers provided 9,034 hours of volunteer service.
3. Facilitate volunteer services through 150 volunteer stations.
RSVP facilitated volunteer services through 193 volunteer stations.
4. Provide 75 volunteers to assist in Food Basket Distribution.
53 RSVP volunteers assisted in Food Basket Distribution.
5. Provide 25 volunteers to assist in Hawai`i County Nutrition Meals—On-Wheels
Program.
Zero RSVP volunteers assisted in Hawaii County Nutrition Meals-On-Wheels
program.
6. Provide 20 volunteers to assist in AARP's Tax Preparation Program.
Zero RSVP volunteers assisted in AARP's Tax Preparation Program. Program
to start in 3rd quarter.
7. Provide 80 volunteers to assist the Blood Bank of Hawaii at community blood
drives.
Zero RSVP volunteers assisted in Blood Bank of Hawaii at community blood
drives.
Six Month Progress Report on Program Objectives for FY 2020-21 2
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
8. Provide 800 volunteers in other community priorities.
1,080 RSVP volunteers assigned in other community priorities.
Six Month Progress Report on Program Objectives for FY 2020-21 3
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Congregate Nutrition Services
To provide 60,000 nutritious meals, each containing a third of the U.S. RDA, to 900 older
individuals, aged 60 and older, at 15 congregate nutrition sites throughout Hawai`i
County by June 30, 2020.
As of December 31,2020, there were 42,170 congregate meals served to 388 seniors.
This 70% of our objective for congregate meals and 43% of our objective for seniors
served at congregate sites.
Home Delivered Meal Service (Meals on Wheels)
To deliver 60,000 nutritious meals, each containing a third of the U.S. RDA, to 300 frail,
homebound older individuals, aged 60 and older, throughout Hawai`i County by June 30,
2020.
As of December 31, 2020, there were 57,025 "Meals on Wheels" delivered to the
homes of 600 homebound seniors. This is 95% of our objective for home delivered
meals and 200% of our objective for seniors served.
Six Month Progress Report on Program Objectives for FY 2020-21 4
ELDERLY ACTIVITIES
SENIOR COMMUNITY SERVICES EMPLOYMENT _.w._..
1. Place five enrollees into unsubsidized jobs by fiscal year's end.
This program has been discontinued.
2. Provide services to a cumulative total of 38 enrollees by fiscal year's end.
This program has been discontinued.
3. Visit each enrollee at his/her work site twice a year. Conduct 76 work site visits by
fiscal year's end.
This program has been discontinued.
Six Month Progress Report on Program Objectives for FY 2020-21 5
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ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT__
The CSE staff will strive to promote maximum independence, optimum health,personal
dignity and self-enrichment by:
1. Provide Information and Assistance Services to 3,500 older adults.
CSE provided Information & Assistance Services to 4,060 older adults.
2. Provide Outreach Services to 900 adults.
CSE provided Outreach Services to 903 adults.
3. Provide Transportation Services to 1,000 older adults and accomplishing 34,000 trips
annually.
CSE provided Transportation Services to 1,143 older adults and accomplished
35,809 trips.
4. Provide Transportation Services to 60 individuals less than 60 years of age with
disabilities and accomplishing 900 trips annually.
CSE provided Transportation Services to 62 individuals less than 60 years of age
with disabilities and accomplished 1,164 trips.
5. Provide and complete 2,000 Referrals.
CSE provided and completed 3,284 referrals.
6. Provide individuals with disabilities/older adults with 5,000 hours of chore services
annually.
CSE provided individuals with disabilities/older adults with 5,594 hours of chore
services.
Final Status Report on Program Objectives for FY 2019-20 1
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Provide a variety of opportunities for retired and senior persons aged 55 or older to
participate more fully in the life of their community through significant volunteer
services.
1. Plan and coordinate diverse and meaningful volunteer opportunities to 1,000 persons
55 years and older.
1,325 RSVP volunteers served in volunteer assignments.
2. Assist significantly in meeting community needs by providing 100,000 hours of
volunteer service.
RSVP volunteers provided 89,700 hours of volunteer service.
3. Facilitate volunteer services through 150 volunteer stations.
RSVP volunteers provided services at 194 volunteer stations.
4. Provide 75 volunteers to assist in Food Basket Distribution.
126 RSVP volunteers assisted in the Food Basket Distribution.
5. Provide 25 volunteers to assist in Hawai`i County Nutrition Meals—On-Wheels
Program.
Twenty-four RSVP volunteers assisted with the Hawai`i County Nutrition
Meals-On-Wheels Program.
6. Provide 20 volunteers to assist in AARP's Tax Preparation Program.
Seventeen RSVP volunteers assisted in AARP's Tax Preparation Program.
Program disrupted due to COVID-19.
7. Provide 80 volunteers to assist the Blood Bank of Hawai`i at community blood
drives.
Sixty-nine RSVP volunteers assisted the Blood Bank of Hawai`i at community
blood drives.
Final Status Report on Program Objectives for FY 2019-20 2
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
8. Provide 800 volunteers in other community priorities.
1,089 RSVP volunteers assisted in other community priorities.
Final Status Report on Program Objectives for FY 2019-20 3
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Congregate Nutrition Services
To provide 60,000 nutritious meals, each containing a third of the U.S. RDA,to 900 older
individuals, aged 60 and older, at 15 congregate nutrition sites throughout Hawai`i
County by June 30, 2019.
There were 64,549 nutritious meals provided to 897 older individuals, aged 60 and
older at 15 congregate nutrition sites.
Home Delivered Meal Service (Meals on Wheels)
To deliver 60,000 nutritious meals, each containing a third of the U.S. RDA, to 300 frail,
homebound older individuals, aged 60 and older,throughout Hawai`i County by June 30,
2019.
There were 80,160 nutritious meals delivered to 579 frail homebound older
individuals, aged 60 and older.
Final Status Report on Program Objectives for FY 2019-20 4
ELDERLY ACTIVITIES
SENIOR COMMUNITY SERVICES EMPLOYMENT
1. Place five enrollees into unsubsidized jobs by fiscal year's end.
Seven enrollees have become self-employed.
2. Provide services to a cumulative total of 38 enrollees by fiscal year's end.
Provided services to 71 enrollees.
3. Visit each enrollee at his/her work site twice a year. Conduct 76 work site visits by
fiscal year's end.
Conducted 64 work site visits. Additional visits were cancelled due to the
pandemic.
Final Status Report on Program Objectives for FY 2019-20 5
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MANAGEMENf
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
1. Establish sewer fee rates at a level to cover expenses of operations, maintenance,
repairs, and replacements.
New Sewer fee rates were established under Ordinance 19-21 which set forth five
annual increases with the first one going into effect on April 1,2019. The
scheduled increases are not expected to cover all planned expenses of operations,
repairs and maintenance in the initial years, but they are progressively reducing
the amount of subsidy needed from the General Fund over the five-year period.
2. Maintain vehicle disposal fee system to assure financial self-sufficiency for Vehicle
Disposal program.
The Vehicle Disposal Fund and the fees collected with the annual registration of
vehicles are expected to be sufficient to maintain current operating expenses for
FY 2020-21.
3. Improve the status of Wastewater accounts receivable. Reduce the average number
of days in receivables by 5% annually. Reduce the percentage of balances over 90
days past due by 5% annually.
The average number of days in receivables for Wastewater has increased by 3%,
going from 60 days in FY 2019-20 to 62 days. The percentage of balances over
90 days past due has increased by 16%, going from 32% in FY 2019-20 to 37%.
Ordinance No. 14-136 was passed by the County Council and provides
authorization for the Department of Water Supply(DWS) to shut-off water for
non-payment of sewer fees after the effective date of December 31,2015. In
December 2020,the Department established administrative rules for
implementing water shut-off for non-payment of sewer fees. While water shut-
off will provide significant leverage in the ability to collect sewer fees, actual
implementation will be deferred due to the pandemic. We continue to receive
judgments from lawsuits initiated by the Office of the Corporation Counsel and
have established numerous repayment plans to address delinquent balances in
advance of implementing water shut-off. We continue to work towards reducing
the past-due receivables by reviewing debt collection policies and other
opportunities to further reduce outstanding balances. Unfortunately, due to the
pandemic,we are seeing an increase in delinquencies.
Six Month Progress Report on Program Objectives for FY 2020-21 1
ENVIRONMENTAL MANAGEMENT
ADMINISTIZATIOl\T.
4. Maintain the status of Solid Waste accounts receivable with an average number of
days in receivables less than 35 days and a percentage of balances over 90 days past
due by less than 2%.
The average number of days in receivables for Solid Waste has decreased by
11%, going from 35 days in FY 2019-20 to 31 days. The percentage of balances
over 90 days past due has remained at 2% from FY 2019-20. We have received
judgments from lawsuits initiated by the Office of the Corporation Counsel.
Delinquent customers are being denied access to the landfills after proper
notification. The Department continues to work towards reducing the past-due
receivables by reviewing debt collection policies, procedures, and other
opportunities to further reduce outstanding balances.
Six Month Progress Report on Program Objectives for FY 2020-21 ` 2
ENVIRONMENTAL MANAGEMENT
M4ADMINISTRATION
1. Establish sewer fee rates at a level to cover expenses of operations,maintenance,
repairs and replacements.
New Sewer fee rates were established last year under Ordinance 19-21 which
sets forth five annual increases beginning on April 1,2019. The second
scheduled increase went into effect on April 1, 2020. The scheduled increases
are not expected to cover all planned expenses of operations, repairs and
maintenance in the initial years, but they will progressively reduce the amount of
subsidy needed from the General Fund over the five-year period. In FY 2019-
20, the amount of the General Fund subsidy was reduced by$401,495 from FY
2018-19.
2. Maintain vehicle disposal fee system to assure financial self-sufficiency for Vehicle
Disposal program.
The Vehicle Disposal Fund and the fees collected with the annual registration of
vehicles were sufficient to maintain current operating expenses for FY 2019-20.
3. Improve the status of Wastewater accounts receivable. Reduce the average number
of days in receivables by 5% annually. Reduce the percentage of balances over 90
days past due by 5% annually.
The average number of days in receivables for Wastewater has decreased by
6%, going from 64 days in FY 2018-19 to 60 days. The percentage of balances
over 90 days past due has decreased by 9%, going from 35% in FY 2018-19 to
32%. Ordinance No. 14-136 was passed by the County Council and provides
authorization for the Department of Water Supply (DWS) to shut-off water for
non-payment of sewer fees after the effective date of December 31,2015. This
ordinance will provide significant leverage in the ability to collect sewer fees.
The Department is drafting administrative rules for implementing water shut-
off for non-payment of sewer fees. We.continue to receive judgments from
lawsuits initiated by the Office of the Corporation Counsel and have established
numerous repayment plans to address delinquent balances in advance of
implementing water shut-off. We continue to work towards reducing the past
due receivables by reviewing debt collection policies and other opportunities to
further reduce outstanding balances.
Final Status Report on Program Objectives for FY 2019-20 1
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
4. Improve the status of Solid Waste accounts receivable. Reduce the average number
of days in receivables by 5% annually. Reduce the percentage of balances over 90
days past due by 5% annually.
The average number of days in receivables for Solid Waste has remained at 35
days from FY 2018-19. The percentage of balances over 90 days past due has
decreased by 33%, going from 3% in FY 2018-19 to 2%. We have received
judgments from lawsuits initiated by the Office of the Corporation Counsel.
Delinquent customers are being denied access to the landfills after proper
notification. The Department continues to work towards reducing the past due
receivables by reviewing debt collection policies, procedures, and other
opportunities to further reduce outstanding balances.
Final Status Report on Program Objectives for FY 2019-20 2
C^
J
FINANCE
FINANCE
ADMINISTRATION/BUDGET
Administration
1. Conduct training sessions, large and small group settings as needed, for county
financial personnel. Desired outcome is to provide a training media for financial
support staff.
Six training sessions were conducted in the first six months of the fiscal year.
They included accounts payable training, as well as general training covering all
the various areas that the Finance Department covers. The Budget Kickoff and
Budget 101 trainings for all departments were held in September.
2. Maintain interaction and education for the public by participating in community
meetings and by conducting workshops on the various finance areas, including
budget, purchasing and real property tax related areas.
The Vehicle Registration & Licensing and the Real Property Tax divisions
conducted three educational outreach meetings in the first half of the fiscal year.
3. Conduct informational sessions or distribute instructive materials to division
managers, supervisors and/or staff at least four times per year, covering new or
changing regulations, rules and procedures that affect employee relations or benefits.
Supervisory training and support materials were distributed to the division
managers monthly.
4. Refer procurement protests to Corporation Counsel within three working days of
receipt.
There were four protests filed during the first six months of the fiscal year. We
met the deadline as noted above.
Six Month Progress Report on Program Objectives for FY 2020-21 1
FINANCE
ADMINISTRATION/BUDGET
Budget
1. Plan, direct and execute the formulation of the county's operating budget.
On September 17,2020, the Finance Department initiated the FY 2021-22
Budget season with a kick-off meeting/workshop via Webex. A Budget 101 class
was held on September 24,2020, also via Webex, to review the budget process.
Budget review and discussions with County Departments, Offices and Agencies
were initiated in December 2019.
2. Prepare transmittal letters, resolutions, and/or bills for the appropriate approvals and
signatures for all fully completed requests for council action received three days prior
to the County Council's submittal deadlines.
In the first half of FY 2020-21, the Office prepared 69 resolutions, 45 bills, five
donation letters and 99 transmittal letters on behalf of departments/agencies for
County Council action.
3. Provide guidance and assistance to departments/agencies to ensure the fiscal
responsibility and accountability in developing the operating budget.
On September 17,2020, the kickoff meeting for the FY 2021-22 budget was held
via Webex for department heads, budget liaisons and fiscal staff of County
departments and agencies. A Budget 101 class was held, also via Webex, on
September 24, 2020 to provide training on completion of budget documents.
One-on-one training and ongoing assistance was provided to various
departments/agencies as requested.
4. Receive and process County of Hawai`i nonprofit grant applications.
Grant applications were prepared, advertised and posted on the county website.
The deadline for FY 2021-22 grant applications is Friday,January 29,2021.
Applications will then be processed and routed to the Council for final action.
Six Month Progress Report on Program Objectives for FY 2020-21 2
FINANCE
ADMINISTRATION/BUDGET
Internal Control
1. Review departmental policies and procedures related to financial controls and asset
protection.
No reviews were initiated to date.
2. Identify potential control weaknesses and develop enhanced security procedures to
reduce opportunities for fraud, create additional accountability, and build greater
public trust.
No procedures were developed to date.
Six Month Progress Report on Program Objectives for FY 2020-21 3
FINANCE
ACCOUNT'S
1. Close FY 2019-20 books and issue final June 30 Budget Status Report by October 15,
2020 and determine the General Fund's fund balance by September 30, 2020.
General Fund was closed and fund balance determined on October 12, 2020 and
the June 30 final Budget Status Report was issued on November 13,2020.
2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the
Government Finance Officers Association(GFOA) for the County's June 30, 2020
Comprehensive Annual Financial Report.
Certificate of Achievement is in the process of being obtained.
3. Close the books and have the monthly budget status reports available in FRESH
within ten working days after the end of the month or close of the previous month,
whichever is later, except for June, July, August, September, and October.
After the books were closed on October 28,2020,we began closing the months
for fiscal year 2021. We anticipate being able to meet this objective beginning
with the February 2021 closing.
4. Support the FRESH (Financial and Resource Enterprise Software for Hawaii County)
system accounts payable, general ledger and payroll modules. This includes
maintaining and keeping abreast of changes to the current modules that Accounts is
responsible for, as well as,helping users and providing training when necessary.
Support is being provided on a continuous basis.
5. Ensure that all claim payments made are proper and legal by pre-auditing 100% of
payment requests for accuracy and propriety, returning items that are not accurate or
proper to departments for correction.
100% of payment requests are being preaudited.
6. Provide certificate of the availability of funds on County contracts within three
working days of the contract's submission to Accounts Division.
Certifications are being provided within the necessary timeframe.
Six Month Progress Report on Program Objectives for FY 2020-21 4
FINANCE
ACCOUNTS
7. Pay vendors promptly by issuing all warrants for claims within seven working days of
the receipt of the invoice by Accounts Division.
All warrants for claims are being issued within seven working days of the receipt
of the invoice.
8. Ensure that all employees receive the correct amount of pay and related benefits by
pre-auditing 100% of payroll claims for accuracy and compliance with legal and
contractual requirements and filing all required payroll tax forms and returns on time.
100% of payroll claims are being preaudited and all required payroll tax forms
and returns are being filed on time.
Six Month Progress Report on Program Objectives for FY 2020-21 5
FINANCE
PURCHASING
1. Use technology effectively by processing 95% of all IFBs, RFPs and RFQs using
Public Purchase,the division's chosen e-procurement system.
95% of all IFB's, RFP's and RFQ's have utilized Public Purchase.
2. Conduct a minimum of two vendor outreach opportunities annually to promote
"doing business with the County" and to encourage competition for future
opportunities.
Due the COVID-19 pandemic we have not been able to conduct vendor outreach
however,we have posted additional information on the website and plan to
conduct additional vendor outreach in the coming months.
3. Provide outstanding customer service to departments and agencies for purchases less
than the formal bidding limits, by completing the request for quotation process 95%
of the time within ten working days of receipt.
Request for quotations are completed within ten working days or less 95% of the
time.
4. Provide outstanding customer service by processing 95% of routine documents
(invoice payment approvals, contracts, change orders and supplemental agreements)
within two working days of receipt, including electronic approvals.
Routine documents for review including invoices, contracts, change orders and
supplemental agreements are completed within two days or less 95% of the time.
5. Conduct a minimum of three internal procurement training annually with County
agencies to yield more effective procurement results.
Purchasing has conducted one internal training. Due to the COVID-19
pandemic in person training as been limited however, multiple training
opportunities are planned with various departments in the coming months.
Six Month Progress Report on Program Objectives for FY 2020-21 6
FINANCE
TREASURY
1. Invest 99 per cent of all funds in interest-bearing accounts or certificates.
At least 99% of funds are invested in interest bearing accounts or certificates.
2. Maintain sufficient liquidity to meet cash requirements.
All obligations were met including vendor payments, bond payments, and
payroll expenses.
3. Maximize interest income by budgeted projection while ensuring the safety
Y
of County funds.
At halfway point, interest income is 100% of the budgeted goal.
4. Reconcile monthly statements within 30 days of receipt.
Bank statements are being reconciled on schedule.
Six Month Progress Report on Program Objectives for FY 2020-21 7
FINANCE
REAL PROPERTY TAX
1. Maintain sales assessment mean ratio+/- 10% from the 100% assessment.
• Sales ratio/assessment ratio for Tax Year 2020 is 96.8% which is within the
+/- 10% range.
2. Maintain a co-efficient of dispersion at+/- 15% of the mean ratio.
• The overall ratio for Tax Year 2020 is 10.37% which is within the+/- 15%
range
3. Conduct field inspections of 100% of all building permits issued or on file for all new
construction.
• Field inspections for new permits are at 63.3%. Measured from the Building
Permit Issue date period of January 1,2020 thru December 31,2020. RPT
appraisers have until June 30,2021 to complete these inspections on permits
issued during that period. Of the outstanding permits yet to be inspected,
28.6% are Commercial permits. RPT has been without a Commercial
Appraiser for approximately two years.
4. Maintain an active educational and informational program on real property taxation.
• This is an ongoing program within the division.
• Despite COVID-19, Real Property Administration continue to conduct
presentations are at professional, community,University of Hawi`i and club
meetings upon request via Zoom.
• Radio and newspaper coverage are coordinated with the Mayor's Press
Secretary.
5. Initiate proceedings for two real property tax foreclosure sales to reduce the number
of delinquent accounts and dollar amount of delinquent taxes owed to the County.
• Due to COVID-19, both tax sales for FY 2020-21 were postponed to FY 2021-
22 to maintain social distancing and due to limitations on number of
individuals gathered in one location.
Six Month Progress Report on Program Objectives for FY 2020-21 8
FINANCE
RISK MANAGEMENT
1. Continue to develop the Risk Management Division to be able to respond to inquiries
and requests for assistance within a reasonable time.
Division responds on a timely basis to inquiries from internal/external sources. It
affords advice, information and/or recommendations on insurance and risk
concerns. (e.g. insurance contractual requirements.)
2. Annually meet and collaborate with departments to discuss current risk issues, assess
the policies and procedures in place and make necessary modifications to reduce risk
and improve regulation compliance.
Division communicates and/or meets with Departments and Divisions to address
assessing insurance, risk concerns and affording recommendations. Risk
Reminders distributed to address issues and concerns on a proactive basis in
coordination with Health & Safety.
3. Annually review the County's self-insurance program and research insurance industry
products to determine the most advantageous program to reduce potential financial loss
and provide adequate protection.
County's self-insured program structure assessed to contemplate conceptual
potential option(s)to limit the County's self-insured financial loss exposure and/or
costs. Options conditioned upon availability of both underwriting exposure data
(e.g. Payroll by WC Class Code) for insurance options and loss costs data (for
Liability and Workers' Compensation). Ultimately subject to cost/benefit
assessments. Excess Liability alternatives subject to availability of historical loss
data by policy year reflecting paid, reserved, and incurred losses.
4. Meet annually/semi-annually with Risk Management Committee to discuss activity
and current risk issues.
Risk Management Committee (RMC) delayed until after July 2021 (due to
proclamations regarding gathering size limits for COVID-19). Meaningful RMC
contingent upon having a working partnership on Workers' Compensation with
the Department of Human Resources and loss data from Corporation Counsel.
With the County being primarily self-insured, objective of the RMC is to protect
patrons/employees and the physical assets of the County. RMC will develop pre-
loss plans, departmental ownership of Safety/Risk Control (e.g. proactive hazard
correction based on mock-NIOSH walkthrough recommendations in conjunction
Six Month Progress Report on Program Objectives for FY 2020-21 9
FINANCE
IZISIC MANAGEMENT
with focus on safety trainings). On a post-loss basis, RMC will contribute to
facilitate enhanced Claims Management efforts (e.g. improve lag-time WC claim
reporting).
5. Meet monthly with Safety Division Administrator to discuss areas of safety concern
and schedule safety and training programs to minimize the impact of such concerns.
Health & Safety(H&S)has foundation of Safety in place(e.g.safety trainings,site
visits). Risk Management and H&S/Safety Division regularly meet and also at bi-
monthly UPW Safety Committee meetings (subject to COVID-19 meeting
guidelines). Risk Management will participate in bi-monthly P&R Safety
Committee meetings. Primary objective is to establish a meaningful Safety
Awareness Attitude in the County while maintaining focus on conducting safety
trainings and performing informal mock-NIOSH walkthroughs. Enhance safety
awareness county-wide.
Six Month Progress Report on Program Objectives for FY 2020-21 10
FINANCE
PROPERTY MANAGEMENT
1. Provide support for PONC in meeting its requirement of submitting its annual list of
prioritized properties to the Mayor by December 31, 2020.
The 2020 Annual Report to the Mayor with the Prioritized List of Properties
was submitted on December 31,2020.
2. Identify and initiate negotiations on the purchase of the next property pursuant to
recommendations by PONC,the Mayor and as authorized by the County Council.
On July 24,2020,Property Management Division successfully closed escrow for
fee simple purchase of TMKs: (3) 7-5-020:022,024, 028 and 034; commonly
known as Puapua`a,North Kona.
Property Management Division is working though the due diligence documents
with the State of Hawai'i,Board of Land and Natural Resources for the
approved $1,452,000.00 of Legacy Land Grant for the purchase of a portion of
the Kapanai`a Cultural Corridor TMKs (3) 5-2-007:004 & 027.
The Resource Management Plan for Kahuku Coastal"Road to the Sea" is under
contract with Townscape,Inc. TMK(3) 9-2-001:075.
3. Provide support for PONC as they review, evaluate, and make recommendations to
the director of Parks and Recreation regarding applications for stewardship grants
from the PONC Maintenance Fund.
Public Access, Open Space and Natural Resources Preservation Commission
submitted two recommendations for the stewardship grant request(s) to Roxcie
Waltjen, Director of Parks and Recreation. The first was on November 2,2020,
for three of the nine requestors and second on December 2,2020, for the last six
requestors.
4. Provide support for the land management and right-of way acquisition needs for all
County departments.
The following projects have been completed or cancelled:
Adray, James—Donation
HELCO Easement on Koholalele-Acquisition
Silva,Francine - Misc.
Waiakea Uka Cemetery - Misc.
Wailua Trail-Easement
Six Month Progress Report on Program Objectives for FY 2020-21 11
FINANCE
PROPERTY MANAGEMENT
Zahara, Dwayne-Donation
The following projects are still in process:
Ashida/Muramoto/Heaukulani-Donation
Brotzman,Paul/Amy-Donation
Carvalho,Dwayne—Sale
Hilo WWTP Easements -Easements
Holualoa Parking Lot-Acquisitions
Homestead Road in Laupahoehoe Realignment-Acquisition
I kaika `Ghana Request Grade Change-
I Kitagawa LTD- Subdivision
Johnson,Debra-Donation
Kamigaki Parking Lot Re-Subdivision
Keopu SPS Relocation
Kainaliu Wastewater System—Acquisition
Mamalahoa Hwy Drainage Improvement-Acquisition
Monstronardo, Richard/Elise-Donation
Na`alehu WWTP Easement and Land Acquisitions
Pahala WWTP Easement and Land Acquisitions
Pa'auilo Mauka Road Abandonment- Sale
Pohoiki Road Improvements Land -Acquisitions
Pua Sewer Force Main Easements -Easement
Oneo Lane-Acquisitions
Queen Lili`uokalani Trust Kealakekua Landfill-Acquisition
Roman Catholic Church—Acquisition
Schatshneider, Bohdan- Donation
5. Provide administrative and fiscal management of County leased properties and ensure
leases are paid on time.
County leases continue to be maintained and monitored by Property
Management, including but not limited to renewals, amendments, new leases,
etc. Lease payments managed by Property Management are paid on time and
no late charges have been incurred.
6. Dispose of surplus real property as requested and authorized by the Director of
Finance.
Currently,there are no County owned properties are that are being disposed.
Six Month Progress Report on Program Objectives for FY 2020-21 12
FINANCE
PROPERTY MANAGEMENT
7. Maintain the fixed assets record system of County property and submit the annual
fixed asset report to the County Council.
Property Management is maintaining the Fixed Asset Detail report throughout
the fiscal year through the use of the County EDEN system. The FY 2019-20
annual County of Hawaii Fixed Asset Detail Report was submitted to the
County Council on Monday,August 17,2020.
8. Maintain the Construction Work in Progress Report for the County of Hawai`i and
submit this report annually to the County of Hawai`i Controller.
Property Management is maintaining the Construction Work in Progress
Report throughout the fiscal year. The report was submitted to the County
Controller on Monday,August 17,2020.
9. Hold at least one public auction for the disposal of useable surplus County owned
personal property.
Currently, no Vehicle and Heavy Equipment Auction has been held.
Six Month Progress Report on Program Objectives for FY 2020-21 13
FINANCE
VEHICLE REGISTRATION AND LICENSING
Vehicle Registration
1. Process mail within three business days from date received.
During the first half of FY 2020-21,we were unable to process mail within three
business days. Due to the pandemic mail received has doubled.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
We have initiated an online appointment schedule and installed a "drop-box" at
the West Hawai'i Civic Center for customer's to drop off their transactions.
3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent" overall
efficiency rating in responding to customer concerns.
We have met or exceeded the 90% of Service Excellence Surveys,which gave an
overall "Excellent" efficiency rating. We have received numerous positive
remarks on our online appointment schedule.
Licensing
1. Respond to inquiries and requests for renewals/duplicates by mail within four
business days from date received.
During the first half of FY 2020-21,we have been processing mail between seven
to ten days. Due to the pandemic mail received has doubled.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
We have implemented an online appointment schedule for office visits and an
online appointment schedule for road tests.
3. To have 90 percent of`Service Excellence Surveys' indicate "Excellent" overall
efficiency rating in responding to customer concerns.
We have met or exceeded the 90% of Service Excellence Surveys,which gave an
overall "Excellent" efficiency rating. We've also received positive remarks on
our online appointment schedule.
Six Month Progress Report on Program Objectives for FY 2020-21 14
FINANCE
VEHICLE REGISTRATION AND LICENSING
Periodic Motor Vehicle Inspection
1. Conduct at least 560 inspections of stations issuing safety checks.
For the first half of the fiscal year,we have conducted 326 inspections of stations
issuing safety checks.
J
Six Month Progress Report on Program Objectives for FY 2020-21 15
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FINANCE
ADMINISTRATION/BUDGET
Administration
1. Conduct training sessions, large and small group settings as needed, for county
financial personnel. Desired outcome is to provide a training media for financial
support staff.
Eleven training sessions were conducted during the fiscal year. They included
professional service, procurement, licensing, inventory and accounts payable
trainings with various individuals. The Budget Kickoff and Budget 101
trainings for all departments were held in September.
2. Maintain interaction and education for the public by participating in community
meetings and by conducting workshops on the various finance areas, including
budget, purchasing and real property tax related areas.
The Real Property Tax division conducted three educational outreach meetings
during the fiscal year. The department continued to support the RPT Review
Working Group and Ag Committee consisting of community members which
met one time during the fiscal year before submitting their final report.
3. Conduct informational sessions or distribute instructive materials to division
managers, supervisors and/or staff at least four times per year, covering new or
changing regulations,rules and procedures that affect employee relations or benefits.
Supervisory training and support materials were distributed to the division
managers monthly.
4. Refer procurement protests to Corporation Counsel within three working days of
receipt.
There were four protests filed during the fiscal year. We met the deadline as
noted above.
Final Status Report on Program Objectives for FY 2019-20 1
FINANCE
ADMINISTRATION/BUDGET
Budget
1. Plan, direct and execute the formulation of the county's operating budget.
On September 19,2019 the Finance Department initiated the FY 2020-21 Budget
season with a kick-off meeting/workshop. A Budget 101 class was held at the
Office of Aging to review the budget process. Budget review and discussions
with County Departments, Offices and Agencies were initiated in December
2019. The final budget bill was transmitted to Council on May 5,2020.
2. Prepare transmittal letters, resolutions, and/or bills for the appropriate approvals and
signatures for all fully completed requests for council action received three days prior
to the County Council's submittal deadlines.
In FY 2019-20 the Budget Office prepared 121 resolutions, 64 bills, two donation
letters, and 169 transmittal letters on behalf of departments/agencies for County
Council action.
3. Provide guidance and assistance to departments/agencies to ensure the fiscal
responsibility and accountability in developing the operating budget.
On September 19,2019,the kickoff meeting for the FY 2020-21 budget was held
for department heads, budget liaisons and fiscal staff of County departments
and agencies. A Budget 101 class was held on September 23,2019 to provide
training on completion of budget documents. One-on-one training and ongoing
assistance were provided to various departments/agencies as requested.
4. Receive and process County of Hawai`i nonprofit grant applications.
FY 2020-21 Nonprofit grant applications were prepared, advertised and posted
on the county website. The Budget Office received 241 applications. 230 grants
were awarded by the County Council.
Final Status Report on Program Objectives for FY 2019-20 2
FINANCE
ADMINISTRATION/BUDGET
Internal Control
1. Review departmental policies and procedures related to financial controls and asset
protection.
No reviews were initiated to date.
2. Identify potential control weaknesses and develop enhanced security procedures to
reduce opportunities for fraud, create additional accountability, and build greater
public trust.
No procedures were developed to date.
Final Status Report on Program Objectives for FY 2019-20 3
FINANCE
ACCOUNTS
1. Close FY 2018-19 books and issue final June 30 Budget Status Report by October 15,
2019 and determine the General Fund's fund balance by September 30, 2019.
The FY 2018-19 books were closed on October 24,2019 and the final June 30
Budget Status Report was issued on November 4,2019. The General Fund's
fund balance was determined on October 14,2019.
2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the
Government Finance Officers Association(GFOA) for the County's June 30, 2019
Comprehensive Annual Financial Report.
Certificate of Achievement is in the process of being obtained.
3. Close the books and have the monthly budget status reports available in FRESH
within ten working days after the end of the month or close of the previous month,
whichever is later, except for June, July,August, September and October.
The prior fiscal year was officially closed on October 24,2019 and we then began
closing the months in Fiscal Year 2019-20.
4. Support the FRESH (Financial and Resource Enterprise Software for Hawaii County)
system accounts payable, general ledger and payroll modules. This includes
maintaining and keeping abreast of changes to the current modules that Accounts is
responsible for, as well as,helping users and providing training when necessary.
Support was provided on a continuous basis.
5. Ensure that all claim payments made are proper and legal by pre-auditing 100% of
payment requests for accuracy and propriety, returning items that are not accurate or
proper to departments for correction.
100% of payment requests were pre-audited.
6. Provide certificate of the availability of funds on County contracts within three
working days of the contract's submission to Accounts Division.
Certifications were provided within the necessary timeframe.
Final Status Report on Program Objectives for FY 2019-20 4
FINANCE
ACCOUNTS
7. Pay vendors promptly by issuing all warrants for claims within seven working days of
the receipt of the invoice by Accounts Division.
All warrants for claims were issued within seven working days of the receipt of
the invoice.
8. Ensure that all employees receive the correct amount of pay and related benefits by
pre-auditing 100% of payroll claims for accuracy and compliance with legal and
contractual requirements and filing all required payroll tax forms and returns on time.
100% of payroll claims were pre-audited and all required payroll tax forms and
returns were filed on time.
Final Status Report on Program Objectives for FY 2019-20 5
FINANCE
PURCHASING
1. Use technology effectively by processing 95% of all IFBs, RFPs and RFQs using
Public Purchase,the division's chosen e-procurement system.
95% of all IFB's,RFP's and RFQ's are completed utilizing Public Purchase.
2. Use technology effectively by processing 80% of all documents electronically to the
departments, agencies and public by using Public Purchase, Eden, Laser fiche or
email.
At least 90% of the documents are processed electronically.
3. Provide outstanding customer service to departments and agencies by completing
draft specifications for formal advertised bidding (IFBs or RFPs) 90% of the time
within 60 days of receipt of the request.
90% of draft specifications for IFB's or RFP's are done within 60 days of
complete receipt of request.
4. Provide outstanding customer service to departments and agencies for purchases less
than the formal bidding limits, by completing the request for quotation process 95%
of the time within ten working days of receipt.
95% of request for quotations are completed within ten working days.
5. Provide outstanding customer service by processing 95% of routine documents
(invoice payment approvals, contracts, change orders and supplemental agreements)
within two working days of receipt, including electronic approvals.
95% of routine documents are completed within two working days of receipt.
6. Encourage staff professional development by requiring staff to attend a minimum of
one professional development training class yearly,two classes required for
supervisory staff.
100% of staff has fulfilled this requirement.
Final Status Report on Program Objectives for FY 2019-20 6
FINANCE
TREASURY
1. Invest 99 per cent of all funds in interest-bearing accounts or certificates.
At least 99% of funds were invested in interest bearing accounts or certificates.
2. Maintain sufficient liquidity to meet cash requirements.
All obligations were met including vendor payments, bond payments, and
payroll expenses.
3. Maximize interest income by attaining budgeted projection while ensuring the safety
of County funds.
Interest income was 100% of the budgeted goal.
4. Reconcile monthly statements within 30 days of receipt.
Bank statements were reconciled on schedule.
Final Status Report on Program Objectives for FY 2019-20 7
FINANCE
REAL PROPERTY TAX
1. Maintain sales assessment mean ratio+/- 10% from the 100% assessment.
• Sales ratio/assessment ratio for Appraisal Year 2020 was 96.7%which is
within the+/- 10% range.
2. Maintain a co-efficient of dispersion at+/- 15% of the mean ratio.
• The overall ratio for Appraisal Year 2020 was 10.4% which is within the+/-
15% range.
3. Conduct field inspections of 95% for all new construction.
• Field inspections for new permits were at 98%.
4. Maintain an active educational and informational program on real property taxation.
• This is an ongoing program within the Division.
• Staff and public concerns are valuable resources for this important function
of the Division.
• Real Property Tax Review Working Group and Ag Committee submitted a
final report with recommendations to County Council in November 2019.
• Presentations were made at professional, community, and club meetings
upon request.
• Radio, newspaper, and local public television coverage were coordinated
with the Mayor's Press Secretary.
5. Initiate proceedings for two real property tax foreclosure sales to reduce the number
of delinquent accounts and dollar amount of delinquent taxes owed to the County.
• The only sale for FY 2019-20 was held in January 2020.
• The additional tax sale scheduled for June 2020 was postponed to FY 2020-
21 due to COVID-19. Considerations included social distancing
requirements and eviction moratoriums pursuant to emergency
proclamations which were issued Spring 2020.
Final Status Report on Program Objectives for FY 2019-20 8
FINANCE
RISK MANAGEMENT
MANAGEMEN'T �__^^^�________
1. Continue to develop the Risk Management Division so as to be able to respond to
inquiries and requests for assistance within a reasonable time.
The Division continued to respond on a timely basis to inquiries from
internal/external sources. It afforded advice, information and/or
recommendations on insurance and risk concerns e.g. insurance contractual
requirements.
2. Annually meet and collaborate with departments to discuss current risk issues, assess
the policies and procedures in place and make necessary modifications to reduce risk
and improve regulation compliance.
The Division continued to communicate and/or meet with departments and
divisions to address assessing insurance, risk concerns and affording
recommendations where appropriate. Distribution of Risk Reminders to
departments were re-implemented to address health and safety issues and
concerns on a proactive basis.
3. Annually review the County's self-insurance program and research insurance industry
products to determine the most advantageous program to reduce potential financial loss
and provide adequate protection.
County's self-insured program structure was assessed to contemplate conceptual
potential option(s) to limit the County's self-insured financial loss exposure.
Options were conditioned upon availability of both underwriting exposure data
(e.g. Payroll by WC Class Code) for insurance options and loss costs data (for
Liability and Workers' Compensation). Ultimately subject to cost/benefit
assessment. Excess Liability alternatives were subject to availability of historical
loss data by policy year reflecting paid, reserved, and incurred losses. Pending
completed insurance application to review Water Safety Liability insurance
option.
4. Meet every v four months with Risk Management Committee to discuss activityand
ry g
current risk issues.
Risk Management Committee meetings were to be re-implemented; however, it
was placed on hold to pend for re-implementation until after COVID-19
guidance on gatherings is allowed.
Final Status Report on Program Objectives for FY 2019-20 9
FINANCE
''''727===1!!:=7-
�__ .�� __..
RISK MANAGEMENT
5. Meet monthly with Safety Division Administrator to discuss areas of safety concern
and schedule safety and training programs to minimize the impact of such concerns.
Health & Safety (H&S) has the foundation of Safety in place. In lieu of
scheduled monthly meetings, Risk Management and H&S/Safety Division
regularly met informally and at bi-monthly UPW Safety Committee meetings.
Risk Management also participated in bi-monthly P&R Safety Committee
meetings. Primary objective was to establish a meaningful Safety Awareness
Attitude in the County while maintaining focus on conducting safety trainings
and performing informal mock-HIOSH walkthroughs. To enhance safety
awareness county wide.
Final Status Report on Program Objectives for FY 2019-20 10
FINANCE
.. �_. ...a._._
PROPERTY MANAGEMENT
1. Provide support for PONC in meeting its requirement of submitting its annual list of
prioritized properties to the Mayor by December 31, 2019.
The 2019 Annual Report to the Mayor with the Prioritized List of Properties
was submitted before December 31,2019.
2. Identify and initiate negotiations on the purchase of the next property pursuant to
recommendations by PONC,the Mayor and as authorized by the County Council.
On November 21,2019, the County completed its first Conservation Easement
for the five lots in Kona with the Friends of Amy Greenwell Ethnobotanical
Gardens. On December 16,2019,the County completed its second Conservation
Easement in Ka`u with the Ala Kahakai Trail Association for Waikapuna. Both
easement acquisitions were funded with the Public Access, Open Space, and
Natural Resources Preservation Fund during the year. The County is currently
under contract to acquire: Puapua`a,N. Kona, and Kapanai`a,N. Kohala.
On April 8,2020 Mayor Harry Kim signed the Legacy Land conservation
Program Grant Agreement from the State of Hawaii,BLNR of matching funds
in the amount of$1,452,000 for the acquisition of approximately 93 acres in
North Kohala, known as "Kapanai`a" for the preservation in open spaces. The
acquisition is expected to be completed in the next fiscal year.
The following Conservation Easements or Land acquisitions are pending
resolutions: Haloa `Rina, S. Kona and Wai`ele,Puna.
3. Provide support for PONC as they review, evaluate and make recommendations to
the director of Parks and Recreation regarding applications for stewardship grants
from the PONC Maintenance Fund.
The Public Access, Open Space and Natural Resources Preservation
Commissioner submitted recommendations for the stewardship grant to Roxcie
Waltjen,Director of Parks and Recreation on October 21,2019.
4. Provide support for the land management and right-of way acquisition needs for all
County departments.
The Property Management Division continues to provide support and assist all
departments regarding land type matters.
Final Status Report on Program Objectives for FY 2019-20 11
FINANCE
PROPERTY MANAGEMENT
5. Provide administrative and fiscal management of County leased properties and ensure
leases are paid on time.
County leases continue to be maintained and monitored by Property
Management, including but not limited to renewals, amendments, and new
leases. Lease payments managed by Property Management are paid on time and
no late charges have been incurred.
6. Dispose of surplus real property as requested and authorized by the Director of
Finance.
No County owned properties were disposed.
7. Maintain the fixed assets record system of County property and submit the annual
fixed asset report to the County Council.
Property Management maintained the Fixed Asset Detail report throughout the
fiscal year through the use of the County EDEN system. The FY 2019-20 annual
County of Hawaii Fixed Asset Detail Report was submitted to the County
Council on Thursday,August 15,2019.
8. Hold at least one public auction for the disposal of useable surplus County owned
personal property.
An auction was scheduled for May 2020, however, due to COVID-19, the auction
was cancelled.
Final Status Report on Program Objectives for FY 2019-20 12
FINANCE
VEHICLE REGISTRATION AND LICENSING
Vehicle Registration
1. Process mail within three business days from date received.
Due to office closures (March,April,May) as a result of COVID-19,there was
an increase in mail received. We were not able to process mail within three
business days from date received.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
Registration Renewal Kiosks were available at Hilo and Kona Safeway.
Additional Kiosks were installed at Aupuni Center,Waimea Foodland and the
Waimea Vehicle Registration and Licensing office. In addition, an online
appointment scheduler was implemented for office visits.
3. To have 90 percent of`Service Excellence Surveys' indicate "Excellent" overall
efficiency rating in responding to customer concerns.
We have met or exceeded the 90% of"Service Excellence Surveys"which gave
an "Excellent" overall efficiency rating.
Licensing
1. Respond to inquiries and requests for renewals/duplicates by mail within four
business days from date received.
Due to office closures (March,April,May) as a result of COVID-19, there was
an increase in renewals/duplicates requests. We were not able to process mail
within three business days from date received.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
An online appointment scheduler was implemented for office visits. It has been
well received by customers.
Final Status Report on Program Objectives for FY 2019-20 13
FINANCE
VEHICLE REGISTRATION AND LICENSING
3. To have 90 percent of`Service Excellence Surveys' indicate "Excellent" overall
efficiency rating in responding to customer concerns.
We have met or exceeded the 90% of"Service Excellence Surveys"which gave
an "Excellent" overall efficiency rating.
Periodic Motor Vehicle Inspection
1. Conduct at least 1,000 inspections of stations issuing safety checks.
For this Fiscal Year, 981 station checks were conducted.
Final Status Report on Program Objectives for FY 2019-20 14
FIRE
FIRE
EMERGENCY OPERATIONS DIVISION
1. Review and re-evaluate all objectives that have not been met in the previous year by
September 2020. Make a determination if the objectives are still feasible and within
the scope of our current vision.
This has been completed and new objectives have been established for the
future.
2. Achieve full staffing of personnel for Emergency Operations positions in their full
capacities by November 2020.
This objective has been 95% met. We have a recruit class that will be filling
current vacancies on February 1,2021. The remaining vacancies after that will
be from 2020 end of year retirements.
3. Evaluate the Personnel Accountability System Pilot program and revise as needed for
full implementation by December 2020.
This objective has been 80% met. Due to a late initial implementation,the
evaluation and revision timelines were also pushed back. Expected to be met by
the end of this fiscal year.
4. Establish a grant writing team of ten or more personnel by August 2020, who will be
tasked with exploring as many opportunities as possible for supplemental funding and
apply for at least four grants to support the response needs and capabilities of our
emergency operations by April 2021.
This objective is on track and 80% met. The team has been created and has
applied for two grants. We are currently working on identifying more grants.
5. Continue to work with partners such as the Daniel R. Sayre Memorial Foundation and
the Gregg Cameron Fireman's Fund to explore opportunities (both for equipment
acquisition and training opportunities) and take advantage of these opportunities as
they arise throughout the fiscal year.
This objective has been met. We have confirmed donations of apparatus and
equipment from the Daniel R. Sayre Memorial Foundation. Equipment is
currently being purchased.
Six Month Progress Report on Program Objectives for FY 2020-21 1
FIRE
EMERGENCY OPERATIONS DIVISION
6. Continue to evaluate current Operations Division staffing levels and anticipated
retirements by December 2020,then prepare for filling of respective vacancies with
promotional recruitments/assessments, and new hires by April 2021.
This objective is 90% met. Promotional recruitments are in progress and
anticipated to fill most vacancies by February 2021. Firefighter Recruit
recruitment is also in progress and we will have a list for new hires by March
2021.
7. Have all vacant promotional positions (Battalion Chief, Fire Captain, Fire Equipment
Operator, Fire Rescue Specialist, Fire Hazardous Materials Specialist) filled by June
2021.
This objective is on track and is anticipated to be met by the scheduled deadline.
Six Month Progress Report on Program Objectives for FY 2020-21 2
FIRE
EMERGENCY OPERATIONS DIVISION
Emergency Medical Services (EMS) Bureau
1. Continue to expand our community paramedicine program along with tracking our cost
savings and impact on high system utilizers. We will also work with the State Dept. of
Health to streamline House Bill 1453.
a. Our community paramedicine program continues to have positive impacts to
families here on Hawaii Island. We continue to work with our community
partners to address high utilizers of the 911 system by connecting them with
resources leading to positive lifestyle changes and cost savings. This leads to an
increased availability of our advanced life support ambulance units and a
decreased cost to our monthly 911 backup charges.
b. Through our software community paramedicine program we are able to track
cost savings and time on task data. So far cost savings for this fiscal year ranged
from $10,000 to $14,000 per month and is on track to save the emergency services
system well over$100,000.
c. We have been in contact with the State Department of Health and Dr. Bronstein's
office in regard to House Bill 1453. Proposed protocols, charges and criteria have
been submitted up the chain within Dr. Bronstein's administration and we are
waiting for updates in regard to this issue. No alternative patient transport
locations have been identified here on Hawaii Island by the State Department of
Health.
2. We will continue to improve our cardiac arrest resuscitation program for our department.
One component of our targeted areas is the launch of our PulsePoint program in the
community.
a. Our community cardiac arrest notification app has started here on Hawaii
Island. We are currently working on starting up our verified responder program.
This is part of the PulsePoint program that will notify medical professionals of
cardiac arrest situations where CPR is needed.
b. We continue to participate in a national cardiac arrest registry data base.
c. We have recently certified HPD personnel as instructors for the American Heart
Association's Heartsaver CPR and First Aid course. They will be instructing
initial and recertification classes for their personnel.
3. Continue to promote recruitment and retention program for paramedics.
a. We have eight personnel that will begin paramedic school on January 11,2021.
b. We are currently hosting paramedic prep classes which are open to all personnel
in our department.
c. We will be having a Fire Medical Specialist II promotion assessment on
January 14,2021.
Six Month Progress Report on Program Objectives for FY 2020-21 3
FIRE
EMERGENCY OPERATIONS DIVISION
Emergency Medical Services (EMS) Bureau
4. Improvement with our vehicle replacement program.
a. We are worked on the FY 2020-21 ambulance build which is still in progress. This
vehicle will be replacing Medic 14 at our South Kohala Fire Station.
b. With the rising cost of new vehicles,we have been looking at other options for our
vehicle replacement plan. Some of the options that we have been looking at are
remounts done locally,purchasing prefabricated ambulance units and lease
options.
5. Continue to work with the State Department of Health and the other three County EMS
providers for support from the legislature for FY 2020-21 financial assistance. This is
crucial for the continuation of Medic 18 operations (Puna Ambulance).
a. We have been awaiting our contract budget modification for our FY20-21 budget
which is approximately 21 million dollars.
b. We have submitted for our biennium budget request to the State Department of
Health for FY 2021-2022 & FY 2022-2023. This budget request was for
approximately 21 million dollars per fiscal year and would be enough to continue
our existing operation of 16 ambulance units and one aeromedical helicopter.
Six Month Progress Report on Program Objectives for FY 2020-21 4
FIRE
EMERGENCY OPERATIONS DIVISION
SPECIAL OPERATIONS BUREAU
Rescue Operations
1. Finalize Rescue Field Operating Guidelines/Response Policies for SCUBA,
Swiftwater, Wildland, and Rope Rescue by June 2021.
This objective has not been worked on yet.
2. Certify three personnel to be Dive Rescue International Instructors to conduct in-
house Public Safety Diver training by December 2020.
This objective has been delayed due to the COVID-19 pandemic. We are
committed to completing this as soon as possible.
3. Complete training of all our current and TA rescue personnel and implement an in-
house Confined Space Rescue training program that includes all of our personnel who
work as part of the Hazmat or rescue team by June 2021.
This objective is currently on track at 40%. It has been slightly delayed by the
COVID-19 pandemic, but we continue to plan and prepare for achieving the
goal.
Six Month Progress Report on Program Objectives for FY 2020-21 5
FIRE
s
EMERGENCY OPERATIONS DIVISION
SPECIAL OPERATIONS BUREAU
Hazmat Operations
1. Develop and implement a Hazardous Materials Technician level recertification
training program for all Hazmat technician personnel by December 2020.
This objective is 80% met. We experienced slight delays due to COVID-19,but
have been constantly working with experts in the field to plan and prepare the
program. All personnel have successfully been retrained this year.
2. Host a Hazardous Materials Technician class by December 2020.
This objective has successfully been met,with 16 HFD personnel completing the
Hazardous Materials Technician level training course.
3. Review and revise Hazardous Materials Standard Operating Procedures (SOP)by
June 2021.
This objective continued to be worked on and is 10% complete at this time.
4. Continue to provide training for our Hazmat teams in a coordinated effort with the
93rd CST, State RAD Team, and other outside agencies, and identify opportunities
for partnerships and shared resources.
This objective is 50% complete. We have been in discussions with the 93rd CST
and State RAD Team with an anticipated training scheduled for March 2021.
5. Procure updated chemical equipment with the capability to identify potentially
explosive and other unknown chemicals on-scene for public safety and environmental
protection by January 2021.
This objective has been met.
Six Month Progress Report on Program Objectives for FY 2020-21 6
FIRE
OCEAN SAFETY
1. Continue pursuit of target manpower goals of providing a minimum of two Water
Safety Officers daily per tower in accordance with our operational schedule. Also, to
provide daily staffing at Onekahakaha, Carlsmith, Leleiwi, and Spencer beaches by
June 2021.
This objective has been postponed indefinitely due to significant budgetary
shortfalls due to the COVID-19 pandemic and inability to create additional
positions. Our department will continue to pursue the goals of achieving
adequate staffing levels when the time is right..
2. Transition Part-time WSO positions to Full-time positions to provide better coverage.
This objective has also been postponed indefinitely due to budget shortfalls and
will be pursued when the time is right, and budget allows.
3. Create three WSO III positions for adequate supervision in each district by December
2020.
This objective has been postponed due to budget shortfalls and the inability to
create additional positions.
4. Continue to co-sponsor with Hawaiian Lifeguard Association(HLA)the Big Island
Junior Lifeguard program at five locations: Hilo, Punalu'u, Kailua-Kona, and
Hapuna, to promote ocean safety through education and activities to youth ages 12-
17. Programs to be implemented during June and July 2020.
This objective has been cancelled due to the COVID-19 pandemic. We hope to
pick up where we left off later in 2021, or following years as permitted by the
pandemic.
5. Utilize grant funding from HTA to expand our RWC program to include coverage in
the additional districts of Kona and as funding allows,to include Punalu`u and Hilo
by June 2021.
This objective has also been cancelled due to the COVID-19 pandemic and the
unavailability of the HTA grant. The Hawai`i Fire Department is currently
looking for other options to support this objective with no definite timeline set.
Six Month Progress Report on Program Objectives for FY 2020-21 7
FIRE
FIRE PREVENTION �
PBUREAU
1. Take an aggressive approach to public education in regard to fire prevention and life
safety awareness. Main topics to include smoke alarm/home inspection program,
firefighter safety guide and school visit program,pre-emergency planning.
The Fire Prevention Bureau continues to look for opportunities to increase our
public education efforts. Unfortunately, due to the COVID 19 pandemic our
public education programs have been limited.We have continued to come up
with alternatives including video-based training.
2. Provide assistance to the State Fire Council in the adoption process of the 2018 NFPA
1 State Fire Code. Continue to work on the adoption process of the new Hawai`i
County fire code.
The State adoption of the 2018 NFPA 1 continues to move forward. The
Prevention Bureau is in the process of reviewing the Hawaii County
amendments for the 2018 NFPA 1.
3. Educate suppression personnel in conducting basic inspections related to preplanning
inspections, basic fire investigations and community risk reduction programs.
The Prevention Bureau has actively been involved with the education of our Fire
Suppression personnel. We have done so on a station and shift level, considering
the needs of the response district.
4. Focus efforts on inspecting and enforcing applicable fire and life safety codes at all
High-Risk Occupancies in our County.
Due to COVID 19 the Prevention Bureau switched our inspection and
enforcement efforts to areas that may present a high risk of spreading the
Covid-19 virus. We have been actively involved with the COVID task force.
Six Month Progress Report on Program Objectives for FY 2020-21 8
FIRE
AUXILIARYSERVICES BUREAU
Fire Equipment Maintenance Section
1. Create an exterior covered work area to provide an additional space to work on
vehicles during inclement weather by June 2021.
No progress has been made.
2. Complete implementation of software to track vehicle repairs and statuses by June
2021.
Starting a trial with Trello as a tracking solution.
Fire Communications Control Center
1. Implementation of Emergency Fire Dispatching protocols from International
Academy of Emergency Dispatch (IAED)by June 2021.
No progress has been made.
2. Install new generator in Dispatch Center to replace aging unit, funding from E911, by
June 2021.
No progress has been made.
Warehouse and Supply Section
1. Implementation of Eden as an electronic warehouse management system(E-WMS)
by end of FY 2020-21.
• Added barcode scanning system capability to E-WMS.
• Added automatic ordering of set stock amounts as product gets low.
• Added automatic stock scanning/receiving.
Program cancelled, switched to using tradegecko as an WMS and ordering
system.
2. Implementation of a tracking system for orders going from Warehouse to Fiscal.
• Installation of Boards in Admin/Warehouse was cancelled.
• Implementation of forms to start tracking process was cancelled.
Six Month Progress Report on Program Objectives for FY 2020-21 9
FIRE
AUXILIARY SERVICES BUREAU
3. Completion of conversion of online ordering for requests coming into warehouse by
June 2021.
Project cancelled; online ordering is built into tradegecko system.
4. Finalization of Warehouse labeling project with barcodes for all stocked items by
June 2021.
Project cancelled; barcodes are built into tradegecko system.
Six Month Progress Report on Program Objectives for FY 2020-21 10
FIRE
TRAINING BUREAU
1. Integrate RMS based tracking system to maintain training documentation and
administrative requirements for Fire Fighter required certifications throughout the
fiscal year.
RMS based tracking for training documentation is currently being tested by
Central "C" Platoon Captain K. Honda. We are also currently trying to track
training documentation on Target Solutions and looking at what they offer.
2. Continue to integrate training record keeping and certification documentation to
Target Solutions,by July 2021.
The Training Bureau has been working diligently to update Target Solutions
with all personnel records and certificates. We've also gone ahead and added
additional credentials to keep track of driver endorsements.
3. Re-evaluate our Driver Training Program with the intent to design a more efficient
and effective program by decreasing quarterly driver training road time hours and
incorporate an annual road test audit by July 2021.
We are nearing completion of the new Driver Improvement Program. It will be
rolled out to the department January 1,2021 via Target Solutions. Currently
the required driving hours will stay the same at 24 hours annually, classroom
hours were upgraded from six hours to eight hours annually, and we are
implementing the annual road test audit in the fourth quarter annually. We are
still working on reducing the driving hours to 12 hours annually.
4. Continue to host annual NFA two-day off-campus courses and maintain training
opportunities through the State Fire Council and the National Fire Academy when
scheduled throughout 2021.
Due to COVID we aren't sure if we will be able to host NFA courses at this time.
We did however apply for 2021 NFA two-day off-campus courses and submitted
dates for that just in case conditions improve. Our goal is to continue to apply
for NFA courses and provide training opportunities for the department.
5. Create Recruit Training Officer development program in order to encourage
participation in Training our Recruit Classes as well as to standardize instruction by
June 2021.
We created a training calendar to simplify the recruit training process for
RTO's and the training cadre. We updated the recruit Basic Training
Procedures Manual to reflect current changes. We are in the process of
Six Month Progress Report on Program Objectives for FY 2020-21 11
FIRE
TRAINING BUREAU
updating the Driver Training Manual to reflect the new changes to the Driver
Improvement Program.
Six Month Progress Report on Program Objectives for FY 2020-21 12
FIRE
VOLUNTEER TRAINING SECTION
1. Update training curriculum for volunteers from Essentials of Firefighting 6th edition
to Essentials of Firefighting 7th edition.
Partially completed. Monthly drills are now planned based on Essentials of
Firefighting 7th edition, but still need to update volunteer company's station
libraries with updated books.
2. Replacement of aging vehicle fleet with newer vehicles and better off-road
capabilities.
No progress. We continued to monitor availability of federal surplus vehicles but
have not found any that would suit our needs. Funding is not available to
outright purchase new apparatus.
3. Continue Integration of Hawai`i Fire Department operations personnel with Hawai`i
Fire Department Volunteer fire companies.
Multi-company drills with volunteers and operations personnel have been
temporarily paused due to COVID.
4. Conduct CPR training with all HFD volunteer companies.
CPR certification class was conducted with company 1A. No other companies
have been certified due to time restrictions, lack of a second CPR instructor
within the volunteer training division, and denial of OT for volunteer CPR
certification classes.
}
Six Month Progress Report on Program Objectives for FY 2020-21 13
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Incident by Incident Type With Detail
Date Range: From 7/1/2020 To 12/31/2020
Average
Incident Used in Ave. Response Time
Incident Type Count Resp. HH:MM:SS Total Loss Total Value
Fire
Fire,other 3
Building fire 35 $1,932,617.00 $3,664,533.00
Fires in structures other than in a building 4 $10,000.00 $10,000.00
Cooking fire,confined to container 37
Chimney or flue fire,confined to chimney or flue 1
Trash or rubbish fire,contained - 65
Mobile property(vehicle)fire,other 11 $25,000.00 $25,000.00
Passenger vehicle fire 109 $42,150.00 $46,150.00
Road freight or transport vehicle fire 1
Off-road vehicle or heavy equipment fire 1
Natural vegetation fire,other 11
Forest,woods or wildland fire 10
Brush,or brush and grass mixture fire 72
Grass fire 8
Outside rubbish fire,other 48
Outside rubbish,trash or waste fire 98
Dumpster or other outside trash receptacle fire 6 $1,000.00 $1,000.00
Special outside fire,other 3
Outside storage fire 2 $10,000.00 $10,000.00
• Outside equipment fire 3 $500.00 $500.00
Cultivated grain or crop fire 1
Cultivated trees or nursery stock fire 1
Total Fire: 530 0 $2,021,267.00 $3,757,183.00
Rupture/Explosion
Excessive heat,scorch burns with no ignition 1
INCO27(3.00) Page 1 of 5 Printed: 02/22/2021 12:18:43
Average
Incident Used in Ave. Response Time
Incident Type Count Resp. HH:MM:SS Total Loss Total Value
Total Rupture/Explosion: 1 0
EMS/Rescue
Medical assist,assist EMS crew 33
Emergency medical service,other 7
EMS call,excluding vehicle accident with injury 8,235
Vehicle accident with injuries 299
Motor vehicle/pedestrian accident(MV Ped) 20
Motor vehicle accident with no injuries 200
Lock-in(if lock out,use 511) 3
Search,other 3
Search for person on land 20
Search for person in water 11
Extrication,rescue,other 2
Extrication of victim(s)from building/structure 1
Extrication of victim(s)from vehicle 1
Removal of victim(s)from stalled elevator 2
High angle rescue 4
Swimming/recreational water areas rescue 2
Surf rescue 4
Watercraft rescue 9
Total EMS/Rescue: 8,856 0
Hazardous Condition
Hazardous condition,other 7
Flammable gas or liquid condition,other 2 •
Gasoline or other flammable liquid spill 10
Gas leak(natural gas or LPG) 4
Oil or other combustible liquid spill 3
Toxic condition,other 2
Chemical spill or leak 1
Carbon monoxide incident 1
Electrical wiring/equipment problem,other 10
Heat from short circuit(wiring),defective/worn 3
INCO27(3.00) Page 2 of 5
Printed: 02/22/2021 12:19:16
Average
Incident Used in Ave. Response Time
Incident Type Count Resp. HH:MM:SS Total Loss Total Value
Hazardous Condition-(Continued)
Overheated motor 2
Power line down 30
Arcing,shorted electrical equipment 37
Biological hazard,confirmed or suspected 1
Accident,potential accident,other 3
Building or structure weakened or collapsed 1
Aircraft standby 1
Total Hazardous Condition: 118 0
Service Call
Service Call,other 4
Person in distress,other 3
Lock-out 2
Ring or jewelry removal 1
Water problem,other 4
Water or steam leak 6
Smoke or odor removal 4
•
Animal problem 3
Public service assistance,other 57
Assist police or other governmental agency 8
Police matter 412
Public service 81
Community Paramedicine Outreach 69
Assist invalid 303
Unauthorized burning 52
Total Service Call: 1,009 0
Good Intent
Good intent call,other 11
Dispatched&cancelled en route 530
EMS:Dispatched&cancelled en route 95
Wrong location 1
INCO27(3.00) Page 3 of 5 Printed: 02/22/2021 12:19:16
Average
Incident Used in Ave. Response Time
Incident Type Count Resp. HH:MM:SS ' Total Loss Total Value
Good Intent-(Continued)
No incident found on arrival at dispatch address 1,258
Authorized controlled burning 5
Smoke scare,odor of smoke 82
Steam,vapor,fog or dust thought to be smoke 1
.Barbecue,tar kettle(outdoor cooking) 14
EMS call,party transported by non-fire agency 2
Hazmat release investigation w/no hazmat 8
Biological hazard investigation,none found 1
Total Good Intent: 2,008 0
False Call
False alarm or false call,other 2
Malicious,mischievous false call,other 1
Municipal alarm system,malicious false alarm 1
Local alarm system,malicious false alarm 2
.System malfunction,other 9
Smoke detector activation due to malfunction 26
Heat detector activation due to malfunction 1
Alarm system sounded due to malfunction 42
CO detector activation due to malfunction 1
Unintentional transmission of alarm,other 10
Sprinkler activation,no fire-unintentional 1
Extinguishing system activation 2
Smoke detector activation,no fire-unintentional 17
Detector activation,no fire-unintentional 2
Alarm system sounded,no fire-unintentional 46
Total False Call: 163 0
Severe Weather
Flood assessment 3
Lightning strike(no fire) 1
Total Severe Weather: 4 0
INCO27(3.00) Page 4 of 5 Printed: 02/22/2021 12:19:16
Average
• Incident Used in Ave. Response Time
Incident Type Count Resp. HH:MM:SS Total Loss Total Value
Other
Special type of incident,other 1
Citizen complaint 1
Total Other: 2 0
Total Incident Count: 12,691 0 $2,021,267.00 $3,757,183.00
•
INCO27(3.00) Page 5 of 5 Printed: 02/22/2021 12:19:16
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FIRE
EMERGENCY OPERATIONS DIVISION �
1. Finalize and begin the implementation of the HFD Recognition Program by end of
July 2019. The program will appropriately recognize members of the Department, on
or off duty, and members of the community, who perform an act of distinct heroism
or who provide an outstanding service to the Department, or to the public safety of
the community.
The Hawaii Fire Department had instituted a Promotion Ceremony to
recognize or personnel for their accomplishments. However, that has been
placed aside due to the COVID-19 pandemic and the need to limit social
gatherings. We also do internal memorandums to recognize the exemplary
efforts by our personnel. We have been able to achieve this goal in a limited or
partial manner and we will continue to pursue building on the program and
recognizing our personnel.
2. Review and re-evaluate all Objectives that have not been meet in the previous year by
September 2019. Make a determination if the Objectives are still feasible and within
the scope of our current vision.
This objective has been met. A few of the identified objectives from previous
years are currently being worked on and accomplished (i.e. training calendar for
certification expirations, TA/BC training program).
3. Achieve implementation and sustenance of our Departments Officer Training
Program by October 2019.
This program has been put on hold due to the current budgetary constraints
that we are in. The Hawaii Fire Department cannot afford the OT cost to
implement the program.
4. Have current Recruit Class (47th) fully trained and beginning station rotation
assignments by November 2019.
The 47th Fire Fighter Recruit class has completed all of their training and are
currently full-fledged Fire Fighters. Objective complete.
Final Status Report on Program Objectives for FY 2019-20 1
FIRE
EMERGENCY OPERATIONS DIVISION
5. Evaluate current Operations Division staffing levels and anticipated retirements, then
prepare for filling of respective vacancies with Promotional
Recruitments/Assessments, and new hires by December 2019.
This objective has been met. All vacancies have been promoted into, and
subsequent FF vacancies were filled through new hires in the 49th FFR class on
February 3,2020. Final update—the 49th Fire Fighter Recruit class is currently
in EMT training and is set to finish in early October 2020. They will finalize
training needs and are expected to be online in November 2020.
6. Design an Ocean Safety—Water Safety Officer Recruit Training program by May
2020. This program would provide for a consistent and structured method of Basic
Training for newly hired Water Safety Officers island wide.
This objective is 75% met. We have provided a more consistent manner of
training for our Water Safety Officer recruits, so the program is nearly
completed. Due to the typical hiring timeline which coincides with our annual
Summer hires,we are not afforded the time needed to execute a recruit training
program.
7. Have all vacant promotional positions (BC, Captain, FEO, FRS, FHMS) filled by
June 2020.
This objective has been met; the remaining vacant positions were covered with
the current FFR class that was hired in February.
Final Status Report on Program Objectives for FY 2019-20 2
FIRE
EMERGENCY OPERATIONS DIVISION
Emergency Medical Services (EMS) Bureau
1. Continue to facilitate discussion to expand emergency services to the Puna District. We
anticipate adding one advanced life support ambulance to the Puna District utilizing State
funding.
Medic.18 (Paradise Park Unit) continues to maintain a call volume of 130-150 calls a
month and is proven to be a very important asset to the Puna District. The new
replacement ambulance apparatus that is designated for Medic 18 is projected to be
completed and put into service by the end of July 2020.
2. Continue to expand and develop our Community Paramedicine program by adding another
FMS III to the second battalion. This FMS III will also be utilized to support operations
and various community education/injury prevention projects.
Captain M. Lam has been assigned as our new Fire Medical Specialist III for West
Hawaii. He has been very active with our community outreach and injury
prevention/public education efforts. We have had a lot of positive feedback from
our hospitals, community partners and line personnel regarding the support and
expeditious response to concerns or challenges that arise from Captain Lam. Having
this representation from the EMS Bureau in the Second Battalion has proven to be
important and beneficial.
Captain V. Hara is our Community Paramedicine team leader, and he is assigned to
the East side of the Island. He has connected many agencies from within our
community to create a great team that handles many community outreach concerns.
Through this program the Department has been able to assist many people here on
Hawaii Island with positive outcomes.
3. Continue to promote the EMS Career ladder. MICT candidate recruitment remains a very
high priority and we will continue active recruitment and marketing of the FMS II position
and training. We are targeting the next MICT class to start in August of 2019 and MICT
prep courses to begin in June 2019.
We have six MICT students in class and they are currently in their clinical evaluation
portion of training.
We are currently recruiting personnel that are interested in the next MICT class that
is projected to start in January 2021.
Final Status Report on Program Objectives for FY 2019-20 3
FIRE
EMERGENCY OPERATIONS DIVISION
Emergency Medical Services (EMS) Bureau
4. With the new NREMT and state recertification requirements to begin in early 2019 the
EMS Bureau will work with partnering agencies to streamline and improve our continuing
education process. The goal of this objective will be to increase operational and financial
effectiveness.
The EMS Bureau is working on streamlining our continuing education training with
Target Solution. This will allow for better records management and assisting with
NREMT recertification.
5. Our community education programs have proven to be successful and have touched many
lives. The EMS Bureau would like to expand our community education with pressing
topics such as the opioid epidemic. Taking a more proactive approach and strengthening
our communities through education will lead to better outcomes and lives saved on
Hawai`i Island.
Our community education program continues to grow and has now involved more
agencies than ever before. This has allowed us to increase our ability to reach more
individuals on Hawaii Island and have a much larger impact on our communities.
6. We will continue to actively procure funding through grants and other alternative funding
sources to improve our services to the community. Areas that we would like to increase
funding for would be equipment,training and program development.
We continue to search for grants and alternative funding for our department. We
have had very positive feedback with the recent equipment that we have acquired
through the Sayre Foundation and State grant funding.
7. With the continued rising cost of our ambulance units we would like to look at different
options for our ambulance replacement program. Looking at different types of
ambulances and also ambulance remounting options.
We are working the SDOH with our budget increase request for our vehicle
replacement program. The EMS Bureau is working with our Finance Department to
see if a lease program will work and how beneficial it will be for us in the future.
Final Status Report on Program Objectives for FY 2019-20 4
FIRE
EMERGENCY OPERATIONS DIVISION
SPECIAL OPERATIONS BUREAU
Rescue Operations
1. Finalize Rescue Field Operating Guidelines/Response Policies for SCUBA,
Swiftwater, Wildland, and Rope Rescue by December 2019.
This objective remains the same. The COVID pandemic sidelined the FOG
finalization. However,we have re-initiated the Dive Rescue training program
which once again allows our rescue personnel to conduct SCUBA dive training
in real world environments.
2. Identify all essential personal equipment used in land and water rescues and create a
price-term agreement to ensure that all equipment and PPE are readily available by
December 2019.
We have revised the reimbursement costs for Rescue PPE, and also updated the
list of approved PPEs. This will be the manner of which we will replace rescue
PPE. This objective has been met.
3. Develop and implement a Dive Rescue program conducting in-house training with
both rescue stations by June 2020.
This objective has been placed on hold due to COVID-19. We are unable to
bring the instructor over to complete the training for our personnel.
4. Complete training of all our current and TA rescue personnel and implement an in-
house Confined Space Rescue training program that includes all of our personnel who
work as part of the hazmat or rescue team by June 2020.
We have recently begun the planning again to conduct Confined Space training
for both Rescue and Hazmat personnel. For the time being we assigned online
Confined Space training on Target Solutions for our personnel to meet the
requirement.
Final Status Report on Program Objectives for FY 2019-20 5
FIRE
EMERGENCY OPERATIONS DIVISION
SPECIAL OPERATIONS BUREAU
Hazmat Operations
1. Develop and implement a Hazardous Materials Technician level recertification
training program for all Hazmat technician personnel by December 2019.
This objective has been met, but partially on hold due to COVID-19. We have
completed Hazardous Materials Technician recertification training. We were
also working on hosting a Haz-Mat technician level training course. The class
was scheduled but had to be cancelled due to COVID. When the pandemic
subsides,we will proceed with the class.
2. Review and revise Hazardous Materials Standard Operating Procedures (SOP)by
December 2019.
Updating of the Hazardous Materials Standard Operating Procedures is
currently ongoing.
3. Continue to provide training for our Hazmat teams in a coordinated effort with the
93rd CST, State RAD Team, and other outside agencies, and identify opportunities for
partnerships and shared resources by December 2019.
This objective has been met. The HFD Hazmat teams will be participating in
Hazmat training with the 93rd CST on July 8, 9, & 10 of 2020.
4. Procure updated chemical equipment with the capability to identify potentially
explosive and other unknown chemicals on-scene for public safety and environmental
protection by June 2020.
This objective has been met. We are also working to get additional gas detectors
to replace old and obsolete units, and calibrate our current radiation meters to
bring all of our Hazardous Materials Teams equipment back to fully operational
status.
Final Status Report on Program Objectives for FY 2019-20 6
FIRE
OCEAN SAFETY
1. Continue pursuit of target manpower goals of providing a minimum of two Water
Safety Officers daily per tower in accordance with our operational schedule. Also,to
provide daily staffing at Onekahakaha, Carlsmith,Leleiwi, and Spencer beaches by
June 2020.
We have filled all vacant WSO I & II positions with new hires. We lost one of
our personnel who has passed away due to medical illness. We are working
toward promoting into that position. But due to perennial budgetary shortfalls,
were not able to create or enhance the required positions to meet adequate
staffing needs at all beaches.
2. Create two Water Safety Officer III positions for training, supervisory, and
administrative support assigned to east and west Hawai`i and four WSO III positions
for adequate supervision in each district by December 2019.
Status remains the same. Budgetary shortfalls didn't afford the opportunity for
new positions.
3. Continue to co-sponsor with Hawaiian Lifeguard Association(HLA)the Big Island
Junior Lifeguard program at five locations: Hilo, Punalu'u, Kailua-Kona, and
Hapuna,to promote ocean safety through education and activities to youth ages 12-
17. Programs to be implemented during July and August 2019.
This year's event has been cancelled due to COVID-19. We hope to continue the
program next year.
4. Utilize grant funding from HTA to expand our RWC program to include coverage in
the additional districts of Kona and as funding allows,to include Punalu`u and Hilo
by June 2020.
This program has been cancelled due to the loss of the grant. Due to grant
management shortfalls,we were not able to get the 2019 grant funds. The 2020
grant has not been opened due to COVID-19 and the significant decrease in
tourism and the economy.
Final Status Report on Program Objectives for FY 2019-20 7
FIRE
_ FIRE PREVENTION BUREAU
1. Maintain an aggressive approach to public education in regard to fire prevention and
life safety awareness. Main topics to include smoke alarm/home inspection program,
firefighter safety guide and school visit program,pre-emergency planning.
The Fire Prevention Bureau continues to look for opportunities to increase our
public education efforts. Unfortunately, due to the COVID-19 pandemic our
public education programs have been limited. We have continued to come up
with alternative including video based training.
2. Continue the adoption process of the 2015 NFPA 1 State Fire Code as well as the
adoption process of the new Hawaii County fire code.
The State adoption of the 2018 NFPA 1 continues to move forward. The
Prevention Bureau is in the process of reviewing the Hawaii County
amendments for the 2018 NFPA 1.
3. Continue to update and educate suppression personnel in conducting basic inspections
related to preplanning inspections, basic fire investigations and community risk
reduction programs.
The Prevention Bureau has actively been involved with the education of our Fire
Suppression personnel. We have done so on a station and shift level, considering
the needs of the response district.
4. Focus efforts on inspecting and enforcing applicable fire and life safety codes at all
High Risk Occupancies in our County.
Due to COVID-19 the Prevention Bureau has switched our inspection and
enforcement efforts to areas that may present a high risk of spreading the virus.
We have been actively involved with the COVID task force.
Final Status Report on Program Objectives for FY 2019-20 8
FIRE
M AUXILIARY SERVICES BUREAU
Fire Equipment Maintenance Section -
1. Create an exterior covered work area to provide an additional space to work on
vehicles during inclement weather by June 2020.
No progress has been made due to budgetary shortfalls in funding.
2. Complete implementation of software to track vehicle repairs and statuses by June
2020.
No progress has been made due to budgetary shortfalls in funding.
Fire Communications Control Center
1. Complete implementation of Active 911 for dispatching of volunteers by June 2020.
This objective has been completed. System has since been retired and replaced
by Bryx 911 as a cheaper more effective solution. Bryx 911 does everything
Active911 did, but comes at no cost.
2. Install new generator in Dispatch Center to replace aging unit, funding from E911,by
June 2020.
This objective is being managed by the Department of Public Works. No dates
have been set for purchase and installation.
Warehouse and Supply Section
1. Implementation of Eden as an electronic warehouse management system(E-WMS)
by end of FY 2018-19.
• Add barcode scanning system capability to E-WMS FY 2019-20.
Barcodes have been added to existing stocking placard.
Final Status Report on Program Objectives for FY 2019-20 9
FIRE
AUXILIARY SERVICES BUREAU
• Add automatic ordering of set stock amounts as product gets low FY 2019-20.
• Add automatic stock scanning/receiving FY 2019-20.
Eden implementation changed to Tradegecko. Tradegecko has been
implemented in the warehouse and is currently tracking station supplies. '
System allows for online ordering for our personnel. Warehouse inventory is
tracked to the cent. System manages inventory, ordering, and procurement.
System is compatible and has implemented barcode scanning. System will be
expanded in FY 2020-21 to start tracking Fire PPE, and Medical Supplies.
2. Implement repair area and create equipment repair tracking system by June 2020.
Repair area has been designated and cleared. Repair tracking has been
implemented. This objective has been completed.
•
Final Status Report on Program Objectives for FY 2019-20 10 .
FIRE
TRAINING BUREAU
1. Maintain training documentation and administrative requirements for Fire Fighter
required certifications throughout the fiscal year.
The Training Bureau continues to maintain training documentation for required
certifications year around. We also recently took over the Professional Online
Training Program on Target Solutions. We've been using this to create
assignments, and assign them to department personnel to upkeep their required
certifications and document other trainings that we conduct on Target Solutions.
2. Continue to integrate training record keeping and certification documentation to
Target Solutions,by July 2020.
Firefighter certifications can be found on Target Solutions. We also created new
credentials on Target Solutions to keep track of FF's with vehicle endorsement
certifications such as Tanker, Brush Truck, Fuel Truck,T/A FEO, etc. All
endorsement letters sent to us are being scanned and added to each individual
personnel's Target Solutions credential page.
Recordkeeping in the office has been cleaned up and organized. Bureau is
slowly trying to get all paper work digitized and filed electronically. Working on
trying to get Laserfiche (digital file) access.
3. Re-evaluate our Driver Training Program with the intent to design a more efficient
and effective program by decreasing quarterly driver training road time hours and
incorporate an annual road test audit by July 2020.
The Training Bureau is working on trying to decrease the quarterly driving
hours. A Driver Training Report form was created on Target Solutions so all
related driving hours and classroom hours can be logged and tracked. This
eliminates the need for the hard copy DTR form. All driver training exams have
been revised and rewritten, driver training manuals have been updated, and
important forms have been added to the manual.
The ambulance has been added to our driver training course. We will be having
the recruits do a reduced size cones course and pre-trip inspection. The
Maintenance Shop has also been added to our driver training program where
the recruits spend a day down with a mechanic as he goes over detailed checks
and what to watch out for.
Final Status Report on Program Objectives for FY 2019-20 11
FIRE
TRAINING BUREAU
4. Continue to host annual NFA two-day off-campus courses and maintain training
opportunities through the State Fire Council and the National Fire Academy when
scheduled throughout 2020.
Due to the COVID pandemic,we were unable to take advantage of the training
opportunities provided by the NFA due to restrictions on gatherings and
instructor travel. We did however send in our availabilities and course selection
for the April 1-September 30,2021 period in the event that we are able to hold
classes again. In the meantime,we are coming up with new ways to get training
out to the department via Target Solutions and cadre systems.
5. Create Recruit Training Officer development program in order to encourage
participation in Training our Recruit Classes as well as to standardize instruction by
June 2020.
This objective has not been met due to budgetary constraints on overtime.
However, alternative funding and donations were realized to increase current
training capacities;
We've recently received three vehicles from the Honolulu Fire Department, in
which two of them were assigned to the Training Bureau.
An outline was created to use for future recruit classes to streamline the training
process. Wall breach and forcible entry door props have been made to help with
training scenarios. Working on creating a training cadre program to conduct
consistent training throughout our department.
Work at the Burn Trailer site continues to improve. We relocated the forty-foot
container from the Fire Distribution Center to the Burn Trailer site. It's been
used to store all of the training SCBA's and equipment. Two more forty-foot
containers are being purchased using funding from County Council member's
contingency funds. These containers will support additional storage and create
an outdoor classroom/rehab area.
Final Status Report on Program Objectives for FY 2019-20 12
FIRE
VOLUNTEER TRAINING SECTION
1. Increase recruitment of Volunteer candidates to strengthen company rosters by June
2020.
All of the progress gained in the first half of FY 2019-20 was lost in the second-
half of the fiscal year due to monthly drills being suspended as a result of the
stay-at-home order, the volunteer training captains being reassigned to COVID-
19 response duties, and a turn-over in the training officer position on the East-
side. At the end of the fiscal year, the Volunteer Division ended up with a net
loss of two volunteers.
2. Expand Driver Training opportunities by utilizing both Recruit Driver Training and
biennial Volunteer Driver Training. Complete certification of 12 current driver
candidates to increase certified driver count to 52 by June 2020.
We have sent ten volunteers through the department's driver training class in
FY 2019-20. At least four new drivers have completed their driver training
requirements in the fiscal year.
3. Continued integration of HFD Operations personnel with HFD Volunteer Division
personnel with cross training on new apparatus/equipment acquisitions within 90
days of being placed into service.
Joint training operations have temporarily halted since March to avoid having a
large group of volunteers and on-line personnel cluster together due to COVID-
19 restrictions. We look forward to resuming our policy of cross-training the
volunteers and on-line personnel on new apparatus when conditions are safe to
do so.
4. Replacement of aging vehicles with online T-14 along with DOFAW and HELCO
contributions with emphasis on 4x4 capability by June 2020.
Preliminary inquiries were made regarding the acquisition of surplus Dept. of
Forestry vehicles prior to Volunteer Training personnel being reassigned due to
the COVID pandemic. No follow-up inquiries have been made.
Final Status Report on Program Objectives for FY 2019-20 13
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Incident by Incident Type With Detail
Date Range: From 7/1/2019 To 6/30/2020
Average
Incident Used in Ave. Response Time
Incident Type Count Resp. HH:MM:SS Total Loss Total Value
Fire
Building fire 73 $4,481,632.00 $8,081,051.00
Fires in structures other than in a building 8 $90,000.00 $1,090,000.00
Cooking fire,confined to container 103 $900.00 $900.00
Chimney or flue fire,confined to chimney or flue 3
Fuel burner/boiler malfunction,fire confined 1
Commercial Compactor fire,confined to rubbish 3
Trash or rubbish fire,contained 113 1 00:09:15 $500.00 $1,158,000.00
Fire in portable building,fixed location 1 $200.00 $200.00
Mobile property(vehicle)fire,other 13 $32,500.00 $32,500.00
Passenger vehicle fire 203 $57,900.00 $58,900.00
Off-road vehicle or heavy equipment fire 2 $180,000.00 $180,000.00
Natural vegetation fire,other 29
Forest,woods or wildland fire 10
Brush,or brush and grass mixture fire 82
Grass fire 24
Outside rubbish fire,other 50 $2.00 $2.00
Outside rubbish,trash or waste fire 142 2 00:06:05
Garbage dump or sanitary landfill fire 2
Dumpster or other outside trash receptacle fire 9 1 00:06:59 $1,000.00 $1,000.00
Outside stationary compactor/compacted trash fire 1
Special outside fire,other 4 $300.00 $300.00
Outside equipment fire 4
Cultivated orchard or vineyard fire 1
Total Fire: 881 4 00:07:06 $4,844,934.00 $10,602,853.00
Rupture/Explosion
INCO27(3.00) Page 1 of 5 Printed: 02/22/2021 16:27:50
Average
Incident Used in Ave. Response Time
Incident Type Count Resp. HH:MM:SS Total Loss Total Value
Rupture/Explosion-(Continued)
Fireworks explosion(no fire) 2
Excessive heat,scorch burns with no ignition 3
Total Rupture/Explosion: 5 0
EMS/Rescue
Medical assist,assist EMS crew 63
Emergency medical service,other 9
EMS call,excluding vehicle accident with injury 16,636 190 00:07:56
Vehicle accident with injuries 615 13 00:07:08
Motor vehicle/pedestrian accident(MV Ped) 52
Motor vehicle accident with no injuries 543 28 00:08:40
Lock-in(if lock out,use 511) 3
Search,other 3
Search for person on land 31 1 02:55:12
Search for person in water 34
Extrication,rescue,other 4
Extrication of victim(s)from building/structure 1
Extrication of victim(s)from vehicle 5
•
Removal of victim(s)from stalled elevator 3
Trench/below grade rescue 1
High angle rescue 2
Extrication of victim(s)from machinery 2
Water&ice related rescue,other 4
Swimming/recreational water areas rescue 7
Swift water rescue 5
Surf rescue 13
Watercraft rescue 10
Rescue or EMS standby 2
Total EMS/Rescue: 18,048 232 00:08:42
Hazardous Condition
•Flammable gas or liquid condition,other 2
INCO27(3.00) Page 2 of 5 Printed: 02/22/2021 16:28:28
Average
Incident Used in Ave. Response Time
Incident Type Count Resp. HH:MM:SS Total Loss Total Value
Hazardous Condition-(Continued)
Gasoline or other flammable liquid spill 16
Gas leak(natural gas or LPG) 13
Oil or other combustible liquid spill 7
Toxic condition,other 3
Chemical spill or leak 1
Carbon monoxide incident 1
Electrical wiring/equipment problem,other 34 1 00:05:03
Heat from short circuit(wiring),defective/worn 2
Overheated motor 2
Power line down 54
Arcing,shorted electrical equipment 67
Accident,potential accident,other 4
Building or structure weakened or collapsed 1 1 00:13:27
Vehicle accident,general cleanup 3
Attempt to burn 3
Total Hazardous Condition: 213 2 00:09:15
Service Call
Person in distress,other 12
Lock-out 11
Ring or jewelry removal 3
Water problem,other 5
Water or steam leak 10
Smoke or odor removal 3
Animal problem 1
Animal rescue 2
Public service assistance,other 175
Assist police or other governmental agency 21 1 00:14:58
Police matter 805 12 00:07:16
Public service 206
Community Paramedicine Outreach 169
Assist invalid 557 •
INCO27(3.00) Page 3 of 5 Printed: 02/22/2021 16:28:28
•
Average
Incident Used in Ave. Response Time
Incident Type Count Resp. HH:MM:SS Total Loss Total Value
Service Call-(Continued)
Defective elevator,no occupants 2
Unauthorized burning 57 1 00:09:14
Cover assignment,standby,moveup 1
Total Service Call: 2,040 14 00:07:58
Good Intent
Dispatched&cancelled en route 1,017
EMS:Dispatched&cancelled en route 195
Wrong location 3
No incident found on arrival at dispatch address 3,096 60 00:07:10
Authorized controlled burning 5
Prescribed fire 1
Steam,other gas mistaken for smoke,other 5
Smoke scare,odor of smoke 134
Steam,vapor,fog or dust thought to be smoke 3
•Barbecue,tar kettle(outdoor cooking) 47
EMS call,party transported by non-fire agency 10
Hazmat release investigation w/no hazmat 7
Total Good Intent: 4,523 60 00:07:10
False Call
Malicious,mischievous false call,other 3
Municipal alarm system,malicious false alarm 3
Telephone,malicious false alarm 2
Local alarm system,malicious false alarm 6
System malfunction,other 16
•Sprinkler activation due to malfunction 3
Smoke detector activation due to malfunction 53
Heat detector activation due to malfunction 1
Alarm system sounded due to malfunction 97 1 00:04:27
CO detector activation due to malfunction 1
Unintentional transmission of alarm,other 31
INCO27(3.00) Page 4 of 5 Printed: 02/22/2021 16:28:28
Average
Incident Used in Ave. Response Time
Incident Type Count Resp. HH:MM:SS Total Loss Total Value
False Call-(Continued)
Sprinkler activation,no fire-unintentional 4 •
Extinguishing system activation 1
Smoke detector activation,no fire-unintentional 51
Detector activation,no fire-unintentional 7
Alarm system sounded,no fire-unintentional 102
Total False Call: 381 1 00:04:27
Severe Weather
Flood assessment 4
Landslide 1
Lightning strike(no fire) 1
Total Severe Weather: 6 0
Other
Citizen complaint 7
Total Other: 7 0
Total Incident Count: 26,104 313 $4,844,934.00 $10,602,853.00
•
•
•
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HUMAN RESOURCEs
HUMAN RESOURCES
HUMAN RESOURCES
Classification and Pay
1. Review and process position re-description reviews within five workdays of receipt.
One hundred and forty six redescription review requests were received and all
but sixty were processed within five working days. The sixty requests were
received on the same day and could not be processed within the timeframe.
2. Review and process reallocations for recruitment within ten workdays of receipt.
One hundred fifty three reallocation requests for recruitment purposes were
received and all were processed within 10 working days of receipt.
Labor Relations
1. Hear and respond to employer-level grievances within 60 days from receipt.
A total of 12 grievances were filed in the first half of fiscal year 2021.
Five grievances were heard and responded to within the 60-day timeframe.
Responses for four grievances were delayed, in part, to conflicts between
employer, union, and employee schedules to schedule grievance meetings as
required by the respective CBAs. Three grievances were filed on or after
December 18, 2020. Although meetings to hear these three grievances have not
been set,we are well within the timeframe to provide a response within 60 days.
2. Answer all written departmental inquiries relating to the administration and
interpretation of all collective bargaining agreements and'executive orders within 14
days from date of receipt if it does not require inter jurisdictional action, 30 days if it
does.
A total of 270 inquires related to the administration and interpretation of
collective bargaining agreements and executive orders were received and
answered within the established timeframes.
3. Provide background and other technical information required by the Corporation
Counsel's Office for the arbitration of grievances within 14 days from the date of
request.
Two grievances were presented to arbitration during the first half of the fiscal
year. All information related to these grievances was transmitted to the Office of
Six Month Progress Report on Program Objectives for FY 2020-21 1
HUMAN RESOURCES
HUMAN RESOURCES
Labor Relations (continued)
the Corporation Counsel within 14 days from the date of receipt. No other
requests for information were received.
Personnel and Organizational Development
1. Conduct the New Hire Orientation class once a month.
A total of eight New Hire Orientation sessions were conducted from July 1,2020
to December 31,2020.
2. Provide at least 18 Supervisory Skills Training sessions annually.
A total of 21 Supervisory Skills Training sessions were conducted between July
1,2020 and December 31,2020.
3. By December 31, 2020,hold the annual Pre-retirement Workshop.
Unfortunately, due to COVID-19,we were unable to hold the Pre-Retirement
Workshop.
4. Issue the Fall 2020 and Spring 2021 Training Catalogues.
The Fall 2020 Training Catalog was issued in July 2020 and the Spring 2021
catalog was issued in December 2020.
Equal Opportunity
1. Respond to and resolve inquiries and complaints from the public and Hawai`i County
employees regarding various civil rights laws within 14 days from date received
unless extensive research/investigation or action/information from other departments
is required to properly respond to the inquiries and complaints.
A total of 57 inquiries and complaints were received and all were closed within
14 days.
Six Month Progress Report on Program Objectives for FY 2020-21 2
HUMAN RESOURCES
HUMAN RESOURCES
Equal Opportunity(continued)
2. By June 30, 2021, deliver two supervisory training classes and two non-supervisory
training classes.
Twenty-nine Anti-Discrimination and Harassment and ADA Reasonable
Accommodation trainings were conducted in person, and three were conducted
via WebEx. A total of 58 supervisory and 308 non-supervisory employees
attended these training sessions.
Administrative Services
1. Conduct two department/agency audits each quarter on personnel files,temporary
assignment records, postings, etc. to ensure compliance with personnel laws, rules,
policies and procedures, collective bargaining agreements and executive orders.
Audits were not conducted during the first quarter due to COVID-19 and the
second quarter due to the processing of HGEA retroactive pay increases.
2. With the exception of mass pay adjustments transactions, audit and approve properly
completed and submitted payroll certification forms within five workdays of receipt.
Audit and approve mass pay adjustment payroll certification forms within two weeks
of the last form received.
Audited and approved 2,568 payroll certification forms. 2,567 forms, or 99.9%,
were processed within five workdays of receipt. Audited and approved 4,711
mass pay adjustment payroll certification forms. All forms were processed
within two weeks of the last form received.
3. Review and act upon properly completed and submitted Flexible Spending Plan
change in status forms within two workdays of receipt.
Reviewed 148 Flexible Spending Plan change in status forms. 147 forms, or
99%,were processed within two workdays of receipt.
4. By December 31, 2020, hold an annual employee awards program.
An annual employee awards program was not held as funding for the program
was eliminated from our budget.
Six Month Progress Report on Program Objectives for FY 2020-21 3
HUMAN RESOURCES
HUldIAN RESOURCES+_______-____�_____
Recruitment and Examination
1. Establish eligible lists to assist hiring departments fill their vacancies:
• Within one month for registration recruitments.
We established three out of five, or 60%, of eligible lists within one month.
o Two eligible lists were established shortly after the one-month deadline.
• Within three months for open-competitive recruitments requiring a written
examination.
We established 4 out of 4, or 100%, of eligible lists within three months.
• Within three months for open-competitive recruitments requiring an education
and experience evaluation(E&E).
We established 54 out of 55, or 98%, of eligible lists within three months.
o One recruitment was established after the three-month deadline.
Seventeen additional recruitments were conducted during the reporting
period:
o One recruitment resulted in no qualified applicant.
o One recruitment was cancelled by request of the department.
o Fifteen recruitments were opened on continuous and were difficult to fill.
• Within four months for the Police Officer I recruitment requiring a written
examination and a performance test.
We established one out of one, or 100%, of eligible lists within four months.
2. Establish internal recruitment lists to assist hiring departments fill their vacancies
within one month for internal recruitments within the department or internal
recruitments within the County.
We established 59 out of 65, or 91%, of eligible lists within one month.
• Six recruitments were established after the one month deadline.
Six Month Progress Report on Program Objectives for FY 2020-21 4
HUMAN RESOURCES
HUMAN RESOURCES
Recruitment and Examination (continued)
Fifteen additional recruitments were conducted during the reporting period:
■ Five recruitments resulted in no qualified applicants.
• Seven recruitments resulted in no internal applicants.
• Three recruitments were cancelled by request of the department.
3. Certify (refer) names from available eligible lists to hiring departments within four
workdays from receipt of the request for the list.
All 79, or 100%, of requests were certified (referred) names from available
eligible lists to hiring departments within four workdays.
4. Coordinate the placement of Hawai`i Community College Cooperative Vocational
Education (CVE) students within the County by October 31 of every year.
Four CVE positions were filled by October 31, 2020. Eleven positions remain
vacant due to Hawai`i Community College's difficulty in referring interested
students as a result of their low enrollment.
Health and Safety
1. Coordinate and/or conduct safety inspections of at least six County facilities.
Safety inspections of four County facilities were conducted.
Facilities include: DPW Building Repair and Maintenance Kona,DPW Traffic
Kona (Electricians), DPW Building Repair and Maintenance Hilo and Hilo
Wastewater Treatment Plant.
2. Provide requested safety and equipment training within two months of original
request.
A total of 76 requests were received during the first half of FY 2020-21 and all
were provided within two months of original request.
Six Month Progress Report on Program Objectives for FY 2020-21 5
HUMAN RESOURCES
HUMAN RESOURCES
Health and Safety (continued)
3. Provide four HIOSH-required training programs per quarter.
HIOSH required training programs were provided in each quarter as follows:
1st Quarter: Personal Protective Equipment,Respiratory Protection and Fit
Testing,Bloodborne Pathogens,Hearing Conservation,Hazard
Communication,Lock-out/Tag-out, Fire Safety Awareness, and
Forklift training and recertification.
2nd Quarter: Personal Protective Equipment,Hazard Communication,Fire
Safety Awareness, Bloodborne Pathogens, Hearing Conservation,
Respiratory Protection and Fit Testing, Hazardous Materials
Awareness (Lead/Asbestos), and Forklift training and
recertification.
4. Provide at least four Defensive Driver Courses (DDC)to County employees during
the fiscal year.
Seven DDC training sessions were provided. Two Driver Improvement Program
training sessions were also provided.
5. Coordinate the annual flu shot clinic/mini-health fair for County employees in the
districts of Hilo, Puna, Waimea, Ka`u, and Kona.
The annual flu shot clinics were conducted in the districts of Hilo (249
employees),Waimea (10 employees),Ka`n (7 employees), and Kona (49
employees) for a total of 315 employees. Due to low turnout in prior years, the
flu shot clinic was not scheduled at DPW Highways Puna.
Workers' Compensation
1. Conduct quarterly reviews of workers' compensation claims.
With the transition of the TPA from FiRMS to AIMS in April, there were
significant delays in transmitting all of the claim file information,which resulted
in an extended transition period. In order to give the Adjusters at AIMS an
opportunity to become familiar with all of the claims, quarterly claims reviews
were deferred for this period, however, it is expected that the quarterly claims
reviews will resume for the 3rd and 4th quarters of FY 2020-21.
Six Month Progress Report on Program Objectives for FY 2020-21 6
HUMAN RESOURCES
-.-_HUMAN RESOURCES
Workers' Compensation (continued)
2. Provide at least one workers' compensation training session annually
A total of three trainings were provided in September:
• Work Comp 101/Return to Work Program as part of the Supervisory
Training Program
• HPD HR staff training: Work Comp 1010/Return to Work Program
• HR Representative Work Comp 101/Return to Work Program Refresher
and Q &A session
Six Month Progress Report on Program Objectives for FY 2020-21 7
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HUMAN RESOURCES
HUMAN RESOURCES
Classification and Pay
1. Review and process position redescription reviews within five workdays of receipt.
309 redescription review requests were received and all but three were processed
within five workdays of receipt.
2. Review and process reallocations for recruitment within ten workdays of receipt.
221 reallocation requests for recruitment purposes were received and all but one
was processed within ten working days of receipt. This was due to a timing issue
that has been corrected.
Labor Relations
1. Hear and respond to employer-level grievances within 60 days from receipt.
A total of 15 grievances were filed in FY 2019-20. Seven grievances were heard
and responded to within the 60-day timeframe. Eight grievances were heard
and responded to outside of the 60-day timeframe due to scheduling conflicts
between the union, grievant(s), and employer.
2. Answer all written departmental inquiries relating to the administration and
interpretation of all collective bargaining agreements and executive orders within 14
days from date of receipt if it does not require inter jurisdictional action, 30 days if it
does.
A total of 206 inquiries relating to the administration and interpretation of
collective bargaining agreements and executive orders were received and
answered within the established timeframes.
3. Provide background and other technical information required by the Corporation
Counsel's Office for the arbitration of grievances within 14 days from the date of
request.
Eight grievances were presented to arbitration during FY 2019-20. All
information related to these grievances was transmitted to the Office of the
Corporation Counsel within 14 days from the date of receipt.
Final Status Report on Program Objectives for FY 2019-20 1
HUMAN RESOURCES
HUMAN RESOURCES
Labor Relations (continued)
There were six additional requests for information received from the Office of
Corporation Counsel. Information for these requests was provided within the
14-day timeframe.
Personnel and Organizational Development
1. Conduct the New Hire Orientation class once a month.
A total of 18 New Hire Orientation classes were conducted from July 2019 to
June 2020. Additional sessions were conducted to make up for the COVID-19
closure and to accommodate Police and Fire Recruit Classes.
2. Provide at least one Customer Service Skills Training session annually.
No Customer Service Skills Training classes were conducted. Training was
scheduled for the last quarter, however it was cancelled due to the Governor's
Emergency Stay-At-Home Proclamation related to COVID-19.
3. Provide at least six Supervisory Skills Training sessions annually.
Twenty-one Supervisory Skills Training sessions were conducted during this
fiscal year.
4. Identify at least two Personnel Development needs & implement County-wide
program.
Customer Service skills for government employees was identified as a training
need and was scheduled for the last quarter of the fiscal year. Unfortunately,we
had to cancel the training due to the Governor's Emergency Stay-At-Home
Proclamation related to COVID-19.
The Unit 02 Supervisory Training Program was also identified and implemented
this fiscal year. The program began on January 15th and is still in progress.
Final Status Report on Program Objectives for FY 2019-20 2
HUMAN RESOURCES
_
HUMAN RESOURCES
Personnel and Organizational Development(continued)
5. Annually coordinate the Prevention of Workplace Violence and Reasonable
Suspicion training.
Prevention of Workplace Violence training was scheduled for Spring 2020,
however it was postponed due to the Governor's Emergency Stay-At-Home
Proclamation related to COVID-19. Reasonable Suspicion Training was
completed in August 2019.
6. By September 30, 2019, hold the annual Pre-retirement Workshop.
The annual Pre-Retirement Workshop was held on October 31,2019 and
included presentations from Social Security Administration,EUTF, ERS, and
Island Savings Plan.
7. Issue the Fall 2019 and Spring 2020 Training Catalogues.
The Fall 2019 Training Catalog was distributed in June 2019 and the Spring
2020 Catalog was issued in January 2020.
Equal Opportunity
1. Respond to and resolve inquiries and complaints from the public and Hawai`i County
employees regarding various civil rights laws within 14 days from date received
unless extensive research/investigation or action/information from other departments
is required to properly respond to the inquiries and complaints.
A total of 73 inquiries and complaints were received, and all were closed within
14 days.
2. By June 30, 2020, deliver two supervisory training classes and two non-supervisory
training classes.
Nine Anti-Discrimination and Harassment classes were delivered. The class
subject matter, Hawaii County Anti-discrimination Policy,was appropriate for
both supervisory and non-supervisory personnel. The total number of attendees
was 293. Of the 293 attendees,22 were supervisors.
Final Status Report on Program Objectives for FY 2019-20 3
HUMAN RESOURCES
HUMAN RESOURCES
Administrative Services
1. Conduct two department/agency audits each quarter on personnel files,temporary
assignment records,postings, etc. to ensure compliance with personnel laws,rules,
policies and procedures, collective bargaining agreements and executive orders.
A total of six agencies were audited during the fiscal year.
1st quarter: Liquor, Corporation Counsel
2"d quarter: Human Resources,Parks and Recreation
3rd quarter: Planning,Research and Development
4th quarter: No audits due to COVID-19
2. With the exception of mass pay adjustments transactions, audit and approve properly
completed and submitted payroll certification forms within five workdays of receipt.
Audit and approve mass pay adjustment payroll certification forms within two weeks
of the last form received.
Audited and approved 3,715 payroll certification forms. All forms were
processed within five workdays of receipt. Audited and approved 1,968 mass
pay adjustment payroll certification forms. All forms were processed within two
weeks of the last form received.
3. Review and act upon properly completed and submitted Flexible Spending Plan
change in status forms within two workdays of receipt.
Reviewed 286 Flexible Spending Plan change in status forms. 285 forms, or
99%,were processed within two workdays of receipt.
4. By December 31, 2019, hold an annual employee awards program.
The 54th Annual Employee Recognition Program was held on
November 14,2019 at Aunty Sally Kaleohano's Luau Hale. Mayor Kim
honored and recognized 36 outstanding County of Hawaii employees.
Final Status Report on Program Objectives for FY 2019-20 4
HUMAN RESOURCES
HUMAN RESOURCES
Recruitment and Examination
1. Establish eligible lists to assist hiring departments fill their vacancies:
• Within two months for registration recruitments and small/medium size open-
competitive recruitments requiring a written examination.
We established ten out of 14, or 71%, of eligible lists within two months.
• Within three months for large size open-competitive recruitments requiring a
written examination.
No large size open-competitive recruitments requiring a written examination
were conducted during this period.
• Within two months for open-competitive recruitments requiring a training and
experience evaluation (T&E).
We established 139 out of 185, or 75%, of eligible lists within two months.
Five recruitments resulted in no qualified applicants. Twenty-seven
recruitments were opened on continuous and were difficult to fill. Fourteen
eligible lists were established after the two-month deadline due to COVID-19.
• Within four months for the Police Officer I recruitment requiring a written
examination and a performance test.
One Police Officer I eligible list was established within four months.
2. Establish internal recruitment lists to assist hiring departments fill their vacancies
within one month for internal recruitments within the department or internal
recruitments within the County.
We established 150 out of 194 or 77%, of internal lists within one month. Four
recruitments had to be reopened. One internal recruitment was cancelled by
request of the department. Seventeen internal recruitments had no qualified
applicants. Six internal recruitments had no applicants. Sixteen eligible lists
were established after the one-month deadline due to COVID-19.
Final Status Report on Program Objectives for FY 2019-20 5
HUMAN RESOURCES
HUMAN RESOURCES
Recruitment and Examination (continued)
3. Certify (refer) names from available eligible lists to hiring departments within four
workdays from receipt of the request for the list.
All 138, or 100%, of requests were certified (referred) names from available
eligible lists to hiring departments within four workdays.
4. Coordinate the placement of Hawai`i Community College Cooperative Vocational
Education(CVE) students within the County by October 31 of every year
Eight CVE positions were filled by October 31, 2019. Seven positions remain
vacant due to Hawaii Community College's difficulty in referring interested
students as a result of their low enrollment.
Health and Safety
1. Coordinate and/or conduct safety inspections of at least six County facilities.
Safety inspections of seven County facilities were conducted.
Facilities include: DPW Building Repair and Maintenance, Old Hilo Hospital
homeless shelter, Office of the Corporation Counsel, Solid Waste base yard—
Kona,Mass Transit, Kolekole Beach Park, and Traffic Signs and Markings—
Kona.
2. Provide requested safety and equipment training within two months of original
request.
A total of 155 requests were received throughout the fiscal year. Requests
received up to the Governor's Emergency Stay-At-Home Proclamation related
to COVID-19 were delivered within two months of original request. During the
time frame covered by the proclamation, only trainings mandated by regulation
were conducted. All other trainings were rescheduled.
Final Status Report on Program Objectives for FY 2019-20 6
HUMAN RESOURCES
HUMAN RESOURCES
Health and Safety (continued)
3. Provide four HIOSH-required training programs per quarter.
HIOSH required training programs were provided in each quarter as follows:
1st Quarter: Personal Protective Equipment,Respiratory Protection and Fit
Testing,Bloodborne Pathogens,Fall Protection,Mobile Elevated
Work Platform, and Forklift training and recertification.
2nd Quarter: Personal Protective Equipment,Respiratory Protection and Fit
Testing,Bloodborne Pathogens, Fall Protection,Hazard
Communication,Fire Safety Awareness,Hearing Conservation,
and Forklift training and recertification.
3rd Quarter: Personal Protective Equipment,Hazard Communication,Hearing
Conservation, Bloodborne Pathogens, Fall Protection, Fire Safety
Awareness and Forklift training and recertification.
4th Quarter: Personal Protective Equipment,Respiratory Protection and Fit
Testing, Bloodborne Pathogens,Fall Protection,Hazard
Communication,Fire Safety Awareness,Hearing Conservation,
Mobile Elevated Work Platform, and Forklift training and
recertification.
4. Provide at least four Defensive Driver Courses (DDC) to County employees during
the fiscal year.
Eleven Defensive Driver Course training sessions were provided. One Driver
Improvement Program training session was also provided.
5. Conduct a semi-annual workers compensation claims review.
Workers compensation claims reviews were conducted in July, October and
January.
Final Status Report on Program Objectives for FY 2019-20 7
HUMAN RESOURCES
HUMAN RESOURCES
Health and Safety (continued)
6. Coordinate the annual flu shot clinic/mini-health fair for County employees in the
districts of Hilo, Puna, Waimea, Ka`u, and Kona.
Flu shot clinics were held island wide during the months of September and
October with a total of 315 County employees receiving this year's vaccine.
There were two separate clinics held in Hilo, one at the Aupuni Center
Conference Room and the other at the South Hilo Roads baseyard. Na`alehu,
Waimea, and Kona each had one clinic. Due to lack of interest, the clinic at the
Puna Highways baseyard was not scheduled this year.
Final Status Report on Program Objectives for FY 2019-20 8
IlL
INFORMATION
TECHNOLOGY
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
1. Provide a reliable and managed network for the County of Hawai`i,
implement higher level protocols and improve the network to include faster
and more reliable network connectivity for County locations.
a. Redesigned and reconfigured the network to implement higher level
protocols using professional and managed services.
• Working with Banyan Networks, Office of the Prosecuting
Attorney and Hawaii Police Department on analyzing the current
routing protocols in preparation for reconfiguring the network.
b. Provided redundancy with high speed connections with different
physical routes.
• The fiber project to close the island wide commercial connection
for Spectrum and Hawaiian Telcom has completed in the
installation of replace utility poles through Hawaii Volcano
National Park. This will benefit the community and County by
having a redundant path for connectivity.
c. Implemented security methods to protect the County of Hawai i
information assets.
d. Extended network to include high speed access for all Departments
where possible.
• All of the existing frame relay connections have been replaced with
wireline or cellular connectivity, increasing speed and accessibility
for rural or hard to reach locations.
e. Expanded wireless access in county buildings.
f. Expanded public wireless access service in county buildings.
• Partnered with State of Hawaii Department of Commerce and
Consumer Affairs to provide free WiFi access at seven County
buildings in response to COVID-19.
g. Explored and implemented modern wide area network connectivity
for remote locations.
▪ Utilizing CARES Act funding,Banyan Networks will implement
Dense Wavelength Division Multiplexing(DWDM) to increase the
speed of the network from one Gigabit to ten Gigabit.
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2. Expand and maintain the County of Hawai`i server and application support
and assist County Departments with application implementations.
a. Assisted County departments with application implementations.
• Assisting Department of Public Works and Planning Department
with the implementation of Tyler Technologies EnerGov system.
This system will provide public access to the electronic workflow
of planning and permitting.
b. Upgraded mission-critical data and application servers.
• Completed updates to the Eden/Fresh financial system which
included both production and test environments in support of
union agreements for retroactive payments and yearly Affordable
Care Act(ACA) reporting.
c. Leveraged the use of current server and storage technologies.
d. Expanded the use of virtual server and client technologies.
• Emergency procurement of Nutanix to provide a hyperconverged
infrastructure to replace 10 aging GIS servers.
3. Maintain and enhance the reliability, cyber security, and redundancy of the
County's information technology infrastructures and consolidate network
security and external threat management for all County Agencies.
a. Expanded alternate server and backup locations to provide mission
critical services in the event of primary site disaster.
• Working with Hawai`i Fire Department,Hawaii Police
Department and multiple vendors on the Mohouli Dispatch
Center,which will create the first ever shared hardened data
center for the County.
b. Increased County employee collaboration through the implementation
of collaboration technologies.
c. Increased County employee communications the deployment of
conference calling services.
• In response to the COVID-19 pandemic,WebEx was distributed
to all County departments to provide collaboration and
communication tools while maintaining health and security
protocols.
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4. Review and improve Information Technology's customer support and services
and expand the use of automated features to facilitate user setups and maintain
current software on client workstations.
a. Expanded the use of HelpSpot support ticket software.
b. Expanded use of service metrics to improve quality service and
response.
■ Dell ProDeploy was utilized to augment the helpdesk staff with the
deployment of over 200 laptop and desktop computers after
employees were allowed to work from home due to COVID-19.
• Working with Info-Tech Research Group, the helpdesk has
participated in training and best practices to improve support and
establish baseline metrics.
5. Manage and monitor a County-wide Geographic Information System (GIS).
Provide training, expertise, and technical support to other county departments
and agencies in the development, design, and implementation of GIS
software.
a. The GIS Program Manager has been assisting County Departments
with implementation and modernization of data and best practices.
b. With the addition of a Nutanix hyperconverged infrastructure, the
County will be able to provide more GIS services and applications to
employees and the public.
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1. Provide a reliable and managed network for the County of Hawai`i, implement higher
level protocols and extend the network to include faster and reliable network
connectivity for County locations.
• Deployed, maintained, and replaced desktop switches to assist departments
in maintaining production or expanding the network to additional devices.
• Senior Analysts received Alcatel-Lucent Network Routing Specialist
Training.
• Added additional site and programmed ports on Alcatel switch for DIT move
to new location. Changed the ethernet card on Alcatel switch at P&R
Wailuku.
• Connected copper ethernet cable between the FortiGate and Alcatel devices
for 24/7 monitoring and alerts.
• Activated Elections Agilis network connections. Moved network ports for
Election's Agilis Ballot Sorting Machine at County Building.
• Coordinated specifications and layout for network connectivity. Moved
network ports and activated connection
• Addressed Operating System issues for the EndPoint Clients.
o Windows 7 end of support. Upgrading to Windows 10.
o Managed access for Windows 7 PC's until machines patched.
o Applied extended support coverage for the few Win7 machines remaining
on the network.
o Upgrading Win10 OS to build 1909 and testing build 2004.
• Assisted Traffic Division with the FortiGate firewalls on the signal network.
• Assisted Police network growth with switch installation at the Ocean View
Estates Substation.
• Network ethernet cable installation at the Kona Traffic Baseyard.
• Configured 60E FortiWiFi for Huliko`a Traffic Baseyard. Huliko`a Traffic
Baseyard site visit for temporary network cables setup. Huliko`a Traffic
Division work order assistance for file on network. Huliko`a Traffic
FortiWiFi setup Wi-Fi configurations. Huliko`a Traffic update 60E for Wi-
Fi testing.
• Configured and installed new switch for Haihai Fire Station's Training
Section.
• Finalized scope of work and plan for the Kona EOC activation.
• Moving multiple user and agency network folders from storage device coh33
to the coh01 environment
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• Installed new switch in WHCC Building E for 1G connection for 1G internet
upgrade.
• Installed 2 new APC UPS for WHCC Server Room, replaced out batteries in
two old APC UPS to have total of four running APC UPS and one sitting idle
as a spare.
• Worked with contractors and County Public Works staff in planning and
prepping WHCC computer room for multiple power outages and moving
around power cables and connecting generators to keep fiber network and
essential computer hardware equipment up and running during power
outages for work done on WHCC generator and new Prosecuting Attorney
office.
• Worked with vendors to establish VPN tunnels for monitoring of Alcatel
network equipment for County MPLS fiber network.
• FortiGate 30E-3G4G testing, troubleshooting, and set up of static IP address.
• Keaau Fire Station move to temporary location. Set up network at two
houses for temporary use. Moved network back to renovated location.
• Monitor network and servers during monthly generator test at Civil Defense.
• Network improvement for cisco router and FortiGate devices to 1G internet
connection. Installed switches at WHCC bldg. E with 1GB network speed
for endpoint clients. PC connections monitored through SolarWinds and
accessible through network.
• Prep work for WHCC power shutdown. Stabilized network while generators
added to the WHCC environment.
• Improved Laserfiche server availability with rebalancing of server
availability for the application. Prepared server coh72v for migration of
Laserfiche datastores from coh74v.
• Reconfigure access point for General Services—Spectrum connection
upgraded.
• APC UPS replacements completed for WHCC computer room.
• Spectrum internet bandwidth upgraded at Civil Defense.
• Updated AD and Exchange for Fire Personnel Orders.
• Updated Cisco IOS for main network switches.
• Improved network reliability with updated switch routing for Real Property
Tax application.
• Assisted with Na Leo TV setup of video stream for Mayor's press
conferences.
• Logistics and equipment purchasing for additional Kino`ole office location.
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• Extended network with improved switches at Ka`u and Ocean View Police
Stations.
• Traffic lights network solidified with redundant routers. Troubleshooting
network latency resulted in unproved network and internet speeds.
• Stood up temporary network at Aunty Sally's for Office of Housing and
Community Development Job Fair Training.
• Upgraded modem at Waiakea Fire Station that increased speed and reduced
monthly recurring cost.
• Deployed reconfigured switch at HPP Fire Station.
• Assisted with Council Video Stream conversion to digital signal and the
upgrade of the Performance Accelerator.
• Installation of soundproof enclosures to secure and reduce noise from
network equipment for the Keauhou Fire Station, the Waikoloa Fire Station,
and the Waimea Highways Baseyard.
• Installed better network cable at Waimea Highways Baseyard for DPW
security camera system.
• Monitored and tested UPS power transfer,network connectivity, and server
viability during monthly Civil Defense generator tests.
• Replaced two older switches (out of warranty and service life) at Aupuni
Server Room.
• Replaced a bad DMZ switch at core Hilo Server Room server location.
• Continuing the replacement of Frame Relay sites with broadband or high-
speed internet,to improve network speeds for County users at remote
locations.
• Deployed,maintained, and replaced desktop switches to assist departments
in maintaining production or expanding the network to additional devices.
2. Expand and maintain the County of Hawai`i server and application support, assist
County Departments with Application implementations and expand the use of cloud-
based technologies.
• Adobe Sign; provided introduction and training for certified electronic and
digital signatures, document routing and tracking.
• WebEx,MS Teams roll-out to mitigate COVID-19 and enable remote
workers with online-collaboration.
• EnerGov Building Permit data conversion and implementation.
• Magnet server migration; built Microsoft 2016 servers for Magnet migration.
• ADAuditPlus upgrades; v5.8.11,v6010,v6030,v6.0.32,v6.0.52.
• iPad issues; Assisted DPW inspectors.
Final Status Report on Program Objectives for FY 2019-20 3
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• NavRisk; Created AIMS vendor access. Upgraded with wildcard security
certificate.
• ProQA Covid-19 special release.
• Updated A2iA software on server and workstations for Real Property.
• Eden Production upgrade to v5.22.1.
• Eden Delta upgraded to version 5.21.1.4. Applied hotfix to Eden Delta
application.
• Exchange server Microsoft Updates. Monthly patches, security updates, and
cumulative updates. Exchange server certificate renewal and
troubleshooting.
• FireEye EX upgrade to v8.4.3.908134.
• FireEye NX Hilo upgrade to v8.3.4.908126.
• HelpSpot ticketing systems updated to v4.8.19,v4.8.20,then v4.9.3.
• IAS World upgrade to new servers.
• Lansweeper upgraded to version 7.2.106.48.
• SCCM upgraded to version 1906. Client upgraded to version 5.00.8853.1020.
• SolarWinds NPM/NTA upgraded to version 2019.4.
• SQL 2016 CU10 applied to three production servers.
• Upgraded the Tripwire Enterprise Axon agents.
• Nutanix Project: rack/connect servers at Civil Defense server room.
Migrated and tested multiple virtual servers to Nutanix. Nutanix memory
upgraded to support the larger amount of processing.
• McAfee Agent upgrade to v5.6.5.165. McAfee Antivirus Patch 15 and Agent
hotfix 2 released via ePolicy Orchestrator. McAfee ePolicy upgraded to
v5.10.0 Update 7.
• EMC array drive replacements and server maintenance.
• Microsoft updates released via SCCM for Office 2010,2013,2016,Windows
7, Windows 10.
• PrinterLogic; Researched and detailed virtual appliance.
• Tripwire server Zulu OpenJava installation completed. Improved process
and eliminated failures when Java updates applied. Tripwire upgraded to
v8.8.3.
• DEM Asset Management and CCTV project; Provided primary support for
GIS needs.
• Geocoding base framework completed and published Parcel and Address
Search services for public and staff use.
• Updated all-staff and public web GIS mapping with new data, new mapping,
and for the inclusion of the County's geocode and search services.
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• Office 365 G1 to G3 step up for 300 licenses.
• Microsoft G3 licenses upgraded for Corporation Counsel,Human Resources,
and the majority of Planning users.
• VoIP phone management and addressed phone issues countywide.
• FortiClient 5.6.6 and 6.08 compiled with configuration included, deployed to
VPN users.
• Production server SQL upgrades.
• County of Hawaii website.
o Completed major milestones to successfully go live
o Provided routine CMS training to users tasked with updating their
website content.
o Provided content updates to the County of Hawaii website along with
support for emergency operations, departmental subsites,maintenance.
• Lava Recovery Website; ongoing support for the design and rollout.
• MaintStar for Automotive and Transportation implementation (inventory
and vehicle fleet maintenance).
• Roads Scholar refresh project (MVR/DL knowledge testing of driver's
licensing applicants).
• PulsePoint AED implementation (anyone with PulsePoint mobile app can be
alerted of medical emergencies occurring in their vicinity).
3. Maintain and enhance the reliability, cyber security, and redundancy of the County's
information technology infrastructures and consolidate network security and external
threat management for all County Agencies.
• Performed routine virus scans and sanitization on workstations suspected of
malware or virus infection.
• Performed routine Computer Access Request Form (CARF) entries by
administering application user permissions to individuals.
• Performed routine Eden/Fresh User and Queue Security Verification to
audit department contact information.
• Updates/upgrades to Windows PCs and laptops.
• AD access management in compliance with SOPs.
• AAD Connect upgraded to v1.5.30.0.
• Added firewall rule for HCPA on NGN firewall.
• DHCP device investigation and access management.
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• FireEye firewall device management: block malicious email addresses, follow
up on email address issues, and whitelist email address for Civil Defense.
Monitor and clear queues. WHCC Fortigate/FireEye checks and update
configuration.
• KnowBe4 Phish "Covid"—485 opened email,223 clicked link in the email.
11.8% failure rate. KnowBe4 Phish 15—1936 emails sent, 341 opened email,
136 clicked the link.
• Reporting to Federal Authorities to fight cyber-crime.
• Public WiFi access management and configuration.
• Reconfigured AlienVault appliance at Civil Defense.
• DNS records added to domain for the website.
• Reconfigured GIS gateway to vendor recommendations. •
• Performed SSL Certificate update to all enterprise GIS hardware and
software components.
• 125 Win10 PCs manually rebooted to complete install of December Microsoft
updates as well as installation of McAfee Agent/Enterprise Patch 14.
• FireEye CM firmware updated to v8.6.0.864446. FireEye CM updated to
firmware version 8.7.1.883912. FireEye EX firmware upgraded to
v8.3.0.858051,then v8.4.0.861478, and currently to version 8.4.1.883940.
• Multiple FireEye NX firmware updates; first to v8.3.0.864816, then
v8.3.1.873481, and currently to version 8.3.2.882940.
• KnowBe4 phishing testing and training for County network users. Multiple
iterations completed to help users keep the network protected.
• KnowBe4 training released to all Prosecuting Attorney office employees at
request of the Prosecuting Attorney.
• McAfee Agent 5.6.2.209 released to endpoint clients. Then McAfee Agent
upgraded to v5.6.3.157and released to all clients via ePolicy. Newest
upgrade of McAfee Agent v5.6.1.298 released to clients.
• McAfee ePolicy Orchestrator updated to v5.10.0 Update 4.
• McAfee VirusScan Enterprise patch 14 (v8.8.0.2190) released to all clients
via ePolicy.
• Monthly run of SCCM Microsoft updates released to all clients—Office 2010,
Office 2013, Office 2016, Windows 7,Windows 10.
• Necessary server firmware/driver/bios updates applied to all production
servers.
• Upgraded firmware for FortiWiFi 60Ds and FortiAP 221E/C221Cs.
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4. Review and improve Information Technology's customer support and services and
expand the use of automated features to facilitate user setups and maintain current
software on client workstations.
• Active Directory and Laserfiche application licenses reconciled and
corrected.
• Adobe Sign roll-out and training.
o Electronic &Digital Signatures.
o Document tracking and Routing.
• ADSelfService and ADAuditPlus applications license renewals.
ADSelfService Plus upgraded to v5807, agent upgraded to v 5.0.11.
• AutoCAD license for 2020 added to production server. Centralized license
manager now controls licensing for all County AutoCAD versions.
• Built VMware machine to test PDQ (remote) deployments.
• Continuous, routine support provided for the following:
o Core Cashiering.
o FireRMS, Spillman CAD, etc. (HFD).
o iasWorld database (Finance,RPT).
o iNovah (MVR cashiering system).
o Interact(DEM scale house).
o Laserfiche administrative and repository maintenance countywide
document management).
o Lotus (DPW Permitting).
o Magnet database (DPW Permitting).
o MaintStar—utilized by Automotive/HFD/Mass Transit for vehicle
maintenance.
o NavRisk configurations (HR).
o Pictometry (Liquor).
o Sharepoint.
• Countywide PC refresh deployment project.
o Deployments of PCs/laptops and peripherals.
o Verification of endpoint protection.
o McAfee and activation with centralized network configuration.
o SCCM verification for centralized software management.
o Active Directory quality control and OU corrections, UPN suffix review.
• COVID-19 mitigation, support for remote workforce.
o Remote FortiClient software (VPN) installations and upgrades to latest
version on user PC's.
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o Personal PCs furnished for VPN and tunneled remote access.
o Verified all personal PC's met County's guidelines for remote access.
o Helped set up VPN for multiple users on County's laptops. Supporting
work from home initiative.
o WebEx introduction & training for online collaboration and remote
videoconferencing.
• Data migrated from coh33 to coh01 to mitigate end of life server.
o User folders migrated include HR,Liquor,Finance,Parks, County Clerk,
Council, Planning,Mayor's Office,Elections.
• Data recovery from backups.
o Folder and files recovered for Fire Station 08.
o Folder and files recovered for Liquor Control.
• DNS CNAME/A records for external and internal access applied on Go Live
morning,for new website connections.
• Eden/Fresh.
o Software testing and implementation.
• o Database maintenance.
• Eden Delta changes.
• Annual FRESH Queue Security Verification.
• Pay differential rate updates.
o Employee's Retirement System (ERD/ERS) reporting.
o EUTF rate changes.
o ACA reporting.
• Exchange(email) management.
o Verified all users with COHgold were grouped in COH Gold Email.
• Fire Fighters assisted with remote access to email.
• Firewall configurations to manage risk of Windows 7 on the network.
o Firewall rules for Kona Fortigate for Windows 7 allowed PCs as well as
various allowed websites.
• GIS support for emergency response and daily operations.
o Deployed ArcGIS Software to end users throughout the County.
o Held GIS user meetings and community input sessions in support of GIS
virtualization effort.
• HelpSpot ticketing system management and support.
• Hardware warranty repair.
• Network folder permissions management for multi-agencies.
o Users assisted with network drive mapping and PST (email) folder
connections post data migration to new server.
Final Status Report on Program Objectives for FY 2019-20 8
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o Folder creation for Finance VRL DL users and HPD users to share files.
• Planning assisted with setup of PCs to comply with social distancing
guidelines.
• Plotter printouts Assistance for Parks & Rec and Mayor's Office.
• Roadscholar refresh project, support, and implementation.
o MVR/DL application to provide public driver's license testing.
• Software deployments, updates, and upgrades.
o Manual PC reboots to install MS updates and security compliance.
o Microsoft Edge for Business updates deployed via SCCM.
o Microsoft updates for Office 2010,2013,2015, Office 2016 released via
SCCM, updated automatically for users.
o Microsoft security updates released via SCCM for Windows 10 v1903,
v1909.
• Vendor access management to networked PC's.
o Nortech vendor access to RPT PC.
• Windows 10 upgrade project.
5. Coordinate and manage a countywide Geographic Information System (GIS). Create
GIS web mapping applications for use by both County Staff and the general public.
Provide GIS training for County Staff to expand its usage.
• Countywide Infrastructure Support.
o ArcGIS Pro deployment scripting setup for PDQ Deploy.
o ArcGIS Pro tools utilized for optimized reprocessing of County's imagery
mosaics.
o ArcMap users transitioning to ArcGIS Pro licensing.
o ArcReader and ArcDesktop software upgrades for user workstations.
o Transition GIS dev vms to Hyper-V from VMWare for better
performance on GIS workstation.
o Test dev PowerShell DSC ESRI GIS Server deployment workflows.
o Test dev Chef ESRI Cookbook GIS Desktop and GIS Server deployment
workflows.
o Monthly patching and updates to GIS Infrastructure software.
o Monthly geodatabase maintenance and updates in SQL Server.
o EnerGov GIS Server reconfiguration to High Availability Configuration.
o EnerGov SQL Server Standard installation and configuration to isolate
EnerGov GIS DB traffic from the business GIS DB system that supports
department daily activities.
o Transition GIS installers and data from COH33 to CHO1.
Final Status Report on Program Objectives for FY 2019-20 9
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o Reconfigure GIS gateway to implement new security protocols as per
ESRI recommendations for the deprecation of TLS 1.0 and 1.1.
o Troubleshooting of GIS network latency for root cause analyses after GIS
service users reported slow performing services.
o Stand-up and configure an ArcGIS Monitor server to provide a complete
monitoring solution for the County's GIS system computing clusters.
o Implement a protocol for a weekly detailed log analysis on IIS, SQL
Server, and the other GIS system components using ESRI Professional
Services tools and ArcGIS Monitor.
o Create documentation for annual SSL certificate update.
o Perform yearly SSL certificate update for all software and hardware in
the County's enterprise GIS system.
o Troubleshoot and repair IT Map Plotter after print-head failure.
o Repair COH167 server after servicing stack corruption caused it to
perform.out of spec and require a removal from the EnerGov high
availability configuration.
o Scope Azure Active Directory connection to ArcGIS Online.
o Troubleshoot Survey123 database compatibility and orphan service
problems.
o GIS Portal orphan service deletion workflow creation for end users
affected by 10.6.1 orphan service bug.
o Creation of metadata for all shared County's GIS in the
COHGISInternal Database.
o Enterprise GIS licensing transition to EA.
o Transition GIS software licensing management operations from the
legacy per-computer model to named user licensing model managed
through the County's GIS Portal, to align with ESRIs current licensing
protocols.
o ArcGIS Enterprise operational costs evaluation.
o EagleView Pictometry meeting with vendor to discuss new imagery
acquisition schedules for 2020 and 2021.
o ESRI entitlements available to the County report compiled.
o Geocoding base framework completed.
o Published a countywide geocode search service that is available to both
the public and County's staff.
o GIS User's meetings initiated and held.
o Physical maps for departments created and printed.
o Public web mapping and application products updated with new data,
mapping standards and geocode services.
Final Status Report on Program Objectives for FY 2019-20 10
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o Portal SSL Certificate Troubleshooting.
o Complete GIS system certificate maintenance and troubleshoot
intermediate certificate import errors.
o Migrate GIS Servers and ArcGIS Portal to new hardware after existing
hardware failure.
o Configure and test new GIS system configuration in post-migration state,
implementing component changes as necessary to stabilize configuration:
o Standup ArcGIS Portal failover on COH 173.
o ArcGIS Imagery Server standup and workflows for server-side imagery
processing.
o Troubleshoot SQL Server start-up problem after installed windows
updates.
o Troubleshoot SQL Server database access on COHlnternal and ArcGIS
Reader incompatibility.
o Install and test Oracle Database Server for GIS.
o Troubleshoot IE/Edge incompatibility with secured services at 10.6.1.
o Scope new GIS SQL Server hardware and software configuration and
needs for CD.
o Externalization of GIS Server system connection strings to upgrade
Service Definition Files.
o Upgrade the GIS SQL Server 2012 instance to SQL Server 2017.
o GIS Enterprise upgrade to 10.7.1 from 10.6.1.
o GIS Enterprise post-upgrade setup and testing.
o Troubleshooting GIS Server Printing and DLL crashes with ESRI.
o Updates to logical system diagram and documents.
o COH GIS System logical diagramming.
o Initial review of NGS coordinate system 2022 federal register and
technical materials.
o NGS Workshop on Datum 2022 transition in Honolulu.
o Attend Nutanix Tech workshop and Training.
o Annual ESRI Records Review for county licensing agreement.
o Scripting of DB and map audit and inventory tools for data and map
audit and updating.
o Begin to construct SOW for countywide Address/Parcel Geocoding
service.
o Weekly GIS data replication from COHGIS Stage to COHGIS Internal
production database.
o Monthly GIS Server Microsoft and ESRI software updates.
o Applied firmware updates to physical GIS Servers.
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o Fact finding for derivative products created from Planning's Parcels and
Address Points—Akimeka E-911,HELCO.
o Review of Pictometry imagery acquisition technical methodology and
applied QC processes re. user request to define and explain data accuracy
for County use cases.
o Amazon Web Services cloud deployment for GIS—Plan, evaluate, test
proof of concept, and budget cloud deployment configuration options for
contingency deployment of EnerGov GIS Server/GIS data on AWS EC2
with S3 Bucket for server template snapshot/configuration repository.
o Virtualization scope development.
• Discovery materials prepared for ESRI Virtualization effort.
• Diagrammed and calculated hardware specifications for virtualized
GIS ecosystem.
• Facilitate ESRI virtualization activity kickoff meeting with GIS Users
for input into the GIS virtualization decision-making process.
• Review and edit ESRI Enterprise Implementation Plan and document
promotion to final version.
• Review ESRI Virtualization scoping and contract documents.
• Departmental & Project Support.
o Civil Defense.
• Survey123 app troubleshooting with ESRI and CD.
• Troubleshooting Covid hub and business analyst resources for CD
team.
• Geocoding sprint for initial proof of concept on a traveler tracking
solution for covid-19 response.
• Assist with GIS preparations for Mauna Kea event.
• Assist with Hurricane GIS preparations.
• Setup and test ArcGIS Quick Capture on business Portal at the
request of Civil Defense.
o Environmental Management.
• Discussion with Planning and DEM about cancelation of ArcPad
maintenance under ESRI licensing annual review as a cost savings
measure given that ArcPad is no longer an active part of County GIS
workflows.
• Troubleshoot Collector issues.
• Provide primary GIS support for DEM GIS operations while vacant
position was being filled.
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• Setup access for new Wastewater Clerk to DEM GIS workflows and
resources.
• Teleconference with Belt Collins in support of continued assistance
with DEM GIS needs and the Lono Kona Sewer Line Improvement
Project.
• NexGen teleconference meetings for DEM Asset Management GIS
integration.
• Onsite visit with NexGen contractor for Asset Management and work
on asset management GIS setup.
• Cues Granite teleconference meetings for DEM CCTV GIS
integration.
• Assist DEM with GIS transitions to new project manager for NexGen
Asset Management and Cues Granite CCTV projects.
• Advise management on Survey 123 jumpstart for product use.
• Assist with product upgrade from legacy Utility Network geodatabase
configuration to modern Utility Network for Water Utilities
geodatabase configuration that integrates with the GIS Server and
ArcGIS Pro and modern web applications.
• Serve on Asset Management System RFP review panel.
• Assist with Configurable Map Viewer website, GIS Server Service,
and Printing integration troubleshooting, update of CMV to current
JavaScript standards.
• Act as Interim GIS Program Manager for DEM Wastewater Program
while position vacant.
• Work in Wastewater with outgoing GIS lead on CCTV,Asset
management, and permitting GIS and database transition and
operational plan for interim assistance.
• Standup and configure ArcGIS Notebook Server on the enterprise to
support automation of EnerGov GIS updates.
o Finance.
• GIS software license provisioning for the two new Finance machines.
o Fire.
• Assist with Kona mapping for Ironman.
o RPT.
• Review and approve `R' Statistics software deployment on network
for RPT.
o Liquor.
• ArcMap updates for Liquor Control data.
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o Lava Recovery.
• Review of technical documents and processes for Lava Recovery
decision-making matrix.
• Coordination with multi-agencies and consultant for Lava Recovery,
workflow setup.
• Review of SQL Specialist candidates for Lava Recovery Database
Specialist position.
o Mass Transit.
• Setup GIS software for Mass Transit GIS staff.
o Mayor's Office.
•, Troubleshoot ArcGIS Online connectivity issues.
o Planning.
• Troubleshooting data disappearance from Planning production
database resulting from Server 2012 update issues.
• Geolocator troubleshooting with Planning.
• Reviewed Vision Zero Task Force County's analysis deliverables in
anticipation of providing support to Vision Zero initiatives.
• Meeting for script fixes to EnerGov address point errors.
• Scope ArcGIS Insights deployment for Long Range Planning.
• Analyze and evaluate ArcReader Python Engine for security concerns
for continued use on the County's network and delivery to the public
in Planning's ArcReader GIS DVD.
• Test and evaluate both SharePoint and Laserfiche as options for
hosting linked files for ArcReader DVD project transition to the GIS
Server.
■ Scope Parcel Fabric implementation options and coordinate a Parcel
Fabric software demonstration for the County's GIS users.
• Install and troubleshoot ArcReader problems with users.
• Troubleshoot issues encountered with geodatabase compression for
Planning.
• Troubleshoot Address Point data disappearing after edit.
• Troubleshoot broken GIS links in Planning's public data DVD.
• Troubleshoot PMF ArcReader project viewer issues.
• Assist in restoring broken MXD on a user's machine.
• Manual data replication for database updates from Stage to
Production.
• Begin design of new public/internal GIS Services to replace
ArcReader project.
Final Status Report on Program Objectives for FY 2019-20 14
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
o Public Works.
• EnerGov GIS system high availability server environment created.
• Rebuilt server for GIS EnerGov.
• GeoRule clarification and update meeting with EnerGov team in
preparation of major update to the EnerGov GIS product.
• Meeting with GDSI to fix FortiClient access issues and further refine
EnerGov support workflows.
• Creation of metadata for all EnerGov GeoRule GIS.
• Data and GIS service cleanup on EnerGov GIS Server and initial
testing of GDSI's update scripting for EnerGov including re-scripting
as necessary based upon the results of benchmark testing.
• Benchmark testing of potential internal geoprocessing and data
storage production options to develop baselines metrics for each and
code updates to Parcel transformation processes in the County's
geocoding base foundation and EnerGov GIS.
• Make Short Lived Token changes to the EnerGov project in response
to end user testing feedback on token function.
• Troubleshoot County's domain end user issues with EnerGov
application operation on Internet Explorer after it was reported by
several users that EnerGov was not working correctly when the user
was logged in through IE.
• Creation of EnerGov GIS guideline, processing, and publication
document for County.
• Troubleshooting in GIS Server and SQL Server errors and assistance
to DPW Traffic with GIS server service failures.
• Coordination with multi-agencies and consultant for GIS workflow
setup.
• Install and configure Sugar Access license manager on GIS Server
• Assist with map presentation for Mayor's office.
• Standup and configure ArcGIS Notebook Server on the enterprise to
support automation of EnerGov GIS updates.
• Setup new file store, databases on C011147, and built-in database
user for Traffic GIS.
Final Status Report on Program.Objectives for FY 2019-20 15
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1 J
s
SLEGIJLAT'IV AUDITOR
LEGISLATIVE AUDITOR
LEGISLATIVE AUDITOR
1. To procure an independent certified public accountant to conduct an annual post-audit
of the County's accounts and financial transactions (Hawai`i County Charter §10-13).
Annual Financial Audit: Hawaii County Charter §10-13 requires an
independent post-audit of the accounts and other evidences of financial
transactions of the County to be conducted at least once every year by a certified
public accountant or firm or certified public accountants,having no personal
interest, direct or indirect,in the fiscal affairs of the county.
Pursuant to this Charter requirement,the Office of the County Auditor
procured an independent external auditor to conduct the annual financial audits
for the five-year period FY 2017-18 through FY 2021-22 and awarded Contract
No. c.006845 to N&K CPAs,Inc. on February 14,2018. The OCA continues to
monitor the contract annually.
As part of this contract,N&K CPAs,Inc. commenced the following audit
activities and reports related to FY 2019-20:
• Audit of the County's Comprehensive Annual Financial Report;
• Audit of the Department of Water Supply's Financial Statement;
• Single Audit of Federal Financial Assistance Programs;
• Landfill Financial Assurance Report; and
• Office of Housing Section 8 Report.
On August 5,2020,N&K CPAs,Inc. initiated its audit activities related to the
FY 2019-20 audits by conducting an entrance conference with the Department of
Water Supply.
On August 17, 2020,N&K CPAs,Inc. initiated its audit activities related to the
FY 2019-20 audits by conducting an entrance conference with the Department of
Finance.
On December 30,2020,N&K CPAs,Inc. issued their audit of the County's
Comprehensive Annual Financial Report for the fiscal year ending on June 30,
2020.
On December 29,2020,N&K CPAs,Inc. issued their audit of the County's
Department of Water Supply (DWS) Financial Statements and Supplemental
Information with Independent Auditor's Reports for fiscal fears ending on June
30,2020 and 2019.
Six Month Progress Report on Program Objectives for FY 2020-21 1
LEGISLATIVE AUDITOR
LEGISLATIVE AUDITOR
2. To file an annual audit plan with the Council based on a County-wide risk assessment
of funds,programs, services, and operations of any County agency, executive agency,
or program,which is supported, in whole or in part,by County funds (Hawai`i
County Charter §3-18).
The Office of the County Auditor filed its annual audit plan with the Council on
June 30,2020 and can be found at https://www.hawaiicountv.gov/our-
countv/legislative/office-of-the-county-auditor
3. To conduct or cause to be conducted performance and/or financial audits of County
agencies,programs, and/or operations in accordance with the annual audit plan, or as
determined necessary by the County Auditor (Hawai`i County Charter §3-18).
The Office of the County Auditor issued a performance audit of the Department
of Water's Contingency Plans for deep water wells.
This audit report is available on-line at
http s://www.h awaiicounty.aov/our-county/legis lative/office-of-the-county-
auditor
4. To conduct or cause to be conducted follow-up performance and/or financial reviews
of audited entities in accordance with the annual audit plan, or as determined
necessary by the County Auditor(Hawai`i County Charter §3-18).
The Office of the County Auditor issued a draft of the County of Hawai`i
Information Technology Asset Management Follow-Up report to the
Department of Information Technology for review and comment.
In addition, OCA is working on two follow-up audits including Cash Handling
at County of Hawai`i's Mass Transit Agency (Report 2018-01) and Cash
Handling at County of Hawai`i's Department of Water Supply (Report 2017-
02).
5. To conduct or cause to be conducted special studies or projects to ensure openness
and accountability in the expenditure of public funds.
Annual Audit Plan and Risk Assessment: The Office of the County Auditor
updated their Annual Audit Plan and performed a risk assessment to help
identify known or inherent risk factors.
Six Month Progress Report on Program Objectives for FY 2020-21 2
LEGISLATIVE AUDITOR
LEGISLATIVE AUDITOR
Ongoing monitoring: The Office of the County Auditor continues to monitor
County-issued purchasing cards and travel expenses.
Six Month Progress Report on Program Objectives for FY 2020-21 3
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LEGISLATIVE AUDITOR
LEGISLA'T'IVE AUDITOR
1. To procure an independent certified public accountant to conduct an annual post-audit
of the County's accounts and financial transactions (Hawai`i County Charter §10-13).
Annual Financial Audit: Hawaii County Charter §10-13 requires an
independent post-audit of the accounts and other evidences of financial
transactions of the County to be conducted at least once every year by a certified
public accountant or firm or certified public accountants, having no personal
interest, direct or indirect, in the fiscal affairs of the county.
Pursuant to this Charter requirement, the Office of the Legislative Auditor
procured an independent external auditor to conduct the annual financial audits
for the five-year period FY 2017-18 through FY 2021-22 and awarded Contract
No. c.006845 to N&K CPAs,Inc. on February 14,2018.
As part of this contract,N&K CPAs, Inc. commenced the following audit
activities and reports related to FY 2018-19:
• Audit of the County's Comprehensive Annual Financial Report;
• Audit of the Department of Water Supply's Financial Statement;
• Single Audit of Federal Financial Assistance Programs;
• Landfill Financial Assurance Report; and
• Office of Housing Section 8 Report.
On July 31, 2019,N&K CPAs, Inc. initiated its audit activities related to the FY
2018-19 audits by conducting entrance conferences with the Department of
Finance and the Department of Water Supply. On December 30,2019,N&K
CPAs,Inc. issued their FY 2018-19 audit reports for the Audit of the County's
Comprehensive Annual Financial Report and the Audit of the Department of
Water Supply's Financial Statement. Subsequently, on April 29, 2020,N&K
CPAs,Inc. issued the Single Audit of Federal Financial Assistance Programs.
2. To file an annual audit plan with the Council based on a County-wide risk assessment
of funds,programs, services, and operations of any County agency, executive agency,
or program, which is supported, in whole or in part, by County funds (Hawai`i
County Charter §3-18).
The Office of the Legislative Auditor filed its annual audit plan with the Council
on June 30, 2020 and can be found at http://www.hawaiicounty.gov/legislative-
auditor/.
Final Status Report on Program Objectives for FY 2019-20 1
LEGISLATIVE AUDITOR
LEGISLATIVE AUDITOR
3. To conduct or cause to be conducted performance and/or financial audits of County
agencies, programs, and/or operations in accordance with the annual audit plan, or as
determined necessary by the Legislative Auditor(Hawai`i County Charter §3-18).
Surprise Cash Count: The Office of the County Auditor conducted a surprise
cash count at the Mass Transit Agency on October 7,2019.
The Office of the Legislative Auditor concluded one performance audit:
• Contingency Plans at County of Hawai`i 's Department of Water Supply:
The Office of the Legislative Auditor transmitted to the Council and Mayor
and filed with the Clerk as public record a performance audit report on
March 3,2020. Our audit determined that the Department of Water Supply
(DWS) should improve their contingency plans. Specifically, the contingency
plans should contain sufficient detail including prioritizing and clearly
documenting emergency procedure by district, describe types and
implementation guidance and types of water usage restrictions, as well as
clearly documenting their communications procedures. Furthermore, DWS
should fully complete the Continuity of Operations Plan with vendor names
and/or contact information.
The Office of the Legislative Auditor is also working on another performance
audit of Department of Parks and Recreation's facilities maintenance. These
should be issued during calendar year 2021.
Our audit reports are available on-line at
http://www.hawaiicountv.gov/legislative-auditor/.
4. To conduct or cause to be conducted follow-up performance and/or financial reviews
of audited entities in accordance with the annual audit plan, or as determined
necessary by the Legislative Auditor (Hawai`i County Charter §3-18).
The Office of the Legislative Auditor is conducting follow-up audits on the
Department of Information Technology's Asset Management(Report 2015-02),
Cash Handling at County of Hawai`i's Department of Water Supply (Report
2017-02), and Cash Handling of County of Hawai`i's Mass Transit Agency
(Report 2018-01). These three should be issued in 2021.
Final Status Report on Program Objectives for FY 2019-20 2
LEGISLATIVE AUDITOR
LEGISLATIVE AUDITOR
5. To conduct or cause to be conducted special studies or projects to ensure openness
and accountability in the expenditure of public funds.
Annual Audit Plan and Risk Assessment: The Office of the Legislative Auditor
updated their Annual Audit Plan and performed a risk assessment to help
identify known or inherent risk factors.
Peer Review: To comply with Government Auditing Standards (GAS),in
September/October 2019, OLA underwent its third peer review conducted by
the Association of Local Government Auditors (ALGA). The scope was to
conduct a peer review following the guidelines contained in the ALGA Peer
Review Guide,2011 Revision. In working independently of OLA, auditors
determined that OLA's internal quality control system was suitably designed
and operating effectively to provide reasonable assurance of complying with
applicable Generally Accepted Government Auditing Standards issued by the
Comptroller General of the United States. Our ALGA Certificate of
Compliance is available on-line at http://www.hawaiicountv.gov/legislative-
auditor/.
Final Status Report on Program Objectives for FY 2019-20 3
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LIQUOR CONTROL
LIQUOR CONTROL
LIQUOR CONTROL
1. Licensing:
a. Conduct 75 interviews with new liquor license applicants.
35 interviews with new liquor license applicants were done.
b. Process 50 new license applications.+
Twenty new license applications were processed.
c. Conduct 50 site visits to applicant premises.
Twenty site visits were made to applicant premises.
2. Operations:
a. Hold minimum of 12 liquor card classes in Hilo and 24 in Kona/Waimea for
approximately 1,500 manager examinations administered to employees of
licensed establishments. Classes and examinations to be offered to all licensees'
staff, including minor-aged employees.
A total of 74 manager classes/examinations were held during the first six
months of FY 2020-21,31 in Hilo,37 in Kona, and six special classes.
Approximately 609 employees of licensed establishments attended classes and
took the liquor card test. The increase in classes held is largely due to the
social distancing requirement caused by the COVID-19 pandemic. 30
attendees per class has been reduced to 12 attendees per class.
b. Conduct minimum of 2,000 licensee checks per month to promote compliance to
liquor laws by liquor licensees.
As many of our dispenser licensees, to include hotels, restaurants and bars
have yet to re-open, have reduced hours or limited service due to the
COVID-19 pandemic, an average of 1,237 licensee checks per month were
done during the period July 1, 2020 to December 31, 2020.
c. Provide all staff, commissioners and board members education via county, state
and nationally sponsored programs.
"Alcohol Home Deliveries and Enforcement Challenges" was a webinar
co-sponsored by NABCA (National Alcohol Beverage Control Association)
and the NLLEA (National Liquor Law Enforcement Association) in August
2020. The stay-at-home policies caused by COVID-19 spiked the request for
Six Month Progress Report on Program Objectives for FY 2020-21 1
LIQUOR CONTROL
LIQUOR CONTROL
home deliveries of alcoholic beverages. The handling of orders and deliveries
while adhering to liquor laws created multiple challenges, one of which was
the possible sale and delivery of liquor to minors. This webinar was attended
by all Liquor Control Investigators and the Liquor Control Administrative
Officer.
NABCA (National Alcohol Beverage Control Association) and the NLLEA
(National Liquor Law Enforcement Association) hosted another virtual
seminar in September 2020, "Direct to Consumer Alcohol Sales in the Era of
COVID-19." This seminar focused on the administration, licensing and
enforcement of alcohol home delivery and was attended by the Liquor
Control Administrative Officer.
CAP (Center for Alcohol Policy) presented a virtual series on alcohol law and
policy in September 2020. Topics included alcohol abuse problems,
epidemiology's role in alcohol policy and public health and safety, fake
alcohol and fake IDs and the impact COVID-19 has had on the alcohol
industry. This virtual series was attended by the Director and the Liquor
Control Administrative Officer.
In November 2020, the NCSLA (National Conference of State Liquor
Administrators) held a regional virtual conference. Attended by the Director
and Liquor Control Administrative Officer, major topics included the "new"
normal for both the industry and the industry regulators during the
COVID-19 pandemic and the effects of"blurred" product lines as hard
seltzers and hard kombucha, alcoholic popsicles and ice creams, etc. enter
the alcohol product line. The County of Hawaii had the honor of providing
the NCSLA with liquor regulator updates for the entire State of Hawaii.
Through the County's Department of Information Technology and ECS
Imaging,Laserfiche 101 training was offered to those interested in a
refresher course in digital record-keeping. One-half of the department's
staff was able to attend this training in December 2020.
Training for our commissioners, board members and staff has been limited
due to the COVID-19 pandemic. Although the national organizations
(NABCA,NCSLA,NLLEA) have been making every effort to provide virtual
training, time zone differences and the oftentimes weak internet connections
have made virtual training much less effective than in-person training.
Six Month Progress Report on Program Objectives for FY 2020-21 2
LIQUOR CONTROL
LIQUOR CONTROL
3. Public Programs:
a. Provide minimum of two youth, public and enforcement programs which promote
compliance to liquor laws.
The Department of Liquor Control processed 10 contingency fund grants
from our councilmembers. These grants brought food and meals into
communities hard hit by the COVID-19 pandemic and laptops for students
that are now distance learning. Other grants provided funding for
community safety and activities for our youth and elderly in alcohol-free and
drug-free locations.
Six Month Progress Report on Program Objectives for FY 2020-21 3
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LIQUOR CONTROL
LIQUOR CONTROL
1. Licensing:
a. Conduct 30 interviews with new liquor license applicants.
Ninety-two interviews with new liquor license applicants were done.
b. Process 30 new license applications.
Forty new license applications were processed.
c. Conduct 30 site visits to applicant premises.
Seventy-one site visits were made to applicant premises.
2. Operations:
a. Hold minimum of 18 manager examinations in Hilo and 36 in Kona for
approximately 900 employees of licensed establishments. Classes and
examinations to be offered to all licensees' staff, including minor-aged
employees.
A total of 73 manager classes/examinations were held in FY 2019-20,21 in
Hilo,34 in Kona and six in Waimea. In addition, 12 special classes were
held. Approximately 1,203 employees of licensed establishments attended
classes and took the liquor card test. Classes in April,May and part of June
2020 were canceled due to the COVID-19 pandemic.
b. Conduct minimum of 850 licensee checks per month to promote compliance to
liquor laws by liquor licensees.
Although many of our bar and restaurant licensees were closed or partially
closed for several months due to the COVID-19 pandemic (March 25,2020
through June 1,2020) , an average of 1,645 licensee checks were done each
month during the period July 1,2019 to June 30, 2020.
c. Provide all staff, commissioners and board members education via county, state
and nationally sponsored programs.
The 2019 State Liquor Investigator Workshop was held in Honolulu,HI,
August 14 - 15,2019. Five investigators, two staff, the Director and
Administrative Officer were able to attend the informative sessions.
Final Status Report on Program Objectives for FY 2019-20 1
LIQUOR CONTROL
_ LIQUOR CONTROL________
Our Administrative Officer and a Liquor Commissioner attended the
National Conference of State Liquor Administrators (NCSLA)
Central/Western Regional Conference. The conference was held August 8 -
10,2019 in Portland, OR. The Honolulu Liquor Commission hosted the 2019
Hawaii State Liquor Conference, September 30 to October 2,2019. In
attendance were nine Liquor Commissioners and Adjudication Board
members and nine staff members.
The 2019 National Conference of State Liquor Administrators (NCSLA)
North/South Regional Conference was held in New Orleans,LA,
October 20 —23,2019. A Liquor Commissioner, the Director,Licensing
Officer and Administrative Services Assistant attended this conference.
The Director,Administrative Officer and Licensing Officer attended the
National Alcohol Beverage Control Association (NABCA) 2019
Administrators' Conference in Denver, Colorado, October 27—30,2019.
Attendance to this conference is by invitation only.
The National Liquor Law Enforcement Association (NLLEA) held its annual
conference in Biloxi,MS,November 4—6,2019. The department sent two
Liquor Commissioners, an Adjudication Board member and the Director to
this conference.
The Board and Commission Secretary participated in an "Error Free
Writing" webinar.
Annual and mandatory sound meter training was held for all of the Liquor
Control Investigators in February 2020.
As of March 2020,most liquor-related training and conferences, both locally
and nationally, have been postponed because of COVID-19. It is unfortunate
that, due to travel restrictions, opportunities have been missed to network,
compare and discuss with other states, the changes in rules and regulations
that the liquor industry has had to modify because of the pandemic.
3. Public Programs:
a. Provide minimum of two youth,public and enforcement programs which promote
compliance to liquor laws.
Final Status Report on Program Objectives for FY 2019-20 2
LIQUOR CONTROL
LIQUOR CONTROL
A $500 grant was given to the Center for Tomorrow's Leaders (CTL.) This
non-profit organization focuses on Hawai`i's future and how to best meet the
need to promote healthy, positive changes in our community. Working with
local high school students, CTL facilitates alcohol-free and drug-free
leadership programs within the high schools.
Na Leo TV, a division of non-profit Na Leo 0 Hawaii, covered five Big
Island Interscholastic Federation (BIIF) sports this fall season. Programs
were re-broadcast at least four times on local cable channels 53 & 54. A
$4,000 grant to assist with the underwriting of this program allowed the
Department of Liquor Control to support our local media and to show
support of our high school athletes and to promote alternatives such as
sports to our youth and deter underage drinking.
The Department of Liquor Control accepted and processed 58 contingency
fund requests from our councilmembers. These contingency fund grants
provided for healthier living in our communities through alcohol-free and
drug-free activities and events. These grants also provided opportunities for
our youth to be active in school and within their communities, teaching them
to make good life choices. Several grants were issued specifically for
COVID-19 related activities such as feeding programs and food distribution
to those in need.
Compliance checks are conducted year-round upon retail and dispenser
licensees to combat the sale of liquor to minors. In 2019, the Department
conducted "liquor sale to minor" compliance checks island wide. These
checks determined if licensees were compliant with laws prohibiting the sale
of liquor to individuals under 21 years of age. A total of 50 licensees were
checked (32 East Hawaii and 18 West Hawai`i.) Thirty-seven did PASS, 13
did NOT PASS. This was a 74% pass rate and 26% no pass rate. This area
will need more enforcement action.
Licensee Pass No Pass No Action %Pass %No % Note
Total (Closed/Could (37/50) Pass Pass/No
not get seated) (13/50) Action
(81/106)
50 37 13 0 74% 26% 74% 0%No
Action
Final Status Report on Program Objectives for FY 2019-20 3
LIQUOR CONTROL
LIQUOR CONTROL
In January 2020, the Department conducted another special compliance
check of liquor licensees in the Kea'au and Palma area to make sure licensees
were not selling liquor to minors. A total of 16 licensees were checked.
Fifteen did PASS, one did NOT PASS. This is a 94% pass rate and 6% no
pass rate.
Licensee Pass No Pass No Action %Pass %No % Note
Total (Closed/Could (15/16) Pass Pass/No
not get seated) (1/16) Action
(81/106)
16 15 1 0 94% 6% 94% 0%No
Action
In January 2020, the Department conducted a special compliance check
operation of retail stores to make sure liquor was only being sold during the
legal hours of sale (between the hours of 6:00 A.M. and 11:00 P.M. on any
day of the week.) Thirteen East Ilawai`i retail licensees were checked. This
compliance check showed no violations of the legal hours of sale by the
retailers. All retailers checked passed, for a 100% passing rate.
Education and training of our liquor licensees and their employees is
ongoing, although the pandemic and the limited numbers that can be trained
at one time has doubled the amount of our scheduled classes.
Final Status Report on Program Objectives for FY 2019-20 4
14
MANAGEMENT
MANAGEMENT
ADMINISTRATION
• Prudent Finances. Budget stringently to deliver services efficiently,plan for long-
term liabilities and contingencies, and optimize revenue generation.
o Initiated review of alternative vehicular fleet management possibilities -
R&D is working with Finance (Purchasing) to evaluate the State's master
agreement with a third party to determine whether to contract.
o Prioritized lobbying at the State Legislature for GET surcharge flexibility in
utilizing the proceeds and for additional TAT allocation to maintain County
parks—COVID short-circuited the Legislative session; the next
administration will need to take up this charge.
o Adjusted the budget to respond to reduced revenue projections due to
COVID-19.
o Leveraged federal COVID-19 grants to provide assistance to individuals and
businesses.
• Productive Workplace. Foster a work environment where County employees are
trained,managed, and appreciated to fulfill their duties to the best of their abilities.
o Initiated a review of alternative hiring or contracting possibilities to address
temporary or chronic shortages that result in compromised County services.
o Improved capabilities for remote work and meetings through broadband
upgradse and purchase of laptops leveraging COVID funding.
o Upgraded the intranet with DIT to provide easier navigation and enhanced
content.
• Strategic Objectives. Collaborate and promote innovation among departments to
accomplish identified priorities.
o In partnership with Cities for the Financial Empowerment Fund and
Hawaii First Federal Credit Union, launched a Financial Navigator
Program.
o Funded a six-week Financial Counseling training for up to 24 new financial
empowerment services counselors.
o Completed renovations and opened Hale 1Knlike which provides up to 18
permanent supportive housing for single men.
Six Month Progress Report on Program Objectives for FY 2020-21 1
MANAGEMENT
ADMINISTRATION
o Finalized a lease agreement with Big Island Substance Abuse Council for
space at 34 Rainbow Drive.
o Finalized a Design/Build agreement for KukuiOla Assessment Center and
Emergency Shelter.
o In partnership with the Finance and Research and Development
departments, administered $43M in Coronavrius Relief Fund that provided
financial assistance and support to families and business that were impacted
by the coronavirus pandemic.
• Economic Initiatives. Partner with the nonprofit and private sectors to diversify
economic and employment opportunities.
o With the onset and continuation of the COVID-19 Pandemic, traditional
efforts to diversify the economy and seek employment opportunities shifted
focus to stabilizing the economic freefall which began with the halt in visitor
travel and businesses being required to close or reduce capacity to ensure
worker and customer safety. Efforts included the delivery of$44.1 million in
CARES Act funding to support small businesses with $23 million in grants;
financial support for childcare operations; and rent and mortgage assistance
providing stability for families and landlords with essential income. The
delivery of the CARES Act funding was accomplished in partnership with
more than 35 non-profit organizations and businesses,which also strengthen
their own networks and relationships to expedite the process. A
comprehensive communication effort was also stood up to pushout evolving
information,rules, and available resources.
o On-going contract and partnership with Community First organization.
They are providing community led messaging campaign for the County
initiatives during the COVID-19 pandemic. They are focusing on community
safety and business support. All production and media buys are on Hawai`i
Island. They have created the "Kuleana Partner's program" to help
advertise businesses and their part in keeping our island safe during the
pandemic.
o On-going collaborative with Meadow Gold Dairies, Glover Inc.,the
Department of Parks and Recreation, the Department of Land and Natural
Resources and private businesses regarding expansion and relocating
property lines to benefit Meadow Gold's request for much needed land space
due to the moving of statewide operations to Hawaii Island. This has
resurrected the Hilo industrial park plan/concept with the DLNR.
Six Month Progress Report on Program Objectives for FY 2020-21 2
MANAGEMENT
ADMINISTRATI®N..__�.�.._
o Contracted and partnership with the non-profit, The Success Factory,which
is a coalition of local organizations, students, and supporters in the Science,
Technology,Engineering, and Math.(STEM) community. They are
dedicated to providing innovative solutions to urgent problems on Hawaii
Island as a public service. "Keiki Heroes" is a community education
initiative for school health safety, focused on educating and empowering
keiki to adopt healthy practices that protect everyone in the school/home
setting and reduce spread of COVID-19. The basis of the campaign is
empowering keiki to "take care of the people who take care of you."
Community is an esoteric concept for keiki, but grounding the program in a
sense of`ohana and friendship makes it simple and understandable. Keiki
Heroes will provide simple, keiki-centric COVID-19 information, empower
keiki to develop health habits to protect our community, and reduce the
stigma for a COVID-19 diagnosis. The strategy also targets the parents with
the same COVID-19 safety/education messages. The other value-added effect
of this program is that we are connecting local businesses and
children/families. This will help stimulate local business support and
encourage business involvement to raise/care for Hawaii island's next
generation.
• Resilient Community. Be knowledgeable, trained, and prepared for all types of
emergencies and disasters.
o Participated in the completion of the update to the Hawaii County Multi-
Hazard Mitigation Plan. Provided input on key planning and
implementation decisions relating to 2018 Kilauea Eruption recovery,which
is prepared to pivot from the planning phase to implementation,with
significant federal resources poised to be deployed to assist families and
communities.
o Expeditiously secured essential health and healthcare knowledge typically
not located within the County's area of responsibility to address the
emergence and continued evolution of the COVID-19 Pandemic. Efforts
included the development of comprehensive COVID-19 strategies to monitor,
manage and control throughout communities, arriving visitors, and essential
workers. Key was leadership and staff ability to continuous learn, plan,
train, and implement in the uncertain and evolving environment of the
COVID-19 Pandemic.
o Provided communities, businesses and visitors with early and continuous
information and leadership relating to the COVID-19 Pandemic to assure
Six Month Progress Report on Program Objectives for FY 2020-21 3
MANAGEMENT
ADMINISTRATION
public safety and the public's commitment to community responsibility.
Significant communication included routine press releases, social media and
website with emerging and detailed resources. Multi-lingual handout
materials were developed to inform the public as to health concerns and
preventative measures, as well as to communicate current emergency rules.
• Inclusive Governance. Encourage civic participation with appointments to boards
and commission, and an active community planning system that exemplifies
democracy at its best.
o Throughout the Kim Administration (2016-2020),the Mayor's office made
efforts to actively seek applicants to the County's Boards, Commissions and
Advisory Committees and encouraged public participation in making critical
decisions and recommendations that ultimately impact Hawaii County. To
achieve this goal,the office reached out to the community via press releases,
contacting Council Members, calling upon existing Boards and Commissions
staff and current members, and posting announcements on the County's
website.
o For the past six months,the Mayor's office experienced unprecedented
events due to the Corona virus 2019 (COVID-19) pandemic that nearly put a
halt to filling vacancies on the various Boards, Commission, and Advisory
Committees as all COVID-19 related matters took urgent priority. The
following appointments were made during this time:
Tax Board of Review=2
Fire Commission= 1
Pension Board =2
Committee on the Status of Women =3
o While there were fewer appointments and confirmations made within this
period,Mayor Kim was mindful, as he has always been in the past four
years, that those whom he appointed were qualified, diverse, and had the
ability to "focus on the community needs as a whole without catering to
special or self-interest".
• Open Communication. Communicate with the public with a two-way system that
informs and is responsive to suggestions, requests, and complaints.
o Initiated research on alternative centralized one-stop call center for public
information and complaints.
Six Month Progress Report on Program Objectives for FY 2020-21 4
MANAGEMENT
ADMINISTRATION
o Researched upgrading the website to enable appointments and 24/7
navigation with a chat bot.
• Sustainable Environment. Respect and sustain the natural and cultural heritage of this
County.
o At the request of the Governor, compiled a vision for a way forward to resolve
the Mauna Kea issue with dignity and respect.
Six Month Progress Report on Program Objectives for FY 2020-21 5
MANAGEMENT
COST OF®F GOVERNMENT
1. Examine and investigate the organizations and methods of operations of all County
departments, commissions, boards, offices and other instrumentalities of all branches
of the County government and determines and recommends changes, if any, by the
Charter-imposed deadline.
o No activity occurred this reporting period.
Six Month Progress Report on Program Objectives for FY 2020-21 6
MANAGEMENT
ADMINISTRATION
• Prudent Finances. Budget stringently to deliver services efficiently,plan for long-
term liabilities and contingencies, and optimize revenue generation.
o Initiated review of alternative vehicular fleet management possibilities.
o Prioritized lobbying at the State Legislature for GET surcharge flexibility in
utilizing the proceeds and for additional TAT allocation to maintain County
parks.
o Adjusted budget to respond to reduce revenue projection due to COVID-19.
o Levered federal COVID-19 grants to provide assistance to individuals and
businesses.
• Productive Workplace. Foster a work environment where County employees are
trained, managed, and appreciated to fulfill their duties to the best of their abilities.
o Initiated review of alternative hiring or contracting possibilities to address
temporary or chronic shortages that result in compromised County services.
o Improved capabilities for remote work and meetings.
• Strategic Objectives. Collaborate and promote innovation among departments to
accomplish identified priorities.
o Opened Keolahou, a homeless intake center and shelter for East Hawaii.
o Completed the Final Environmental Assessment and topographical survey
for the Kukuiola homeless site for West Hawaii and started construction of
the access road and Phase 1.
o Opened a Family Assessment Center at Na Kahua Hale o Ulu Wini.
o In response to the community needs,
• Opened Hale Hanakahi and Ka Lamaku, Temporary Emergency Shelter
Programs
• Secured funding and launched a Financial Navigator Program
• Started renovations for the Hale Kulike Permanenet Supportive Housing
Program
o Established a 1-stop Financial Empowerment call center to match
individuals with available services or assistance programs.
• Economic Initiatives. Partner with the nonprofit and private sectors to diversify
economic and employment opportunities.
o Met with business representatives of Downtown Hilo to explore the
establishment of a Business Improvement District coupled with a Parking
Benefit District.
Final Status Report on Program Objectives for FY 2019-20 1
MANAGEMENT
ADMINISTRATION
o On-going meetings with representatives of the Hamakua Farm Bureau, State
agencies and ranchers to explore the use of silvopasturing (the intentional
combination of trees, forage plants and livestock together as an integrated,
intensively managed system). Silvopasture can provide profitable
opportunities for local softwood or hardwood timber growers,forest
landowners and Hawaii Island livestock producers. The land in discussion
is the Kapulena Agricultural Park in Honoka`a.
o On-going collaborative with Meadow Gold Dairies, Glover Inc.,Department
of Parks and Recreation,Department of Land and Natural Resources and
private businesses regarding expansion and relocating the property lines to
benefit Meadow Gold's request for much needed land space due to the
moving of statewide operations to Hawai`i Island. Having Meadow Gold on
Hawaii Island will lead to more employment/business opportunities in the
dairy industry, agriculture, and farming.
o Addressed targeted concerns of non-profit advocacy organizations,
businesses, and landowners in maintaining safe and attractive places for
customers and visitors to support a diverse economy and employment
opportunities. Activities included opening the Hilo-based Keauhou, a shelter
with wraparound services for homeless men; completed environmental and
construction plans for Kukuiola emergency homeless shelter in Kailua-Kona;
stood up a temporary homeless shelter at the Old Kona Airport with on-site
management; vacated illegal squatters on downtown property; and
continued efforts with the Hilo Farmers Market to complete site
improvements. Direct employment opportunities included expanded non-
profit services for homeless programs and indirect employment opportunities
were derived from safer and more attractive places to do business.
o In response to the Coronavirus Pandemic, leadership was provided to secure
$43 million in Federal CARES Act funding to support the stabilization of
businesses through direct business grants, childcare for working families,
food assistance, expansion of medical services and other critical needs in the
community.
• Resilient Community. Be knowledgeable,trained, and prepared for all types of
emergencies and disasters.
o Participated in the update of the Hawaii County Multi-Hazard Mitigation
Plan and provided input on key planning and implementation decisions
relating to 2018 Kilauea Eruption recovery. The Mayor adopted the updated
plan,which was then approved by FEMA.
Final Status Report on Program Objectives for FY 2019-20 2
MANAGEMENT
ADMIIiTISTIZATI®I\T
o Expeditiously secured essential health and healthcare knowledge typically
not located within the County's area of responsibility to address the
emergence and continued evolution of the COVID-19 Pandemic. Efforts
included training, planning and implementation in the uncertain and
evolving environment of the COVID-19 Pandemic.
o Provided communities with early and continuous information and leadership
relating to the COVID-19 Pandemic to assure public safety and the public's
commitment to community responsibility.
• Inclusive Governance. Encourage civic participation with appointments to boards
and commission, and an active community planning system that exemplifies
democracy at its best.
o Filled 53 vacancies in Boards and Commissions, resulting in a 12% vacancy
rate among a total of 303 positions on all Boards and Commission.
• Open Communication. Communicate with the public with a two-way system that
infouus and is responsive to suggestions, requests, and complaints.
o Initiated research on alternative centralized one-stop call center for public
information and complaints.
o Researched upgrading the website to enable appointments and 24/7
navigation with a chat hot.
• Sustainable Environment. Respect and sustain the natural and cultural heritage of this
County.
o At the request of the Governor, compiled a vision for a way forward to
resolve the Mauna Kea issue with dignity and respect.
Final Status Report on Program Objectives for FY 2019-20 3
MANAGEMENT
COST OF GOVERNMENT
1. Examine and investigate the organizations and methods of operations of all
County departments, commissions, boards, offices and other instrumentalities of
all branches of the County government and determines and recommends changes,
if any, by the Charter-imposed deadline.
o The Cost of Government Commission started meeting in 2018. Although
staff support for this Commission was preempted by recovery efforts
during the aftermath of the 2018 Kilauea Eruption, the Commission
members persisted with research and meetings. The Commission
produced a final report in early 2019.
Final Status Report on Program Objectives for FY 2019-20 4
15
MIS ELLANEO US
MISCELLANEOUS
ANIMAL CONTROL
1. 90% of vicious dog calls will be responded to within two hours.
Statistics not available, service not part of interim services agreement of new
contract provider.
2. 90% of loose animal posing a public safety hazard calls will be responded to within
two hours.
Of 34 calls received referencing loose animal posing aggressive behavior, 34
calls were responded to within two hours, or 100% of calls.
3. 90% of injured animal related calls will be responded to within two hours.
Of 49 calls received referencing an injured animal, 49 calls were responded to
within two hours, or 100% of calls.
4. 90% of calls for animal control assistance by the police will be responded to within
three hours.
Of 64 calls received referencing police requesting assistance, 58 were
responded to within three hours, or 91% of calls.
5. 90% of animal cruelty and neglect cases will be responded to in 24 hours and
resolved in 14 working days.
Statistics not available, service not part of interim services agreement of new
contract provider
6. 90% of license, loose dog and any non-cruelty/neglect cases will be responded to in
48 hours and resolved in five working days.
Of 537 calls created referencing licensing, loose dogs, and any non-cruelty/
neglect cases, 537 were responded to in 48 hours and 486 were resolved within
five working days, or 91%.
7. 84 Sweeps of problem communities per year.
Statistics not available, service not part of interim services agreement of new
contract provider.
Six Month Progress Report on Program Objectives for FY 2020-21 1
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MISCELLANEOUS
ANIMAL CONTROL
1. 90% of vicious dog calls will be responded to within two hours.
Of 35 vicious/dangerous dog calls received where the dog was not contained and
posed a potential and ongoing threat, responded to 31 within two hours, or 89%
of calls.
2. 90% of loose animal posing a public safety hazard calls will be responded to within
two hours.
Of 100 animals posing a public safety hazard calls received, responded to 92
within two hours, or 92% of calls.
3. 90% of injured animal related calls will be responded to within two hours.
Of 266 injured animal related calls received, responded to 253 within two hours,
or 95% of calls.
4. 90% of calls for animal control assistance by the police will be responded to within
three hours.
Of 71 animal control assistance by the police calls received, responded to 66 calls
within two hours, or 93% of calls.
5. 90% of animal cruelty and neglect cases will be responded to in 24 hours and
resolved in 14 working days.
Of 315 animal cruelty and neglect calls received, responded to 289 within 24
hours, or 92%. 263 of 315 cases were resolved in 14 working days, or 83%.
6. 90% of license, loose dog and any non-cruelty/neglect cases will be responded to in
48 hours and resolved in five working days.
Of 1,472 of license,loose dog and any non-cruelty/neglect calls received,
responded to 1,323 calls within 48 hours, or 90%. Of 1,472 cases that were
opened as a result of those calls, 1,298 were resolved in five working days, or
88% of cases.
Final Status Report on Program Objectives for FY 2019-20 1
MISCELLANEOUS
ANIMAL CONTROL
7. Eighty-four Sweeps of problem communities per year.
Conducted 59 community sweeps in problem communities as part of weekly
patrols related to call outs, or 70% of goal. Fifty-two of these community sweeps
replaced traditional sweeps involving Community Police and distribution of
literature to all homes in a community for the first six months of the fiscal year.
In the second six months of the fiscal year, seven more traditional sweeps were
done,with distribution of literature to communities. The ability to effectively
reach the public has been hampered, both in regard to sweeps and Humane
Education programs, by COVID-19 restrictions. Increasing information for the
public via our website was a focus of the second half of fiscal year.
Final Status Report on Program Objectives for FY 2019-20 2
1 J
PARKS & RECREATION
PARKS & RECREATION
'ALAE CEMETERY
1. Conduct maintenance and repair activities.
Repairs and maintenance were done daily.
2. Assign and record all burials.
Location Number of Caskets Number of Urns
'Alae 14 10
Six Month Progress Report on Program Objectives for FY 2020-21 1
PARKS & RECREATION
VETERANSCEMETERIES - EAST AND WEST HAWAI'I�
1. Continue to coordinate development of the East and West Hawai`i Veterans
Cemeteries with the Veterans Advisory Committee and the Department of Defense.
Coordinated development between East and West Hawaii Veterans Cemeteries,
Veterans' Advisory Committee and the Department of Defense.
2. Continue maintenance of cemetery grounds.
Repairs and maintenance were done daily.
3. Assign and record all burials.
Location Number of Caskets Number of Urns
Vet Cemetery 1 1 2
Vet Cemetery 2 19 43
West Hawaii Vet Cemetery 7 18
Six Month Progress Report on Program Objectives for FY 2020-21 2
PARKS & RECREATION
RURAL CEMETERIES
1. Continue maintenance of cemetery grounds.
Repair and maintenance were done daily.
2. Assign and record all burials.
Location Number of Caskets Number of Urns
Hawi 9 2
Honoka'a 0 0
Kainehe (aka Kuka'iau) 0 1
Kukuihaele 3 0
Na`alehu 10 0
Waimea 0 0
Six Month Progress Report on Program Objectives for FY 2020-21 3
PARKS & RECREATION
HAWAII COUNTY BAND
1. Provide musical services for the island residents and visitors by working with
community organizations and providing 40 musical services annually (e.g. parades,
ceremonies, festivals, concerts, and special events).
Due to the COVID-19 restrictions, the Hawaii County Band was not given the
approval by the administration to perform musical services. With Director's
approval, the band performed at the Hilo Lanes drive-thru Christmas Parade on
December 12,2020. This was our only performance service for this period.
We are presently scheduling some different types of events starting in early
January 2021. These events include, open dress rehearsals,the possibility of
live streaming a concert, live concerts at the Hilo Civic Auditorium, small
ensemble mini concerts.,If successful,we will expand these events to all the
various districts of the island.
2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational,
musically challenging, and historically significant.
Due to the COVID-19 restrictions, all of the monthly Mo'oheau concerts were
postponed and/or cancelled. We are looking at different types of services that we
can complete that would be allowable under the COVID guidelines. Some of
which have been listed above. We are currently trying to find creative solutions
to this situation.
3. Feature at least two young musicians as soloists at the April or May Mo`oheau
Bandstand Concert, which provides musically educating opportunities for the young
people of the County of Hawaii, annually.
Two musicians were contacted and are willing and able to perform with the
band once concerts resume.
4. Introduce 20 new musical pieces per year to provide musical challenges to the band
members.
Ten new musical selections were introduced to the band over the last six months.
Six Month Progress Report on Program Objectives for FY 2020-21 4
PARIS & RECREATION
WEST HAWAI'I BAND
1. Provide musical services for island residents and visitors by working with community
organizations and providing 20—25 musical services annually (e.g. Parades,
ceremonies, festivals, concerts, and special events).
Due to the COVDI-19 restrictions,the West Hawaii Band was not been given
the approval by the administration to perform musical services. As restrictions
begin to ease,we anticipate resuming our normal schedule of events for the next
six months.
2. Provide six concerts that are entertaining, educational,musically challenging and
historically significant.
Due to the COVID-19 restrictions, the West Hawaii Band has not been given the
approval by the administration to perform musical services. As a result, all
concerts were either postponed or cancelled for the first two quarters.
3. Feature a young musician as soloist at the March or May monthly concert, to provide
music education opportunities for the young musicians of Hawai`i County.
No musicians were contacted as of December 2020.
4. Introduce 20 new pieces per year to provide musical challenges for the band.
Six new pieces were introduced to the band to add to its current repertoire.
•
Six Month Progress Report on Program Objectives for FY 2020-21 5
PARKS & RECREATION
PARKS MAINTENANCE
1. Continue to distribute the P&R Service survey at all staffed facilities and activities/events
conducted by the department.
Survey results are compiled quarterly and shared with employees. A total of 34
surveys were received.
2. Continue to update information for Divisions and Sections on the County of Hawai`i
website on a timely basis.
Our Departmental Data Processing Coordinator continued to update the
department's website with quarterly program guides and class schedules, special
events information, and departmental rules and regulations. Timely news releases,
campground information and event registration forms were posted for the benefit of
park patrons.
3. Continue implementation of the transition plan for accessibility to public facilities during
the fiscal year.
The transition plan is has been implemented.
4. Continue implementation of the transition plan for playground safety and accessibility
during the fiscal year.
The transition plan has been implemented.
5. Maximize resources by encouraging the"Friends of the Park"program and identify a
minimum of five community service projects that focus on maintenance and/or
improvements to park facilities.
The Department executed five Friends of the Park agreements for various parks
and facilities.
6. Provide at least one technical job specific training for 50% of administrative staff
At least one job specific training was provided for 23% of administrative staff(5/21
employees).
Six Month Progress Report on Program Objectives for FY 2020-21 6
PARKS & RECREATION
PARKS MAINTENANCE
1. Maintain completion range of approximately 1,800 work orders on an annual basis.
Work Orders Created From July 1,2020—December 31,2020 = 1223
Work Orders Completed From July 1,2020—December 31,2020 =831
2. Undertake two park improvements projects per district, one of which involves a
community group.
Due to COVID-19 Park Maintenance did not have any community projects.
3. Monitor complaints filed for strategic planning purposes for maintenance and services
improvements.
• Record complaints by: type,number, district, etc., and implement necessary
maintenance procedures, standards,training, and discipline for corrections.
There was one major complaint and 18 minor complaints.
• Make annual inspections of facilities with responsible supervisor(nine districts).
Analyze and discuss methods of improvements.
Annual inspections of facilities were conducted.
4. Provide communities with safe facilities and grounds.
o Conduct safety inspections of P&R facilities:
1. Weekly by district supervisors (52 per supervisor=468 total inspections/year);
Inspections conducted every three months with the responsible supervisor.
Playground and Skatepark inspections conducted every month.
2. Monthly by the Park Superintendent.
Inspections conducted every six months by the Park Superintendent.
5. Provide employees with a safe working environment.
• Participate with department safety committee and discuss and evaluate accident
reports.
Discussed with Safety Committee accidents that occurred and prevention of
further accidents. Due to theCOVID-19 pandemic,we did not have any safety
meetings.
Six Month Progress Report on Program Objectives for FY 2020-21 7
PARKS & RECREATION
PARKS MAINTENANCE
• Correct any hazardous conditions or practices.
Any unsafe and/or damaged facilities discovered during inspections were
immediately addressed.
• Provide a minimum of one safety instructional session per crew each month.
Supervisors conducted monthly safety talks and training classes for their crew.
• Review and upgrade Park Maintenance Safety and Health Programs.
Conducted a review of Park Maintenance Safety and Health Programs.
Six Month Progress Report on Program Objectives for FY 2020-21 8
PARKS & RECREATION
RECREATION
1. Provide introductory instruction in all recreational facilities in at least four of the
following athletic activities (basketball, baseball, volleyball, track and field,tennis,
flag football, badminton) for children and adults, one or more in each respective
season(i.e. Fall—basketball; Winter—baseball and track/field; Spring—volleyball;
summer—tennis/physical fitness).
Because of COVID-19 rules, staff was limited to the types of activities and
programs that were offered and the amount of participants per activity. All
athletic activities were performed outdoors following the Mayor's Rules and
CDC Guidelines with approval from the Recreation Administrator in
consultation with the Director of Parks & Recreation.
Hilo District: Baseball Fundamentals; Strength & Agility; Volleyball Setting
Clinic; Volleyball Spiking Clinic; Fishing Skills; Hiking; 30 Minute Station;
Walk Healthy; Basketball Shooting 101; Advanced Basketball Skills;
Conditioning for Sport; Plyometrics; Rock Steady Boxing; Baseball Specific
Training;
Hamakua District: Beginner T-Ball; Ultimate Frisbee; Kalopa Hiking Trail; Get
Healthy, Get Fit; Crack Bat Hit Outdoor Game; Boys & Girls Triathlon; Beach
Ball Vollyball; Frisbee Hoop Race; Scramble Soccer; Kickball; Wellness Fitness
Walk; Weightlifiting; Akaka Falls Hike; Basketball Fundamentals Clinic; Three
Cone Kickball; Basic Frisbee Golf; Agility Workout; Age Group Track&Field;
Pickleball; Speed& Agility; Plyometrics; Tennis;
Puna/Ka'u District: T-Ball; Pitchball; Relay Races; Adult Movement;
Pickleball; Sports Conditioning; Instructional Freeplay Basketball; Intro to
Baseball Fundamentals; Walk/Jog Fitness Program; EZ Walking; Walking for
Better Health; Senior Walking; Keiki Stretching; Keiki Bowling Game; Keiki
Fitness Walking; Walk for Life; Friday Morning Warm-up; X-Box Just Dance;
North/South Kohala District: Instructional Golf; Instructional Fishing; Frisbee
Golf; Instructional Basketball; Pickleball; Bocce Ball; Basic Fitness; 100 Mile
Club; Plyometrics Training; Cross Country Winter Class;
North/South Kona: Cycling Hui; Go Take a Hike; Disc Golf in the Park;
Beginners Basketball Clinic; Beginners Volleyball Clinic; Disc Golf Beginners;
Speed & Agility; 100 Mile Walk/Jog Program; Basketball Individual
Skills/Development/Shooting; Table Tennis;
Six Month Progress Report on Program Objectives for FY 2020-21 9
PARKS & RECREATION
RECREATION
2. Provide at least eight arts and craft activities for children and adults in all recreational
facilities (i.e. Fall—Halloween/Thanksgiving/Christmas craft activities; Winter—
Valentines/St. Patrick/Easter activities; Multi-media crafts etc.).
Hilo District: Thanksgiving Day Crafts; Christmas Tree Craft; Rex Lace Craft;
Christmas Craft; Kids' Sewing; Monster Rocks, Oh My!; Thanksgiving Craft
Fall Wreath; Xmas Ornament Making; Ice Cake With Uncle Shaka; 3D Paper
Snowflake; Custom Photo Coasters; Caramel Dipped Apple Bites; Thanksgiving
Hand Turkey Craft; Turkey Hands; Hot Chocolate Reindeers; Hand Building
Ceramics; After School Crafts; Thanksgiving Day Crafts; Wreath Making; Porn
Pom Pencils; Marshmallow Shooters; Reindeer Card Holder; Christmas Card
Craft;
Hamakua District: Veterans Luggage Tags; Shaving Cream Notecard;
Thanksgiving Card; Christmas Tree Ornaments; Thanksgiving Stencil Art;
Christmas Rainbow Scratch Art; Keiki Mix Craft; Paper Bag Fall Trees; Fall
Leaf Sun Catcher; Turkey Cones; Q-Tip Snowflake; Craft Stick Snowman
Bookmark; Reindeer Craft Stick Wall Decor; Ohana Gifts; Stamped Art; Yarn
Lei; Bead Bracelets/Gift Bag Making; Luggage Tags; Fall Fingerprint Tree;
Paper Plate Santa;
Puna/Ka'u District: Foam Art; X-Mas Poster; Nature Wreath; Pom Pom
Wreath; Pilgrim Hat Place Cards; Turkey Placemats; Fall Bookmarks;
Snowman Crafts; Ornament Crafts; Handprint Christmas Trees; Thanksgiving
Card Making; Holiday Christmas Cards; New Year's Craft; Intermediate
Ukulele; Beginning Ukulele; Adult Hula; Keiki Hula; Capoeira; Thanksgiving
Turkey; Holiday Craft; Super Duper Coloring; "Welcome Fall" Craft Stick
Sign; Mason Jar Scarecrow; Edible Cornucopia Craft; "Happy Holiday" Craft
Sick Sign; Pinecone Tree Craft; Mini Gingerbread House;
North/South Kohala District: Thanksgiving Baking; Christmas Ornaments &
Baking; Instructional Ukulele; Ceramics; Tie-Dye T-Shirts; Fish Prints;
Disguise A Turkey; Lava Lamp; Learn to Roll- Sushi Making; Exploring Pizza
Making; Pumpkin Pie; Smash Cookie Baking& Decorations;
North/South Kona District: Candy Cane Mice; Thanksgiving Puppets; Holiday
Emoji's; Winter Wonderland with Felt and Sand Art; Coloring with Pencil;
Leather Crafting; Christmas Cards;
Six Month Progress Report on Program Objectives for FY 2020-21 10
PARKS & RECREATION
RECREA'I'I®N
3. Maintain a safe facility, free of hazards for all activities, patrons and employees by
conducting daily safety inspections and remitting work orders as necessary to correct
unsafe conditions. A comprehensive safety inspection to be conducted on a semi-
annual basis.
Staff performed daily inspections of facilities and grounds and noted any
discrepancies on daily logs. Work orders were submitted.
Staff completed a Semi-Annual Checklist for Safety of all facilities and grounds
under their jurisdiction.
4. Plan, organize and implement a minimum of two district-wide events in each
respective district that is responsive to the respective community's needs and interests
(i.e. Hilo District; Hamakua District—Hamakua Fun Day; etc.).
At this time all district-wide events that we have held in the past have been
postponed due to COVID-19. During the first half of the fiscal year, our
recreation staff island-wide, assisted the Hawaii Island Food Baskets with their
food drops. We have also assisted various other organization/groups to provide
needed manpower in distributing essentials for their community.
We also participated in the Wrap-Around Services with the Hawaii Dept. of
Health in delivering goods to families in quarantine due to COVID-19.
5. Develop a minimum of six partnerships with other recreation providers as well as
community organizations to maximize service and activities to the public (i.e.
summer camping program in partnership with the YMCA).
Hilo District: Hawai'i Island Food Basket; Vibrant Hawaii; Kama`aina Kids;
Civil Defense; State of Hawaii Health Dept.
Hamakua District: Hawai'i Island Food Basket; Vibrant Hawaii; Civil Defense;
State of Hawaii Health Dept.
Puna/Ka'u District: Hawaii Island Food Basket; Vibrant Hawaii; Civil
Defense; State of Hawaii Health Dept.
North/South Kohala District: Hawaii Island Food Basket; Vibrant Hawaii;
Kama'aina Kids; Civil Defense; State of Hawaii Health Dept.
Six Month Progress Report on Program Objectives for FY 2020-21 11
PARIS & RECREATION
RECREATION
North/South Kona District: Hawai'i Island Food Basket; Vibrant Hawai'i; Civil
Defense; State of Hawaii Health Dept.
6. Plan, organize and implement a minimum of two island-wide special events (i.e. keiki
triathlon, age group and exponent track meets, winter basketball tournament, etc.).
We are in planning stages in providing a limited track& field program at each
site island-wide.
Six Month Progress Report on Program Objectives for FY 2020-21 12
PARKS & RECREATION
SUMMER AND INTER-SESSION PROGRAM
1. Conduct a minimum of 20 Summer Fun programs island-wide.
Due to COVID-19, our summer fun program had to be modified from the usual
20 plus sites to 13 sites island-wide. The program was scheduled for June 15,
2020 to July 17,2020 and was extended to July 24,2020.
Hilo District: Andrews Gym; Pana'ewa Playcourts; Kawananakoa Gym;
Carvalho Park; Richardson's Ocean Park(Marine Program)
Hamakua District:Papa'ikou Gym; Honoka'a Sports Complex;
Puna/Ka'n: Pahoa Regional Park; Shipman Park; Ka'n Regional Gym;
North/South Kohala: Waimea Regional Park; Kamehameha Park Complex;
North/South Kona: Kekuaokalani Gym;
Staffing at all sites provided by a consolidation of recreation staff and a limited
amount of contract hires.
Registration was free and limited to 30 participants per site with a five to one
ratio of staff to participants.
Funding for the program was provided by the "CARES Act".
The plan for the 2021 Summer Fun program is to go back to the 20 plus sites.
2. Continue to conduct longer programs hours at majority of the sites.
All sites were limited to a 8:00am to a 12:00 noon schedule due to COVID-19
protocols.
3. Work in partnership with the Department of Education Child Nutrition Program and
vendors with county meal contracts to sponsor free lunch programs for all summer
fun sites that qualify and meet the requirements for this program.
Lunches were provided for all sites through the "CARES Act".
4. Supplement the regular Summer Fun program with various enrichment-type programs
for those willing to pay the higher fee.
Six Month Progress Report on Program Objectives for FY 2020-21 13
PARKS & RECREATION
SUMMER AND INTER-SESSION PROGRAM
Due to COVID-19 pandemic,we were unable to provide these enrichment-type
programs.
5. Develop and implement a teen-scene program at the Pu'u'eo Community Center in
East Hawai`i,teaching life's skills with emphasis on leadership training. This will
run for six weeks from 8 a.m. to 3 p.m.,targeting teens 12— 17 years old.
Due to COVID-19 pandemic, this teen-scene program could not be held.
6. Develop a minimum of two Winter Intersession programs island-wide.
During the DOE winter break, four winter intersession programs were offered:
Andrews Gym (30),Waimea Regional Park(30),Pi'ihonua Gym/Carvalho Park
(30),Richardson's Ocean Program (10).
7. Integrate children with disabilities into the summer and inter-session programs
wherever possible,through the assistance of the Recreation Specialist II.
The Recreation Division has always integrated children with disabilities into our
programs and will continue to do so. Our Recreation Specialist II for Adaptive
Programing came on-board in September of 2020 which will enhance this
program.
Six Month Progress Report on Program Objectives for FY 2020-21 14
PARKS & RECREATION
HO'OLULU PARK COMPLEX
1. Provide clean, safe and well-maintained facilities:
a. Close each facility once per year for general clean up and minor repairs.
The Afook-Chinen Civic Auditorium was closed from July to December
2020 for floor refinishing.
b. Pressure-wash each facility semi-annually.
Completed in each quarter.
c. Check on safety hazards daily.
Day and night supervisors recorded repair items or safety hazards on a daily
checklist form. Minor repairs were handled in-house. As needed,work
orders were generated and referred to the Parks Maintenance Division for
action.
d. Clean and sanitize facilities before and after events.
Facilities were cleaned and sanitized before and after each activity.
e. Work with Safety Committee to have courtesy safety inspection annually.
Quarterly consultations were held with the Safety Committee to insure
facilities were in compliance.
2. Provide a well-manicured playing surface at all ballfields (Wong Stadium and Walter
Victor Baseball Complex):
a. Mow lawn weekly, weather permitting.
Lawn mowed weekly.
b. . Close each ballfield at least one week annually for field renovations.
Not achieved during the first six months of FY 2020-21.
c. Fertilize ballfields annually.
Wong Stadium field was fertilized on December 17, 2020.
Six Month Progress Report on Program Objectives for FY 2020-21 15
PARKS & RECREATION
HO'OLULU PARK COMPLEX
3. Provide training for staff:
a. Conduct safety talks on different topics every month.
Conducted instruction sessions on COVID-19 disinfection and safety
protocols.
b. Retrain employees on equipment use semi-annually.
Employees were retrained.
c. Have supervisors conduct equipment maintenance training and have equipment
maintained weekly.
Employees performed in-house maintenance functions throughout the year.
Supervisor trained employees on equipment maintenance throughout the
year.
d. Provide refresher course on Material Safety Data Sheet annually.
Conducted MSDS training when products were received.
4. Enforce rules and educate sponsors:
a. Comply with Federal ADA, State OSHA, County, Department and Complex rules
and regulations.
Applicable governmental regulations were discussed with sponsors.
Supervisors are trained to enforce all rules.
b. Revise rules annually.
Not achieved during the first six months.
c. Distribute rules with all applications.
Rule sheets were distributed to all sponsors.
Six Month Progress Report on Program Objectives for FY 2020-21 16
PARIS & RECREATION
HO'OLULU PARK COMPLEX
5. Work with Hilo Jaycees, Intake Service, schools and community groups for
improvements to the Ho`olulu Complex:
a. Complete one major improvement project.
Due to safety concerns, organizations were not approached for improvement
projects.
b. Do beautification/landscaping project for each facility annually
Due to safety concerns, organizations were not approached for improvement
projects.
6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an
estimated 2,400 activities annually.
The Ho`olulu Complex accommodated 853 activities. The lowered activity count
was a reflection of venue closures and activity limitations per State and County
COVID-19 restrictions.
Six Month Progress Report on Program Objectives for FY 2020-21 17
PARKS & RECREATION
AQUATICS
1. Provide services at our nine pool facilities with at least two lifeguards on duty daily at
Kona Community Aquatics Center (KCAC), Pahoa Pool, and Sparky Kawamoto
Swim Stadium. Honoka`a, Laupahoehoe, Kohala, Pahala and Konawaena will have
at least one lifeguard on duty seven days a week. NAS pool will have at least one
swim instructor/lifeguard on duty Monday through Friday.
Due to COVID protocols,there was always a minimum of two personnel on
duty, so we could register all swimmers and mitigate the flow of patrons in and
out of the facilities. During regular operations,we did not always have two
lifeguards, due to minimum staffing, personnel on leave or positions vacant.
2. Maintain safe and clean facilities, free of hazards for all activities,patrons and
employees by maintaining acceptable pool chemical levels, conducting daily safety
inspections and remitting work orders as necessary to correct unsafe conditions. A
comprehensive safety inspection to be conducted on a semi-annual basis.
At our 50-meter pools such as Kawamoto,Pahoa and KCAC, our Senior
Lifeguards with our pool custodians provided maintenance of the facility. At
our rural pools,Honoka`a,Laupahoehoe,Kohala,Pahala and Konawaena the
Senior Lifeguard provided daily maintenance of the facility.
Senior lifeguards are responsible in maintaining acceptable levels of pools
chemicals. This can be difficult, especially because various factors, including
sunlight bather load, rain and wind affect the chemicals in various.
Staff conducted daily safety inspections and maintenance work orders were sent
to the Park Maintenance Division. The Recreation Administrator reviewed
semi-annual safety inspection reports before they were sent to Human Resources
Safety Division.
3. Offer recreational and lap swimming for approximately 850,000 patrons. Offer four
sessions of Learn to Swim in the summer at all pools and other water related courses
to approximately 3,000 patrons.
NAS,LaupAhoehoe and Honoka`a Pools remain closed, pending completion of
repairs.
Due to the ongoing pandemic, all pools were closed since March 2020. Six pools
reopened in mid-July 2020 with modified operations and regulations. They were
Six Month Progress Report on Program Objectives for FY 2020-21 18
PARKS & RECREATION
.,..«,.e...,...,,....,....u.:.«.. _<...,.-... ..ate.....,..:....._..« ....._..a.. .... �.,.....:.,............, ._... _...la........... ...... ........«...«,..,............<.<....,.,,,m..... ......_.. ..... ... ..
AQUATICS
open three days per week for six 45-minute swim sessions. One swimmer was
allowed per lane, per swim session. The Learn-to-Swim program was cancelled
for the Summer 2020 season and recreational swim, team practices, and PE have
not been re-introduced to our facilities. All pools were only open for lap
swimming,with a few training opportunities for County Police and Fire.
4. Develop and distribute a quarterly brochure of County of Hawai`i pool facilities
highlighting recreational and adult lap swimming hours as well as water aerobics,
swim lessons, special events, activities and programs.
Program guides were published, due to only offering lap swimming. Typically,
each Senior Lifeguard is required to develop a program guide, each quarter, for
their facility, and the Aquatic Specialist publishes it as a quarterly program
guide.
5. Conduct nine American Red Cross Lifeguarding/First Aid/CPR/AED Class at each of
our nine pool facilities during the fiscal year.
Course Offered Last day of Class Instructor
Lifeguarding Review (for 07/10/20 Flores-Morikami,B.
personnel) Carman,K. Nishimura,
L.Walsh,N. Rowland
Lifeguarding Review 08/04/20 S. Kakos
Lifeguarding Review 08/11/20 S. Kakos
Lifeguarding Review 09/01/20 S. Kakos
Lifeguarding Review 09/07/20 S,Kakos
Lifeguarding Review 09/14/20 J.Wadahara
Lifeguarding Review 09/15/20 D. Simmons
Lifeguarding Instructor 10/06/20 J.Wadahara &A.
Flores-Morikami
6. Plan, promote and coordinate five Novice Swim Meets serving approximately 350
participants during the August through October season.
The Novice Swim Season for 2020 was, unfortunately, cancelled due to the
COVID pandemic.
Six Month Progress Report on Program Objectives for FY 2020-21 19
PARKS & RECREATION
AQUATICS
7. Sponsor one open water swim competition.
The Richardson Roughwater Swim for 2020 was, unfortunately, cancelled due to
the COVID pandemic.
8. Promote workplace safety for all staff by providing personal protective equipment
and safety training such as the blood borne pathogen training, on an ongoing basis.
Full-face respirators, rubber gloves, aprons, suits, and boots were provided for
pool lifeguards and pool custodians. Hazardous material training conducted to
promote safe work practices. Provided bloodborne pathogens training and
respirator fit tests. Provided lifeguards with latex-free gloves, pocket masks, and
other protective equipment necessary when performing first aid.
9. Conduct American Red Cross blood Borne pathogens training on an annual basis in
January or February for the entire division.
Bloodborne Pathogens training to be conducted on January 14,2021 for all
Senior Lifeguards; all Aquatic Section personnel to be trained by end of
January,2021.
10. Develop at least two partnerships with aquatics clubs to encourage competitive
aquatic sports throughout the island.
Partnerships developed with USA Swim and Dive,BIIF,Easter Seals,Boys &
Girls Club, and Hawaii Fire Dept.
Six Month Progress Report on Program Objectives for FY 2020-21 20
PARKS & RECREATION
CULTURE & EDUCATION
1. Provide 115 workshops and classroom instructions in various disciplines, music,
dance, drama, arts, crafts, and natural sciences at established sites Countywide.
As of March 24,2020 all classes and workshops have been cancelled due to the
Covid-19 pandemic.
2. Develop and conduct at least one Cultural/Community event per quarter to preserve
ethnic traditions and heritage, encourage craftsmanship and cottage industry.
The Culture and Education Division completed several small scale projects while
observing all mandates and practicing all safety protocols.
3. Market programs by securing community involvement and financial support through
sixartnershi s/s onsorshi s.
p p p P
There were no programs or projects marketed through partnerships,
collaboration or otherwise.
4. Advertise and promote the Cultural& Education programs and activities through our
quarterly "Arts Visions" newsletter and media such as radio,television,periodicals
and newspapers.
There were no programs or projects advertised and/or promoted using any
direct or indirect media.
Six Month Progress Report on Program Objectives for FY 2020-21 21
PARKS & RECREATION
ELDERLY ACTIVITIES
EAD Administration
1. The division will provide and/or facilitate a wide array of services and opportunities
and evaluate the quality of services provided by coordinating a service delivery
system that addresses the needs and interests of older adults. This will be
accomplished by providing comprehensive and coordinated services that is
represented by the division's six major programs. These programs provide services
for over 10,838 seniors annually. An evaluation is conducted on each program
annually to ensure goals are met.
Provided services to 5,415 seniors, or 49% of the established objective of 10,838
seniors and conducted zero annual evaluations of the objective of six.
2. The division will pursue help from persons and groups to improve and maintain P&R
facilities and enhance programs, services, and activities. This will be maintained by
the EAD Advisory Council which is made up of representatives from the 25 senior
citizen clubs, 15 nutrition sites and the RSVP Advisory Council that will conduct at
least one general meeting in January and six district meetings in July of each fiscal
year servicing 40 presidents/chairpersons island-wide.
No meetings were scheduled during this six-month period. Due to the COVID-19
Pandemic,the programs were suspended.
3. The division will provide regular facility and safety inspections and training for staff
by maintaining an EAD Safety Committee with at least one representative of each
program meeting quarterly to enforce safety procedures, improve unsafe conditions
affecting staff and seniors and give feedback to the department safety committee, as
needed. Additionally,they will conduct a safety on-site evaluation semi-annually
(January and July) of 32 senior center facilities and conduct safety evaluations and
training for 50 EAD staff.
Arranged two safety meetings or 50% of the established objective of four
annually. No semi-annual safety facilities inspections were completed during
this period. Conducted 42 staff safety evaluation/training or 84% of the
established objective of 50 staff evaluations/training by June 2021.
4. In order to keep the public informed of its activities the division will:
• Produce at least one"Video Highlights" of the division's activities annually.
Maintain the division's Kupuna News magazine by providing information on all
EAD program activities and printing at least 3,000 copies for distribution to over
200 organizations four times annually.
Six Month Progress Report on Program Objectives for FY 2020-21 22
PARKS & RECREATION
ELDERLY AC'I'IVITIES._ ...�_ ..�_ . ��..... ..._.�. . .._...._�
No video highlights were produced as all Special Programs events were
suspended from March 27,2020 due to the COVID-19 Pandemic. The
publication of the Kupuna News was suspended due to the COVID-19
Pandemic.
EAD Recreation
* Due to COVID-19, senior programs were modified to ensure the safety of the
seniors. In-person classes and senior club activities were cancelled until further
notice. Senior activities were and are televised on Channel 5—KIlII Station,
Monday through Friday from 9am—9:30am. Online classes were and are also
available online at www.808b-fit.com and https://www.khon2.com/808-kupuna-fit/.
1. Provide and promote active and passive recreational, cultural and leisure
opportunities to 2,500 unduplicated individuals 55 years and older island-wide.
Served 786 or 31% of the established objective of 2,500 seniors.
2. Provide and promote active and passive recreational, cultural and leisure
opportunities for 1,000 senior club members 55 years and older at 26 senior
centers/sites.
Served zero or 0% of the established objective of 1,000 senior club members at
26 senior centers/sites.
3. Serve 3,000 older adults in recreational, educational, health-related and cultural
classes island-wide.
Served 582 or 19% of the established objective of 3,000 older adults at 26 senior
centers.
4. Provide at least ten district wide activities for a total of 1,500 older adults in
Puna/Ka`u,North and South Hilo,North and South Kona,North and South Kohala,
and Hamakua.
Provided zero or 0% of the established objective of ten district wide activities for
a total of zero older adults or 0% of the goal of 1,500 older adults.
Six Month Progress Report on Program Objectives for FY 2020-21 23
PARIS & RECREATION
ELDERLY ACTIVITIES
EAD Special Program
* Due to COVID-19 the majority of the special events that were scheduled for 2020-
2021 have been cancelled. On October 16,2020 the Akamai Living Fair took place
at the Civic Auditorium and was a successful drive-thru event. A total of 580 bags
were distributed at the event and another 500 bags were distributed with the EAD
Emergency Meal Program.
1. Provide at least seven countywide, state, national and international events for 2,600
older adults.
Provided one or 14% of the established goal of seven
countywide/state/national/international events and served 1,080 or 420% of
2,600 older adults.
2. Serve a total of 1,350 older adults in at least four county-wide special events and
serve 800 older adults in one statewide event.
Provided one or 25% of the established objective of four county-wide special
events and served 1,080 or 80% of the established objective of 1,350 older adults.
Provided zero or 0% of the established objective of one statewide event and
served zero or 0% of the established objective of 800 older adults.
3. Provide one cultural event for 300 older individuals on a county, state, and
international level that will attract a total of 1,200 attendees.
Provided zero or 0% of the established objective of one cultural event and
served zero or 0% of the established objective of 300 older individuals.
Attracted zero or 0% of the established goal of 1,200 attendees.
Six Month Progress Report on Program Objectives for FY 2020-21 24
PARKS & RECREATION
ION
PANA'EWA RECREATIONAL COMPLEX
1. Focus on a natural rainforest theme by acquiring a minimum of one new rainforest
animal annually.
Due to the COVID-19 pandemic, the Zoo closed on March 25,2020. In May
2020, construction began for ADA improvements of the zoo and equestrian
center. The construction project is currently ongoing and at times requires the
relocation of animals to facilitate work. Because of this,we have put a hold on
acquiring new exotic animals until construction is completed. The acquisition of
two Alala from Keauhou Bird Conservation Center is the exception. These birds
are scheduled to be transferred to our zoo in early 2021
2. Successfully breed at least one animal species for exhibit or to trade with other
facilities.
On November 8, 2020,we welcomed the second offspring of our Two-Toed Sloth
pair. Akala and Sid are proving to be prolific and are currently raising their
second baby Sloth.
3. Work with Friends of the Zoo (FOZ)to host at least two events to promote the zoo
and increase the number of visitors.
Since the zoo closure on March 25,2020,there have been no public events. Tiger
Fun Day,which would have celebrated our tiger's summer birthdays was
canceled. FOZ volunteers were determined to provide Christmas for the
animals and brought gifts and treats for all on Sunday, December 13, 2020.
4. Work with community groups to help facilitate five major volunteer projects to
maintain and improve the Zoo and/or Equestrian Center.
With the zoo closed for construction and many areas of the zoo not accessible,
we have not had any major volunteer projects. We continued to have individual
volunteers from the Orchid Society, Vireya Club and Hawaii Forest Industry
Association on a regular basis on weekends when construction work is not in
progress.
5. Ensure optimal care for zoo animals and exhibits in compliance with USDA APHIS
standards under the Animal Welfare Act(AWA) by creating an additional Animal
Keeper position for minimal staffing as the number of exhibits have expanded and
number of animals has increased over the 40+years the zoo has been in existence.
Six Month Progress Report on Program Objectives for FY 2020-21 25
PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Although this was and is a crucial priority,the construction of ADA
improvements has made the zoo and equestrian center much harder to maintain.
There will be far more work to maintain the sidewalks, railings and steep slopes,
which are being constructed throughout the facility. Our staff of one nursery
worker and one building maintenance worker will not be able to adequately
maintain both facilities. A supplemental budget request for a Park Caretaker
position has been submitted.
6. Increase community education and interest and reinstitute a docent training program
by securing funding for our Zoo Information& Education Specialist position.
For the same reason as item five, and knowing funding resources will be
extremely limited,we are not pursuing funding for this position at this time. For
public safety, our priority is to be able to adequately maintain the facility when
the zoo reopens.
7. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian
Center:
a. Host three rodeo events annually.
b. Host three dressage events annually.
All events were cancelled due to the pandemic. Reservations for future events
will be taken when it is safe to do so.
Six Month Progress Report on Program Objectives for FY 2020-21 26
PARKS & RECREATION
,ALAE CEMETERY
1. Conduct maintenance and repair activities.
Facility repaired and maintained daily.
2. Assign and record all burials.
Location Number of Caskets Number of Urns
'Alae 32 24
Final Status Report on Program Objectives for FY 2019-20 1
PARKS & RECREATION
VETERANS CEMETERIES - EAST AND WEST HAWAII
1. Continue to coordinate development of the East and West Hawai`i Veterans
Cemeteries with the Veterans Advisory Committee and the Department of Defense.
Coordinated with Veterans Advisory Committee and Department of Defense
regarding the development of the facility.
2. Continue maintenance of cemetery grounds.
Facilities maintained daily.
3. Assign and record all burials.
Location Number of Caskets Number of Urns
Vet Cemetery 1 0 3
Vet Cemetery 2 69 58
West Hawaii Vet Cemetery 16 27
Final Status Report on Program Objectives for FY 2019-20 2
PARKS & RECREATION
IZZJIZAL, CEME'I'EIZIES
1. Continue maintenance of cemetery grounds.
Facilities maintained daily.
2. Assign and record all burials.
Location Number of Caskets Number of Urns
Hawi 8 1
Honoka`a 2 0
Kainehe (aka Kuka`iau) 1 0
Kukuihaele 4 0
Na`alehu 18 3
Waimea 0 0
Final Status Report on Program Objectives for FY 2019-20 3
PARKS & RECREATION
HAWAI'I COUNTY BAND
1. Provide musical services for the island residents and visitors by working with
community organizations and providing 40 musical services annually (e.g. parades,
ceremonies, festivals, concerts and special events).
Hawaii County Band performed.30 musical services. These services included
parades, concerts,patriotic ceremonies and special events in Hilo,Waimea,
Pahoa and Kea'au. Many services were cancelled from the end of March
through the end of June due to the COVID-19 closures.
2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational,
musically challenging, and historically significant.
Provided nine monthly Mo`oheau park concerts during FY 2019-20. All
concerts were very well attended and were well received by the crowd in
attendance. The April, May and June concerts were cancelled due to COVID-
19.
Presented to the audience at the concerts is a brief history of the Hawaii County
Band. This informed the public of the band's cultural and historical
significance. In addition, program notes on selections being performed were
presented to the audience to help the audience understand each piece.
To ensure that the band plays a variety of quality music, pieces are chosen from
selected national lists such as the National Band Association, Music Educators
National Conference, The Instrumentalist, and the College Band Directors
National Association. Every monthly concert tries to incorporate either a
featured solo or popular selection.
3. Feature at least two young musicians as soloists at the April or May Mo`oheau
Bandstand Concert, which provides musically educating opportunities for the young
people of the County of Hawai`i, annually.
This object was not achieved because there were no concerts in April and May.
However,we were able to feature several members of the Kea'au High School
band during the February concert in which they performed along with the
Hawaii County Band.
Final Status Report on Program Objectives for FY 2019-20 4
PARIS & RECREATION
HAWAII COUNTY BAND
In addition, Logan Tsuji was featured during the January concert. Logan, a
former volunteer with the Hawaii County Band, is completing his masters in
music performance in Chicago. He is the son of two of the Hawaii County
Band's long-time employees,Reid and Jennifer Tsuji.
4. Introduce 20 new musical pieces per year to provide musical challenges to the band
members.
Hawaii County Band performed ten new selections.
•
Final Status Report on Program Objectives for FY 2019-20 5
PARKS & RECREATION
WEST HAWAI`I BAND
1. Provide musical services for island residents and visitors by working with community
organizations and providing 20—25 musical services annually (e.g. Parades,
ceremonies, festivals, concerts, and special events).
Provided 19 performance services including Fourth of July,Veteran's Day,
International Billfish Tournament, Kona coffee Parade and Christmas Parades.
2. Provide six concerts that are entertaining, educational, musically challenging and
historically significant.
West Hawai`i Band has performed nine concerts at either Hale Halawai or the
West Hawai`i Civic Center.
3. Feature a young musician as soloist at the March or May monthly concert,to provide
music education opportunities for the young musicians of Hawai`i County.
This objective was not achieved because of the COVID-19 from March through
June.
4. Introduce 20 new pieces per year to provide musical challenges for the band.
West Hawai`i Band has performed ten new pieces.
Final Status Report on Program Objectives for FY 2019-20 6
PARKS & RECREATION
ADMINISTRATION
1. Continue to distribute the P&R Service survey at all staffed facilities and
activities/events conducted by the department.
Survey results are compiled quarterly and shared with employees. A total of
1,423 surveys were received.
2. Continue to update information for Divisions and Sections on the County of Hawai`i
website on a timely basis.
Our Departmental Data Processing Coordinator continued to update the
department's website with quarter program guides and class schedules, special
events information, and departmental rules and regulations. Timely news
releases, campground information and event registration forms are posted for
the benefit of park patrons.
3. Continue implementation of the transition plan for accessibility to public facilities
during the fiscal year.
Implemented the transition plan for accessibility to public facilities.
4. Continue implementation of the transition plan for playground safety and accessibility
during the fiscal year.
Implemented the transition plan for playground safety and accessibility.
5. Maximize resources by encouraging the "Friends of the Park"program and identify a
minimum of five community service projects that focus on maintenance and/or
improvements to park facilities.
The Department executed five Friends of the Park agreements for various parks
and facilities.
6. Provide at least one technical job specific training for 50% of administrative staff
At least one job specific training was provided for 36% of administrative staff
(9/25 employees).
Final Status Report on Program Objectives for FY 2019-20 7
PARKS & RECREATION
PARKS MAINTENANCE
1. Maintain completion range of approximately 2,000 work orders on an annual basis.
Received 2,404 work orders and completed 1,568.
2. Undertake two park improvements projects per district, one of which involves a
community group.
Community Grouphas declined.Due to C®VID-19 improvement projects for Com ty
P
In-
house projects declined due to lack of manpower for childcare leave for employees
from March 2020—July 2020.
South Hilo—Crew A,B, C:
In-house: 4 Community Group Projects: 3
Puna District:
In-house: 2 Community Group Projects: 1
South/North Kona District:
In-house: 2 Community Group Projects: 2
Ka`n District:
In-house: 1 Community Group Projects: 1
North Hilo District:
In-house: 1 Community Group Projects: 1
South Kohala/Hamakua District:
In-house: 2 Community Group Projects: 2
North Kohala:
In-house: 1 Community Group Projects: 0
Total In-house: 13 Total Community Group Projects: 10
3. Monitor complaints filed for strategic planning purposes for maintenance and services
improvements.
• Record complaints by: type, number, district, etc., and implement necessary
maintenance procedures, standards, training, and discipline for corrections.
There was one major complaint and three minor complaints.
Final Status Report on Program Objectives for FY 2019-20 8
PARIS & RECREATION
PARKS MAINTENANCE
• Make annual inspections of facilities with responsible supervisor (nine districts).
Analyze and discuss methods of improvements.
Park Manager held discussions for improvements of the facility with the
Supervisors after each inspection.
4. Provide communities with safe facilities and grounds.
• Conduct safety inspections of P & R facilities:
1. Weekly by district supervisors (52 per supervisor=468 total inspections/year);
Supervisors checked their facilities weekly for damage or unsafe conditions.
2. Monthly by the Park Superintendent.
Park Manager conducted safety inspections of all facilities at least once every
three months.
5. Provide employees with a safe working environment.
• Participate with department safety committee and discuss and evaluate accident
reports.
Due to COVID-19 pandemic we did not have any safety meetings for the last six
months.
• Correct any hazardous conditions or practices.
Any unsafe and damaged facilities discovered during inspections were
immediately addressed.
• Provide a minimum of one safety instructional sessions per crew each month.
Supervisors conducted monthly safety talks and training classes for their crew.
• Review and upgrade Park Maintenance Safety and Health Programs.
Conducted a review of Park Maintenance Safety and Health Program.
Final Status Report on Program Objectives for FY 2019-20 9
PARKS & RECREATION
RECREATI®N
1. Provide introductory instruction in all recreational facilities in at least four of the
following athletic activities (basketball, baseball, volleyball,track and field,tennis,
flag football, badminton) for children and adults, one or more in each respective
season(i.e. Fall—basketball; Winter—baseball and track/field; Spring—volleyball;
summer—tennis/physical fitness).
Hilo District:
Biddy Basketball; 10&under Basketball League; 12&under Basketball League;
Fundamental Basketball Shooting; Weightlifting; Senior Badminton; Karate;
Pickleball; Age Group Volleyball 10&under, 12&under and 14&under; Age
Group Basketball 10&under; 30 Minute Exercise; Ping Pong; Men's Softball
League; Kupuna Aerobics; P&R Youth Volleyball League 10&under, 12&under
and 14&under; P&R Age Group Basketball League 10&under; Volleyball
Training 14&under; Zumba Fitness; BIIF Volleyball; QI Gong& Tai Chi; Pop
Warner Football; 8 & 9 Ball; Walk Healthy; Keaukaha Keiki Fitness; Coach
Pitch; T-Ball; Senior Aerobics; Intermediate Golfing; Advanced Basketball;
Advanced Volleyball; Speed &Agility Training; Weight Training; Jimmy Yagi
Basketball Clinic; Pana`ewa Basketball & Volleyball; Amp Volleyball;
Wrestling; Open Gym Basketball; 8&under Basketball; High Intensity
Volleyball; Pilipa'a Volleyball; Morning Fitness; Rock Steady Boxing;
Introduction to Kettlebells; Introduction,Intermediate&Advance Archery;
NRA Basic Shotgun Shooting; Fitness Walk; Age Group Baseball (T-Ball Coach
Pitch); Basketball Shooting& Dribbling Clinic; Strength & Agility; Volleyball
Training I; Track& Field; Sports Conditioning; Track& Field Training;
Waiakea Uka Athletic Association Fundamental Hitting; Volleyball Training
II/III-Advanced; Tahitian Fitness; Boxing for Sport; Rock Steady Boxing;
Hamakua District:
Biddy Basketball; Ping Pong; Billiards; Adult Basketball; Club Volleyball;
Indoor Soccer; AYSO Soccer; Pop Warner Tackle Football; Aerobics; Karate;
Pickleball; Walk for Fitness; Table Tennis; Papa`aloa Gym Boxing Club;
Volleyball Clinic; Boys& Girls Volleyball 10&under, 12&under and 13&under;
Men's Adult Basketball; Women's Adult Basketball; Weightlifting; Free Play
Basketball; Fundamentals of Basketball; Recreational Beach Volleyball; Indoor
Soccer; Resistance Body Weight Training; Basketball Fundamental Clinic; Boys
Basketball 10&under, 12&under and 14&under; Pop Warner Football; Co-Ed
Volleyball; Track& Field Practice; Beginning Basketball Skills & Drills;
Dodgeball/Slam Battle Games; Portuguese Horseshoes/Kickball; High Net Rec.
Badminton; High-Intensity Interval Training; Beach Ball Volleyball; Abs On
Fire Workout Dance for Fitness; Basic Stretching/Total Body Workout; Jump
Tastic;
Final Status Report on Program Objectives for FY 2019-20 10
PARKS & RECREATION
RECREATION
Puna/Ka`n District:
Baseball Instruction; Kickball Instruction; Jump Rope Challenge; Walk for
Fitness; Pickleball, 10&under Basketball; Intro to T-Ball; Adult Walking
Fitness; P&R Boys & Girls Age Group Volleyball 10&under, 12&under and
14&under; Adult Soccer; Youth Soccer; Instructional Volleyball; Billiards;
Ping Pong/Foosball; Karate; Walk/Jog & Conditioning; Adult Lap Walking;
Fencing; Kupuna Walking; Intermediate Baseball; Baseball Hitting& Fielding
Fundamentals; Speed & Agility Training; Strength & Conditioning;
Introduction into Fitness; Age Group Basketball League 10&under, 12&under
and 14&under; T-Ball & Coach Pitch League 5-6 & 7-8 years old;
Stretching/Light Aerobics; Vulcan Baseball Clinic; High School Baseball;
Introduction to Weightlifting; Slow Pitch Softball; Walk& Jog for Fitness;
Baseball & Softball Practice; Basketball/Tennis Outdoor Courts; Keiki Fitness;
Kickball Instruction; Open Outdoor Court; Track& Field Meets; Pahoa;
Fencing; Chair Aerobics; EZ Walking; Kids Fit N Fun; Yoga; Zumba; Kick
Boxing Fundamentals; Pitch ball; Track and Field; Vulcan Baseball Clinic;
`Ohana Fun Run & Fun Day; Introduction to Tennis;
North/South Kohala:
Pickleball; Indoor Soccer; Co-Ed Volleyball League; Biddy Basketball League;
Age Group Volleyball League; Weightlifting; Ping Pong; Cardio Kickboxing;
Karate; 7 on 7 Flag Football; Flag Football Clinic; Cone Agility Drill for
Beginners; and Advanced; Foot Work Ladder Drills; Waikoloa Baseball Club;
Women's Softball; Recreation Pickleball; Introduction to Youth Volleyball;
Waimea Wrangler Roller Derby; Kamuea; DNA Basketball Academy; Waimea
Cowboys Football; Waimea Cowgirls Cheerleading; Futsol; P&R Age Group
Volleyball League 10&under, 12&under, and 14&under; Aikido; Taiko; AYSO
Soccer; Table Tennis; Recreation Kickball; Kalele Volleyball Club; T-Ball for
Tots; Basketball Fundamentals; Boys Age Group Basketball League; Open
Men's Basketball League; Plyometrics; Kupuna Sunset Heart Walk; Track and
Field Clinic; Coach Pitch; Beginner Golf;
North/South Kona:
Disc Golf in the Park; Aikido Class; Tai Chi Class; Kona Futsol; Karate Class;
Capoeira; Biddy Basketball League; Basic Physical Fitness; International
Karate League; Shotokan Karate Class; Table Tennis; Biddy Basketball Clinic;
Youth Volleyball Clinic; Basketball Officiating Clinic; Advanced Basketball
Training; Advanced Skills Speed & Agility Training; World Youth Baseball
Tournament; Cycling Hui; Walk for Fitness; Fencing Class; Open Play Table
Final Status Report on Program Objectives for FY 2019-20 11
PARKS & RECREATION
RECREATION
Tennis; Game Room Activities; Hawaii Judo Kai; Youth Volleyball 101; Youth
Tennis; Hoop Troop; Exercise Walk Fit; Kulena Monster Run International
Karate League Tournament; World Youth Basketball Tourney; Groundhog
Gallop 5K/1 Mile; Age Group Track and Field; Exponent Track and Field;
Hoop Troop Training;
2. Provide at least eight arts and craft activities for children and adults in all recreational
facilities (i.e. Fall—Halloween/Thanksgiving/Christmas craft activities; Winter—
Valentines/St. Patrick/Easter activities; Multi-media crafts etc.).
Hilo District:
Origami; Lei Making; Scratching Signs; Basket Making; Kids Sewing; Holiday
Cooking Class; Jet Fire Glider; Beaded Necklace; Notebook Covers; Leather
Key Fobs; Temari Japanese Thread Ball Ornament; 4th of July Cut & Paste;
Colors of Summer Finger Painting; Back to School Dream Board; Keaukaha
Craft Club; Apple Cut Out; Bottle Cap Emoji Magnets; Guri Guri Cups; Fall
Leaves; 2020 Calendar Pictures; Tree of Thanks; Autumn Wreath; Back to
School Craft; Nature Prints; Paper Marbling; Popsicle Note Pad; Hand Building
Ceramics; Mini Pirate Ships; Water Bottle Bubble; Mini Catapult; Halloween
Craft; Thanksgiving Craft; Christmas Craft Ornament Making; Glider Plane;
Stain Glass; Lanyard Making; Kids' Sewing; Monster Rocks, Oh My!;
Thanksgiving Craft Fall Wreath; Xmas Ornament Making; Paper Pumpkin Cut
& Paste; Yarn Wrapped Witches Broom; Pumpkin Pie Kid Craft; Footprint
Turkey; Elf Yourself Christmas Ornament; Gingerbread House; Apple Tree;
Paper Plate Leaves; Pine Cone Bunnies; Turkey Hands; Mini Wreaths;
Christmas Cards; Puffy Ghost; Halloween Masks; Turkey Pin; Thanksgiving
Day Decorations; Christmas Card Craft; Mummy Mason Jars; Parachute
Craft; Sugar Cone Christmas Trees; Halloween Masks; After School Crafts;
Valentines Craft; Water Color Craft; TI Leaf Making; Book Markers; Bead
Pets; Sewing Lanyards; Special Valentines; Spring Craft; 2020 Dream Board;
Chinese New Year Drum Craft; Valentine's Day Card; Dr. Suess Puppet; St.
Patrick's Cut& Paste Craft; Ice Cake With Uncle Shaka; Paper Polar Bear
Mask; Water Color Snow Flakes: Hot Chocolate Reindeers; Toilet Paper Roll
Snowman; Calendar Crafts; Faux Stained Glass; Marshmallow Shooters; Heart
Emoji Craft; Bee Mine Valentine's Craft;
HAmakua District:
School Bag Tags; Back to School Photo Frame; Coloring Fun; Popsicle Making;
Paper Plane Making; Canvas Painting; Melting Beads; Penny Lei Making;
Final Status Report on Program Objectives for FY 2019-20 12
PARKS & RECREATION
RECREATION
Puppet Show; Autumn Tree Craft; Johnny Appleseed Craft; Luggage Tags;
Easy Stich Sewing; Hard Lollypop Candy; Bookmark Craft; Explosion Art
Days; Stamp/Stencil Color Art; Keiki Craft Art Choice; Honomu Storybook
Reading& Coloring; Friendship Bracelet Braiding; Plastic Spoon Butterfly;
Sponge Balls; Halloween Craft; Thanksgiving Craft; Christmas Craft; Trick or
Treat Decorative Bags; Rexlace Key Chain; Christmas Cards; Puffy Ghosts &
Paper Plate Black Cat; Pumpkin Patch Dirt Cups; Mini Turkey pops; Fall
Fingerprint Tree; Christmas Tree & Reindeer Ornaments; Paper Plate Santa;
Halloween Treat Bags; Thanksgiving Scratch Art; Christmas Coloring Contest;
Keiki Mix Craft; Fall Brown Paper Bag Tree with toilet paper roll leave
Paining; Turkey Cones; Valentines Craft; New Year Calendar; Valentine's Day
Craft; Easter Craft; Greeting Dream Board; Lei Making; Chinese Rattle Drum;
Groundhog Day Craft; Heart Shape Craft; Stained Craft Kites; Sports & Photo
Card Magnets; Valentine's Puzzle Cards; Spring Cookie & Brownie Making;
Cotton ball Penguins; Crystal Stars W/Pipe Cleaners; Rain Cloud Craft;
Puna/Ka`u District:
Finger Painting; Tissue Collage; Sunflower Craft; Butterfly Magnets;Door
Knob Hangers; Painting; Bracelet Making; Paper Weaving; Christmas Stories;
Back to School Covers; ; Shrink Art Keychain; Watercolor Art; Beaded
Bracelet; Handprint Trees; Finger Puppet; Coffee Filter Art; Colorful Craft;
Labor Day Craft; Pre Halloween Craft; Hawaiian Craft; Origami Craft;
gPaper
Craft; Ti-Leaf Lei Making; Photo Craft; Tear Art; Collage Making; Super
Duper Coloring; Read Aloud Craft; Free Drawing& Painting; Misc. Craft;
Book Marks for Book Smarts; Dream Board; Back to School Goal Board;
Pumpkin Carving; Thanksgiving Craft; Christmas Wreath; Christmas Card
Making; Christmas Ornament Craft; Hawaiian Christmas Craft; Witch Hat
Making; Paper Turkey Hat Craft; Wreath & Ornament Making; Trick or Treat
Bag Decorating; Halloween Cards; Construction Paper Flowers; Thanksgiving
Turkey Decorating; Christmas Tree Ornaments; Christmas Snowflake; Paper
Crafts; Hidden Pictures; Dream Catchers; Bead Necklace; Bat Craft; Fall Craft;
Christmas Craft; Art& Craft Basic Scarf Knitting; Coffee Filter Bats;
Halloween Wall Hanging Decorations; Paper Bag Pumpkin; Fall Wreath;
Turkey Windsock; Accordion Paper Reindeer; Christmas Coloring Contest;
Mask Making; Nature Wreath; Foam Art; Pom Pom Wreath; Spooky Frame
Making; Halloween Silhouette Designs; Holiday Craft; New Year Calendar;
Chinese New Year Craft; Popsicle Stick Bird Feeder; Valentine Craft ; St.
Patrick's Day Craft; Spring Time Craft; Creating A Message Board;
Construction Paper Bookmarks; Valentine's Day Card; St. Patrick's Day 4 Leaf
Final Status Report on Program Objectives for FY 2019-20 13
PARKS & RECREATION
RECREATION
Clover; Shamrock Photo Craft; Basic Knitting; Finger Puppets; Spring Water
Coloring Pictures; Spring Flower Craft; Wishful Beaded Bracelet; Chinese
Zodiac Box; Shrinky Dink Magnets; Valentine's Day String Craft; Mardi Gras
Mask; Bouncy Frog Craft; Butterfly Art Project; Paper Plate Rainbow Craft;
Paper Straw Tulip Craft; Glitter Snowflake; Girl's Day Headband; Spring
Flower Wreath; Tear Art; Super Duper Coloring;
North/South Kohala:
Yarn Lei Weaving; Back to School Break; Patriot Day Flower Arrangements;
Hokule`a Canoe/Model Making; Fish Print; Poi Balls; Key Chain Making;
Textbook Cover Skin Wrapping; Popsicle Tower Building; Felt Hawaiian Flag
Making; Disguise a Turkey Project; Santa's Magic Key; Halloween Decor;
Native American Jewelry Making; Nutcracker Painting; Halloween Mask
Making; Halloween Baking; Pumpkin Carving; Thanksgiving Baking;
Christmas Ornaments; Valentine's Day fun; Lucky Charm Necklace; Chinese
New Year Lanterns; Spring Break Papale Hat; Valentine's Day Cards;
Valentine' Day Baking; Girl's Day Key Chains; St.Patrick's Day Baking;
North/South Kona:
Create Papier Mache Masks; Paint Papier Mache Masks; Wide Mouth Frog
Puppets; Leather Key Chain &Bracelet Making; Bead Creations; Making Hair
Accessories; Fizzy Pumpkin Art; Fall Leaves Craft; Thanksgiving Craft;
Holiday Card Making; Halloween Craft; Christmas Craft; Fall Craft
Extravaganza; Thanksgiving Cards; Winter Ornament Craft; T-Shirt Art;
Valentine's Photo Cards; Sunshine Necklaces; Tote Bag Designing; Valentine's
Day Cards; Drawing/Coloring/Painting; New Year's Good Luck Amulets;
Coloring Days; Yarn Lace Pom Pom; Valentine's Day Charms; Custom Felt
Banners;
3. Maintain a safe facility, free of hazards for all activities,patrons and employees by
conducting daily safety inspections and remitting work orders as necessary to correct
unsafe conditions. A comprehensive safety inspection to be conducted on a semi-
annual basis.
Staff performed daily inspections of facilities and grounds, noted any
discrepancies on daily logs and submitted work orders. Staff completed a Semi-
Annual Checklist for Safety for all facilities and grounds under their
jurisdiction.
Final Status Report on Program Objectives for FY 2019-20 14
PARKS & RECREATION
RECREATION
4. Plan, organize and implement a minimum of two district-wide events in each
respective district that is responsive to the respective community's needs and interests
(i.e. Hilo District—The Biggest Easter Egg Celebration; Hamakua District—
Hamakua Fun Day; etc.).
HILO DISTRICT:
Jimmy Yagi Basketball Clinic—July 22—25,2019 @ Pana`ewa Playcourts
Hilo Kids Party—October 31,2019 @ Edith Kanaka`ole Stadium
Pilikulaiwi Program—March 16—18,2020 @ Mauna Kea Recreation Area
Ike Kai Spring Program March 16—18, 2020 @ Richardson Ocean Park
IVF World Sprints Trials—February 8,2020 @ Bayfront
Hamakua District:
`Ghana Shoreline Fishing Tournament—August 16—18, 2019 Weigh-In @
Honoka`a Sports Complex
Papa`aloa Halloween Fest—October 31,2019 @ Papa`aloa Gym
Christmas Bingo Night—December 19,2019 @ Papa`ikou Gym and Community
Center
Puna/Ka`u District:
Pahoa Halloween Family Fun Event—October 31,2019 @ Pahoa Regional Park
Valentine's Dinner & Dance—February 14,2020 @ Ka'u District Gym
Vulcan Volleyball Clinic—January 23,2020 @ Shipman Gym
Vulcan Baseball Clinic—January 24,2020 @ Shipman Park
Final Status Report on Program Objectives for FY 2019-20 15
PARKS & RECREATION
RECREATION
North/South Kohala:
Halloween Fun Night—October 31,2019 @ Hisaoka Gym
Fall Festival—October 12,2109 @ Waimea Regional Park
Ulu `Ohi`a Program—January 24—26,2020 @ Kohanaiki Beach Park
Basketball Officiating Clinic—January 30,2020 @ Waimea District Park
Pilikulaiwi Program—March 16—18,2020 @ Mauna Kea Recreation Area
North/South Kona:
Movie Day—October 30,2019 @ West Hawaii Civic Center
Surfers Healing—February 1,2020 @ Kohanaiki
Martin Luther King Jr. Program—January 20,2020 @ Kekuaokalani Gym
Ukulele Ensemble—January 10,2020 @ Kekuaokalani Gym
Hoop Shoot—January 11,2020 @ Kekuaokalani Gym
5. Develop a minimum of six partnerships with other recreation providers as well as
community organizations to maximize service and activities to the public (i.e.
summer camping program in partnership with the YMCA).
HILO DISTRICT:
Partnered with Living Waters Church; Pi`op`io Bears; Big Island Trap Club;
M&M Compact Sporting Clays; B.A.D. Company; Andrews Athletic
Association.
HAMAKUA DISTRICT:
Partnered with North Hawaii Education & Research Center; Hawaii County
Police Department; Honoka`a Business Association; Ka Hale 0 Na Keiki Pre-
school; Tutu & Me; Pa'auilo Community Camp Association; Honomu
Community Association.
Final Status Report on Program Objectives for FY 2019-20 16
PARKS & RECREATION
RECREATION
PUNA DISTRICT:
UH Hilo; Pahoa High School; Hope Services; 0 Ke Kai; Ka`n High School;
Puna Community Action Team.
NORTH/SOUTH KOHALA DISTRICT:
Waimea Community Association; Waimea Wranglers Roller Derby; Kohala
Community Athletic Association; DNA Basketball; Kohala High School
NORTH/SOUTH KONA DISTRICT:
Table Tennis Club; World Youth Basketball; Hi-Pal; Kealakehe High School;
Konawaena High School; Kona Elks; County of Hawaii Band; Ukulele
Ensemble Kona
6. Plan, organize and implement a minimum of two island-wide special events. (i.e.
keiki triathlon, age group and exponent track meets, winter basketball tournament,
etc.)
Richardson Ocean Swim—July 28,2019
Ulu `Ohi`a—August 30—September 1,2019
Pilikulaiwi—October 8—10,2019
Surfers Healing and 5K Run & Walk—November 30,2019
Age Group Track and Field—February 8,2020
Exponent Track and Field—February 22, 2020
Final Status Report on Program Objectives for FY 2019-20 17
PARKS & RECREATION
SUMMER AND INTER-SESSION PROGRAM
1. Conduct a minimum of 20 Summer Fun programs island-wide.
The 2019 Summer Fun program was held from June 12 thru July 19,2019.
There were a total of 21 sites throughout the island offering our summer
program with 1,350 participants registered.
Due to COVID-19, the County provided a modified Summer Fun program. The
program started on June 17,2020 and ended on July 24,2020. Each site was
limited to 20 children from grades 3—6 and hours for the program were 8:00
a.m. to 12 noon. Hawaii County IT assisted our Department with the first
online registration for 13 sites island wide.
The ratio for instructor to student was lowered to 5:1 to comply with the
emergency rules requiring facemask, social distancing and sanitation of
equipment, supplies, and facilities. Lunches and snacks were provided by the
County at no cost to the participants. No registration fees were charged to
participate. The total number of participants per site were:
Hilo District:
Andrews -20
Kawananakoa -20
Pana`ewa-20
Pi`ihonua—13
Hamakua:
Honoka`a— 15
Papa`ikou—12
Puna/Ka'u
Shipman—20
Ka`n- 12
Na`alehu— 17
Pahoa—15
Kona:
Kekuaokalani—12
North/South Kohala: •
Kamehameha Park—18
Waimea District Park— 15
Final Status Report on Program Objectives for FY 2019-20 18
PARKS & RECREATION
SUMMER AND INTER-SESSION PROGRAM
2. Continue to conduct longer programs hours at majority of the sites.
The 2019 Summer Fun Program included Andrews Gym and Waiakea Uka
Gym offered an 8:00 a.m. to 4:30 p.m. Programs. All other sites offered either
an 8:00 a.m.—to 3:00 p.m. program or an 8:00 a.m. to 2:00 p.m. program
depending on community's request.
3. Work in partnership with the Department of Education Child Nutrition Program and
vendors with county meal contracts to sponsor free lunch programs for all summer
fun sites that qualify and meet the requirements for this program.
Thirteen Summer Fun sites qualified for the USDA Summer Food Service lunch
program for 2019 with a total of 9,874 lunches served. Sites served were located
in the Hilo District and the West Hawaii District with the Puna District having
only one site at Shipman Gym.
4. Supplement the regular Summer Fun program with various enrichment-type programs
for those willing to pay the higher fee:
Volleyball/Tennis Summer Program -Tennis Stadium & Hilo Armory.
Ike Kai Marine Program -Richardson Ocean Center.
Teen Scene Program—Pu'u'eo Community Center.
5. Develop and implement a teen-scene program at the Pu'u'eo Community Center in
East Hawai`i,teaching life's skills with emphasis on leadership training. This will
run for six weeks from 8 a.m. to 3 p.m.,targeting teens 12— 17 years old.
Teen Scene Program—Pu'u'eo Community Center June 12—July 17.
6. Develop a minimum of two Winter Intersession programs island wide.
Integrate children with disabilities into the summer and inter-session programs
wherever possible,through the assistance of the Recreation Specialist II.
Winter Inter-Session December 23—January 3,2020
• Wainaku Gym—30 participants
• WaiAkea Uka—60 participants
Final Status Report on Program Objectives for FY 2019-20 19
PARIS & RECREATION
SUMMER AND Il\TI'ER-SESSION PROGRAM
There were no participants this year for children with disabilities. Staff does a
great job in integrating all children with disabilities into our programs
throughout the year.
Final Status Report on Program Objectives for FY 2019-20 20
PARKS & RECREATION
HO'OLULU PARK COMPLEX
1. Provide clean, safe and well-maintained facilities:
a. Close each facility once per year for general clean up and minor repairs.
Walter Victor Baseball Complex was closed September 2019.
Francis Wong Stadium was closed November 29 to December 13,2019.
Afook-Chinen Civic Auditorium was closed August 25-29,2019.
Edith Kanaka`ole Multi-Purpose Stadium was closed March 2-20, 2020.
Aunty Sally Kaleohano's Luau Hale was closed March 28 to April 11,2020.
b. Pressure-wash each facility semi-annually.
Each facility has been pressure washed.
c. Check on safety hazards daily.
Day and night supervisors recorded any repair items or safety hazards on a
daily checklist form. Minor repairs were handled in-house. As needed,work
orders were generated and referred to the Parks Maintenance Division for
action.
d. Clean and sanitize facilities before and after events.
Facilities were cleaned and sanitized before and after each activity.
e. Work with Safety Committee to have courtesy safety inspection annually.
Quarterly consultations were held with the Safety Committee to ensure
facilities are in compliance.
2. Provide a well-manicured playing surface at all ballfields (Wong Stadium and Walter
Victor Baseball Complex):
a. Mow lawn weekly,weather permitting.
Lawns were mowed weekly.
b. Close each ballfield at least one week annually for field renovations.
Walter Victor Baseball Complex was closed September 2019.
Francis Wong Stadium was closed November 29 to December 13, 2019.
Final Status Report on Program Objectives for FY 2019-20 21
PARKS & RECREATION
I4O'OEULU PARK COMPLEX
c. Fertilize ballfields annually.
Francis Wong Stadium's field was completed on November 29,2019.
Walter Victor Complex's fields were completed on September 17, 2019.
3. Provide training for staff:
a. Conduct safety talks on different topics every month.
Safety reminders were issued monthly.
b. Retrain employees on equipment use semi-annually.
Employees have been retrained.
c. Have supervisors conduct equipment maintenance training and have equipment
maintained weekly.
Employees performed in-house maintenance functions throughout the year.
Supervisor trained employees on equipment maintenance throughout the
year.
d. Provide refresher course on Material Safety Data Sheet annually.
Training on MSDS sheets conducted when products were received.
4. Enforce rules and educate sponsors:
a. Comply with Federal ADA, State OSHA, County, Department and Complex rules
and regulations.
Applicable governmental regulations were discussed with sponsors.
Supervisors were trained to enforce all rules.
b. Revise rules annually.
The rules have been reviewed by the divisions.
Due to COVID-19 State and County Proclamations, rules were adjusted.
c. Distribute rules with all applications.
Rule sheets were distributed to all sponsors.
Final Status Report on Program Objectives for FY 2019-20 22
PARKS & RECREATION
_
PARK COMPLEX
5. Work with Hilo Jaycees, Intake Service, schools and community groups for
improvements to the Ho`olulu Complex:
a. Complete one major improvement project.
UH Hilo baseball team re-sodded and graded Wong Stadium infield in
November 2019.
b. Do beautification/landscaping project for each facility annually.
Intake Service inmates cleaned fence lines and cut the grass at Hilo Drag
Strip in October 2019.
6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an
estimated 2,400 activities annually
The Ho`olulu Complex accommodated 3,206 activities during FY 2019-20.
Final Status Report on Program Objectives for FY 2019-20 23
PARKS & RECREATION
AQUATICS
1. Provide services at our nine pool facilities with at least two lifeguards on duty daily at
Kona Community Aquatics Center(KCAC), Pahoa Pool, and Sparky Kawamoto
Swim Stadium. Honoka`a, Laupahoehoe, Kohala, Pahala and Konawaena will have
at least one lifeguard on duty seven days a week. NAS pool will have at least one
swim instructor/lifeguard on duty Monday through Friday.
We do our best in keeping all pools properly staffed between 80% to 90% of the
time. There were times that rural pools Honoka`a,Pahala,Konawaena, Kohala,
Laupahoehoe and NAS did not meet the measure due to sick leave,vacations
and other pool closures.
2. Maintain safe and clean facilities, free of hazards for all activities, patrons and
employees by maintaining acceptable pool chemical levels, conducting daily safety
inspections and remitting work orders as necessary to correct unsafe conditions. A
comprehensive safety inspection to be conducted on a semi-annual basis.
At our 50-meter pools such as Kawamoto,Pahoa , and KCAC, our Senior
Lifeguards worked with our pool custodians in providing maintenance of the
facility. At our rural pools,Honoka`a,Laupahoehoe,Kohala,Pahala, and
Konawaena, each Senior Lifeguard is solely responsible for the daily
maintenance of the facility.
Senior Lifeguards are responsible in maintaining acceptable levels of pool
chemicals. Various factors which including sunlight, bather load, rain, and wind
affect the chemicals in various ways. Senior Lifeguards are in charge of patron
ta' properchemical levels
overall safety of the public, and maintaining hemi 1 vels
in the pool.
•
Staff on-site conducted daily safety inspections and maintenance. Work orders
were sent to the Parks Maintenance Division. The Recreation Administrator
reviewed semi-annual safety inspection reports before being sent to Human
Resources Safety Division.
Final Status Report on Program Objectives for FY 2019-20 24
PARKS & RECREATION
AQUATICS
3. Offer recreational and lap swimming for approximately 850,000 patrons. Offer four
sessions of Learn to Swim in the summer at all pools and other water related courses
to approximately 3,000 patrons.
Lap Swim 83,030; Recreation Swim 97,185; Aquatic Classes 21,700; Age Group
88,847; Masters Swim 7,223;Novice Swim 18,361; High School Swim/Water
Polo 9,408; Summer Fun Programs not separated from rec swim totals; Public
and Private Schools usage for PE 2,353; Government(HFD, HPD, Coast Guard,
Army, etc.) 6,085; Total Attendance for fiscal year, so far 442,202 (includes
patrons "in area"- 108,010.)
KCAC and Honoka`a Pools were closed to the public for repairs during the
summer of 2019 and did not offer learn-to-swim;no learn-to-swim offered during
summer 2020 due to COVID-19.
4. Develop and distribute a quarterly brochure of County of Hawai`i pool facilities
highlighting recreational and adult lap swimming hours as well as water aerobics,
swim lessons, special events, activities and programs.
Each Senior Lifeguard developed a quarterly program guide for their facility.
The Aquatics Specialist published a quarterly program guide.
5. Conduct nine American Red Cross certification courses during the fiscal year.
Course offered Last day of class Instructor
Lifeguarding Review 09/17/19 Derek Simmons and Shae Kakos
Lifeguarding Review 11/18/19 Derek Simmons
Lifeguarding Review 11/18/19 Shae Kakos
Lifeguarding Review 11/29/19 Camille Benitez
Lifeguard Instructor/ 11/29/19 Alejandra Flores-Morikami
Instructor Trainer Review
Lifeguard Review 12/19/19 Lisa Nahuina
Water Safety Instructor 1/30/20 Alejandra Flores-Morikami
Lifeguarding Instructor 2/7/20 Alejandra Flores-Morikami
Review
Lifeguarding Review 2/7/20 Alejandra Flores-Morikami
Final Status Report on Program Objectives for FY 2019-20 25
PARKS & RECREATION
AQUATICS
6. Plan,promote and coordinate five Novice Swim meets serving approximately 350
participants during the August through October season.
The 2019 Novice Swim season had 229 swimmers.
Swim meets were as follows:
August 17th @ Laupahoehoe; August 24th @ Kawamoto, September 14th @
Kohala Pool, September 28th @ Konawaena, Championships @ Pahoa October
5th.
7. Sponsor one open water swim competition.
The 32"Annual Richardson Roughwater Swim was held on July 28th,2019.
There were 148 swimmers that finished the race. Next fiscal year,we will be
pushing the swim back a couple weeks, so there is sufficient time to procure
items for the event. There are no monies budgeted for this event.
8. Promote workplace safety for all staff by providing personal protective equipment
and safety training such as the blood borne pathogen training, on an ongoing basis.
Full-face respirators, rubber gloves, aprons, suits, and boots are provided for
pool lifeguards and pool custodians. Hazardous material training was
conducted to promote safe work practices. Annual Bloodborne pathogens
training and respirator fit tests were completed each year. Lifeguards are
provided with latex-free gloves,pocket mask, and other protective equipment
necessary when performing first aid.
9. Develop at least two partnerships with aquatics clubs to encourage competitive
aquatic sports throughout the island.
Partnerships were developed with USA Swim and Dive,BIIF,Easter Seals,Boys
& Girls Club, and Hawai`i Fire Dept.
10. Reduce utility costs at all facilities by implementing green technologies and proactive
practices.
Variable Frequency Drive (VFD) helps to save energy costs. VFDs have been
installed at all pools except NAS,Pahala,Kohala and Honoka`a. After
renovations to the NAS and Pahala facilities we hope to have VFDs installed.
Final Status Report on Program Objectives for FY 2019-20 26
PARKS & RECREATION
CULTURE & EDUCATION
1. Provide 105 workshops and classroom instructions in various disciplines, music,
dance, drama, arts, crafts, and natural sciences at established sites Countywide.
A total of 98 workshops and classroom instruction were conducted in various
disciplines, music, dance, drama, arts, crafts, and natural sciences at established
sites Countywide. Achieved 93% of projected goal as of 06/30/20.
As of March 24,2020, all classes and workshops were cancelled and special
events were postponed or cancelled.
2. Develop and conduct at least one Cultural/Community event per quarter to preserve
ethnic traditions and heritage, encourage craftsmanship and cottage industry.
FIRST QUARTER:
Fourth of July Car Cruise Paradise (Hawai`i Classic Cruizers)
Fourth of July Hilo Bay Blast
Fourth of July Band Concert.and Fireworks Display
Veterans of Foreign Wars Run/Walk
Queen Lili`uokalani Festival
SECOND QUARTER:
Hilo World Peace Festival
Hawaii and Shibukawa Sister Cities Children's Art Exchange Aupuni Center
Merrie Monarch Keiki Hula Competition
Christmas Wreath Exhibition at Aupuni Center
Magic of the Season Festivity
THIRD QUARTER:
27TH Annual Waimea Cherry Blossom Heritage Festival
Participant in the 32nd Annual Young At Art-EHCC Front Lanai
FOURTH QUARTER:
Boy's Day Display at County Building Koi (Fish)
Fourth of July Display at County Building (Tribute to Our Heroes)
Final Status Report on Program Objectives for FY 2019-20 27
PARKS & RECREATION
CULTURE & EDUCATION
3. Market programs by securing community involvement and financial support through
six partnerships/sponsorships.
Programs and projects marketed through partnerships and collaborations with
Pacific Radio Group,Lili`uokalani Trust, Hawaii Classic Cruisers,Destination
Hilo,Hawaii Tropical Flowers Association,,Blue Hawaii Helicopters,Big Island
Auto Club, CJ Promotions,Hawaii Ballroom Dance Association Hilo Chapter,
KWXX Radio, Soka Gakkai International Committee,International Committees
of Artists for Peace,Merrie Monarch Festival Committee,Friends of
Lili`uokalani Gardens, State of Hawaii-Transportation Department, State
Highways,Dept. of Land & Natural Resources and Hawaii Pyrotechnics.
4. Advertise and promote the Cultural &Education programs and activities through our
quarterly "Arts Visions"newsletter and media such as radio,television,periodicals
and newspapers.
Advertised and promoted events and programs through our quarterly program
guide,Hawaii County website,Hawaii Tribune Herald,West Hawaii Today,
Big Island Visitor's Bureau,Honolulu Star Advertiser,KITV,Hawaii News
Now,Hawaiian Airlines,Japanese Chamber of Commerce & Industry of
Hawaii, and Na Leo TV.
Final Status Report on Program Objectives for FY 2019-20 28
PARKS & RECREATION
ELDERLY ACTIVITIES
EAD Administration
1. The division will provide and/or facilitate a wide array of services and opportunities
and evaluate the quality of services provided by coordinating a service delivery
system that addresses the needs and interests of older adults. This will be
accomplished by providing comprehensive and coordinated services that is
represented by the division's six major programs. These programs provide services
for over 10,738 seniors annually. An evaluation is conducted on each program
annually to ensure goals are met.
Provided services to 12,492 seniors and conducted six annual evaluations.
2. The division will pursue help from persons and groups to improve and maintain P&R
facilities and enhance programs, services, and activities. This will be maintained by
the EAD Advisory Council which is made up of representatives from the 25 senior
citizen clubs, 15 nutrition sites and the RSVP Advisory Council that will conduct at
least one general meeting in January and six district meetings in July of each fiscal
year servicing 40 presidents/chairpersons island-wide.
Six combined Advisory Council district meetings were conducted in July and
one general meeting in January 2020.
3. The division will provide regular facility and safety inspections and training for staff
by maintaining an EAD Safety Committee with at least one representative of each
program meeting quarterly to enforce: safety procedures, improve unsafe conditions
affecting staff and seniors and give feedback to the department safety committee, as
needed. Additionally,they will conduct a safety on-site evaluation semi-annually
(January and July) of 32 senior center facilities and conduct safety evaluations and
training for 50 EAD staff.
EAD Safety Committee met three times to review, enforce, and improve safety
procedures. Conducted one semi-annual safety on-site evaluation of 32 senior
center facilities and 48 EAD staff received safety training.
Final Status Report on Program Objectives for FY 2019-20 29
PARKS & RECREATION
ELDERLY ACTIVITIES
4. In order to keep the public informed of its activities the division will:
• Produce at least one "Video Highlights" of the division's activities annually.
EAD produced one "Video Highlights" of the Kupuna Hula Festival.
• Maintain the division's Kupuna News magazine by providing information on all
EAD program activities and printing at least 3,000 copies for distribution to over
200 organizations four times annually.
Printed and distributed 3,000 copies of two issues of the Kupuna News
magazine.
EAD Recreation
1. Provide and promote active and passive recreational, cultural and leisure
opportunities to 2,500 unduplicated individuals 55 years and older island wide.
Provided active and passive recreational, cultural and leisure opportunities to
2,863 unduplicated individuals 55 years and older.
2. Provide and promote active and passive recreational, cultural and leisure '
opportunities for 1,000 senior club members 55 years and older at 26 senior
centers/sites.
Provided active and passive recreational, cultural and leisure opportunities for
1,083 senior club members 55 years and older at 26 senior centers/sites.
3. Serve 3,000 older adults in recreational, educational, health-related and cultural
classes island-wide.
Served 2,931 older adults in recreational, educational,health-related and
cultural classes.
4. Provide at least ten district wide activities for a total of 1,500 older adults in
Puna/Ka`u,North and South Hilo,North and South Kona,North and South Kohala,
and Hamakua.
Provided six district wide activities for 2,489 older adults.
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PARIS & RECREATION
ELDERLY ACTIVITIES
EAD Special Program
1. Provide at least seven countywide, state,national and international events for 2,600
older adults.
Provided six events for 2,935 older adults.
2. Serve a total of 1,350 older adults in at least four county-wide special events and
serve 800 older adults in one statewide event.
Served 1,248 older adults in three countywide special events and served 1,182
older adults in one statewide event.
3. Provide one cultural event for 300 older individuals on a county, state, and
international level that will attract a total of 1,200 attendees.
Provided two cultural events for 505 older individuals on a county, state, and
international level that attracted 1,380 attendees.
Final Status Report on Program Objectives for FY 2019-20 31
PARKS & RECREArTION
v.R... PANA'EWA RECREATIONAL COMPLEX
1. Focus on a natural rainforest theme by acquiring a minimum of one new rainforest
animal annually.
On November 4,2019, a Giant Anteater and Black& White Colobus Monkey
arrived at the zoo. Friends of Pana`ewa Zoo purchased both of these animals to
replace animals that had expired during the previous fiscal year.
2. Successfully breed at least one animal species for exhibit or to trade with other
facilities.
On July 26,2019,we were blessed with the arrival of a new baby Two-toed
Sloth.
During the past year we successfully bred 30 Bumble Bee Dart frogs and seven
Dyeing Dart frogs. Ten of the Bumble Bee Dart frogs were sent to the Honolulu
Zoo in a trade for eight of their Green &Black Dart frogs.
3. Work with Friends of the Zoo (FOZ)to host at least two events to promote the zoo
and increase the number of visitors.
FOZ Christmas for the animals tookP lace on December 7,2019 with a nice
crowd of zoo patrons following volunteers as our animals received gifts and food
enrichment.
The Annual Tiger Fun Day was cancelled due to our zoo closure for COVID-19
and ongoing construction work.
4. Work with community groups to help facilitate five major.volunteer projects to
maintain and improve the Zoo and/or Equestrian Center.
On October 19,2019, the Akaka Falls Lions Club repainted all of the pipe rails
on the tiger exhibit.
The Kiwins and Kiwanis clubs held a workday on October 26,2019 and worked
with Hawaii Forest Industry Association to weed, clean, and maintain the
Discovery Forest.
On January 4,2020,Adam Sako and his Boy Scout Troop installed an extension
to the zoo cycad gardens and planted additional cycads.
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PARIS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
5. Seek funding to reinstate the Zoo Information and Education Specialist and the zoo
educational program.
This was submitted as a supplemental budget request, but funding was not
available.
6. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian
Center:
a. host three rodeo events annually;
The arena was closed from 8/18/19 until 11/30/19 for a project to improve
drainage and to remove and replace the cinder and surfacing. There were no
rodeos during the first six months of the fiscal year.
The annual Pana`ewa Stampede Rodeo took place on February 15— 17,2020.
b. host three dressage events annually.
• Orchid Isle Eventing Fun Day—7/21/19
• Orchid Isle Eventing Show—8/11/19
❖ Due to COVID-19 and construction for ADA improvements, the zoo has been
closed as of March 25, 2020 and is currently scheduled to reopen on
December 1,2020. This closure has affected our ability to meet our program
objectives for the fiscal year.
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Administrative Permits
1-Public Assistance and Land Use Information: Identify solutions to streamline and
improve customer service at the counter and responding to land use inquiries and
confirming zoning requirements in the processing of building permits.
We have adapted to the many shifts and challenges that came with the COVID
pandemic and how we service the public. Staff having to conform to school's
distance learning programs have made in office staffing difficult. There are
currently four LUPC vacancies in Hilo and Kona,which add to the staffing
challenge. The volume of STVR's permits and launching the EnerGov system have
also been demanding much time from that staff we do have available.
2- Short Term Vacation Rental Permits: Initiate implementation of Short-Term
Vacation Rental permit requirements. In 2018,the County Council adopted an ordinance
to manage and register short-term vacation rentals in the County of Hawai`i. The
Department will work to register short-term vacation rentals in permitted districts,
monitor units granted non-conforming use certificates, and take enforcement actions.
Currently processing the STVR NUC renewal applications. STVR's have doubled
the volume of total permits that Planning handles; the division is unable to bring
itself to pre-STVR levels of efficiency and service. A third party vendor contract
has been executed to assist with gathering information of STVR advertisements
online and enforcement. Training of the third party software has been completed in
December. Evaluation of vendor performance will be done in the 3rd quarter of this
fiscal year.
3-Permits and Subdivision: Review administrative permits decision templates (Plan
Approval, Variances, Farm Dwellings, Ohana, De Minimis,Non-significant Zoning,
Home Occupations) for improving form, content, and writing style. Work cooperatively
and collaboratively with other County Departments and government agencies in the
permit and subdivision review process. Create opportunities to increase communication
and collaboration among Hilo and Kona Planners to development standards for consistent
processing of Permits. Track subdivision deadlines for bond and agreements.
Adding STVR permits to Planning has effectively doubled the number of permits
processed per year. Planner positions were provided as part of the STVR ordinance
but it isn't enough to support the doubling of the permit volume. Planners assigned
to reviewing subdivisions and other permits are being tasked with processing
STVR's.
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4- Complaints Investigation: Work cooperatively and collaboratively with other
divisions of the Department and government agencies in resolving complaints. Identify
sections within current codes, rules, and regulations that need further clarification,
interpretation, or revisions. Identify changes for managing,tracking, and streamlining
record keeping and monthly reporting of complaints.
The STVR ordinance added two inspectors, one inspector for each side of the island.
This makes a total of three inspectors for each office. In the Hilo office, due to
STVR applications, two of the three inspectors are having to process STVR renewal
applications because of their past experience of processing the first round of STVR
applications. As a result, during large portions of the year,Hilo was reduced to one
inspector for half the island.
Administrative Services
1-Records Management: Conversion of departmental files from physical to electronic
format facilitating easier and accurate access for the public which will reduce
expenditures in supplies and staff person-hours.
The clerical position for converting physical to electronic files has been vacant since
June. After a few rounds of interviews, the position has finally been filled in
December.
2-Personnel: Recruit for positions when they become vacant. Continue to evaluate
department structure and organization to help increase planning and regulatory functions.
Sustain practice for consistent staff evaluation and performance management.
Continued and ongoing.
3-Financial Management: Track and provide additional or expanded fiscal expenditure
reports to be used as managerial tools in the management of fiscal budget, Geothermal
funding, and CZM funding; work with managers to seek other sources of revenue.
Continued to provide fiscal documents to all Managers during monthly meetings.
Awarded a new grant from HIEMA, $195,726.75 in federal funds have been
awarded for hazard mitigation. Surplus CZM funds have been used to purchase
equipment and fund a public access pilot project.
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Long Range
1-Environmental Planning: Review all public access inquiries, environmental
assessments, and environmental impact statements. Create and approve an exemption list
for HRS 343 in line with other county and state agencies. Maintain the public access
geodatabase, enforce shoreline setbacks, and manage public access easements.
Administer the Coastal Zone Management grant and conduct research and analysis to
support planning in the Special Management Area. Participate in the Hawai`i Climate
Change Mitigation and Adaptation Commission and State Ocean Resources Management
Plan policy and working group meetings.
Division staff participated regularly in the Ocean Resources Management Plan
(ORMP) Coordinated Working Group Meetings. In addition, staff managed the
County's CZM contract and prepared the semi-annual progress reports. On behalf
of the County,Division staff attended and participated with the Hawaii Climate
Change Mitigation and Adaptation Commission and its subcommittees as required,
meeting schedules were impacted by COVID-19. Hawaii County continues to
collaborate with UHH Pacific Islands Climate Science Center efforts. Division staff
participated regularly in the South Kohala Coastal Partnership, including
attendance at the South Kohala All-Partners Gathering on October 9,2020.
Division staff attended a virtual CZM meeting related to SMA and shoreline
setbacks on Thursday,November 5,2020. Division staff attended the 2020 Pacific
Islands Climate Adaptation Science Center(PI-CASC) Science Summit November
17- 18th Zoom webinar. Division staff attended the 27th Annual Hawaii
Conservation Conference: Ola ka ',Una Momona; Managing for Abundance on
September 1 —3, 2020. Division staff reviewed all public access inquiries and
maintained public access records. Staff managed the CZM and FEMA hazard
mitigation grant to conduct the research necessary to establish a new shoreline
setback policy and rule. Division staff reviewed all environmental assessments and
environmental impact statements routed through the Department.
2-Regional and Community Planning: Complete comprehensive review and update to
the County's General Plan. Adopt and implement Community Development Plans in
collaboration with each district's Action Committee. Assist communities to develop and
implement town or village plans as needed. Continue to work with other County
departments, outside agencies, and the public on various long range planning initiatives.
The Division continued to prioritize revisions to the August 2019 Draft General Plan
to create the recommended draft of the County of Hawai'i General Plan. The
Division initiated revisions to the future land use map and facilitated an internal
review with Planning Department staff.
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COVID-19 impacted our work with CDP Action Committees. However, the
Division held a series of informational meetings with CDP Action Committees on
September 21-25,2020. These meetings were organized to share timely information
regarding CARES act funding and allow the AC members to brainstorm how,
within their role,AC members might shift to partner across districts and reach out
to the community to share this type of information and be organized for future
opportunities. These meetings include a presentation by Sharon Hirota and Diane
Ley about the various streams of CARES funds available.
The Division also convened the Hamakua CDP Action Committee for their first
meeting on December 15,2020 and held an Island-Wide Convening of all CDP
Action Committees on December 16, 2020.
The Division staff prepared a Resolution and attended County Council meetings to
support the approval of the County of Hawaii Complete Streets Design Concepts on
December 23,2020. The Division staff supported the adoption of the Vision Zero
Action Plan by the County Council on November 6,2020. Staff managed ongoing
training and capacity building utilizing funds from Hawaii Department of Health
Chronic Disease Prevention and Health Promotion Division. The Division staffed
and participated in meetings and ongoing projects for the Mayor's Active Living
Council and the Hilo Bayfront Trail Committee,Waimea Trails and Greenway
Committee.
3-Administrative Programs: Coordinate the development of the County's Capital
Improvement Program across departments and with the Administration. Manage the
Professional Services list for Planning-related disciplines. Provide administration for the
Board of Appeals.
The Division completed the preparation of the CIP and submitted it to Council. The
Division completed and submitted the Fair Share Annual Report to Council.
Division staff processed and managed the list of qualified providers of Professional
Services for the Department. The Division staffed five public hearings for the Board
of Appeals all held online using the Webex platform and processed 30 appeals
petitions, most of those appealing denials of the STVR permit. Regarding recovery
efforts from the 2018 Kilauea lava eruption, staff continued to participate in the
long-range planning efforts relative to the 2018 Kilauea Eruption recovery and
resilience.
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Planning Commissions
1-Windward and Leeward Planning Commissions: Continue to provide background
and recommendation reports for the Planning Director for land use applications to the
Windward and Leeward Planning Commissions. Continue to amend the Planning
Commission's Rules of Practice and Procedures, as appropriate, to define and/or refine
processes and requirements to better address the legal,technical, functional and financial
obligations of our Commissions to ensure a fair, balanced and more effective approach.in
the processing of requests or applications.
When COVID-19 began in March 2020, staff and the Planning Commission's
quickly adapted from holding in-person meetings to virtual meetings in order to
maintain social distancing while keeping development in the County moving
forward. In June 2020, monthly meetings resumed via WebEx and Youtube,which
provides the public the ability to give oral testimony and view the live meeting. The
Division will continue to make public information such as applications,
recommendation reports, and EA/EIS's available on the Department's website.
2-Cultural Resource Commission (CRC) and Banyan Drive Hawaii Redevelopment
Authority (BDHRA): For the CRC, we will continue to seek new opportunities to allow
the expertise of the members of the CRC to review and comment on projects that could
have an impact on cultural, archaeological, and/or historical resources across the County
of Hawai`i. For the BDHRA,we will continue to seek opportunities and advocate for
funding to allow the agency to operate under its own authority and management.
The CRC continued to meet on a monthly basis via WebEx. We will also be working
to further the conversation on the integration of cultural and historical
considerations into the planning and permitting processes. The BDHRA is
currently going through a restructuring and possible takeover by the State.
3-State Land Use Commission: Continue to support the Planning Director for State
Land Use Boundary Amendments, Special Permits, Order to Show Cause Motions, and
other SLU requests that are approved before the State Land Use Commission
LUC applications currently in process include:
• Ken Church- State Land Use Boundary Amendment(SLUBA) from
Conservation to Agricultural in the South Hilo district
• Hawai`i Island Land Trust-Amend the LUC Decision and Order to facilitate
HILT's forest management plan in the South Hilo district
• Kamehameha Schools- SLUBA from Conservation to Agricultural in the
Puna District
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• Kevin Barry- SLUBA from Conservation to Agricultural in the Puna District
4-Special Management Area: Continue to process all Special Management Area
(SMA)Assessments within the specified 60-day time-period,which includes a 15-day
review to accept or reject applications. Continue to create and implement the new SMA
short form for exemption determinations for non-shoreline parcels for quicker SMA
reviews.
The Division continued to review all uses, activities, and structures located in the
SMA and shoreline setback area to ensure the objectives of HRS Chapter 205A
related to protection of coastal resources was achieved.
5-Administration: Continue to explore methods of providing improved management
and enforcement of land use permits and ordinances, including improved coordination
between the various divisions within the Planning Department and affected agencies,to
ensure that the requirements of these permits and ordinances are implemented in a timely,
complete and effective manner.
The Division has held several Planning Commission meetings to discuss how to
handle time extensions for PC-approved permits since there have been many recent
permits that are over a decade old with no plans for future development.
West Hawai`i
1-Public Assistance and Land Use Information: Identify solutions to streamline and
improve customer service at the counter and responding to land use inquiries and
confirming zoning requirements in the processing of building permits.
We have adapted to the many shifts and challenges that came with the COVID-19
pandemic and how we service the public. Vacancies, staff shortages,,STVR's, etc
have made meeting this goal a bit more challenging.
2-Short-Term Vacation Rental Permits: Initiate implementation of Short-Term
Vacation Rental permit requirements. In 2018, the County Council adopted an ordinance
to manage and register short-term vacation rentals in the County of Hawai`i. The
Department will work to register short-term vacation rentals in permitted districts,
monitor units granted non-conforming use certificates, and take enforcement actions
Have been processing the STVR NUC renewal applications. STVR's have doubled
the volume of total permits that Planning handles; the division has been unable to
Six Month Progress Report on Program Objectives for FY 2020-21 6
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bring itself to pre-STVR levels of efficiency and service. A third party vendor
contract
has been executed to assist with gathering information of STVR advertisements
online and enforcement. Training of the third party software has been completed in
December. Evaluation of vendor performance will be done in the 3rd quarter of this
fiscal year.
3-Permits and Subdivision: Review and process administrative permits in a timely and
efficient manner. Work cooperatively and collaboratively with applicants, other County
departments and government agencies in the permit and subdivision review process.
Create opportunities to increase communication and collaboration among Hilo and Kona
staff to develop standards for consistent processing of permits.
Adding STVR permits effectively doubled the number of permits processed per
year. Planner positions were provided as part of the STVR ordinance but it hasn't
been enough to support the doubling of the permit volume. Subdivisions are
handled through the filo office.
4-Complaints and Investigation: Work cooperatively and collaboratively with other
divisions of the Department and government agencies in resolving complaints. Identify
sections within current codes, rules, and regulations that need further clarification,
interpretation, or revisions. Identify changes for managing,tracking, and streamlining
record keeping and monthly reporting of complaints.
The STVR ordinance addedtwo2 inspectors, one inspector for each side of the
island. This makes a total of three inspectors for each office. West Hawai`i's Clerk
II position has been vacant and one of the inspectors has had to fill in to keep work
flowing. Position was permanently filled this past fall 2020. Another inspector has
been tasked with assisting the EnerGov project.
5-Other Planning Programs: Staff and support Kailua Village Design Commission.
Achieved and ongoing.
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1. Process all SMA Assessments and Permit applications in the required time limit as
specified by law and the County's Rules and Regulations.
Achieved and ongoing.
2. Conduct site investigation of alleged violations within two weeks of receipt of
complaints.
Achieved and ongoing.
3. Monitor all CZM-related legislative bills during the State Legislative session and
provide testimonies as needed(January to May).
Achieved and ongoing.
4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC)meetings, which
are normally held every other month as budgetary constraints will allow.
Achieved and ongoing.
5. Attend all State Office of Planning's CZM County Directors meetings, Ocean
Resources Management Plan policy and working group meetings and subcommittee
meetings as budgetary constraints will allow.
Achieved and ongoing.
6. As a public participation measure,provide a written report to the State Office of
Planning CZM Program of all SMA Permit applications and their status.
Achieved and ongoing.
7. Continue to advertise Planning Commission agenda and hearing notices for all SMA
and SSV Permit applications as required by law.
Achieved and ongoing.
8. Provide the Office of Planning with semi-annual reports within seven days after
December 31st, and June 30th of the Fiscal year.
Achieved and ongoing.
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9. Continue to review Planning Commission and Planning Department Rules for
compliance with enacted State laws and draft amendments to the rules for adoption.
Achieved and ongoing.
Six Month Progress Report on Program Objectives for FY 2020-21 9
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Administrative Permits
1-Public Assistance and Land Use Information: Identify solutions to streamline and
improve customer service at the counter and responding to land use inquiries and
confirming zoning requirements in the processing of building permits. The Planning
Department returned building permit responsibilities to the Department of Public Works
toward the end of 2018. Create opportunities to increase communication and
collaboration among Hilo and Kona Land Use Plan Checkers to develop standards for
providing consistent information and public service.
Despite the challenges of the COVID-19 pandemic, the Land Use Plans Checkers
have continued to conduct land use and building permit intake review of residential
and non-residential permits, and other applications which require land use review.
Land Use Plans Checkers have steadily received renewal applications for non-
conforming use certificate (NUC) short-term vacation rentals (STVR). The volume
of STVR and NUC renewals were significantly less than the amount of applications
last year.
2- Short-Term Vacation Rental Permits: Initiate implementation of Short-Term
Vacation Rental permit requirements. In 2018,the County Council adopted an ordinance
to manage and register short-term vacation rentals in the County of Hawai`i. The
Planning Department is the agency assigned to this task.
Implementation of Short-Term Vacation Rental permits was one of four major
tasks (Lava Recovery, General Plan Update, Short-Term Vacation Rentals, and
EnerGov) the Planning Department was assigned during 2019. The Administrative
Permits Division was assigned Short-Term Vacation Rentals and EnerGov. With
the assistance of the West Hawaii Division,Planning was able to process
approximately 4,000 STVR applications. Processing about 1,000 renewal
applications for STVR with a nonconforming use certificate began in June 2020.
3-Permits and Subdivision: Review administrative permits decision templates (Plan
Approval, Variances, Farm Dwellings, Ohana, De Minimis,Non-significant Zoning,
Home Occupations) for improving form, content, and writing style. Work cooperatively
and collaboratively with other County Departments and government agencies in the
permit and subdivision review process. Create opportunities to increase communication
Final Status Report on Program Objectives for FY 2019-20 1
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and collaboration among Hilo and Kona Planners to development standards for consistent
processing of Permits. Track subdivision deadlines for bond and agreements.
Division staff has continued to provide necessary guidance to the public for the
myriad of regulatory frameworks that govern the use of lands within this County.
This was achieved by having a broader understanding of Federal, State and local
laws that may affect how lands are used or developed, instead of simply focusing on
local regulations. The Planning Department worked with the Department of Public
Works and Department of Information Technology to design and test EnerGov, the
online permit application submission, review, and approvals system that integrates
processes and collectively tracks compliance requirements,workflows, and the
progress of plans and permits issued by the County. EnerGov has been the other
significant lift for the Division. This responsibility for developing and deploying
EnerGov was split between the Administrative Permits Division and the
Administrative Services Division. However, because Administrative Services lost
their manager late 2019, the bulk of the management of the EnerGov systems
development and implementation has fallen to the Administrative Permits Division.
The Administrative Services Division has provided significant participation and
support. Roughly 40 percent of the staff in the Administrative Permits Division was
and is still involved with the launch of EnerGov. We anticipate that even with a
March 2021 go live date, the Administrative Permits Division understands that
there will be a necessary post launch support of EnerGov.
4- Complaints Investigation: Work cooperatively and collaboratively with other
Planning Divisions and government agencies in resolving complaints. Identify sections
within current codes,rules, and regulations that need further clarification, interpretation,
or revisions. Identify changes for managing,tracking, and streamlining record keeping
and monthly reporting of complaints.
Inspectors from the Hilo and Kona offices have shared and discussed common
issues in order to build their experience and bring consistency to their work across
the team. Compliance challenges with junk yards, chickens, multiple dwellings, and
special events are ongoing. The County Council passed legislation regulating
"unhosted" short-term vacation rentals that assigns significant investigation and
enforcement responsibility to the Department. Inspectors were and are still part of
the EnerGov implementation.
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5- Staff and Organizational Development: Identify training needs and opportunities
for building leadership and strengthening skills to improve customer service, work
product standards, and meeting deadlines. Create and compile an Administrative Permits
Manual of Operations (MOP) and organizational governance structure to assist staff in
understanding responsibilities and priorities of the Administrative Permits Division.
Continue to meet to discuss subjects of interest with Kona staff to identify interim steps
that lead to resolution of outstanding and controversial issues. Initiate new efforts that
lead to organizational sustainability and staff health and wellbeing. When available,
utilize interns and senior employees to assist in initiating first steps for projects that are
deferred due to lack of funding or staff
Much of the Division has been tasked with the testing and deployment of EnerGov
for Planning. The Division has coordinated its activities with the department's West
Hawaii Division to ensure consistent interpretation, application and processing of
Short-Term Vacation Rental applications and EnerGov development and
deployment.
Administrative Services
1-Records Management: Conversion of departmental files from physical to electronic
format facilitating easier and accurate access for the public which will reduce
expenditures in supplies and staff person-hours.
The Division has worked towards an effective records management and digitization
of Department files. Equipping staff with Laserfiche licenses,Adobe Acrobat and
scanning equipment has helped the Department move in this direction. The
Department made effort to reduce the creation and storage of new paper files.
2-Personnel: Recruit for positions when they become vacant. Continue to evaluate
department structure and organization to help increase planning and regulatory functions.
Seek training opportunities without impacting the budget with emphasis on customer
service skills; work towards inter-divisional cross-training of staff Sustain practice for
consistent staff evaluation and performance management.
Planning has filled all but one of the STVR positions in FY 2019-20. The remaining
STVR position will be filled in early FY 2020-21. Most of the Disaster and Recovery
positions have been filled. A few positions remain to be filled in FY 2020-21. There
are still several new vacancies that were created towards the end of FY 2019-20 due
to promotions, retirement, etc. The recruitment for these vacant positions is
actively being worked on.
Final Status Report on Program Objectives for FY 2019-20 3
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3-Funding: Track and provide additional or expanded fiscal expenditure reports to be
used as managerial tools in the management of fiscal budget, Geothermal funding, and
CZM funding; work with managers to seek other sources of revenue.
The Department neither received nor processed any new applications to the
Geothermal Relocation and Community Benefits Fund for FY 2019-20. The
Division has worked across the Department to use financial reporting as tools to
manage budget and County resources. Staff have taken on a collaborative approach
where budgeting,financial analysis and reporting are bottom lined by the Division
with input and full visibility of division managers and the department heads in
terms of actual and projected spending through monthly updates. The Division has
worked with the State Office of Planning to streamline the CZM match reporting
requirements to decrease the amount of paperwork and time required to tabulate
match amounts every month and produce reports with supporting documentation
every six months.
Long Range
1-Environmental Planning: Review all public access inquiries, environmental
assessments, and environmental impact statements. Create and approve an exemption list
for HRS 343 in line with other county and state agencies. Maintain the public access
geodatabase, enforce shoreline setbacks, and manage public access easements. Manage
the Coastal Zone Management(CZM) contract and produce the CZM semi-annual and
annual reports; and continue drafting a new or amended Planning Department rule for
shoreline setbacks. Attend all State Office of Planning's CZM County Directors'
meetings, Ocean Resources Management Plan(ORMP)policy and working group
meetings. Review and analyze the County's SMA boundaries and rules for possible
amendments as needed.
Division staff participated regularly in the Ocean Resources Management Plan
(ORMP) monthly working group and quarterly policy group meetings. In addition,
staff managed the County's CZM contract and prepared and submitted the semi-
annual progress reports on July 7,2020. On behalf of the County,Division staff
attended and participated with the Hawaii Climate Change Mitigation and
Adaptation Commission and its subcommittees as required. Hawaii County
continues to collaborate with UHH Pacific Islands Climate Science Center
efforts. Division staff participated regularly in the South Kohala Coastal
Partnership. Division staff attended the Hawai`i's Shoreline seminar on November
14 & 15,2019. Division staff attended the 2020 Hawai`i Climate Conference on
January 13-14. Division staff attended the 2020 Hawaii Infrastructure Funding
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Forum on January 23 sponsored by the EPA, the Environmental Finance Center at
Sacramento State University, and State of Hawai`i Dept. of Health. Division staff
reviewed'all public access inquiries and maintained public access records. Staff also
secured a FEMA hazard mitigation grant to conduct the research necessary to
establish a new shoreline setback policy and rule. Division staff reviewed all
environmental assessments and environmental impact statements routed through
the Department.
2-Regional and Community Planning: General Plan(GP): Draft and facilitate GP
amendments as needed. Community Development Plans (CDP): Adopt and
implementation and manage the Action Committees. Village Plans: Assist communities
to develop and implement town or village plans as needed. Continue to work with other
County departments, outside agencies, and the public on various long-range planning
initiatives. Evaluate and develop a more formal public access program, including
required code amendments. Kickoff the Complete Streets Program, which is already
funded and contracted.
The Division participated in over 90 meetings and workshops island wide relative to
the General Plan Comprehensive Update and Community Development Plans (CDP)
Action Committee Implementation.
• Puna Community Development Plan -Puna Roads Connectivity Committee
has worked on implementing subdivision connectivity. Puna CDP was an
integral part of the 2018 Kilauea lava eruption recovery planning efforts.
• Ka`u Community Development Plan-The Planning Department and
Mayor's Office worked to appoint members of the Action Committee.
• Hamakua Community Development Plan-Action Committee members
were appointed in November 2019.
• North Kohala Community Development Plan—The Planning Department
and Mayor's Office have worked to appoint members to the Action
Committee. The Public Access Group has improved and increased
mileage of trails in the region.
• South Kohala Community Development Plan-TheAction Committee has
continued work on implementation. A subcommittee was formed to help
address the improvements needed for the Waikoloa Intersection.
• Kona Community Development Plan-TheAction Committee continued to
work on implementation. CDP amendments were adopted in September
2019. Funding has been secured for the Kona Open Space Network.
Final Status Report on Program Objectives for FY 2019-20 5
PLANNING
PLANNING
The Division collaborated with DPW in drafting County of Hawaii
Roadway Design Manual and Updated Roadway Standards that
incorporates Complete Streets Design Concepts. The Division staffed and
participated in the County's Vision Zero Action Plan Taskforce. Staff
managed ongoing training and capacity building utilizing funds from
Hawaii Department of Health Chronic Disease Prevention and Health
Promotion Division. Division staff along with staff from DPW attended a
Comprehensive Bikeway Design Workshop at Portland State
University. The Division staffed and participated in monthly meetings and
ongoing projects for the Mayor's Active Living Council and the Hilo
Bayfront TrailCommittee,Waimea Trails and Greenway Committee and
Puna Roads Connectivity Group.
3-Administrative Programs: Produce annual reports and/or facilitate the management
of: Capital Improvement Program Budget Package; Professional Services; Zoning Code
and Subdivision Code Amendments (as needed); Planning Department and Board of
Appeals rule amendments (as needed); and review and comment on State legislation(as
needed). Continue with the comprehensive review of the County of Hawai`i General
Plan.
The Division completed the preparation of the CIP and submitted it to
Council. The Division completed and submitted the Fair Share Annual Report to
Council. Division staff processed and managed the list of qualified providers of
Professional Services for the Department. The division continues to prioritize
revisions to the August 2019 Draft General Plan to create the recommended draft of
the County of Hawaii General Plan.
4-Other Planning Programs: Staff and support: Board of Appeals; CDP Action and
Steering Committees; ORMP Policy and Working Group Committees; Hawaii Climate
Change Mitigation and Adaptation Commission; County Arborist Committee; DOT
Pedestrian Plan Technical Advisory committee (TAC); DOT Bike Plan TAC; DOT
Regional Long Range Transportation Plan TAC; DOT Sub-Statewide Transportation
Advisory Committee; and DOT Urban Boundary and Functional Classification TAC,
DOT Freight State Plan TAC, and other regional/island wide Long Range Planning
priorities.
The Division staffed five public hearings for the Board of Appeals and processed 75
appeals petitions, most of those appealing denials of the STVR permit. Regarding
recovery efforts from the 2018 Kilauea lava eruption, staff has participated in the
long-range planning efforts relative to the 2018 Kilauea Eruption recovery
Final Status Report on Program Objectives for FY 2019-20 6
PLANNING
PLANNING
and resilience. Staff participated in various meetings and workshops held by the
Hawaii Department of Transportation regarding the Statewide Transportation
Plan,the State Transportation Action Committee, Climate Change Effects on
Infrastructure, and Virtual Public Involvement.
Planning
1-Windward and Leeward Planning Commissions: Continue to provide background
and recommendation reports for the Planning Director for land use applications to the
Windward and Leeward Planning Commission. Continue to amend the Planning
Commission's Rules of Practice and Procedures, as appropriate, to define and/or refine
processes and requirements to better address the legal,technical, functional and financial
obligations of our Commissions to ensure a fair,balanced and more effective approach in
the processing of requests or applications. Continue to review processes to structure
submittals before the Commissions to ensure adequacy of information that facilitates
review by the Planning Department, affected agencies, and the public. Continue to work
on moving application fees situated throughout the Planning Commission Rules,
Planning Department Rules and the Zoning Code to be placed in a fee schedule in the
beginning of the Planning Commission and the Planning Department Rules to support the
transition to an online permit application system.
The Division has processed several key code amendments, including the Primary
Airport code amendment as well as the medical, massage, chiropractic, and
acupuncture clinic code amendments. Division staff continued to manage resources
to ensure efficiency and effectiveness in processing applications and code
amendments before the Windward and Leeward Planning Commissions in a timely
manner. The Division has been assisting the Administrative Permits Division with
the backlog of building permits as well as the transition to EnerGov
2-Cultural Resource Commission (CRC) and Banyan Drive Hawaii Redevelopment
Authority (BDHRA): Continue to provide support to the CRC and the BDHRA. For
the CRC,we will continue to seek new opportunities to allow the expertise of the
members of the CRC to review and comment on projects that could have an impact on
cultural, archaeological, and/or historical resources across the County of Hawai`i. We
will also be working towards developing session(s) for the upcoming HCPO to further
the conversation on the integration of cultural and historical considerations into planning
and permitting processes. For the BDHRA, we will continue to seek opportunities and
Final Status Report on Program Objectives for FY 2019-20 7
PLANNING
PLANNING
advocate for funding to allow the agency to operate under its own authority and
management.
The Division provided assistance with the Department's Zoning Inspectors to
investigate SMA violations. The Division assisted with State Land Use Boundary
Amendments, Special Permits, and/or Order to Show Cause Issuances that go
before the State Land Use Commission. The BDHRA meets on a monthly basis to
discuss the management and implementation of the redevelopment of the Banyan
Drive area.
3-State Land Use Commission: Continue to support the Planning Director for State
Land Use Boundary Amendments, Special Permits, Order to Show Cause Motions, and
other SLU requests that are approved before the State Land Use Commission.
There have been a number of Land Use Permit applications before the State Land
Use Commission recently, including Waikoloa Mauka and U of N Bencorp, in which
the Division has assisted the Director in representing the County of Hawaii. There
are a number of new applications scheduled in the near future and the Division will
continue to support the Director for these as well.
4-Special Management Area Assessments: Continue to process all Special
Management Area(SMA)Assessments within the new, specified 60-day time-period,
which includes a 15-day review to accept or reject applications. Continue to create and
implement the new SMA short form for exemption determinations for non-shoreline
parcels for quicker SMA reviews.
_ The Division continued to provide assistance to the Department's Zoning Inspectors
for SMA—Shoreline Setback violations. The Division continues to process all SMA
Major Use Permit applications that go before the Planning Commission and SMA
Assessment applications.
5-Administration: Continue to explore methods of providing improved management
and enforcement of land use permits and ordinances, including improved coordination
between the various divisions within the Planning Department and affected agencies, to
ensure that the requirements of these permits and ordinances are implemented in a timely,
complete and effective manner. Seek opportunities for cross-training of support staff
between the various boards and commissions to provide broader support functions.
Division staff worked to improve presentation dynamics at both Planning
Commission meetings to better convey information to the Commission, its support
Final Status Report on Program Objectives for FY 2019-20 8
PLANNING
PI,Al\Tl®TIliTG
staff, and the general public. These efforts included the use of PowerPoint
presentations,videos, geographic information overlay on aerial photos, and point of-
reference photos to give a sense of what is on the ground and where a project site is
located and its relevancy to the surrounding environment and community. More
information provided to our Commissioners leads to better and more-informed
decisions. Additionally,with the recent COVID-19 pandemic, the Commission
meetings have been virtual utilizing the Webex platform and YouTube video
streaming.
West Hawaii
1-Permit/Application Processing: Process applications and refine workflow to
increase efficiency. Continue to explore opportunities whereby workflows affecting
lands on the west side of Hawai`i Island can be de-centralized from the main office in
Hilo and re-directed for processing through the department's West Hawaii Division.
Continue to receive and process variance approvals.
Building permit intake has reverted back to the Department of Public Works,
Building Division, however Land Use Plans Checkers continued with land use and
building permit application review of residential and non-residential building
permits and applications that require land use review. The Division has continued
to receive a high number of land use inquiries over the counter, by email, and by
phone, and continued to provide many of the application review and processing
services that were previously only available in the Hilo office. Division staff has and
will continue to work with Tyler Technologies Inc. to develop and implement
EnerGov.
2- Short-Term Vacation Rental Permits: Initiate implementation of short-term
vacation rental permit requirements. In 2018,the County Council adopted an ordinance
to manage and register short-term vacation rentals in the County of Hawai`i. The
planning department is the agency assigned to this task.
With the help of the Administrative Permits Division,Planning received and
processed approximately 4,000 short-term vacation rental applications.
3- Complaints Investigation: Work cooperatively and collaboratively with other
Planning Divisions and government agencies in resolving complaints. Identify sections
within current codes, rules, and regulations that need further clarification, interpretation,
•
Final Status Report on Program Objectives for FY 2019-20 9
PLANNING
PLANNING
or revisions. Identify changes for managing,tracking, and streamlining record keeping
and monthly reporting of complaints.
Planning Inspectors received complaints on alleged zoning code and SMA
violations. Planning Inspectors investigated and,when necessary, issued Notices of
Violations. Kona and Hilo staff have met to discuss common violation issues on a
monthly basis.
4-Other Planning Programs: Staff and support Kailua Village Design Commission.
The Kailua Village Design Commission examined nine projects in the Kailua Village
Special District. The Commission and Division staff continued to work with
applicants to develop buildings and signage to be as consistent with the Kailua
Village Master Plan Design Guidelines. The Commission has worked toward
coordinating with the Department of Public Works to have Building Division
participate during the Kailua Village Design Commission meetings when signs and
sign variance applications are being considered in the Kailua Village Special
District. The Division provided staff for the Kona CDP Design Center to provide an
interactive review by County and State agencies for"Smart Code" projects in the
Kona CDP area, and the Design Center provided analysis of how proposed Master
Plan projects were planning to implement"Smart Code". The Design Center
provided analysis of Master Plan projects including the Palamanui project mauka
of Keahole Airport and the Lili`uokalani Trust Makalapua project in Kailua.
Final Status Report on Program Objectives for FY 2019-20 10
PLANNING
COASTAL ZONE MANAGEMENT
1. Process all SMA Assessments and Permit applications in the required time limit as
specified by law and the County's Rules and Regulations.
Completed.
2. Conduct site investigation of alleged violations within two weeks of receipt of
complaints.
Completed.
3. Monitor all CZM-related legislative bills during the State Legislative session and
provide testimonies as needed (January to May).
Completed.
4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC)meetings, which
are normally held every other month as budgetary constraints will allow.
Completed.
5. Attend all State Office of Planning's CZM County Directors meetings, Ocean
Resources Management Plan policy and working group meetings and subcommittee
meetings as budgetary constraints will allow.
Completed.
6. As a public participation measure,provide a written report to the State Office of
Planning CZM Program of all SMA Permit applications and their status.
Completed.
7. Continue to advertise Planning Commission agenda and hearing notices for all SMA
and SSV Permit applications as required by law.
Completed.
8. Provide the Office of Planning with semi-annual reports within seven days after
December 31st, and June 30th of the Fiscal year.
All reports have been sent.
Final Status Report on Program Objectives for FY 2019-20 11
PLANNING
COASTAL ZONE MANAGEMENT
9. Continue to review Planning Commission and Planning Department Rules for
compliance with enacted State laws and draft amendments to the rules for adoption.
Completed.
Final Status Report on Program Objectives for FY 2019-20 12
r8
POLICE
ADMINISTRATIVE SERVICES BUREAU ._µ.
Administrative Services Division
ADMINISTRATIVE SERVICES DIVISION
1. To accommodate at least 95% of requests for public safety/health talks from the
community.
Of 25 requests for public safety/health talks, accommodated 25 requests, or
100% of requests.
2. To accommodate at least 95% of requests for station tours for students and
community members.
There were no requests for station tours.
3. Conduct drug screening of all sworn personnel and initiate pre-employment testing
of civilian personnel.
With the exception of sworn personnel on extended leaves of absences, a total
of 122 (of 437) sworn personnel or 28% of sworn staffing was tested.
No approval from HGEA to initiate pre-employment drug testing of applicants
for civilian positions.
4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80%
vacancies for civilian positions by end of fiscal year.
Conducted constant recruitment and filled at least 90% of sworn positions (433
out of 483 authorized positions).
Conducted constant recruitment and filled at least 83% of civilian staffing(129
out of 155 positions filled).
5. Improve competence and professionalism of sworn and civilian personnel through
advanced equipment purchases and provide 25,000 hours of on-going training.
Department personnel received a total of 14,312.25 hours of training, achieving
an average of 57% of on-going training.
Six Month Progress Report on Program Objectives for FY 2020-21 1
POLICE
ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
6. Maintain the level of proficiency in the Word Processing Center with a turnaround
time of less than ten days for processing reports.
The average turnaround time for police reports transcribed by the Word
Processing Center is 2.7 days.
7. Process 85% of requisitions received from districts and bureaus within a month.
Processed 3,025 out of 3,120 requisitions received or approximately 97% of
requisitions received.
8. Fill 90% of all special duty requests for officers.
Filled 2,008 out of 2,221 requests for special duty or 90% of requests.
9. Compile a listing of all outstanding leave papers and distribute to district
commanders bimonthly.
Collected and submitted to commanders a listing of 384 of 384 outstanding
leave applications, for a total of 100% outstanding leave applications.
10. Fill 90% of requests for storeroom supplies within the month.
Filled 2,293 out of 2,293 requests for storeroom supplies or 100% of requests.
Six Month Progress Report on Program Objectives for FY 2020-21 2
POLICE
ADMINISTRATIVE SERVICES BUREAU
Technical Services Division
TECHNICAL SERVICES DIVISION
1. Process and issue at least 95% of road closure permits within the month received.
Processed 22 out of 22 road closure permits within the month received, or
100% of road closure permits.
2. Issue at least 95% of traffic violation letters to vehicle owners within a week.
Issued 48 out of 50 violation letters to vehicle owners within a week of receipt,
or 96% of violation letters.
3. Process at least 95% of firearms permits within two weeks.
Processed 2,815 out of 3,116 firearms permits within two weeks, or 90% of
firearms permits.
4. Complete at least 95% of requests for mobile radio systems per month.
Completed 45 equipment installations out of 45 requested within 21 working
days of the date of request, or 100% of radio installations.
5. Conduct at least 96 radio site inspections.
Conducted 69 radio-site inspections or 72% of radio-site inspections.
6. Process and dispatch personnel to 100% of calls for service received.
The Dispatch Section processed and dispatched personnel to 82,756 of the
82,756 calls for service received, or 100% of calls for service.
Six Month Progress Report on Program Objectives for FY 2020-21 3
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Criminal Intelligence Unit
1. Complete 90% of assignments within 30 days.
Completed 128 out of 128 assignments received within 30 days, or 100% of
assignments.
2. Complete 90% of criminal history checks of prospective employees of the
department, as well as other federal, state and local law enforcement agencies
within 30 days.
Completed 128 out of 128 criminal history checks within the specified 30-day
limitation, or 100% of criminal history checks.
3. Develop, maintain and disseminate intelligence information, which can be utilized
to produce no less than 11 criminal investigations per month.
Provided intelligence information,which in whole or in part led to the
initiating of 11 criminal investigations, or 8% of criminal investigations.
4. Compile,produce, analyze and forward to police administrators no less than 32
intelligence reports per month.
Completed 154 control reports, or 40% of intelligence reports.
5. Provide assistance to other elements within the police department either through
intelligence briefings on current crime trends and/or through no less than 12
in-service training sessions per month.
Provided 72 in-service briefings and training sessions for departmental
personnel, or 50% of in-service briefings.
6. Conduct four presentations to semi-annual statewide Inter-County Criminal
Intelligence Unit(ICCIU) conferences on major criminal activity within this
jurisdiction, along with gathering criminal intelligence from other jurisdictions,
which may have a connection to our jurisdiction.
No presentations at semi-annual statewide Inter-County Criminal Intelligence
Unit (ICCIU) conferences were conducted due to cancelation of conferences.
Six Month Progress Report on Program Objectives for FY 2020-21 4
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Office of Professional Standards
1. Conduct complete and thorough internal investigations seeking a monthly clearance
rate of 67%.
Of the 13 internal investigations initiated, completed six internal investigations,
or 46% of internal investigations.
2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate
of 85%.
Completed 25 of the 25 internal inquiries, or 100% of internal inquiries.
3. Conduct no less than two monthly random and unannounced inspections of the
different elements within the department to ensure compliance with rules and
regulations.
Conducted 18 monthly inspections, or 75% of unannounced inspections.
4. Provide no less than three monthly in-service training sessions to other elements
within the department to prevent and deter employee misconduct, as well as to
ensure procedural compliance in the investigation of employee misconduct.
Conducted a total of 18 in-service training sessions, or 50% of in-service
training sessions.
5. Compile and provide a yearly report to the state legislature on certain specific
aspects of discipline meted out by the department as required by law.
Work was begun on the yearly report which was submitted to the State
Legislature on January 5,2021.
Six Month Progress Report on Program Objectives for FY 2020-21 5
POLICE
OPERATIONS BUREAUS
1. To achieve a burglary clearance rate of 30%.
Of 362 burglary cases initiated, 72 cases were cleared, or 19.89% of burglary
clearance rate.
2. To achieve a theft/auto theft clearance rate of 30%.
Of 2,197 theft cases initiated,377 cases were cleared, or 17.16% of theft
clearance rate.
3. To achieve a robbery clearance rate of 60%.
Of 34 robbery cases initiated, 13 cases were cleared, or 38.24% robbery
clearance rate.
4. To maintain a sexual assault clearance rate of 80%.
Of 92 sexual assault investigations initiated,22 cases were cleared, or 23.91%
sexual assault clearance rate.
5. To attain at least a 65% service of court documents received.
Served 3,715 court documents of which 5 959 were received, or approximately
PP Y
62% service of court documents.
6. To conduct 720 hard drug investigations (heroin, cocaine and crystal
methamphetamine).
Initiated 314 hard drug cases, or 44% of hard drug investigations.
7. Crime Lab to achieve an assignment clearance rate of 90%.
Cleared 679 cases of the 598 cases assigned for a total of 114% clearance.
8. HI-PAL to serve 60 youths in three age groups for each month and a 36%
participation of"at-risk youths" out of all youths served.
Served a combined total of 95 youths for the three age groups; of this total, 50
or 53% were "at risk youths."
Six Month Progress Report on Program Objectives for FY 2020-21 6
POLICE
OPERA'I'I011TS BUREAUS
9. Community Policing Program to complete at least 40 problem-solving activities and
40 crime prevention activities annually, through the development of partnerships
directed at resolving community-police problems resulting in the improvement of
the quality of life for all citizens.
Completed 86 problem-solving activities or 215% of problem-solving
Activities; and 55 crime prevention activities or 138% of crime prevention
activities.
10. Community Policing Program to complete at least 96 abandoned vehicle/
beautification projects annually,through the development of partnerships with the
community.
Completed 77 abandoned vehicle/beautification projects, or 80% of projects.
11. To provide at least four D.A.R.E. curriculum (core classes) and/or training per
month through the department's School Resource Officer Program.
Provided ten D.A.R.E. classes (virtual) involving approximately 253 students
from five schools and zero training programs, or 21% of classes/training.
Six Month Progress Report on Program Objectives for FY 2020-21 7
POLICE
GRAN' REVENUES
1. HI IMPACT (Hawai`i HIDTA $208,100) -To combat the methamphetamine (ICE)
problem in the County of Hawai`i by conducting various sting operations.
Of$208,100 expected,we received $159,311.
2. Occupant Protection(State Department of Transportation$90,000) -To conduct
seatbelt enforcement and child restraint roadblocks.
Of$90,000 expected,we received $57,671.
3. High Speed Enforcement(State Department of Transportation$171,036) - To
provide for additional enforcement dealing with speeding violations.
Of$171,036 expected,we received $255,545.
4. Roadblock Program(State Department of Transportation, Sobriety Checkpoint
$200,000) to conduct DUI roadblocks to minimize fatalities and injuries.
Of$200,000 expected,we received $113,232.
5. Traffic Investigation(State Department of Transportation$105,840) - To reduce the
number of alcohol-related fatalities and injuries, increase public awareness, and
provide a constant deterrence against drunk driving.
Of$105,840 expected,we received $5,975.
6. Data Records (State Department of Transportation$56,520) -To transfer completed
Motor Vehicle Accident Reports (MVAR)to Hawai`i Department of Transportation
(HDOT)within three months and HPD traffic citations to the District Courts within
six days of issuance to ensure compliance with national standards.
Of$56,520 expected,we received $4,384.
7. SAFE Standby Pay (State Department of the Attorney General $56,000) - To
improve the department's response to violent sex crimes,physical abuse and crimes
of violence against women.
Of$56,000 expected,we received $0.
Six Month Progress Report on Program Objectives for FY 2020-21 8
POLICE
GRANT REVENUES
8. Distracted Driving (State Department of Transportation$65,000)—To reduce the
number of drivers using an electronic mobile device while operating a motor
vehicle by conducting checkpoints and issuing citations.
Of$65,000 expected,we received $26,194.
9. Department of Health—Tobacco Sting (State Department of Health$16,000)—To
provide continued enforcement of the State Law Prohibiting Alcohol Sales to
minors in the County of Hawai`i.
Of$16,000 expected,we received $4,517.
10. Increasing Quality Forensic Services—(State Department of the Attorney General
$65,000)—For the purpose of paying for quality Forensic Services by continuous
updated forensic sciences training and the purchase of a digital analytical balance
with data print out accessories.
Of the$65,000,we received $0.
11. Wireless E911 Fees—(Hawai`i Enhanced 911 Board $1,275,000)—For
expenditures associated with the deployment of Wireless Enhanced 911 System.
Of$1,275,000 expected,we received $574,058.
12. SANE/SAFE Program Expansion&HPD Training (State Department of the
Attorney General $350,000)—Provide SANE personnel training,technical
assistance and information to respond to violent crimes,physical abuse and crimes
of violence against women.
Of$350,000 expected,we received $36,433.
13. US Marshall Service—Hawai`i Fugitive Task Force ($12,000)—To assist with
overtime incurred to HCPD Officers working with the United States Marshall
Service on the enforcement and capture of fugitives wanted under the Hawai`i
Fugitive Task Force Initiative.
Of$12,000 expected,we received $0.
Six Month Progress Report on Program Objectives for FY 2020-21 9
POLICE
GRANT REVENUES
14. United States Secret Service ($10,000)—To assist in the enforcement and
protection of high governmental officials and the prevention of counterfeiting of
U.S. Currency and securing the nation's critical infrastructures, specifically in the
areas of cyber, banking and finance.
Of$10,000 expected,we received $0.
15. Safe Streets/Violent Crimes Task Force (Federal Bureau of investigation—FBI
$50,000)—For the purpose of identifying and targeting for prosecution criminal
enterprise groups responsible for drug trafficking, money laundering, alien
smuggling and other violent crimes.
Of$50,000 expected,we received $0.
16. State-wide Multi-Jurisdictional Drug Task Force (SMDTF)—State Department of
the Attorney General ($50,000)—For the purpose of reducing drug threats and drug
related crimes and incorporating multi-agency collaboration.
Of$50,000 expected,we received $553.
17. Priority Drug Analyses Productivity—State Department of the Attorney General
($175,000)—For the purpose of paying for Gas Chromatography/Mass
Spectrometry and Fourier Transform Infrared Spectroscopy instrumentation for the
identification of controlled drugs.
Of$175,000 expected,we received $77,199.
18. Local JAG Program—U.S. Department of Justice ($114,000)—For the purpose to
purchase a driving simulator for the Police Department's Emergency Vehicle
Operator Course.
Of$114,000 expected,we received $0.
Six Month Progress Report on Program Objectives for FY 2020-21 10
POLICE
ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
1. To accommodate at least 95% of request for public safety/health talks from the
community.
Of 76 requests for public safety/health talks, accommodated 76 requests, or
100% of requests.
2. To accommodate at least 95% of request for station tours for students and community
members.
Of 12 requests for station tours, accommodated ten requests, or 83% of requests.
3. Conduct drug screening of all sworn personnel and initiate pre-employment testing of
civilian personnel.
With the exception of sworn personnel on extended leaves of absences, a total of
400 sworn personnel or 100% of sworn staffing was tested.
No approval from HGEA to initiate pre-employment drug testing of applicants
for civilian positions.
4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80%
vacancies for civilian positions by end of fiscal year.
Conducted constant recruitment and filled at least 88.2% of sworn positions for
the fiscal year(426 out of 483 authorized positions).
Conducted constant recruitment and filled at least 83.2% of civilian staffing for
the fiscal year (129 out of 155 positions filled).
5. Improve competence and professionalism of sworn and civilian personnel through
advanced equipment purchases and provide 25,000 hours of on-going training.
Department personnel received a total of 24,925.25 hours of training, achieving
an average of 99.7% of on-going training.
Final Status Report on Program Objectives for FY 2019-20 1
POLICE
ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
6. Maintain the level of proficiency in the Word Processing Center with a turnaround
time of less than ten days for processing reports.
The average turnaround time for police reports transcribed by the Word
Processing Center was 1.2 days.
7. Process 85% of requisitions received from districts and bureaus within a month.
Processed 7,275 out of 7,290 requisitions received or approximately 99.8% of
requisitions received.
8. Fill 90% of all special duty requests for officers.
Filled 4,418 out of 4,754 requests for special duty or 93% of requests.
9. Compile a listing of all outstanding leave papers and distribute to commanders bi-
monthly.
Collected and submitted to commanders a listing of 768 of 768 outstanding leave
applications, for a total of 100% outstanding leave applications.
10. Fill 90% of requests for storeroom supplies within the month.
Filled 4,960 out of 4,960 requests for storeroom supplies or 100% of requests.
Final Status Report on Program Objectives for FY 2019-20 2
POLICE
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ADMINISTRATIVE BUREAU
Technical Services Division
1. Process and issue at least 95% of road closure permits within the month received.
Processed 62 out of 62 road closure permits within the month received, or
100% of road closure permits.
2. Issue at least 95% of traffic violation letters to vehicle owners within a week.
• Issued 582 out of 604 violation letters to vehicle owners within a week of
receipt, or 96.4% of violation letters.
3. Process at least 95% of firearms permits within two weeks.
Processed 3,315 out of 3,645 firearms permits within two weeks, or 92% of
firearms permits.
4. Complete at least 95% of requests for mobile radio systems per month.
Completed 107 equipment installations out of 107 requested within 21 working
days of the date of request, or 100% of radio installations.
5. Conduct at least 96 radio-site inspections.
Conducted 137 radio-site inspections or 143% of radio-site inspections.
6. Process and dispatch personnel to 100% of calls for service received.
The Dispatch Section processed and dispatched personnel to 160,843 of the
160,843 calls for service received, or 100% of calls for service.
Final Status Report on Program Objectives for FY 2019-20 3
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
CRIMINAL INTELLIGENCE UNIT
1. Complete 90% of assignments within 30 days.
Completed 388 out of 388 assignments received within 30 days, or 100% of
assignments.
2. Complete 90% of criminal history checks of prospective employees of the
department, as well as other federal, state and local law enforcement agencies within
30 days.
Completed 379 out of 379 criminal history checks within the specified 30-day
limitation, or 100% of criminal history checks.
3. Develop, maintain, and disseminate intelligence information,which can be utilized to
produce no less than 11 criminal investigations per month.
Provided intelligence information,which in whole or in part led to the initiating
of nine criminal investigations, or 6.8% of criminal investigations.
4. Compile,produce, analyze and forward to police administrators no less than 32
intelligence reports per month.
Completed 231 control reports, or 60% of intelligence reports.
5. Provide assistance to other elements within the Police Department either through
intelligence briefings on current crime trends and/or through no less than 12 in-
service training sessions per month.
Provided 144 in-service briefings and training sessions for departmental
personnel, or 100% of in-service briefings.
6. Conduct four presentations to semi-annual statewide Inter-County Criminal
Intelligence Unit(ICCIU) conferences on major criminal activity within this
jurisdiction, along with gathering criminal intelligence from other jurisdictions, which
may have a connection to our jurisdiction.
Conducted two presentations at semi-annual statewide Inter-County Criminal
Intelligence Unit(ICCIU) conferences, or 50% of objective.
Final Status Report on Program Objectives for FY 2019-20 4
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
OFFICE OF PROFESSIONAL STANDARDS
1. Conduct complete and thorough internal investigations seeking a monthly clearance
rate of 67%.
Of the 18 internal investigations initiated, completed 18 internal investigations,
or 100% of internal investigations.
2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate
of 85%.
Completed 17 of the 17 internal inquiries, or 100% of internal inquiries.
3. Conduct no less than two monthly random and unannounced inspections of the
different elements within the Department to ensure compliance with rules and
regulations.
Conducted 36 monthly inspections, or 100% of unannounced inspections.
4. Provide no less than three monthly in-service training sessions to other elements
within the department to prevent and deter employee misconduct, as well as to ensure
procedural compliance in the investigation of employee misconduct.
Conducted a total of 36 in-service training sessions, or 100% of in-service
training sessions.
5. Compile and provide a yearly report to the State Legislature on certain specific
aspects of discipline meted out by the Department as required by law.
The yearly report was submitted to the State Legislature in January 2020.
Final Status Report on Program Objectives for FY 2019-20 5
POLICE
®PERA'I'I®NS BUREAUS
1. To achieve a burglary clearance rate of 30%.
Of 657 burglary cases initiated, 125 cases were cleared, or 19% of burglary
clearance rate.
2. To achieve a theft/auto theft clearance rate of 30%.
Of 4,317 theft cases initiated, 1,733 cases were cleared, or 40.2% of theft
clearance rate.
3. To achieve a robbery clearance rate of 60%.
Of 61 robbery cases initiated, 26 cases were cleared, or 43% robbery clearance
rate.
4. To maintain a sexual assault clearance rate of 80%.
Of 253 sexual assault investigations initiated, 63 cases were cleared, or 25%
sexual assault clearance rate.
5. To attain at least a 65% service of court documents received.
Served 7,004 court documents of which 11,670 were received, or approximately
60% service of court documents.
6. To conduct 720 hard drug investigations (heroin, cocaine, and crystal
methamphetamine).
Initiated 318 hard drug cases, or 44% of hard drug investigations.
7. Crime Laboratory to achieve an assignment clearance rate of 90%.
Cleared 384 cases of the 553 cases assigned, or 69% clearance rate.
8. HI-PAL to serve 60 youths in three age groups for each month and a 36%
participation of"at-risk youths" out of all youths served.
Served a combined total of 184 youths for the three age groups; of this total, 16
or 9% were "at riskY ouths."
Final Status Report on Program Objectives for FY 2019-20 6
POLICE
OPERATIONS BUREAUS ._.._. ..s.._ ...___
9. Community Policing Program to complete at least 40 problem-solving activities and
40 crime prevention activities annually,through the development of partnerships
directed at resolving community-police problems resulting in the improvement of the
quality of life for all citizens.
Completed 205 problem-solving activities or 513% of problem-solving activities;
and 102 crime prevention activities or 255% of crime prevention activities.
10. Community Policing Program to complete at least 96 abandoned vehicle/
beautification projects annually,through the development of partnerships with the
community.
Completed 155 abandoned vehicle/beautification projects, or 161% of projects.
11. To provide at least four D.A.R.E. curriculum (core classes) and/or training per month
through the department's School Resource Officer Program.
Provided 153 D.A.R.E. classes involving approximately 1,093 students from six
schools and no training programs, or 71% of classes/training.
Final Status Report on Program Objectives for FY 2019-20 7
POLICE
GRANT REVENUES
1. HI IMPACT (Hawai`i HIDTA$182,000). To combat the methamphetamine (ICE)
problem in the County of Hawaii by conducting various sting operations.
Of$182,000 expected,we received $247,711.
2. Statewide Narcotics Task Force (State Department of the Attorney General $62,500).
For multi jurisdictional task force programs that integrate federal, state and local drug
law enforcement agencies and prosecutors for the purpose of enhancing inter-agency
coordination and intelligence gathering and facilitating multi jurisdictional
investigations.
The Hawaii Police Department was not awarded this grant.
3. Occupant Protection(State Department of Transportation$79,000). To conduct
seatbelt enforcement and child restraint roadblocks.
Of$79,000 expected,we received $56,855.
4. High Speed Enforcement (State Department of Transportation$171,036). To provide
for additional enforcement dealing with speeding violations.
Of$171,036 expected,we received $104,220.
5. Click-It-or-Ticket(State Department of Transportation$18,500). To reduce fatalities
and injuries to front and rear seat occupants under the age of 17 by increasing seatbelt
usage and awareness of state laws.
The Hawaii Police Department was not awarded this grant.
6. Roadblock Program (State Department of Transportation, Sobriety Checkpoint
$200,000). To conduct DUI roadblocks to minimize fatalities and injuries.
Of$200,000 expected,we received$121,681.
7. Traffic Investigation(State Department of Transportation$71,500). To reduce the
number of alcohol-related fatalities and injuries, increase public awareness, and
provide a constant deterrence against drunk driving.
Of$71,500 expected,we received$34,537.
Final Status Report on Program Objectives for FY 2019-20 8
POLICE
GRANT REVENUES
8. Aggressive Driving Projects (State Department of Transportation $90,000). To
reduce the number of alcohol-related fatalities and injuries, increase public awareness
and provide a constant deterrence against impaired driving.
The Hawai`i Police Department was not awarded this grant.
9. Data Records (State Department of Transportation$16,520). To transfer completed
Motor Vehicle Accident Reports (MVAR)to Hawai`i Department of Transportation
(HDOT) within three months and HPD traffic citations to the District Courts within
six days of issuance to ensure compliance with national standards.
Of$16,520 expected,we received $39,766.
10. SAFE Standby Pay (State Department of the Attorney General $55,000). To improve
the department's response to violent sex crimes,physical abuse and crimes of
violence against women.
Of$55,000 expected,we received $55,623.
11. Distracted Driving (State Department of Transportation$58,000). To reduce the
number of drivers using an electronic mobile device while operating a motor vehicle
by conducting checkpoints and issuing citations.
Of$58,000 expected,we received $37,709.
12. Department of Health—Tobacco Sting (State Department of Health$12,000). To
provide continued enforcement of the State Law Prohibiting Alcohol Sales to Minors
in the County of Hawaii.
Of$12,000 expected,we received $4,517.
13. Increasing Quality Forensic Services—(State Department of the Attorney General
$30,000). For the purpose of paying for quality Forensic Services by continuous
updated forensic sciences training and the purchase of a digital analytical balance
with data print out accessories.
Of$30,000 expected,we received $63,793.
Final Status Report on Program Objectives for FY 2019-20 9
POLICE
GRANT REVENUES
14. 2014 COPS Hiring Program Grant—(The Department of Justice Office of Justice
Programs Bureau of Justice Assistance $250,000). To initiate or enhance our
agency's community policing plan and public safety response to the critical issues of
school-based policing through School Resource Officers.
The Hawaii Police Department was not awarded this grant.
15. Wireless E911 Fees—(Hawai`i Enhanced 911 Board $1,275,000). For expenditures
associated with the deployment of Wireless Enhanced 911 System.
Of$1,275,000 expected,we received $1,059,952.
16. SANE/SART Training (State Department of the Attorney General $25,000). Provide
SANE personnel training, technical assistance and information to respond to violent
crimes, physical abuse and crimes of violence against women.
Of$25,000 expected,we received$0.
17. US Marshall Service—Hawaii Fugitive Task Force ($12,000). To assist with
overtime incurred to HCPD Officers working with the United States Marshall Service
on the enforcement and capture of fugitives wanted under the Hawai`i Fugitive Task
Force Initiative.
The Hawaii Police Department was not awarded this grant.
18. United States Department of Justice, Drug Enforcement Administration(DEA)—
Hawai`i Airport Task Force ($54,000). To assist with overtime incurred by HCPD
officers working with United States Department of Justice, Drug Enforcement
Administration under the Hawai`i Airport Task Force, for the purpose of disrupting
the flow of illicit drug trafficking into Hawai`i.
The Hawaii Police Department was not awarded this grant.
19. United State Secret Service ($10,000). To assist in the enforcement and protection of
high governmental officials and the prevention of counterfeiting of U.S. Currency and
securing the nation's critical infrastructures, specifically in the areas of cyber,
banking and finance.
Of$10,000 expected,we received $1,039.
Final Status Report on Program Objectives for FY 2019-20 10
POLICE
R .._ ..u.__..__� .....� ...r�� . GRANT REVENUES..._..�.
20. Safe Streets/Violent Crimes Task Force (Federal Bureau of investigation—FBI
$50,000). For the purpose of identifying and targeting for prosecution criminal
enterprise groups responsible for drug trafficking, money laundering, alien smuggling
and other violent crimes.
Of$50,000 expected,we received $131.
21. State-wide Multi-Jurisdictional Drug Task Force (SMDTF)—State Department of the
Attorney General ($50,000). For the purpose of reducing drug threats and drug
related crimes and incorporating multi-agency collaboration.
Of$50,000 expected,we received$41,613.
Final Status Report on Program Objectives for FY 2019-20 • 11
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9
PROSECUTINQ ATTORNEY
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Core prosecution and victim services
1. Attend all courts in the County and prosecute all violations of State and County laws,
ordinances and regulations.
We prosecuted criminal cases in all Circuit, District, and Family courts in Hilo,
Kona,North and South Kohala,Hamakua, and Ka`u. In addition,we presented
cases to the Grand Jury in Hilo and Kona and appeared in specialty courts such
as mental health calendar,Environmental Court, Adult and Juvenile Drug
Court,Veterans Court as well as the State Appellate Courts.
2. Maintain a professional, dedicated and trained staff to carry out the duties of the
Prosecuting Attorney as defined under the County Charter.
Our staff consists of deputy prosecutors, investigators,victim witness counselors,
clerical, special projects and administration. Staff are encouraged and
supported to participate in available appropriate training. Whenever possible,
we obtained scholarships and stipends to defray expenses. Staff training is
important to improve skills for specialized areas of prosecution. We had staff
cross trained among specialty areas.
3. Attend to the needs of victims and witnesses as they go through the criminal justice
system to include providing restorative justice options, case information, assistance
with restitution and crime victim compensation and referrals to appropriate agencies.
In our Victim's Assistance Unit,we provided assistance to 4,076 persons,which
included service to 2,834 victims of crime, 1,899 victims were of crimes against a
person,i.e. homicide, assault, abuse of family household member, robbery, etc.
873 were victims of property crimes and 62 were victims of other types of
crimes, i.e., harassment, dog bites, trespassing. The unit also served 103
secondary victims,which are parents or guardians of minor victims of sexual
assault. We served 808 witnesses of crimes as well.
In our Restorative justice Program, 88 juvenile cases were screened for victim
offender conferencing. 31 were approved for possible conference; 10
conferences were completed and 12 are in process. 47 district court cases were
screen for victim offender conferencing, 40 were approved for conferences; 12
were completed, and 12 are still in process.
Six Month Progress Report on Program Objectives for FY 2019-20 1
PROSECUTING ATTORNEY
. r
GENERAL PROSECUTION
Two cases were referred for post-conviction victim/offender dialogues. Two
cases were completed, five are in process.
One Victim Impact Class was completed the Hawaii County Community
Correctional Center from October 26—December 24th. Due to COVID-19
restrictions,we developed new protocols and this class was done via Zoom.
Victims participated in our office with inmates at our local jail. Six victim
speakers participated in these classes.
4. Expand criminal case processing improvements utilizing technology within the office
as well as among criminal justice system partners.
The office has been working on implementing a new case tracking system which
will replace the current system that was developed over 15 years ago.
5. Provide statewide Traffic Safety Resource Prosecutor to develop effective
enforcement strategies to reduce highway offenses and traffic crashes.
We have provided one of two Traffic Safety Resource Prosecutors (`TSRP') for
the State of Hawaii and coordinated enforcement strategies to reduce highway
safety violations and traffic crashes. This included being kept abreast of current
issues related to traffic safety,including legislation, case law, and trial practice.
Strategies were developed in collaboration with the Hawaii Police Department
to maintain best practices in enforcement actives relating to driving under the
influence.
6. Maintain a prosecution unit to continue working collaboratively with police
investigators and other agencies to improve the outcome for victims of violent crimes
and crimes against a person. Maintain a goal of holding these offenders accountable.
The sexual assault prosecution unit consists of a full-time supervisor funded by a
grant and specially trained appointed deputies in circuit, district and family
courts to prosecute sexual assault cases in those courts.
We were awarded two federal grants: 1) the 2019 Sexual Assault Kit Initiative
SAM) federal funds grant to review all cases involving sexual assault kits
collected through June 30,2018 and 2) the 2019 Innovative Prosecution
Solutions for Combating Violent Crime Grant.
Six Month Progress Report on Program Objectives for FY 2019-20 2
PROSECUTING ATTORNEY
_._ GENERAL PROSECUTION
Improving the criminal justice system
1. Coordinate two training/educational workshops to improve the criminal justice
system.
Trainings/educational workshops were canceled due to COVID-19.
2. Meet quarterly with the Hawai`i County Police Department to discuss joint
initiatives, policies, and procedures to improve investigations and prosecutions.
The Prosecutor's Office maintains an open line of communication at all levels
with the Hawaii County Police Department. The Prosecutor, Chief of Police,
First Deputy, and Assistant Chief of Police meet to establish procedures that
control the working dynamic between the two departments. Assigned Deputy
Prosecutors meet with units within the Police Department for briefings,
conferrals on specific cases, training issue, case law updates, and best practices.
3. Meet monthly with the police, courts, Children's Justice Center, Sexual Assault
Nurse Examiners (SANE), Department of Health, service providers and others to
improve handling of domestic violence, child abuse and sexual assault cases.
The staff of the Prosecutor's Office meets monthly with members of the multi-
disciplinary team which includes police, Sexual Assault Nurse Examiners
(SANE),therapists, forensic interviewers and others involved in the handling of
cases that involve child abuse and sexual assault.
4. Meet quarterly with Hawai`i criminal justice agencies to discuss appropriate
interventions and consequences for offenders.
Staff participated in regular meetings of the Statewide Coalition Against
Domestic Violence,Big Island Coalition Against Physical and Sexual Abuse
(BICAPSA), Children's Justice Center Inter-Agency Committee, Child Welfare
Services Advisory Committee, Family Violence Interagency Committee, SAVIN
Governance Committee,Visitor Aloha Society of Hawaii,Hawaii Coalition
Against Human Trafficking,Hawaii Re-entry Commission and Hawaii Going
Home.
Six Month Progress Report on Program Objectives for FY 2019-20 3
PROSECUTING ATTORNEY
_ GENERAL PROSECUTION
Community initiatives to promote crime prevention and intervention and other
efforts
1. Support juvenile delinquency prevention and intervention initiatives.
Facilitated and participated in regular Island-wide Big Island Juvenile Intake
and Assessment Center(BIJIAC) interagency meetings,East Hawaii Drug-Free
Coalition,Tobacco-Free Hawaii Island,Hawaii Community College Substance
Abuse Program Advisory Council, State of Hawaii Department of Health
Alcohol and Drug Abuse Division County and Provider meetings,Hawaii
Alcohol Policy Alliance, Substance Abuse Prevention Information Alliance,
Hawai'i Opioid Initiative and HDART (Hawaii.Domestic Abuse Response
Team).
2. Support domestic and family violence prevention and intervention initiatives.
Staff participated in regular meetings of the East Hawaii Coalition to Prevent
Child Abuse and Neglect,Family Violence Interagency Committee(East and
West Hawaii), Domestic Violence Fatality Review,Veteran's Court Planning
Team, the Juvenile Justice Task Force and Hawaii Coalition Against Human
Trafficking.
3. Support neighborhood watch and other community-based crime prevention and
education initiatives.
Staff participated in regular meetings of the Family Violence Interagency
Committees in both East and West Hawaii,Faith Leaders,Veteran's Court
Planning Team,Hawaii Coalition Against Human Trafficking, and Domestic
Violence Intervention Program.
4. Coordinate two training/educational workshops to promote crime prevention and
early intervention initiatives.
In-person trainings canceled due to COVID-19. Online training opportunities
(webinars)were shared with community advocates, prevention providers, and
agency partners. During Domestic Violence Awareness Month (October), online
Island-wide vigils were coordinated in remembrance of victims of domestic
violence and promoted non-violence and healthy relationships. In addition to
various posts, there was a 22-minute video played on October 30. Speakers
represented various survivors and community and county based
Six Month Progress Report on Program Objectives for FY 2019-20 4
PROSECUTING ATTORNEY
GENERAL PROSECUTI01\T
organizations. On Instagram there were 218 views, on Facebook- one site had
188 views, and another site had 711 views. Each site does not double count,the
virtual participation was larger than many of the public events in the past.
https://www.facebook.com/dvpeacewalkandvigil
5. Support the Committee on the Status of Women, formerly under the Mayor's Office.
Provided meeting coordination and fiscal support for monthly meetings and
annual activities.
Six Month Progress Report on Program Objectives for FY 2019-20 5
PROSECUTING ATTORNEY
GRANT REVENUES
1. Career Criminal- State Department of the Attorney General, $673,743. Twelve
Employees—To provide quick identification, prosecution
and conviction of those persons making a career of crime.
Awarded: $324,512
1. Victim/Witness Assistance- State Department of the Attorney General, $117,349.
Two employees—To assist crime victims and witnesses and their families by
providing information, counseling, and support services primarily to victims of
violent and property crimes.
Awarded: $93,371
2. State Forfeitures - $200,000. Department of the Attorney General, Civil Recoveries
Division, State of Hawai`i. For use to assist crime prevention and healthy
communities at the discretion of the Hawai`i County Prosecuting Attorney.
Received: $31,692
3. Federal Forfeitures - $50,000. United States Department of Justice and US
Treasury Department. For use to assist crime prevention and healthy communities at
the discretion of the Hawai`i County Prosecuting Attorney.
Received: $0
4. STOP Violence Against Women -U.S. Dept. of Justice, STOP Violence Against
Women Formula Grant Program, $59,000. One Employee—To improve prosecution
of domestic violence cases involving adult women by dedicating a deputy to handle
these cases.
Awarded: $55,285
5. Crime Victims Assistance Program (VOCA) -U.S. Dept. of Justice, Office for
Victims of Crime Formula Grant Program, $1,108,435. Twelve employees—To
assist victims of crime through the judicial process, focusing on crimes such as
homicide, sexual assault, child abuse and domestic violence. This grant also supports
two subgrantees,the YWCA and Child and Family Service.
Awarded: $ 982,904.
Six Month Progress Report on Program Objectives for FY 2019-20 6
PROSECUTING ATTORNEY
GRANT REVENUES
6. Justice Assistance Grant(JAG)—U.S. Department of Justice funds for technology
improvements, $150,000.
Awarded: $0
7. Traffic Safety Training Grant—U.S. Department of Transportation, $150,000 -To
conduct statewide training to improve law enforcement system response to traffic
crash cases and improve highway safety.
Awarded: $0
8. East Hawaii Big Island Juvenile Intake and Assessment Center(BIJIAC)—
Hawai`i Office of Youth Services, $200,000—To support operation of a juvenile
intake and assessment center in East Hawai`i.
Awarded: $200,000
9. Substance Abuse Prevention Program—$150,000 Hawai`i State Department of
Health,Alcohol and Drug Abuse Division—To fund a community assessment and
strengthening of Substance Abuse Systems in the County of Hawai`i.
Awarded: $0
10. Agricultural Crimes Project—$113,648. One employee-To investigate
agricultural crimes in Hawaii County.
Awarded: $0
11. West Hawaii Juvenile Intake and Assessment Center(BIJIAC)—Hawai`i Office
of Youth Services, $210,000—To support operation of a juvenile intake and
assessment center in West Hawai`i.
Awarded: $0
12. USSS Electronic Crimes Task Force—US Secret Service, $15,000—To reimburse
overtime and other expenses related to official investigations by U.S. Secret Service's
Hawai`i Electronic Crimes Task Force.
Awarded: $0
Six Month Progress Report on Program Objectives for FY 2019-20 7
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OR WOMEN
1. Sponsor and coordinate an island-wide essay contest to increase awareness among
students on the accomplishments of women in Hawai`i County.
The Committee has been actively planning this event. Deadline for entries is
Friday, January 17, 2020. An RFP for the luncheon venue should be going out
shortly.
2. Promote awareness of Equal Pay for Equal Work for women.
Equal Pay Day occurs each year in the month of April. Planning had not yet
begun for this event in the first half of FY 2020-21, but will however, begin in
January,2021.
3. Participate in local and/or off-island meetings or conference by sending at least one
representative. The purpose of which will be to share information with the
Committee members on current programs, legislation or issues that affect the status of
women.
A committee member has regularly attended the monthly Family Violence
Interagency Committee in East Hawaii. CSW members have also given
presentations or participated in events with the AAUW Kona,Pride Parade,
Mercy Day, Going Home Consortium, Trillion Birthing Services, etc.
4. Update and disseminate the Services Directory for Families across Hawaii County.
The CSW has distributed over 6,000 copies of the Services Directoryfor
P
Families.
5. Promote Teen Dating Violence Prevention/Education.
The Committee continued to work on updating information on the Cell Phone
Safety card and plans to print another supply for distribution in the community.
6. Extend our reach on Domestic Violence Prevention, expanding efforts to collaborate
with other organizations.
Committee members continued to attend community meetings with other
organizations to promote collaboration with this Committee. Recent
participation includes monthly meetings of the Family Violence Interagency
Committee,Domestic Violence Vigil and the YWCA's Walk a Mile in Her Shoes.
Six Month Progress Report on Program Objectives for FY 2019-20 8
PROSECUTING ATTORNEY
__
COMMITTEE ON THE STATUS OR WOMEN
7. Hold rotating monthly meetings in East Hawai`i,North Hawaii, South Hawai`i and
West Hawai`i to better allow participation from the public.
Monthly meetings rotated between Honoka`a and Hilo/Kona via
videoconference.
8. Support,through sponsorship,planning, promotion and attendance, the annual
Hawai'i Island Women's Leadership Summit.
The Committee voted to discuss support of this event since the Hawaii Island
Women's Leadership Forum is no longer meeting on a regular basis.
9. Promote awareness of Human Trafficking across Hawai`i County.
The Committee ordered and received our second order from the DOH's Blue
Campaign. This includes 19 packs of 25 posters,size 11% X 17. These are
currently being distributed within the community.
Six Month Progress Report on Program Objectives for FY 2019-20 9
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Core prosecution and victim services
1. Attend all courts in the County and prosecute all violations of State and County laws,
ordinances and regulations.
We prosecuted criminal cases in all Circuit,District, and Family courts in Hilo,
Kona,North and South Kohala,Hamakua, and Ka`u. In addition,we presented
cases to the Grand Jury in Hilo and Kona and appeared in specialty courts such
as mental health calendar,Environmental Court,Adult and Juvenile Drug
Court,Veterans Court as well as the State Appellate Courts and Federal District
Courts and 9th Circuit Court of Appeals.
2. Maintain a professional, dedicated and trained staff to carry out the duties of the
Prosecuting Attorney as defined under the County Charter.
Our staff consists of deputy prosecutors, investigators,victim witness counselors,
clerical, special projects, and administration. Staff have been encouraged and
supported to participate in available appropriate training. Whenever possible,
we obtained scholarships and stipends to defray expenses. Staff training is
important to improve skills for specialized areas of prosecution. We had staff
cross trained among specialty areas.
3. Attend to the needs of victims and witnesses as they go through the criminal justice
system to include providing restorative justice options, case information, assistance
with restitution and crime victim compensation and referrals to appropriate agencies.
In our Victim's Assistance Unit,we provided assistance to 3,591 persons,which
included service to 2,513 victims of crime, 1,653 victims were of crimes against a
person, i.e. homicide, assault, abuse of family household member, robbery, etc.
756 were victims of property crimes and 104 were victims of other types of
crimes,i.e., harassment, dog bites, trespass. The unit also served 94 secondary
victims,which are parents or guardians of minor victims of sexual assault. We
served 714 witnesses of crimes as well.
In our Restorative justice Program, 81 juvenile cases were screened for victim
offender conferencing. Twenty-four were approved for possible conference; 13
conferences were successfully completed and 22 are in process. Two were
returned back to the prosecutor because parties did not wish to participate.
Final Status Report on Program Objectives for FY 2019-20 1
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Thirteen misdemeanor adult juvenile cases were screened for victim offender
conferencing. Ten were approved for possible conference; five conferences were
successfully completed and 22 are in process. Two were returned back to the
prosecutor because parties did not wish to participate. One case was referred
for post-conviction victim offender dialogues. No cases were completed, and
eight are in process,two are on hold for future consideration.
One Victim Impact Class was completed the Hawaii County Community
Correctional Center between February 6—March 19. There were six victim
speakers. Eight offenders started the program, and five completed the program.
No further classes were scheduled due to COVID-19.
One VOCARE facilitation was held with the crime being negligent homicide. It
was held March 6—8 with three offenders, three victims, community members,
and two facilitators.
The Annual Victim Right's Week event held in April of each year was cancelled
this year due to COVID-19.
4. Expand criminal case processing improvements utilizing technology within the office
as well as among criminal justice system partners.
The Discovery Billing Processing program created and programmed by our
office has gone under multiple enhancements to increase efficiency and
accuracy.
The office replaced more than 100 desktops,laptops and mobile devices,island
wide.
The Kona office moved to the WHCC,which included the replacement of the
entire phone system to an in-house managed VOIP system which was expanded
from Hilo to Kona,new hyperconverged infrastructure, and new switching.
Plans were implemented for the new WHCC Office wall mounted smart
projectors in the conference rooms. MIS implemented reliable VPN solutions
for teleworking in response to the COVID-19 quarantine period.
Final Status Report on Program Objectives for FY 2019-20 2
PROSECUTING ATTORNEY
GENERAL PROSECUTION
5. Provide statewide Traffic Safety Resource Prosecutor to develop effective
enforcement strategies to reduce highway offenses and traffic crashes.
We have provided the TSRP for the State and coordinated enforcement
strategies to reduce highway safety violations and traffic crashes and kept
abreast of current issues related to traffic safety,including legislation, case law,
and trial practice. DOT funds were used to train 42 prosecutors and police
officers in July at a three-day training facilitated by two mainland experts. The
training title was "Lethal Weapon:Prosecuting Impaired Drivers and Crash
Reconstruction."
6. Maintain a prosecution unit to continue working collaboratively with police
investigators and other agencies to improve the outcome for victims of violent crimes
and crimes against a person. Maintain a goal of holding these offenders accountable.
The sexual assault prosecution unit consists of a full-time supervisor funded by a
grant and specially trained appointed deputies in circuit, district and family
courts to prosecute sexual assault cases in those courts.
We were awarded two federal grants: 1) the 2019 Sexual Assault Kit Initiative
(SAM) federal funds grant to review all cases involving sexual assault kits
collected through June 30,2018 and 2) the 2019 Innovative Prosecution
Solutions for Combating Violent Crime Grant.
Improving the criminal justice system
1. Coordinate two training/educational workshops to improve the criminal justice
system.
Two trainings were coordinated by the Prosecutor's office during the first six
months of the fiscal year: 1) Lethal Weapon: Prosecuting Impaired Drivers &
Crash Reconstruction Training and 2)Hawaii Revised Statutes 704 Training,
which was held in November.
We completed one Victim Offender Dialogue training with nine facilitators
training in post-conviction dialogues. We had a total of 26 facilitators of various
types of conferences and dialogues trained and utilized 12 facilitators during this
period.
Final Status Report on Program Objectives for FY 2019-20 3
PROSECUTING ATTORNEY
GENERAL PROSECUTION
2. Meet quarterly with the Hawai`i County Police Department to discuss joint
initiatives,policies, and procedures to improve investigations and prosecutions.
We held quarterly Police/Prosecutor meetings to discuss issues and status of
ongoing projects. Numerous other meetings have been held with police for
briefings, conferrals on specific cases, and on other specific topics.
3. Meet monthly with the police, courts, Children's Justice Center, Sexual Assault
Nurse Examiners (SANE),Department of Health, service providers and others to
improve handling of domestic violence, child abuse and sexual assault cases.
The staff of the Prosecutor's Office met monthly with various groups including
police, members of the court, Children's Justice Center, domestic violence
service providers, Sexual Assault Nurse Examiners (SANE),therapists, and
others involved in the handling of cases that involve domestic violence, child
abuse and sexual assault.
4. Meet quarterly with Hawai`i criminal justice agencies to discuss appropriate
interventions and consequences for offenders.
Staff participated in regular meetings of the Statewide Coalition Against
Domestic Violence, Big Island Coalition Against Physical and Sexual Abuse
(BICAPSA), Children's Justice Center Inter-Agency Committee, Child Welfare
Services Advisory Committee,Family Violence Interagency Committee, SAVIN
Governance Committee,Visitor Aloha Society of Hawaii, UHH Coordinated
Response Team,Hawaii Coalition Against Human Trafficking, Big Island
Juvenile Intake and Assessment Center,Hokupa'a Youth Council, State of
Hawai`i Department of Health Alcohol and Drug Abuse Division—Substance
Abuse Prevention System,Hawaii Re-entry Commission and Hawaii Going
Home.
Community initiatives to promote crime prevention and intervention and other
efforts
1. Support juvenile delinquency prevention and intervention initiatives.
Staff participated in regular meetings of the Statewide Coalition Against
Domestic Violence, Big Island Coalition Against Physical and Sexual Abuse
Final Status Report on Program Objectives for FY 2019-20 4
PROSECUTING ATTORNEY
GENERAL PROSECUTION
(BICAPSA), Children's Justice Center Inter-Agency Committee, Child Welfare
Services Advisory Committee,Family Violence Interagency Committee, SAVIN
Governance Committee,Visitor Aloha Society of Hawaii,UHH Coordinated
Response Team,Hawaii Coalition Against Human Trafficking, Big Island,
Juvenile Intake and Assessment Center,HokuP a a Youth Council, State of
Hawaii Department of Health Alcohol and Drug Abuse Division—Substance
Abuse Prevention System, Hawaii Re-entry Commission and Hawaii Going
Home. We also participated in the newly created HDART (Hawaii Domestic
Abuse Response Team)which addresses domestic violence issues in our
community and how to better move these cases through the system.
2.. Support domestic and family violence prevention and intervention initiatives.
Staff participated in regular meetings of the Statewide Coalition Against
Domestic Violence,Big Island Coalition Against Physical and Sexual Abuse
(BICAPSA), Children's Justice Center Inter-Agency Committee, Child Welfare
Services Advisory Committee,Family Violence Interagency Committees in both
East and West Hawaii, SAVIN Governance Committee,Visitor Aloha Society of
Hawaii,UHH Coordinated Response Team, Veteran's Court Planning Team,
the Juvenile Justice Task Force and Hawaii Coalition Against Human '
Trafficking.
3. Support neighborhood watch and other community-based crime prevention and
education initiatives.
Staff participated in regular meetings of the Statewide Coalition Against
Domestic Violence, Big Island Coalition Against Physical and Sexual Abuse
(BICAPSA), Children's Justice Center Inter-Agency Committee, Child Welfare
Services Advisory Committee, Family Violence Interagency Committees in both
East and West Hawaii,Faith Leaders, SAVIN Governance Committee,Visitor
Aloha Society of Hawaii, UHH Coordinated Response Team,Veteran's Court
Planning Team,the Juvenile Justice Task Force and Hawaii Coalition Against
Human Trafficking. Staff also participated in multi-disciplinary teams to tackle
chronic homelessness in Hilo and Kailua-Kona areas. In partnership with
Public Safety and Child & Family Services, a new pilot Domestic Violence
Intervention Program was launched at the Hawaii Community Correctional
Center and the KAlani Correctional Facility.
Final Status Report on Program Objectives for FY 2019-20 5
PROSECUTING ATTORNEY
GENERAL PROSECUTION
4. Coordinate two training/educational workshops to promote crime prevention and
early intervention initiatives.
Walks and vigils in Kailua-Kona,Kamuela, and Hilo during the month of
October were coordinated and supported to remember the victims of domestic
violence and promote non-violence. We offered training at the Ku'ikahi
Mediation Center on Restorative Justice which included 23 participants. We
coordinated a Victim Offender Conference (VOC) Facilitator training for nine
individuals who will be now be trained volunteers for our VOC program. We
continued to provide our Safe Dates Program to Waiakea High School students.
Four positive youth development trainings were held in September: "40
Developmental Assets Prevention Framework" for school staff and youth
serving agencies in East Hawaii (45 attended) and West Hawaii (19 attended).
"Student Leadership Summit" for middle school youth in East Hawaii(110
attendees) and West Hawaii (24 attendees).
5. Support the Committee on the Status of Women, formerly under the Mayor's Office.
The Office of the Prosecuting Attorney supported the Committee on the Status
of Women with assistance in meeting coordination and fiscal transactions.
Final Status Report on Program Objectives for FY 2019-20 6
PROSECUTING ATTORNEY
GRANT REVENUES
1. Career Criminal- State Department of the Attorney General, $673,743. Twelve
Employees—To provide quick identification, prosecution and conviction of those
persons making a career of crime.
Awarded: $324,512
2. Victim/Witness Assistance - State Department of the Attorney General, $117,349.
Two employees—To assist crime victims and witnesses and their families by
providing information, counseling, and support services primarily to victims of
violent and property crimes.
Awarded: $93,371
3. State Forfeitures - $200,000. Department of the Attorney General, Civil Recoveries
Division, State of Hawai`i. For use to assist crime prevention and healthy
communities at the discretion of the Hawai`i County Prosecuting Attorney.
Awarded: $65,173
4. Federal Forfeitures - $50,000. United States Department of Justice and US
Treasury Department. For use to assist crime prevention and healthy communities at
the discretion of the Hawai`i County Prosecuting Attorney.
Awarded: $0
5. STOP Violence Against Women-U.S. Dept. of Justice, STOP Violence Against
Women Formula Grant Program, $59,000. One Employee—To improve prosecution
of domestic violence cases involving adult women by dedicating a deputy to handle
these cases.
Awarded: $82,716
6. Crime Victims Assistance Program (VOCA) -U.S. Dept. of Justice, Office for
Victims of Crime Formula Grant Program, $1,108,435. Twelve employees—To
assist victims of crime through the judicial process, focusing on crimes such as
homicide, sexual assault, child abuse and domestic violence. This grant also supports
two subgrantees,the YWCA and Child and Family Service.
Awarded: $ 982,904
Grant now funds 13 employees.
Final Status Report on Program Objectives for FY 2019-20 7
PROSECUTING ATTORNEY
GRANT REVENUES
7. Justice Assistance Grant (JAG)—U.S. Department of Justice funds for technology
improvements, $150,000.
Awarded: $92,789
8. Traffic Safety Training Grant—U.S. Department of Transportation, $150,000 -To
conduct statewide training to improve law enforcement system response to traffic
crash cases and improve highway safety.
Awarded: $143,227
9. East Hawaii Big Island Juvenile Intake and Assessment Center(BIJIAC)—
Hawai`i Office of Youth Services, $200,000—To support operation of a juvenile
intake and assessment center in East Hawai`i.
Awarded: $200,000
10. Substance Abuse Prevention Program—$150,000 Hawaii State Department of
Health,Alcohol and Drug Abuse Division—To fund a community assessment and
strengthening of Substance Abuse Systems in the County of Hawai`i.
Awarded: $210,000
11. Agricultural Crimes Project—$113,648. One employee -To investigate
agricultural crimes in Hawaii County.
Awarded: $100,000
12. West Hawaii Juvenile Intake and Assessment Center (BIJIAC)—Hawai`i Office
of Youth Services, $210,000—To support operation of a juvenile intake and
assessment center in West Hawai`i.
Awarded: $210,000
13. USSS Electronic Crimes Task Force—US Secret Service, $15,000—To reimburse
overtime and other expenses related to official investigations by U.S. Secret Service's
Hawai`i Electronic Crimes Task Force.
Awarded: $0
Final Status Report on Program Objectives for FY 2019-20 8
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
1. Sponsor and coordinate an island-wide essay contest to increase awareness among
students on the accomplishments of women in Hawai`i County.
The Committee was actively planning this event. Due to the COVID-19
Pandemic plans were altered. Gift cards for students and their teachers were
awarded to the winners. Unfortunately, there was no luncheon or ceremony to
congratulate them.
2. Promote awareness of Equal Pay for Equal Work for women.
Equal Pay Day occurs each year in the month of April. This event was cancelled
due to the COVID-19 Pandemic County ban against social gatherings in April.
3. Participate in local and/or off-island meetings or conference by sending at least one
representative. The purpose of which will be to share information with the
Committee members on current programs, legislation or issues that affect the status of
women.
A committee member regularly attends the monthly Family Violence
Interagency Committee in East Hawaii. CSW members have also given
presentations or participated in events with the AAUW Kona,Pride Parade,
Mercy Day, Going Home Consortium, Trillion Birthing Services, etc. However,
many of these events were cancelled this year due to the COVID-19 Pandemic.
4. Update and disseminate the Services Directory for Families across Hawaii County.
The CSW has distributed over 6,000 copies of the 2019 Services Directory for
Families. The 2020 edition has been printed and distribution has begun. The
Prosecutor's office has a box for distribution. The Office of Aging in Hilo and
Kona are distributing copies.
5. Promote Teen Dating Violence Prevention/Education. -
The Committee continues to work on updating information on the Cell Phone
Safety card and plans to print another supply for distribution in the community.
Cell phone safety card production is in process. The Committee is obtaining
costs to print.
Final Status Report on Program Objectives for FY 2019-20 9
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
6. Extend our reach on Domestic Violence Prevention, expanding efforts to collaborate
with other organizations.
Committee members continued to attend community meetings with other
organizations to promote collaboration with this Committee. Recent
participation includes monthly meetings of the Family Violence Interagency
Committee,Domestic Violence Vigil, and the YWCA's Walk a Mile in Her
Shoes. Committee members are involved in research looking at the impact of
COVID-19 on domestic violence.
7. Hold rotating monthly meetings in East Hawai`i,North Hawai`i, South Hawai`i and
West Hawai`i to better allow participation from the public.
Monthly meetings rotated between Honoka`a and Hilo/Kona via
videoconference. As of March 2020, all meetings have been via web-ex due to
the Mayor's proclamation against committee meetings.
8. Support,through sponsorship,planning,promotion and attendance, the annual
Hawai`i Island Women's Leadership Summit.
ofthis event since the Hawaii Island
The Committee voted to discuss support h s v
Women's Leadership Forum is no longer meeting on a regular basis.
9. Promote awareness of Human Trafficking across Hawai`i County.
The Committee ordered and received our second order from the DOH's Blue
Campaign. This includes 19 packs of 25 posters, size 11%X 17. These are
currently being distributed within the community. Posters were posted
throughout East,North and West Hawaii.
Final Status Report on Program Objectives for FY 2019-20 10
20
PUBLIC WORKS
PUBLIC WORKS
ADMINIS'I'IZA'I'IOl\T .�..��.. .
1. Ensure core functions are accomplished within budget 90% of the time as measured
by monthly financial reports.
Core functions accomplished within budget 90% of the time.
2. Reduce by 10% claims due to industrial accidents. To achieve this, educate personnel
through training programs for personal and operational safety.
Total accident count is 11 for FY 2020-21 six-month reporting reflecting a
decrease from FY 2019-20's 6-month reporting which had a total accident count
of 15.
3. Encourage at least one third of the total departmental employees to participate in
safety related training per year.
80 employees or 21% of the total departmental employees received safety related
training for FY 2020-21 6-month reporting.
4. Improve customer service to the public by training one-third the total departmental
employees to participate in any customer service relate training.
No customer service training was offered in the County training catalog for
FY 2020-21 6-month reporting. DPW requested a special training and 11
employees attended.
5. Comply with the National Bridge Inspection(NBI) and other Federal, State, and
County of Hawai`i bridge inspection regulations including preparation and
submission of bridge reports,by conducting 129 of the bridge inspections every two
years as they are due.
Completed 55 bridge inspections for the first half of FY 2020-21.
6. Performing bridge repair and maintenance projects on at least four bridges that have
been identified as requiring timely action due to deterioration, deficiencies, and
defects. Carry out bridge replacements and/or rehabilitations, as well as scour
analysis countermeasure implementation as needed. This includes implementing the
planning, design, construction management, and permitting processes of an average
of three to five per year, depending on the severity and complexity of the repair work
and available resources that needs to be done.
Six Month Progress Report on Program Objectives for FY 2020-21 1
PU 1 LIC WORKS
ADMINISTRATION
Coordinated with a professional engineering consultant for the rehabilitation of
four bridges, namely Honoli`i Stream Bridge,Kaiwilahilahi Stream Bridge,
Kaiwiki Bridge#1 and `Ope`a Stream Bridge. 80% of the construction cost for
these four bridges will be funded by the FHWA.
7. Comply with the Federal Highway Administration(FHWA)requirements by
conducting structural analyses to determine the load rating(Inventory and Operating)
capacity of approximately 45 in-service bridges, registered in the National Bridge
Inventory (NBI).
Load rating is not done as it is set for our NBI bridges.
8. Comply with the Code of Federal Regulations (CFR) mandate by conducting
underwater inspections to two NBI registered in-service bridges.
Conducted an underwater inspection on one NBI registered bridge site, the
Keawe/Wailuku Bridge. Prepared and submitted reports including estimated
cost and recommended repairs.
Six Month Progress Report on Program Objectives for FY 2020-21 2
PUBLIC WORKS
BUILDING
1. Process building permits on a regular basis and complete the plan review of 90% of
residential permits within 20 calendar days.
Table: Number of residential application submitted and completed between
7/1/2020 - 12/31/2020 for plan review:
Reviewed by
Permit Type/Sub Type all agencies Total Meeting
c 20 days Reviews Target
Building 1,406 2,575 55%
Residential 1,278 2,433 53%
Residential Solar Water Heater 128 142 90%
Electrical 1,443 1,683 86%
Residential Multi Family 15 19 79%
Residential Single Family 1,428 1,664 86%
Plumbing(Residential) 841 897 94%
Grand Total 3,690 5,155 72%
Table: Average number of days a residential application is in plan review:
Permit Types ``.,;` `A Average of Reuiew Time n days''
Building 27.5
Residential 28.2
Residential Solar Water Heater 8.7
Electrical 26.2
Residential Multi Family 55.1
Residential Single Family 25.9
Plumbing(Residential) 20.5
Six Month Progress Report on Program Objectives for FY 2020-21 3
PUBLIC WORKS
BUILDING w�.._..w.�. ..__.M_... ._....!
2. Complete 90% of requested inspections within two working days.
Table: Inspections requested and completed 7/1/2020 - 12/31/2020:
%
Completed m' Total Meeting
Permit Types, < =2 days„ „, Inspections
Target
Building 2,197 , 3,946 56%
Electrical 4,400 5,246 84%
Plumbing 2,019 2,689 75%
Sign 13 13 100%
.,Grand Total 8,629
Table:Average number of days to complete a requested inspection:
-16
Ave Completion
Permit Types T. ys
Building 2.357
Electrical 1.862
Plumbing 2.102
Sign 1.154
3. Schedule and complete 90% of routine (non-critical) maintenance and repair requests
within 30 calendar days of receipt of request.
During the first half of the 2020-2021 fiscal year(7/20 to 12/20),R&M personnel
received 717 emails, including phone work requests of which 558 (78%)were
completed within 30 calendar days, not achieving the 90% goal. The remaining
159 work requests were icall deferred due to unavailability, c
q typ y procurement of
equipment/materials, pending material purchase approval and precedence of
randomly building design section projects and high priorities such as, COVID-
19 protective plastic transactional barrier installations requested island wide.
Additional work requests were deferred due to the building design projects
larger in scope than a typical repair maintenance assignment. R&M sections are
also having to defer work requests due to transportation issues as result of out of
commission vehicles that are in constant maintenance/repair and in need of
replacement.
Six Month Progress Report on Program Objectives for FY 2020-21 4
PUBLIC WORKS
BUILDING
Update as of December 16,2020,R&M section has fulfilled the Kona
Carpenter/Cabinet Maker position that was vacated in August 2020. R&M
section would like to recommend creating a new position for the Kona district
(Plumber,Electrician) to improve services to address increased volume of work
to maintain our growing number of facilities.
4. Improve processing of building, electrical,plumbing and sign permits, and the
public's access to information.Recently amended Hawaii County Code, Chapter 5,
Construction Administration Code prepared for the upcoming implementation of the
one permit process which is believed will improve processing of building permits.
Work has been proceeding on the implementation of the EnerGov system. Once
implemented, in addition to being able to apply for permits and pay permit fees
online, customers will also be able to:
• Search all Building Division's permit information stored within the
system.
• Include file attachments with their applications when they apply online.
• Have faster results of their reviews if electronic plans are submitted due
to the systems support for concurrent plan review.
• Receive email notifications as their application goes through the
approval process.
• Monitor the progress of their applications as it goes through the review
process.
• Request inspections and view the results of the inspections for their
projects online.
Work continued to identify ways to improve the division's webpages
(https://www.dpw.hawaiicounty.gov/divisions/building) and make
modifications to it to improve customer experience in accessing information
as well as utilizing the services offered.
Six Month Progress Report on Program Objectives for FY 2020-21 5
PUBLIC WORKS
ENGINEERING
1. Participate in the State/FHWA Statewide Transportation Improvement Program
(STIP).
Projects which were in construction are the$8 million Kilauea Avenue
Rehabilitation Project, the $2 million Henry Street Rehabilitation project, the
$20 million Mamalahoa Highway (Waimea)Widening Project, and the$12
million Alii Drive Culvert Replacement Project. In design are the Waianuenue
Avenue Rehabilitation project,the Old Mamalahoa Highway Rehabilitation
project(Kona), the Kino`ole Avenue Rehabilitation project, and the Ane
Keohokalole Phase III Project.
2. Complete County CIP drainage and Roadway projects in a timely manner.
Funding constraints have restricted development of new projects. Recently
completed projects are the Plumeria Road Reconstruction project and the Alii
Drive Seawall Emergency Repair Project. Construction of the Kalaniana`ole
Avenue Reconstruction Project is on-going. Current planning and design
projects include the KAwili Avenue Shoulder Improvement Project and the
Waikoloa Roundabout Project.
3. Prepare parcel maps in three months and process subdivision applications in three
months.
100% of subdivision applications were processed within three months.No parcel
maps were needed preparation during this period.
4. Provide in-house construction management for all projects.
All Engineering Division construction projects were managed by in-house staff.
5. Respond to or process 80% of all time-sensitive documents, such as subdivision,
change of zone, and variance applications, by stipulated deadlines.
Responded to or processed 100% of all time-sensitive documents by stipulated
deadlines.
Six Month Progress Report on Program Objectives for FY 2020-21 6
PFJ LIC WORKS
El\TGINEERING
6. Respond to or process 70% of all materials that do not have a stipulated deadline,
such as construction and grading plans, complaints, and environmental matters within
two weeks.
Responded to 90% of all materials that did not have stipulated deadline within
two weeks.
7. Provide same day service for 75% of all permits issued by the Division, including
building permits.
Provided same day service for 80% of all permits issued by the Division.
Six Month Progress Report on Program Objectives for FY 2020-21 7
PUBLIC WORKS
AUTOMOTIVE
1. Support the various County departments/agencies island-wide with repair,
maintenance, and welding services, and by performing at least 90% of these services
by staff(versus contract).
Received 1,955 work orders, of which 1,764 were completed, or 90%.
Contracted out 191 work orders or 10%.
2. Reduce the average monthly repair backlog for the Construction section from
previous fiscal year.
The backlog for repairs increased by 7 during the period July 2020 to December
2020.
3. Reduce the average monthly repair backlog for the Automotive section from previous
fiscal year.
The backlog for repairs increased by 13 during the period July 2020 to
December 2020.
Six Month Progress Report on Program Objectives for FY 2020-21 8
PUBLIC WORKS
FLOOD CONTROL
1. Continue to conduct semi-annual inspections of flood control system.
The U.S. Army Corps of Engineers inspected various flood control systems.
2. Continue to maintain flood control systems.
a. Prevent deterioration of structures by repairing within six months.
Maintenance and repair work of various flood control systems to prevent
deterioration of structures,including those in the districts of South Hilo,
North Hilo/Hamakua,North/South Kohala,North/South Kona and Ka`n,
were performed within six months.
b. Clear debris such as mud,rocks, branches, etc. from channel within three months.
Maintenance and clearing of debris from channels,including those in the
districts of South Hilo,North Hilo/Hamakua,North/South Kohala,
North/South Kona and Ka`u,were performed within three months.
c. Control weed and brush growth by using herbicides and mowing quarterly.
Maintenance and repair work of various flood control systems,including
those in the districts of South Hilo,North Hilo/Hamakua,North/South
Kohala,North/South Kona and Ka`u,were performed quarterly.
Six Month Progress Report on Program Objectives for FY 2020-21 9
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PUBLIC WORKS
�_a.�.._,.e.. ..... _. ...,.a_.� ._.�_�.ADMINISTIZATI®1®T �����
1. Ensure core functions are accomplished within budget 90% of the time as measured
by monthly financial reports.
Core functions accomplished within budget 90% of the time.
2. Reduce by 10% claims due to industrial accidents. To achieve this, educate personnel
through training programs for personal and operational safety.
Industrial accident claims were reduced by 14%. Total accident count of 18 for
FY 2019-20 decreased from FY 2018-19 which had a total accident count of 21.
3. Encourage at least one third of the total departmental employees to participate in
safety related training per year.
256 employees or 76% of the total departmental employees received safety
related training for FY 2019-20.
4. Improve customer service to the public by training one-third the total departmental
employees to participate in any customer service relate training.
No customer service training was offered by the County due to COVID-19.
5. Comply with the National Bridge Inspection(NBI) and other Federal, State, and
County of Hawai`i bridge inspection regulations including preparation and
submission of bridge reports, by conducting 129 of the bridge inspections every two
years as they are due.
Completed 58 bridge inspections for FY 2019-20.
6. Performing bridge repair and maintenance projects on at least four bridges that have
been identified as requiring timely action due to deterioration, deficiencies, and
defects. Carry out bridge replacements and/or rehabilitations, as well as scour
analysis countermeasure implementation as needed. This includes implementing the
planning, design, construction management, and permitting processes of an average
of three to five per year, depending on the severity and complexity of the repair work
and available resources that needs to be done.
Completed repairs and maintenance of two bridges.
Final Status Report on Program Objectives for FY 2019-20 1
PUBLIC WORKS
ADMINISTRATION
DPW began coordinating with a professional engineering consultant for the
structural repair and preservation of four bridges, namely Honoli`i Stream
Bridge,Kaw`iwilahilahi Stream Bridge,Kaiwiki Bridge #1 and `Ope`a Stream
Bridge. 80% of the construction cost for these four bridges will be funded by the
FHWA.
DPW began working with an engineering consultant on finalizing the
construction plans and project specifications for two bridge rehabilitation
projects,Bridge#28-1 Waima'au'au Stream Bridge and Bridge#22-2 Pauahi
Street Bridge.
7. Comply with the Federal Highway Administration(FHWA)requirements by
conducting structural analyses to determine the load rating (Inventory and Operating)
capacity of approximately 45 in-service bridges, registered in the National Bridge
Inventory (NBI).
Completed structural analysis on 39 bridges.
8. Comply with the Code of Federal Regulations (CFR) mandate by conducting
underwater inspections to two NBI registered in-service bridges.
Scheduled underwater inspection conducted on one bridge.
Final Status Report on Program Objectives for FY 2019-20 2
PUBLIC WORKS
BUILDING
1. Process building permits on a regular basis and complete the plan review of 90% of
residential permits within 20 calendar days.
During FY 2019-20, the Building Division did not achieve the initiative to
process residential permit/plan review application submissions within 20
calendar days, but it did improve from 55% to 73%. The records indicated that
of the 2,731 residential building permits processed, 1,537 (56%)were
completed/issued within 20 days. On average, the residential building permits
were processed within 25 days. Two building plan reviewer personnel started on
December 1st. However, these two personnel were from the inspection section so
in order to continue to perform building inspections in a timely manner, these
two personnel have agreed to continue performing inspections while also doing
building plan review. These two new plan review personnel should help improve
the processing time,but the lack of these fulltime reviewers may still affect
process permits and review plans within the consistent timeframe of 20 calendar
days. Improperly prepared plan submissions are particularly burdensome as
they literally require duplication, triplication, etc. of staff effort for each
resubmission.
The Division continues to recruit for one more vacant plan reviewer position.
Despite providing and continuously updating instructional guidelines/checklists
and utilizing opportunities for conducting training on preparing plan
submissions,the volume of improperly prepared plan submissions remained
elevated. Alternative measures to reduce the number of improperly prepared
plans such as imposing a.plan review fee require further consideration. Adding
an electronic plan review module will further contribute toward reducing the
time it takes to process a permit by eliminating the physical routing of plans and
enabling agencies remote desktop and simultaneous review capabilities.
2. Complete 90% of requested inspections within two working days.
During FY 2019-20, the Building Division, as a whole, achieved the initiative to
provide inspection services within 48-hours of request. The Building Division
completed 91% of requested inspection within two working days. Individually,
although the electrical and plumbing sections met the projected 90%, the
building section again fell just short but did not decrease:
Building—87% completed within 48-hours
Electrical—93% completed within 48-hours
Plumbing—91% completed within 48-hours
Final Status Report on Program Objectives for FY 2019-20 3
PUBLIC WORKS
BUILDING
Since two of the building inspectors have accepted positions in the plan review
section, there are now two vacant positions to fill that will require around two
years of training before they can perform inspections on their own. One
building inspector has been in training as a building plan reviewer and assists
with drafting notice of violations for the other inspectors. The Division
continues to receive a multitude of complaint/violation investigations/resolutions
that detracts from inspection response.
3. Schedule and complete 90% of routine (non-critical)maintenance and repair requests
II
within 30 calendar days of receipt of request.
During FY 2019-20,R&M personnel received 749 work requests of which 618 or
84.0%were completed within 30 days,not achieving the 90% goal. The
remaining 131 work requests were typically deferred due to
unavailability/procurement of equipment/materials and precedence of random
building design section assigned priority projects (i.e. 1990 Kino`ole, traffic
office accommodation, Schultz Siding IT electrical,facilities repairs, and
renovations). The R&M section is still experiencing delays due to transportation
issues as result of out of commission vehicles that are in constant maintenance
repair or in need of replacement. As of December 16,2019, the R&M section
p
had filled the Kona Lead Carpenter position that was vacated in August 2019
and a new Kona Carpenter/Cabinet Maker started work on February 4,2020.
R&M section would like to recommend creating a new position for the Kona
district(Plumber, Electrician) to improve services to address increased volume
of work to maintain our growing number of facilities.
4. Improve processing of building, electrical,plumbing and sign permits, and the
public's access to information.
On March 28,2012, the Building Division launched the phase-in of its new
permit software (Magnet). The Magnet software implementation as of
December 2017 remains incomplete on multiple critical requirements including
but not limited to: migration of permit data from the WANG and Lotus permit
software, iPad synchronization for field inspection data communication and
entry, coordination of GPS with address information, data field automations,
data manipulation and report generation,permit payment accounts, etc. The
unsuccessful implementation of the Magnet software led to a decision to replace
Final Status Report on Program Objectives for FY 2019-20 4
PUBLIC WORKS
BUILDING
the software. A request for proposal followed by a contract award to Tyler
Technologies—EnerGov software was executed with its implementation initially
scheduled for Spring 2019 but has now been pushed back to the first quarter of
2020.
Changes implemented to the permitting process included returning the intake of
permits back to the Building Division from the Planning Department.
The Division anxiously awaits the use of the new EnerGov software as it is
intended to improve customer service and provide better transparency. Rather
than using two software, Magnet and Lotus,the staff will be more efficient with
just one, EnerGov. The integration of the electronic plan review module is
currently scheduled to follow the new EnerGov software implementation which
allows the staff and the public time to get acquainted with EnerGov.
Final Status Report on Program Objectives for FY 2019-20 5
PUBLIC WORKS
ENGINEERING
1. Participate in the State/FHWA Statewide Transportation Improvement Program
(STIP).
The Kawailani/`Iwalani Intersection Improvement Project has been completed.
The Highway 132 Emergency Lava Road Restoration Project has been
completed. The Mamalahoa Highway(Waimea) Widening Project and the Alii
Drive Culvert Replacement Project are under construction. The Kilauea Ave
Rehabilitation and the Henry Street Rehabilitation projects have been obligated
by the FHWA and awarded to the contractors with Notice to Proceed given. The
Waianuenue Avenue Rehabilitation Project is currently in design.
2. Complete County CIP drainage and Roadway projects in a timely manner.
Funding constraints have restricted development of new projects. The Alii
Drive Shoulder Improvements Project has been completed. The Waiakea Uka
Flood Control Channel Repair,Komohana Bridge to Kawailani Bridge has been
completed. On-going construction of the Kalaniana`ole Ave Reconstruction
Project. On-going construction of the Pu`u Noho Culvert Replacement Project.
The Plumeria Road Rehabilitation Project has been awarded. On-going
planning and design projects include the Nani Kailua Extension Project and the
Pnhala Street Extension. Also working on Lava and Hurricane Lane restoration
projects.
3. Prepare parcel maps in three months and process subdivision applications in three
months.
Parcel maps have been prepared and subdivision applications processed within
three months.
4. Provide in-house construction management for all projects.
All Engineering Division construction projects were managed with in-house staff
including assistance from DPW Contract employees for the Highway 132
Emergency Lava Road Restoration Project.
5. Respond to or process 80% of all time-sensitive documents, such as subdivision,
change of zone, and variance applications, by stipulated deadlines.
Responded to or processed 90% of all time-sensitive documents by stipulated
deadlines.
Final Status Report on Program Objectives for FY 2019-20 6
PUBLIC WORKS
EllTGINEEIZING
6. Respond to or process 70% of all materials that do not have a stipulated deadline,
such as construction and grading plans, complaints, and environmental matters within
two weeks.
Responded to 70% of all materials that do not have stipulated deadline within
two weeks.
7. Provide same day service for 75% of all permits issued by the Division, including
building permits.
Provided same day service for 80% of all permits issued by the Division.
Final Status Report on Program Objectives for FY 2019-20 7
PUBLIC WORKS
ALJTOlVIOTIVE
1. Support the various County departments/agencies island-wide with repair,
maintenance and welding services, and by performing at least 90% of these services
by staff(versus contract).
Staff received 3,949 work orders, of which 3,795 were completed, or 96%.
Contracted out 154 work orders or 4%.
2. Reduce the average monthly repair backlog for the Construction section from
previous fiscal year.
The average monthly backlog for repairs, as compared to FY 2018-19, increased
by 16 to 72, during the period of July 2019 to June 2020,when the average
monthly backlog was 56.
3. Reduce the average monthly repair backlog for the Automotive section by from
previous fiscal year.
The backlog for repairs, as compared to FY 2018-19, increased by one to 23
during the period July 2019 to June 2020,which the average monthly backlog
was 22.
Final Status Report on Program Objectives for FY 2019-20 8
PUBLIC WORKS
FLOOD CONTROL
1. Continue to conduct semi-annual inspections of flood control system.
The U.S. Army Corps of Engineers inspected various flood control systems,
including those in the district of South Hilo.
2. Continue to maintain flood control systems.
a. Prevent deterioration of structures by repairing within six months.
Maintenance and repair work of various flood control systems to prevent
deteriorationof structures, including those in the districts of South Hilo,
North Hilo/Hamakua,North/South Kohala,North/South Kona and Ka`u,
were performed within six months.
b. Clear debris such as mud,rocks,branches, etc. from channel within three months.
Maintenance and clearing of debris from channels, including those in the
districts of South Hilo,North Hilo/Hamakua,North/South Kohala,
North/South Kona and Ka`u,were performed within three months.
c. Control weed and brush growth by using herbicides and mowing quarterly.
Continued maintenance and repair work of various flood control systems,
including those in the districts of South Hilo,North Hilo/Hamakua,
North/South Kohala,North/South Kona and Ka`n.
Final Status Report on Program Objectives for FY 2019-20 9
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2 1
RESEARCH & DEVELOPMENT
AGRICULTURE
1. Increased consumption of local agricultural and value-added products at local,
national, or international levels.
The department has been supporting the promotion of agricultural products for
the local, national, and international markets. Floral and ornamental foliage
markets were targeted by the Hawaii Tropical Flower Council and Hawaii
Floriculture & Nursery Association. Webinars have been actively utilized to
minimize exposure to COVID-19. The Hawaii Coffee Association has been
aggressively marketing coffee through social media. The Best of Kona Festival
will feature local agricultural products, farms, and farmers.
2. Improve the quality,productivity and safety of agricultural producers, systems and
products through critical, effective, and timely research, development and education.
Supported research by the Hawaii Island Meat Cooperative for its project,
Innovation in Small-Scale Wastewater Disposal. This has been a critical project
to allow the mobile harvest unit to increase its throughput. The department also
supported research into utilizing the Korean Natural Farming methodology in a
commercial floral enterprise to reduce costs and increase plant health and vigor.
The Specialist has been working with a new cacao organization,Big Island Cacao
Community,to help them achieve their goal of increased production of cacao and
sales of Hawaiian chocolate.
The Specialist supported the operation of a hydroelectric plant and distribution
of water to a macadamia nut field in Pahala. Researched the steps to run a water
line under the road to water the macadamia nut field. The water that went
through the hydroelectric plant could not be emptied into a nearby gulch because
it was not originally from the gulch.
3. Support the expansion of agricultural industries and methodology, such as
hydroponics or natural farming, with farmer training programs.
The Specialist has been a member of a committee looking at increasing
agricultural production and employment along the Hamakua coast.
4. Reduce the negative impact of invasive species on agricultural crops through research
and educational programs.
Six Month Progress Report on Program Objectives for FY 2020-21 1
RESEARCH & DEVELOPMENT
.AGRICULTURE
The department has been supporting two University of Hawaii projects to
minimize the impact of invasive species. Increasing Production of Novel
Floriculture Products for Import and Replacement is a research project to
minimize accidental introductions. The ban on importing Myrtaceae family
products such as eucalyptus is to avoid future introductions of pathogens that
may increase the risk of infecting the `Ohi`a. Eucalyptus cultivars is important
to the ornamental industry so cultivation research to produce them locally is
needed. Pansy is another imported flower that may be grown locally and there
are low elevation cymbidium cultivars may be produced at lower elevations.
Research is needed to develop the cultivation practices to allow these crops to be
commercially produced in Hawaii.
The Little Fire Ant is still a concern for agricultural producers. The department
is supporting the Hawaii Ant Lab's work to work with individual farms to
develop a control plan for the specific farm and to educate the producer on
control measures.
The Specialist represents the County on the Gorse Task Force. The State
Legislature mandated the formation of the Task Force to prepare a report on
control measures, short, and long-term measures to reduce/eradicate Gorse on
Department of Hawaiian Home Lands on Mauna Kea.
The department has been working with the Hawaii Department of Agriculture
to fund a Coqui control program in North Kohala.
5. Support the reduction of the number of incidences of agricultural theft through the
development of methodology and the education of producers and vendors.
No activity.
6. Preserve agricultural lands by seeking improvements to existing systems designed to
conserve soil and water to include grubbing and grading policies and landscape level
programmatic application.
No activity.
7. Facilitate the development of affordable farm worker housing by developing
recommended reform, deployment strategies with existing government support
programs.
Six Month Progress Report on Program Objectives for FY 2020-21 2
RESEARCH & DEVELOPMENT
AGRICULTTJRE
The department contracted The Kohala Center to prepare a report on
affordable farm worker housing. A report has been prepared and submitted for
review. The department issued a new contract to facilitate the next steps of the
process with community and government stakeholders.
8. Work with chemical distributers on programs for affordable control of invasive
species.
No activity.
9. Support the effective integration of the food system networks into local agricultural
networks,production systems and value chains.
The Food Access Coordinator continued to facilitate the Hawaii Island Food
Alliance and be an executive team member of the Hawaii Island Agriculture
Partnership. The two networks have been in the process of conducting the
Hawaii Island Food System Study. The study will lead to a feasibility study for
an agriculture invocation center, a Food Action Plan, and an Emergency Food
Plan.
10. Support the development of a strategic food system plan.
The Food Access Coordinator has been working with community partners to
conduct a Food System study and community stakeholder events in order to
develop a comprehensive food system plan.
11. Support the development of projects, materials, and events that increase cooperation,
innovation;and sustainability within the local food system.
The Food Access Coordinator held the third annual Food Summit in October
and November. Events and resources were kept up to date on the Hawaii
Island Food Alliance (HIFA)Website.
12. Support the development of projects, materials, and events that increase access,
consumption, education and awareness of fresh local foods.
The department supported Center for Getting Things Started and the Hawaii
Island School Garden Network to put on a series of local food promotion and
consumption virtual workshops for teachers and community members. The first
three out of five workshops have been completed. The Food Access Coordinator
facilitated collaboration between network partners that were developing
Six Month Progress Report on Program Objectives for FY 2020-21 3
RESEARCH & DEVELOPMENT
AGIZICULTUIZE..__..�_
materials and online events to collaborate, and cross promote their work to
increase the quality of the offerings and community participation.
13. Improve awareness and participation in food assistant programs.
The department printed and distributed over 15,000 SNAP applications to
community partners that work in improving food access within the community.
Through the Hawaii Island Food Alliance (HIFA) Website, resources related to
Food Access and other resources are updated weekly.
14. Reduce food waste and increase the amount of unharvested fruits, vegetables, and
nuts diverted into local food assistance programs.
The Food Access Coordinator continued to support development and
community integration of the Food Basket's Program Kokua Harvest.
Six Month Progress Report on Program Objectives for FY 2020-21 4
RESEARCH & DEVELOPMENT
TOURISM
1. To increase the economic contribution of the visitor industry to Hawai`i Island by
sustaining consistent visitor arrivals and expenditures through strategic marketing to
targeted international and niche markets, public relations, activities that maintaining
direct air service, Kama'aina visitor campaigns, and Conventions, Meetings, and
Incentives (CMI).
The FY 2019-20 contract with the Island of Hawaii Visitors Bureau (IHVB)was
extended from June 30,2020 to June 30,2021 in response to COVID-19 and the
impacts on the visitor industry which ceased all marketing and promotion
efforts. In July—November 2020,IHVB assisted with the COVID-19 call center
and support airport activities.
2. To ensure that the Hawai`i Island visitor industry is place/community based, and
strategically and sustainably managed to promote high quality of life for residents,the
preservation of natural and cultural resources and quality experiences for residents
and visitors. These will be accomplished by:
a. Supporting at least 25 festivals, events and projects that build community,
conserve natural resources, strengthen cultural identity and practices,promote
economic development, and improve the visitor arrival and departure experiences
through the annual Hawai`i Tourism Authority (HTA) Community Enrichment
(CEP), Aloha `Aina(conservation), Kukulu Ola(cultural)Programs, and the
Research and Development Innovation Grant.
Funding support was provided to 23 programs through the Hawaii Tourism
Authority (HTA) Community.Enrichment(CEP),Aloha `Aima
(conservation),Kukulu Ola (cultural) Programs, and to seven programs
through the Research and Development Innovation Grant.
b. Supporting at least five opportunities by June 2021 that:
i. Build capacity of HTA CEP, Kukulu Ola, Aloha `Aina and R&D award
recipients and visitor industry stakeholders to sustain quality and culturally
appropriate programs and products.
In partnership with HTA and the Hawaii AgTourism Association, the
AgTourism Webinar was provided to 100 participants in July 2020.
The following capacity building services were provided:
• One-on-one technical assistance for contractors on how to re-define
and re-organize their program in the COVID situation, and how to
build relationships with government—five sessions.
Six Month Progress Report on Program Objectives for FY 2020-21 5
RESEARCH & DEVELOPMENT
TOURISM
• One-on-one technical assistance for contractors whose funds were cut
by HTA on grant opportunities—five sessions.
• Convened and facilitated Hawaii Tourism Strategic Plan 2020-2025
(TSP) Action Cohort meetings to develop action plans for TSP
implementation of the four goals: Responsible Tourism,Pono Based
Communication,Place Based Education for Residents and
Infrastructure—17 meetings.
ii. Promote "Pono Practices" and other efforts that address community needs and
natural resource conservation.
Supported the designing and facilitation of the virtual tour of Kahaluu
Bay and Makuu Farmers' Market for the National Coalition for Asian
Pacific Americans Community Development annual conference which
featured pono practices for each of the areas and communities, as well as
responsible/regenerative tourism principles.
iii. Grow the"Ho`okipa"Network comprised of community, private and public
stakeholders from the visitor industry and others to build health, education and
economic strength of communities.
The Hawaii Island Tourism Strategic Plan 2020-2025 (TSP)was
launched in July 2020 and partners from the "Ho`okipa" Network
participated in cohort meetings to focus on action planning for
implementation of each of the four TSP goals: Responsible Tourism,
Pono Based Communication,Place Based Education for Residents and
Infrastructure. Over 80 representatives from community organizations,
visitor industry and government entities participated.
In partnership with the Hawaii Tourism Authority,the Hawaii Island
Destination Management Action Plan Initiative was launched and over
300 people from the community at large,visitor and various other
industries, and government officials participated in the outreach and
engagement phase.
iv. Engage international,national and local partners to promote sustainable and
responsible tourism on Hawai`i Island.
Engaged 130 representatives from nonprofit organizations nationwide
that advocate for and organize in low-income Asian and Pacific Island
Six Month Progress Report on Program Objectives for FY 2020-21 6
RESEARCH & DEVELOPMENT
T®tJRISM
communities in a discussion on pono practices and responsible/
regenerative tourism principles,through the virtual tour of Kahaluu Bay
and Maku`u Farmers' Market at the National Coalition for Asian Pacific
Americans Community Development annual conference.
Convened a total of 27 meetings that engaged over 90 visitor industry and
community stakeholders to develop action plans, build multi-sector
partnerships, and identify implementation roles for Responsible Tourism
and Pono Based Communication projects.
Six Month Progress Report on Program Objectives for FY 2020-21 7
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
1. Advance Economic and Business Development Knowledge
a. Monitor trends in economic development,business, and household finance, and
research related opportunities and challenges for Hawai`i Island.
Continuously monitored trends in economic conditions, business
opportunities, and financial conditions.
b. Communicate trends and research findings and make related policy and program
recommendations, as appropriate, based on learning and insights.
Have been funding Hlplan activities and trainings to help the success of
small entrepreneurial businesses; responsible use of natural resources the
work of a natural farming group which promotes the use of indigenous
micro-organisms rather than chemical fertilizers, insecticides and pesticides;
have been addressing invasive species control through the management of the
North Kohala Coqui Control Program.
c. Build the local, national, and international reputation and exposure of Hawai`i
Island, its businesses, and its products.
i. Maintain industry and program web pages with current content.
Provided content for the industry and program web page as new
information was identified.
2. Identify and Promote Economic and Business Development Resources
a. Maintain directories of industry contacts and resources.
Directory of industry contacts and resources were kept current.
Through the CARES Act Funding, a directory of over 2,500 small business,
with less than 50 employees,was maintained.
b. Support and/or attend industry meetings, workshops, festivals, conferences, or
trade shows.
Engagement included Hawaii Island Chamber of Commerce,Department of
Business Economic Development and Tourism (DBEDT) Community Based
Economic Development(CBED) Enterprise Zone Program.
Six Month Progress Report on Program Objectives for FY 2020-21 8
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
c. Provide support and resources to industry professionals, including but not limited
to permitting,referral and support services.
Provided businesses with technical assistance,leads to resources and support
services,information and data. Examples include assisting a business that is
opening a distribution center at the Kailua-Kona Airport, business
requesting information on the Opportunity Zones Program; and interest in
developing a new business on Hawaii Island and looking for guidance and
information.
d. Promote local, state, and federal programs and resources advancing economic and
business development.
Promoted local, state, and federal programs and resources such as but not
limited to the College of Tropical Agriculture and Human Resources, Small
Business Development Center,Enterprise Zone, Opportunity Zone,Food
Safety Programs and Foreign Trade Zone.
3. Collaborate to Advance Economic and Business Development Innovation
a. Administer the joint State/County Enterprise Zone program and increase business
participation.
One new business was enrolled in the Enterprise Zone Program, and 63
businesses participated in the program during July 1,2020—December 31,
2020 fiscal year.
b. Re-designate the Kohala Enterprise Zone for another 20 years in the Enterprise
Zone Program.
Completed. Governor David Ige re-designated the North Kohala Enterprise
Zone for another 20 years on January 21,2020.
c. Leverage and provide grant funding and/or technical assistance for collaborative
projects that build Hawai`i Island's dominant, emerging, and highest paying
industries and sectors.
No activity due to the Coronavirus Pandemic.
Six Month Progress Report on Program Objectives for FY 2020-21 9
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT ,4
d. Coordinate resources, services, and economic and workforce development
strategies, initiatives, or projects with other government agencies and economic
and business development organizations.
Cost share funding was provided with the U.S.Department of
Transportation to Mokulele Airlines for Essential Air Services for 12 nonstop
round trips per week from Kamuela Airport to Kahului Airport.
Provi4dlsT1 funding from the Hawaii Department of Agriculture to North
Kohala Community Resource Center for a North Kohala Coqui Frog
Control Project in support of agriculture, tourism, property values and the
community's quality of life.
Developed an Opportunity Zones (OZs) collaborative,which seeks to employ
public,private, and philanthropic partnerships to attract and steward
equitable community-aligned private investments to local businesses and
advance economic and business development efforts on the Island.
e. Improve household financial self-sufficiency and mobility by advancing
workforce development,through efforts to decrease household debt and expenses
and increase household income and wealth, and by advancing inclusive growth
and community-based economic development.
Served as a member of the Hawaii County Economic Opportunity Council
(HCEOC) Board of Directors, a Community Service Block Grant funded
organization that helps low-income individuals and families.
f. Administer County Council Contingency Relief Fund grant contracts that are aligned
with Departmental goals and objectives.
Administered four County Council Contingency Relief Fund grants for a wide
range of community-based initiatives.
g. Administer the Soil and Water Conservation District grants to advance
preparation of conservation plans that preserve essential land and water resources
and ensure compliance with the Grubbing and Grading ordinance.
Managed four Soil and Water Conservation District contracts which support
the development of conservation plans for agricultural producers who are
required to meet the County's Grubbing and Grading Ordinance
Six Month Progress Report on Program Objectives for FY 2020-21 10
RESEARCH & DEVELOPMENT
ENERGY
1. Collaborate with HELCO and private developers to implement renewable energy
resilience projects for the County of Hawai`i.
Have been developing heat maps for all of the County electric meters.
Progressing with utilizing the data to perform load analysis based on geographic
location versus meter type and/or department financials,which ultimately can
lead to implementation of additional renewable energy projects and energy
saving initiatives at County facilities.
Currently working with Department of Environmental Management to define a
scope of work for a public private partnership relationship to lower the cost and
use of fossil fuel generated electricity.
2. Respond to energy dockets at the Public Utilities Commission that may have
significant impacts in the County.of Hawaii.
County and Arizona State University (ASU) continued their partnership in
addressing energy-related dockets before the Hawaii Public Utilities
Commission (PUC) relating to:
• PUC issued a final decision and Order for Hawaiian Electric Light
Company's, (HELCO's), general rate increase and revised rate schedules &
rules. The PUC's decision rejected HELCO's $1.7 million dollar requested
increase in Operation and Maintenance (O&M) funding, resulting in cost
savings for customers. It estimated the rejection of the O&M increase will
result in$8.74 savings per resident and$20.19 per HELCO customer per
year on a permanent basis.
• Performance-based regulation. The County and ASU has remained focused
on stabilizing customer bills, incentivizing long-term utility cost containment
efforts, accelerating deployment of utility-scale renewable generation, and
lowering market barriers to distributed energy resource (DER) adoption.
The PUC in its phase 2 decision and order issued on December 23rd,2020
reflected a strong alliance with the County's position in our filings.
• Electrification of Transportation Strategic Roadmap. The Electrification of
Transportation (EOT) Docket has been less active this year, though the
proceeding is beginning to move forward again as the Hawaiian Electric
Companies,(HECO),filings on the implementation of pilot projects.
• Integrated Grid Planning. Over the past year, the County and ASU have
participated in a series of Integrated Grid Planning(IGP) related workshops
and update calls to monitor this docket; thus ensuring the County's interests
are represented
Six Month Progress Report on Program Objectives for FY 2020-21 11
RESEARCH & DEVELOPMENT
ENERGY
3. Identify and implement energy efficiency projects to reduce County energy expenses.
a. Ensure that the County's procurement takes into consideration lifetime energy
costs, including utilizing any rebates, incentives, or private partnerships available.
The Energy Program progress was put in a position to advance with the
master agreement, Contract#DOT-2020-044 fully executed. This enables the
County to utilize third-party financial partners to advance renewable energy
technology implementation in facility,vehicle fleets, fueling and charging
infrastructure.
b. Collaborate with Hawai`i Energy to implement Strategic Energy Management
(SEM) strategies.
As the analysis in 3a. advances, Hawaii Energy's contributions will be
elevated to finalize the Strategic Energy Management Roadmap.
renewable energyprojects for the County Plan and implement of Hawai`i with
significant Return-on-Investment.
a. Explore enhancement of the Lalamilo Wind Farm to increase the consumption of
electricity generated by the wind farm and incorporate a storage component to
allow more operational flexibility once the project has reach stabilization with the
developer regarding the existing PPA.
The initial installation was still going through the optimization of the energy
provided and the energy purchased by Department of Water Supply.
b. Explore the development of an energy revolving fund with savings from
efficiency programs, public-private-partnerships•and performance contracting.
The establishment of an energy revolving fund will be explored in-depth and
include the analysis of Strategic Energy Management,(SEM), and the value
of the return on investments to the County made through private financing.
In the first half of FY 2020-21,work was focused on the development of a
request for proposals for performance contracting as the analysis in 3a
advances.
c. Explore the development of a self-sustainable renewable energy base emergency
fuel source that is transportable and has extended shelf life.
Renewable energy generated fuel sources was and continues to be evaluated
from wind, photovoltaic (PV) solar,in-line hydro, anaerobic digestion,
pyrolysis, and conventional gasification. Currently the fuels for production
Six Month Progress Report on Program Objectives for FY 2020-21 12
RESEARCH & DEVELOPMENT
ENERGY
being considered are hydrogen and methane. The expected outcome would
be a blend of the various technologies in which production facilities are
located across the island.
5. Collaborate with governmental and private partners on programs and projects aligned
with energy goals
a. Support the expanded use of alternative fuel vehicles, including within the
County's fleet.
Act 144, formerly known as HB 401,was signed into law on June 26,2019
and incorporated in the Hawaii Revised Statutes as Chapter 36-42. The law
provides authority for government agencies to enter into an energy savings
contract with private partners for vehicles,vehicle fleet,fuel and charging
infrastructure. The fleet analysis is near final draft which will be used as a
tool to plan the disposal and replacement of County fleet vehicles with zero
emission vehicles.
The savings will be primarily in fuel cost per vehicle mile along with
operations and maintenance. This financing tool has the potential to also the
reduce the use of the County's Capital Improvement Project funding, as the
private sector would make capital investments in the case of fueling and
charging infrastructure. Discussions are on-going within the administration
as to how to best explore this opportunity.
b. Support the Mass Transit Agency in the acquisition and deployment of electric
and hydrogen buses, along with the fueling and charging infrastructure.
In collaboration with Mass Transit,the Energy Program a Memorandum of
Agreement, (MOA), has been entered into by Hawaii Natural Energy
Institute, (HNEI), and the County. This agreement allows the County to
operate three fuel cell buses, including 29-passenger bus donated by the
University of Hawai`i Natural Energy Institute. The bus will operate initially
in Kona routes in early 2021. Two 20-passenger buses-have been donated by
the Volcano National Park. The MOA also provides that-2 years of fuel will
be provided at no cost to the County from the fuel production and fueling
station has been constructed and operational at the Natural Energy
Laboratory of Hawaii Authority. Work continues on the mass transit fleet
analysis that will result in a decision-making model based on current vehicle
profile,which will provide the basis of replacement recommendations that
Six Month Progress Report on Program Objectives for FY 2020-21 13
. RESEARCH & DEVELOPMENT
ENERGY
include fueling and fleet replacement options for the Mass Transit Agency to
transition to a zero-emission fleet. Finally,work is progressing on a zero-
emission vehicle maintenance curriculum with Hawaii Community College
as a related workforce development opportunity.
c. Explore the use of byproducts-of the West Hawai`i Sanitary Landfill and
wastewater treatment facility as fuel sources.
The waste to energy fuel was and continues to be analyzed, considering land
fill gas,wastewater sludge, anaerobic digestion,pyrolysis, and conventional
gasification to produce a renewable energy generated fuel source. Currently
the fuels being considered are hydrogen and methane. The expected outcome
would be a blend of the various technologies in which production facilities
are located across the"island.
d. Support the expansion of the network of EV charging stations, vehicle-to-grid
connections, and hydrogen fueling stations.
Act 144, (formerly known as HB 401),was signed into law on June 26th,2019,
and now appears in the HRS as chapter 36-42. This enables a government
agency to enter into an energy savings contract with private partners for fuel
and charging infrastructure. HRS 36-41 qualified venders selected by the
State Procurement Office managed RFP combine with HRS 36-42 selected
Sustainability Partners, LLC. The fueling and charging infrastructure will
be the result of the work being performed in objectives 1 and 3.
e. Support the development of innovative, low-cost, efficient transportation systems
like transportation network, autonomous vehicles, and car sharing.
Act 144, (formerly known as HB 401),was signed into law on June 26th,2019,
and now appears in the HRS as chapter 36-42. This enables a government
agency to enter into an energy savings contract with private partners for fuel
and charging infrastructure. HRS 36-41 qualified venders selected by the
State Procurement Office managed RFP combine with HRS 36-42 selected
Sustainability Partners, LLC. Contract#DOT-2020-044 fully executed.
This enables the County to utilize third-party financial partners to advance
renewable energy technology implementation in facility,vehicle fleets,fueling
and charging infrastructure.
Six Month Progress Report on Program Objectives for FY 2020-21 14
RESEARCH & DEVELOPMENT
ENERGY
1. Support the refinement and implementation of energy-related General Plan and
Community Development Plan strategies.
There have been meetings with the Recovery team and Planning department
to include renewable energy, load management, energy efficiency, and on-site
PV+Stored Energy (PVSE). The optimal PVSE system will account for the
additional load generated by the vehicle fueling and charging infrastructure
utilized by both public and government agency vehicles. The PVSE
electricity could also be dispatched by HELCO for grid stability and power
outages. This provides grid support resulting in a more resilient electrical
network.
Six Month Progress Report on Program Objectives for FY 2020-21 15
RESEARCH & DEVELOPMENT
RESOURCE CENTER
•
1. Manage Data, Information, and Knowledge Systems.
a. Developand manage a data, information, and knowledgee management system.
• Maintain the Hawai`i County Data Portal, a repository of quantitative data
about and relevant to Hawai`i Island.
Continued supporting the Hawaii County Data Portal, developed by the
University of Hawaii Economic Research Organization. The portal
contains 206 indicators related to economic development, agriculture,
construction, energy,tourism, and population. Data is viewable in table
and trendline graphs, and downloadable in PNG and JPEG images, SVG
Vector images, CSV and PDF. Immediate data analysis is available
through the portal's "analyzer" feature.
• Collaborate with the Department of Information Technology and other
agencies to develop and maintain a Hawai`i County Open Data platform.
This project is pending availability of staff to develop a platform.
• Maintain and expand a Hawai`i County knowledge management system,that
includes a library collection of printed and digital information, and a
collection of qualitative or intrinsic knowledge.
Continued maintenance of the County's physical library containing 1,680
titles and in the process of digitizing those titles having no copyright
restrictions into the online Librarika Catalog. Continued to use the
department's database of research and reports in the department's
Zotero academic document management system for internal use. The
current catalog contains 2,306 titles.
• Explore the feasibility of additional digital government platforms.
Have been investigating and assessing cost effectiveness of alternative
platforms.
b. Provide data and referrals.
• Provide easy access to data, information, and knowledge about and relevant to
Hawai`i Island.
The Department has published a compilation of monthly economic
statistics since 2000,which compares current year data with data from
Six Month Progress Report on Program Objectives for FY 2020-21 16
RESEARCH & DEVELOPMENT
RESOURCE CENTER
the previous year. This compilation includes data related to population,
building permits, tourism, labor force,transportation,tax collection, and
consumer price index. Monthly Economic Statistics are available, along
with archives, on the department's website.
• Assist the public and other agencies with data, information, and knowledge
queries.
Provided daily responses to requests for information from the public and
other agencies. The Resource Center is responsible for the design,
content creation, and maintenance of the department's webpages.
During the period July 1,2020 to November 17,2020,the department's
webpages received 84,958 unique views. High usage can be credited to
the-COVID-19 pages created to communicate updates on the County's
Coronavirus Relief Fund (31,493 views) and timely information on
reopening guidance (5,069 views), resources for businesses (8,993 views),
and travel information.
As of November 17,2020, 71 news items were issued to 510 subscribers.
News items ranged in topics from: CARES Act funding announcements,
federal, state; and county funding opportunities; technical assistance
opportunities; and information relevant to all R&D program areas.
c. Develop and manage a Hawaii County research program.
• Maintain a research framework, including style guides and templates for
research requests and outputs.
Completed the draft style guide and templates for the Department to use
across program areas. Drafts are currently under review.
• Develop and advance a research agenda that informs program and policy
development for high-priority County issues, with a focus on output and
outcome measures.
Development of a research agenda was deferred due to additional priority
tasks related to the Kilauea Disaster and COVID-19.
Six Month Progress Report on Program Objectives for FY 2020-21 17
RESEARCH & DEVELOPMENT
RESOURCE CENTER
® Monitor trends relevant to the County of Hawai`i.
Continued the practice of monitoring trends relevant to the department's
mission and to the County and community by regular scans of
professional organization websites, online literature searches and Listsery
subscriptions. Findings are incorporated into the Department's
knowledge management system for internal use and shared with staff and
stakeholders when appropriate.
• Communicate trends and research findings, and make policy and program
recommendations, as appropriate,based on learning and insights.
Continued monitoring trends relevant to the Department's mission and to
the County and community through weekly scans of professional
organization websites, online literature searches and Listsery
subscriptions. Findings were incorporated into the Department's
knowledge management system for internal use.
d. Collaborate to support programmatic monitoring and evaluation with indicator
dashboards.
• Support monitoring and evaluation of implementation of the Hawai`i County
General Plan in collaboration with the Planning Department and other
agencies.
This objective is pending availability of Planning Department staff to
begin implementation.
• Support the development of other indicator dashboards aligned with
international, national, and state goals.
As part of active collaboration with Hawaii Green Growth, continued to
coordinate with the development of the Aloha+ Challenge Dashboard
and, by extension, achievement of the United Nations Sustainable
Development Goals. Collaborated with the Hawai`i Data Collaborative, a
project of the Hawaii Leadership Forum intended to measure indicators
of well-being in Hawaii.
Six Month Progress Report on Program Objectives for FY 2020-21 18
RESEARCH & DEVELOPMENT
RESOURCE CENTER
• Explore the feasibility of Hawai`i County utilizing Performance Management
Indicators.
Began researching current initiatives nationwide and examples of best
practices to develop a feasibility study.
2. Collaborate to Advance Innovation
a. Advance Collaboration.
• Develop and maintain a Customer Relations Management system for internal
departmental use.
The Resource Center has been maintaining a comprehensive database of
stakeholder contact information. A Customer Relationship Management
system is in development to ensure privacy controls and proper uses of
this information. The Department will not share the database outside of
its purview.
• Develop and maintain a comprehensive and current directory of industry
contacts, programs, and resources.
The Resource Center has been maintaining a comprehensive directory
for use by department staff.
b. Advance Communications.
• Manage the Department of Research and Development's web pages and
public documents.
Continued managing web pages and content.
• Collaborate with other agencies to maintain guides for navigating
procurement,permitting, licensing, and other business-related services in
Hawai`i County.
Served on the multi-agency EnerGov Executive Committee which is
guiding the development of the County's new online permitting system.
• Collaborate with other government agencies and economic and business
development organizations to host outreach events like Business Action
Center Days.
Six Month Progress Report on Program Objectives for FY 2020-21 19
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Continued participating in monthly meetings with a business
development stakeholder group to discuss trends and to frame
collaborative responses to immediate needs. Subjects explored included
disaster recovery for the business community, improving access to
capital, improving permitting processes for small business owners,
Opportunity Zone outreach,improved value-added mechanisms for
export, and Hawaii Island branding.
Business Action Center Days and other public facing events were
curtailed due to COVID-19.
c. Advance Innovation.
• Support public and private sector initiatives that examine innovative ways to
approach issues that affect quality of life—economic, social, and
environmental—on Hawai`i Island.
Participated on the Statewide Broadband Hui which focuses on
connectivity, reliability, and equitable distribution of broadband
infrastructure.
• Adapt program evaluation framework for use by the Department and its
partners.
No update.
d. Advance Balanced Development.
• Coordinate County of Hawai`i cross-agency initiatives focused on balancing
the environment, community, and economy.
Continued serving as the de facto sustainability office for the County and
coordinating cross-agency initiatives focused on balancing the
environment, community, and economy.
• Collaborate with local, state,national, and international networks focused on
balancing the environment, community, and economy.
Collaborated with Maui County,Kauai County, and Honolulu City and
County to identify bills with four-county support and a strategy for the
2021 legislative session.
Six Month Progress Report on Program Objectives for FY 2020-21 20
RESEARCH & DEVELOPMENT
RESOURCE CENTER
• Support the 2020 update of the Hawai`i County Comprehensive Economic
Development Strategy.
Have been awaiting the State Department of Business,Economic
Development and Tourism's Office of Planning to begin the Statewide
CEDS update process.
e. Collaborate to achieve local, state, national, and international targets for achieving
climate change mitigation and adaption goals.
• Develop and monitor a community greenhouse gas (GHG) inventory for
Hawaii Island.
Continued monitoring the 2015 Greenhouse Gas Emissions Inventory
developed in January 2020.
• Set near- and long-term targets to reduce GHG emissions on Hawai`i Island.
Initial targets were proposed in the draft Hawaii County Climate Action
Plan.
• Develop and implement a climate action plan aligned with the County's GHG
targets.
The first draft of the Hawaii County Climate Action Plan was released
for public review in May 2020.
• Collaborate on the development and implementation of plans for the County
of Hawaii climate change adaptation.
No update.
f. Collaborate with state, national and international entities to advance
sustainability.
• Support interagency initiatives to promote sustainable development in hazard
mitigation, GHG Sequestration, Kilauea Eruption Recovery and Climate
Change.
Secured grant funding of$142,235 to expand the County of Hawai`i's
AmeriCorps VISTA program. This program provides one year of
support for seven full-time AmeriCorps VISTA members to build
Six Month Progress Report on Program Objectives for FY 2020-21 21
RESEARCH & DEVELOPMENT
RESOURCE CENTER
capacity in Energy,Economic Recovery, Climate Action,Housing,Food
Systems, and Transportation through interagency initiatives.
3. Advance Innovation in Funding and Financing.
a. Manage grant research services available to other agencies and the public.
The Department continued to offer free access to its GrantStation
membership account to any organization or resident in Hawaii County.
GrantStation gives grant seekers the ability to find grant opportunities
through GrantStation databases and develop winning proposals through
GrantStation's grants strategy planning resources, and grant writing
tutorials.
The Resource Center reviews new federal funding opportunities on a daily
basis and refers relevant programs to agencies and partners.
b. Recommend funding opportunities.
• Identify and recommend strategic funding and financing opportunities for the
County of Hawai`i and for collaborative programs.
The Resource Center reviews new federal funding opportunities for the
County and its partners daily.
Received notification from the Economic Development Administration
that two proposals submitted under the EDA's Disaster Supplemental
Funding on behalf of the Department of Environmental Management,
and the Planning Department have been recommended for funding. In
process of submitting information requested by EDA to update the
proposals. If.awarded,the grants will provide$21.2 million in funding,
which will improve Hawaii County's infrastructure and protect coastal
and ground water. These projects,if funded,have the potential of
attracting$61.6 million in private investment, and add 1,172 jobs to the
economy.
• Seek opportunities to leverage funding with other agencies, foundations,
philanthropists, impact investors, and other public and private entities.
The Resource Center has actively monitored and continues monitoring
funding opportunities that the department can leverage to finance
projects to assist the County.
Six Month Progress Report on Program Objectives for FY 2020-21 22
RESEARCH & DEVELOPMENT
RESOURCE CENTER ..�����_...
c. Leverage and provide grant funding and/or technical assistance for collaborative
projects that advance balanced development.
Leveraged $113,500 in state and private funding to support The Kohala
Center's Malama Kahalu`u:project,which includes a Coastal Assessment
and Hazards Analysis of Kahalu`u Beach Park and Bay. This project will
provide insights on ways to preserve this premier visitor destination,
traditional community gathering place, coral reef spawning habitat, and key
recreation economy anchor. It will also guide the development of a
restoration plan that includes a realistic and pono plan for natural resource
conservation and the development of park infrastructure that enhances
ecosystem health and economic health and is protected from human stressors
of recreational overuse and climate change impacts.
Six Month Progress Report on Program Objectives for FY 2020-21 23
RESEARCH & DEVELOPMENT
FILM
1. Strengthen and preserve Hawai`i Island communities and natural resources as
outstanding film location by maintaining an active online presence and locations
information, and through strategic marketing and meetings with industry
professionals, in collaboration with industry partners.
a. Maintain the film program website with current content.
The Film Office website was updated with five pertinent news stories
promoting Hawai`i Island locations,film industry events and opportunities.
b. Maintain the film program social media presence on Facebook, Twitter and
Instagram with current content for promotion and networking.
All the Film Office social media platforms were updated several times weekly
with current content including interacting and sharing of partner content-
not just from the film industry- but including the broader creative industries
as well.
c. Using the LocationsHub tool, update and expand the photo library to include at
least five new albums to market and share.
Due to COVID-19 restrictions, no new locations were added to the
LocationsHub tool.
d. Place targeted print and online advertising in relevant industry publications to
highlight Hawai`i Island's unique and diverse locations and competitive financial
film incentives.
No new advertising was done in the first half of FY 2020-21. However,
advertising will be renewed in the Creative Handbook, a film industry
publication,both in print and online, highlighting Hawaii Island's locations
and state tax incentives.
Six Month Progress Report on Program Objectives for FY 2020-21 24
RESEARCH & DEVELOPMENT
FILM
2. Support local and incoming film and other creative economy projects by advising on
licensing, locations, crew identification, and other project-specific factors and by
publishing related guides and directories, in collaboration with permitting agencies
and the DBEDT Creative Industries Office.
a. Support and/or attend at least four festivals, conferences or trade shows to
promote the creative economy on Hawai`i Island and provide networking
opportunities for those industries.
The program specialist participated in two conferences virtually and
provided financial support in the form of a grant to the Palace Theater for
film festivals.
b. Provide"on-island" support and resources, including by not limited to,
permitting, industry referral and support services to creative industry
professionals.
A total of 62 inquiries were handled that required either permits, permitting
information or support for industry professionals and productions.
c. Maintain a comprehensive and current directory of creative industry contacts and
local production resources.
Frequent updates were made to contact and resources directories both on the
film office website and for mailing lists covering the film industry and wider
creative industries.
d. Support, facilitate and/or participate in four scouting tours or meetings with
creative industry professionals including location scouts,producers, studio
executives and independent filmmakers.
The program specialist,met virtually with four executives/producers/
filmmakers to discuss projects on Hawaii Island.
3. Develop local creative industries by advocating for tax incentives; through workforce
development, incubators, and accelerators; and by supporting local events and the
development of a multi-purpose creative economy facility, in collaboration with the
HTDC,Na Leo,the DBEDT Creative Industries Office, other government agencies,
and economic and business development organizations.
Six Month Progress Report on Program Objectives for FY 2020-21 25
RESEARCH & DEVELOPMENT
FILM
a. Coordinate resources, services, and industry development strategies with public,
private and government organizations and support programs and initiatives
consistent with statewide creative economy initiatives.
Fifty-three programs and events were promoted and supported including the
Hawaii Film and Entertainment Board,Film Offices of the Hawaiian
Islands, Creative Labs Hawaii,the Aloha Theater, the Palace Theater,the
Kahilu Theater,Aerial Arts Hawai`i, and Hawaii Doc Club. Support
included extensive social media and online advertising, grant funding, and
virtual attendance/participation at events and meetings.
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that build Hawai`i Island's creative industries.
Provided grant funding and technical assistance to the Palace Theater Film.
•
Six Month Progress Report on Program Objectives for FY 2020-21 26
RESEARCH & DEVELOPMENT
IlVIlVIIGRA'I'I®1\T
Proactively deliver information about immigration, citizenship, and the naturalization
process to immigrants and to prospective and new citizens.
a. Expand network of partners supporting immigrants.
Provided mini-info sessions to constituents on how to complete various
immigration forms, reviewed applications for naturalization and green cards
on a daily basis.
Attended DHS/USCIS quarterly stakeholder's virtual meetings to keep
abreast of new and amended immigration laws, procedures, and programs.
Continued to provide immigration information and answer to immigration
related issues to government agencies, service providers, employers and
workers in both Kona and Hilo.
Attended the Office of Language Access (OLA) strategic planning virtual
meetings to review OLA's mission and functions, to create goals and
objectives, and to establish an action plan that aligns with Department of
Health's strategic plan for a determined period.
Participated in the Mass Violence Workshop Planning Committee that was
hosted by the Prosecuting Attorney Office. The committee looked at ways to
support in the protocols and response efforts should the unlikely event of a
mass violence, such as a mass shooting or bombing happening in Hawaii
County.
Assisted immigrant farmers with the Federal Paycheck Protection Program
loan online application which was intended to provide economic relief to
small business adversely impacted under the COVID-19.
Helped organize a 2020 County of Hawaii COFA(Compact of Free
Association) COVID-19 Task Force to serve as a bridge between members of
COFA communities, government agencies, and non-profit organization by
effectively communicating pertinent information on COVID-19 regulations,
services, and resources in a culturally appropriate and sensitive manner.
Partnered with the Alii Health Center in Kona to provide COVID-19
educational materials to the Pacific Islanders and translated COVID-19
information to Kosraean sT21 language.
Six Month Progress Report on Program Objectives for FY 2020-21 27
RESEARCH & DEVELOPMENT
IMMIGRATION.��
Continued to support the Mayor's Office, Civil Defense, and Hawaii
Department of Health by providing resources, outreach and engagement of
immigrant communities to COVID-19 testing.
1. Expand partnerships supporting immigration and citizenship.
a. Make presentations to community groups and other networks on immigration
issues.
Provided information on immigration and related issues to Department of
Motor Vehicles and Social Security Office to better serve immigrant clients.
Provided public benefit information available to immigrants to health service
providers and government agencies on Hawaii Island.
•
Helped organize an Affordable Care Act Enrollment for Pacific Islander
migrants with the Kau Rural Health Community Association,Big Island
Kokua Service Program and West Hawaii Community Health Center.
b. Work with consular offices to provide outreach services in Hawai`i County.
Continue to be the liaison for citizens of the Philippines,Mexico,Marshall
Islands,Federated States of Micronesia, and Republic of Palau with the
Consulates on Oahu and U.S Mainland. Assist with renewal of passports,I-
9 issues, birth certificates, obtaining documents, travel documents, etc.
Continued discussions were initiated with consulate offices of Honduras,El
Salvador,Thailand and Vietnam to determine an interest in participating in
future outreach events for citizens of these countries.
Six Month Progress Report on Program Objectives for FY 2020-21 28
RESEARCH & DEVELOPMENT
AGRICULTURE
1. Increased consumption of local agricultural and value-added products at local,
national or international levels.
Supported the promotion and marketing effort at the local level with the Big
Island Association of Nurserymen's biannual plant sale and educational booths.
National and international marketing and promotional efforts were conducted
by the Hawaii Tropical Flower Council,Hawaii Floriculture and Nursery
Association and the Hawaii Export Nursery Association. Canadians loved the
Hawaii nursery and floriculture products; hence Canadian purchasers attended
the MidPac Conference,which was held in Hilo to better support the
nurserymen who lost their nurseries in the 2018 lava flow.
The Hawaii Institute for Pacific Agriculture has been working to get local
produce into the lunch program for Kohala Schools and to educate the students
on agricultural systems. Funding from the department was expected to further
enhance these initiatives.
The Department has supported the development of an island wide gleaning
project known as Kokua Harvest. The program was working to strengthen
access to fresh local fruits and vegetables for low-income residents, reduce
overall food waste and strengthen community relationships.
The Department in partnership with Hawaii Island Food Alliance (HIFA)
developed and distributed SNAP Gardens promotional materials. This was
funded as support materials for the Community Food Summit. Materials were
created to spread awareness about the program,that encourages SNAP
participants to use their benefits for growing home gardens. It was estimated
that every dollar spent on garden supplies grew an average of$25 worth of food
according to the United States Department of Agriculture (USDA). A social
marketing campaign was spearheaded by HIFA and they partnered with
SNAPgardens.org,KTA superstores,DHS,Maona Community Garden,Island
Naturals, and other SNAP retailers. The CTAHR"Grow Your Own" gardening
curriculum one-page handout was expected to also accompany the SNAP
Gardens promotional materials.
The department supported Farm to Keiki curriculum which was distributed to
61 preschools and ten Department of Education (DOE) pre-k programs. The
full-day online curriculum encouraged life-long healthy eating habits and a
preference for locally grown foods. Preschool was considered the first touch
point to train the next generation of farmers and healthy consumers.
Final Status Report on Program Objectives for FY 2019-20 1
RESEARCH & DEVELOPMENT
AGRICULTURE
Supported Hawaii County Economic Opportunity Council (HCEOC) to
improve the Senior Farmers Market Nutrition Program, by reducing the
amount of time it takes to pay farmers. Additionally,HCEOC set up a trial with
the North Kohala Community Resource Center which ran the local EBT booth
at the Hawi farmers market to do the program accounting for the market. If
this was successful, this model could lead to increased efficiency and reduced
administrative costs for the program.
Supported the Food Basket to increase local produce items, SNAP Garden
materials, and seeds into their Keiki Backpack program which encouraged the
consumption of local items and reduced food insecurity.
Supported the Food Basket to hire a COVID-19 Manager,to increase logistics
capacity needed due to the high volume of emergency food distributions as a
result of the COVID-19 pandemic. Similarly, supported the Hawaii Farm
Bureau to purchase local products from farmers who had lost their market and
for the items to be donated to emergency food distributors.
2. Improve the quality,productivity and safety of agricultural producers, systems and
products through critical, effective and timely research, development and education.
Supported efforts of the Hawaii Tropical Fruit Growers to plan and conduct an
international fruit conference on Hawaii island. The keynote speakers
presented research and marketability of fruits from Brazil that were expected to
be of interest to local growers. The University of Hawaii continued to work on
selections of native Hawaiian plants that served to replace imported stock
nursery plants and selections of cacao varieties which helped growers minimize
the impact of Black Pod disease on production.
In anticipation of the Pahala Daycare opening for the children of farmworkers
on the grounds of the PAhala Hongwanji, rooms were cleaned,painted and
stocked with games and supplies for the children. The facility accommodates 15
children, a supervisor and two adult volunteers. The insurance expense was
being covered by a donation program by coffee processors.
Supported research by the University of Hawaii to collect data on produce
development in Waimea utilizing a software program and imagery to determine
the most efficient irrigation program for the crop. The model was expected to be
calibrated with a producer to adjust the irrigation application to reduce water
usage with minimal reduction in yield.
Final Status Report on Program Objectives for FY 2019-20 2
RESEARCH & DEVELOPMENT
AGRICUI.'I'URE__.____
Supported the University of Hawaii at Hilo and the Hilo Bay Waterkeepers to
research the growth and development of Pacific oysters and native seaweeds in
Hilo Bay. The project was developed with cultural methodology to grow the
oysters and seaweed for food and to mitigate high levels of inorganic nutrients
that contribute to poor water quality in the bay.
Continued support of the 2018 Kilauea eruption recovery included the routing of
public donations to assist multiple farms regain access across lava flows.
3. Support the expansion of agricultural industries and methodology, such as
hydroponics or natural farming,with farmer training programs.
Supported GoFarm by relocating the new farmer training program closer to
Hilo where there was a larger student base. The training program covered a
wide range of production systems including hydroponics.
Work resumed on the scope of the Ka`u Agricultural Water System contract. A
20,000-gallon water tank was installed to regulate the water flow at the
Makanau Project site and will further support diversified agriculture in the
area.
The Hawai`i Agriculture Foundation received support to continue agricultural
education in the classroom, in which elementary through high school students
were exposed to agricultural concepts, systems and opportunities.
The Department and members of the Kilauea Recovery Team were engaged
with a group of swine producers interested in increasing production
infrastructure, processing capacity, reviewing County codes for zoning and
building constraints and other agencies concerns. The group's initial goal was to
ship 100,000 pounds of pork a year to Oahu.
Supported the Hawaii Island School Garden Network in offering DOE
Professional Development trainings to School Garden Teachers and to develop a
School Garden Education assessment tool. This program increased the
knowledge and capacity of teachers and developed a shared tool for teachers to
measure their programs effectiveness.
Final Status Report on Program Objectives for FY 2019-20 3
RESEARCH & DEVELOPMENT
AGRICULTURE
4. Reduce the negative impact of invasive species on agricultural crops through research
and educational programs.
The Hawaii Ant Lab (HAL) received support to develop an organic certified gel
bait to allow organic producers to control Little Fire Ant (LFA) and keep their
organic certification. Development was slowed by the need for thorough field
testing to confirm efficacy. Once completed, the organic certified gel bait recipe
was expected to be publicized to the appropriate industry groups and on the
County Agriculture's website. HAL updated its LFA manual and the
Department printed copies for the public and posted it on the Agriculture
website.
Supported the East Hawaii Cacao Association's efforts to educate 80 producers
about the impact of the Queensland Longhorn Beetle on fruit trees.
Supported the University of Hawaii at Hilo's international workshop on Rat
Lung Worm (RLW) research. Researchers shared the latest research and
findings. A recovering patient shared his experience trying to have doctors
acknowledge that his symptoms were caused by the RLW and the physical
impact on his body.
The Big Island Invasive Species Committee (BIISC) project to develop an
educational video on the spread and impact of the Two-Line Spittle Bug (TLSB)
was supported by the Department. The video was expected to document the
extensive damage done to Hawaii Island's pastures, resulting in less forage for
livestock and how to prevent the spread of the TLSB.
5. Support the reduction of the number of incidences of agricultural theft through the
development of methodology and the education of producers and vendors.
The Department reached out to the Department of Information and Technology
to help develop an application to improve the movement certificate process and
to collect data on the sales of local produce. Protection of the confidentiality of
the data needed to be worked out with the State.
6. Preserve agricultural lands by seeking improvements to existing systems designed to
conserve soil and water to include grubbing and grading policies and landscape level
programmatic application.
No activity.
Final Status Report on Program Objectives for FY 2019-20 4
RESEARCH & DEVELOPMENT
AGRICULTURE
7.
.��.
7. Facilitate the development of affordable farm worker housing by developing
recommended reform, deployment strategies with existing government support
programs.
The Kohala Center organized a day-long workshop to engage State and County
departments, producers, and other stakeholders to address the shortage of farm
worker housing and additional farm dwellings. The 49 attendees helped to
identify critical processes and develop a plan of action. A draft of the report,
"Increasing Farm Worker Hosing on Hawaii Island"was circulated for review.
8. Support the effective integration of the food systems network into local agricultural
networks,production systems and value chains.
The Food Access Coordinator served as facilitator for HIFA,which has a
growing network of over 130 stakeholders with representation from every
district on the island. HIFA's mission was to create a resilient, economically
just, ecologically sound, and culturally rich food system for all who live on
Hawaii Island. Meetings were held every six weeks with locations rotating
around the island. Since the COVID-19 Pandemic (March 2020), meetings were
now held online every four weeks. The work of HIFA has increased diverse
network communication and collaboration island and statewide.
Supported the planning and facilitation of the 2nd annual Hawaii Island
Community Food Summit,which was held on September 26,2019 in Hilo,with
152 attendees. The summit was funded by the Department of Health SNAP-Ed
and aimed to build on the strategies and objectives identified at the 2018 Blue
Zones Project Food Summit and look to 2020 and the launch of phase 2 of the
Community Food Systems Plan. The event gave lift to local initiatives and
provided educational and networking opportunities across sectors. Panel.
presentations included food infrastructure, farm to school, emergency .
preparedness and a keynote by Makali`i Captain Chadd Paishon shared the
success of their recently completed voyage which was 100% provisioned from
Hawaii Island.
Supported HIFA in securing funding to develop a Certified Kitchen Toolkit and
Checklist,which was intended to make the process of developing a certified
kitchen more accessible and encourage food safety compliance. The initiative
was funded by SNAP-Ed as supportive materials for the Food Summit, and
HIFA contracted The Kohala Center to create the toolkit as a companion to the
recent analysis of Hawaii Island's community kitchens.
Final Status Report on Program Objectives for FY 2019-20 5
RESEARCH & DEVELOPMENT
AGRICULTURE
The Food Access Coordinator and Agriculture Specialist attended Next
Generation Hawaii Island Agriculture Partnership (HIAP) quarterly meetings,
which was comprised of agricultural business leaders, representing a cross-
section of the industry from Hawaii Island. The partnership was working to
identify opportunities and actions needed to promote the growth of the
agriculture sector. In addition, community partners from workforce
development, education, and economic development were also involved. The
Department was providing facilitation and research support for a feasibility
study for an Agricultural Manufacturing Hub. The feasibility study was
spearheaded by the Hamakua Institute and was expected to include a value
chain analysis of Hawaii Island,which was expected to also inform the
development of the Hawaii County Food System Plan. Additionally, the
Department is supporting the partnership to increase community networking
and collaboration among existing community groups such as HIFA and Hawaii
Food Manufacturing Association.
Final Status Report on Program Objectives for FY 2019-20 6
RESEARCH & DEVELOPMENT
TOURISM _..�....�.. . .���_._� .__�..._.._.�__.
1. To increase the economic contribution of the visitor industry to Hawai`i Island by
sustaining consistent visitor arrivals and expenditures through strategic marketing to
targeted international and niche markets,public relations, activities that maintain
direct air service, and Conventions, Meetings, and Incentives (CMI).
The contract with the Island of Hawaii Visitors Bureau (IHVB)was executed to
support visitor marketing and promotions, and the marketing plan was
developed. Related activities to date include: 1) Participation in the Worldwide
Exhibition for Incentive Travel,Meetings and Events (IMEX) in Las Vegas: this
event is the largest Meetings, Conventions Incentives Trade Show in the U.S.; 2)
Sea Cleaners Project was coordinated in partnership with Hawaii Tourism
Oceania,Hawaii Tourism Japan and local Hawaii high school students to
conduct a beach clean-up on the island of Hawaii. The students from Oceania
and Japan stayed additional days to visit local schools on the island of Hawaii;
3) Southern California Golf Association (organization representatives travel all
over the world with typical attendance of 100+for each trip)was hosted to
showcase the island's properties and activities.
When the COVID-19 pandemic began in Hawaii,the IHVB was instructed to
cease marketing efforts as the visitor industry closed from March 2020 and was
still in a pause. As such, a contract extension was approved, as requested from
the IHVB for a term end on December 31,2020. During this pause, effort to
plan for a more community-based marketing campaign was developed. These
efforts included new partnerships with the Hawaii Island Visitors Bureau to
deliver the "HawaiiIsland Digital Marketing Campaign" through which small
businesses may have direct access to content, and feature their products and
services at low cost.
2. To ensure that the Hawai`i Island visitor industry is place/community-based and
strategically and sustainably managed to promote high quality of life for residents,the
preservation of natural and cultural resources and quality experiences for residents
and visitors. These will be accomplished by:
a. Supporting at least twenty-five festivals, events and projects that build
community, conserve natural resources, strengthen cultural identity and practices,
promote economic development, and improve the visitor arrival and departure
experiences through the annual Hawai`i Tourism Authority (HTA) Community
Final Status Report on Program Objectives for FY 2019-20 7
RESEARCH & DEVELOPMENT
TOURISM
Enrichment(CEP), Aloha `Aina(conservation), Kukulu Ola(cultural)Programs,
and the Research and Development Innovation Grant.
A total of nine department Innovation Grants were awarded to support
tourism promotion.
During 2019 quarters three and four, a total of 11 HTA CEP,Aloha `Aina
and Kukulu Ola programs were evaluated, and outreach/technical assistance
was provided to ten community organizations and businesses.
For calendar year 2020, 35 programs were awarded funds through the HTA
CEP including nine Aloha `Aina, nine Kukulu Ola, and 17 Community
Enrichment programs to support community driven product development,
culture and natural resource conservation. The 2020 evaluation schedule
was expected to be set up and submitted as a deliverable for the 2020 HTA
memorandum of understanding with the County. In addition, two
contractor meetings in Hilo and Kona were convened to provide information
and technical assistance to the 2020 HTA contractors.
Due to the COVID-19 pandemic,most of the 2020 HTA CEP contracts were
terminated except the top two rated festivals: Ka`u Coffee Festival and the
50th Annual Kona Coffee Festival, both of which were postponed until 2021,
and made virtual. Three Aloha `Aina contracts and six Kukulu Ola were
terminated, and evaluations for the remaining programs were postponed
until October 2020. During this transition,the community groups who were
affected by the funding cuts were included in action planning for the Hawaii
Island Tourism Strategic Plan in an effort to continue direct engagement and
support for their programs.
b. Supporting at least five opportunities by June 2020 that:
i. Build capacity of HTA CEP, Kukulu Ola,Aloha `Aina and R&D award
recipients and visitor industry stakeholders to sustain quality and culturally
appropriate programs and products.
In partnership with HTA,two workshops were provided to program
award recipients and other nonprofits island wide. Topics included:
Revenue Generation, Successful Volunteer Programs, Succession
Planning, Risk Management and Event Safety, and Agritourism.
Final Status Report on Program Objectives for FY 2019-20 8
RESEARCH & DEVELOPMENT
TOURISM
ii. Promote "Pono Practices" and other efforts that address community needs and
natural resource conservation.
The Pono Pledge was promoted through a variety of avenues such as
information booths at special events, hotel employee activities, and the
2019 HTA Fall Update. The Pledge was also promoted at destination
trainings, sales meetings and special events in eight mainland cities
during the Island of Hawaii on the Road on September 16—24,2019.
The Pono Placemaking Initiative is an economic development strategy
that builds upon the Pono Pledge. Events such as Activate Puna and
Hilo,Experience Volcano Festival and Volcano's `Ohi`a Lehua Run were
developed with community groups to lift up the community's unique
assets—places for residents to enjoy and share with visitors, restaurants,
artisan businesses, history and heritage, recreational activities, music,
foods, and other aspects.
The Ho`okaulike Signage Project phases of research, design, fabrication
and sign locations were completed. The signs provided information and
stories of the King Kamehameha Dynasty, as well as pono practices.
iii. Grow the "Ho`okipa"Network comprised of community,private and public
stakeholders from the visitor industry and others to build health, education and
economic strength of communities.
A Hawaii Island Economy Discussion was convened with businesses in
Volcano to discuss the local economic impacts as a result of the 2018
eruption,trends in the customer base,workforce issues,mitigation
measures taken and other challenges during the recovery process.
Recommendations for the overall Economic Development Recovery Plan
and opportunities for more collaboration were also identified.
Information on the HTA Community Programs and best practices from
the Pono Pledge and Pono Placemaking were shared with residents and
businesses of Puna at the Kilauea Eruption Recovery Speakouts on July
27 and October 5,2019.
Final Status Report on Program Objectives for FY 2019-20 9
RESEARCH & DEVELOPMENT
TOURISM
The HTA Campaign for a Safer Community workshop was offered to
hotel and airport management and staff. The focus was teaching
strategies to identify sex trafficking and child prostitution and how to
intervene in ways that prevent these crimes and help to convict the
perpetrators.
Two Open Space Dialogues were convened with the visitor industry
stakeholders, nonprofit and community organizations to explore
community-based tourism opportunities, identify eight specific initiatives,
and connect individuals into action teams. Team convenings and
facilitation and project development/implementation support was
provided in an effort to support the growth of new community driven
products.
Living and Sharing Pono workshops in Hilo and in Puna/Volcano were
convened to gather feedback on what is working well in the industry,the
challenges and one thing that could change. Community Based Tourism
opportunities and pono practices were also identified and follow up
needed during the outreach and technical assistance phase of the 2021
HTA Community Programs. This feedback will help to frame the
Hawaii Island Tourism Strategic Plan (TSP).
During the outreach process of the Hawaii Island Tourism Strategic Plan
2020-2025 (TSP), 15 small group meetings and one network gathering
were convened to gather input for the TSP and build the Ho`okipa
Network. The TSP was launched in July 2020, and the action cohort
members will also be a part of this network.
In partnership with HTA and the Native Hawaiian Hospitality
Association, 18 natural resource conservation and cultural programs, as
well as ten Cultural Practitioners were convened twice to talk about what
is working well in the industry,the challenges and one thing that could be
changed. This feedback was expected to help to frame the Hawaii Island
TSP.
A Ho`okipa Network gathering was convened in February 2020 to include
the participants of the aforementioned meetings, as well as other industry
and community stakeholders,which reviewed the draft Hawai`i Island
TSP. Feedback would be incorporated into the final TSP.
Final Status Report on Program Objectives for FY 2019-20 10
RESEARCH & DEVELOPMENT
TOURISM
iv. Engage international, national and local partners to promote sustainable and
responsible tourism on Hawai`i Island.
Various industry stakeholders met with the creators and marketing team
of the Palau Pledge to identify collaborative opportunities to grow the
Pono and Palau Pledges.
In partnership with Hawaii Alliance for Community Based Economic
Development, the National Endowment for the Arts Coalition of Asian
and Pacific Islanders for Community Development was convened in Hilo
to share best practices for Community Based Tourism and Pono
Placemaking programs on the continent and Hawaii Island.
Final Status Report on Program Objectives for FY 2019-20 11
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
Advance Economic and Business Development Knowledge
1. Monitor trends in economic development, business, and household finance, and
research related opportunities and challenges for Hawai`i Island.
Continuously monitored trends in economic conditions, business opportunities,
and financial conditions plus evaluated opportunities and challenges such as the
effects of COVID-19 on the economy and the ongoing 2018 Kilauea recovery
efforts.
2. Communicate trends and research findings and make related policy and program
recommendations, as appropriate,based on learning and insights.
Information on trends,technical assistance and references were provided to
businesses and initiatives such as the Senior Farmer's Market program that
allows the purchase of locally produced food; supporting the conceptualization
of a natural farm swine industry to increase the production and demand for
natural local pork; increasing the success of small entrepreneurial businesses by
funding Hlplan activities and trainings; responsible use of natural resources
through the work of a natural farming group which promotes the use of
indigenous micro-organisms rather than chemical fertilizers,insecticides and
pesticides; funding projects to increase the emphasis of science,technology,
engineering and math (STEM) in businesses and workforce development; and
addressing invasive species control through the management of the North
Kohala Coqui Control Project.
3. Build the local, national, and international reputation and exposure of Hawaii Island,
its businesses, and its products.
a. Maintain industry and program web pages with current content.
Provided content for the industry and program web page as new information
was identified.
b. Maintain the industry and program social media presence with current content for
promotion and networking.
Social media messages were pushed out to participate in the 2020 U.S.
Census.
Final Status Report on Program Objectives for FY 2019-20 12
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
Identify and Promote Economic and Business Development Resources
4. Maintain directories of industry contacts and resources.
Directory of industry contacts and resources were kept current.
5. Support and/or attend industry meetings,workshops, festivals, conferences, or trade
shows.
Industry meetings,workshops, conferences, and events were attended to gain
information, provide information and/or technical assistance. Engagement
included Hawaii Floriculture and Nursery Association,2019 Hawaii MIDPAC,
Kilauea Recovery Speakouts,Hawaii Food Manufacturers Association,
American Culinary Federation Kona Kohala Chefs Association,Hawaii
Government Complete Count Committee,Food Safety Regulation Workshops,
Japanese Industry Chamber of Commerce,Hawaii Island Chamber of
Commerce, Cho Global Natural Farming, Department of Business Economic
Development and Tourism (DBEDT) Community Based Economic Development
(CBED)Advisory Council and the Enterprise Zone Program.
6. Provide support and resources to industry professionals, including but not limited to
permitting,referral and support services.
Provided businesses with technical assistance,leads to resources and support
services, information, and data appropriate to further development. Examples
included assisting a business that was interested in planting over 500 acres in the
Hamakua area with Koa to be used to make musical instruments; a successful
farmer who is interested in building a farmworker dwelling and packaging
facility; a group interested in developing a natural farmed swine industry; a
business that was interested in purchasing the `O`okala Dairy businesses
requesting information on the new Opportunity Zone Program; and many
interested in developing a new business on Hawaii Island and looking for
guidance and information.
7. Promote local, state, and federal programs and resources advancing economic and
business development.
Promoted local, state, and federal programs and resources such as but not
limited to Small Business Innovation Research (SBIR) program,various
Agriculture programs, CBED's Agricultural Loan program,Economic
Final Status Report on Program Objectives for FY 2019-20 13
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
Development Administration grants,Manufacturer's Assistance Programs,
College of Tropical Agriculture and Human Resources, Small Business
Administration, Office of Community Services Senior Farmer's Market
Program, Opportunity Zone, Enterprise Zone, Food Safety Programs,Foreign
Trade Zone,Housing and Urban Development Programs, and the Historically
Underutilized Business Zone when working with businesses.
Collaborate to Advance Economic and Business Development Innovation
8. Administer the joint State/County Enterprise Zone program and increase business
participation.
Six new businesses were enrolled in the Enterprise Zone Program, and 66
businesses participated in the program during the year.
9. Re-designate the Kohala Enterprise Zone for another 20 years in the Enterprise Zone
Program.
A presentation was made to the County Council in support of Resolution No.
400-19 that requested the nomination of the North Kohala Enterprise Zone for
Re-Designation by the Governor. Subsequently the Council adopted Resolution
400-19 and Mayor Harry Kim sent a letter to DBEDT to request the Governor's
approval. The Governor approved the Re-Designation of the North Kohala
Enterprise Zone for a period of 20 years on January 21,2020.
10. Leverage and provide grant funding and/or technical assistance for collaborative
projects that build Hawai`i Island's dominant, emerging, and highest paying
industries and sectors.
Efforts focused on building a knowledge-based workforce and industries
utilizing science,technology, engineering, and mathematics. Collaborations
occurred with the HiPlan's Entrepreneurial development program; Hawaii
Science and Technology Museum's Cube Stat program; Natural Farming;
Kama`aina United to Protect the `Aina Friends of the Ho`okena Beach Park to
continue to develop cultural community-based businesses.
Final Status Report on Program Objectives for FY 2019-20 14
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
11. Coordinate resources, services, and economic and workforce development strategies,
initiatives, or projects with other government agencies and economic and business
development organizations.
Cost share funding was provided with the U.S.Department of Transportation to
Mokulele Airlines for Essential Air Service for 12 nonstop round trips per week
from Kamuela Airport to Kahului Airport.
Supported Cho Global Natural Farming that utilized indigenous microorganisms
rather than petroleum-based products in farming. Efforts included general support
for ongoing education and research into efficacy of invasive plant and pest controls
and the science behind microorganisms.
Provided funding from the Hawaii Department of Agriculture to North Kohala
Community Resource Center for a North Kohala Coqui Frog Control Project in
support of agriculture,tourism, property values and the community's quality of life.
Technical support was extended to the American Culinary Federation Kona-Kohala
Chefs Association,which provides scholarships and equipment for Palamanui
Community College's Culinary Program. Its members promoted locally grown and
raised agricultural products through the preparation of meals served to visitors and
residents.
Publicly donated funds were provided to community-based organizations so that
lava-locked farms were made accessible again.
12. Improve household financial self-sufficiency and mobility by advancing workforce
development,through efforts to decrease household debt and expenses and increase
household income and wealth, and by advancing inclusive growth and community-
based economic development.
Funding support was provided to Vibrant Hawaii to establish a network of
multi-sector stakeholders to address Asset Limited,Income Constrained,
Employed (ALICE) challenges and support families in further stabilizing their
personal situations. This work was critical in that 61% of Hawai`i County
households were considered to fall within the ALICE category according to a
report by Aloha United Way.
Provided technical support to Going Home, a program that assisted individuals
who were incarcerated to re-enter the community.
Final Status Report on Program Objectives for FY 2019-20 15
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
Assisted the Elderly Activities Division with a$750,000 grant from CBED for a
Demonstration Social Transportation Program in Hamakua to acquire vans to
transport seniors to senior centers, shopping, events, and activities.
Served as a member of the Hawaii County Economic Opportunity Council
(HCEOC)Board of Directors, a Community Service Block Grant funded
organization that helped low-income individuals and families.
Provided funding to six non-profits to address families' financial challenges as a
result of the COVID-19 pandemic through keiki back packs,food distribution,
masks, grab and go food, and locally produced meat.
In response to the COVID-19 pandemic several programs were funded to
support the stabilization of families' housing needs, provide families and small
businesses with small zero-interest bridge loans, and program to support the
stabilization and transition of small businesses meet the current and post-
COVID business environment.
13. Administer County Council Contingency Relief Fund grant contracts that are aligned
with Departmental goals and objectives.
Administered 23 County Council Contingency Relief Fund grants for a wide range
of community-based initiatives.
14. Administer the Soil and Water Conservation District grants to advance preparation of
conservation plans that preserve essential land and water resources and ensure
compliance with the Grubbing and Grading ordinance.
Managed four Soil and Water Conservation District contracts which support
the development of conservation plans for agricultural producers who are
required to meet the County's Grubbing and Grading Ordinance.
Final Status Report on Program Objectives for FY 2019-20 16
RESEARCH & DEVELOPMENT
ENERGY
1. Collaborate with HELCO andP rivate developers to implement renewable energy
resiliencero'ects for the Countyof Hawai`i.
p J
Multiple stakeholder engagement workshops were held with a focus on mobility
innovation and equity. The program also brought together public, private, and
government stakeholders to advance mobility statewide.
The electric utility provided GIS location data for all of the County electric
meters. This greatly advanced the County's abilities to perform load analysis
based on geographic location versus meter type and/or department financials,
which ultimately can lead to implementation of additional renewable energy
projects and energy saving initiatives at County facilities.
2. Respond to energy dockets at the Public Utilities Commission(PUC)that may have
significant impacts in the County of Hawaii.
In FY 2019-20, the County and Arizona State University (ASU) continued their
partnership in addressing energy-related dockets before the Hawaii Public
Utilities Commission (PUC) relating to:
• HELCO's general rate increase and revised rate schedules & rules. The
County of Hawai`i's testimony was cited in the PUC's decision to reject
HELCO's $1.7 million dollar requested increase in Operation and
Maintenance (O&M) funding, resulting in cost savings for customers. It
estimated the rejection of the O&M increase will result in $8.74 savings per
resident and $20.19 per HELCO customer per year on a permanent basis.
• Performance-based regulation. The County and ASU have been focused on
stabilizing customer bills, incentivizing long-term utility cost containment
efforts, accelerating deployment of utility-scale renewable generation, and
lowering market barriers to distributed energy resource (DER) adoption.
• Electrification of Transportation Strategic Roadmap. The Electrification of
Transportation (EOT) Docket has been less active this year,though the
proceeding began to move forward again as the HECO companies make
filings on the implementation of pilot projects.
• Integrated Grid Planning. Over the past year, the County and ASU
participated in a series of Integrated Grid Planning (IGP) related workshops
and update calls to monitor this docket; thus ensuring the County's interests
were represented.
Final Status Report on Program Objectives for FY 2019-20 17
RESEARCH & DEVELOPMENT
ENERGY
3. Identify and implement energy efficiency projects to reduce County energy expenses.
a. Ensure that the County's procurement takes into consideration lifetime energy
costs, including utilizing any rebates, incentives, or private partnerships available.
The Energy Program supported the utilization of energy efficiency rebates
and third-party providers to make renewable energy implementation more
affordable. Further progress was pending State Attorney General's review.
b. Collaborate with Hawai`i Energy to implement Strategic Energy Management
(SEM) strategies.
As the analysis in 3a. above advances, Hawaii Energy's contributions was
expected to be elevated to finalize the Strategic Energy Management
Roadmap.
4. Plan and implement renewable energy projects for the County of Hawai`i with
significant Return-on-Investment.
a. Explore enhancement of the Lalamilo Wind Farm to increase the consumption of
electricity generated by the wind farm and incorporate a storage component to
allow more operational flexibility.
The initial installation was still going through the optimization of the energy
provided and the energy purchased by Department of Water Supply.
b. Explore the development of an energy revolving fund with savings from
efficiency programs, public-private-partnerships and performance contracting.
The establishment of an energy revolving fund was expected to be explored
in-depth and include the analysis of Strategic Energy Management and the
value of the return on investments to the County made through private
financing. Work was focused on the development of a request for proposals
for performance contracting.
c. Explore the development of a self-sustainable renewable energy base emergency
fuel source that is transportable and has extended shelf life.
Renewable energy generated fuel sources were and are being evaluated from
wind,photovoltaic (PV) solar, in-line hydro, anaerobic digestion, pyrolysis,
and conventional gasification. The fuels for production being considered
Final Status Report on Program Objectives for FY 2019-20 18
RESEARCH & DEVELOPMENT
ENERGY
were hydrogen and methane. The outcome was expected be a blend of the
various technologies in which production facilities were expected to be
located across the island.
5. Collaborate with governmental and private partners on programs and projects aligned
with energy goals.
a. Support the expanded use of alternative fuel vehicles, including within the
County's fleet.
Act 144, formerly known as HB401,was signed into law on June 26,2019 and
incorporated in the Hawaii Revised Statutes as Chapter 36-42. The law
provided authority for government agencies to enter into an energy savings
contract with private partners for vehicles,vehicle fleet,fuel and charging
infrastructure. The savings was expected to be primarily in fuel cost per
vehicle mile along with operations and maintenance. This financing tool will
have the potential to also the reduce the use of the County's Capital
Improvement Project funding, as the private sector was expected to make
capital investments in the case of fueling and charging infrastructure.
Discussions were on-going within the administration as to how to best
explore this opportunity.
b. Support the Mass Transit Agency in the acquisition and deployment of electric
and hydrogen buses.
In collaboration with Mass Transit, the Energy Program was key in securing
commitment of the County's first fuel cell electric buses. There were three
fuel cell buses, including a 29-passenger bus donated by the University of
Hawaii Natural Energy Institute. The bus was expected to operate initially
for Kona routes by the end of 2020. Two 20-passenger buses were donated
by the Volcano National Park. The fuel production and fueling station was
constructed and operational at the Natural Energy Laboratory of Hawaii
Authority. Additionally, a fleet transportation analysis was ongoing to
provide a decision-making model based on current vehicle profile,which was
expected to provide the basis of replacement recommendations that include
fueling and fleet replacement options for the Mass Transit Agency to
transition to a zero-emission fleet. Finally,work has progressed on a zero-
emission vehicle maintenance curriculum with Hawaii Community College
as a related workforce development opportunity.
Final Status Report on Program Objectives for FY 2019-20 19
RESEARCH & DEVELOPMENT
ENERGY
c. Explore the use of byproducts of the West Hawai`i Sanitary Landfill and
wastewater treatment facility as fuel sources.
The waste to energy fuel was being analyzed considering land fill gas,
wastewater sludge, anaerobic digestion, pyrolysis, and conventional
gasification to produce a renewable energy generated fuel source. The fuels
being considered are hydrogen and methane. The expected outcome was
expected to be a blend of the various technologies in which production
facilities are located across the island.
d. Support the expansion of the network of EV charging stations, vehicle-to-grid
connections, and hydrogen fueling stations.
Act 144, (formerly known as HB401),was signed into law on June 26th,2019,
and appeared in the HRS as chapter 36-42. This enabled a government
agency to enter into an energy savings contract with private partners for fuel
and charging infrastructure. HRS 36-41 qualified venders selected by the
State Procurement Office managed RFP combined with HRS 36-42 selected
vendor from Department of Transportation RFP provided technology and
financing to reduce the use of capital improvement project funds. The
fueling and charging infrastructure was expected to also be a result of the
work being performed in objectives 1 and 3 above.
e. Support the development of innovative, low-cost, efficient transportation systems
like transportation network, autonomous vehicles, and car sharing.
The program completed a Hawaii County Shared Mobility Roadmap in
partnership with the Shared-Use Mobility Center. The road map outlined
nine Foundational Strategies,
Final Status Report on Program Objectives for FY 2019-20 20
RESEARCH & LEVELOP ENT
ENERGY
FS 1 ' Mobility Management Build internal capacity to guide mobility policy
Framework andimplementation through a Mobility
Management Fa amework and dedicated staff:."
S:
FS2 Pilot and Partnerships Create a Mobility Innovation Partnership
(MIP)program to identify, test, and evaluate
mobility pilot projects.
FS3 Scaling and:Integration Create opportunities fortransit riders to
conveniently connect withshared'mobility
services through multi-modal integration
platforms.
FS4 Stakeholder Engage diverse stakeholders in shared
Engagement mobility planning and implementation.
FS5 Community Outreach Develop a sustained commmutnity outreach
campaign that builds understanding.and
supportfor transportation options
FS6 Funding Optimize existing County revenue
allocations and pursue additional sources of
funding.
Reliable Transit
FS7 Restore and expand reliable mainline bus
service
5 �
FS8 Clean Fleets Incorporate zero emission vehicles (Z V)
into existing shared mobility services and
ensure new County-supported services are
zero-emission.
FS9 Urban Form Pursue housing,land:use, and urban design
approaches that increase mob ilityoptions for
residents.
Final Status Report on Program Objectives for FY 2019-20 21
RESEARCH & DEVELOPMENT
ENERGY
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f. Support the refinement and implementation of energy-related General Plan and
Community Development Plan strategies.
The program continued to encourage higher utilization of land for
agriculture,workforce development, and renewable energy production
through support of on-island utility-scale solar projects and crop research.
Final Status Report on Program Objectives for FY 2019-20 22
RESEARCH & DEVELOPMENT
RESOURCE CENTER
1. Manage Data, Information, and Knowledge Systems.
a. Develop and manage a data, information, and knowledge management system.
• Maintain the Hawai`i County Data Portal, a repository of quantitative data
about and relevant to Hawai`i Island.
Continued supporting the Hawai`i County Data Portal, developed by the
University of Hawaii Economic Research Organization. The portal
contained 206 indicators related to economic development, agriculture,
construction, energy, tourism, and population. Data was viewable in
table and trendline graphs, and downloadable in PNG and JPEG images,
SVG Vector images, CSV and PDF. Immediate data analysis was
available through the portal's "analyzer" feature.
• Collaborate with the Department of Information Technology and other
agencies to develop and maintain a Hawai`i County Open Data platform.
This project was pending availability of staff to develop a platform.
• Maintain and expand a Hawai`i County knowledge management system,that
includes a library collection of printed and digital information, and a
collection of qualitative or intrinsic knowledge.
Continued maintenance of the County's physical library containing
1,680 titles and continued the digitization of those titles having no
copyright restrictions into the online Librarika Catalog. Continued to
use the Department's database of research and reports in the
Department's Zotero academic document management system for
internal use. The catalog contained 2,306 titles.
• Explore the feasibility of additional digital government platforms.
Added a PolicyMap widget to the Department's website. Demographic
data could be viewed on the Information Resources webpage. Additional
review on the use of data visualization tools such as Tableau and
Microsoft PowerBl was underway.
Final Status Report on Program Objectives for FY 2019-20 23
RESEARCH & DEVELOPMENT
RESOURCE CENTER
b. Provide data and referrals.
• Provide easy access to data, information, and knowledge about and relevant to
Hawai`i Island.
The Department had published a compilation of monthly economic
statistics since 2000,which compared current year data with data from
the previous year. This compilation included data related to population,
transportation, tax collection,permits,tourism, labor force, p and
consumer price index. Monthly Economic Statistics were available, along
with archives, on the department's website.
• Assist the public and other agencies with data, information, and knowledge
queries.
Provided daily responses to requests for information from the public and
other agencies. The Resource Center designed and created content for
the new R&D Website,which received 28,353 unique views during this
period.
c. Develop and manage a Hawaii County research program.
• Maintain a research framework, including style guides and templates for
research requests and outputs.
q p
Completed the draft style guide and templates for the Department to use
across program areas. Drafts were currently under review.
• Develop and advance a research agenda that informs program and policy
development for high-priority County issues,with a focus on output and
outcome measures.
Provided review assistance for the Kilauea Disaster Economic Recovery
Plan. Funded and published the"Real Estate Development
Opportunities and Challenges in Hawaii County" study which analyzed
development barriers, identified development opportunities and
forwarded recommendations to mitigate those barriers. Development of
a research agenda was deferred due to additional priority tasks related to
the Kilauea Disaster and COVID-19.
Final Status Report on Program Objectives for FY 2019-20 24
RESEARCH & DEVELOPMENT
RESOURCE CENTER
• Monitor trends relevant to the County of Hawai`i.
Continued the practice of monitoring trends relevant to the Department's
mission and to the County and community by regular scans of
professional organization websites, online literature searches and Listsery
subscriptions. Findings were incorporated into the Department's
knowledge management system for internal use and shared with staff and
stakeholders when appropriate.
• Communicate trends and research findings, and make policy and program
recommendations, as appropriate,based on learning and insights.
Continued monitoring trends relevant to the Department's mission and to
the County and community through weekly scans of professional
organization websites, online literature searches and Listsery
subscriptions. Findings were incorporated into the Department's
knowledge management system for internal use.
d. Collaborate to support programmatic monitoring and evaluation with indicator
dashboards.
• Support monitoring and evaluation of implementation of the Hawai`i County
General Plan in collaboration with the Planning Department and other
agencies.
This objective wass pending availability of Planning Department staff to
begin implementation.
• Support the development of other indicator dashboards aligned with
international, national, and state goals.
As part of active collaboration with Hawaii Green Growth, continued to
coordinate with the development of the Aloha+ Challenge Dashboard
P g
and, by extension, achievement of the United Nations Sustainable
Development Goals. Collaborated with the Hawaii Data Collaborative, a
project of the Hawaii Leadership Forum intended to measure indicators
of well-being in Hawaii.
Final Status Report on Program Objectives for FY 2019-20 25
RESEARCH 8z DEVELOPMENT
RESOURCE CENTER
• Explore the feasibility of Hawai`i County utilizing Performance Management
Indicators.
Began researching current initiatives nationwide and examples of best
practices to develop a feasibility study.
e. Coordinate the Hawai`i County 2020 Census Participant Statistical Area Program
(PSAP).
Conducted stakeholder agency meetings to help delineate the four Statistical
Census Geographic Boundaries included in the PSAP. In collaboration with
the Planning Department, recommended revisions were submitted through
the Geographic Update Partnership portal.
2. Collaborate to Advance Innovation
a. Advance Collaboration.
• Develop and maintain a Customer Relations Management system for internal
departmental use.
The Resource Center maintained a comprehensive database of
stakeholder contact information. A Customer Relationship Management
system was in development to ensure privacy controls and proper uses of
this information. The Department will not share the database outside of
its purview.
• Develop and maintain a comprehensive and current directory of industry
contacts,programs, and resources.
The Resource Center maintained a comprehensive directory for use by
department staff.
b. Advance Communications.
• Manage the Department of Research and Development's web pages and
public documents.
Completed the new R&D website containing 19 subpages. Completion
included design, image sourcing, and content development. The Resource
Center continued managing the site.
Final Status Report on Program Objectives for FY 2019-20 26
RESEARCH & DEVELOPMENT
RESOURCE CENTER
In March 2020,the Resource Center researched, designed, and developed
a webpage devoted to COVID-19 assistance for businesses, and in June
2020 added a page containing reopening regulations and best practices.
• Manage the Department of Research and Development's social media
platforms.
The Resource Center collaborated with the Mayor's Office to share news
relevant to County businesses and residents via social media.
• Collaborate with other agencies to maintain guides for navigating
procurement,permitting, licensing, and other business-related services in
Hawai`i County.
Served on the multi-agency EnerGov Executive Committee which was
guiding the development of the County's new online permitting system.
Facilitated private sector participation as testers prior to the official
launch. Contracting, architecture, and development professionals from
the Kona-Kohala Chamber of Commerce were testing the system for
quality assurance.
• Collaborate with other government agencies and economic and business
development organizations to host outreach events like Business Action
Center Days.
Continued the County's partnership with the Department of Commerce
and Consumer Affairs (DCCA) by hosting Business Action Center(BAC)
Days each month in Hilo and Kona. During the period July 1,2019
through December 31, 2019, this collaboration served 85 businesses with
business registration assistance and development consultation. The
DCCA stopped providing BAC services in West Hawai`i beginning in
January 2020 and ceased interisland travel in March 2020. Hawaii
Island businesses were limited to conducting business online or by
telephone.
Continued participation in monthly meetings with a business
development stakeholder group to discuss trends and to frame
collaborative responses to immediate needs. Subjects explored included
disaster recovery for the business community, improving access to
capital, improving permitting processes for small business owners,
Opportunity Zone outreach, improved value-added mechanisms for
Final Status Report on Program Objectives for FY 2019-20 27
RESEARCH[ & DEVELOPMENT
RESOURCE CENTER
export, and Hawaii Island branding for a Made in Hawaii Island
Festival.
Funded a collaboration of business development agencies to provide five
workshops in Pahoa that covered subjects including social media
marketing, accounting/Quick Books, and website design. In addition,the
project provided 72 hours of one-on-one business development for
business affected by the Kilauea disaster.
The Resource Center identified the need for high-quality business
development assistance on Hawaii Island and provided funding to
expand the Hawaii Technology Development Corporation's Neighbor
Island Mentor (NI3)Program. The NI3 program was designed to provide
technical and business assistance to small and early-stage companies on
the neighbor islands engaged in technology-based products or services.
c. Advance Innovation.
• Support public and private sector initiatives that examine innovative ways to
approach issues that affect quality of life—economic, social, and
environmental—on Hawai`i Island.
Provided data assistance to Vibrant Hawaii Island, a multi-sector
collective impact initiative focused on alleviating poverty. Participated on
the Statewide Broadband Hui which focuses on connectivity, reliability,
and equitable distribution of broadband infrastructure.
• Adapt innovation,program development, and impact frameworks, including
specific outputs and outcomes,for use by the Department and its partners.
No update. Was under development.
d. Advance Balanced Development.
• Coordinate County of Hawai`i cross-agency initiatives focused on balancing
the environment, community, and economy.
Continued serving as the de facto sustainability office for the County and
coordinating cross-agency initiatives focused on balancing the
Final Status Report on Program Objectives for FY 2019-20 28
RESEARCH & DEVELOPMENT
RESOURCE CENTER
environment, community, and economy. Initiatives included the State
Greenhouse Gas Sequestration Task Force and the State Hazard
Mitigation Forum.
• Collaborate with local, state, national, and international networks focused on
balancing the environment, community, and economy.
Continued collaborating with representatives from the sustainability
offices of each of the other three counties in Hawaii on issues including
energy, transportation, climate change and resilience.
Maintained a working relationship with Hawaii Green Growth initiative
that connects with a network private and public partners to initiate
Hawai`i's 2050 Sustainability Plan.
Maintained participation in the Greenhouse Gas Sequestration Task
Force to establish a framework for a carbon offset program.
• Prepare for the 2020 update of the Hawai`i County Comprehensive Economic
Development Strategy (CEDS).
Awaited the State Department of Business,Economic Development and
Tourism's Office of Planning to begin the Statewide CEDS update
process. The Department's Disaster Economic Recovery Plan is planned
to inform and assist in Hawaii County's portion of the Statewide CEDS.
e. Collaborate to achieve local, state,national, and international targets for achieving
climate change mitigation and adaption goals.
• Develop and monitor a community greenhouse gas (GHG) inventory for
Hawai`i Island.
Published the 2015 GHG Inventory that established an emissions baseline
for Hawaii County and for continued monitoring.
• Set near- and long-term targets to reduce GHG emissions on Hawaii Island.
No update. Once the forecasting models are completed,targets were
expected to be stablished that meet or exceed the state mandate to achieve
100% renewable energy and net zero emissions by 2045.
Final Status Report on Program Objectives for FY 2019-20 29
RESEARCH & DEVELOPMENT
RESOURCE CENTER
• Develop and implement a climate action plan aligned with the County's GHG
targets.
Completed the first draft of Hawaii County's Climate Action Plan and
released the draft for public comment.
• Collaborate on the development and implementation of plans for the County
of Hawai`i climate change adaptation.
Continued collaboration with Civil Defense Agency and the Planning
Department to include a Climate Adaptation Plan as part of the 2020
update to the Multi-Hazard Mitigation Plan.
3. Advance Innovation in Funding and Financing.
a. Manage grant research services available to other agencies and the public.
The Department offered free access to its GrantStation membership account
to any organization or resident in Hawaii County. GrantStation gave grant
seekers the ability to find grant opportunities through GrantStation
databases and develop winning proposals through GrantStation's grants
strategy planning resources and grant writing tutorials.
The Resource Center reviewed new federal funding opportunities on a daily
basis and referred relevant programs to agencies and partners.
b. Recommend funding opportunities.
• Identify and recommend strategic funding and financing opportunities for the
County of Hawai`i and for collaborative programs.
The Resource Center reviewed new federal funding opportunities for the
County and its partners daily.
Identified and recommended the Economic Development
Administration's (EDA)Disaster Supplemental funding for projects led
by the Planning Department and the Department of Environmental
Management (DEM). Began proposal development for two projects on
Final Status Report on Program Objectives for FY 2019-20 30
RESEARCH & DEVELOPMENT
RESOURCE CENTER
behalf of DEM's Wastewater Division. Review was underway at the
EDA,with a decision expected in October 2020. If awarded,the grants
were expected to provide$21.2 million in funding,which were expected to
improve Hawaii County's infrastructure and lead to action that was
expected to protect the environment.
These projects, if funded,had the potential of attracting$61.6 million in
private investment, and add 1,172 jobs to the economy.
• Seek opportunities to leverage funding with other agencies, foundations,
philanthropists, impact investors, and other public and private entities.
The Resource Center actively monitored and continued monitoring
funding opportunities that the department can leverage to finance
projects to assist the County.
c. Leverage and provide grant funding and/or technical assistance for collaborative
projects that advance balanced development.
Provided Innovation Grant funding to support the Waikoloa Dry Forest
Initiative for its Community Forest Days program. This program integrated
an educational program with volunteer service to promote sustainability and
stewardship of island native ecosystems and deepen the connection between
communities and nature. Volunteer service activities were expected to
include native seed collection, native tree planting and invasive species.
management. The program projected planting 500 native trees, collecting
10,000 native seeds, and controlling invasive species within 15 acres of
restoration area.
Final Status Report on Program Objectives for FY 2019-20 31
RESEARCH & DEVELOPMENT
FILM
1. Strengthen and preserve Hawai`i Island communities and natural resources as
outstanding film location by maintaining an active online presence and locations
information, and through strategic marketing and meetings with industry
professionals, in collaboration with GVS and other industry partners.
a. Maintain the film program website with current content.
The Film Office website was regularly updated with pertinent news stories
promoting Hawaii Island locations, film industry events and opportunities.
b. Maintain the film program social media presence on Facebook, Twitter and
Instagram with current content for promotion and networking.
All the Film Office social media platforms were updated several times weekly
with current content including interacting and sharing of partner content-
not just from the film industry-but including the broader creative industries
as well.
c. Using the LocationsHub tool, update and expand the photo library to include at
least five new albums to market and share.
Due to COVID-19 restrictions, one new location was added to the
LocationsHub tool.
d. Place targeted print and online advertising in relevant industry publications to
highlight Hawai`i Island's unique and diverse locations and competitive financial
film incentives.
Advertising was placed in the Creative Handbook, a film industry
publication, both in print and online, highlighting Hawaii Island's locations
and state tax incentives. Print and online ads were also published in
program materials for the American Film Market and Focus International
Production shows. The Film Office also participated in a joint sponsorship
with the Association of Independent Commercial Producers.
2. Support local and incoming film and other creative economy projects by advising on
licensing, locations, crew identification, and other project-specific factors and by
publishing related guides and directories, in collaboration with permitting agencies
and the DBEDT Creative Industries Office.
Final Status Report on Program Objectives for FY 2019-20 32
RESEARCH & DEVELOPMENT
FILM
a. Support and/or attend at least four festivals, conferences or trade shows to
promote the creative economy on Hawai`i Island and provide networking
opportunities for those industries.
The program specialist participated in four festivals/tradeshows and
provided financial support in the form of a grant to the Hawaii
International Film Festival.
b. Provide "on-island" support and resources, including by not limited to,
permitting, industry referral and support services to creative industry
professionals.
A total of 169 inquiries were handled that required either permits,
permitting information or support for industry professionals and
productions.
c. Maintain a comprehensive and current directory of creative industry contacts and
local production resources.
Frequent updates were made to contact and resources directories both on the
film office website and for mailing lists covering the film industry and wider
creative industries.
d. Support, facilitate and/or participate in four scouting tours or meetings with
creative industry professionals including location scouts, producers, studio
executives and independent filmmakers.
The program specialist met with nine executives/producers/filmmakers to
discuss projects on Hawaii Island.
3. Develop local creative industries by advocating for tax incentives; through workforce
development, incubators, and accelerators; and by supporting local events and the
development of a multi-purpose creative economy facility, in collaboration with the
HTDC, GVS,Na Leo, the DBEDT Creative Industries Office, other government
agencies, and economic and business development organizations.
Final Status Report on Program Objectives for FY 2019-20 33
RESEARCH & DEVELOPMENT
FILM
a. Coordinate resources, services, and industry development strategies with public,
private and government organizations and support programs and initiatives
consistent with statewide creative economy initiatives.
Eleven programs and events were promoted and supported including the
Hawaii Film and Entertainment Board,Film Offices of:the Hawaiian
Islands, Creative Labs Hawaii, the Aloha Theater, the Palace Theater,the
Kahilu Theater,the Hawaii Performing Arts Festival, and Honua
Studios/GVS. This support included extensive social media and online
advertising, grant funding, and attendance/participation at events and
meetings.
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that build Hawai`i Island's creative industries.
Provided grant funding and/or technical assistance to the Hawaii
International Film Festival held at the Palace and Aloha Theaters,
HawaiiCon at the Sheraton Kona Resort and the Made inHawai`i Film
Festival at the Palace and Aloha Theaters.
Final Status Report on Program Objectives for FY 2019-20 34
RESEARCH & DEVELOPMENT
IMMIGRATION
1. Proactively deliver information about immigration, citizenship and the naturalization
process to immigrants and to prospective and new citizens.
a. Expand network of partners supporting immigrants.
Provided mini-information sessions for leaders within the immigrant
community and other constituents on how to complete various immigration
forms and applications for naturalization and green card.
Participated in a webinar with U.S. Citizenship and Immigration Services
(USCIS) on digital Freedom of Information Act(FOIA)Immigration
Records System, a system that allows users to submit and track FOIA
requests and receive documents digitally. The process saved time, improved
efficiency, and reduced potential errors that can occur with manual handling
of paper.
Attended the Department of Homeland Security/United States Citizenship
and Immigration Services quarterly stakeholders' meetings in Honolulu to
keep abreast of new and amended immigration laws,procedures, and
programs.
Attended a webinar on legal documents that citizens of Federated States of
Micronesia,Republic of Marshall Islands, and the Republic of Palau needed
to live,work and/or studyin the United States. The webinar also covered the
REAL ID Act and the Employment Authorization Document.
Partnered with the National Society of the Daughters of the American
Revolution (DAR) and presented the DAR Americanism Medal for
naturalized citizens who demonstrate leadership, trustworthiness,patriotism,
and service to their community, especially in helping their fellow immigrants
obtain U.S. citizenship and become good citizens of their adopted country.
Helped organize WebEx update meetings on COVID-19 with the COFA
(Compact of Free Association) leaders and the Mayor's Office.
Organized and prepared to participate in the Mass Violence Workshop
Planning Committee that will be hosted by the Office of the Prosecuting
Attorney. The committee was expected to look at ways to support in the
protocols and response efforts should there be an unlikely event of mass
violence, such as a mass shooting or bombing in Hawaii County. The first
meeting was scheduled on 09/15/2020 at the Prosecutor's Office.
Final Status Report on Program Objectives for FY 2019-20 35
RESEARCH & DEVELOPMENT
IMMIGRATION
2. Expand partnerships supporting immigration and citizenship.
a. Make presentations to community groups and other networks on immigration
issues.
Provided information on immigration and related issues to Department of
Motor Vehicles and Social Security Office to better serve immigrant clients.
Provided public benefit information available to immigrants to health service
providers and government agencies on Hawaii Island.
Participated in the Pacific Youth Empowerment for Success (PacYES)with
the Office of the Prosecuting Attorney,MU-BI (Micronesians United-Big
Island),UH-H, and Department of Education. PacYES was aimed at
motivating, inspiring and informing high school students of Pacific Island
ethnicities about career opportunities, college readiness, and community
readiness.
Helped organize an Affordable Care Act Enrollment for Pacific Islander
migrant with the Big Island KOkua Service Program and West Hawaii
Community Health Center.
Assisted the Office of Language Access by organizing a Language Access—
Cultural and Linguistic Competency training for State and County
employees and service agencies who provide direct services to/or may
encounter Limited English Proficiency individuals.
Continued to provide immigration information and answers to immigration
related issues and questions raised by government agencies, service
providers, employers and workers in both Kona and Hilo.
Assisted the Alii Health Center in Kona to translate COVID-19 information
to Kosraean language.
b. Work with consular offices to provide outreach services in Hawaii County.
The Immigration Information Office,in collaboration with the Philippine
Consulate Office in Honolulu provided consular services to over 200 Filipino
citizens, including answering questions and concerns on matters related to
immigration and consular services in Hilo.
Final Status Report on Program Objectives for FY 2019-20 36
RESEARCH & DEVELOPMENT
IMMIGRATION
Assisted the Mexican Consulate Office in San Francisco to organize and
deliver a consular outreach in Kona, including consular services such as
passport renewal; notary services; authentication of documents; and
answered questions and concerns on matters related to immigration and
consular services.
Continue to be the liaison for citizens of the Marshall Islands, Federated
States of Micronesia, and Republic of Palau with the Consulates on Oahu.
Assist with renewal of passports,I-9 issues, birth certificates, obtaining
documents, travel documents, etc.
Final Status Report on Program Objectives for FY 2019-20 37
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22
HIGHWAY FUND
PUBLIC WORKS
TRAFFIC DIVISION
Traffic Safety Section
1. Investigate and process complaints and requests (not including projects)within 30
calendar days.
o Performance Measurement: 100% completion.
• Actual: 33 of 49 complaints processed or 67% completion.
Existing Maintenance
Traffic Signs & Markings
1. Inspect and maintain as required 250 miles of County-maintained road per year(total of
1,000 centerline miles over four-year maintenance cycle)to address retro-reflectivity.
o Performance measurement: 80% completion of all work orders generated from
annual inspections.
• Actual: 86 miles of 125 miles or 69% completion.
2. Maintain all traffic signs on a seven-year replacement cycle(3,760 signs per year).
o Performance Measurement: 100% compliant.
• Actual: 2,543 of 1,880 signs replaced or 135% completion.
Traffic Signals & Streetlights
1. Investigate and repair all street light failures within five working days.
o Performance Measurement: 100% completion.
• 183 of 249 work orders or 73% completion.
2. Investigate and resolve all traffic signal timing and operational complaints within 3
working days.
o Performance Measurement: 100%completion.
• 231 of 239 work orders or 97% completion.
3. Preventative Maintenance Program:
46 State signalized intersections two times per year.
o Performance Measurement: 100% completion.
• 20 of 46 or 43% completion.
65 County signalized intersections one time per year.
o Performance Measurement: 100% completion.
• 32 of 65 or 49% completion.
Six Month Progress Report on Program Objectives for FY 2020-21 1
PUBLIC WORKS
e
TRAFFIC DIVISION
Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual
certification.
o Performance Measurement: 100% completion.
• 51 of 111 or 46% completion.
Uninterruptable Power Supplies (UPS) annual inspections and/or replacement.
o Performance Measurement: 100% completion.
• 46 of 111 or 41% completion.
Six Month Progress Report on Program Objectives for FY 2020-21 2
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
1. Continue island-wide in-house resurfacing program and resurface a total of 20 miles.
Resurfaced 9.51 miles of various County roads:
South Hilo 0.66 miles
North Hilo/Hamakua 2.32 miles
North/South Kohala 2.58 miles
North/South Kona 1.55 miles
Puna 2.40 miles
2. Evaluate the grass cutting operation and maintain the standard of six miles (12 total)
per operator/equipment per workday and the goal of a five-week cycle per district.
For the first-half of FY 2020-21, our grass cutting cycles were as follows:
South Hilo 3 to 6 weeks
North Hilo/Hamakua 3 to 6 weeks
North/South Kohala 3 to 6 weeks
North/South Kona 3 to 6 weeks
Ka`n 5 to 6 weeks
Puna 2 to 6 weeks
Six Month Progress Report on Program Objectives for FY 2020-21 3
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PUBLIC WORKS
TRAFFIC DIVISION
Existing Maintenance
Traffic Signals & Streetlights
1. Investigate and repair all street light failures within 5 working days.
o Performance Measurement: 100% completion.
• Actual: 660 of 660 work orders processed or 100% completion.
2. Investigate and resolve all traffic signal timing and operational complaints within 3
working days.
o Performance Measurement: 100% completion.
• Repaired 732 of 737 traffic signal failures or 99% completion.
3. Preventative Maintenance Program:
Forty-six State signalized intersections two times per year.
o Performance Measurement: 100% completion.
• Completed 41 of 47 or 87% completion.
Sixty-five County signalized intersections one time per year.
o Performance Measurement: 100% completion.
• Completed 68 of 68 or 100% completion.
Traffic Signs & Markings
1. Maintain 250 line miles per year (total of 1,000 line miles over four year maintenance
cycle)to address retro reflectivity.
o Performance measurement: 100% completion.
• Actual: 96.2 miles of 250 miles or 38% completion.
2. Maintain all traffic signs per district on a 7-year replacement cycle.
o Performance Measurement: 100% compliant.
• Actual: 3,860 of 3,768 signs replaced or 102% completion.
Traffic Safety Section
1. Investigate and process complaints and requests (not including projects) within 30
calendar days.
o Performance Measurement: 100% completion.
• Actual: 30 of 47 complaints processed or 64% completion.
Final Status Report on Program Objectives for FY 2019-20 1
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
1. Continue island wide in-house resurfacing program and resurface a total of 20 miles.
Highways resurfaced a total of zero miles. DE form required as additional step
for approval to proceed on projects and delay in allotting from fuel tax due to
the transitioning of positions.
2. Evaluate the grass cutting operation and maintain the standard of six miles (12 total)
per operator/equipment per workday and the goal of a five-week cycle per district.
For FY 2019-20, our grass cutting cycles were as follows:
South Hilo 3 to 6 weeks
North Hilo/Hamakua 3 to 6 weeks
North/South Kohala 3 to 6 weeks
North/South Kona 3 to 6 weeks
Ka`n 5 to 6 weeks
Puna 2 to 6 weeks
Final Status Report on Program Objectives for FY 2019-20 2
23
GENERAL EXC ISE TAX
FUND
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Restore service reliability and increase system ridership from FY 2019-20.
Total ridership from July—December 2020, amounted to 110,169. Mass
Transit continues to evaluate programs and services, aiming to provide a robust
transit system.
A total of 31,534 passenger trips were completed on the Shared-Ride Taxi
Program and the Paratransit program provided 1,340 rides.
Hele-On services significantly decreased ridership compared to the same period
in 2019 due to COVID-19.
2. Resolve and follow-up on all complaints within two weeks.
Mass Transit Agency continued to review, resolve, and follow up on complaints
within two weeks. 20 complaints were received during period July 1,2020—
December 31,2020, compared to 25 during the same period in 2019.
3. Maintain the current level of services for public transportation.
Despite COVID-19 restrictions,Mass Transit continued to provide the current
level of service with the use of Independent contractors.
Mass Transit put in a requisition for four new 40-foot buses and four new
Paratransit Vans to update the current fleet. We continue to confer with other
county transportation facilities in an effort to improve our level of service.
4. Continue expansion of official bus shelter and bus stop sign program.
Mass Transit continued to work with our consultant, SSFM, and other
departments to meet the bus shelter and bus stop sign program as identified in
the TMP.
Six Month Progress Report on Program Objectives for FY 2020-21 1
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MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
1. Restore service reliability and increase system ridership from FY 2018-19.
Total bus ridership from July 2019—June 2020,amounted to 416,726, and a
total of 90,947 passenger trips were completed on the Shared-Ride Taxi
Program. This was a decrease in both transit programs (94,686 and 17,640
respectively). Hele-On Bus and the Shared-Ride Taxi Program ridership were
severely impacted by COVID-19 due to social distancing guidelines and the
economic impact on businesses across the island.
However,the Paratransit program provided 3,003 rides from July 2019—June
2020,which was an increase of 338 from last fiscal year. Extended service hours
and improved quality of service conducted by a new contractor influenced the
ridership increase.
2. Resolve and follow-up on all complaints within two weeks.
Mass Transit Agency continues to review, resolve, and follow up on complaints
within two weeks. During the period July 1,2019—June 30,2020,44 complaints
were received, compared to 74 during the same period in FY 2018-19. A total..of
five drivers who had valid complaints against them are no longer driving for
Hele-On.
3. Maintain the current level of services for public transportation.
Mass Transit continues to provide the current level of service with the use of
Independent contractors.
Mass Transit has been diligently working on bus specifications that will meet the
community's needs, put the department in compliance, and bring new bus
services into the technologically advanced 21St century. Visits to other county
transportation facilities have occurred in an effort to gain insight and knowledge
of other county's levels of service.
4. Continue expansion of official bus shelter and bus stop sign program.
Mass Transit has moved into the implementation stage of the bus stop program
as identified in the TMP. Currently plans for bus shelters in Kona,Hilo and
Pahoa are being reviewed. The department continues to work with the
contracted consultant to ensure the needs of the community are met as much as
possible.
Final Status Report on Program Objectives for FY 2019-20 1
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24
SEWER FUND
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
1. Continue to make progress on plans for construction renovation of the Pua Sewage
Pump Station(SPS)to mitigate pressure surge in the force main; replace valves and
electrical switchgear; and improve the odor control system components.
Worked with DOH CWSRF for funding of the design and construction phase of
project. CWSRF loan approval requires a preliminary engineering report on
which work was begun. Design contract to begin after the design for the Pua
Force Main Replacement Project has begun (see item 2 below).
2. Continue to make progress on the Pua Force Main Replacement Project.
Received DOH CWSRF loan commitment for the design phase of project.
Consultant was selected and design contract is in preparation for funding and
execution. Project is planned for a two phase construction. First phase will be a
design to install new force main. Second phase will be designed to rehabilitate
existing pipes so SPS will have some redundancy.
3. Make progress on the Hilo Headworks Rehabilitation or Replacement Project.
A repair/replace study was begun (see Item 4 below) to help plan for this
rehabilitation effort.
4. Evaluate the repair or replacement of the Hilo WWTP and possibly the Papa`ikou and
Kula`imano WWTPs.
Work was begun to perform condition assessments on these three WWTPs that
will also lay out the financial costs for upgrading/renovating.
5. Continue design efforts for the force main replacement at Hale Halawai SPS and
Keopu SPS.
Project planning and preliminary engineering report has been submitted to
DOH CWSRF for funding. Consultant was selected and contract preparation
was initiated.
6. Continue efforts for a new collection system and wastewater treatment plant for the
Na`alehu and Pahala Large Capacity Cesspool (LCC) Replacement projects.
Resolution to engage in negotiations with landowner for the Pahala WWTP site
was passed by Council. Na`alehu Environmental Assessment planning effort is
Six Month Progress Report on Program Objectives for FY 2020-21 1
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
underway with the recent submittal of the Archaeological Inventory Survey
(AIS) completion.
7. Continue the design and construction for the R-1 Project that will upgrade the
Kealakehe Wastewater Treatment to produce and distribute reuse water (recycled
wastewater for irrigation use).
Continued work on preparing the Final EIS while awaiting MS approval from
the State Historic Preservation District(SHPD). Design work has been initiated
on the north and south R-1 distribution pipelines. Continued to review and
observe enforcement action on the Lahaina WWTP UIC situation based on the
SCOTUS Decision.
8. Complete the EA for the North Kona SPS and Force Main Project.
SHPD site walk through was completed in August and consultant began
preparing the draft EA. Awaiting notification on grant application/funding
from the Department of Commerce's Economic Development Administration
(EDA). Award of this EDA grant would fund for the entire SPS project.
•
Six Month Progress Report on Program Objectives for FY 2020-21 2
ENVIRONMENTAL IRONMENTAL MANAGEMEN i
WASTEWATER DIVISION
OPERATIONS
1. Work with Consultants on administering training to staff to begin inventory of parts
and supplies; and tracking the condition and long-term performance of wastewater
assets.
Implemented training on the asset management system. Program expected to go
"live" by April 2021.
2. Select and implement electrical assessment recommendations on various wastewater
facilities to maintain compliance with OSHA regulatory requirements.
Completed work on critical safety hazards identified from assessment. Preparing
repair project contractor package for repairing Wailoa SPS obsolete flow
matcher system.
3. Continue preventative maintenance efforts on electrical generators and energy
transfer devices.
Generators and transfer devices continued to be tested weekly and any repair
work is placed on a Work Order status for getting backup power restored.
Emergency alarms continued to be tested on a bi-monthly basis.
4. Continue to identify and implement upgrades or replacements to facility process
equipment including, but not limited to UV disinfection in lieu of chlorination, and
installation of remote SCADA control where practical.
Replacement pumps for Kealakehe SPS and Hale Halawai SPS were ordered. A
new solids dewatering centrifuge was identified for purchasing. Replacement
biotower arms were ordered and awaiting delivery to Hilo WWTP the last week
of December along with planning of installation work.
5. Continue to implement procedures and monitor process operations to maintain a
required level of safety at the wastewater facilities to maintain compliance with
OSHA, HIOSH and DOH NPDES regulatory requirements.
Performed a mock HIOSH Safety Inspection at the Hilo WWTP to identify any
safety concerns. Conducted confined space training in Kona and Hilo for
operations personnel. Training also included fall protection training while
entering into SPS.
Six Month Progress Report on Program Objectives for FY 2020-21 3
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ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
1. Continue to make progress on plans for construction renovation of the Pua Sewage
Pump Station(SPS)to mitigate pressure surge in the force main; replace valves and
electrical switchgear; and improve the odor control system components.
Conceptual planning work involving review of possible options for the force
main took place between the Wastewater Division (WWD) and the Consultant.
Work on design plans to address pump station renovation is expected to begin in
FY 2020-21. The WWD worked with DOH on the possibility of additional
CWSRF funding to fund the project.
2. Initiate design for force main replacement at Hale Halawai SPS and Keopu SPS.
Hale Halawai SPS will be the priority over Keopu SPS as Lanihau SPS can take
on additional sewer capacity from Keopu SPS if necessary. Design work for
Hale Halawai SPS force main replacement is now planned to begin in FY 2021-
22, due to the number of projects currently underway and the availability of
funds.
3. Secure site and complete the design for a new wastewater treatment plant for the
Na`alehu Large Capacity Cesspool (LCC) Replacement project.
An Environmental Assessment must be completed prior to land acquisition. A
smaller portion of a property identified as a potential site for the wastewater
treatment plant had undergone an exclusion from a "Grant of Conservation
Easement" in favor of the County to be recorded by the new owner. Design for
the new wastewater treatment plant will proceed after consultant contract
execution. Archaeological field studies and reporting were initiated as part of
the environmental assessment required procedures.
4. Secure site and complete the design for a new wastewater treatment plant for the
Pahala LCC Replacement Project.
An Environmental Assessment must be completed prior to land acquisition. The
Final Environmental Assessment was approved in April 2020. Design for the
new wastewater treatment plant continues. Land acquisition procedures were
initiated.
Final Status Report on Program Objectives for FY 2019-20 1
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
5. Complete the construction for the R-1 Project that will upgrade the Kealakehe
Wastewater Treatment to include treating the effluent to reuse water.
The design for upgrading the Kealakehe Wastewater Treatment Plant reached
99%. The draft environmental assessment awaits finalization before
construction can begin. Before finalization can occur, activities necessary to
meet State Historical Preservation District requirements were initiated.
6. Construct the North Kona SPS and Force Main Project.
A final environmental assessment is required before construction can begin. The
Preliminary Engineering Report was completed and a consultant contract for
the environmental assessment was executed in December 2019. Work on the
draft environmental assessment was started.
7. Complete construction of the Lono Kona Sewer Improvement District Project.
Construction was completed in October 2019.
8. Implement sewer rate increase to adequately support Wastewater facilities including
sewer mains, sewage pump stations and wastewater treatment plants.
Ordinance 19-21 provides for five annual sewer rate increases which began on
April 1,2019. The second scheduled increase was implemented on April 1,2020.
Final Status Report on Program Objectives for FY 2019-20 2
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
1. Work with Consultants on selecting an appropriate Computerized Maintenance
Management System software program as part of the Asset Management System
program for the purpose of achieving a fiscal sustainability program.
Consultants assisted the County with preparing bid documents, evaluating the
bids and selecting a software vendor in September 2019. The WWD has been
working with the Consultant and chosen software vendor on populating the
Computerized Maintenance Management System with data related to the
wastewater assets. Operations personnel were introduced to the use of tablets
intended for collection of preventative maintenance data instead of using paper.
2. Continue to perform electrical assessments on various wastewater facilities to
maintain compliance with OSHA regulatory requirements.
Electrical assessments were completed for the major east and west side
wastewater facilities in July 2019.
3. Increase preventative maintenance efforts on electrical generators and energy transfer
devices.
During selection of the Computerized Maintenance Management System
software, discussions were held on maintenance and upkeep of wastewater assets
which are focuses of the overall Asset Management System program. Tablets
have been introduced to operations personnel as tools for collection and
downloading of preventative maintenance data.
4. Identify and implement improvements to facility process equipment including but not
limited to W disinfection in lieu of chlorination, and installation of remote SCADA
control where practical.
Identified needs to replace the aged and inefficiently performing pumps at the
Kealakehe and Hale Halawai sewage pump stations; and the corroded biotower
arms at the Hilo Wastewater Treatment Plant.
Final Status Report on Program Objectives for FY 2019-20 3
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISIOliT
OPERATIONS
5. Continue to implementprocedures to maintain a required level of safetyat the
p q
wastewater facilities to maintain compliance with OSHA, HIOSH and DOH NPDES
regulatory requirements.
The Wastewater Division has reached out to the Safety Division for training to
stay compliant with regulatory requirements.
Final Status Report on Program Objectives for FY 2019-20 4
FUND
PLANNING
SHORT TERM VACATION RENTAL
ENFORCEMENT FUND
1. The Short-Tenn Vacation Rental Enforcement Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
Have been processing the STVR NUC renewal applications. STVR's have
doubled the volume of total permits that Planning handles. Even with the seven
positions that the STVR ordinance provided, additional Planners and
Inspectors within the Admin Permits division have been tasked with helping
with the processing. A third party vendor contract has been executed to assist
with gathering information of STVR advertisements online and enforcement.
Training of the third party software has been completed in December.
Evaluation of vendor performance will be done in the 3rd quarter of this fiscal
year.
Six Month Progress Report on Program Objectives for FY 2020-21 1
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PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
1. The Short-Term Vacation Rental Enforcement Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
The Department issued an RFP for a consultant to assist the Department in
identifying violators of the short-term vacation rental law. A consultant was
selected, and contract executed in July 2020.
Final Status Report on Program Objectives for FY 2019-20 1
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J �>
2 J
CEMETERY FUND
PARKS & RECREATION
CEMETERY FUND
1. Conduct maintenance and repair activities.
Maintenance and repairs of facility were addressed daily.
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PARKS & RECREATION
CEMETERY FUND
1. Conduct maintenance and repair activities.
Maintenance and repairs of facility have been addressed daily.
Final Status Report on Program Objectives for FY 2019-20 1
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27
BIKEWAY FUND
PARKS & RECREATION
BIKEWAY FUND
1. Conduct one recreational bike activity in each of five recreational districts by
June 30, 2019.
No bike activity was conducted during July to December 2020.
Six Month Progress Report on Program Objectives for FY 2020-21 1
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PARKS & RECREATION
BIKEWAY FUND
1. Conduct one recreational bike activity in each of five recreational districts by
June 30, 2020.
No bike activity was conducted during FY 2019-20.
Final Status Report on Program Objectives for FY 2019-20 1
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28
BEAUTIFICATION FUND
PUBLIC WORKS
BEAUTIFICATION FUND
1. Continue to initiate two roadside planting projects every year.
The Department has been in discussion with two volunteer community groups to
conduct roadside planting projects.
2. Continue to plant or replant a minimum of ten trees each year.
There were no trees planted as of 12/31/20.
3. Enhance and continue the existing Litter Pick-up along County Roads Program with
the Highways Division of the Department of Public Works.
Highway Maintenance Division continued trash collection services for
Downtown Hilo and Kailua Village receptacles in addition to trash pick-up as
part of the Division's Roadside Maintenance Program.
Trash bags have been provided to volunteer groups for trash pick-up projects at
other County roadsides.
Six Month Progress Report on Program Objectives for FY 2020-21 1
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PUBLIC WORKS
BEAUTIFICATION FUND
1. Continue to initiate two roadside planting projects every year.
Parks and Recreation did not organize any roadside planting projects.
2. Continue to plant or replant a minimum of ten trees each year.
No trees were planted.
3. Enhance and continue the existing Litter Pick-up along County Roads Program with
the Highways Division of the Department of Public Works.
Two Roadside Litter Beautification pickups were done in the Puna and Hilo
districts as of 6/30/20.
Final Status Report on Program Objectives for FY 2019-20 1
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29
VEHICLE DISPOSAL FUND
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
1. Coordinate the removal of vehicles from public and private roadways that the Hawai`i
County Police Department have classified as derelict or abandoned.
The program received 1,368 Vehicle Incident Reports from the Hawaii County
Police Department,Department of Land and Natural Resources, and the Hawaii
Volcanoes National Park from July 01, 2020 through December 31,2020. Of the
1,368 reports,353 of them were either duplicate reports, on private property,
moved to another location or towed by a private tow company.
Tow requests were issued to contractors to remove the vehicles for the remaining
balance of 1,015 reports. Of the 1,015 reports,358 vehicles were removed from
West Hawaii and 505 vehicles were removed from East Hawaii. The remaining
balance of 152 reports, that were requested to be towed through the program,
were not on location when the contractor arrived.
2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are
being processed and recycled in compliance with Hawaii Revised Statutes, Hawai`i
County Code, and Department of Health requirements.
The AV Coordinators work with both the towing and disposal contractors to
make sure that the vehicles are towed and processed in a timely manner and
within the parameters of our contract and their operations plan.
3. Start the planning and design phases for the remediation of the Hilo Scrap Metal
Facility.
An EA was completed for this site which resulted in a finding of no significant
impact(FONSI). The next step will be for the consultant to put together the
remediation plan which will be submitted to the DOH.
4. Conduct at least one auction of eligible vehicles.
There were no auctions held during the first part of the year due to concerns
regarding COVID-19.
5. Provide a Vehicle Disposal Assistance Program for the public.
The Disposal Assistance Program was expanded to be a year round program
and also increased the number of cars a resident could dispose of from one to
two.
Six Month Progress Report on Program Objectives for FY 2020-21 1
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ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
1. Coordinate removal from public and private access roadways those vehicles classified
as abandoned/derelict.
The program received 2,626 Vehicle Incident Reports from the Hawaii County
Police Department (HPD), Department of Land and Natural Resources, and
Hawaii Volcanoes National Park from July 01,2019 through June 30,2020. Of
the 2,626 reports,743 of them were either duplicate reports, on private property,
or towed by a private tow company. Tow requests were issued to contractors to
remove the vehicles for the remaining balance of 1,883 reports. Of the 1,883
reports, 739 vehicles were removed from West Hawaii and 881 vehicles were
removed from East Hawaii. The remaining balance of 263 reports,that were
requested to be towed through the program were not on location when the
contractor arrived.
2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are
being processed and recycled in compliance with Department of Health requirements.
The AV program has submitted applications for permits for the Kealakehe,Hilo
and Pu'uanahulu impound lots and has received a DOH permit for the Hilo
impound lot. The Division continues to and is working with the Planning
Department to finalize permits for the other two sites. The AV Program holds a
Vehicle Disposal Contract for all three impound lots to ensure proper
disposal/recycling.
3. Complete the remediation of the Kona Scrap metal facility.
The Kona Scrap metal facility remediation project is about more than 90%
completed and is now in the final stages of determining what additional
subsurface work needs to take place in order to close out the project with DOH.
4. Conduct at least one auction of eligible vehicles.
Due to staff shortages and the COVID-19 pandemic, the Derelict/Abandoned
Vehicle Program did not hold an auction this fiscal year.
5. Conduct an annual abandoned vehicle disposal assistance event for the public.
On November 1,2019,the AV program launched a year-round Vehicle Disposal
Assistance Program that allows residents to dispose of up to two vehicles per
registered owner,per calendar year. During fiscal year FY 2019-20,263 vehicles
Final Status Report on Program Objectives for FY 2019-20 1
ENVIRONMENTAL MANAGEMENT
VEFIICLE DISI'®SAL FUND
were disposed of under this program. The Vehicle Disposal Assistance Program
was temporarily suspended in late March 2020 due to the COVID 19 pandemic
and resumed on June 1,2020.
Final Status Report on Program Objectives for FY 2019-20 2
30
SOLID WASTE FUND
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
1. Implement the update of the Integrated Solid Waste Management Plan for the County
of Hawai`i.
The Integrated Solid Waste Management Plan was finalized and is anticipated to
go before the County Council for approval during the first quarter of the
calendar year.
2. Continue repairs and enhancement services at all County transfer stations.
The Division began the Phase II Design for the Oceanview Transfer Station. An
Environmental Assessment for the Waiohinu Transfer Station Improvements
was completed and a Grading and Grubbing Permit was submitted for the work
to begin.
3. Fleet Maintenance - continue a daily maintenance checklist and recurring replacement
schedule on our heavy equipment based on age and repair costs. Incorporate
equipment inspection program for heavy equipment.
Daily maintenance checklists continued to be utilized at all baseyards. We
continued to enhance our checklists and inspections in order to improve
maintenance of the equipment. Replacement of equipment has been prioritized
based on equipment mileage and overall repair cost history. The equipment
inspection program for heavy equipment continued to be utilized at the
baseyards.
4. Continue to comply with Department of Health Chapter 58.1 Hawai`i Administrative
Rules to ban or require source separation of green waste from entering County disposal
facilities.
Continued to offer green waste collection at five transfer stations,in addition to the
East Hawaii Organics Facility and the West Hawaii Organics Facility to divert
green waste from the landfill.
5. Continue to expand the County's green waste collection to additional Transfer Stations
island-wide. Improve the County's ability to process green waste into usable
commodities such as compost and mulch for residential and agricultural use.
The Division continued to identify ways in which it can offer green waste collection
at additional Transfer Stations but due to the Covid-19 Pandemic we have not been
able to expand these services yet. The successful green waste to mulch program
continues to be the largest landfill diversion program for the County.
Six Month Progress Report on Program Objectives for FY 2020-21 1
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
_.._.
6. Construct a new Compost Facility in East Hawai`i. This facility will be used to compost
greenwaste, food waste and contaminated paper.
The construction of the new Compost Facility in East Hawaii has been indefinitely
suspended.
7. Continue to communicate with tire vendors within Hawaii County regarding the
County's ban on disposal of tires within solid waste facilities and the obligation they have
to collect appropriate disposal fees.
The Division fulfilled its commitment and concluded this educational program with
tire retailers. Oversight of the tire retailers obligations remain with the State.
8. Continue post-closure maintenance and monitoring of Kailua and old Waimea landfills.
Begin post-closure maintenance and monitoring of the South Hilo Sanitary Landfill.
The Division has continued to utilize a consultant, Contractors and SWD staff to
perform post closure maintenance at the Kailua site. The Division conducts
quarterly inspections for the Waimea site. The Division finalized the closure of the
South Hilo Sanitary Landfill and has begun post closure monitoring of the site.
9. Continue to provide recycling education, glass and mixed recyclables, e-waste
collections,used motor oil collection,reuse centers and household hazardous waste
collections.
a) Recycling Education Program—Public education efforts included tours of our
facilities, presentations, radio,TV, newspaper ads,media releases, active website
updates, etc.
b)Non 11I-5 Glass and Mixed Recvclables (corrugated cardboard and brown
paper bags) -Bins for Mixed Recyclables have been operating at 18 of the
island's 22 transfer stations/convenience centers and bins for Non HI-5 Glass are
located at 17 of the transfer stations. Metal cans are accepted at the 13 transfer
stations that accept scrap metal.
c) E-Waste Program -Residential a-waste collections was provided at the
Kealakehe Transfer Station the second Saturday of the month. The Division
currently has a contract with a private vendor in Hilo who accepts a-waste from
self-hauled residential customers without any charge to the customer during the
2nd & 4th Saturdays of the month. For a fee, the vender will accept a-waste
during other days of the week from both residential and commercial customers.
d) Used Motor Oil Collection—The Department has awarded a contract to a
•
Six Month Progress Report on Program Objectives for FY 2020-21 2
ENVIRONMENTAL MANAGEMENT.
SOLID WASTE FUND
vendor to collect and properly manage the Do-It-Yourself Used Motor Oil
(UMO) from the seven volunteer drop-off stations. The UMO is being utilized in
the County of Hawai`i.
e) Household Hazardous Waste Collection—The highly popular Household
Hazardous Waste Collection Event again has collected large volumes of
household hazardous waste with record participation in Hilo. The Division is
working on rescheduling the event that was postponed last year in Kealakehe
due to COVID-19 concerns.
10. Continue to support the State DOH HI-5 programs and redemption centers for the
public.
There are 19 HI-5 Certified Redemption Centers in the County of Hawaii, of
which 11 of them have been contracted by the County. As required by the State
DOH,the Division's HI-5 staff inspected 16 retail establishments, 10 certified
redemption centers per month and four recyclers per year along with five
closeout inspections per year.
11. Continue use of the East Hawai`i Regional Sort Station as the primarymethod for
g
consolidating refuse for transport to the West Hawai`i Sanitary Landfill
The Division continued to utilize the Reload Facility for accepting and
consolidating refuse in East Hawaii. During the first six months of FY2020-21,
approximately 26,047 tons of refuse were consolidated and transported to the
WHSL.
Six Month Progress Report on Program Objectives for FY 2020-21 3
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ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
1. Complete the update of the Integrated Solid Waste Management Plan for the County
of Hawai`i.
The Division is in the process of finalizing the plan. There were two educational
meetings held during December and two public hearings held during January.
The Solid Waste Advisory Committee met in February to review the public
comments and to revise the plan.
2. Continue repairs-and enhancement services at all County transfer stations.
Repairs have taken place for several transfer stations including fencing repairs
due to vandalism. Improvements were made to the County owned site in
Hawaiian Oceanview Estates which have allowed the Division to hold the weekly
refuse collection events at this new location.
3. Fleet Maintenance - continue a daily maintenance checklist and recurring replacement
schedule on our heavy equipment based on age and repair costs. Incorporate
equipment inspection program for heavy equipment.
Daily maintenance checklists was utilized at all baseyards. Replacement of
equipment was being prioritized based on equipment mileage and overall repair
cost history. A heavy equipment inspection program was instituted at both Hilo
and West Hawaii baseyards. The Division also hired a heavy equipment
mechanic who is located at the West Hawaii Sanitary Landfill.
4. Continue to comply with Department of Health Chapter 58.1 Hawai`i Administrative
Rules to ban or require source separation of green waste from entering County disposal
facilities.
The Division is continuing to identify sites that may be able to accommodate
collection of green waste. The Division had to temporarily scale back the collection
of greenwaste at several sites due to additional staffing shortages which have
resulted from the ongoing COVID-19 pandemic.
5. Continue to expand the County's green waste collection to additional Transfer Stations
island wide. Improve the County's ability to process green waste into usable
commodities such as compost and mulch for residential and agricultural use.
The Division was in the process of renewing the permits for both WHOF and the
EHOF.
Final Status Report on Program Objectives for FY 2019-20 1
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
6. Complete work for leasing new location for a Compost Facility in East Hawai`i. This
facility will be used to compost green waste, food waste and contaminated paper.
The County Property Management Division worked on obtaining a lease for a
selected site located within the Shipman Business Park for a compost facility.
7. Continue to communicate with tire vendors within Hawai`i County regarding the
County's ban on disposal of tires within solid waste facilities and the obligation they have
to collect appropriate disposal fees.
Final report was submitted to DOH on the tire communication and education
program,which outlined all components of this program. All components of the
program have been completed.
8. Continue post-closure maintenance and monitoring of Kailua and old Waimea landfills.
The Division continued monitoring of the Kailua and Waimea landfills on a
quarterly basis.
9. Continue to provide recycling education, glass and mixed recyclables, e-waste
collections,used motor oil collection, reuse centers and household hazardous waste
collections.
a) Recycling Education Program—Public education efforts include tours of our
facilities, presentations, radio,TV, movie-theater and newspaper ads,media
releases, active website updates, etc.
b) Non-HI-5 Glass and Mixed Recyclables (currently corrugated cardboard and
brown paper bags) -bins for both non-HI-5 glass and mixed recyclables have
been operating at 18 of the island's 22 transfer stations/convenience centers.
Prior to COVID-19, metal cans were accepted at the 13 transfer stations that
accept scrap metal. Due to COVID-19, scrap metal collection has been
temporarily reduced to five transfer stations. The 2-bin recycling program was
significantly modified due to the current markets for recyclable materials
refusing to accept materials from our recycling contractor at the prices that
were in the original contract. The Division was able to negotiate a compromise
that keeps the recycling program functioning and intends to rebid this contract
with changes that reflect the current recycling markets.
Final Status Report on Program Objectives for FY 2019-20 2
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND .._..
c) E-Waste Program -The a-waste program was suspended on April 6th due to
insufficient funding and also due to COVID-19. Events were held at the
Wai`ohinu,Waimea,Kealakehe and Hilo Transfer Stations on a rotating basis
until the program was suspended. The Division has a contract with a private
vendor who accepted a-waste from the public. This allowed for the weekly
collection of both residential and commercial a-waste until the suspension of the
program. The program is expected to resume once funding becomes available
and when COVID-19 restrictions allow for this program to be conducted safely.
d) Used Motor Oil Collection—The Department has awarded a contract to a
vendor to collect and properly manage the Do-It-Yourself Used Motor Oil
(UMO) from the seven volunteer drop-off stations. The UMO is being utilized in
the County of Hawai`i.
e) Household Hazardous Waste Collection—The highly popular Household
Hazardous Waste Collection Event (HHWCE) again has collected large volumes
of household hazardous waste with record participation. The participation rate
is an indication of the public's view of how important it is to protect the
environment. Five HHWCE's were held during FY 2019-20, two in Hilo, two in
Kona, and one in Pahoa. The Waimea HHWCE scheduled for 03/07/20 was
cancelled because of unsafe conditions due to extreme winds.
10. Continue to support the State DOH HI-5 programs and redemption centers for the
public.
The Division continued to support the State DOH HI-5 program. There are 19
HI-5 Certified Redemption Centers in the County of Hawaii, of which 11 of
them are contracted by the County. As required by the State DOH,the
Division's HI-5 staff inspected 16 retail establishments, ten certified redemption
centers per month and four recyclers per year along with five closeout
inspections per year.
11. Begin construction for the closure of the South Hilo Sanitary Landfill to comply with
DOH mandates.
Construction of the South Hilo Sanitary Landfill closure system began in
September 2019 and is expected to be substantially completed in August 2020.
Final Status Report on Program Objectives for FY 2019-20 3
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1
11
31
GOLF COURSE FUND
PARKS & RECREATION
GOLF COURSE FUND
1. Improve, beautify and maintain the greens,tees and fairways at the Hilo Municipal
Golf Course by:
a. aerating all golf course greens in October and May,weather permitting;
Greens were aerated in May 2020. However, allow did not us to
aerate greens in October. We have since rescheduled aeration for February
2021.
b. verticut and de-thatch all greens in July, October, January, and April, weather
permitting, or as needed;
Greens verticut and de-thatched in July and October 2020.
c. controlling application of fertilizer and pesticide to greens, fairways and tees
weekly, or as needed;
Application of fertilizer and pesticide were done weekly, as needed.
d. controlling application of herbicide to greens,tees, stream beds, ditches and
course boundaries weekly, or as needed;
Application of herbicides were done weekly as needed.
e. daily mowing of greens;
Greens were mowed daily.
f. mowing of tee tops every Thursday, weather permitting;
Tee tops were mowed every Thursday as weather permitted.
g. mowing of fairways Monday through Friday, weather permitting;
Fairways mowed Monday through Friday as weather permitted.
h. top dressing greens monthly, weather permitting;
Greens were top dressed monthly as weather permitted.
Six Month Progress Report on Program Objectives for FY 2020-21 1
PARKS & RECREATION
GOLF COURSE FUND
i. rolling of greens on a weekly basis, or as needed.
Greens rolled on a weekly basis as needed.
2. Schedule and assign tee times for:
a. individuals and groups on a daily basis;
Tee times were scheduled for individuals and groups daily.
b. club tournaments every six months;
Due to the COVID rules, club play or tournaments were not allowed.
c: larger fundraising tournaments on an annual basis Targeting, but not limited to
six fundraisers per fiscal year.
Due to the COVID rules, tournaments were not allowed.
3. Schedule inspection and repairs of course structures, clubhouse facilities and
maintenance warehouse during the months of July, October, January, and April.
Inspected facility structures and maintenance warehouse in July and October
2020.
4. Daily routine inspections and maintenance of equipment, course vehicles and safety
equipment.
Equipment and course vehicle were inspected daily.
5. 100% of employees will be exposed to safety talks at least once per month.
Safetytalks were done monthly in small groups and individual setting.
Six Month Progress Report on Program Objectives for FY 2020-21 2
PARKS & RECREATION
GOLF COURSE FUND
1. Improve, beautify and maintain the greens,tees and fairways at the Hilo Municipal
Golf Course by:
a. aerating all golf course greens in October and May,weather permitting;
Greens were aerated in November. Second phase was not completed due to
lack of manpower through the COVID-19 Pandemic.
b. verticut and de-thatch all greens in July, October, January, and April, weather
permitting, or as needed;
Greens were verticutted in July. Greens were not verticutted in October,
January, and April due to a lack of equipment. We do not have a means to
verticut greens at this time. New equipment must be purchased in the future
in order to continue verticutting.
c. controlling application of fertilizer and pesticide to greens, fairways and tees
weekly, or as needed;
Application of chemicals have been done monthly as needed.
d. controlling application of herbicide to greens,tees, stream beds, ditches and
course boundaries weekly, or as needed;
Chemicals were applied monthly as needed.
e. daily mowing of greens;
Lawns mowed daily.
f. mowing of tee tops every Thursday,weather permitting;
Tee tops have been mowed every Thursday, except during hazardous
weather.
g. mowing of fairways Monday through Friday, weather permitting;
Fairways have been mowed Monday through Friday, except during
hazardous weather.
Final Status Report on Program Objectives for FY 2019-20 1
PARKS & RECREATION
GOLF COURSE FUND
h. top dressing greens monthly,weather permitting;
Top dressing greens have been done monthly.
i. rolling of greens on a weekly basis, or as needed.
Rolling of greens have been done weekly.
2. Schedule and assign tee times for:
a. individuals and groups on a daily basis;
Tee times have been scheduled on a daily basis.
b. club tournaments every six months;
Club tournaments were not scheduled the second half of the fiscal year due
to COVID-19.
c. larger fundraising tournaments on an annual basis. Targeting,but not limited to
six fundraisers per fiscal year.
All fundraising tournaments were cancelled.
3. Schedule inspection and repairs of course structures, clubhouse facilities and
maintenance warehouse during the months of July, October, January, and April.
Inspection of golf course facility has been completed for the months of July and
October.
4. Daily routine inspections and maintenance of equipment, course vehicles and safety
equipment.
Inspections and maintenance of equipment were done daily.
5. 100% of employees will be exposed to safety talks at least once per month.
Safety talks have been given to all employees monthly.
Final Status Report on Program Objectives for FY 2019-20 2
RE1LOCATION &
PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
1. The Geothermal Relocation and Community Benefits Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
No new applications to the Community Benefits Fund were received.
Six Month Progress Report on Program Objectives for FY 2020-21 1
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PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
1. The Geothermal Relocation and Community Benefits Fund shall be administered in
an efficient and responsible manner complying with all applicable ordinances and
rules.
No new applications were submitted to the Geothermal Relocation &
Community Benefits Fund.
Final Status Report on Program Objectives for FY 2019-20 1
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UNI1A DNTSflOII
HOUSING
•
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Community Development Division
Development Branch
1. Provide construction management oversight for affordable housing projects.
• §201H of the Hawai`i Revised Statutes (HRS) Housing Development through
the exemption from statutes, ordinances, charter provisions, and rules.
a. Continued to verify eligibility under §201H-36 of the HRS for State of
Hawaii General Excise Tax Exemptions for certified or approved
housing projects within the County of Hawaii.
1. Verified and certified eligibility of five affordable housing projects for
G-37 exemptions that included a total of 16 general contractors,
subcontractors, and/or consultants working on various aspects of each
affordable housing projects and an additional 25 that are pending
approval.
b. Continued to process §201H-38 of the HRS housing development
exemptions from statutes, ordinances, charter provisions and rules.
1. County Council approved two §201H-38 applications for exemptions,
and received one new §201H-38 application for certain exemptions by
developers.
2. Drafted 201H-38 rules.
• Ainakea Elderly Housing
a. Negotiated lease from County Council to enter into a multi-year lease for
property renovations and management, and awaiting execution by all
parties when funding package is complete in Spring 2021.
• Aina Lea Villages
a. Began drafting Affordable Housing Agreement for this project.
• Kalawa 40 Housing Project
a. Construction nearly completed on six affordable housing units in Kailua-
Kona.
• Kaloko Housing Project—"The Homes of Ulu Wini"
a. Consultant nearly completed technical review of the sewer system and
has received refurbishment approval by Department of Health with the
Department of Environmental Management.
b. Applied for CIP funding for the wastewater treatment plant repairs.
Six Month Progress Report on Program Objectives for FY 2020-21 1
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
c. Applied for CDBG COVID 2/3 funds to add hot water to the laundry
facility, purchase a pumper truck for the Wastewater Treatment Plant to
replace a service provider to save costs, and to renovate the kitchen into a
certified commercial kitchen.
• Kamakoa Nui—Waikoloa Workforce Housing Project
a. Initiated two resale transactions for two first-time home buyers.
b. Received proposals for the multi-family workforce housing site with
approximately 100-120 rental units and the RFP Selection Panel
completed the ranking of the proposals.
c. Army began preparing the Remedial Action Report for the clearance of
unexploded ordinances for about 70 acres owned by the County.
• Kuakini Senior Living Project
a. County Council approved 201H-38 application for certain County
exemptions through Resolution 717-20 on 9/16/2020 for this 101 bedroom
assisted living/memory care facility and 155 bed skilled nursing and
employee housing project in Kailua Kona.
• Kulaimano Elderly Housing Project
a. Have been awaiting final approval from the Department of Health (DOH)
of the Environmental Hazard Management Plan for hazardous soils
identified at the site.
b. Executed construction contract and nearly completed various ADA
improvements for the community center and parking areas.
• Ouli Ekahi Housing
a. Completed the installation of new energy saving LED exterior lights at
the site.
• Pahala Elderly Housing Project
a. Entered into a multi-year lease for property renovations and
management. Renovation will begin in January 2021.
• Papa'aloa Elderly Housing Project
a. Negotiated a multi-year lease for property renovations and management,
and awaiting execution by all parties when funding package is complete.
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• Waikoloa Gardens Apartment Project
a. Negotiated a multi-year lease for property renovations and management,
and preparing to execute in January 2021 when funding package is
complete.
• West Hawai`i Emergency Shelter Campus:
a. Monitored condition of the commercial kitchen at the West Hawaii
Emergency Shelter during COVID.19 meal preparation for 400 residents.
b. Consultant completed design work for Emergency Shelter campus to
install an overhead fire sprinkler system photovoltaic electrical system,
water fountain, security fencing& lighting improvements; construction
on hold until funding source identified.
c. Completed installation of security fencing and gate.
• West Kawili Senior and Veterans Housing:
a. Continued drafting easement for the parcel.
b. Drafted affordable Housing Agreement for this project.
b. Received approval from County Council on 201H packet for certain
County exemptions through Resolution 733-20 on 10/21/2020.
• West View Development Housing Project:
a. Completed Affordable Housing Agreement for the project and awaiting
execution by all parties.
b. Received 201H application for certain County exemptions but rejected
since it did not meet the threshold. Working with Developer on revising
their application.
Planning Branch
1. Execute three affordable housing agreements.
• Drafted three new Affordable Housing Agreements, and awaiting execution
of two Agreements.
2. Provide 20 Fair Housing trainings for general audiences.
• Two Fair Housing trainings have been completed via WEBEX due to
COVID19 social distancing requirements.
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• A partnership with HOPE Services Hawaii was established to implement
regular/ongoing Fair Housing training with landlords who are new to
HOPE's housing programs.
• Section 8 will also incorporate Fair Housing training with their landlord
recruitment program when it launches.
• The annual Fair Housing seminar has not been scheduled for any County
statewide. The Fair Housing Coordinator's meeting on 1/15/2021 will begin
discussions on planning this event.
3. Provide one Fair Housing training for a non-/limited-English audience.
• No training was planned during this time.
4. Recruit ten new landlords to attend the Fair Housing trainings.
• No new landlords have received training,though they are expected to attend
upcoming trainings or annual seminar.
5. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair
Housing Officer.
• All 58 Fair Housing inquiries have received assistance by phone and/or
email. This is an increase, from last year's inquires,which was a total of 50
for the entire year. The Fair Housing webpage on the County's website has
received 1075 hits from July 1,2020—December 31,2020.
Existing Housing Division
Family Self Sufficiency Branch
Family Self Sufficiency Program
1. Provide services to at least ten new participants through the Section 8 Family Self-
Sufficiency Program by June 30, 2021.
• Added 11 new participants
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Section 8 Homeownership Option Program
1. Complete one Section 8 Homeownership Option Program transaction with an eligible
program participant.
• Closed escrow on one of three applicants.
Housing Programs Branch
Residential Repair Program
1. Pending approval of grant application,provide loans and complete home repairs for
up to ten low and moderate income homeowners.
• One Completed Project
• Seven Interested Applicants: Four Eligible Applicants
o Three Eligible Searching
o One Eligible pending LEAD Clearance
o Three Pending Eligibility/Inspection
• Expended funds =$17,726.77
• Available funds
o 2016 funds=
■ Loans = $31,642.2
o 2017 funds
• Loans =$92,860.80
o 2020 funds (Awarded) ,
• Loans =$143,051.00 (to be reallocated to another project)
• HPG Funds =$175,421 to be reallocated to RRP
o 2021 funds (not Awarded)
• Anticipated funds to be expended between January 01,2021-June 30,2021 =
$134,042.00
Rental Assistance Branch
Housing Choice Voucher (Section 8) Program
1. Maintain a 98%utilization rate of HUD provided funding for the Housing Choice
Voucher(Section 8) Program.
• Projections for EOY 2020:
o Housing Choice Voucher program 97% utilization,
o Mainstream Vouchers 83%
• Awarded an additional 75 vouchers with annual funding of
$756,100.00 under CARES Act
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o Veterans Supportive Housing Vouchers (HUD VASH) 67%
HOME Tenant Based Rental Assistance Program
1. Maintain 98%utilization rate of funding for Tenant Based Rental Assistance
Program.
• Utilized 97% of funding to assist 80 participant families
Grants Management Division
Grants Administration Branch
CDBG
1. Fund, monitor and/or complete approximately ten CDBG projects in accordance with
program regulations. Projects will benefit at least 80% low- and moderate-income
persons.
• West Hawaii Certified Kitchen: Completed the design and construction.
• West Hawaii Homeless Emergency Shelter: Completed the security fencing
project.
• Boys and Girls Club of the Big Island: Initiated the construction of the gym
improvements and paving.
• Hale Maluhia Men's Shelter: Design and construction for the roof and ADA
improvements 95% complete.
• Hale Ohana Domestic Abuse Shelter Renovations: Design and construction
90% complete.
• Kiheipua Family Shelter: Design and construction for the roof and kitchen
renovations 95% complete.
• Kula`imano Elderly Housing Project Phase II: Construction of various
improvements 95% complete.
• West Hawaii Domestic Abuse Shelter Renovations: Design and construction
80% complete.
HOME
1. Fund, administer and/or complete approximately two HOME projects in accordance
with program regulations. Projects will benefit 100% low- and moderate-income
persons.
• Provided rental assistance to 83 families on its Tenant-Based rental
Assistance Payments Program;
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• Selected the Kaloko Heights Affordable Housing project to receive 2018
HOME funds. The project is in the final stages of the environmental review
process. The project will provide 100 multi-family rental units; and
• Selected Habitat for Humanity Hawai`i Island to construct three Self-Help
Houses in the Puna area.
NATIONAL HOUSING TRUST FUND
1. Fund, administer and/or complete one rental housing project in accordance with
program regulations. The project will benefit 100% of extremely low-income
persons.
• Selected the Kaloko Heights Affordable project to receive 2018 funds for the
construction of the 100-unit multi-family rental housing project.
Workforce Development Branch
WIOA
1. Provide services to: 180 adults who are 18 years of age and older and meet the
income requirement, 120 dislocated workers who have recently been laid off due to
company closure or who have been given notice of layoff, 50 in-school youth(ages
14-18) and 75 out-of-school youth(ages 14-21) who are considered disadvantaged
with at least one of the WIOA program barriers;
• Assisted 125 adults who are 18 years of age and older and meet the income
requirement, 69 dislocated workers who have been recently been laid off due
to company closure or who have been given notice of layoff, and 120 youth
who are considered disadvantaged with at least one of the WIOA program
barriers.
2. Manage the American Job Center Hawai`i (AJCH)where clients can access various
services in one location;
• In the first quarter of 2020, oversaw management of the AJCH where
jobseekers could access various employment related services.
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3. Provide Employer services through the AJCH. Provide free services such as labor
market trend information to help plan for business expansion, relocation, future hiring
and training needs;
• Provided Employer services to 40 employers through the AJCH. Provided
free services such as labor market trend information to help plan for
business expansion, relocation,future hiring and training needs due to the
recovery of COVID-19.
4. Provide recruitment campaigns for new business ventures or facilities needing a large
number of specialized workers;
• Provided recruitment campaigns for one new business ventures or facilities
needing a large number of specialized workers.
5. Utilize Rapid Response funding to assist with projected recession and anticipated
economic downturn;
• Utilize Rapid Response funding to assist with 32 employers, affected by
recession and economic downturn.
6. Hold two job fairs, one in East Hawai`i and one in West Hawai`i;
• No job fairs were held due to COVID-19.
7. Provide assistance to over 5,000 people who will utilize the AJCH resources and
services.
• AJCH provided assistance to 4,736 people.
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Community Development Division
Development Branch
1. Provide construction management oversight for affordable housing projects.
• §201H of the Hawaii Revised Statutes (HRS) Housing Development through the
exemption from statutes, ordinances, charter provisions, and rules.
a. Continued to verify eligibility under §201H-36 of the HRS for State of Hawaii
General Excise Tax Exemptions for certified or approved housing projects
within the County of Hawai`i:
1. Verified and certified eligibility of 11 affordable housing projects for G-37
exemptions that included a total of 63 general contractors, subcontractors,
and/or consultants working on various aspects of each affordable housing
projects; and
2. Drafted rules for G-37 process.
b. Continued to process §201H-38 of the HRS housing development exemptions
from statutes, ordinances, charter provisions and rules.
1. Received four 201H-38 applications for certain exemptions by developers
with County Council expecting to approve two in Fall 2020; and
2. Drafted 201H-38 rules.
• `Ainakea Elderly Housing
a. Received approval from County Council to enter into a multi-year lease for
property renovations and management.
• Kalawa 40 Housing Project
a. Construction commenced on six affordable housing units in Kailua-Kona.
• Kaiaulu 0 Kapi`olani
a. Continued pre-development planning and financing activities for 64 multi-
family affordable units located in Hilo,with construction expected to begin in
2021;
b. Twenty-five project-based vouchers allocated from the Housing Choice Voucher
Program.
• Kaloko Housing Project—"The Homes of Ulu With":
a. Contracted with Consultant to complete technical review of the sewer system
and seek refurbishment approval by Department of Health with the Department
of Environmental Management;
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b. Completed installation of a Family Assessment Center and launched program
activities;
c. Completed one sidewalk upgrade to meet ADA compliance; and
d. Applied for CIP funding for the waste water treatment plant repairs.
• Kamakoa Nui—Waikoloa Workforce Housing Project
a. Initiated two resale transactions for two first-time home buyers;
b. Completed conceptual design work for the multi-family housing site for
advertisement of a Request for Proposal for a workforce housing project with
approximately 100-120 rental units;
c. Army completed unexploded ordinance clearance work for 70 acres of the
Kamakoa Nui housing site; and
d. Army preparing the Remedial Action Report for the clearance of unexploded
ordinances for these parcels.
• Kuakini Senior Living Project
a. Owner resumed project as Owner/Developer and reconfigured project on site to
create a 101-bed assisted living/memory care facility;
b. 155 bed skilled nursing facility and employee housing in Kailua-Kona;
c. Owner submitted 20111-38 packet for certain County exemptions for review and
submission to County Council for approval; and
d. Owner was in process of updating traffic report.
• Kula`imano Elderly Housing Project
a. Completed installation of building hardening, installation of a new back-up
generator and new mailbox center with ADA improvements;
b. Nearly completed coordination with HELCO for installation of new group
breakers for all units;
c. Completed geotechnical soil study and submitted hazardous soil management
plan and signage to Department of Health (DOH) for final approval;
d. Installed new water heaters, ranges, and energy efficient refrigerators in all 50
units;
e. Completed the plan and design specifications for renovating walkways, parking
lots, and the community center to meet ADA requirements;
f. Awarded and began construction contract to complete various improvements for
the community center and parking areas;
g. Parking improvements nearly complete and community center improvements
expected to begin in October 2020;
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h. Purchased new ADA compliant washers and dryers for the laundry room; and
i. Investigated Uniform Relocation Act process for future resident unit renovations
and costs associated with hiring a relocation specialist.
• Mohouli Senior Housing Phase III
a. Completed construction of 92 new affordable housing units for low-income
senior residents in Spring 2020;
b. Nearly completed lease-up for 92 households for project-based housing vouchers
provided from the Housing Choice Voucher Program.
• Ouli Ekahi Housing:
a. Completed the installation of new roofs on 24 existing buildings at 'Ouli `Ekahi
Housing.
• Pahala Elderly Housing Project
a. Received approval from County Council to enter into a multi-year lease for
property renovations and management.
• Papa'aloa Elderly Housing Project:
a. Processed Chapter 343 affordable housing exemption declaration;
b. Received approval from County Council to negotiate a multi-year lease for
property renovations and management; and
c. Executed agreement to provide 25% of the project's renovation and expansion
costs with CIP funding to replace the aging ten units with larger 20 units.
• Waikoloa Gardens Apartment Project
a. Received approval from County Council to enter into a multi-year lease for
property renovations and management.
• West Hawaii Emergency Shelter Campus:
a. Executed lease for property management of the West Hawaii Emergency
Shelter Campus, including transferring some Hale Kikaha project inventory to
the lessee;
b. Completed the installation of a commercial kitchen at the West Hawaii
Emergency Shelter and provided ongoing inventory management for the
certified kitchen;
c. Certified Kitchen has provided almost 400 meals/day to homeless and children
needing meals using COVID-19 funds;
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DEVELOPMENT
d. Awarded CDBG federal funds for needed renovations at the West Hawaii
Emergency Shelter campus to install an overhead fire sprinkler system
photovoltaic electrical system,water fountain, security fencing& lighting;
e. Consultant completed design work for improvements, and expect to bid
construction project in Fall 2020; and
f. Completed installation of new fencing and gate at the property.
• West Kawili Senior and Veterans Housing:
a. Processed Chapter 343 exemption request for affordable housing;
b. Commenced drafting easement for the parcel;
c. Construction of 91 affordable units and one manager unit expected to begin in
2021; and
d. Will prepare 201H packet for certain County exemptions to submit to County
Council for approval.
• West View Development HousingProject:
a. Project entered into development agreement with Honua`ula,LLC to build
about 100 units; and
b. Consulted with a developer on 201H application for certain County exemptions.
Planning Branch
1. Execute four affordable housing agreements.
• Completed and executed three affordable housing agreements and amended two
affordable housing agreements; and
• Began the process of developing three new affordable housing agreements with
project developers.
2. Provide 30 Fair Housing trainings for general audiences.
• Provided eight Fair Housing training for County staff and general audiences. Due
to the COVID-19 pandemic, annual Fair Housing trainings for the general public
were cancelled.
• Attended five Fair Housing Officer training session to update training information
to be incorporated into general audience trainings moving forward;
• Completed the statewide Analysis of Impediments for Affirmatively Furthering Fair
Housing Study in April 2020.
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3. Provide one Fair Housing training for a non-/limited-English audience.
• Fair Housing Officer position was filled this Spring and due to the COVID-19
pandemic, in person training was modified to complete this training via webinar
with service providers.
4. Recruit four new landlords to attend the Fair Housing trainings.
• The annual Fair Housing seminars in Hilo and Kona were scheduled for April 24
and April 30,2020 to provide education and training activities to new landlords and
tenants. However, these in-person sessions were cancelled in compliance with the
Governor's mandate for social distancing. Plans are in progress to proceed with
webinar trainings in 2021.
5. Assist 100 clients with Fair Housing inquiries/issues.
• Assisted 50 clients via phone and in person;
• Approximately 1,986 clients pursued information and resources located on the Fair
Housing web page.
Existing Housing Division
Family Self Sufficiency Branch
Family Self Sufficiency Program
1. Provide services to at least ten new participants through the Section 8 Family Self-
Sufficiency Program by June 30, 2019.
• During the period of July 1,2019 through June 30,2020 a total of 26 new
participants have been added to the Program;
• Five participants successfully graduated from the FSS program.
Section 8 Homeownership Option Program
1. Complete one Section 8 Homeownership Option Program transactions with an eligible
program participant.
• During the period of July 1, 2019 through June 30,2020, one new participant was
approved and began receiving homeownership assistance payments.
Final Status Report on Program Objectives for FY 2019-20 • 5
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Housing Programs Branch
Residential Repair Program
1. Pending approval of grant application, may provide loans and complete home repairs for ten
low and moderate income homeowners.
• Thirty-three interested applicants:
• a. One application received pending funding to proceed with eligibility;
b. Thirty-two interested pending additional funding to proceed with applications
(not processed);
• Three homeowners qualified and secured mortgage;
a. One project completed;
b. Two projects pending completion;
• Expended funds between July 1,2019 to June 30,2020 = $35,384.58;
• Available funds as of June 30, 2020 was $34,959.98 (2016 funds) +$51,804.60 (2017
funds) =$86,764.58; and
• Received notification of 2020 grant award of$231,949.
Rental Assistance Branch
Housing Choice Voucher (Section 8) Program
1. Maintain a 96%utilization rate of HUD provided funding for the Housing Choice Voucher
(Section 8) Program.
• Maintained 99.6% utilization rate of its $20,959,765 budget authority. On June 1,
2020, HUD notified the OHCD that it was approaching the authorized budget
authority awarded and projected to be in shortfall of Housing Assistance Payments
(HAP) funding. The OHCD was required to implement cost saving measures to
prevent the termination of HAP contracts due to insufficient funding. The OHCD
seized issuing vouchers, restricted movers from moving to higher jurisdictions, and
applied for HUD Set-Aside funding to ensure sufficient funding for the remaining
calendar year.
HOME Tenant Based Rental Assistance Program
1. Maintain 96%utilization rate of funding for Tenant Based Rental Assistance Program.
• For FY 2019-20,PHA expended 84% of its funding or$722,069 of the$856,104 2018
award to assist beneficiaries.
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Grants Management Division
Grants Administration Branch
CDBG
1. Fund,monitor and/or complete approximately ten CDBG projects in accordance with
program regulations. Projects will benefit at least 80% low- and moderate-income persons.
• The Hawaii County OHCD executed a Grant Agreement with the U.S. Department
of Housing and Urban Development(HUD) for its 2020 CDBG funding for
$2,626,423 and conducted the environmental reviews for its CDBG projects. In the
past fiscal year,the CDBG funded projects that are in progress or have been
completed included:
• The rehabilitation of three owner-occupied units to meet health and safety
standards,with three new rehab loans in process (two completed);
• Initiated the construction of the gym improvements and paving at the Boys and
Girls Club of the Big Island;
• Completed the design and construction of the West Hawaii Certified Kitchen;
• Completed the fencing and roofing project at the Kula`imano Elderly Housing
Project;
• Initiated the construction of various improvements,Phase II at the Kula`imano
Elderly Housing Project,95% complete;
• Initiated the design and construction for the roof and ADA improvements at the
Hale Maluhia Men's Shelter, 95% completed;
• Initiated the design and construction for the roof and kitchen renovations at the
Kiheipua Family Shelter, 95% completed;
• Initiated the design and construction of the Hale `Ohana Domestic Abuse Shelter
Renovations,60% completed; and
• Initiated the design and construction of the West Hawaii Domestic Abuse
Shelter Renovations, 65% completed.
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• The Hawaii County OHCD received $1,543,033 in CDBG-Coronavirus (CDBG-
CV) funds under the Coronavirus Aid,Relief, and Economic Security Act(CARES
Act), Public Law 116-136 which was signed by President Trump on March 27,2020.
These funds are to be used to prevent, prepare for and respond to the Coronavirus
(COVID-19). Projects selected included:
• The Food Basket Pandemic Emergency Food Program
• Hope Services Emergency Rent& Mortgage Assistance Program
• Boys and Girls Club of the Big Island—Meal Preparation and Delivery
• Hawaii County Economic Opportunity Council—Meal Preparation and Delivery
HOME
1. Fund, administer and/or complete approximately two HOME projects in accordance with
program regulations. Projects will benefit 100% low- and moderate-income persons.
• Provided continued rental assistance to 82 families for a total of 147 families served
on its Tenant Based Rental Assistance Payments Program;
• Kaloko Heights Affordable Housing project was awarded HOME funds to construct
100 multi-family rental units. The environmental review for the project has been
completed,the developer's agreement is in the process of being executed; and
• Habitat for Humanity was awarded HOME funds to construct three self-help homes
in the Puna district.
HOUSING TRUST FUND
1. Fund, administer and/or complete one rental housing project in accordance with program
regulations. The project will benefit 100% of extremely low-income persons.
• Kaloko Heights Affordable Housing project was awarded National Housing Trust
Fund funds to construct 100 multi-family rental units. The environmental review
for the project has been completed, the developer's agreement is in the process of
being executed.
Final Status Report on Program Objectives for FY 2019-20 8
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Workforce Development Branch
WIOA
1. Provide services to: 155 adults who are 18 years of age and older and meet the income
requirement. Sixty-nine dislocated workers who have recently been laid off due to company
closure or who have been given notice of layoff 106 in-school youth(ages 14-18) and out-
of-school youth(ages 14-21)who are considered disadvantaged with at least one of the
WIOA program barriers.
• Provided services to: 164 adults who are 18 years of age and older and meet the
income requirement. Fifty-seven dislocated workers who have recently been laid off
due to company closure or who have been given notice of layoff. Ninety-one in-
school youth (ages 14-18) and out-of-school youth (ages 14-21)who are considered
disadvantaged with at least one of the WIOA program barriers.
As a side note, the numbers of dislocated worker count seems low,in relation to the
COVID-19 Pandemic; however,this is because State Unemployment Insurance has
waived the requirement for dislocated workers to register online for job searches to
receive Unemployment Insurance. Thus,those that have lost their jobs due to business
closure during the pandemic are not being counted.
2. Manage the American Job Center Hawaii (AJCH) where clients can access various services
in one location.
• Continued to manage the American Job Center Hawaii (AJCH) and assist clients
with access to various services in one location.
3. Provide through Employer services thh the AJCH. Provide free services such as information like
g
labor market trend information to help plan for business expansion,relocation, future hiring
and training needs.
• Continued to provide free Employer services through the AJCH. Such services
included providing information like labor market trend information to help plan for
business expansion, relocation, future hiring and training needs.
Final Status Report on Program Objectives for FY 2019-20 9
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4. Provide recruitment campaigns for new business ventures or facilities needing a large
number of specialized workers.
• Continued to provide recruitment campaigns for new business ventures or facilities
needing a large number of specialized workers.
Final Status Report on Program Objectives for FY 2019-20 10
34
GEOTHERMAL
ASSET FUND
PLANNING
GEOTHERMAL ASSET FUND
1. The Geothermal Asset Fund shall be administered in an efficient and responsible
manner complying with all applicable ordinances and rules.
No new claims were submitted to the Geothermal Asset Fund.
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PLANNING
GEOTHERMAL ASSET FUND
1. The Geothermal Asset Fund shall be administered in an efficient and responsible
manner complying with all applicable ordinances and rules.
No new claims were submitted to the Geothermal Asset Fund.
Final Status Report on Program Objectives for FY 2019-20 1
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