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PART
VOLUME II
The Proposed Operating Budget
FY 2021 - 2022
March 1 , 2021Comm.
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TABLE OF CONTENTS
Page
Aging 1
Civil Defense Agency 12
Corporation Counsel 17
County Auditor 26
County Council 30
County Physicians 40
Elderly Activities 42
Environmental Management 54
Finance 57
Fire 82
Human Resources 112
Information Technology 120
Liquor Control 138
Management 145
Mass Transit Agency 150
Miscellaneous Accounts 152
Parks & Recreation 157
Planning 201
Police 212
Prosecuting Attorney 250
Public Works 265
Research and Development 284
Highway Fund 315
General Excise Tax Fund 329
Sewer Fund 333
Short Term Vacation Rental Enforcement Fund 340
Cemetery Fund 344
Bikeway Fund 346
Beautification Fund 348
Vehicle Disposal Fund 350
Solid Waste Fund 354
Golf Course Fund 359
Geothermal Relocation & Community Benefits Fund 363
Housing Fund 366
Geothermal Asset Fund 381
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DEPARTMENT SUMMARY
Mission Statement
As a designated Area Agency on Aging,the Hawai`i County Office of Aging is part of a
national network with a common mission—a mission with the goal of ensuring the
dignity, independence, and the ability for older individuals to remain in their homes as
long as possible. The Hawaii County Office of Aging will serve as the principle
advocate for older individuals, caregivers and service providers to ensure the fulfillment
of the mission entrusted to us.
Department Goals
In cooperation with the State Executive Office on Aging (EOA)the Area Agency on
Aging will participate in meeting the following statewide goals:
1) Aging Well: Provide multiple opportunities for older adults to age well, remain
active, and enjoy quality lives while continuing to engage in their communities.
2) Developing Partnerships: To develop partnerships and coalitions that will spotlight
the challenges of Hawai`i's aging population and cultivate strategies to address those
needs.
3) ADRC Enhancement: Continue to participate in the Statewide Aging and
Disabilities Resource Center(ADRC) initiative for older adults and their families.
Participation will enhance access to Home and Community Based Services (HCBS)
and Long-Term Support Services (LTSS).
4) Independence and Dignity: Enabling older adults and people with disabilities, to
remain in their own community setting of choice through the availability and access
of quality Home and Community Based Services (HCBS) and Long-Term Services
and Supports (LTSS).
Funding Source and Position Count
General Fund $ 746,907 General Fund 13
Grant Revenue $3,735,000 Grant Revenue/Other 7
Other $ 7,500
• Total Budget: $4,489,407 Total Number of Positions 20
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Department Goals (continued)
5) Disaster Preparedness: In response to the COVID-19 pandemic, redefining our
disaster preparedness strategies to include long-term crisis type interventions became
evident. The need to continuously review, refine, and integrate, pre-disaster, in
progress, and post disaster plans to seamlessly integrate with Civil Defense (CD)
Master Emergency Disaster preparedness plan.
Program Description
Currently, Hawai`i County Office of Aging (HCOA) operates on a budget of
approximately 4.4 million dollars. Grant funds account for 83% of this budget, with
County funding accounting for 17%. The management of these funds allows HCOA to
administer over 30 service contracts. These service contracts include the following:
Nutrition Services, Transportation, Case Management,Healthy Aging, Adult Day Care,
Homemaker, Personal Care, Chore, Caregiver Support Services, Legal Services, and
Elder Abuse.
Function of the Area Agency on Aging (AAA)
The Older Americans Act, as amended in 2016, designates that the AAA's shall be the
leaders relative to all aging issues on behalf of all older persons in their respective areas.
Under this directive,the AAA's shall proactively carry out, under the leadership and
direction of the State Unit on Aging (SUA), a wide range of functions. These functions
may entail, advocacy, planning, coordination, inter-agency linkages, information sharing,
brokering,monitoring, and evaluation designed to lead to the development and
enhancement of a comprehensive and coordinated home and community based system of
services. These functions and services will enable older individuals to lead independent,
meaningful and dignified lives in their own homes and communities as long as possible.
(HRS §1321.53)
The Aging & Disability Resource Center (ADRC)
The ADRC is a collaborative effort of the Administration on Aging (AoA) and the
Centers for Medicare &Medicaid Services (CMS) designed to streamline access to long-
term care services. The ADRC initiative is part of a nationwide effort to restructure
services and supports for older adults and younger persons with disabilities.
The goal of ADRC is to empower individuals to make informed choices and to provide
easier access to long-term support. The vision is to have resource connections in every
community, serving as highly visible and trusted places where people can turn for
information on the full range of long-term support options. ADRCs serve as integrated
points of entry into the long-term care system, commonly referred to as "one-stop shops."
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The design of"One-stop shops" eliminates many of the hurdles consumers and families'
experience,reducing consumer confusion building trust and respect in the decision
making process.
Other Activities of the Hawaii County's Area Agency
Following is a list of activities that the Hawai`i County Office of Aging undertakes to
fulfill its mission:
Assessment and Data Maintenance
1. Continuously assessing the needs of older individuals through outreach efforts
involving the gathering of demographic,health and social data;
2. Assessing and identifying the service gaps and needs of older individuals in their
respective communities through public hearings, data analysis, and
consumer/provider feedback;
Program Development
1. Coordinate planning with other agencies and organizations to promote new or
expanded benefits and opportunities for older persons;
2. Develop and administer an Area Plan on Aging for a comprehensive and coordinated
service delivery system in Hawai`i County;
Contract Development and Monitoring
1. Provide technical assistance, monitor, and periodically evaluate the performance of
all service providers under the Area Plan;
2. Enter into sub-grants or contracts for the provision of services outlined in the Area
Plan; and
Advocacy
1. Represent the interests of older persons to public officials and public and private
agencies;
2. Develop and maintain a public awareness program for older persons;
3. Monitor, evaluate, and comment on policies, programs, hearings, and community
actions that may affect older persons.
Advisory Councils
The Mayor of Hawai`i County and HCOA have established two advisory committees.
These Committees are as follows:
The Committee on Aging serves as an advisory committee to advise the Mayor and
HCOA on the development and administration of the area plan, conduct public hearings,
represent the interests of older persons, and receive and comment on all community
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policies,programs, and actions which affect older persons of Hawai`i County. The
Committee on Aging is a mandated function by the Older Americans Act and a
requirement for the approval and acceptance of the Area Plan on Aging for Hawai`i
County.
HCOA also assists the Mayor's Committee on People with Disabilities. The function of
this committee is to advise the Mayor on all matters related to persons with disabilities in
Hawai`i County. As its primary goal, the committee reviews and recommends actions,
solutions, and guidelines to improve the quality of life for all people with disabilities.
Program Objectives
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.
• 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.
• 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.
• 1.4: Support opportunities for older adults to enhance their employment skills.
2. Develop and Maintain Partnerships: Building partnerships and alliances that will
address the growing elderly population, and to develop a safety net for Hawai`i's
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 between the aging net and the private non-
profit networks.
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.
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Program Objectives (continued)
• 3.2: Promote community awareness of the ADRC of services and supports
currently available.
• 3.3: Provide relevant person-centered information, assistance,referrals, and
options counseling to consumers requesting services through the ADRC.
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.
• 4.2: Provide active support for family caregivers through training, annual
conferences, respite, counseling, and informational materials.
• 4.3: Ensure that during each year of the planning cycle that the resource directory
will be updated and available on the HCOA/ADRC 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.
Program Highlights
AGING AND DISABILITY RESOURCE CENTER(ADRC)
• The Hawai`i County Office of Aging supports two Aging and Disability Resource
Centers in Hawai`i County. These centers provided services to all consumers
regardless of age. These services included information,referral, and options
counseling for home and community-based services. In the past year,the ADRC
provided information, assistance, and referral to approximately 2,566 unduplicated
callers, and in-depth options counseling to 271 consumers and their families.
• In addition,the office processes and issues disabled parking placards. On the
average, the office processed 150 parking placard applications per month in East
Hawai`i, and 100 per month in West Hawai`i.
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Program Highlights (continued)
PUBLIC EDUCATION AND TRAINING
• The Office continued to strive to put out a quarterly Silver Bulletin newsletter. Due
to the COVID-19 pandemic,the office was able to get one issue out.
• HCOA also provided a monthly caregiver newsletter mail-out, "The Comfort of
Home Caregiver Assistance News, Caring for You,and Caring for Others." The
newsletter distribution reached approximately 520 caregivers monthly. The letter
covered an array of subjects that addressed caregiver needs. The newsletter
provided suggestions on self-care, inspirational quotes, safety tips and a monthly
quiz.
• Through the Chronic Disease Self-Management Program(CDSMP), 51 participants
learned how making healthy lifestyle choices can effect positive changes in their
health.
OUTSTANDING OLDER AMERICANS
• Due to the COVID-19 pandemic, the office was not able to honor our outstanding
seniors at our annual Older Americans Month Luncheon. We did recognize all
Kupuna and Caregivers in the month of May through a half page newspaper ad.
The ad contained the Mayor's Proclamation proclaiming the Month of May Older
American's Month in conjunction with the National Proclamation. We look
forward to continue this time-honored tradition.
CAREGIVER SERVICES
• Caregiver services continued to provide the necessary education and respite to
caregivers to keep them healthy. These services included individual counseling,peer
support groups, in and out of home respite, supplemental services, and conferences
and training workshops to help caregiver's better cope with the burdens of caregiving
and provided the temporary relief from their caregiving responsibilities at home. The
Office was able to assist 52 caregivers with approximately 4,537 hours of respite
service and 141 requests for supplemental services for a total service cost of$87,093.
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Program Highlights (continued)
LEGAL SERVICES
• During the fiscal year, HCOA contracted with the Legal Aid Society of Hawai`i for
the provision of legal services. These services were provided at no cost, or at low-
cost to assist with issues such as Wills,Power of Attorneys, evictions, debt collection,
Social Security benefits, Advance Healthcare Directives, Divorce, and Guardianships.
The Office assisted approximately 382 individuals with 1,389 units of legal service at
an approximate cost of$83,316.
NUTRITION SERVICES
• Hawai`i County Office of Aging contracted for Nutrition Services with the Hawai`i
County Nutrition Program(HCNP). Services procured were, congregate meals
(provided at congregate meal sites located throughout the county),home delivered
meals (delivered directly to the consumer's home), and Nutrition transportation
(offers the consumer access to the meal sites). The Nutrition program offered
nutritious meals;nutrition and health education information and activities;
opportunities for essential shopping; and promoted socialization activities and events
reducing isolation, depression, malnutrition, and chronic health condition
management. The Nutrition program provided services island wide. The following is
a breakdown of services procured:
Kupuna Care Home Delivered Meals 293 individuals, 46,179 meals, $253,796
Title III Home Delivered Meals 501 individuals,35,084 meals,$202,754
Title III Congregate Meals 897 individuals, 64,910 meals, $370,672
Title III Nutrition Education 1,129 individuals, 5,376 sessions, $6,720
Total 1,416 unduplicated consumers, 151,506 units of service, $833,942.00
TRANSPORTATION SERVICES
• Transportation is one of the most requested service in the aging network. Through our
contracted providers, approximately 1,285 seniors received 63,208 trips at a cost of
$261,253. These transportation trips included to-and-from congregate meal sites,
medical and health, shopping and banking, and related visits to other community
resource services.
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Program Highlights (continued)
KUPUNA CARE PROGRAM
• The Kupuna Care program is a state funded program providing home and
community-based services to our most frail and vulnerable kupuna. Through case
management, consumers' needs were assessed, identified, and a support plan
developed. By exploring options,mobilizing informal as well as formal supports
the Kupuna Care Program achieves the highest possible level of client support.
This support allows consumers to maintain their independence as long as possible
with the most efficient use of program funds. The following are some of the wrap
around services provided through the Kupuna Care Program. These services
assisted seniors who were unable to perform essential Activities of Daily Living
(ADL's) such as (eating, dressing, or bathing) or Instrumental Activities of Daily
Living (IADL's) like (shopping, transportation, or light housework).
Personal Care 148 individuals, 8,920 hours,$256,475
Homemaker 204 individuals, 8,490 hours, $227,225
Chore Services 17 individuals, 500 hours, $16,497
Attendant Care 6 individuals, 188 hours, $3,025
Assisted Transportation 62 individuals, 1,835 trips,$65,758
Adult Day Care 49 individuals, 9,808 hours, $147,113
Case Management Services 401 individuals, 5,301 hours, $316,333
Total 522 unduplicated consumers, 35,041 units of service, $1,032,925.00
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Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Grants Received(millions) 3.03 3.6 3.70
Contracts Administered 31 40 35
Title III-Services
Transportation 1,376 ind. /65,098 trips 1,500 ind./79,000 trips 1,380 ind./79,260 trips
Legal Services 382 ind./$83,316 375 ind./$104,400 320 ind./$116,700
Public Education 1,900 ind./$5,728.73 3,100 ind./$10,000 1,900 ind./$6,000
Home Modification 68 ind./ 165 requests 125 ind./310 requests 125 ind./310 requests
Community-Based 55 ind./26 workshops 45 ind./36 workshops 48 ind./34 workshops
Planning—Healthy Aging
Caregiver Support
Program
GROUP 1 SERVICES NONE 50 ind./ 150 sessions REMOVE
Counseling&Training
Respite** 50 ind./4,651.50 units 90 ind./ 12,500 units 95 ind./ 13,300 units
Supplemental Services 4 ind./ 8 requests 25 ind./62 requests 20 ind./51 requests
GROUP 2 SERVICES
* Information Services 140 ind./2 activities 250 ind./ 2 activities 200 ind./ 2 activities
Kupuna Care Services
Case Management 390 ind./$326,438.91 500 ind./$560,000 500 ind./$425,000
Kupuna Care HCBS 277 ind./$716,592 400 ind./$898,000 400 incl./$898,000
* Information statistics include educational and training presentations
** A unit of service depends on the nature of the service. For example,a unit of personal care services is measured per hour while a
unit of transportation is measured per one-way trip
ind=individuals
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Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 20 20 20
Salaries and Wages 871,547.67 1,148,457 1,247,437
Operations 1,431,888.54 3,116,514 3,234,058_
Equipment 2,809.99 28,000 5,000
Program Total 2,306,246.20 4,292,971 4,486,495
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
County Executive on Aging 1 1 1
Administrative Services Assistant I 1 1 1
Aging and Disability Services Manager 2 2 2
Aging and Disability Specialist I(1/2 time) 2 - 2 2
Aging and Disability Specialist I 4 4 4
Aging and Disability Specialist II 1 1 1
Aging Program Planner II 2 2 2
Aging Program Planner III 1 1 1
Clerk III 1 1 1
Computer Operator I 1 1 1
Information and Assistance Clerk 3 3 3
Information Systems Analyst IV 1 1 1
Total 20 20 20
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COMMITTEE ON PEOPLE WITH DISABILITIES
Program Description
The Mayor's Committee on People with Disabilities is a volunteer committee appointed
by the Mayor to advise him/her on all matters related to people with disabilities. The
committee's primary function is to review and make recommendations and provide
guidelines to improve the quality of life for people with disabilities in the County of
Hawai`i.
Program Objectives
1. Continue to advise administration on issues facing people with disabilities.
2. Work with community to help improve education and public awareness.
3. Continue to improve accessibility of County facilities and programs for people with
disabilities.
Program Highlights
The Mayor's Committee on People with Disabilities has been actively seeking
information on a variety of community-based programs to obtain information and provide
input on how the programs support people with disabilities. The committee continued to
engage with County representatives to provide input on the services the County provides
to people with disabilities.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Number of Meetings Held 4 6 6
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 784.92 2,912 2,912
Program Total 784.92 2,912 2,912
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CML DEFENSE AGENCY
CIVIL DEFENSE AGENCY
DEPARTMENT SUMMARY
Mission Statement
To protect the community from and lessen the impact of natural and man-made hazards
by improving core capabilities in five mission areas: Prevention; Protection; Mitigation,
Response, and Recovery. Strengthen and promote whole community resiliency through
the processes of collaboration, engagement, and empowerment.
Department Goals
1. Prevention. Develop the relationships,plans, organization, and resources necessary
to gain proficiency in the critical tasks that support the prevention core capabilities of
planning, public information and warning, and operational coordination.
2. Protection. Develop the plans and systems necessary to secure the County of Hawai`i
against man-made or natural disasters. Focus is on the core capabilities of planning,
access control and identity verification, and supply chain integrity and security.
3. Mitigation. Develop the organization, systems, and training necessary to reduce the
loss of life and property by limiting the chance of cascading effects during a disaster.
Focus is on the core capability of community resilience.
4. Response. Create response proficiency by developing and exercising the core
capabilities necessary to save lives, protect property, and meet basic human needs
during a disaster. Focus is on the core capabilities of infrastructure systems, logistics
and supply chain management, operational communications, and situational
assessment.
5. Recovery. Develop the policies and procedures necessary to facilitate affected
communities' efficient return to a normal pre-disaster state. Focus is on the core
capabilities of operational coordination and infrastructure systems.
Funding Source and Position Count
General Fund $1,700,533 General Fund 10
Grant Revenue $ 839,000 Grant Revenue/Other
Total Budget: $2,539,533 Total Number of Positions 10
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CIVIL DEFENSE AGENCY
CIVIL, DEFENSE
Program Description
The Hawai`i County Civil Defense Agency administers hazard mitigation,homeland
security, emergency preparedness, response, and recovery programs for the County of
Hawai`i. This responsibility involves coordinating all resources to achieve a united effort,
improving training programs, leveraging and enhancing our science and technology
capacity, and ensuring that the administrative, finance, and logistics systems are in place to
support these capabilities. The Civil Defense Agency also administers and manages the
Department of Homeland Security Grant Program for all first responder agencies in the
County,to include Citizen Corps activities.
Program Objectives
1. Review and update the Hawai`i County Emergency Operations Plan.
2. Revise Chapter 7 of the County Code to define Civil Defense missions.
3. Assist County organizations in revising their Continuity of Operations Plans (COOP).
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.
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.
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.
d. Create an informational webpage to provide current weather and road conditions to
the public.
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.
b. Monitor and maintain situational awareness with emergency operations and incident
management.
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CIVIL DEFENSE AGENCY
CME DEFENSE
Program Objectives (continued)
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.
7. Maintaining County of Hawai`i wireless radio network infrastructure.
8. 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.
9. Execute the multi-year training and exercise program to develop capabilities and to
improve operational coordination among County departments and State and Federal
Agencies.
10. Reorganize the Civil Defense warehouse and bring the interior into OSHA
compliance.
Program Highlights
• FY 2019-20 began with the Hilo Emergency Operations Center(EOC) activated for
the Mauna Kea protests. The activation continued through August.
• The EOC was activated for 12 different incidents across the island such as flash flood
warnings, high surf warnings, and high wind warnings during the rest of the year
culminating in the ongoing Coronavirus activation beginning January 31st
® The Land Mobile Radio (LMR) system saw a lot of activity the last fiscal year:
o A quarterly patching update was initiated to ensure that the components of the
system are updated on a regular basis.
o Memorandums of Understanding for site access with organizations that use the
LMR sites were established.
o The pest control contract at radio tower sites was reinitiated to address problems
created by rat and ant infestation.
o The air conditioning system was replaced at seven LMR radio tower sites.
o Construction began at the Ocean View radio tower site located at Fire Station#20.
o The Haleakala radio site was restored to provide coverage for the Hamakua and
North Kohala districts.
o Vandalism at the Na`alehu Pasture LMR site was repaired.
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CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Highlights (continued)
• The conversion of the EOC operating system to an ArcGIS based product continued
this year. Data input methods and systems along with a dashboard display for the
caller intake form, exemption requests, test site data, and quarantine monitoring was
implemented.
• Civil Defense closed the books on the 2017 Homeland Security Grant Program
(HSGP). Key projects completed during the fiscal year include:
o Network protection software.
o Police Department network upgrade.
o Fire Department HAZMAT detection capabilities.
• Civil Defense was fully engaged with Coronavirus response beginning in January.
The response has been the most labor intensive activation we have had in the last ten
years. Mission areas coordinated and supported include:
o Providing resources, contracting, and coordinating to provide island wide testing to
identify and isolate areas of infection. About 10,000 Coronavirus tests have been
administered.
o Securing, coordinating, and servicing isolation/quarantine facilities to contain the
virus spread. There are currently 150 rooms available to provide
isolation/quarantine.
o Hiring temporary contract workers to conduct travel quarantine monitoring.
Twelve persons were hired to monitor over 50,000 travelers to Hawaii Island.
o Three temporary contract employees were hired to man an informational call
center. They have received an average of 150 calls per day and have provided
answers for questions on travel, quarantine,proclamations, and emergency rules.
o Four temporary contract employees were hired to manage the contracted airport
screening process at the Kona, Hilo, and Waimea airports. More than 50,000
travelers to Hawaii Island have been screened.
o Five temporary contract employees were hired to provide critical worker and
medical travel exemptions to inter-island travelers. More than 15,000 exemptions
have been processed since August.
o Civil Defense provided the logistics support for testing and County Departmental
sanitation and personal protective equipment(PPE) requirements. As the
requirement increased three temporary contract employees were hired to meet the
demand.
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CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
_ Actual Budget Estimate
Emergency Plans Updated 0 2 4
Emergency Preparedness and Training Events 0 12 2
Exercises Conducted 0 4 2
Grants Acquired 1 2 2
Number of Staff Personnel Receiving Training 2 10 6
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Personnel 10 10 10
Salaries and Wages 617,588.77 716,186 861,395
Operations 913,550.04 1,502,938 1,616,474
Equipment 101,624.16 200 61,664
Program Total 1,632,762.97 2,219,324 2,539,533
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Actual Authorized Request
Civil Defense Administrator 1 1 1
Administrative Services Assistant I - 1 1
Account Clerk 1 1 1
Accountant I 1 - -
CD Administrative Officer 2 2 2
CD Staff Officer 2 3 3
Public Information&Disaster Recovery Specialist 1 - -
Radio Program Manager 1 1 1
Secretary 1 1 1
Total 10 10 10
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CORPORATION COUNSEL
CORPORATION COUNSEL
DEPARTMENT SUMMARY
Mission Statement
The mission of the Office of the Corporation Counsel is to support County government
by providing proactive and effective legal representation while maintaining the highest
standards of professionalism and always acting in furtherance of the public interest.
Department Goals
1. Provide legal advice and representation to our County clients in a manner that
promotes countywide goals and priorities.
2. Establish an environment that cultivates and encourages our office's core values of
teamwork, accountability, professionalism,progress and service.
3. Support the professional development of our employees and provide a healthy
working environment based on mutual respect.
4. To always strive for improvement, embracing new technology and other changes that
enable us to perform our duties more efficiently and effectively.
5. Provide various trainings for at least 500 County officers and employees,to be
proactive and keep our clients informed of relevant legal requirements and changes in
the law.
Funding Source and Position Count
General Fund $3,186,004 General Fund 31
Grant Revenue - Grant Revenue/Other
Total Budget: $3,186,004 Total Number of Positions 31
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CORPORATION COUNSEL
LITIGATION DIVISION
Program Description
The Office of the Corporation Counsel provides legal representation on behalf of the
County of Hawai`i, its officers,representatives and employees in disputes such as
lawsuits, arbitration,mediation and claims. The Office also represents the County of
Hawai`i in judicial actions brought by the County of Hawai`i in matters such as
collections, code enforcement actions and eminent domain proceedings.
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.
2. Have at least monthly litigation meetings to review the status of cases, hear concerns
and provide training and guidance.
3. Responsibly monitor pending lawsuits by recommending settlement only when
quantifiable justifications exist.
Program Highlights
1. The litigators settled three lawsuits, including one wrongful death case.
2. The litigators successfully pursued a code enforcement case against Elizabeth Rose,
and others, involving the property adjacent to Agasa Furniture. The enforcement
action resulted in the forced sale of the property.
3. The litigators prevailed in two cases challenging the TMT, including the challenge of
police powers. Both cases are currently on appeal. The litigators also prevailed in a
trip and fall case in the Court Annexed Arbitration Program ("CAAP"), Osorio v.
County of Hawai`i. The decision was appealed by the Plaintiffs and settlement is
pending.
4. The litigators obtained dismissals in multiple lawsuits, including a lawsuit filed by
John Rodrigues, Jr., in which he alleged there was a lack of probable cause for his
arrest even though he had two firearms in his vehicle. Judge Kay granted summary
judgment. The case is currently on appeal at the Ninth Circuit.
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CORPORATION COUNSEL
LITIGATION DIVISION
Program Highlights (continued)
5. Fifty-three new claims against the County for damage or injury were investigated by
our office. Twenty-five of these claims were denied. Payments on claims totaled
$49,189.60, which includes payments on new claims filed, as well as claims
continuing from previous fiscal years.
6. The litigators also collected$98,229.87 in outstanding solid waste,water service fees
and property damages owed to the County.
19
CORPORATION COUNSEL,
COUNSELING & DRAFTING
Program Description
The Counseling and Drafting Division provides legal advice and assistance to all County
departments and County boards and commissions, including the County Council. The
Division also provides legal representation on behalf of the County in administrative
proceedings, including contested case hearings and agency appeals.
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.
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.
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.
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.
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.
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-tem'projects, to the extent possible, requests shall
be completed within the time frame allocated for the project.
20
CORPORATION COUNSEL
COUNSELING & DRAFTING
Program Objectives (continued)
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.
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.
Program Highlights
1. In FY 2019-20, substantial expenditures of work hours on top of regular expenditures
were required to keep the County functioning, to include assisting with Short-Term
Vacation Rentals, the Mauna Kea protest, and COVID-19. The COVID-19 response
created the greatest need for legal assistance from the Counseling and Drafting
attorneys. Every County Department and their attorney were required to assist in the
COVID-19 response. The flow of assistance requests for the COVID-19 response
was consistent and heavy. Oftentimes, the requests received by our deputies required
a quick response and involved significant impacts on the policies and/or actions of the
County. Due to the magnitude of the public health emergency caused by COVID-19,
State and Federal legal precedents were few and guidance on the national level was
fluid and ever changing, making the response by the Counseling and Drafting
deputies even more difficult.
2. In FY 2019-20, Counseling and Drafting attorneys reviewed 1,860 contracts, drafted
149 documents and pieces of legislation,reviewed and made comments to 954
documents and issued 491 legal opinions. There were 424 various long-term
projects worked on and 165 miscellaneous requests for assistance researched and
responded to in this time period. All categories of work were completed within the
allotted time.
3. Continuing its philosophy of"preventive lawyering," Counseling and Drafting
attorneys provided 30 training sessions on various topics, such as Sunshine Law,
Email Etiquette, Records Retention, Service Animals, and Contracts. In FY 2019-
20, 562 County employees and board and commission members attended these
trainings.
21
CORPORATION COUNSEL
LITIGATION/COUNSELING & DRAFTING
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Requests for Legal Representation(Includes litigation,
administration hearings,arbitration and claims in which the 1,891, 2,000 2,000
County is named as a party,collections and Boards and
Commissions representation.)
Requests for Legal Services(Includes all administrative
requests such as approval of documents,drafting legislation, 4,052 4,000 4,000
opinions,etc.)
Trainings held for County officers,employees,officials,and
members of boards and commissions on relevant 562 500 250
requirements and changes in law
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 31 31 31
Salaries and Wages 2,156,826.25 2,433,100 2,565,224
Operations 422,061.95 614,760 614,760
Equipment 2,627.01 700 700
Program Total 2,581,515.21 3,048,560 3,180,684
22
CORPORATION COUNSEL,
LITIGATION/COUNSELING & DRAFTING
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Corporation Counsel 1 1 1
Assistant Corporation Counsel 1 1 1
Accountant I 1 1 1
Claims Investigator-Adjustor 1 1 1
Clerk III 1 1 1
Deputy Corporation Counsel 12 12 12
Deputy Corporation Counsel Section Chief 2 2 2
Legal Assistant II 2 2 2
Legal Technician I 6 6 6
Legal Technician II 1 1 1
Private Secretary 1 1 1
Sr. Clerk Stenographer 1 1 1
Supervising Legal Technician 1 1 1
Total 31 31 31
23
CORPORATION COUNSEL
BOARD OF ETHICS
Program Description
The Board of Ethics administers and enforces the County Code of Ethics. It receives
administrative support from the Office of the Corporation Counsel.
Program Objectives
1. Review all requests for opinions in a prompt manner.
Program Highlights
In FY 2019-20, the Board continued efforts to educate County personnel to conform to
the requirements of the County Code of Ethics. During the FY 2019-20,the Board
received five new petitions and five informal advisory opinion requests. In this time
period,the following occurred:
1. A decision was rendered on one petition.
2. One petition is pending final order dismissing petition.
3. One petition is pending decision.
4. One petition was withdrawn.
5. One petition received during the FY 2018-19 was withdrawn.
6. Decisions were rendered on four requested informal advisory opinions.
7. Three petitions were received in FY 2019-20, but will be reviewed in the FY 2020-
21.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Requests for Opinion 5 5 5
Informal Advisory Opinions 5 8 8
Investigations and Investigative Hearings 0 1 1
Formal Opinions and.Hearings 0 1 1
24
•
CORPORATION COUNSEL
BOARD OF ETHICS
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 2,403.59 5,320 5,320
Program Total 2,403.59 5,320 5,320
•
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COUNTY AUDITOR
COUNTY AUDITOR
DEPARTMENT SUMMARY
Mission Statement
Hawai`i County Charter Section 3-18 establishes an independent audit function within
the Legislative Branch through the Office of the County Auditor. It is our mission to
serve the Council and citizens of Hawai`i County by promoting accountability, fiscal
integrity, and openness in local government and to serve as a catalyst for improving
County government. Through performance and/or financial audits of County agencies
and programs,the Office of the County Auditor examines the use of public funds,
evaluates operations and activities, and provides findings and recommendations to
elected officials and citizens in an objective manner. Our work is intended to assist
County government in its management of public resources, delivery of public services,
and stewardship of public trust.
Department Goals
1. To procure an external certified public accountant to conduct an annual independent
post-audit of the County's financial transactions to assist the Council in complying
with requirements of the Hawai`i County Charter.
2. To conduct or cause to be conducted performance and/or financial audits and special
studies of the funds, services, and operations of any County agency, executive
agency, and/or program, as set forth by the County Auditor in an annual audit plan
that shall be transmitted to the Council and the Mayor and filed with the County
Clerk as a public record.
3. To conduct or cause to be conducted follow-up performance reviews to monitor and
evaluate the implementation of audit recommendations by audited County entities.
4. To assist the County in its efforts to ensure openness and accountability in the
expenditure of public funds.
Funding Source and Position Count
General Fund $762,104 General Fund 5
Grant Revenue - Grant Revenue/Other
Total Budget: $762,104 Total Number of Positions 5
26
COUNTY AUDITOR
COUNTY AUDITOR
Program Description
The Office of the County Auditor(OCA) developed an internal audit manual,which was
adopted by the Council in 2006 and updated in 2013 and 2016,to provide consistency
and conformance with generally accepted government auditing standards (GAGAS) in
the performance of our audit responsibilities and reporting procedures. The OCA
develops an annual audit plan based on a risk assessment of County agencies,programs,
and funds utilizing objective methodology to identify priority areas for assignment of
audit resources.
To assist the Council in complying with requirements of the Hawai`i County Charter,
OCA is responsible for the procurement of an external certified public accountant to
conduct an annual independent post-audit of the County's accounts and financial
transactions.
Program Objectives
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).
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).
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).
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).
5. To conduct or cause to be conducted special studies or projects to ensure openness
and accountability in the expenditure of public funds.
27
COUNTY AUDITOR
COUNTY AUDITOR
Program Highlights
Financial Audits. Pursuant to Hawai`i County Charter §10-13, OCA 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. OCA continues to monitor the contract annually. As
part of this contract, the scope of work includes an audit of the County's Comprehensive
Annual Financial Report, an audit of the Department of Water Supply's Financial
Statement, a Single Audit of Federal Financial Assistance Programs, Landfill Financial
Assurance Report, and Office of Housing Section 8 Report.
Performance Audits:
The Office of the County Auditor concluded one performance audit: Contingency Plans at
County of Hawai`i's Department of Water Supply. On March 3, 2020,the Office of the
County Auditor transmitted the performance audit report to the County Council,the Mayor
and filed the report with the County Clerk as a public record.
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 County Auditor is working on a performance audit of the Department of
Parks and Recreation's facilities maintenance. This should be issued during calendar year
2021.
In addition, OCA is working on three follow-up audits including the County of Hawai`i
Information Technology Asset Management (Report 2015-02), 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). These reports should be issued
in 2021.
Our audit reports are available on-line at
https://www.hawaii county.gov/our-county/legislative/office-of-the-county-auditor
28
COUNTY AUDITOR
COUNTY AUDITOR
Program Highlights (continued)
Special Studies or Projects:
Annual Audit Plan and Risk Assessment: OCA will update their Annual Audit Plan
based on the results of its countywide risk assessment survey and other known or inherent
risk factors.
Ongoing Monitoring: OCA will consider monitoring of County-issued purchasing cards
and travel expenses.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Annual Audit Plan Filed with Council Yes Yes Yes
Performance and/or Financial Audits Completed 2 3 3
Performance and/or Financial Audits Ongoing 3 3 3
Special Studies or Projects Completed 2 2 1
Special Studies or Projects Ongoing 1 1
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 5 5 5
Salaries and Wages 376,581.45 585,284 423,794
Operations(includes external audit of County fmances) 260,037.53 374,710 337,310
Equipment 908.00 1,000 1,000
Program Total 637,526.98 856,846 762,104
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Legislative Auditor 1 1 1
Administrative Assistant to the Legislative Auditor 1 1 1
Audit Analyst 3 3 3
Total 5 5 5
29
COUNTY COUNCIL +
COUNTY CLERK
COUNTY COUNCIL/CLERK
DEPARTMENT SUMMARY
Mission Statement
The Office of the County Clerk shall provide the highest quality resources, staff, and
support to the Hawai`i County Council so that it can create effective and thoughtful policy
for the betterment of our community. We will work diligently to connect the people of
Hawai`i Island with their County government by providing information, documents, and
access to legislative proceedings in a timely and comprehensive manner. Our Office
commits to ensuring secure, convenient, and equitable access to our voters for all Federal,
State, and County election contests and questions. We will support each and every
County agency by providing reliable and efficient mail,parcel delivery, and printing
services. We will work in partnership and unity with the vast array of people who serve as
your County government.
Department Goals
1. To provide thoughtful and effective counter and phone service to all who seek
assistance from the department.
2. To ensure the Council complies with all legal notice requirements for its meetings.
3. To assist the public with providing effective, meaningful input to the legislative
process.
4. To ensure the timely processing of all proposals received for consideration by the
Council.
5. To prepare minutes of all Council and Committee meetings.
6. To conduct research on historical documents in a timely manner,provide copies of
public records, and assist the public with filing claims and registering as lobbyists.
7. To continue to seek new and innovative ways to provide access to public documents,
meeting proceedings and results, and other official records to the public.
8. To continue adding historical records and data to the Council Records System
available on the Council-Clerk web page.
9. To provide prompt and efficient reprographic services for all County departments and
agencies.
Funding Source and Position Count
General Fund $4,995,747 General Fund 85
Other Revenue - Grant Revenue/Other
Total Budget: $4,995,747 Total Number of Positions 85
30
COUNTY COUNCIL/CLERK
Department Goals (continued)
10. Distribute incoming mail within two hours from receipt. This includes distribution
and pick up of mail and interdepartmental envelopes to various County offices located
in Hilo proper.
11. To provide prompt posting of all outgoing mail and to expedite delivery of
interdepartmental and postal mailing services to all County departments and agencies.
12. Assist departments in complying with U.S. Postal Service regulations.
13. To conduct secure, open, and honest elections in the County of Hawai`i.
14. To make voter registration convenient and accessible for the public.
15. To make voting convenient and accessible for all voters.
16. To abide by all election related laws.
17. Work in collaboration with the Department of Finance to prepare the annual Operating
and Capital Budgets, Council-Clerk program budget, and other related documents.
18. Provide nonpartisan review, drafting, and research assistance to the Council to ensure
that legislation is clearly articulated, comprehensive, and appropriately formatted.
19. Work in collaboration with the Office of the Corporation Counsel and all agencies of
the County by providing drafting,review, and research assistance, upon request,to
facilitate the introduction of sound legislation by the administration.
20. Maintain the Hawaii County Code and Hawai`i County Charter by applying
systematic practices to ensure accurate upkeep and maintenance in a timely manner.
21. Provide convenient and user-friendly public access to the laws of our County by
maintaining accurate and up-to-date versions of the Hawai`i County Code and Hawai`i
County Charter on the County website.
22. Foster the professional development of Legislative Assistants and facilitate the quality
of work product from district staff by providing relevant training on legislative
drafting, fiscal procedures and practices, and other related matters.
23. Enhance the ability of the County Council to actively participate in the actions of the
State Legislature by providing timely updates to the Council of legislative actions,
hearings, and opportunities to testify on matters that affect the County of Hawaii.
Program Description
County Council
The Hawai`i County Charter vests the legislative powers of the County with the County
Council,which is comprised of nine members, each elected from one of the nine Council
districts. The Council's primary functions are legislative and public policy formulation.
31
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Description (continued)
Council and Committee Services Section
The Council and Committee Services Section performs seven functions imposed by the
Hawai`i State Constitution, Hawai`i Revised Statutes, Hawai`i County Charter, and
Hawai`i County Code: (1)prepare and make public all documents received for the
Council's consideration; (2) provide professional and effective reception service to all
parties requesting assistance from the department; (3)provide administrative and logistical
support to the County Council; (4)provide the public with timely and adequate notice of
meetings and actions pending before the Council; (5) prepare all measures adopted by the
Council for transition to official documents and laws; (6)prepare official minutes; and
(7) archive and provide public access to over 100 years of County records and documents.
Support Services Division
The Support Services Division is responsible for reproducing, scanning, and binding
documents for all County departments and agencies; metering of outgoing postal mail; and
sorting and distributing incoming postal mail/interdepartmental envelopes.
Administrative Services
Administrative Services performs personnel and accounting functions for the Council-
Clerk's Office as well as support during the annual budget cycle.
Legislative Research Branch
The Legislative Research Branch (LRB) assists the Clerk and Council with matters
involving the Operating and Capital Budgets; provides impartial research, consultation,
drafting assistance, and review of bills and resolutions; maintains the Hawai`i County
Code, Hawai`i County Charter, and the Council's Rules of Procedure and Organization;
and conducts training classes for Council district staff.
Program Objectives
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.
32
COUNTY COUNCIL/CLERK
COUNCIL/CLERIC
Program Objectives (continued)
2. Facilitate meeting technological services required for videoconference to six sites
across the island which are available for public participation.
3. Make Council and Committee meeting video archives available online within a
reasonable time after the meetings.
4. Make available online each bill and resolution received for consideration by the
Council or its Committees within a reasonable length of time.
5. Provide final votes on Council and Committee agenda items within a reasonable
length of time after the meetings.
6. Prepare Council and Committee meeting transcripts within the timeframe required by law.
7. Process and prepare adopted resolutions and ordinances for inclusion in the public
archives of the Council within a reasonable length of time 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.
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.
Legislative Research Branch
1. Complete review and preparation of all amendments and subsequent drafts of the
Operating and Capital Budgets within established deadlines.
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.
3. Provide research assistance to the Clerk and Council, as requested and time permitting,
relating to substantive as well as procedural matters.
4. Provide support to the administration, as requested and time permitting, with drafting,
analysis, and research assistance.
5. Revise and supplement the County Code pursuant to section 2-153. Update the Council-
Clerk's website to include revisions and prepare semi-annual supplements to the County
Code for distribution within eight weeks of receipt of final adopted ordinances.
6. Update the Council-Clerk's website to include revisions to the Hawai`i County Charter
pursuant to amendments that pass in the General Election as well as new or amended
Council Rules of Procedure and Organization.
33
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Objectives (continued)
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.
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.
9. Conduct training classes for Council district staff on legislative drafting and budget
procedures/amendments.
10. Prepare and distribute at least one informational brochure or other educational material
relating to the legislative process.
Program Highlights
Below are program highlights for the Office of the County Clerk and the Hawai`i County
Council for FY 2019-2020:
1. Council Services provided technical and administrative support during 29 Council
meetings, one Special Council meeting, one Emergency Council meeting, and 69
Committee meetings,as well as multiple meetings and hearings to establish the 2020-2021
budget,which included one three-day Special Session of the Finance Committee,three
Special Council meetings, and two public hearings.
2. Council Services physically controlled technological equipment to provide live
streaming of meetings, archived recordings of meetings online, and live participation
by the public from six locations County-wide.
3. With the COVID-19 pandemic and participation restricted during Council and
Committee meetings, Council Services implemented technology and procedures to
allow officials and the public to participate in the meetings virtually.
4. In tandem with the County Clerk and Deputy County Clerk, Council Services
continued to seek methods to improve the meeting experience by carrying out projects
to upgrade audio/visual equipment and exploring innovative document management
systems.
5. The 86 bills adopted by the Council were prepared for certification, then official copies were
made public, distributed to affected departments, and placed in the historic archives.
6. The 460 resolutions adopted by the Council were prepared for certification,then official
copies were made public, distributed to affected entities, and placed in the historic
archives.
34
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Highlights (continued)
7. Approximately 6,427 documents received by the Council as well as hundreds of
documents held by the Office of the County Clerk, such as administrative rules,
lobbyist registration forms, financial disclosure forms, and claims were processed,
scanned, and made available to the public.
8. The 127 Committee reports adopted by the Council were finalized and prepared for
signature, then official copies were made public and placed in the historic archives.
9. In an ongoing effort to provide a healthier environment for the Council's historical
documents, Council Services continued to scan and verify hundreds of records in
preparation for transport to permanent storage at the County Council's office in the
West Hawai`i Civic Center.
10. Support Services printed roughly 70,000 COVID-19 informational handouts for the
public.
11. Support Services printed materials for the Keiki Care Pack project and Feed the People
drop.
12. LRB provided staff support to the 2018-2020 Hawai`i County Charter Commission by
assisting with audio-visual equipment; posting notices, agendas, communications, and
testimonies on the County's website; and providing verbatim minutes for all meetings.
13. LRB provided special drafting assistance to the Department of Public Works on
complex bills relating to the building, electrical, plumbing, and energy conservation
codes.
14. LRB reviewed and provided drafting assistance for 352 resolutions, 27 bills, 67
proposed amendments to legislation before the Council, one administration resolution,
and four miscellaneous reviews.
15. 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.
35
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate 1
Council Meetings 26 29 29
Council Special Meetings 3 2 3
Committee Meetings 69 100 100 1
Committee Site Visits 0 2 1
Committee Special Meetings 0 2 1
Council Public Hearings 2 3 3
Committee Public Hearings 0 2 1
Number of Committee Reports 129 170 140
Number of Ordinances Enacted 86 135 100
Number of Resolutions Adopted 456 400 650
Number of Copies Duplicated 3,293,265 4,500,000 3,000,000
Number of Pieces Mailed 345,124 360,000 350,000
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 57 56 56
Salaries and Wages 2,841,582.95 3,094,216 3,101,746
Operations 507,503.27 651,812 649,812
Equipment 20,544.20 35,500 37,500
Contingency Relief Fund - 315,000
Program Total 3,369,630.42 4,096,528 3,789,058
36
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Council Chair 1 1 1
County Clerk 1 1 1
Deputy County Clerk 1 1 1
Accountant I 1 1 1
Administrative Assistant to the County Clerk 1 1 0
Clerk III 1 - -
Council Aide 10 10 10
Council Legislative Assistant 9 9 9
Council Member 8 8 8
Council Services Assistant I 2 2 2
Council Services Assistant II 3 3 3
Council Services Assistant III 1 1 1
Council Services Supervisor - - -
Council Services Coordinator 1 1 1
Council Administrative Services Supervisor 1 1 1
Deputy Executive Assistant to the Council Chair 1 1 1
Executive Assistant to the Council Chair 1 1 1
Human Resources Technician II 1 1 1
Legal Specialist 1 1 1
Legislative Analyst III 1 1 1
Legislative Information&Reference Technician 1 1 1
Legislative Specialist 4 4 4
Private Secretary 0 0 1
Special Assistant 1 1 1
Support Services Clerk I 3 3 3
Support Services Clerk II 1 1 1
Support Services Supervisor 1 1 1
Total 57 56 56
37
COUNTY COUNCIL/CLERK
ELECTIONS DIVISION
Program Description
The Elections Division is responsible for all election activities in the County, including
administering Elections By Mail for Federal, State, and County elections; voter
registration; voter education; establishing new voter service centers and places of deposit;
recruiting and training election officials; redefining district boundaries during
redistricting;proposing election legislation;verifying signatories on mail ballot
envelopes, petitions, and nomination papers; and maintaining the voter register.
Program Objectives
1. Provide support to the 2021 Redistricting Commission.
2. Provide voter education and voter registration presentations at all public and private
high schools in the County.
3. Do file maintenance on the voter registration file in preparation for reprecincting.
4. Provide testimony on election related bills during the legislative session.
Program Highlights
Below are program highlights for the Elections Division for FY 2019-20:
1. Issued 71 nomination papers and filed 78 nomination papers.
2. Purchased a ballot sorting machine for the All Mail Election.
3. Established two voter service centers, one in East Hawai`i and one in West Hawai`i.
4. Established eight places of deposit in the County of Hawai`i.
5. Mailed out 111,000 signature capture cards to obtain voters' current signatures for the
All Mail Election.
6. Processed 129 ballots to comply with the deadline for the Uniformed and Overseas
Citizens Absentee Voting Act.
7. Conducted voter education presentations for various community organizations to
bring awareness of the All Mail Election.
38
COUNTY COUNCIL/CLERK
___„ . _ ..._ELECTIONS DI`�ISI®lOT..._..
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Registered Voters 17,016 30,000 20,000
Voter Registration Satellite Stations 14 23 14
Certificates of Registration Issued 71 150 150
Cancellations of Registration 1,245 1,000 1,500
Deceased Voters Deleted 1,235 1,500 1,500
Number of High School Students Registered 339 500 5
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 28 29 29
Salaries and Wages 384,730.13 585,284 508,852
Operations 447,553.80 1,087,975 685,237
Equipment 8,879.82 11,600 12,600
Program Total 841,163.75 1,684,859 1,206,689
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Elections Assistant 1 1 1
Election Clerk I - - -
Election Clerk II 1 2 2
Election Clerk III 3 3 3
Election Warehouse Worker I(Temporary) 4 4 4
Election Warehouse Worker II 1 1 1
Elections Program Administrator 1 1 1
Elections Program Specialist I 1 1 ` 1
Precinct Official I 1 1 1
Precinct Official II 3 3 3
Precinct Official III 1 1 1
Temporary Election Clerk 10 10 10
Temporary Precinct Official III 1 1 1
Total 28 29 29
39
COUNTY PHYSICIANS
COUNTY PHYSICIANS
DEPARTMENT SUMMARY
Mission Statement
To render medical opinions, advise on medical matters and conduct physical
examinations as requested by the Mayor's Office and other agencies of the County.
Department Goals
Assist the County in creating a safe and healthy environment for its employees by
providing professional medical service.
Program Description
1. Provides pre-employment, PUC and other authorized physical examinations.
2. Provides review of workers' compensation claims.
3. Reviews certain sick leave cases.
4. Assists in police investigations and coroner's cases.
5. Advises County on medical matters.
Program Objectives
Continue to serve the County diligently as in the past.
Funding Source and Position Count
General Fund $133,826 General Fund 4
Grant Revenue - Grant Revenue
Total Budget: $133,826 Total Number of Positions 4
40
COUNTY PHYSICIANS
COUNTY PHYSICIANS
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Number of Positions 4 4 4
Salaries and Wages 133,825.00 133,825 133,826
Program Total 133,825.00 133,825 133,826
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
County Physician 1 1 1
Assistant County Physician 1/2T 1 1 1
Assistant County Physician 1/4T 2 2 2
Total 4 4 4
41
ELDERLY ACTWITIES
ELDERLY ACTIVITIES
DEPARTMENT SUMMARY
Mission Statement
To provide a wide array of services for the public with excellence, integrity and aloha.
Department Goals
Coordinated Services Unit
1. To promote self-sufficiency by providing services by which recipients may be helped
to achieve,restore, or maintain independent living and self-direction.
2. To prevent or reduce premature or inappropriate institutional care through the
provision of home-based care which would allow the recipient to remain in or return
home.
Retired & Senior Volunteer Program
1. To address critical community needs through significant volunteer services.
2. To provide a high quality volunteer experience and opportunities for persons 55 and
older.
3. To ensure that volunteers are provided the needed orientation, in-service instructions,
appropriate assignments, individual support and supervision, and recognition for their
volunteer services.
Nutrition—Congregate Nutrition Services
1. To provide meals to individuals 60 years of age and older in congregate settings.
Each meal will meet the recommended dietary allowance (RDA) as established by
the Food and Nutrition Board of the National Academy of Sciences.
Funding Source and Position Count
General Fund $2,275,495 General Fund 56
Grant Revenue $1,418,003 Grant Revenue/Other 76
Other $ 268,000 Split Funding: GF/Grant/Other 1
Total Budget: $3,961,498 Total Number of Positions 133
42
ELDERLY ACTIVITIES
DEPARTMENT SUMMARY
Department Goals (continued)
Nutrition—Home Delivered Meal Service
1. To deliver meals to the homes of individuals 60 years of age and older who are
homebound due to illness or disability. Each meal will meet the recommended
dietary allowance (RDA) as established by the Food and Nutrition Board of the
National Academy of Sciences.
43
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Program Description
The Coordinated Services Program for the Elderly (CSE)provides comprehensive and
coordinated services for adults 60 years and older, with the exception of CSE's
Chore/Transportation contract, which serves individuals 18 years and older. CSE's
31 full-time staff is responsible for providing Information and Assistance, Outreach,
Chore, Transportation, and Other Support Services, such as ID Card Issuance, Advocacy,
Personal Care, Financial Management, etc. The Coordinated Services Program is also a
volunteer station for the Senior Companion, Sage Plus, and Sage Watch programs.
Program Objectives
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.
2. Provide Outreach Services to 900 adults.
3. Provide Transportation Services to 1,000 older adults and accomplishing 34,000 trips
annually.
4. Provide Transportation Services to 60 individuals less than 60 years of age with
disabilities and accomplishing 900 trips annually.
5. Provide and complete 3,500 Referrals.
6. Provide individuals with disabilities/older adults with 5,000 hours of chore services
annually.
Program Highlights
• Staff provided 4,060 seniors with information and assistance services and 903 seniors
with outreach services. There were 3,284 referrals such as food stamps, Medicaid,
SSI benefits, housing assistance, legal aid, energy assistance, etc.
• Staff provided transportation services to 62 individuals under 60 years with
disabilities and accomplished 1,164 trips.
• Staff provided transportation services to 1,143 seniors and accomplished 35,809 trips.
• Staff issued the Hawai`i County Senior Identification Cards to 921 seniors 60 years
and older.
• Through authorized chore hours provided by `Ghana Care, Evercare contracts and
non-contracted hours, staff assisted clients with in-home chore services and provided
a total of 5,594 hours.
44
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Program Highlights (continued)
• In the month of August 2019 CSE was awarded a$750,000 grant from the State
DBEDT for social transportation. This pilot project served seniors from Hamakua,
North Hilo, and part of South Hilo districts. Due to the rules imposed by COVID-19
this grant is deferred. A request for an extension will be submitted.
• CSE East Hawai'i assisted in the distribution of Civil Defense emergency water
bottles to HCNP Meals on Wheels participants.
• Effective April 2020, CSE staff has distributed emergency meals to seniors island
wide in response to the COVID-19 pandemic.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
*Information and Assistance
Unduplicated Number of Seniors Served 4,060 3,500 3,500
*Outreach
Number of Seniors Served 903 900 900
*Transportation
Unduplicated Number of Seniors Served 1,143 1,000 1,000
Total Trips 35,809 34,000 34,000
Unduplicated Number of Persons w/Disabilities
Under 60 years of age served 62 60 60
Total trips 1,164 900 900
*Referrals 3,284 4,000 3,500
*Chore
Total Hours 5,594 5,000 5,000
*Contract Purchase of Service Objectives for Title III
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 31 31 31
Salaries and Wages 1,078,815.97 1,192,522 1,213,660
Operations 152,712.04 564,342 164,844 •
Equipment 16,341.65 311,750 40,000
Program Total 1,247,869.66 2,068,614 1,418,504
45
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Clerk III 1 1 1
Community Service Program Assistant I 9 8 8
Community Service Program Assistant I(Temp) - 1 1
Community Service Worker I 8 8 8
Community Service Worker II 1 1 1
Community Service Worker III 7 6 6
Community Service Worker III(Temp) - 1 1
Departmental Data Processing Coordinator I 1 1 1
Elderly Activities Operations Assistant Director 1 1 1
Program Director III(Older Adults) 2 2 2
Total 31 31 31
46
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Program Description
The Retired and Senior Volunteer Program(RSVP)provides diverse and meaningful
volunteer opportunities for persons 55 years and older. Through volunteering RSVP
volunteers are able to remain active, contributing members of the community thereby
enhancing the overall quality of their lives. Their volunteer services also help private
non-profit and public agencies (volunteer stations)to deliver services to meet a wide
range of community needs.
Some examples of RSVP volunteer assignments include: tutoring elementary students;
helping in libraries; delivering meals on wheels; screening blood pressures; instructing
senior crafts and activities; assisting with senior transportation; doing friendly visiting;
entertaining in hospitals and care homes; helping at blood banks, food banks, non-profit
health agencies and museums; staffing public information booths; helping in hospitals;
beautifying public areas; and assisting with community events and special projects of
agencies.
Program Objectives
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.
2. Assist significantly in meeting community needs by providing 100,000 hours of
volunteer service.
3. Facilitate volunteer services through 150 volunteer stations.
4. Provide 50 volunteers to assist in Food Basket Distribution.
5. Provide 25 volunteers to assist in Hawai`i County Nutrition Meals—On-Wheels
Program.
6. Provide 25 volunteers to assist in AARP's Tax Preparation Program.
7. Provide 900 volunteers in other community priorities.
47
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Program Highlights
• One volunteer recognition event for 300 in attendance was held to honor volunteers
for their service. Due to Covid-19, an alternative method which was approved by the
Federal grantee for two luncheons provided volunteers with gift cards in place of a
luncheon.
• The RSVP program provided Accidental liability insurance to provide coverage for
the volunteers.
• Mileage reimbursement process for approximately 350 volunteers.
• Worked in compliance with the Corporation for National and Community Service.
• Worked together to provide food distribution through Food Basket volunteer support
for Meals On Wheels and Tax Aide as specified under successful impact project per
the Federal grant.
• Together with the Advisory Council, RSVP worked to provide guidance for the
RSVP program.
• RSVP volunteers assisted with Special projects such as Groundhog Gallop, Martin
Luther King Jr. Day, Hawai`i County Elderly Recreation Services Events Casino
Day, Hawai`i Island Adult Day Care Fundraiser, Kalaniana`ole School Uniform T-
Shirt Folding &Distribution, Walk Wise Hawai`i, Big Island International Marathon,
Outreach at various care homes and institutions,provided office and phone coverage
to various County Departments.
48
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
_ Actual Budget Estimate
Number of Volunteers 1,119 1,000 1,000
Number of Volunteer Hours 89,700 100,000 100,000
Number of Volunteer Stations 194 150 150
Number of Food Basket Volunteers-Kupuna Pantry 126 75 50
Number of Meals on Wheels Volunteers 24 25 25
Number of AARP Tax Prep Volunteers 17 20 25
Number of Blood Bank of Hawai`i Volunteers 69 80 0
Number of Other Community Priorities Volunteers 883 800 900
•
Program Expenditures .
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 5 5 5 1
Salaries and Wages 252,315.18 255,970 270,184
Operations 105,016.72 161,771 161,771
Equipment 1,820.66 2,132 2,132
Program Total 359,152.56 419,873 434,087
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Community Service Program Assistant I 2 2 2
Program Director IV(Older Adults) 1 1 1
Van Driver 1 1 1
Total 5 .5 5
49
ELDERLY ACTIVITIES
._ NIJTIZI'I'IOIIT PROGRAM
Program Description
Congregate Nutrition Services
The Older Americans Act authorized funding for local community programs to provide
nutrition services to the elderly. The congregate meals program was designed to provide
older individuals, aged 60 and older,with at least one low cost, nutritious meal, five days
nc udes nutrition and health education,
a week in a congregate settin . Theprogrami 1
g
health assessments, recreational activities and other appropriate services for older
individuals.
Home Delivered Meal Service
The Older Americans Act authorized funding for local community programs to provide
nutrition services to the elderly. The home delivered meals program or"Meals on
Wheels"is an integral part of a community based health care system. Participants
receiving home delivered meals are aged 60 and older and homebound due to illness or
disability. The home delivered meals program provides at least one low cost,nutritious
meal, five or more days a week, delivered directly to the participants' home.
Program Objectives
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, 2021.
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,
2021.
50
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Program Highlights
• The Hawai'i County Nutrition Program provided 144,709 nutrition meals to seniors
in the Congregate and Meals on Wheels Program. The Nutrition Program final
numbers reflected, enabled our program to claim these Federal/State reimbursements
from July 1, 2019 to June 30, 2020.
• Under the Governor's Emergency Stay at Home Proclamation due to COVID-19,
areas of the County closed or provided minimal accessibility. The Hawai'i County
Nutrition Program remained fully operational as all staff were considered essential in
providing meals to our elderly. All on-going Congregate sites and Meals on Wheels
programs were suspended. Our Elderly Activities Operations Director Roann
Okamura implemented the EAD (Elderly Activities Division)Emergency Meal Plan
for eligible seniors enrolled in the Hawai'i County Nutrition Program Congregate and
Home Delivered Meals program. The EAD Emergency Meal Plan commenced
delivery on April 7, 2020, with the assistance of Coordinated Services for the Elderly,
Elderly Recreation, Senior Training Employees and the Nutrition staff delivering
meals for 23 routes throughout the island while adhering to Department of Health and
CDC COVID-19 guidelines. Between April 2020 to June 2020, 856 clients received
45,810 EAD Emergency meals.
• Due to the effect of COVID-19,the Hawai'i County Office of Aging provided funding for
the EAD Emergency Meal Plan which provide frozen meals to senior throughout the island.
The Hawai'i County Economic Opportunity Council assisted with the delivery of meals to
seniors from Wainaku to Waimea.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Congregate Nutrition Services
Unduplicated Elderly Served 897 900 900
Total Meals Served 64,549 60,000 60,000
Home Delivered Meal Service
Unduplicated Elderly Served 579 300 300
Total Meals Served 80,160 60,000 60,000
51
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 27 27 27
Salaries and Wages 957,435.60 652,639 722,578
Operations 840,652.60 1,320,106 1,385,204
Equipment 83.39 1,800 1,125
Program Total 1,587,142.51 1,974,545 2,108,907
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Clerk III 1 1 1
Community Service Program Assistant II 1 1 1
Community Service Worker III 1/2T 15 15 15
Home Delivered Meals Worker Hrly 6 6 6
Program Director IV(Older Adults) 1 1 1
Van Driver 1 1 1
Van Driver 1/2T 1 1 1
Total 27 27 27
52
ELDERLY ACTIVITIES
SENIOR COMMUNITY SERVICES EMPLOYMENT
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Federal Funded Positions 44 38 0
Number of Applicants Served 44 70 0
Number of Applicants Enrolled During the Year 14 45 0
Number of Enrollees Successfully Placed in Jobs 5 8 0
Site visits 40 100 0
Promotional Coverage of Program 10 20 0
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 72 72 70
Salaries and Wages 361,868.97 402,368
Operations 10,378.72 17,006
Equipment - 800
Program Total 372,247.69 420,174
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 1 1 -
Program Director IV(Older Adults) 1 1 -
Senior Community Services Aid Hrly 70 70 70
Total 72 72 70
Note: The Senior Community Services Employment Program with the County ended on
June 30,2020.
53
ENVIRONMENTAL
MANAGEMENT
ENVIRONMENTAL MANAGEMENT
DEPARTMENT SUMMARY
Mission Statement
Maintain a clean, healthy and safe island environment by managing the island's wastewater
and solid waste in a comprehensive, responsive, environmentally-safe, efficient, cost-
effective manner, and to provide excellent customer service through innovative and
sustainable programs that promote managing waste as a resource and lead our island society
toward the goal of zero waste.
Department Goals
1. To improve infrastructure, operations and procedures at the 22 transfer stations and to
increase recycling rates, facility efficiency and reduce costs.
2. To educate the public regarding the department's facilities and approach to management
of solid waste via public outreach methods.
3. To continue to educate the public on current recycling programs and the importance of
reduce, reuse, and recycle. Make recycling easy, which helps with landfill diversion on
the path to zero waste.
4. Continue to encourage and support the diversion of solid waste from existing landfills
and maximize the reuse, reclamation or re-purposing of our solid waste stream.
5. To repair, replace or rehabilitate existing sewer infrastructure.
6. To continue the Wastewater Division's Asset Management Program to ensure efficient
and effective operations.
7. To provide reuse water to the community to put treated waste water effluent to beneficial
use.
8. Maintain a continuous improvement environment within the department so as to
encourage increased productivity and efficiency.
9. Investigate and implement, where economically feasible, alternative waste water
treatment technologies.
Funding Source and Position Count
General Fund $1,376,073 General Fund 23
Grant Revenue - Grant Revenue/Other 2
Split Funding 1
Total Budget: $1,376,073 Total Number of Positions 26
54
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Program Description
The Environmental Management Director serves as technical advisor to the Mayor,
Managing Director, Environmental Management Commission, and County Council on
matters pertaining to wastewater treatment and disposal, solid waste processing and
disposal, resource recovery,the recycling and disposal of all vehicles, and the removal of
the derelict and abandoned vehicles.
The Environmental Management Administration Office provides personnel management,
accounting and billing support services as well as providing general supervision and
control of the administration and operation of the Wastewater and Solid Waste Divisions
and the Business Services Section.
The Environmental Management Administration Office also provides personnel, clerical,
technical and financial support for the Environmental Management Commission.
Program Objectives
1. Establish sewer fee rates at a level to cover expenses of operations,maintenance,
repairs and replacements.
2. Maintain vehicle disposal fee system to assure financial self-sufficiency for Vehicle
Disposal program.
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.
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%.
Program Highlights
• Construction was completed on the Kealakehe Sludge Removal and Aeration
Upgrade Project.
• Construction completed for the closure of the South Hilo Sanitary Landfill.
• Construction was completed on the Lono Kona Sewer Improvement District project.
55
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Tipping fees as%of Solid Waste Fund expenditures 38% 32% 37%
Vehicle Disposal Fund Fee paying for%of program 100% 100% 100%
Days in Accounts Receivable in Wastewater Division 60 58 55%
Days in Accounts Receivable in Solid Waste Division 35 32 32
%of Accounts Receivable over 90 days,Wastewater 32% 32% 30%
%of Accounts Receivable over 90 days,Solid Waste 2% 3% 2%
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 24 24 26
Salaries and Wages 1,119,995.91 1,145,292 1,315,430
Operations 32,443.66 43,910 51,693
Equipment 2,647.70 3,878 8,950
Program Total 1,155,087.27 1,193,080 1,376,073
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Director of Environmental Mgmt 1 1 1
Deputy Director of Environmental Mgmt 1 1 1 _
Account Clerk 4 4 4
Accountant I 3 3 3
Accountant IV 1 1 1
Business Manager 1 1 1
Clerk III 1 1 1
Contracts Clerk 1 1 1
Credit&Collections Clerk 1 1 1
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Planner V - - 1
Private Secretary 1 1 1
Safety&Driver Improvement Coordinator - - 1
Senior Account Clerk 3 3 3
Student Helper I 3 3 3
Student Helper II 1 1 1
Total 24 24 26
56
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FINANCE
FINANCE
DEPARTMENT SUMMARY
Mission Statement
The Department of Finance provides efficient and effective financial services fairly,
accurately and courteously. We serve our customers with pride and respect and enable
other departments to carry out their mission.
Department Goals
1. To facilitate an integrated county-wide financial needs plan.
2. To continue development and maintenance of fiscal policies and procedures for the
County of Hawai`i.
3. To encourage networking to facilitate intra and inter-governmental working
relationships.
4. To continue an ongoing customer service and public relations program that facilitates
interaction with the public and other departments.
5. To continue an ongoing training program to improve employee skills, including
technical training and mentoring for all personnel.
6. To continue a cross-training plan for employees for all core areas.
7. To develop and maintain written operational procedures that address the various
functions of the Finance Department to promote proper and consistent service.
Funding Source and Position Count
General Fund $11,069,887 General Fund 130
Grant Revenue $ 1,712,979 Grant Revenue/Other 20
Other $ 915,000
Total Budget: $13,697,866 Total Number of Positions 150
57
FINANCE
ADMINISTRATION/BUDGET
Program Description
Administration
The Office of the Director plans, directs, controls and coordinates activities of the
Finance Department. The department head and staff advise the Mayor of the development
and execution of administrative policies and assist the Mayor in the preparation and
execution of the operating and capital budgets. In addition,the Finance administration
section provides certain auxiliary services to departments and agencies.
The Budget Division plans, directs and coordinates the formulation,preparation,
execution, review and analysis of the County's operating budget and operating program.
Budget also monitors budget appropriations and actual expenditures to ensure compliance
with the law and also advises County officials on budgetary and long-range planning
matters.
Program Objectives
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
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.
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.
4. Refer procurement protests to Corporation Counsel within three working days of
receipt.
Budget
1. Plan, direct and execute the formulation of the county's operating budget.
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.
3. Provide guidance and assistance to departments/agencies to ensure the fiscal
responsibility and accountability in developing the operating budget.
58
FINANCE
ADMINISTRATION/BUDGET
Program Objectives (continued)
4. Receive and process County of Hawai`i nonprofit grant applications.
Internal Control
1. Review departmental policies and procedures related to financial controls and asset
protection.
2. Identify potential control weaknesses and develop enhanced security procedures to
reduce opportunities for fraud, create additional accountability, and build greater
public trust.
Program Highlights
Administration
1. 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(Fund).
2. Two additional vehicle registration renewal kiosks were added, they are located at the
Waimea Vehicle Registration and Licensing office and Waimea Foodland. The
vehicle registration renewal kiosk has shown a monthly increase of usage since its
inception and has been instrumental in reducing lines in our offices. As of June 30,
2020, 22,862 vehicles were renewed using the renewal kiosk at the Safeway and
Foodland stores as well as at the Waimea VRL office.
Budget
1. A balanced budget of$586,012,928 was approved for FY 2020-21 in June 2020.
2. The Budget Office continues to provide guidance and assistance on budget/finance
issues and items requiring legislative action. In FY 2019-20 the Office prepared 121
resolutions, 64 bills, two donation letters, and 169 transmittal letters on behalf of
departments/agencies for County Council action.
59
FINANCE
ADMINISTRATION/BUDGET
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Nonprofit Grant Agreements Processed 151 165 160
Request for Council Action Forms Processed 149 180 160
Training Sessions Held for County Fiscal Personnel 11 2 3
Surprise Cash Counts Conducted - 8 12
Division/Agency Policy&Procedure Reviews 1 3 6
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 9 9 9
Salaries and Wages 608,076.10 684,801 758,932
Operations 13,462.62 13,870 13,870
Equipment - 500 500
Program Total 621,538.72 699,171 773,302
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Director of Finance 1 1 1
Deputy Director of Finance 1 1 1
Budget Administrator 1 1 1
Budget Specialist 1 1 1
Clerk III 1 1 1
Human Resources Specialist II 1 1 1
Human Resources Technician I 1 1 1
Internal Control Manager 1 1 1
Private Secretary 1 1 1
Total 9 9 9
60
FINANCE
ACC®UN'I'T_.
Program Description
The Accounts Division maintains general accounting and fixed asset depreciation records
of the County; provides useful, accurate and timely financial reports to the public and
agencies; prepares payrolls and pension rolls; pays all obligations of the County; supports
the Pension Board.
Program Objectives
1. Close FY 2020-21 books and issue final June 30 Budget Status Report by October 15,
2021 and determine the General Fund's fund balance by September 30, 2021.
2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the
Government Finance Officers Association(GFOA) for the County's June 30, 2021
Comprehensive Annual Financial Report.
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.
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.
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.
6. Provide certificate of the availability of funds on County contracts within three
working days of the contract's submission to Accounts Division.
7. Pay vendors promptly by issuing all warrants for claims within seven working days of
the receipt of the invoice by Accounts Division.
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.
61
FINANCE
ACCOUNTS
Program Highlights
1. The County received a Certificate of Achievement for Excellence in Financial
Reporting from the Government Finance Officers Association for its June 30, 2019
Comprehensive Annual Financial Report.
2. The Accounts Division staff was actively involved in the continued support of our
financial software, FRESH.
3. The Accounts Division staff continues to be an ongoing resource to all County
departments for financial related matters.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Claims Checks&Electronic Funds Transfers Issued 40,023 42,000 42,000
Payroll Checks Issued 5,041 5,500 5,500
Direct Deposit Stubs Issued 58,895 58,000 59,000
Funds Maintained 44 44 44
Contracts,Amendments&Change Orders Certified 812 1,500 1,000
Pensioners 20 20 20
Regular&Part-Time Employees 2,620 2,600 2,700
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 13 12 12
Salaries and Wages 615,501.48 726,284 742,748
Operations 138,216.27 196,460 446,460
Equipment - 100 100
Program Total 753,717.75 922,844 1,189,308
62
FINANCE
ACCOUNTS
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant II 1 1 1
Accountant V 1 1 1
Accounts Payable Supervisor 1 1 1
Controller 1 1 1
Financial Systems Analyst 1 1 1
Payroll Specialist II 1 1 1
Pre-Audit Clerk I 3 3 3
Program Manager 1 1 1
Senior Account Clerk 1 1 1
Student Helper I 1 - -
Total 13 12 12
63
FINANCE
PURCHASING
Program Description
The Purchasing Division assists all County agencies and programs in the purchasing of
required goods and services in accordance with Hawai`i Revised Statute 103D, Finance
Director Rules and Hawai`i County Purchasing Procedures. It is the mission of the
Purchasing Division to procure quality goods and services that meet the user's needs, at a
reasonable cost, in a fair and impartial manner, and with the maximum feasible amount of
competition. Construction projects are procured through the Public Works Department.
Program Objectives
g J
1. Use technology effectively by processing 95% of all IFBs, RFPs and RFQs using
Public Purchase,the division's chosen e-procurement system.
2. Conduct a minimum of two vendor outreach opportunities annually to promote
"doing business with the County" and to encourage competition for future
opportunities.
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.
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.
5. Conduct a minimum of three internal procurement trainings annually with County
agencies to yield more effective procurement results.
Program Highlights
1. The COVID-19 pandemic has significantly shifted the priorities of the Purchasing
Division. Obtaining the necessary PPE for the County has been the top priority since
March 2020. Through these proactive efforts, the County has been able to obtain and
sustain all necessary PPE.
2. In FY 2019-20, the division achieved an approximate savings of$1.55 million not
including annual price term agreements, for agencies and departments through the use
of competitive sealed bidding. Savings were calculated by subtracting the second
lowest bidder's price from lowest bidder's price.
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FINANCE
PURCHASING�µ�________
Program Measures
FY FY 2019-20 2020-21 FY 2021-22
9
Actual Budget Estimate
Purchase Orders Issued 2,075 2,400 2,000
Invoice Payment Approvals 9,458 11,000 9,500
Requisitions Received 2,171 2,000 2,000
Contracts Completed 212 275 220
Advertised Formal Bids and Requests for Proposals 122 135 125
Informal Written Requests for Quotations 741 850 750
Contract,Change Order&Supplemental Agreement 354 1,100 375
Review for Compliance
Sole Source Approvals(Exceeding$25,000) 9 10 10
Professional Services exceeding$5,000 26 45 30
*Note:Criteria and tracking for Contract,Change Order&Supplemental Agreement Review for Compliance updated in FY 2019-20.
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 5 5 6
Salaries and Wages 286,012.65 311,840 314,696
Operations 83,446.28 63,200 85,200
Equipment 4,389.88 250 250
Program Total 373,848.81 375,290 400,146
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Buyer I 1 1 1
Buyer III 1 1 1 _
Contracts Clerk 1 1 1
Procurement&Specifications Specialist 1 1 1
Purchasing Agent 1 1 1
Student Helper I - - 1
Total 5 5 6
•
65
FINANCE
TREASURY
Program Description
The Treasury Division collects,manages, and invests the County's cash. Treasury
arranges financing (municipal bonds) for capital improvement projects and improvement
districts. This office assists in the improvement district(ID) and Community Facilities
District(CFD) formation process and administers the ID/CFD after the loan/bonds are
issued. Major accounting functions perfoiwed include the receipting of all revenues,
reconciliation of bank accounts, and accounting of tax-exempt capital improvement
expenditures.
Program Objectives
1. Invest 99 percent of all funds in interest-bearing accounts or certificates.
2. Maintain sufficient liquidity to meet cash requirements.
3. Maximize interest income by attaining budgeted projection while ensuring the safety
of County funds.
4. Reconcile monthly statements within 30 days of receipt.
Program Highlights
We issued our fifth series of bond anticipation notes and continue working with five
institutional buyers in order to lessen our dependence on a single purchaser. Note
financing saves the county substantial interest costs in contrast to immediately issuing
long term bonds. It also increases our compliance with IRS regulations by ensuring we
meet the spenddown requirements for tax exempt monies.
Treasury continues to assist the Department of Environmental Management in the
establishment of the County's first sewer improvement district. Treasury also is working
with the Department of Water Supply on two proposed water improvement district
projects.
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FINANCE
TREASURY
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Improvement District 2 3 3
General Obligation Bonds 14 18 17
Petty Cash Vouchers Paid 151 300 160
Treasury Receipts Handled 14,014 14,600 14,000
State Revolving Fund(SRF)Loans 9 9 9
Percent of Cash Invested 100% 99.99% 99.99%
Rate of Return on Amount Invested 1.09% 0.89% 0.13%
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 6 6 6
Salaries and Wages 354,493.74 350,732 355,664
Operations 12,518.71 24,503 24,503
Equipment - 100 100
Program Total 367,012.45 375,335 380,267
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant I 1 1 1
Accountant III 1 1 1
Pre-Audit Clerk I 1 1 1
Senior Account Clerk 1 1 1
Treasurer 1 1 1
Total 6 6 6
67
FINANCE
REAL PROPERTY TAX.,....
Program Description
The role of the Real Property Tax Division is to assess all real property in a uniform and
equitable basis for purposes of real property taxation. All real property is assessed based
on fair market value. The division is also responsible for collecting all taxes, processing
exemptions, programs, dedications and coordinating the appeals as imposed by Chapter
19, Hawai`i County Code, as amended.
Program Objectives
1. Maintain sales assessment mean ratio +/- 10% from the 100% assessment.
2. Maintain a co-efficient of dispersion at+/- 15% of the mean ratio.
3. Conduct field inspections of 95%for all new construction.
4. Maintain an active educational and informational program on real property taxation.
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.
Program Highlights
1. The number of appeals has continued to increase over the last three years from 221 in
FY 2018-19, 395 in FY 2019-20, and 750 in FY 2020-2021. Given the current
economic outlook and real estate trends indicating an increase by years end,the
Division is anticipating a continued increase in the number of appeals filed during FY
2021-22. All the Board of Review positions were filled for the current appeal season.
However, currently, we have one vacancy to be filled prior to the next appeals season
(FY2021-22).
2. During the latter part of FY 2019-20,the Division initiated a compliance review
process for the homeowner's program. This process evaluated and modified current
procedures to determine and follow-up on parcels receiving a homeowner's
preferential exemption and classification, including Short-Term Vacation Rentals
(STVR). This resulted in the disallowance of approximately 135 parcels from
receiving a homeowner's benefit recapturing nearly $1.4M in revenue. This process
is expected to continue and recapture additional revenue.
3. Due to budgetary cuts resulting from the ongoing financial crisis, the Division has
pivoted its training regime to include creative low-cost training opportunities for staff.
This included online training curriculum: IAAO 101 for new appraisal staff,
Pictometry; along with increased internal training. Future training, when financially
feasible, will include a training progression towards the Residential Evaluation
Specialist (RES) Designation from IAAO which recognizes professionalism and
competency in the valuation of residential property for tax purposes.
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FINANCE
REAL PROPERTY TAX
Program Highlights (continued)
4. Upon passage of ordinance 20-60, which amended HCC Chapter 19-59 relating to the
native forest dedication,the Division has worked with various stakeholders to modify
internal processes and metrics for the evaluation, approval, and communication of the
native forest dedication. This includes working with a Master of Science (MS)
candidate within the Tropical Conservation Biology and Environmental Science
program(TCBES), US Forest Service, an environmental attorney, and DLNR to
compile and communicate program changes within the native forest community. This
collaborative process will continue through the implementation in FY 2021-22.
5. The Residential Tier II rate was added by County Council during FY 2020-21 as a
means to mitigate the County's financial challenges. The Division implemented the
tiered rate through an expedited process, which did not include a software
modification. The Division is looking to implement a software modification for FY
2021-22 should it be financially feasible and within the timing constraints. This will
also require Council action to consolidate land and building tax rates into a single
rate.
•
69
FINANCE
REAL, PROPERTY TAX
Program Measures
FY2019-2020 FY 2020-2021 FY 2021-2022
Actual Budget Estimate
Parcel Count(taxable) 140,490 143,500 140,900
Parcel Count(non-taxable) 6,162 6,300 6,300
Number of Tax Bills(1st and 2nd half) 254,814 265,000 270,000
Number of Agency Records(1st and 2nd half) 56,662 62,000 62,000
Assessment Appeals 395 500 1,000
Number of Condominium Units 13,056 13,200 12,200
Current Year Balance at 6/30(millions) 9.7 8.0 10.0
Prior Year Balance at 6/30(millions) 4.5 9.0 12.5
Delinquent Taxes at 6/30(millions) 23.3 19.0 36.1
Sales Assessment Median Ratio 95% 90% , 97%
Coefficient of Dispersion 11.0% 15% 11.0%
Appraisal Section
Agricultural and Land Inspections 2,479 2,000 2,000
Building Inspections 4,514 5,000 5,000
Appeal Inspections 208 500 1,000
Clerical Section
Exemptions Processed 3,819 4,500 4,500
Telephone Inquiries 16,072 15,000 15,000
Over-the-Counter Inquiries 11,443 11,500 8,000
Address Changes 5,032 13,500 5,000
Amended Assessment Notices Prepared 8,584 2,500 3,500
Collections Section
Current Year Collection(Targeted Revenue) 323,916,749 332,108,000 341,000,000
Prior Year Collection(Targeted Revenue) 10,414,799 6,000,000 6,000,000
Delinquent Accounts Closed 301 400 400
Foreclosure Action: 2 2 2
Properties Sold 191 175 400
Revenues Collected 671,705 400,000 800,000
Mapping Section
Total Documents Processed 12,914 15,000 13,700
Ownership Changes 12,328 13,000 13,000
Revised Parcels 621 700 700
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FINANCE
REAL PROPERTY TAX
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 48 48 48
Salaries and Wages 2,217,554.47 2,385,004 2,510,580
Operations 1,043,620.50 1,764,110 1,812,032.00
Equipment 2,435.58 13,740 625
Program Total 3,263,610.55 4,162,854 4,323,237
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Abstractor I 4 4 4
Abstractor II 1 1 1
Accountant II 1 1 1
Assistant County RP Tax Administrator 1 1 1
Cashier II 2 2 2
County Real Property Tax Administrator 1 1 1
Geographic Information System Analyst II 1 1 1
Real Property Appeals Board Clerk 1 1 1
Real Property Appraiser IV 12 12 12
Real Property Appraiser V 2 2 2
Real Property Appraiser VI 1 1 1
Real Property Tax Clerk 12 12 12
Real Property Valuation Analyst III 3 3 3
Senior Account Clerk 1 1 1
Supervising Real Property Tax Clerk I 1 1 1
Supervising Real Property Tax Clerk II 1 1 1
Tax Collection Assistant 3 3 3
Total 48 48 48
71
FINANCE
RISK MANAGEMENT
Program Description
The Risk Management Division is responsible for developing and implementing a
program to manage risk in order to protect County assets,minimize the interruption of
vital services,provide a safe environment for the public and County employees, and
reduce the cost of accidents and other financial losses.
Program Objectives
1. Continue to develop the Risk Management Division and respond to inquiries, requests
for assistance and consult.
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.
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.
4. Meet annually/semi-annually with Risk Management Committee to discuss activity
and current risk issues.
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.
Program Highlights
• Insurance procurement for the FY 2019-20 season resulted in increased premiums
due to extremely hard insurance market unseen for over a decade. Primarily for
property insurance coverage with minimal or stable premium expense for other
insurance policies (i.e. auto liability for police subsidy fleet and mass transit,
professional liability for EMTs and aviation liability for helicopters.)
• Risk Management Committee meetings re-implemented(after COVID-19 guidance
on gatherings allowed). Forum for department/agency representatives to learn of
division activity and discuss actions for issues/concerns. A plan has been put in place
for the division to visit County facilities to assess risk issues and suggest remedial
action where appropriate.
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FINANCE
RISK MANAGEMENT
Program Highlights (continued)
• Data base for accidents being maintained to identify and target areas of concern and
provide accurate information to effected department/agency to assist in resolution
thereof i.e. accident investigation/hazard correction. A joint coordinated database
with Health& Safety is being developed. Departmental Safety Committees
established provide employees an opportunity to discuss and address safety concerns
and have a voice in their department's well-being.
• Lava, Hurricane and Earthquake Claims. The Division submitted claims on property
damages for lava, hurricane and/or earthquake losses in 2018. Although some claims
have been settled, there remained claims to be adjusted for property losses sustained
for potential reimbursement.
• Enhanced statement of values/locations information for property insurance. For record
purposes and concerns of potential heightened scrutiny by insurance underwriters.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Depai hnent consultations held re risk factors 12 12 15
New risk management initiatives carried out 3 3 3
Risk Management Committee meetings - 2 1
Insurance evaluation and procurement 12 12 12
Safety Division meetings re:training 4 12 12
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 1 1 1
Salaries and Wages 98,712.00 98,812 107,956
Operations 71.87 925 925
Equipment - 100 100
Program Total 98,783.87 99,837 108,981
73
1
FINANCE
RISK MANAGEMENT
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Risk Management Officer 1 1 1
Total 1 1 1
•
74
FINANCE
,4. r
PROPERTY MANAGEMENT
Program Description
The Property Management Division is responsible for the acquisition and disposal of the
County's real property including land,remnants, easements, sale of abandoned roads,
buildings, and other miscellaneous real property assets. This includes the acquisition of
Right-of-Ways, Governor's Executive Orders for State owned lands, easements,right-of-
entries, and other types of real estate interests in connection with the Department of
Public Works, Department of Environmental Management, Department of Parks and
Recreation and other general County purposes.
The division manages, administers, and maintains the fiscal responsibility for leasing of private
lands for County use in addition to leasing of County land and buildings to private users.
The Property Management Division is responsible for being the office of record for the
maintenance of records related to the County's acquisition and disposal of real and
personal property assets.
The division supports the Public Access, Open Space and Natural Resources Preservation
Commission(PONC) and preparation of its annual recommendations to the Mayor of
lands worthy of preservation for further forwarding to the County Council. In addition,
the PONC Commission has also been tasked with reviewing stewardship grant
applications submitted by non-profits who are interested in maintaining the lands
acquired with monies from the PONC Fund. The division is also responsible for the
negotiation and acquisition of lands authorized by the County Council utilizing the Public
Access, Open Space and Natural Resources Preservation Fund.
Program Objectives
1. Provide support for PONC in meeting its requirement of submitting its annual list of
prioritized properties to the Mayor by December 31, 2021.
2. Identifyand initiate negotiations on the purchase of the next property pursuant to
recommendations by PONC,the Mayor and as authorized by the County Council.
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.
4. Provide support for the land management and right-of way acquisition needs for all
County departments.
5. Provide administrative and fiscal management of County leased properties and ensure
leases are paid on time.
6. Dispose of surplus real property as requested and authorized by the Director of
Finance.
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FINANCE
PROPERTY MANAGEMENT
Program Objectives (continued)
7. Maintain the fixed assets record system of County property and submit the annual
fixed asset report to the County Council.
8. Hold at least one public auction for the disposal of useable surplus County owned
personal property.
Program Highlights
The County is actively engaged in negotiations to co-hold a Conservation Easement with
DOFAW. The property consists of 2,780 acres in Kealakekua dedicated to the
preservation of native dryland forests and will provide water shed protection.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Surplus personal property auctions 0 1 1
Surplus real property sales 0 1 1
Real property transactions 5 20 20
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 4 4 4
Salaries and Wages 238,102.81 243,588 259,860
Operations 1,846,501.12 1,797,955 1,917,585.00
Equipment 45,278.60 100 100
PONC—Open Space Commission 1,978.51 4,945 4,945
Program Total 2,131,861.04 2,046,588 2,182,490
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FINANCE
PROPERTY MANAGEMENT
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Property Management Specialist 1 1 1
Property Manager 1 1 1
Property Management Technician 1 1 1
Senior Account Clerk 1 1 1
Total 4 4 4
77
FINANCE
c _ VEHICLE REGISTRATION AND LICENSING
Program Description
The Vehicle Registration and Licensing Division administers the functions of driver
licensing, commercial driver licensing, motor vehicle registration,periodic motor vehicle
inspections, issues bicycle, and business licenses and monitors the issuing of dog
licenses. The Driver's License Section issues Driver's Licenses, Commercial Driver's
Licenses and State Identification. The Motor Vehicle Registration Section issues vehicle,
bicycle and select business registrations. The Motor Vehicle Control Section authorizes
and monitors Vehicle Inspection providers.
Program Objectives
Vehicle Registration
1. Process mail within three business days from date received.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent" overall
efficiency rating in responding to customer concerns.
Licensing
1. Respond to inquiries and requests for renewals/duplicates by mail within four
business days from date received.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent" overall
efficiency rating in responding to customer concerns.
Periodic Motor Vehicle Inspection
1. Conduct at least 560 inspections of stations issuing safety checks.
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FINANCE
VEHICLE REGISTRATION AND LICENSING
Program Highlights
• The total number of licensed drivers increased by 2,228 bringing the total licensed
drivers at the end of 2019 to 142,285. Individuals holding a motorcycle license
increased by 205 drivers bringing the total number of licenses up to 10,160.
• We saw an increase of 41 licensed commercial drivers,the total commercial driver
license at the end of 2019 is 2,736.
• The enforcement of REAL ID compliant driver's license and state identification
credentials marked with a white star within a gold circle was extended to October 1,
2021 due to the Pandemic. Travelers are able to continue to use credentials without
the white star within a gold circle.
• State identification issuance decreased by 1,117. Total State IDs issued is 24,631.
• 19,493 individuals utilized our vehicle registration online renewal application up by
3,749 users.
• Additional registration renewal kiosks were placed in the Waimea Foodland and the
Waimea Vehicle Registration&Licensing office.
• We implemented an appointment scheduler for all offices on June 1st, 2020,this has
reduced long wait times.
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FINANCE
,N VEHICLE REGISTRATION AND LICENSING
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Vehicles(Registrations Processed) 203,075 202,500 204,525
MV Transfers 38,713 40,000 39,500
Duplicate Certificates 7,909 9,500 8,000
Non-Resident Permits 30 50 45
Business and Occupation Licenses 49 65 55
Bicycle Licenses 3,886 3,450 3,500
Dog Licenses 5,402 6,550 5,500
Subpoena Certificates 1,500 1,875 1,800
Written Driver's Tests 5,178 6,700 5,185
Driver Road Tests 3,602 5,350 4,500
Driver's License Issued 25,039 22,500 23,000
CDL Written Driver's Tests 850 950 900
State Identification Cards 3,706 5,500 3,800
Inspections of Safety Check Issuers 1,449 560 560
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 64 64 64
Salaries and Wages 2,285,579.33 2,990,473 3,217,872
Operations 886,188.57 1,046,073 1,117,429
Equipment 13,150.67 3,934 4,834
Program Total 3,184,918.57 4,040,480 4,340,135
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FINANCE
VEHICLE REGISTRATION AND LICENSING
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Accountant I 1 1 1
Account Clerk 1 1 1
Clerk III 6 6 4
Driver License Clerk II 1 1 -
Driver License Examiner I 9 9 9
Driver License Examiner II 3 3 3
Motor Vehicle Control Inspector I 2 2 2
Motor Vehicle Control Inspector II 2 2 2
Motor Vehicle Registration Clerk I 2 2 2
MV Financial Responsibility Clerk I 2 2 2
Student Helper I 1 1 1
Supervising Driver License Examiner 1 1 1
Supervising DL Financial Responsibility Clerk 1 1 1
Supervising Motor Vehicle Registration Clerk 1 1 1
Supervising Vehicle Registration&Licensing Clerk 2 2 2
Vehicle Registration&Licensing Administrator 1 1 1
Vehicle Registration&Licensing Clerk 28 28 31
Total 64 64 64
Cost for one of the Motor Vehicle Registration Clerk I,seven of the Vehicle Registration&Licensing
Clerk,two Driver License Clerk III, one Driver License Clerk II,one MV Financial Responsibility Clerk,
two Driver License Examiner II and four Motor Vehicle Control Inspector(I&II)positions are reimbursed
by the State Department of Transportation.
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FIRE
FIRE
DEPARTMENT SUMMARY
Mission Statement
"Providing exceptional, all hazards emergency services to the residents and visitors of
Hawai`i Island."
Department Goals
The Hawai`i Fire Department provides the residents and visitors of Hawai`i County with
mitigation of diverse all hazard emergency incidents. There is an ever-growing demand
for our services due to the diversity of emergency incidents across Hawaii Island. The
transitioning from the Hawai`i Fire Department's 2015-2020 Strategic Plan into the
2021-2025 Strategic Plan will result in the Department's ability to continue to provide
exceptional all hazard mitigation response. The Strategic Plan provides the community
and governmental leaders with the Department's goals and objectives. The movement of
the Hawai`i Fire Department is steered toward the following guiding goals and objectives
for FY 2020-21:
1. The Hawai`i Fire Department will: Protect the citizens and visitors of Hawai`i County
by developing, implementing, and maintaining program strategies that provide for a
positive influence in reducing the effects of fire related incidents which would
produce losses throughout Hawai`i County. Fire losses include:
a. Loss of Life: The actual loss of human life attributed to fire related incidents.
b. Loss of Property: The estimated property value loss attributed to fire related
incidents.
c. Socioeconomic Impact: The direct impact on fire related incidents upon
community social and financial stability.
d. Environmental Impact: The loss or damage of natural or cultural resources as a
result of fire related incidents.
Funding Source and Position Count
General Fund $33,116,004 General Fund 382
EMS Contract Revenue $17,177,792 Grant Revenue/Other 135
Hapuna LG Contract $ 1,348,106 Split Funding: GF/Grant/Other 27
Grant Revenue $ 185,000
Other $ 139,000
Total Budget: $51,965,902 Total Number of Positions 544
82
FIRE
DEPARTMENT SUMMARY
Department Goals (continued)
2. The Hawai`i Fire Department will: Develop, implement, and maintain program
ram
strategies that will directly influence the quality of pre-hospital emergency medical
services throughout the island of Hawai`i._ Such strategies and tactics would in a
positive manner directly impact and positively influence:
a. Patient survivability in the presence of a pre-hospital illness or injury.
b. Patient disability associated with pre-hospital illness or injury.
3. The Hawai`i Fire Department will: Develop, implement, and maintain program
strategies that will support the effective response and mitigation of mass casualty and
disaster type incidents or events in collaboration with all County of Hawai`i's public
safety agencies tasked with the planning for, response to, and mitigation of events
both natural and man-made.
4. The Hawai`i Fire Department will: Develop, implement, and maintain strategies that
will have a direct and positive impact on the response and mitigation of various
hazardous materials type incidents. Similar to fire related incidents, this would
include the influence of:
a. The reduction or minimizing of public exposure to hazardous materials incidents.
b. The reduction or minimizing of environmental impact from hazardous materials
incidents.
5. The Hawaii Fire Department will: Develop, implement, and maintain strategies that
will have a direct and positive influence on the safety and recreational satisfaction of
patrons of County protected beach parks and shoreline areas.
6. The Hawai`i Fire Department will: Develop, implement, and maintain strategies that
will support and enhance the effectiveness to respond to and mitigate search and
rescue type incidents.
7. The Hawaii Fire Department will: Develop and implement strategies that strengthen
the Volunteer Firefighting force to further enhance its effectiveness to respond to and
mitigate fire related incidents.
8. The Hawai`i Fire Department will: Develop and implement a budget process that
further identifies specific line items for proper tracking of expenditures to develop a
more functional and accountable budget.
83
FIRE
DEPARTMENT SUMMARY
Department Goals (continued)
9. The Hawai`i Fire Department will: Continue to support the operational needs of the
lower Pahoa Community recovering from the natural disasters it faced by
implementing and maintaining response strategies to enhance the effectiveness of its
all hazard emergency responses.
Department Objectives
1. Utilizing the following mechanisms or processes, department goal attainment would be
pursued and achieved by maximizing available resources:
a. Pre-Incident Strategies and Tactics. This would include the consideration and
possible implementation of prevention and public education programs focused
on identified issues and target audiences, with the intent on taking proactive
steps to preventing incidents and accidents thereby reducing losses and
morbidity and disability. Further, through more proactive and preventative
actions and partnerships with programs such as Community Emergency
Response Team (CERT), a community-based first response concept may be
encouraged and promoted within our community to reduce the dependency or
reliance on government to address or respond to community needs in times of
reduced resources and services or when system capabilities or capacities are
exceeded such as with large scale disasters.
b. Preparedness and Capability Enhancement. Based on the respective missions
and service delivery expectations, identify, adopt, and implement resource and
training standards aimed at providing the highest quality of service.
c. Post Incident Analysis. This Component of is essential to and directly
associated with the development of pre-incident strategies and tactics. Through
the standard Post Incident Debriefing, mission performance as well as outside
contributing factors or circumstances surrounding the emergency incident, are
useful tools to identify and develop new program measures or strategies to
include public education and awareness as well as hazard and risk
identification.
d. Operational Tactics and Strategies. Concurrently with the support of
preparedness and capability enhancement, identify, establish, and implement
operational tactics and strategies that will maximize operational effectiveness
and overall incident mitigation safety. It is with this component that a
84
FIRE
DEPARTMENT SUMMARY
Department Objectives (continued)
philosophy of risk management should be considered and acknowledge the
following:
• Risk life to save viable life;
• Consider significant risk to recover lost life or save property that can be saved;
• Risk little to nothing for that which cannot be saved.
2. Continue/maintain annual review of industry and government standards for current
mission and service delivery. Such standards mayinclude, but are not limited to
apparatus and equipment, staffing levels, training, response times, and service area
demographics. Referenced recognized standards may include but are not limited to
such organizations as: National Fire Protection Association (NFPA), Insurance
Services Office (ISO), and the Hawai`i Insurance Bureau, the State of Hawai`i
Department of Health, and the United States Lifeguarding Association.
3. Identify specific resource, personnel, and training requirements to achieve recognized
standards.
4. Institute a Succession Plan for critical chief officer positions.
5. Develop a financial report and budget projections required to implement reforms.
6. Identify funding sources for proposed reforms to include alternative funding
programs and inter-agency cost sharing or partnerships.
•
85
FIRE
EMERGENCY OPERATIONS DIVISION
Program Description
The Emergency Operations Division represents the service delivery and emergency response
and emergency mission performance components of the Hawai`i Fire Department. Although
the effectiveness of the Emergency Operations Division in fulfilling its missions is reliant
and dependent upon the support and assistance of other divisions, bureaus, and sections of
the organization, in the development of the program budget each sub-unit Emergency
Operations, Emergency Medical Services, Special Operations which includes Rescue and
Hazmat Operations and Ocean Safety, and the sub-units of the Support Services Division
(Fire Prevention, Auxiliary Services, Training, Volunteer Training) are addressed
accordingly and respectively.
The Emergency Operations Division is tasked with the delivery and performance of Fire
Protection and Suppression (structural, wild land, transportation, etc.), Emergency
Medical Services, Search and Rescue, Hazardous Materials Incident response, and a
variety public safety services at County staffed and guarded beaches through its Ocean
Safety Program. These services are recognized as critical and essential life safety and
property conservation programs.
In addition to public sentiment or customer satisfaction and expectations, the various
programs are measured against recognized industry standards such as those established
by the National Fire Protection Association (NFPA). Such standards support a more
qualitative and quantitative assessment of program performance.
Program Objectives
1. Maintain staffing levels to its fullest capacities by filling all position vacancies with
transfers and promotions from current lists within two months of becoming vacant.
2. Complete all upgrades with iPads for Ocean Safety to achieve digital reporting of
Incident Logs and Hazardous Conditions, and COVID-19 data utilizing the Survey
123 application by August 2021.
3. Begin the planning and development of a Fire Equipment Operator training program
by November 2021.
4. Continue the pursuit of Alternative Funding sources to supplement the needs of the
Fire Departments Operations Division and apply for at least two Grants; the AFG -
Assistance to Fire Fighters Grant by December 2021, and DHS Grant by February
2022.
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Program Objectives (continued)
5. Continue to work with Non-profit organizations such as the Daniel R. Sayre
Memorial Foundation and the Gregg Cameron Fireman's Fund to support the
department's needs throughout the year.
6. Provide Ocean Safety Personnel with assigned and activated email accounts, network
access, and logged into the department's web based training program (Target
Solutions) by January 2022.
7. Have all Officer Development program training completed for the Fire Captain
position, and begin with the establishment of it being a requirement for promotion to
Fire Captain. This will be achieved by providing the training to Fire Equipment
Operators as they prepare for promotion to the position of Fire Captain by June 2022.
Program Highlights
• During FY 2019-20, the Hawai`i Fire Department responded to a total of 26,104 calls
for assistance from the public: 886 Fire related, 18,048 EMS/Rescue related, 213
Hazardous Condition (w/o fire) related including severe weather and natural disaster
types, and 6,951 others to include (2,040 public service/assistance, 4,523 good intent,
381 False Alarm/calls, and seven special incidents/other). Total dollar loss for fire
related incidents was reported to be $4,844,934.
• Managed response efforts to and mitigated Fire and Medical emergency incidents
related to the TMT Observatory protest events up on the Daniel K. Inouye Highway
near Mauna Kea Access Rd.
• The Hawai`i Fire Department had a total of ten retirements: Deputy Chief, seven Fire
Captains, one Ocean Safety Captain, and one Fire Medical Specialist II. We lost four
more personnel to resignation/termination. We also loss one of our senior Ocean
Safety personnel with the passing of Water Safety Officer III Jason Nixon, who lost
his battle to Cancer on May 27, 2020
• The Department held a total of 24 Promotions in various ranks: Six Fire Captains,
one Ocean Safety Captain, six Fire Equipment Operators, one Fire Medical Specialist,
six Fire Hazardous Materials Specialists, and four Fire Rescue Specialists. We also
had voluntary demotions for one Special Operations BC and one Fire Rescue
Specialist.
• The Department also had a total of 41 new hires with 38 Fire Fighter Recruits from
two separate classes the 48th with 21, and the 49th with 17 and three new Water Safety
Officers.
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Program Highlights (continued)
• Started discussions with Battalion Chiefs and Civil Defense to increase operational
effectivness and effectiveness at wildland fires. Looking for ways to streamline the
resource ordering process and overall incident management at the county level.
• Completed and implemented a new Personnel Accountability System (PAS) and
Personnel Accountability Report (PAR) System Policy, to more effectively track
personel at emergency incidents for better safety and accountability.
• Started work on revising various Policies/Procedures.
• Applied for the 2019 Assistance to Firefighters Grant(AFG), to acquire gear
extractors to properly clean Firefighter Gear/PPE.
• Trained four Fire Captains to qualify to TA to the Battalion Chiefs position to create a
pool of personnel to assist with coverage in the position when vacant.
• Continued to provide community service through Static displays, Career development
program (Career Fairs and Student Ride Along), CPR Instruction, and numerous
Public Safety Talks. HFD provided EMS and Fire standby at large events such as the
KWXX Ho`olaule`a, Lavaman Triathlon, Honu race, Ironman World Championships,
Relay for Life. We also provide on-site Fire and EMS support at seasonal events such
as the 4th of July Parker Ranch Rodeo, UH Hilo Commencement, and various other
community based events. The COVID-19 pandemic altered a lot of the events later in
the first half of FY 2019-20, but the department explored and used virtual means to
provide support where we could.
• The Hawai`i Fire Department held its first ever Breast Cancer Awareness duty t-shirt
fundraiser to support breast cancer awareness. This is a popular tradition in the fire
service and we were glad to be able to do it. We raised over$3,700.00 that was
donated to the American Cancer Society for breast cancer awareness research.
• Assistant Fire Chief(AC1) Darwin Okinaka attended Pre-Construction meetings for
two new Fire Engines for Kailua and Laupahoehoe (KME) and a Brush Truck for
Laupahoehoe.
• With the vacancy in the Special Operations BC position, AC1 Okinaka has assumed
the direct oversight of the Special Operations section (Ocean Safety, Hazmat, and
Rescue). Transferred direct oversight for operational needs to the Operations BC for
Rescue and Hazmat, but maintains administrative oversight.
• Revised the Hawai`i Fire Departments Continuity of Operations Plan (COOP) and
created a new Pandemic Annex to address the needs due to the current COVID-19
pandemic. Also built a team of personnel from all ranks and disciplines to support
the continuation and maintenance of these fluid documents.
• Acquired two new PortaCount respirator fit testing units to conduct more efficient
respirator fit testing for all Fire Department personnel. We can also support the needs
of other departments as needed and requested. One purchased by the County and the
other by the Sayre Foundation.
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Program Highlights (continued)
• Addressed the needs to mitigate effective reponse to the COVID-19 pandemic.
Constantly monitoring and keeping abreast of the current changes and trends to keep
our personnel safe and ready to respond and care for our community's needs during
this pandemic.
• Expanded the use of Target Solutions (online web based training platform)
throughout the department helping to increase the departments ability to better track
employees certifictions and training records. We have been slowly making the
transition from hard copies to electronic record keeping.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Number of Responses: Actual Budget Estimate
Fire 886 860 900
EMS/Rescue 18,048 19,500 19,700
Hazardous Material Conditions 213 250 250
Others/Needless/Special Service 6,950 6,900 7,000
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 454 462 462
Salaries and Wages 39,242,075.36 39,694,910 39,919,028
Operations 4,596,771.69 4,380,266 3,970,713
Equipment 727,410.64 361,123 361,123
Equipment-Federal/Private - 115,000 115,000
LEPC 7,742.21 45,000 45,000
Program Total 44,573,999.90 44,596,299 44,410,864
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EMERGENCY OPERATIONS DIVISION
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Actual Budget Request
Fire Chief 1 1 1
Deputy Fire Chief 1 1 1
Account Clerk 3 3 3
Accountant I 2 3 3
Accountant IV 1 1 1
Aeromedical Helicopter Pilot 3 3 3
Assistant Fire Chief 2 2 2
Battalion Chief 9 9 9
Chief Aeromedical Helicopter Pilot 1 1 1
Clerk III 1 1 1
Fire Captain 51 52 52
Fire Communications Supervisor 1 1 1
Fire Equipment Operator 60 60 60
Fire Fighter 148 152 152
Fire Fighter Recruit(Temp) 60 60 60
Fire Radio Dispatcher II 12 12 12
Fire Radio Dispatcher III 3 3 3
Fire Rescue Specialist 18 18 18
Fire/EMS Specialist I 3 1 1
Fire/EMS Specialist II 45 48 48
Fire/EMS Specialist III 3 4 4
Fire/Hazardous Materials Specialist 18 18 18
Human Resources Assistant 1 1 1
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Private Secretary 1 1 1
Senior Account Clerk 2 2 2
Storekeeper 2 2 2
Total 454 462 462
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EIRE
EMERGENCY OPERATIONS DIVISION
Emergency Medical Services (EMS) Bureau
Program Description
The Emergency Medical Services (EMS) Bureau is directly aligned with the Emergency
Operations Division and provides program support and coordination. The EMS Bureau
participates in the development of recommendations relating to program budgets, equipment
acquisition, policy and procedure establishment and also acts as the department's liaison with
the many health care agencies of our community. Another essential function of the EMS
Bureau is coordination of Emergency Medical Technician (EMT) and Mobile Intensive Care
Technician (MICT or Paramedic) training. As the department's liaison, the EMS Bureau
assists our community health organizations in the prevention, treatment, and recovery from
community health hazards.
Program Objectives
1. The EMS Bureau will continue to expand our community paramedicine program. Our
island wide program continues to grow and network with multiple different agencies
throughout Hawaii Island. This program has assisted many individuals with a wide
variety of issues and connected them with services to help create a better living situation.
2. Over the past five years our community education and injury prevention efforts has really
flourished. One example of these efforts is how we have improved with our overall
increase in survival rates of cardiac arrest patients in the pre hospital setting. We have
expanded with our community education in other important areas such as suicide
prevention, opioid addiction, vaping and human trafficking. We willcontinue to improve
in this area and expand our networking with various agencies island wide.
3. We will continue our paramedic recruitment and retention program. One operational issue
that we will look into is enhancing our pro pay wage for ranked paramedics. This would
be an increased hourly wage for ranked paramedics when being used as a paramedic on an
ambulance on a regular scheduled workday.
4. Due to COVID we are facing some serious financial challenges. We will continue to work
closely with the State Department of Health (SDOH) and the three other counties on our
upcoming budgets.
5. Treat no transport is a new program that the SDOH is looking at implementing state wide.
We will be working with Dr. Alvin Bronstein and his administration on how we can
implement this new way of doing EMS here on Hawai`i Island.
6. The mental health and wellbeing of our personnel is very important to us. Our Critical
Incident Stress Management (CISM) team is a very crucial link in the support of our
personnel. We will work on increasing our CISM team members and also increase the
knowledge of what CISM is and the importance of mental health first aid.
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EMERGENCY OPERATIONS DIVISION
Emergency Medical Services (EMS) Bureau
Program Objectives (continued)
7. Continue to assist with COVID-19 issues:
a. Operations and Personal Protective Equipment (PPE)
b. Best practice and response protocols
c. Budget
d. Community outreach and testing
8. We will continue to look for alternative funding and support.
Program Highlights
1. Training &Education:
• The EMS Bureau continues to be the lead with EMR training and retraining for
our department.
• Prep classes. Our Emergency Medical Technician (EMT) and Mobile Intensive
Care Technician (MICT) prep classes continue. We are working closely with our
Training Bureau and the Kapi`olani Community College EMS Training Center.
• The 48th and 49th fire recruit class have all successfully completed their EMT
training and have received their Hawai`i State EMT licenses. We have had five
personnel successfully complete paramedic school.
• Our community education has incorporated other subjects and we have increased
our networking with multiple agencies such as suicide prevention, vaping, hands
only CPR/AED training, PulsePoint and human trafficking.
• We continue to run our recruit classes through our ALERRT active shooter
training. We run our HFD recruits through this training with the HPD recruit
class.
• We have incorporated our Continuing Medical Education (CME) training online
due to COVED. We are using Target Solutions and connecting it to the Nationally
Registered Emergency Medical Technician (NREMT) website.
• We have done opioid overdose training for the Hawai`i Police Department's
Special Response Team personnel.
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EMERGENCY OPERATIONS DIVISION
Emergency Medical Services (EMS) Bureau
Program Highlights (continued)
2. Public Education:
• Hands Only CPR programs continue in schools and communities.
o Training in elementary to high school levels.
o Multiple community trainings.
o Assisting with the HPD/AED program—HPD had its first save in August
2019; approximately 12,500 people trained in our community.
• We continue to participate in CARES national cardiac arrest data collection.
• Adding other topics into our community education— Opioid awareness, human
trafficking, suicide prevention.
• The EMS Bureau has participated in multiple career fairs and public education
activities including blood pressure screening, vaping, careers in Fire and EMS,
illicit drugs, heart attack and stroke awareness.
3. Committees:
• We continue to be very active with the committees listed below:
o Department of Commerce and Consumer Affairs Sub-committee
o Emergence Medical Services Advisory Committee
o The American Heart Association
o State Highways Committee
o Hawai`i Trauma Advisory Board
o All base station stroke/trauma/sepsis/STEMI committees
o HIDTA Task Force 6 (High intensity drug trafficking area committee—this is
for First Responder safety and enforcement)
o The State of Hawaii mass casualty preparedness committee
o CAN committee
4. Operations:
• We have purchased our first gas ambulance and it is stationed and Central Fire
Station.
• Added two diesels ambulance units to our fleet
• Medic 18 has proven to be verybeneficial withour operation opera ion—M-18 averages
130 to 150 calls a month.
• Stand by events —we continue to support the KWXX Ho`olaule`a and the Honu
Triathlon. We also supported the Ironman Triathlon.
• This has been our first year with the Physio Control EKG's.
• We continue our quarterly meetings with our base station hospitals and critical
access hospitals.
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EMERGENCY OPERATIONS DIVISION
Emergency Medical Services (EMS) Bureau
Program Highlights (continued)
• We continue to work closely with the State Department of Health on budget
challenges.
5. Community Paramedicine Program:
• Our CP program continues to flourish:
o Weekly outreach to the community and homeless population
o Networking with multiple agencies in our community
o Tracking data for effectiveness and cost savings
o Participate on Child death review committee
o Participate on elder death review committee
o The state is looking at what we are doing for CP and will be working with us
how to start these programs statewide
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FIRE
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EMERGENCY OPERATIONS DIVISION
SPECIAL OPERATIONS BUREAU
Rescue Operations
Program Description
To provide professional and effective search and rescue services with regards to
maritime, swift water, land, and urban search and rescue type incidents.
Program Objectives
1. Create a detailed plan of action to identify timelines for replacing the engines/motors
for both Rescue Boats with a plan for continued replacements by August 2021.
2. Continue the pursuit to certify at least three personnel to be Dive Rescue International
Instructors to conduct in-house Public Safety Diver training by December 2021. This
was initially set a goal for 2020 but COVID hampered its progress.
3. Develop a plan to increase staffing at the Waiakea Fire Station to accommodate the
requirements of staffing the Ladder truck according to NFPA standards by Feb 2022.
4. Complete the revision of the Rescue Standard Operating Procedures (SOP) by April
2022.
Program Highlights
1. Upgraded the fuel cells on Rescue Boat 2,after leaks were found.
2. Sent 30 Rescue Personnel to CMC Rope Rescue Technician I, II, and III training paid
for by the Daniel R. Sayre Foundation.
3. The Daniel R. Sayre Foundation once again has recognized personnel for meritorious
Service beyond the call of duty for various incidents: Anna's Pond Rescue, Lower
East Rift Zone eruption in Leilani Estates, Hurricane Lane flooding in Puna, Kahalu`u
Beach Cardiac Arrest save, and a Shark bite incident at Kuki`o Beach.
4. Sayre foundation has also provided funds and equipment to the Hawai`i Fire
Department through their annual awards ceremony and fundraising event.
5. Rescue Systems 1 Training and Aquatics Competency Certification Training for new
recruit classes was provided.
6. Created revised Rescue equipment maintenance and tracking logs for both rescue
Stations, utilizing a consistent process to manage records.
7. Completed extensive mechanical work on Rescue boat 7 (Radon) to achieve efficient
working conditions and create a baseline status to achieve accurate scheduled
maintenance.
8. Four senior Rescue Captains retired at the end of 2019. We have seen a positive
culture shift with the new and energetic Captains that assumed the important roles of
a Specialized Rescue Captain.
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FIRE
EMERGENCY OPERATIONS DIVISION
SPECIAL OPERATIONS BUREAU
Hazardous Materials Operations
Program Description
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To provide professional, effective and safe response to and mitigation of hazardous
materials, weapons of mass destruction and bioterrorism incidents.
Program Objectives
1. Continue to provide training for our Hazmat teams in a coordinated effort with the
93rd Civil Support Team, State RAD Team, Hazard Evaluation and Emergency
Response (HEER), and other outside agencies in the State, and identify opportunities
for partnerships and shared resources as the opportunities arise.
2. Acquire a new self-contained breathing apparatus (SCBA) filling compressor for
HAZMAT team response through the Puna Geothermal Ventures fund by September
2021.
3. Continue to pursue out of state training opportunities for our Hazmat teams through
grants and other supplemental funding sources by April 2022.
4. Design a more detailed and comprehensive Hazardous Materials training and
retraining parameters to align more closely with the rest of the state with regard to
requirements for Hazmat team's members and other technician personnel by
December 2021.
5. Plan and prepare for a Hazmat Technician training course by June 2022 to be
delivered by December 2022.
Program Highlights
1. Received new chemical identifiers acquired through the DHS grant our Hazmat
teams.
2. Worked with the 93r1 Civil Support Team in a multi-agency exercise in east and west
Hawai`i simulating response to various Hazmat threats.
3. Procured new detectors with another Department of Homeland Security grant for both
Hazmat Teams to replace old and obsolete gas detectors, many of which have been
out of service due to age and not being repairable.
4. Sent two personnel to the Continuing Challenge in Sacramento, California.
5. Promoted six Fire Hazmat Specialist on September 1, 2019.
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FIRE
OCEAN SAFETY
Program Description
The Ocean Safety Bureau is tasked with the development and delivery of ocean safety
operations and public safety education programs utilizing a team of highly skilled and
dedicated Water Safety Officers. It maintains safety services, promotes preventative actions,
and facilitates basic emergency life support functions. The Bureau is the principal resource
and consultant on all matters relating to ocean safety on the Island of Hawaii.
Program Objectives
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.
2. Advocate for continued funding and maintain the contracts with DLNR to continue
daily staffing for Kua Bay and Hapuna on July 2021.
3. Work to justify and transition current part-time WSO positions to half time or full-
time positions to provide better coverage and easier management of personnel by
September 2021.
4. Continue to advocate to create three new WSO III (lieutenant) positions for adequate
supervision and better span of control in each district by December 2021.
5. 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 2021. If COVID pandemic
allows.
Program Highlights
1. Opened Kua Bay lifeguard tower on July 1, 2019, with four new positions through a
contract with the State of Hawaii Department of Land and Natural Resources.
2. Hired new Water Safety Officers to fill Kua Bay positions and other vacancies.
3. Received three new Ford F-150 trucks for Ocean Safety Captain's and Lt. positions.
4. Long time Water Safety Officer IV, Captain Chris Stelfox retired at end of 2019.
Conducted recruitment and promoted Water Safety Officer Ricky Alvarez to replace
him.
5. Started the procurement process for the new two-man Apex Lifeguard tower for
Hapuna and one man tower to Kawaihae.
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OCEAN SAFETY
Program Highlights (continued)
6. Conducted new Performance Assessment Exercises for WSO new hire recruitment to
fill 2020 summer hires and permanent vacancies.
7. Postponed the Rescue Watercraft.(RWC) operator course due to unforeseen budget
shortfalls, and loss of the HTA grant for RWC expansion program.
8. Made arrangements for personnel safety and response to the COVID-19 pandemic.
Increased purchase of personal protective equipment (PPE) and sanitation supplies,
along with new equipment to support current needs. All towers also provided daily
reporting of COVID regulation compliance and beach attendance.
9. Worked with Civil Defense staff to create an Arc GIS application to capture and track
COVID compliance and Beach incident logs electronically in real time.
10. We were notified that we will lose the contract to provide Lifeguard coverage at
Hapuna Beach State park as of July 2020. We will keep it open as long as the
availability of County funding permits.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Beaches with WSO Staff/Patrolled 11 12 12
Persons Served at Beaches 3,578,017 4,000,000 4,000,000
Beach/Park Rule Violations 12,226 11,000 15,000
Preventative Actions 834,282 700,000 900,000
Minor First Aid 7,958 12,000 10,000
Public Contacts 654,932 550,000 700,000
Individuals Rescued at Beaches 445 550 550
Major First Aid Given at Beaches 197 400 300
Resuscitations 18 0 25
Drownings 3 10 10
Surfing Accidents 125 120 140
Scuba Accidents 2 0 5
Jump Dive Accidents 0 0 5
I.R.B.Assistance 2 0 5
Ambulance Assistance 85 160 150
Fire Assistance 5 10 20
Helicopter Assistance 2 7 10
Police Assistance 2 10 10
Lost Child 1 0 3
Shark Attack 0 2 2
Jellyfish/Man o`War Sting 0 10 10
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OCEAN SAFETY
Beach Attendance
Location Total Count Total Count Total Count
2017-18 2018-19 2019-20
Kahalu`u Beach Park 421,522 439,627 324,310
La'aloa Beach Park(Magic Sands) 2,348,670 294,707 264,393
Kua Bay n/a n/a 398,648
Hapuna Beach State Park 831,064 898,528 1,364,390
Spencer Beach Park* 63,429 80,959 93,629
Honoli`i Beach Park 150,072 165,079 185,552
Onekahakaha Beach Park* 106,016 147,321 84,170
Carlsmith Beach Park* 102,316 106,408 44,672
Leleiwi Beach Park* 37,565 39,067 n/a
Richardson's Ocean Park 206,262 221,555 241,501
Ahalanui Beach Park 255,820 - n/a
Isaac Hale Memorial Beach Park 169,712 332,623 242,442
Punalu'u Blacksands Beach Park 268,579 299,612 334,310
Total 2,958,027 3,025,522 3,578,017
*Not guarded daily
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 58 62 62
Salaries and Wages 2,921,027.83 3,620,517 3,816,546
Operations 44,487.22 54,601 54,601 ,
Equipment 58,641.51 103,400 103,400
Program Total 3,024,156.56 3,778,518 3,974,547
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Actual Budget Request
Water Safety Officer I Temp 5/12T 5 5 5
Water Safety Officer II 34 38 38
Water Safety Officer II 3/4T 3 3 3
Water Safety Officer II 1/2T 12 12 12
Water Safety Officer II 3/5T 1 1 1
Water Safety Officer III 1 1 1
Water SafetyOfficer IV 2 2 2
I
Total 58 62 62
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FIRE
EIRE PREVENTION BUREAU
Program Description
The Fire Prevention Bureau plays an integral role in the development, implementation,
and maintenance of all Fire and life safety codes, programs, and systems affecting the
County of Hawai`i. The Bureau is responsible for the review, comment, and approval of
all new building and construction plans, with the exception of one and two, single family
dwellings. They are tasked with the enforcement of all applicable fire codes, standards,
statutes, laws, and regulations; conduct building and site inspections; test and approve all
fire and life safety system installations; provide fire and life safety training through
public education efforts; conduct fire investigations to determine origin and cause;
facilitate the state of Hawai`i's only arson canine program; assist other county agencies in
life safety and occupancy enforcement; and investigate all public complaints in regards to
fire and life safety. The Fire Prevention Bureau views the achievement of organizational
goals and objectives from the perspective of education through prevention. This
proactive role, although difficult to measure and quantify, has a direct impact on the
reduction of fire losses affecting both life and property. It is the desire and intent of the
Fire Administration and the Fire Prevention Bureau to expand its public education
programs based on the identification of specific trends and identifiable causes
contributing to fire losses.
Program Objectives
1. Changing the current 24-hour schedule pilot program to a permanent Prevention
Bureau schedule.
2. Re-organization of the Prevention Bureau staff to include changing the two current
Lieutenant positions, one to a Captain and the other to an Inspector I.
3. Pursue new avenues of Public education including video and social media.
4. Adopt NFPA 1, 2018 edition, with Hawai`i County Amendments.
Program Highlights
1. The Fire Prevention Bureau conducted 699 occupancy and 170 fire protection
equipment inspections.
2. Investigated the origin and cause of 36 fires.
3. Reviewed 806 plans for permits.
4. Conducted 32 public education events.
5. Continued the 24-hour pilot program with great success.
6. NFPA 1, 2018 State Fire Code has been amended at the State level and the County is
moving forward through the adoption process.
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FIRE
FIRE PREVENTION BUREAU
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate*
Inspections—Occupancy 699 1,500 750
-Fire Protection Equipment 170 300 150
Building Plans 806 1,200 800
Fire Safety and Extinguisher Training Classes 30 300 60
Meetings,Training,and Conference(') 300 500 350
Complaints Investigated 35 50 50
Arson K9 Team-Deployment 0 24 0
*Note: These figures represent projections based on average of previous years'statistics.
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 8 8 8
Salaries and Wages 564,650.72 859,072 873,647
Operations 13,781.07 14,048 14,048
Equipment - - -
Program Total 578,431.79 873,120 887,695
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Actual Budget Request
Fire Captain 2 2 2
Fire Prevention Inspector I 3 3 3
Fire Prevention Inspector II 2 2 2
Battalion Chief 1 1 1
Total 8 8 8
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FIRE
AUXILIARY SERVICES BUREAU
Program Descriptions
The Hawaii Fire Department's Auxiliary Services Bureau is comprised of three support
sections: 1) Fire Equipment Maintenance Section, 2) Fire and Emergency
Communications Section, and 3) Warehouse and Supply Section. Each of these sections
is vital to the organization's ability to deliver and sustain essential emergency services.
As described and defined below, each section provides a variety of functions and services
either in support of emergency operations or in conjunction or association with the
Emergency Operations Division.
Fire Equipment Maintenance Section
The Fire Equipment Maintenance Section provides the repair and support services for all
department vehicles, apparatus and portable equipment. Personnel also participate in the
design and specification of new equipment and apparatus to be acquired. This support
section is a critical component in the maintenance of emergency services and mission
readiness of the fire department. The support role of the Fire Equipment Maintenance
Section is essential and critical to the success of the department in meeting its goals and
objectives. As the organization's mission and service delivery demands continue to
increase, the maintenance and repair of the department's s vehicle and apparatus fleet
continue to grow at exponential rates. Combined with the fact that the fleet continues to
age, which is reflective of an increase in repairs, the sustainability of emergency
operations is dependent upon the support and maintenance of all apparatus and
equipment.
Program Objectives
1. Create an exterior covered work area to provide an additional space to work on
vehicles during inclement weather by June 2022.
2. Complete implementation of software to track vehicle repairs and statuses by June
2022.
Program Highlights
1. Mechanic shop helped to deploy the following new vehicles this year:
a. Brushtruck 18
b. Engine 16
c. Engine 12
d. All Terrain Bulldog Tanker 9
e. Medic 1
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FIRE
AUXILIARY SERVICES BUREAU
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate*
Shop—Vehicle Repairs 936 1,200 1,200
Contractual—Vehicle Repairs 231 300 300
Annual PUC Safety Inspections 120 120 120
*Note: These figures represent projections based on average of previous years'statistics.
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 7 7 7
Salaries and Wages 395,275.59 404,804 414,369
Operations 443,889.37 307,155 307,155
Equipment - -Program Total 839,164.96 711,959 721,524
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Actual Budget Request
Chief Mechanic, HFD 1 1 1
Fire Equipment Mechanic 5 5 5
Helicopter Mechanic 1 1 1
Total 7 7 7
103
FIRE
AUXILIARY SERVICES BUREAU
Fire Communications Control Center
The Fire Communications Control Center is the focal point through which all emergency
service requests are made via the telephone as well as via the radio communications
system. In addition, all Fire Department operational activities and communication are
coordinated through the Fire Communications Control Center to include flight response
communications for our two helicopter aircrafts. Fire Radio Dispatchers also provide on-
line pre-arrival medical instruction or Emergency Medical Dispatching services to persons
placing 911 calls and are able to perform basic potentially life-saving maneuvers or
techniques. It must be stressed and emphasized that the roles and responsibilities of the
Fire Radio Dispatchers and the Department's Communication Section extends far beyond
that of a simple call taking and routing center. The Fire Radio Dispatchers support and
affect a critical communications network and system that is designed to provide essential
lifesaving instructions and directions to persons in crisis as well as to serve as a conduit
and link for all operational communication needs.
Program Objectives
1. Implementation of Emergency Fire Dispatching protocols from International
Academy of Emergency Dispatch (IAED) by June 2022.
2. Install new generator in Dispatch Center to replace aging unit, funding from E911, by
June 2022.
Program Highlights
1. Implemented Bryx911 for providing more information to responders in the field.
Warehouse and Supply Section
The Warehouse and Supply Section provides a lifeline of logistical support to all
divisions, bureaus, and sections of the Fire Department. This includes the receipt,
inventory, and distribution of all emergency operations equipment purchases and
ancillary supply and equipment inventory and distribution. Although historically, and
inclusive of this budget document, the Warehouse and Supply Section has been
incorporated within the Emergency Operations Division, it is desirable and intended that
his section be removed and recognized for its unique and inherent fiscal needs and
obligations.
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FIRE
AUXILIARY SERVICES BUREAU
Program Objectives
1. Conversion of 100% of warehouse product to Tradegecko system for tracking and
ordering.
2. Implementation of a better recycling system for disposal of used and broken
equipment, through the use of warehouse management systems, and 5S.
3. Completion of used goods storage area organization systems.
Program Highlights
1. Implemented Tradegecko as an electronic warehouse management system
i. System has barcode scanning capabilities, stock tracking, ordering of goods, and
sales tracking which utilizes statistics.
2. Online ordering system implemented through Tradegecko that allows department
personnel to visit our website for online ordering of equipment, supplies, and PPE.
Orders are tracked in real time in the warehouse on a digital dashboard showing
incoming orders. Ordering website has:
i. Item and product descriptions
ii. SDS documentation
iii. Training and use videos
iv. Shopping cart with item costs
v. Item inventory stock amounts
vi. Order tracking and history
3. Creation of a repair area in warehouse for maintenance of equipment.
4. Implementation of loaner equipment area and tracking of equipment during loaning
process and during repairs.
105
FIRE
TRAINING BUREAU
Program Description
The Training Bureau is responsible for the overall training of the Hawai`i Fire
Department personnel and the volunteers. The Training Bureau provides the foundation
from which the department establishes its standards of operation and conduct. These
areas consist of the training of all new Fire Fighters, company personnel, and the
volunteer division. The primary functions of the Training Bureau are to provide the
necessary resources to support the continued training and evaluation of all personnel to
instill and maintain the highest level of competency and proficiency, and to promote
safety to prevent work-related accidents and injuries.
The role and function of the Training Bureau has been expanded to include the
identification, adoption, delivery, and maintenance of specialty training including but not
limited to: Hazmat, Rescue, and Emergency Medical Services (EMS). These functions
are aimed at supporting improved public service, promoting career development, improve
operational and financial effectiveness, and to provide a safe working environment while
conforming to standards and/or regulations associated with our occupation.
Program Objectives
1. Launch the new quarterly Driver Training documentation form on Target Solutions
January 1, 2021.
2. Propose to the Fire Commission the new Driver Training program including reduced
road time hours and annual driver audits.
3. Continue converting paper documentation forms to digital forms to be added to
Target Solutions. This will create the ability to run reports and quickly pull up
personnel training and documentation.
4. Create a training cadre program to ensure proper training methods are delivered
throughout the department. Instructors would go out to the stations and perform
routine training on different skills.
5. Get the Training Bureau staff to become certified as instructors for Pohakuloa Fire's
live burn simulator and training grounds. This will give our department personnel
and future recruits valuable training and experience on fire behavior and tactics.
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FIRE
TRAINING BUREAU
Program Highlights
1. 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 Counsel members contingency funds.
These containers will support additional storage and create an outdoor
classroom/rehab area.
2. We've recently received three vehicles from Honolulu Fire Department in which two
of them were assigned to us here at the training division.
3. The Ambulance has been added to our driver training program. We will be having
the recruits do a reduced size cones course and pre-trip inspection. The Mechanics
Shop has also been added to our driver training program where the recruits spend a
day down with Mechanic Jason as he goes over detailed checks and what to watch out
for.
4. 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.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual* Budget Estimate**
Fire Training Bureau Program Delivery(Hours):
Fire Fighter Recruit Training 3,840 5,500 4,000
Fire/Rescue Training (Operations) 1,000 1,500 1,500
Public Education Training(Fire Extinguisher Trng) 0 0 0
Hazardous Material Training 1,543 456 1,000
Medical First Responder Training 432 250 450
Incident Command/Officer Training 480 480 480
Driver Improvement Training 9,672 7,200 9,900
Wildland Training 403 350 420
Administrative Duties*** 3,936 3,000 3,500
*Note: It should be noted that the program delivery hours depicted represent instructor hours,and those same hours reflect,on
occasion,multiple instructors delivering the curriculum concurrently. For example,various modules for the fire fighter recruit
training curriculum require multiple instructors monitoring training program delivery.
**These.figures represent projections based on average of previous years'statistics.
***Administrative duties include hours aside from actual program curriculum delivery and includes documentation of program
mandates in compliance with HIOSH and other regulatory mandates.
107
•
FIRE
TRAIl\TIllTG BUREAU
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 5 5 5
Salaries and Wages 462,121.17 435,106 443,647
Operations 61,631.99 156,009 156,009
Equipment - -
Program Total 523,753.16 591,115 599,656
(Vacation 11/2 to 12/21)
Note: Includes Training Bureau/Volunteer Fire Service
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Actual Budget Request
Fire Captain 3 3 3
Fire Equipment Operator 1 1 1
Student Helper I 1 1 1
Total 5 5 5
Note: Includes Training Bureau/Volunteer Fire Service
108
FIRE
VOLUNTEER TRAINING SECTION
Program Description
The Volunteer Training Section provides direction, coordination, support, and oversight
of the Volunteer Firefighting training program.
The Hawaii Fire Department is the only fire department in the State of Hawaii that is
considered to be a combination fire department whereby the emergency response
workforce is comprised of both paid career and volunteer responders. The primary
function of the Volunteer Training Section is to train all volunteers to the highest level,
promoting safety and adherence with the core values of the Hawai`i Fire Department.
Program Objectives
1. Recruit a long-term replacement Fire Captain for the West Hawaii Volunteer
Training Captain position due to high turnover.
2. Increase training opportunities between volunteer personnel and paid full-time HFD
personnel.
3. Integrate volunteer personnel into non-operations (support services).
4. Provide driver training opportunities to increase the number of driver-certified
volunteers.
Program Highlights
1. Supported the Hawai`i County COVID task force from April - June 2020.
2. Sent seven volunteer firefighters through HFD driver training course.
3. Captain Wilson attended a course on Safety Program Operations at the National Fire
Academy in October.
4. Transitioned the volunteers from Active911 to Bryx911 response App.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate**
Volunteer Training:
Admin.,Research,Prep. (Hrs.) 2,106 2,880 3,040
Volunteer Company Training(Hrs.) 448 640 592
Volunteer Companies - 18 18 18
Volunteer Fire Fighters 125 150 130
Note: These figures represent projections based on average of previous years'statistics.
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FIRE
VOLUNTEER TRAINING SECTION
Program Expenditures
Refer to Training Bureau.
Personnel Position Summary
Refer to Training Bureau.
110
FIRE
MISCELLANEOUS
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Helicopter Services 1,065,784.09 1,296,616 1,296,616
Basic EMT Training - - -
Fire Grants 96,943.00 50,000 50,000
Fire Depts Private Contributions 92,512.66 25,000 25,000
Total 1,255,239.75 1,371,616 1,371,616
111
HUMAN RESOURCES
HUMAN RESOURCES
DEPARTMENT SUMMARY
Mission Statement
To be the employer of choice within the County and Island of Hawai`i by encouraging
and supporting all efforts to nurture a healthy, safe, and rewarding work environment and
community. As the human resource team, we are quality driven and committed to
sharing our expertise with departments and employees to enable them to better
accomplish their missions.
Department Goals
1. To provide names of qualified individuals to hiring departments on a timely basis for
the filling of their civil service vacancies.
2. To provide a classification and pay system that ensures an equitable compensation system.
3. To provide timely advice and assistance to all County agencies consistent with
applicable laws affecting human resource management.
4. To identify County training needs and provide training and personnel development
programs that will enhance the skills of County employees, provide a safe working
environment, and, ensure compliance with applicable laws affecting human resource
management.
5. To recognize County employees for their accomplishments.
6. To support the Merit Appeals Board and the Salary Commission with their duties and
functions.
7. To develop, implement, and maintain appropriate policies,procedures, and reports
required by law or by operational needs.
8. To negotiate and provide adjustments in wages,hours, and terms and conditions of
employment for County employees.
9. To identify and pursue appropriate changes in law, rules, contracts,policies and
procedures affecting human resource management.
10. To identify and reduce/eliminate unsafe and hazardous working conditions and work
practices in an effort to reduce the number of work place injuries and illnesses.
11. To process workers' compensation claims in accordance with the law, demonstrating
respect, compassion, and fiscal responsibility,with the ultimate goal of returning the
employee to regular full employment as soon as it is deemed to be appropriate.
Funding Source and Position Count
General Fund $2,329,355 General Fund 50
Grant Revenue - Grant Revenue/ Other 1
Total Budget: $2,329,355 Total Number of Positions 51
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HUMAN RESOURCES
HUMAN RESOURCES
Department Goals (continued)
12. To ensure departments and agencies are in compliance with applicable laws affecting
human resource management.
13. To assist, encourage, and insure, County compliance with laws,rules, and policies
relative to equal opportunity and employment.
Program Description
The Department of Human Resources is the central human resource agency for the
County of Hawai`i whose functions include administering the civil service laws as they
apply to the County. As the central human resource agency for the County,the
department has responsibility for strategic planning,workforce planning and
employment, equal opportunity,personnel development, compensation and benefits,
employee and labor relations, and occupational health and safety.
Program Objectives
Classification and Pay
1. Review and process position re-description reviews within five workdays of receipt.
2. Review and process reallocations for recruitment within ten workdays of receipt.
Labor Relations
1. Hear and respond to employer-level grievances within 60 days from receipt.
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.
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.
Personnel and Organizational Development
1. Conduct the New Hire Orientation class once a month.
2. Provide at least 18 Supervisory Skills Training sessions annually.
3. By December 31, 2021, hold the annual Pre-retirement Workshop.
4. Issue the Fall 2021 and Spring 2022 Training Catalogues.
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HUMAN RESOURCES
HUMAN RESOURCES
Program Objectives (continued)
Equal Opportunity
1. Respond to inquiries and complaints while providing a high level of customer service
to employees and the public within 14 days of knowledge or receipt unless extensive
research, investigation, or action by another department is warranted.
2. By June 30, 2022, deliver two supervisory and non-supervisory training classes
relating to Anti-discrimination and Harassment,ADA—Reasonable Accommodation
and other EO/ADA civil rights compliance classes, depending upon identified needs.
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.
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.
3. Review and act upon properly completed and submitted Flexible Spending Plan
change in status forms within two workdays of receipt.
Recruitment and Examination
1. Establish eligible lists to assist hiring departments fill their vacancies:
• Within one month for registration recruitments.
• Within three months for open-competitive recruitments requiring a written
examination.
• Within three months for open-competitive recruitments requiring an education
and experience evaluation(E&E).
• Within four months for the Police Officer I recruitment requiring a written
examination and a performance test.
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.
3. Certify (refer) names from available eligible lists to hiring departments within four
workdays from receipt of the request for the list.
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HUMAN RESOURCES
HUMAN RESOURCES
Program Objectives (continued)
Recruitment and Examination
4. Coordinate the placement of Hawai`i Community College Cooperative Vocational
Education(CVE) students within the County by October 31 of every year.
Health and Safety
1. Coordinate and/or conduct safety inspections of at least six County facilities.
2. Provide requested safety and equipment training within two months of original
request.
3. Provide six HIOSH-required training programs per quarter.
4. Provide at least six Defensive Driver Courses (DDC) to County employees during the
fiscal year.
5. Coordinate the annual flu shot clinics for County employees in the districts of Hilo,
Waimea, Ka`u, and Kona.
6. Create the "Minimum Training Requirements for Entry-Level Commercial Motor
Vehicle Operators" (ELDT) program to meet the postponed deadline of February 7,
2022 for implementation by the Federal Motor Carrier Administration(FMCSA)
which will allow the County to become registered training provider.
Workers' Compensation
1. Conduct quarterly workers' compensation claims reviews.
2. Provide WorkComp 101 and Return to Work Program training at least semi-annually.
Program Highlights
• Conducted one major departmental audit to assist them with identifying staffing
needs,workflow recommendations, and overall organizational restructuring.
• Participated in negotiations for five of the eight bargaining units representing Hawai`i
County employees.
• Completed the 2019 Supervisory Training Pilot Program in December 2019. The
program took 30 participants through the entire process from vacancy to termination
of an employee.
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HUMAN RESOURCES
HUMAN RESOURCES
Program Highlights (continued)
• In addition to a new 2020 Supervisory Training Program class that began in January
2020, another class was added specifically designed for Bargaining Unit 02
supervisors.
• Provided ongoing technical assistance on issues related to civil rights matters and the
Americans with Disability Act(ADA) Title I related to reasonable accommodations
to key departments: Police, Fire, Water, Finance, Housing, Parks and Recreation,
Information Technology, Prosecuting Attorney, Public Works, and Research and
Development.
• Updated the Service Animal and Language Interpreters flyers.
• Coordinated County's Leave Sharing Program: Six requests for shared leave hours
were approved; 110 employees donated 3,222.40 hours of vacation leave.
• Facilitated Flexible Spending Plan: As a cafeteria plan under section 125 of the
Internal Revenue Service Code,the County's Flexible Spending Plan allows
participants to pay for health insurance premiums and medical and dependent care
expenses with pretax dollars. As a result, participants realize both state and federal
income tax savings as well as FICA tax savings. In Plan Year 2019-20,the County
saved approximately$408,008 in FICA taxes. During this period, 1,942 employees
participated in the plan.
• Revised the Department of Human Resources' Administrative Rules to allow for the
referral of only the top five names on an open-competitive eligible list based on the
applicant's examination rating and conditions of employment. Prior to the revision, a
hiring department would receive all names on an eligible list after conditions of
employment filters were applied.
• Implemented two types of examinations to the open-competitive recruitment process:
1) Education& Experience (E&E) Evaluation, and 2) Written Examinations.
• Continued Department initiated improvements in response to the Legislative
Auditor's Report on County Hiring Practices:
o Audited interview packets for the following departments: Fire, Department of
Water Supply, Civil Defense, Corporation Counsel, County
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HUMAN RESOURCES
HUMAN RESOURCES
Program Highlights (continued)
Clerk,Human Resources,Information Technology, Legislative Auditor, Planning,
Prosecuting Attorney, Research and Development;
o Monthly reminders to departments of expiring referred lists,reminding
departments to submit extensions beyond the 90-day deadline of referred lists;
o Oversight to the hiring and selection process for each department ensuring that the
applicant tracking system,NeoGov, is being fully utilized to include selection
steps and electronic notifications; and
o Oversight in the hiring and selection process and enforcing each department's
Interview and Selection Procedures.
• Certified 204 County employees in First Aid/CPR/AED.
a Along with KTA Pharmacy, coordinated influenza vaccination clinics islandwide for
315 employees.
• There were 95 new workers' compensation claims. We were able to close 189
claims. The total number of open workers' compensation claims at the end of FY
2019-20 was 346.
• A new Third Party Administrator, Acclamation Insurance Management Services
(AIMS),was contracted to handle Parks and Recreation, and Police Department
claims, effective April 1, 2020.
• Workers' compensation training provided during the period included Work Comp
101 and Return to Work Program training offered to Human Resources
Representatives at the Human Resources Quarterly Workshop in February, individual
sessions for new departmental Human Resources Representatives in March, as well as
training for Bargaining Unit 02 Supervisors and Police Department Administrators in
March.
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HUMAN RESOURCES
HUMAN RESOURCES
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
No. of Positions
Permanent Full-Time 2,947 2,952 2,955
Permanent Part-Time 208 205 208
Temporary Full-Time 257 256 256
Temporary Part-Time 12 11 12
Total No.of Positions 3,424 3,424 3,431
Applications Reviewed 8,061 8,000 8,000
Internal Recruitments Conducted 168 200 200
Open Competitive Recruitments Conducted 129 200 150
Examinations Administered 297 200 200
Certifications Completed 461 575 575
Personnel Transactions Processed 5,683 7,500 7,500
FSP Change Forms Reviewed/Processed 286 300 300
No. of POD*Training Programs Offered 4 4 5
No. of POD Training Sessions Conducted 40 30 40
No.of Employees Who Attended POD Training 881 500 500
CVE Students Placed 8 15 15
Initial Allocations 95 94 0
Reallocations** 264 300 300
New Classes 4 2 1
Position Redescription Reviews 309 300 300
Class Specification Amendments 24 40 30
Step 3 Grievances Heard 15 10 -
Employer-Level Grievances Heard - - 10
Merit Appeals Board Meetings 2 12 8 _
Merit Appeals Board Hearings 0 4 4 _
Salary Commission Meetings 2 9 6
Tool Testing 2 2 2
Monthly Reports-Accidents 12 12 12
Safety Inspections 7 8 8
Medical Bills Processed 4,631 - -
First Aid Classes—Trained Employees 204 150 150
Driver Training&Equipment(No. of Employees) 55 40 40
* Personnel and Organizational Development(POD)
** Includes 221 reallocations for recruitment purposes
118
HUMAN RESOURCES
HUMAN RESOURCES
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 50 51 51
Salaries and Wages 1,492,617.29 1,739,455 2,009,081
Operations 191,903.74 309,798 317,124
Equipment 23,076.59 3,476 3,150
Program Total 1,707,597.62 2,052,729 2,329,355
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Director of Human Resources 1 1 1
Deputy Director of Human Resources 1 1 1
Account Clerk 1 2 2
Administrative Services Officer II 1 1 1
Clerk III - 1 1
Equal Opportunity Officer/ADA Coordinator 1 1 1
Equipment Operations Instructor(Temporary) 2 1 1
Human Resources Assistant 2 2 2
Human Resources Manager I - 1 1
Human Resources Manager II 5 4 5 _
Human Resources Program Specialist 2 2 2
Human Resources Specialist I 3 4 4
Human Resources Technician I - 1 1
Human Resources Technician II 6 3 3
Safety Specialist 1 1 1
Secretary-Reporter 1 1 1
Student Helper I 1 1 1
Workers' Compensation Claims Specialist II - 1 1
Workers' Compensation Claims Specialist III 2 1 1
Workers' Compensation Claims Specialist IV - 1 -
Workers' Compensation Position 20 20 20
Total 50 51 51
119
INFQATI(lN
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Mission Statement
To empower the County of Hawai`i with modern technologies to enable county
employees in serving our citizens efficiently and effectively with aloha.
Department Goals
1. To manage, expand and enhance countywide computer networks to enable computer
system interconnectivity and information sharing among all departments and
agencies.
2. To keep critical information systems available (VoIP phones, e-mail,Emergency
Operations Centers, Video Conferencing and Network availability) during times of
disaster.
3. To coordinate and assist County department and agency efforts to implement
computer systems and applications consistent with the County's overall priorities and
available resources.
4. To plan, coordinate, and assist with the development of a countywide Geographic
Information System.
5. To improve individual employee capabilities and productivity through training.
6. To provide opportunities for the citizens to access County government records and to
do business with the County online.
7. To continue to develop and improve common Information Technology policies,
standards, and procedures to guide County departments and agencies.
Funding Source and Position Count
General Fund $3,185,696 General Fund 22
Grant Revenue - Grant Revenue
Total Budget: $3,185,696 Total Number of Positions 22
120
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Description
Information Technology provides the technical leadership in all aspects of computer use
for the County of Hawai`i, including GIS, financial and departmental applications,
hardware and software support,telecommunications and network functions.
Additionally, Information Technology provides advice and support for computer systems
and applications utilized by various County departments and agencies,performs systems
analysis and programming functions, maintains data security, and conducts in-house
computer training classes.
User Support Section
Help Desk:
Coordinates and supports the use and installation of desktop PCs, Laptops, mobile
devices,peripherals and audio/visual equipment. Provides technical advice and resolves
problems for all users of the County of Hawai`i network and electronic resources.
Provides help desk services and assists with training County staff Provides guidance and
assistance with common office functions such as printing, scanning, copying,word
processing, spreadsheets, e-mail, and multi-media presentations.
Applications:
Analyzes, designs, develops, tests, implements, and supports computer applications
running on the County network. Assists County departments with the evaluation,
selection, and implementation of applications and information systems. Provides
technical advice, custom reports, and resolves problems for designated computer
applications such as FRESH, Utility Billing, Laserfiche Document Management,
FireRMS and Building Permits. Provides systems analysis,programming support, and
coordinates all departmental use of the County of Hawaii website and SharePoint
Intranet sites. Coordinates and provides software training for County staff.
Systems Support Section
Network:
Implements, monitors and manages the County information systems and network.
Coordinates maintenance, provides support, and resolves problems with the system
servers. Oversees all network communications,VoIP systems,Firewalls, and related
equipment that protect the County information systems. Researches and implements new
technologies for information systems.
•
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INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Description (continued)
Shared Services:
Evaluates, designs, selects, purchases, implements, and administers the County of
Hawai`i shared services. Oversees all network security, virus protection, email servers,
file storage and data backup. Analyzes, identifies, and conducts problem resolution for
all network, server, and workstation-based software systems. Researches and implements
new technologies for information systems.
GIS Support Section
Manages and monitors the County's GIS platform. Plans, researches, evaluates, and
implements cross-departmental GIS. Develops, troubleshoots, and deploys innovative
GIS software applications and workflows to extend and enhance the capabilities of GIS
software. Develops and manages short-term and long-range plans for County's GIS.
Manages, evaluates, and sets standards for hardware, software and integration of County
GIS and solutions. Manages integration of County GIS with third party solutions and
products utilized by departments and agencies countywide. Evaluates GIS program
performance and monitors contractual service. Manages, evaluates, and sets security
standards for County GIS services and infrastructure. Develops policies and procedures
for GIS. Coordinates the development and periodic evaluation of goals and objectives for
countywide GIS software and services. Coordinates the development and periodic
evaluation of goals and objectives for countywide GIS software and services. Provides
training, expertise, and technical support to other county departments and agencies in the
development, design, and implementation of GIS software.
Program Objectives
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.
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.
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.
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.
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INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Objectives (continued)
5. Manage and monitor a countywide 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.
Program Highlights •
FY 2019-20 highlights include County Network expansion&upgrades, fortification of
cyber security, and project support that improved the productivity and efficiency of
County services.
Network& Security
• 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.
• Windows 7 end of support. Upgrading to Windows 10.
• Managed access for Windows 7 PC's until machines patched.
• Applied extended support coverage for the few Win7 machines remaining on the
network.
• 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.
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INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Highlights (continued)
• 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.
• Installed new switch in WHCC Building E for 1G connection for 1G internet
upgrade.
• Installed two 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.
• Kea'au 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.
• Extended network with improved switches at Ka`u and Ocean View Police Stations.
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INFORMATION TECHNOLOGY
Program Highlights (continued)
• Traffic lights network solidified with redundant routers. Troubleshooting network
latency resulted in improved 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.
Applications & Departmental Support
• 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.
• 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.
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INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Highlights (continued)
• 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.
• 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.
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INFORMATION TECHNOLOGY
Program Highlights (continued)
• County of Hawai`i 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 Hawai`i 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).
Customer Support& Services
• 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
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INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Highlights (continued)
• 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.
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.
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INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Highlights (continued)
• 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.
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.
Geographic Information Systems GIS
• 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.
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INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Highlights (continued)
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.
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.
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INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Highlights (continued)
o Public web mapping and application products updated with new data,mapping
standards and geocode services.
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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INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Highlights (continued)
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.
• Setup access for new Wastewater Clerk to DEM GIS workflows and
resources.
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INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Highlights (continued)
• 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.
II 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.
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.
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INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Highlights (continued)
• 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.
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.
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INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Highlights (continued)
• 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 COH147, and built-in database user for
Traffic GIS.
135
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Computer Systems
Servers(Physical):Retired/New/Total 4/5/45 3/5/48 8/12/52
Servers(Virtual):Retired/New/Total 5/1/57 2/2/54 0/44/98
New network nodes added/Total nodes 3/91 1/92 8/108
New/replacement PC's setup 357 550 150
Total workstations supported 1,373 1,300 1,450
GIS Licensed Users
Desktop Maintenance OS1S2 56 - -
Desktop Non-Maintenance a 228 310 300
Web Maintenance QD. 1 105 - -
Web Non-Maintenance MO 66 - -
Device Software Maintenance OM 3 - -
Device Software Non-Maintenance 35 3 200
Portal Named Users S2 - 500 500
ArcGIS Online Named Users S2 - 500 500
GIS Enterprise Deployment SZ
GIS Portal—CMS entryway - 7 5
GIS Server—Map,Imagery,Notebook,Dev Roles. - 18 11
GIS DataStore—Relational,Tile, SpatioTemporal Roles - 15 5
GIS SQL Server - 7 4
GIS File Storage - 5 5
GIS Gateway - 4 6
GIS Data Layers
Public Domain hi-House GIS Server Services as 33 50 50
Total In-House GIS Server Services S2S2S2 114 - -
Total In-House GIS Portal Map Items S1S2S2 414 - -
Public Domain ArcGIS Online Services 29 50 100
Total ArcGIS Online Map Items CMS2 256 - -
In-House/County of Hawai`i File System and SQL Server Data 500 500 500
Layers estimated
Data Layers hosted through Pictometry Online estimated 20 20 20
Imagery/Percent of Island covered 100% 100% 100%
a 10/23/18 New program measure of GIS Licensed Users
aa 10/23/18 New program measure of GIS Data Layers
S2 10/26/19 New GIS program measure for new Enterprise License model
S212c 10/26/19 Phasing out GIS program measure due to new Enterprise Licensing model
136
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program Measures (continued)
Other Work Statistics
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Primary Computer System Uptime During Normal Work Hours 99% 99% 99%
(247 days x 8.75 hrs.)
Face to Face IT Training Classes and Workshops Offered 19 50 50
Face to Face IT Training Classes Attendees 126 200 200 _
Virtual Training Classes and Workshops Offered*** 2,800 2,800 2,800
Virtual Training Classes and Workshops Attendees*** 25 250 250
Service Desk Calls 6,882 7,500 7,500
Average Service Desk Calls/Day 26 30 30
Average number of days a support call is Open 15.25 8.0 8.0
Voice Over IP
Numbers Supported 934 960 960
Call Manager Servers 3 3 3
Voicemail Servers 2 2 2
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Number of Positions 22 . 22 22
Salaries and Wages 1,190,020.29 1,378,032 1,467,180
Operations 1,139,700.79 1,560,153 1,667,620
Equipment 252,378.33 158,363 50,896
Program Total 2,582,099.41 3,096,548 3,185,696
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Actual Authorized Request
Director of Information Technology 1 1 1
Geographic Information Systems Analyst III 1 - -
Geographic Information Systems Manager - 1 1
Information Systems Analyst III 7 7 7
Information Systems Analyst IV 3 3 3
Information Systems Analyst V 6 6 6
Information Systems Program Manager 2 2 2
IT Systems Manager 1 1 1
Private Secretary 1 1 1
Total 22 22 22
137
LIQUOR CONTROL
LIQUOR CONTROL
DEPARTMENT SUMMARY
Mission Statement
To promote the health, safety and welfare of the general public by regulating the
importation, manufacture, distribution, sale and service of alcoholic liquors in the County
of Hawai`i.
Department Goals
1. To govern operations of liquor licenses which promote reasonable practices in the
sale or service of liquors by Rules of the Liquor Commission and/or implementation
of programs which promote compliance to liquor laws.
2. To enforce the liquor laws of the United States, State of Hawai`i and County of
Hawaii.
3. To grant, renew or deny liquor license applications and permits in accordance to law.
4. To provide efficient administrative services.
5. To educate licensees, staff, commission, board members and the public on liquor laws
and issues affecting their activities.
6. To conduct and/or support public and youth programs whether through education,
enforcement, or activities which promote compliance to liquor laws and responsible
drinking.
7. To help support businesses and industries involved in the sale of liquor,by
streamlining and updating current licensing and enforcement practices and
procedures.
8. To help alleviate financial burden on licensees during the COVID-19 pandemic by
temporarily modifying collection practices and other rules.
Funding Source and Position Count
General Fund - General Fund
Grant Revenue - _ Grant Revenue/Other
License Fees $2,181,876 License Fees 20
Total Budget $2,181,876 Total Number of Positions 20
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LIQUOR CONTROL
LIQUOR CONTROL
Program Description
1. To grant, renew and refuse applications or liquor licenses for the manufacture,
importation and sale of liquor.
2. To amend or adopt rules having the force and effect of law in the county.
3. To enforce federal, state and county liquor laws by inspections of licensed premises
and investigations of complaints or violations for referral to the Liquor Control
Adjudication Board.
4. To provide services to and on behalf of the Liquor Commission and Liquor Control
Adjudication Board, including the review and amendment of procedures and duties.
5. To provide education to licensees, staff, Commission, Board and the public.
6. To review federal, state and county liquor laws for uniformity.
7. To conduct and/or support public and youth programs whether through education,
enforcement, or activities which promote compliance to liquor laws.
8. To help support businesses and industries involved in the sale of liquor, by
streamlining and updating current licensing and enforcement practices and
procedures.
9. To help licensees through the COVID-19 pandemic by temporarily modifying rules
and providing assistance with securing PPE and equipment (disinfectant foggers) as
well as modifying collections to help ease financial burdens.
Program Objectives
1. Licensing:
a. Conduct 75 interviews with new liquor license applicants.
b. Process 50 new license applications.
c. Conduct 50 site visits 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.
b. Conduct minimum of 2,000 licensee checks per month to promote compliance to
liquor laws by liquor licensees.
c. Provide all staff, commissioners and board members education via county, state
and nationally sponsored programs.
3. Public Programs:
a. Provide minimum of two youth,public and enforcement programs which promote
compliance to liquor laws.
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LIQUOR CONTROL
--______ ------ _ LIQUOR CONTROL
Program Highlights
1. The Department of Liquor Control donated $5,500.00 as part of its Public
Programs. Funds,provided as grants, assisted with leadership training to high
schoolers, assisted Na Leo TV bring Big Island Interscholastic Federation (BIIF)
sports into the home through public television and provided for alternate, alcohol-
free and drug-free graduation activities since, due to COVID-19,the usual grad-
night activities were canceled.
2. Fifty-eight district contingency fund grants, requested by our Council Members,
were processed through the Department of Liquor Control. Grants were given to
various non-profit groups that provided alcohol-free and drug-free activities such
as community outreach programs for recycling or community assistance,
educational activities that included D.A.R.E. Day and summer youth activities or
for community events such as beach clean-up days and blood pressure programs,
to name a few. These events and programs lead to having substance free
lifestyles and wellness through clean,healthy activities in alcohol-free and drug-
free locations. Additionally, several contingency funds grants were issued
specifically for COVID-19 related activities such as feeding programs and food
distribution.
3. Monthly Liquor Commission and Adjudication Board meetings continued via
web-based service ("Webex") during the County's "shutdown" caused by
COVID-19. This allowed for continuity in the licensing process for new liquor
licenses. This was also a means of keeping the Commission and the Board
abreast of the liquor rules that were "relaxed"because of the pandemic.
4. As restaurants struggle to keep their businesses afloat,the Hawai`i County Liquor
Department has been at the forefront of adjusting our procedures to allow our
licensees to stay in business and better service the public during COVID-19. For
the retail side,this included allowing drive through, curbside pick-up and
delivery. Dispensers were allowed to sell "to go"beer, wine and cocktails. They
were also given temporary increases to utilize outdoor seating to help meet social
distancing requirements. Finally, collections of license renewal fees were
suspended until November 2020. As these rules were new and different, our
enforcement teams dedicated much of their time making sure all laws were
followed.
140
LIQUOR CONTROL
LIQUOIZ C®1\TTIZOL�.__.
Program Highlights (continued)
5. Two of our local distillers,Kuleana Rum and 12th Hawai`i Distillers, began the
manufacture of hand sanitizer when shortages of the product became apparent.
Rules requiring hand sanitizing stations at business entrances became a concern
for our licensees as they could neither find it nor afford it. The Department of
Liquor Control purchased hand sanitizer from our distillers and distributed bottles
to all licensees when the businesses began to re-open to the public and continues
to supply hand sanitizer to help both local distillers and businesses.
6. In an effort to increase enforcement on Hawai`i Island,two half-time investigator
positions were created specifically to work during peak hours on weekends and on
holidays.
7. The Department continues to improve its website and online presence by working
with NIC, Hawai`i (formerly Hawaii Information Consortium, LLC.)
Enhancements to our online licensing and permitting modules has been ongoing
to improve communication with our liquor licensees and with the public. We
were able to roll out online renewals this year which has proven to be a popular
option during this COVID-19 pandemic.
8. Compliance checks are conducted year-round upon retail and dispenser licensees
to combat the sale of liquor to minors. In 2019,the Department conducted
additional special compliance checks of liquor licensees in East and West Hawai`i
to make sure licensees were not selling liquor to minors. A total of 50 licensees
were checked (32 East Hawai`i 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 No Action %Pass %No % Note
Total Pass (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
141
LIQUOR CONTROL
LIQI.TOR CONTROL
Program Highlights (continued)
In January 2020,the Department conducted another special compliance check of
liquor licensees in the Kea'au and Pahoa 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 was a 94%pass rate and 6%no pass rate.
Licensee Pass No No Action % Pass %No % Note
Total Pass (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 Hawai`i retail licensees were checked. This compliance check
resulted in 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.
The Department has adjusted its training efforts by doubling and in some months
tripling the amount of scheduled training classes. This was a result of training
sessions that were rescheduled as a result of the initial COVID-19 shut down,the
ongoing limitations on group gathering size for safety, and additional demand by
changes in the liquor industry workforce.
9. There were no significant legislative changes in 2020.
•
142
LIQUOR CONTROL
LIQUOR CONTROL
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Estimate Estimate
Licensing
Applications for Licenses
Interviews for Applications 92 75 75
Regular 40 50 50
Renewal 395 380 380
Special 126 130 130
Transient Vessel 54 100 100
Catered Functions 88 150 150
Miscellaneous Applications* 47 300 100
Permit Applications* 1,915 1,000 1,500
Site Inspection 71 50 50
Liquor Commission
Public Hearings on Rules and Regulations 0 0 0
Meetings(Public Hearings,Preliminary Hearings, 11 12 12
Special Meetings,Workshops)
Site Visitations 0 2 2
Liquor Control Adjudication Board
Public Hearings on Rules and Regulations 0 0 0
• Meetings(Public Hearings, Special meetings, 5 6 6
Workshops)
Violations to Board 31 30 30
Operations
Warning and Citations 26 30 30
Manager Examinations 1,203 1,500 1,500
Manager Registration(activate existing manager 766 600 600
cards)
Audio Surveillance Checks 12 25 25
Field Inspections Per Month 2,207 2,000 2,000
Public Complaints 16 20 20
Investigations 68 100 100
*Redirected several miscellaneous licenses to permit applications
143
LIQUOR CONTROL
LIQUOR CONTROL
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 20 20 20
Salaries and Wages 957,112.51 1,077,062 1,183,124
Operations 721,484.28 917,689 952,002
Equipment 8,399.79 5,685 4,750
Public Programs 114,800.00 42,000 42,000
Program Total 1,801,796.58 2,042,436 2,181,876
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Director of Liquor Control 1 1 1
Administrative Assistant 1 1 1
Administrative Services Assistant I 1 1 1
Clerk III 1 1 1
Liquor Control Administrative Officer 1 1 1
Liquor Control Investigator Trainee 1/2T 2 2 2
Liquor Control Investigator II 6 6 6
Liquor Control Investigator III 2 2 2
Liquor Control Licensing Officer 1 1 1
Liquor Control Licensing Technician II 1 1 1
Liquor Licensing Clerk 1 1 1
Private Secretary 1 1 1
Secretary to Board and Commission 1 1 1
Total 20 20 20
144
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MANAGEMENT
MANAGEMENT
OFFICE OF THE MAYOR
Mission Statement
To govern with openness, efficiency, and trust in order for this County to thrive as a
caring place to live, work, and play together.
Department Goals
To accomplish the following strategic priorities by working collaboratively and
constantly striving to be better:
• Public Safety. Support hiring, equipment urchases, and capital improvements for
Police, Fire, Civil Defense, and Prosecutor's Office to equally service each district,to
harden critical facilities as needed for resilient response to emergencies and disasters,
to reduce crime, and to quicken response times.
• Infrastructure. Prioritize key capital infrastructure projects that promote affordable
housing and economic development consistent with the General Plan.
• Waste Management. Minimize waste disposal through innovative conversion of
waste streams to assets, such as composting and reclaimed effluent.
• Culture &Recreation. Celebrate our intercultural community with programs and
facilities that promote an active lifestyle, lifelong learning, inter-generational
interaction, and mutually-respectful conflict resolution.
• Health& Welfare. Address complex issues that are not considered core County
responsibilities, but fall between the cracks of jurisdiction and have major impacts on
our community such as healthcare, affordable housing,homelessness,transportation
alternatives, and workforce development.
• Governance. Balance the budget with optimized revenue source management and
expenditure controls. Develop a strategic communication system to facilitate public
information and feedback. Encourage public involvement through community
planning and commission appointments.
Funding Source and Position Count
General Fund $1,674,659 General Fund 18
. Grant Revenue $ 78,000 Grant Revenue/Other 2
Total Budget: $1,752,659 Total Number of Positions 20
145
MANAGEMENT
OFFICE OF THE MAYOR
Program Description
The Office of Management provides leadership, direction and supervision for
departments and agencies of the County of Hawai`i, ensures that the duties and
responsibilities of the executive branch are faithfully discharged in accordance with the
provisions of the County Charter, and addresses the needs, concerns and interests of the
people of the Island of Hawai`i.
Program Objectives
• Prudent Finances. Budget stringently to deliver services efficiently,plan for long-
term liabilities and contingencies, and optimize revenue generation. Starting a year
after the beginning of the term of the Mayor, mobilize a Cost of Government
Commission to develop recommendations.
• Productive Workplace. Foster a work environment where County employees are
trained, managed, and appreciated to fulfill their duties to the best of their abilities.
• Strategic Objectives. Collaborate and promote innovation among departments to
accomplish identified priorities.
• Economic Initiatives. Partner with the nonprofit and private sectors to diversify
economic and employment opportunities.
• Resilient Community. Be knowledgeable, trained, and prepared for all types of
emergencies and disasters.
• Inclusive Governance. Encourage civic participation with appointments to boards
and commission, and an active community planning system that exemplifies
democracy at its best.
• Open Communication. Communicate with the public with a two-way system that
informs and is responsive to suggestions, requests, and complaints.
• Sustainable Environment. Respect and sustain the natural and cultural heritage of this
County.
Program Highlights
• Presented a balanced budget by the end of FY 2019-20. Was successful in obtaining
approval to implement a second-tier tax on residential homes valued over $2 million and
didn't qualify for a homeowner's exemption. This second-tier rate amounts to an
additional $2.50 per$1,000 and applies only to the value of the home in excess of two
million dollars.
• The FY 2021-22 budget process has begun. All Departments have submitted to Finance
status quo and 5% cut budgets.
146
MANAGEMENT
OFFICE OF THE MAYOR
Program Highlights (continued)
• The County has been under an Emergency Proclamation since February 28,2020, due to
the COVID-19 pandemic. The County has evolved a strategy of testing, contact tracing,
quarantine/isolation, education and prevention, staying healthy, and protecting the
vulnerable.
• Obtained funding from Federal, State, and nonprofit sources for the Kilauea Eruption
recovery effort resulting in$12 million grant from the Governor's Office, $60 million in
grant and loan from the State Legislature, commitment of approximately $80 million of
CDBG-DR funds, and FEMA public assistance funding of approximately $100 million.
• Ongoing multi-million dollar recovery effort, coordinating Federal and State funding
overseen by a task force comprising Planning and Research& Development personnel.
• Supported the Vision Zero initiative with a proclamation to reduce traffic fatalities and
increase pedestrian safety.
• Continued to meet and develop alternative approaches to address the issues related to
Mauna Kea that would benefit future generations. A vision statement proposes a way
forward that respects the claims of native Hawaiians while embracing the quest for
knowledge and the inclusive spirit of Aloha that underlies astronomy.
• Continued work on acquiring sites and developing homeless intake centers and shelters in
West and East Hawai`i.
• Supported the County Council in the adoption of the short-term vacation rental bill,which
would stem the erosion of the affordable rental inventory on our island.
• Continued the development of the EnerGov permit tracking system that would play a major
role to manage the building permit process.
• Unveiled a new website for the County that is more user-friendly and inviting.
• Coordinated ongoing work to acquire Puna connectivity road easements; to design and
construct Hilo Bayfront Trails Phase II; and to redesign Waimea Trails Phase 1.
• Coordinated the procurement for an Open Space Network Plan under the leadership of the
Kona Action Committee that would be a model for green infrastructure planning.
• Filled vacancies in Boards and Commissions.
• Continued to participate in Sister City activities to foster international perspectives and
relationships;
• Supported the Cost of Government Commission to complete an assessment and report of
recommendations to improve efficiency, reduce duplication, and seek opportunities to
consolidate.
• Conducted meetings for the Game Management Commission.
147
MANAGEMENT
OFFICE OF THE MAYOR
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Incoming Correspondence 1,332 7,000 7000
Appointments to Boards and Commissions 242 50 50
Proclamations issued 88 180 180
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 21 21 20
Salaries and Wages 1,604,202.14 1,501,936 1,450,480
Operations 1,679,701.25 331,304 297,304
Equipment 56,890.64 3,375 3,375
Program Total 3,340,794.03 1,836,615 1,751,159
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22 1
Position Title Authorized Authorized Request
Mayor 1 1 1
Managing Director 1 1 1
Deputy Managing Director 1 1 1
Administrative Services Assistant I 1 1 1
Administrative Specialist 1 1 1
Clerical Services Assistant 3 3 3
Data Processing Control Clerk I 1 1 1
Executives Assistant Aide 1 1 1
Executive Assistant II 1/2T 1 1 1
Executive Assistant III 4 4 4
Homeless Program Specialist 1 1 -
Private Secretary to the Managing Director 1 1 1
Private Secretary to the Mayor 1 1 1
Program Manager(Temp) 1 1 1
Public Relations Specialist 1 1 1
Student Helper I 1 1 1
Total 21 21 20
148
MANAGEMENT
COST OF GOVERNMENT
Program Description
The Cost of Government Commission studies and investigates 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 what changes,
if any, may be desirable.
Program Objectives
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.
Program Highlights
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
DepaiMients/boards/commissions reviewed N/A N/A N/A
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Operations 354.96 1,500 1,500
Program Total 354.96 1,500 1,500
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MASS TRANSIT AGENCY
MASS TRANSIT AGENCY
GENERAL FUND
Program Description
Refer to Mass Transit Agency under the General Excise Tax (GET) Fund Section.
Program Objectives
Refer to Mass Transit Agency under the GET Fund Section.
Program Highlights
Refer to Mass Transit Agency under the GET Fund Section.
Funding Source and Position Count
General Fund $ 25,000 General Fund
Grant Revenue $4,988,540 Grant Revenue/Other
Total Budget: $5,013,540 Total Number of Positions
150
MASS TRANSIT AGENCY
GENERAL FUND
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions - - -
Salaries and Wages - - -
Operations 4,090,178.32 - 1,106,873
Equipment 743,887.20 3,665,860 3,906,667
Program Total 4,834,065.52 3,665,860 5,013,540
•
151
.ISCEIAL 1EOU
MISCELLANEOUS
ANIMAL CONTROL
Program Description
The contractor awardee is responsible for the County Animal Control contract, which
involves enforcing Hawai`i County Code Chapter 4 Animal Control related laws and
State of Hawai`i Laws Hawai`i Revised Statutes 142). These laws currentlyinclude
(
ordinances related to the following:
• Vicious Dogs
• Stray Animals/Impoundment
• Animal Licensing
• Cruelty and Neglect Investigations
The Animal Control Officers (ACOS) are badged through training provided by the
contractor and County agencies. The ACOs then respond and resolve animal control
situations by educating the public about responsible pet ownership, appropriate animal
control laws and penalties, as well as issuing complaint and comply notices, citations, and
vicious dog designations. ACOs are available 24-hours a day, seven days a week to
respond to animal related emergencies.
The Animal Control contractor must accept all domesticated animals, regardless of
condition, into its three shelters in West Hawai`i, East Hawai`i, and South Kohala. The
contractor is responsible for sheltering and caring for all animals in their care and
providing opportunity for reunification with owners. Other services related to the
contract include dog licensing, administration of the Spay/Neuter Community Assistance
Program, and legislative support of improved animal-related laws.
In addition,the contractor provides adoption services, low-cost microchipping, education
for adults and children, foster-care programs, volunteer opportunities, cat registrations,
and basic and preventative medical care for shelter animals. The contractor community
programs focus on creating better relationships between people and animals, and
educating the public on the importance of spaying and neutering and humane treatment of
animals.
152
MISCELLANEOUS
ANIlVIAI, CONTROL
Program Objectives
1. 90% of vicious dog calls will be responded to within two hours.
2. 90% of loose animal posing a public safety hazard calls will be responded to within
two hours.
3. 90% of injured animal related calls will be responded to within two hours.
4. 90%of calls for animal control assistance by the police will be responded to within
three hours.
5. 90% of animal cruelty and neglect cases will be responded to in 24 hours and
resolved in 14 working days.
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.
7. Eighty-four Sweeps of problem communities per year.
Program Highlights
The Hawai`i Island Humane Society (HIHS)was contracted by the County to provide
animal control services for FY 2019-20 and continued it services until the contract was
awarded to the Hawai`i Rainbow Rangers (HRR) on August 1, 2020.
HIHS had a Memorandum of Understanding (MOU)with the ASPCA to assist on Island
in the event of a disaster. Having this MOU in place saved precious time in the event of a
disaster. They also have a seat on the State preparedness board. They allocated new
resources to HIHS' readiness to support the people and animals of the Big Island.
Their spay/neuter programs target people that need free or low-cost surgeries. Their
program also aimed at educating citizens of the importance of spay/neutering of pets.
HIHS took the lead on building a community coalition of animal advocates. It was their
belief that working with the community would have the most dramatic effect on
achieving their goals and mission. HIHS continued to expand their foster program that
directly impacted the number of animals that were saved. HIHS expanded their mainland
transfer program. Through grants from Petco, they were able to send adoptable dogs and
cats to other shelters that had the space to adopt them into homes.
HIHS created new and exciting community programs to engage citizens and visitors
alike, i.e., Kitten Yoga, Dog adventures, Pet Slumber parties.
153
MISCELLANEOUS
ANIMAL CONTROL
Program Measures
*FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Percentage of vicious dog calls will be responded to within 89% 90% 90%
two hours
Percentage of loose animal posing a public safety calls will be 92% 90% 90%
responded to within two hours
Percentage of injured animal related calls will be responded to 95% 90% 90%
within two hours
Percentage of animal control assistance by the police will be 93% 90% 90%
responded to within three hours
Percentage of animal cruelty and neglect cases will be 83% 90% 90%
responded to in 24 hours and resolved in 14 working days
Percentage of license, loose dog and any non-cruelty/neglect 90% 90% 90%
cases will be responded to in 48 hours and resolved in five
working days
Number of sweeps of problem communities per year 59 100 100
Animal Intake
Stray/Feral 7,799 10,000 10,000
Owner Surrendered 1,965 2,500 2,500
Total Intake 9,931 12,500 12,500
Redeemed 948 1,000 1,000
Adopted 3,118 3,500 3,500
Adopted animal returned to HIHS for health reasons 76 20 20
Adoption percentage(Based on total intake numbers) 56% 40.0% 40.0%
Adoption percentage(Based on Adoptable Animals) 100% 100.0% 100.0%
Animal control related calls 5,107 8,250 8,250
Dog license issued 5,241 7,500 7,500
Dog license fees collected $14,394.09 $20,750 $20,750
Cat licenses issued 1,163 1,000 1,000
After-hour emergency call-outs 735 1,200 1,200
Miles traveled 132,084 210,000 210,000
Dead animals collected 379 600 600
Complaint/comply notices issued 626 1,000 1,000
154
MISCELLANEOUS
ANIMAL CONTROL
Program Measures (continued)
Citations issued
HCC 4-30 Dog Running Loose 66 250 250
HRS 143-2 License Violation 49 50 50
HRS 7-11-1109 Cruelty to Animals 9 35 35
Other(inc.Vicious Dog) 18 90 90
Total Citations 160 425 425
Citations issued to repeat offenders 18 40 40
Number of animal pickups 379 400 400
Number of trap rentals 902 1,000 1,000
Spay/neuter coupons issued _ 2,295 3,500 3,500
Number of Animal Control Officers
Kea'au(also serving Hilo,Hamakua,Kea'au,Puna, 5 5 5
Ka`u)
Kona(also serving South Kona,Oceanview) 4 3 3
Waimea(also serving Honoka`a,Waikoloa,Kohala) 2 4 4
Total Animal Control Officers 11 12 12
*FY 2019-20 actuals provided by Hawai`i Island Humane Society
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 2,026,444.25 1,967,135 1,967,135
Program Total 2,026,444.25 1,967,135 1,967,135
•
155
MISCELLANEOUS
_,_,..„---.--,--,--4-,-„,----,-.„--_--,
MISCELLANEOUS/COUNTYWIDE COSTS
FY 2019-20 FY 2020-21 FY 2021-22
Actual _ Budget Request
Animal Control 2,026,444.25 1,967,135 1,967,135_
Nonprofit Grants 1,510,194.09_ 2,500,000 2,500,000
Schools 32,511.43 52,650 52,650
Fringe Benefits
State Retirement System 47,422,400.70 59,900,000 61,000,000
FICA 6,468,213.94 7,300,000 7,500,000
County Pensions 49,612.47 60,000 60,000
Health Fund 15,872,279.28 18,200,000 22,500,000
Post-employment Benefits 41,477,600.00 23,202,000 23,550,000
Worker's Compensation 2,907,943.77 2,703,500 2,703,500
Unemployment Compensation 204,530.28 325,000 325,000
Vacation Pay - 755,000 755,000
Total Fringe Benefits 114,402,580.44 112,445,500 118,393,500
Bond Issue/Debt Service
Interest 18,412,328.00 17,786,223 16,990,616
Bond Redemption 26,467,219.00 29,092,061 28,542,236
Total Bond Issue/Debt Service 44,879,547.00 46,878,284 45,532,852
Supplemental Transfers
Transfer to Capital Project Fund 54,980.00 - -
Transfer to Housing Fund 1,517,810.00 2,288,410 1,905,602_
Transfer to Self-Insurance Fund - - -
Transfer to Solid Waste Fund 19,862,687.00 17,954,687 21,084,360
Transfer to Golf Course Fund 1,000,205.00 711,228 728,160
Transfer to Disaster/Emergency Fund 250,000.00 250,000 3,445,000
Transfer to Public Access/Open Space Preserve Fund 6,557,729.91 6,652,600 6,850,000
Transfer to Pub Acc/Open Space Preserve Maint Fund 262,525.65 831,575 856,250
Transfer to Budget Stabilization Fund 250,000.00 250,000 250,000
Transfer to Sewer Fund 2,586,419.00 1,876,419 1,565,686
Total Supplemental Transfers 32,342,356.56 30,814,919 36,685,058
Other Costs
Provision for Compensation Adjustment - 8,173,282 -
Sundry Refund 55.00 15,000 15,000
Provision for Reallocation - 35,000 35,000
Miscellaneous Insurance Claims&Judgments 1,025,186.98 3,500,000 3,500,000
Public Safety Disaster/Emergency 240,801.39 300,000 300,000
Charter Commission 1,339.56 30,000 -
Redistricting Comm - 10,000 75,000
Miscellaneous(Block&Housing Grants,Home Pgm) 3,507,991.95 350,000 350,000
Total Other Costs 4,775,374.88 12,413,282 4,275,000
156
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PARKS & RECREATION
PARKS & RECREATION
DEPARTMENT SUMMARY
Mission Statement
To provide a wide array of services for the public with excellence, integrity and aloha.
Department Goals
Service
• Provide and/or facilitate a wide array of services and opportunities that meet the
needs of the Big Island community while maintaining cultural uniqueness of our rich
heritage, diversity and the aloha spirit.
• Conduct the P&R "Service Survey" to evaluate the quality of services provided and
report the results quarterly.
• Keep the public informed of the availability of programs and facilities via various
media outlets including a departmental website.
Facilities
• Provide safe, clean, enjoyable, accessible and aesthetically pleasing facilities by:
o Implementing the transition plan for ADA compliance.
o Implementing the transition plan for playground safety and equipment.
o Continue to develop and implement maintenance standards.
o Maintaining a five year plan for repairs and maintenance.
o Providing regular facility and safety inspections and monitoring the results and
recommendations.
o Determine the need for additional recreational facilities throughout the Big Island
via public meetings and service surveys.
o Assess current facility use and analyze for optimum utilization.
Fiscal Responsibility
• Refine fiscal management and performance of the department.
• Develop alternative strategies to generate supplemental resources in order to maintain
and enhance operations (grants, cost sharing, donations, etc.).
Funding Source and Position Count
General Fund $23,471,088 General Fund 408
Grant Revenue $ 80,000 Grant Revenue/Other 3
Other $ 607,750
Total Budget: $24,158,838 Total Number of Positions 411
157
PARKS & ISECREATION
?"'"n7..,_.�_,_.�_ DEPA1Z'TMENT SUMMARY
Department Goals (continued)
Partnerships
• Pursue help from persons and groups to improve and maintain recreational facilities
and enhance programs.
Safety
• Provide proper safety equipment for all employees.
• Maintain,update and keep all employees current with health and safety requirements
and testing, such as hearing tests, hepatitis immunization for covered individuals,
CDL licenses, etc.
• Perform regular safety inspections of all facilities.
• Provide a mechanism to address safety concerns of all employees.
Training
• Provide for personal and professional growth opportunities for all staff.
• Provide training for the public in areas that will help P&R carry out its mission or
enhance its staff's personal growth.
158
PARKS & RECREATION
'ALAE CEMETERY
Program Description
The 'Alae Cemetery provides an affordable and accessible public memorial park to
accommodate the burials of the general public.
Program Objectives
1. Conduct maintenance and repair activities.
2. Assign and record all burials.
Program Highlights
Provided custodial facility support for the Annual Ireito Hoyo Service.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Total Acreage 42.37 42.37 42.37
Burials 56 70 70
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Number of Positions 4 4 4
Salaries and Wages 147,749.96 191,896 190,394
Operations 3,840.91 8,558 6,241
Equipment - 200 200
Program Total 151,590.87 200,654 196,835
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Park Caretaker I 2 2 2
Power Mower Operator 2 2 2
Total 4 4 4
159
PARKS & RECREATION
VETERANS CEMETERIES - EAST AND WEST HAWAII
Program Description
The East and West Hawai`i Veterans Cemeteries accommodate the local burial needs of
Big Island Armed Forces Veterans and eligible members.
Program Objectives
1. Continue to coordinate development of the East and West Hawai`i Veterans
Cemeteries with the Veterans Advisory Committee and the Department of Defense.
2. Continue maintenance of cemetery grounds.
3. Assign and record all burials.
Program Highlights
The process for the extension of columbarium in West Hawai`i has started.
Expansion of the Veterans Cemetery II office and pavilion almost completed by Isemoto
Contracting.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Total Acreage 78.78 78.78 78.78
Burials 228 275 275
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Number of Positions 5 5 5
Salaries and Wages 185,530.40 182,866 183,940
Operations 57,144.41 59,360 63,847
Equipment 0.00 800 800
Program Total 242,674.81 243,026 , 248,587
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VETERANS CEMETERIES - EAST AND WEST HAWAII
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Equipment Operator II Temp 1 1 1
Park Caretaker I 3 3 3
Veterans Cemetery Caretaker/Equip Operator 1 1 1
Total 5 5 5
•
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PARKS & RECREATION
RURAL CEMETERIES
Program Description
The Parks Maintenance Division ensures that the grounds and facilities of cemeteries in
Hamakua, Kohala, and Kona are properly maintained.
Program Objectives
1. Continue maintenance of cemetery grounds.
2. Assign and record all burials.
Program Highlights
None.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Cemeteries Burials
North Hilo/Hamakua District: 0 4 4
Honoka`a,Kukuihaele,Kuka`iau,Laupahoehoe
North/South Kohala District: 9 16 16
Haw%Waimea
North/South Kona District: 21 20 20
Keopu,Na`alehu
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Operations 729.82 750 1,150
Program Total 729.82 750 1,150
162
PARKS & RECREATION
-------.HAWAI'I COUNTY BAND
Program Description
The Hawai`i County Band was established in 1883 and has provided music for parades,
concerts, festivals, ceremonies, and other special events throughout the entire Big Island
for the past 135 years. Presently,the Hawai`i County Band performs as a representative
of the County of Hawai`i and continues to enhance events throughout all districts of the
island by providing entertaining and appropriate music. The band also serves as a
musical resource for the County and State of Hawai`i.
Program Objectives
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).
2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational,
musically challenging, and historically significant.
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.
4. Introduce 20 new musical pieces per year to provide musical challenges to the band
members.
Program Highlights
• Provided 30 performance services during FY 2019-20. A portion of the third quarter
and fourth quarter performances were cancelled due to COVD-19.
• Featured nine monthly Mo`oheau Bandstand Concerts (100 plus year tradition). All
concerts were well attended and well received by the crowd.
• Annual Jan/Feb Mo`oheau Bandstand Concert featured high school students as
soloists.
• Participated in July 4th Mo`oheau Bandstand Concert in conjunction with the
Fireworks Display.
• Participated in Veteran's Day Ceremonies.
• Participated in various parades throughout the island (Volcano Independence Day,
Waimea Aloha Festival, Kona Coffee Festival, Hilo Christmas Parade, International
Festival Parade, Pahoa Christmas Parade). Some services were cancelled due to
COVID-19.
• Participated in various civic events (Portuguese Day). Kamehameha Day Lei draping
as well as HCC Graduation ceremonies were cancelled due to COVID-19.
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HAWAII COUNTY BAND
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Performance Services 30 40 40
Rehearsals 71 95 95
Number of Events
Parades 5 7 5
Ceremonies 5 5 3
Concerts 15 20 15
Special Events 5 8 6
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 40 40 40
Salaries and Wages 186,250.30 227,389 260,510
Operations 7,264.06 3,875 4,205
Equipment - - 50
Program Total 193,514.36 231,264 264,765
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Band Director 1 1 1
Assistant Band Director(Hrly) 1 1 1
Musician I(Hrly) 4 4 4
Musician II (Hrly) 7 7 7
Musician III (Hrly) 10 10 10
Musician IV(Hrly) 9 9 9
Musician V(Hrly) 8 8 8
Total 40 40 40
Note: All positions are part-time with the exception of the Band Director.
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PARKS & RECREATION
WEST HAWAI'I BAND
Program Description
The West Hawai`i Band provides music for parades, ceremonies and other events,
principally in the Hamakua, Kohala and Kona districts,to support and inspire traditional
and emerging cultural, charitable, educational,recreational and economic activities, and
provides musical enjoyment and satisfaction for residents and visitors of diverse ages and
backgrounds, through performance and rehearsal.
Program Objectives
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).
2. Provide six concerts that are entertaining, educational, musically challenging and
historically significant.
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.
4. Introduce 20 new pieces per year to provide musical challenges for the band.
Program Highlights
• The West Hawai`i Band provided 19 performance services through its collaboration
with organizations such as the Hawai`i International Billfish Tournament, Ironman
Foundation, Inc., Daughters of Hawai`i,Nisei Veteran's Association, Halau Hula Na
Pua U`i 0 Hawai`i, Hualalai Regency, Kailua-Kona Parades Organization, Waimea
Parades Organization and the Veteran's Association. Events late in the third quarter
and the entire fourth quarter were cancelled due to COVID-19.
• The West Hawai`i Band performed nine monthly concerts for its monthly series at
Hale Halawai. The concerts were well attended and were programmed with
musically challenging works from the Hawaiian, Classical, Jazz, Popular, Broadway
musical and standard concert band music libraries and each piece was presented with
a short educational and entertaining lecture about its composer and significance in
music and world history.
• The Band also played five concerts at its series at the historic Hulihe`e Palace,
offering music with the Halau Hula Na Pua U`i 0 Hawai`i to commemorate the
birthdays of Hawaiian monarchs.
• The West Hawai`i Band has introduced ten new pieces during the fiscal year; most of
which were performed during the free monthly concerts.
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PARKS & RECREATION
WEST EIAWAI°I BAND
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Performances 19 25 25
Rehearsals 32 45 45
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 19 19 19
Salaries and Wages 33,801.68 40,380 43,666
Program Total 33,801.68 40,380 43,666
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Assistant Band Director (Hrly) 1 1 1
Musician I(Hrly) 4 4 4
Musician II(Hrly) 7 7 7
Musician III(Hrly) 6 6 6
Musician IV(Hrly) 1 1 1
Total 19 19 19
Note: All positions are part-time.
166
PARKS & RECREATION
ADMINISTRATION
Program Description
The Parks &Recreation Administration provides organizational support services to all
the divisions/sections to achieve the development and implementation of the
department's mission.
Program Objectives
1. Continue to distribute the P&R Service survey at all staffed facilities and
activities/events conducted by the department.
2. Continue to update information for Divisions and Sections on the County of Hawai`i
website on a timely basis.
3. Continue implementation of the transition plan for accessibility to public facilities
during the fiscal year.
4. Continue implementation of the transition plan for playground safety and accessibility
during the fiscal year.
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.
6. Provide at least one technical job specific training for 50% of administrative staff
Program Highlights
g
• Opened Kuawa Street park fields for use, South Hilo
• Completed the Pahoa Park playground resurfacing project for the lava evacuation
shelter restoration FEMA project
• Completed electrical modifications to the Honoka`a Swimming Pool
• Completed the filtration system replacement and various repairs project at Kona
Community Aquatic Center
• Developed policies and rules to safely implement modified programs, facility use,
and daily operations while adhering to COVID-19 government proclamations and
CDC guidelines as well as the execution of employee contracts to support these
programs and operations.
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PARKS & RECREATION
ADMINISTRATION
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Camping Permits Issued 5,662 7,000 7,000
Pavilion Permits Issued 1,259 3,000 3,000
No of Completed Service Surveys 1,423 750 750
Surveys Rating Quality of Service as Satisfactory or 90% 85% 85%
greater
Surveys Rating Facilities as Adequately Maintained 90% 85% 90%
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 26 26 26
Salaries and Wages 1,420,232.22 1,491,435 1,590,364
Operations 621,893.38 820,673 870,873
Equipment 21,694.23 3,700 53,500
Program Total 2,063,819.83 2,315,808 2,514,737
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Parks&Recreation Director 1 1 1
Deputy Parks&Recreation Director 1 1 1
Account Clerk 3 3 3
Accountant I 2 2 2
Accountant IV 1 1 1
Architectural Drafting Tech I 1 1 1
Architectural Drafting Tech II 1 1 1
Business Manager 1 1 1
Clerk II 1 1 1
Clerk III 2 2 2
Department Contracts Assistant 1 1 1
Human Resources Assistant 1 1 1
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Park Planner 1 1 1
Park Projects Manager 4 4 4
Private Secretary 1 1 1
Projects Administrator 1 1 1
Student Helper I 1 1 1
Total 26 26 26
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PARKS & RECREATION
I'ARKS MAINTENANCE______.___________.
Program Description
The Parks Maintenance Division maintains neighborhood parks, beach parks,
playgrounds, ball fields, and other recreational facilities; undertakes construction, repairs
and renovation projects for buildings, equipment and grounds; and operates a storeroom
for departmental maintenance supplies.
Program Objectives
1. Maintain completion range of approximately 1,800 work orders on an annual basis.
2. Undertake two park improvements projects per district, one of which involves a
community group.
3. Monitor complaints filed for strategic planning purposes for maintenance and services
improvements.
• Record complaints by: received date &time,name, contact information,
description, referred district supervisor, date completed and minor/major.
4. Provide communities with safe facilities and grounds.
• Conduct safety inspections of P&R facilities:
1. Every three months with responsible supervisor(nine crews),
2. Every six months by the Park Superintendent.
3. Playground and Skateboard Park inspections every month.
5. Provide employees with a safe working environment.
• Participate with department safety committee and discuss and evaluate accident
reports.
• Correct any hazardous conditions or practices.
• Provide a minimum of one safety instructional session per crew each month.
• Review and upgrade Park Maintenance Safety and Health Programs.
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PARKS & RECREATION
PARKS MAINTENANCE
Program Highlights
• Park Maintenance—Upgrading Existing Facilities
The Parks Maintenance Division maintained neighborhood parks,beach parks,
playground, ball fields, County cemeteries in many districts, East and West Hawai`i
Veterans Cemeteries and other recreational facilities. They have strived to provide
the public with safe repair and renovation projects for buildings, equipment, grounds
and support landscaping and beautification projects.
The Parks Maintenance Division has been busy upgrading existing facilities.
• Plumbers
Total Work Order Generated: 184
Work Orders Completed: 181
• Fencing and Waxing Crew
Total Work Orders Generated: 107
Works Ordered Completed: 73
• Electricians
Total Work Order Generated: 162
Work Ordered Completed: 161
• Painters
Total Work Orders Generated: 22
Work Orders Completed: 7
• Carpenter Shop
Total Work Orders Generated: 334
Work Orders Completed: 209
• Construction Crew
Total Work Orders Generated: 86
Work Orders Completed : 24
• Mechanic/Welding Shop
Total Work Orders Generated: 243
Work Orders Completed; 179
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PARKS & RECREATION
PARKS MAINTENANCE
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Facilities Maintained: Actual Budget Estimate
Beach Parks 39 39 39
Parks&Playgrounds 65 65 65
Gyms&Recreation Centers 36 36 36
Swimming Pools 9 9 9
Tennis Facilities 20 20 20
Other Facilities 43 43 43
Complaints Received 25 40 40
Beautification Projects 50 110 110
Work Orders Completed 1,568 1,800 1,800
Safety Instructional Sessions 180 165 204
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 170 170 170
Salaries and Wages 6,863,810.21 7,465,581 7,676,434
Operations 3,639,811.34 3,438,771 3,763,783
Equipment 34,226.44 3,400 3,400
Program Total 10,537,847.99 10,907,752 11,443,617
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PARKS & RECREATION
PARKS MAINTENANCE
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Building&Grounds Utility Worker 5 5 5
Building&Grounds Utility Worker-Temp 2 2 2
Building Maintenance Worker 3 3 3
Building Maintenance Worker-Temp 1 1 1
Building Repair and Maintenance Supervisor 1 1 1
Carpenter-Cabinet Maker 2 2 2
Clerk II 1 1 1
Custodian/Groundskeeper I 7 7 7
Electrical Pump-Mechanical Electrician 1 1 1
Electronic Equipment Repairer 1 1 1
Equipment Operator I 1 1 1
Equipment Operator II 6 6 6
Equipment Operator II-Temp 2 2 2
Laborer II 6 6 6
Laborer II-Temp 3 3 3
Lead Carpenter-Cabinet Maker 1 1 1
Lead Electronic Equipment Repairer 1 1 1
Lead Painter 1 1 1
Lead Plumber 1 1 1
Mechanical Repair Welding Supervisor 1 1 1
Mechanical Repairer-Temp 1 1 1
Mechanical Repairer-Welder 3 3 3
Painter 1 1 1
Park Caretaker I 63 63 63
Park Caretaker I—1/2T 1 1 1
-
Park Caretaker I—2/5T 1 1 1
Park Caretaker I—3/5T 1 1 1
Park Caretaker II 5 5 5
Park Caretaker III 1 1 1
Park Construction&Maintenance Supervisor 1 1 1
Park Facilities Refuse Collector 3 3 3
Park Maintenance Manager 1 1 1
Park Maintenance Supervisor I 2 2 2
Park Maintenance Supervisor II 3 3 3
Park Maintenance Supervisor III 1 1 1
Park Maintenance Supervisor IV 1 1 1
Park Maintenance Supervisor V 1 1 1
Parks District Superintendent 1 1 1
Plumber 2 2 2
Power Mower Operator 11 11 11
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PARKS MAINTENANCE
Personnel Position Summary(continued)
Power Mower Operator-Temp 1 1 1
Senior Account Clerk 1 1 1
Storekeeper 1 1 1
Tractor Mower Operator 4 4 4
Tractor Mower Operator-Temp 1 1 1
Tree Trimmer 3 3 3
Tree Trimmer-Equipment Operator II 1 1 1
Tree Trimmer-Heavy Truck Driver 1 1 1
Tree Trimming Crew Supervisor 1 1 1
Tree Trimming—Park Maintenance Supervisor 1 1 1
Vector Control Specialist 3 3 3
Total 170 170 170
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PARKS & RECREATION
RECREATION
Program Description
The Recreation Division plans, conducts, arranges or promotes organized recreation, athletics,
crafts and other leisure time and aquatic activities for all age groups at recreation centers and
aquatic facilities throughout the County of Hawai`i.
Program Objectives
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).
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.).
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.
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.).
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).
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.).
Program Highlights
2019 `GHANA SHORE LINE FISHING TOURNAMENT
The `Ghana Shoreline Fishing Tournament continues to increase in popularity. This program
is one of the best ocean programs in the state which bring families of all age groups together to
enjoy one of Hawai`i's favorite activities, shoreline fishing. There were more than 600
participants registered for the tournament. The start of the three day tournament was Friday,
August 16th, culminating with the weigh-in and awarding of prizes at the Honoka`a
Gymnasium on Sunday, August 18th, from 12:00 noon to 1:30 pm. Donations for the prizes
were received from businesses throughout Hawai`i and the mainland, and other prizes were
purchased with the registration fees collected.
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PARIS & RECREATION
RECREATION
Program Highlights (continued)
2019 CHEVROLET YOUTH BASEBALL CLINIC:
The Chevrolet Youth Baseball clinic was held on Tuesday, July 16 at the Francis Wong
Stadium from 10 am— 1:00 pm. There were 116 youths that participated in this clinic which
was also offered on O`ahu, Maui and Kaua`i. There were nine drill stations and everyone was
divided into age groups. The participants were also given a t-shirt and a free lunch. This was
the 5th year that Chevrolet has put on this clinic during the summer.
32nd Annual Richardson Roughwater Swim
The Richardson Roughwater Swim event was held on July 28, 2019. There were 148
swimmers that finished the race. Next fiscal year,the event will be scheduled a couple weeks
later to allow sufficient time to procure items for the event.
HILO KIDS HALLOWEEN PARTY
The Hilo Kids Halloween party was held on October 31, 2019 at Edith Kanaka`ole Multi-
Purpose Stadium. Hilo District staff partnered with Living Waters Church and Key Clubs of
Hilo to put on this event. This annual event brings children together in a carnival type
atmosphere to play games and win prizes.
Ulu `Ohi`a PROGRAM
The Ulu `Ohi`a Program is sequel to the Pilikulaiwi Program. This program gives adults an
opportunity to meet with other adults island wide who care about our island. This is the third
segment of this unique program which was held January 24-26, 2020 at Kohaniki Beach Park
with an excursion to Hualalai
SURFERS HEALING
Co-sponsored with Surfers Healing,this program was held on Saturday,November 30, 2019 at
the Richardson Ocean Park for East Hawai`i and on February 1, 2020 at Kohanaiki Beach Park
for West Hawai'i. Surfers from around the state volunteered their time to provide children
with disabilities a chance to ride a surfboard and enjoy the ocean while gliding on a wave.
TRACK & FIELD
The Age Group Track meet was held on February 8, 2020 and the Exponent Track Meet was
held on February 22, 2020. Both of these meets were held simultaneously at the Waiakea
High School and Konawaena High School track on both dates. The exponent meet which is a
little different from the age group meet, allows a child with a smaller physical stature of a
certain age an opportunity to compete against other participants with similar physical stature.
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RECREATION
Program Highlights (continued)
Over 1,000 youngsters participating in each meet. Medals were given to all first through third
place winners in both the Age Group and Exponent track and field events.
PILIKULAIWI-SPRING 2020
Parks and Recreation, in partnership with other agencies and local businesses,provided the
Pilikulaiwi Program,which was held on March 16-18, 2020. There were 20 students (grades 6
to 12)that participated This program provided our keiki with various learning opportunities.
The students visited a different part of our island each day of the program which included the
Kumuola Marine Science Education Center in Keauakaha, Carlsmith Beach and Pu'u `O`o.
The students had an opportunity gain knowledge of our beloved homeland.
2020 IKE KAI SPRING SESSION
This event was held from March 16-20, 2020. Ike Kai is an ocean awareness program for 20
children between first to seventh grade. The activities included excursions to Kohanaiki,
Mokupapapa Discovery Center, Physical fitness training,recreational swimming, outrigger
paddling, sailing canoe instructions, and other ocean activities.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Program/Events Countywide Countywide Countywide
Participants Participants Participants
Actual Budget Estimate
Instructional Sports Program(Baseball, Softball,
Basketball,Floor Hockey,Pickle Ball,Volleyball, 2,276,101 2,780,000 2,700,000
Tennis,Track&Field,Croquette)
Arts&Crafts 21,613 45,000 40,000
Organized P&R Sports Games/Clinics(Baseball,
Basketball,Volleyball) 1,073,376 1,450,000 1,450,000
Music and Dance 45,478 95,000 80,000
Drama, Storytelling,Puppetry 21,175 38,000 33,000
Physical Fitness/Aerobic for Tots to Senior Citizens 302,461 500,000 500,000
Outdoor/Nature Activities/Hiking Programs 82,179 100,000 105,000
Special Events 185,188 250,000 200,000
TOTAL 4,007,571 5,258,000 5,113,000
Persons Utilizing Facilities—Total 3,371,076 5,000,000 4,900,000
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PARKS & RECREATION
RECREATION
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 52 52 52
Salaries and Wages 2,282,018.51 2,395,428 2,641,931
Operations 719,544.48 577,790 731,105
Equipment 17,594.25 16,100 5,000
Program Total 3,019,157.24 2,989,318 3,378,036
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Clerk II 1 1 1
Clerk III 1 1 1
Recreation Administrator 1 1 1
Recreation Director II 22 22 22
Recreation Director II—1/2T 1 _ 1 1
Recreation Director IV 5 5 5
Recreation Specialist II 3 3 3
Recreation Technician II 6 6 6
Recreation Technician II—1/2T 3 3 3
Recreation Technician III 4 4 4
Recreation Technician III—1/2T 3 3 3
Recreation Technician III—3/4T 1 1 1
Senior Account Clerk 1 1 1
Total 52 52 52
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PARKS & RECREATION
SUMMER AND INTER-SESSION PROGRAM
Program Description
The Summer and Inter-Session Program provides for the County of Hawai`i's elementary
school children, a five to six week, diversified recreational program, including team
sports, games, arts and crafts, drama, music, dance, etc. highlighted with excursions and
enrichment activities.
Program Objectives
1. Conduct a minimum of 20 Summer Fun programs island wide.
2. Continue to conduct longer programs hours at majority of the sites.
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.
4. Supplement the regular Summer Fun program with various enrichment-type programs
for those willing to pay the higher fee.
5. Develop and implement a teen-scene program at the Pu'u'eo Community Center in
East Hawai`i,teaching life 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.
6. Develop a minimum of two Winter Intersession programs island wide.
7. Integrate children with disabilities into the summer and inter-session programs
wherever possible,through the assistance of the Recreation Specialist II.
Program Highlights
g
WINTER INTERSESSION PROGRAM:
We were able to provide two Winter Intersession programs at Wainaku Gym for 30
participants and at Waiakea Uka for 60 participants ages 5-12 years old. This program
was held from December 23, 2019 to January 3, 2020.
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SUMMER AND INTER-SESSION PROGRAM
Program Highlights (continued) .
SUMMER FUN PROGRAM:
The 2019 Summer Fun program was held from June 12, 2019 through July 19, 2019.
There were a total of 21 sites throughout the island with a total of 1,350 participants
registered.
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 Hawai`i District with Puna District only have one site at Shipman
Gym.
Within our summer program, we had three enrichment type programs other than the
traditional summer fun, Volleyball/Tennis Summer Program at the Tennis Stadium&
Hilo Armory, Ike Kai Marine Program at Richardson Ocean Center, Teen Scene Program
at Pu'u'eo Community Center.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Persons Served—Summer Fun/Intersession 1,205 1,700 1,700
PROJECTED SITES/POTENTIAL ENROLLMENT INCLUDING SUMMER/INTER-
SESSION/AFTERNOON PROGRAMS
Districts Regular Enrich- Summer I Teen Aquatic After- Leader Special Inter- Total Total
Summer ment Fun Prog Enrich- noon ship Events Sessions Sites Children
Fun Prog Acad ment Prog Camp
Sites Prog
Hilo 6 2 - 1 4 - - - 2 15 750
Puna/Ka`u 4 - - - - - - - 1 5 190
Hamakua 4 - - - - - - - - 4 100
N/S Kona 2 - - - - - - - 1 3 150
N/S Kohala 3 - - - - - - - 4 7 150
TOTAL 19 2 - 1 4 - - - 8 34 1340
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Salaries and Wages* 196,198.80 202,005 202,005
Operations 150,144.15 279,180 279,180
Program Total 346,342.95 481,185 481,185
* Salaries and Wages for seasonally contracted employees. Personnel Position Summary not available.
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PARKS & RECREATION
HO'OLULU PARK COMPLEX
Program Description
The Ho`olulu Complex assures the safe, sanitary, and efficient use of all facilities at the
Ho`olulu Complex(Dr. Francis F. C. Wong Stadium,Afook-Chinen Civic Auditorium,
Edith Kanaka`ole Multi-Purpose Stadium, Walter Victor Baseball Complex, Aunty Sally
Kaleohano's Luau Hale, Butler Building and Hilo Drag Strip).
Maximizing the use of all facilities by servicing everyone in an equitable and fair
manner, and through careful scheduling and accommodating of:
1. Public requests for private parties and sports activities.
2. Professional or non-profit agencies that promote East Hawai`i or island wide events.
3. School activities and sporting events.
4. Agencies that promote activities for statewide,national or international participants.
5. County and department functions.
Program Objectives
1. Provide clean, safe and well-maintained facilities:
a. Close each facility once per year for general clean up and minor repairs.
b. Pressure-wash each facility semi-annually.
c. Check for any potential safety hazards daily.
d. Clean and sanitize facilities before and after events.
e. Work with Safety Committee to have courtesy safety inspection annually.
2. Provide a well-manicured playing surface at all ballfields (Wong Stadium and Walter
Victor Baseball Complex):
a. Mow lawn weekly, weather permitting.
b. Close each ballfield at least one week annually for field renovations.
c. Fertilize ballfields annually.
3. Provide training for staff:
a. Conduct safety talks on different topics every month.
b. Retrain employees on equipment use semi-annually.
c. Have supervisors conduct equipment maintenance training and have equipment
maintained weekly.
d. Provide refresher course on Material Safety Data Sheet annually.
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HO OLULU PARK COMPLEX
Program Objectives (continued)
4. Enforce rules and educate sponsors:
a. Comply with Federal ADA, State OSHA, County,Department and Complex rules
and regulations.
b. Revise rules annually.
c. Distribute rules with all applications.
5. Work with Hilo Jaycees, Intake Service, schools and community groups for
improvements to the Ho`olulu Complex:
a. Complete one major improvement project.
b. Do beautification/landscaping project for each facility annually.
6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an
estimated 2,400 activities annually.
Program Highlights
The following were the major events held at the Ho`olulu Complex:
• King of Hawai`i Softball Tournament: July 5-7, 2019
• American Cancer Society -Relay for Life: July 20-21, 2019
• Lehua Hawai`i Productions Pageant: August 17, 2019
• Conventions: August 16-18, 2019, October 26-27,2019
• Plant Shows: August 30-31, 2019, February 28-29, 2020
• BIIF Football, Basketball, Softball, and Baseball Games and Playoffs: August 2019-
March 2020
• Convoy of Hope: August 24, 2019
• 69th Annual Hawai`i County Fair: September 19-22, 2019
• Dog Shows: October 5-6, 2019, December 7-8, 2019
• Merrie Monarch Keiki Hula Festival: October 12, 2019
• Hawai`i Construction Career Day: October 24, 2019
• Craft Fairs: November 9, 2019, November 22-23, 2019, November 29-30, 2019,
December 6-7, 2019, December 12-14, 2019
• AJA Memorial Baseball Season: December 8, 2019-March 1, 2020
• UHH Men and Women's Basketball Season Games: November 22, 2019 -February
22, 2020
• UHH Baseball Season Games: January 31, 2020-March 6, 2020.
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Program Highlights (continued)
• HHSAA D2 Girls Basketball Championship: February 5-8, 2020
• World Assoc. of Benchers & Dead Lifters Competition: February 16, 2020
• Waiakea Lions Club Chuckwagon Breakfast Fundraiser: February 22, 2020
• The Food Basket Ohana(COVID)Food Distribution: April 8, 2020, May 13,
2020, June 10, 2020
• COVID-19 Community Testing Events(9): March—May 2020
The Ho`olulu Complex accommodated many more activities and events on a daily basis
and was heavily used on weekends.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Persons Served—Aggregate Total 373,971 630,000 340,000
Activities Accommodated: 3,206 4,100 2,865
Afook-Chinen Auditorium&Butler Building:
Revenue Making 246* 255 200
No Revenues 133 120 85
Edith Kanaka`ole Multi-Purpose Stadium:
Revenue Making 1,258* 1,300 900
No Revenues 80* 140 110
Wong&Victor Stadiums:
Revenue Making 184* 320 160
No Revenues 699* 1,200 800
Aunty Sally Kaleohano's Luau Hale:
Revenue Making 135* 180 140
No Revenues 383* 460 380
Hilo Drag Strip
Revenue Making 47* 75 50
No Revenues 41* 50 40
*Facilities closed March 2020-June 2020.
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Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 17 17 17
Salaries and Wages 663,928.29 705,712 717,718
Operations 295,283.43 269,847 323,147
Equipment 1,306.80 2,000 1,000
Program Total 960,518.52 977,559 1,041,865
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Building Maintenance Worker 1 1 1
Facilities Maintenance and Service Worker I 10 10 10
Facilities Maintenance and Service Worker II 3 3 3
Ho`olulu Complex Maintenance Supervisor 1 1 1
Recreation Specialist II 1 1 1
Total 17 17 17
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AQUATICS
Program Description
The Aquatics Section develops and initiates water safety operations and programs
utilizing training and education of all Aquatic staff Aquatics promotes water safety to
the public by conducting American Red Cross classes in Swimming, Lifeguarding, CPR,
AED, First Aid and Basic Water Rescue. It conducts swim competitions for beginners
(Novice program) and advanced(open water competitions) swimmers.
Aquatics maintains safety services and initiates preventative actions,progressively
implementing advanced safety equipment and strategies to meet our goals and act as a
resource and consultant on matters relating to water safety on the Island of Hawai`i.
Program Objectives
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.
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.
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.
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.
5. Conduct nine American Red Cross Lifeguarding/First Aid/CPR/AED Classes at each
of our nine pool facilities during the fiscal year.
6. Plan, promote and coordinate five Novice Swim Meets serving approximately 350
participants during the August through October season.
7. Sponsor one open water swim competition.
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.
9. Conduct American Red Cross blood Borne pathogens training on an annual basis in
January or February for the entire division.
10. Develop at least two partnerships with aquatics clubs to encourage competitive
aquatic sports throughout the island.
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Program Objectives (continued)
11. Reduce utility costs at all facilities by implementing green technologies and proactive
practices.
12. Reduce chemical costs at all facilities by prudent work practices, education and
technologies.
Program Highlights
LEARN TO SWIM(LTS)
The Aquatics section held the American Red Cross Learn to swim programs at seven of
the nine pools around the island during the summer of 2019. Sessions C &D were held
in July of 2019, with some Fall classes, as well. No classes were offered at KCAC or
Honoka`a during the Summer of 2019, due to facility closures for emergency repairs. We
had a total of 340 participants for American Red Cross Learn to Swim Programs, with
only seven pools offering classes only during the summer of 2019. No classes were
taught in 2020 due to COVID-19.
NOVICE SWIM 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
32nd Annual Richardson's Ocean Swim
The 32nd Annual Richardson Roughwater Swim was held on July 28th, 2019.
There were 148 swimmers that finished the race. Next time we plan this event,we will
be pushing the swim back a couple weeks, so there is sufficient time to procure items for
the event.
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AQUATICS
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Swimming Pools 9 9 9
Persons Served at Pools 442,202 * 850,000 600,000**
Novice Meets/Participants 5/229 5/400 5/400
Learn to Swim(participants) 340 * 1,343 1,343
Classes Provided by Aquatics Division 1,000* 1,500 1,100
American Red Cross Lifeguarding Certification Crs 9 9 5
Partnership with Aquatic Clubs 12 12 10
*Pools closed from March 2020-June 2020 due to COVID-19.
**Pahala&NAS pools will be closed for renovation.
Pool Attendance
Location Total Count Total Count Total Count I
2017-18 2018-19 2019-20
Honoka`a ** 19,878 12,807 0
Kawamoto * 199,071 257,587 164,949
Kohala* 24,507 34,146 26,859
Konawaena * 33,017 32,305 28,682
Laupahoehoe* 41,777 40,871 30,019
NAS * 19,511 27,682 17,167
Pahala* 19,596 21,478 11,986
Pahoa* 97,675 62,108 105,961
Kona Community Aquatic Ctr* 305,942 159,391 56,579
Total 760,974 648,375 442,202
*Pool closed from March 2020-June 2020 due to COVID-19.
**Pool closed for construction
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 51 51 51
Salaries and Wages 1,256,043.87 1,526,922 1,596,682
Operations 700,012.85 876,207 916,507
Equipment 26,283.75 28,200 20,950
Program Total 1,982,340.47 2,431,329 2,534,139
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AQUATICS
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Pool Lifeguard 16 16 16
Pool Lifeguard 1/2T 2 2 2
Pool Lifeguard 1/2T Temp 6 6 6
Pool Lifeguard 3/5T 4 4 4
Recreation Specialist I 1 1 1
Senior Pool Lifeguard 9 9 9
Swimming Instructor 1/2T Temp 3 3 3
Swimming Instructor Temp 3 3 3
Swimming Pool Custodian 3 3 3
Swimming Pool Custodian 1/2T 3 3 3
Total 51 51 51
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CULTURE & EDUCATION
Program Description
The Culture &Education Section promotes, perpetuates and encourages activities and
programs in culture, art, history and the humanities.
Program Objectives
1. Provide 98 workshops and classroom instructions in various disciplines, music,
dance, drama, arts, crafts, and natural sciences at established sites Countywide.
2. Develop and enhance at least one core/major Cultural/Community event per quarter
to preserve ethnic traditions and heritage, encourage craftsmanship and cottage
industry.
3. Market programs by securing community involvement and financial support through
six partnerships/sponsorships.
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.
Program Highlights
• Fourth of July Car Cruise Paradise (Hawai`i Classic Cruizers).
• Fourth of July Hilo Bay Blast and County Band concert.
• Veterans of Foreign Wars Run/Walk at Lili'uokalani Gardens.
• Queen Lili`uokalani Festival at Lili'uokalani Gardens.
• Hilo World Peace Festival in October at Afook-Chinen Civic Auditorium.
• Merrie Monarch Keiki Hula Competition at Afook-Chinen Civic Auditorium.
• Christmas Wreath Exhibition at Aupuni Center.
• "Magic of the Season" Festivity at Hawai'i County Building
• 27th Annual Waimea Cherry Blossom Heritage Festival at Kamuela, Waimea.
• Participated in the 32nd Annual Young at Art East Hawai'i Cultural Center Front
Lanai.
• Boy's Day Display at County Building Koi (Fish).
• Fourth of July Display at County Building (Tribute to Our Heroes).
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CULTURE & EDUCATION
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Classes/Workshops(Countywide) 98 105 115
East Hawai`i 86 95 95
West Hawai`i 12 10 10
Participants in Classes/Workshops(Countywide) 2,600 1,700 1,700
East Hawaii 1,100 1,300 1,300
West Hawai`i(includes Waimea District) 1,500 400 400
Total Participants Served Countywide 105,000 130,000 130,000
East Hawai`i 85,000 85,000 85,000
West Hawai`i(includes Waimea District) 20,000 45,000 25,000
Number of Festivals/Major Events 7 8 8
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 3 3 5
Salaries and Wages 166,126.23 185,335 291,510
Operations 62,536.93 96,028 96,028
Equipment - 50 50
Program Total 228,663.16 281,413 387,588
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Culture and Education Administrator 1 1 1
Park Interpretive Tech - - 1
Park Interpretive Tech(1/2T) - - 1
Recreation Specialist II 1 1 1
Recreation Specialist I 1 1 1
Total 3 3 5
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T
ELDERLYELDERLYACTIVITIES
Program Description
EAD Administration
The Elderly Activities Division's (EAD)Administration oversees five programs: RSVP,
Coordinated Services,Nutrition, Recreation and Special Programs. The Division
provides comprehensive and coordinated services for older individuals, which promote
maximum independence, optimum health,personal dignity and self-enrichment. EAD
staff offers adults 55 years and older many educational and recreational choices, various
opportunities and services to enhance their quality of life, such as volunteer opportunities,
transportation, escort, information and assistance, in-home services (chore,personal
care),recreational activities, congregate meals and home-delivered meals and island
wide, statewide, national and international activities (Kupuna Hula, bowling, softball,
health fair, etc.).
EAD Recreation
The Elderly Recreation Services (ERS)provides comprehensive recreational,
educational, health related and leisure activities for adults 55 years and older, which
promote maximum independence, optimum health,personal dignity and self-enrichment.
ERS staff provide and promote active and passive recreational, cultural, leisure
opportunities, special interest programs, island wide, statewide events which help to
maintain independence, quality of life and dignity to older adults. Services are provided
by five program directors to provide recreational services at 26 senior centers (island
wide), including district-wide activities and recreational, educational, and health-related
classes.
EAD Special Programs
The Special Programs branch provides individuals 55 years and older with a variety of
special events such as recreational, sports (golf and softball), health(Wellness Fair),
leisure time, performing arts (Kupuna Hula), and other support services countywide, as
well as senior participating in state, national, and international events.
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Program Objectives
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 five major programs. These programs provide services
for over 10,800 seniors annually. An evaluation is conducted on each program
annually to ensure goals are met.
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 two meeting for east and west districts in
July of each fiscal year servicing 40 presidents/chairpersons island wide.
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.
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.
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ELDERLY ACTIVITIES
Program Objectives (continued)
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.
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.
3. Serve 3,000 older adults in recreational, educational, health-related and cultural
classes island wide.
4. Provide at least ten district wide activities for a total of 1,500 older adults in
PunalKa`u,North and South Hilo,North and South Kona,North and South Kohala,
and Hamakua.
EAD Special Program
1. Provide at least seven countywide, state, national and international events for 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.
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.
Program Highlights
The last three months of the fiscal ended with the shutdown of the regular programs due
to COVID-19. EAD started the Emergency Meal Plan for up to 850 seniors that
delivered 4,250 frozen meals a week. Most of the goals and objectives established for the
division's respective programs were accomplished and the overall results were good.
EAD Operations Director worked with Department of Business Economic Development
and Tourism (DBEDT) for the Social Transportation grant. Due to the shutdown, this
program was suspended and a request for a six-month extension will be submitted. The
items awarded under this grant includes vehicles, equipment, supplies, and S&W for two
positions which totals over$450,000. This is a program that the seniors have been
looking forward to and to meet trending needs.
The Senior Training and Employment Program(Senior Community Service Employment
Program) ended on June 30, 2020. The State Workforce Development Division who
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ELDERLY ACTIVITIES_.__�..__.____.
Program Highlights (continued)
provided this contract,will manage this program within their department. The two
County employees will be transferred to the Elderly Recreation Services.
Pre COVID-19,the EAD programs were thriving and exceeding all the goals and
objectives. EAD staff will continue to strive to provide a wide array of services for the
public with excellence, integrity and aloha. Many seniors consider our programs
"outstanding"as an integral part of their lives in the community. EAD staff will continue
to strive to keep this image of being "second to none" and at the same time,be efficient
as possible in the delivery of services, while achieving the established goals and
objectives and in meeting the needs of Hawai`i's seniors.
The major activities completed for fiscal year 2019-2020 were:
• Arranged seven EAD Senior Advisory Council meetings in January &July for 40
club presidents and representatives along with EAD staff to discuss senior
activities/services/concerns.
• Scheduled of a wide variety of classes (educational, recreational, cultural and health)
island wide for over 2,931.
• Five district events under the ERS Program served 1,389 seniors.
• Hosted the 44th Annual State Senior Softball Tournament on August 6-8, 2019 at the
Maka`eo Ballfields in Kona with 1,182 players from around the state.
• The 37th Annual Kupuna Hula Festival which involved a total of 375 participants, 20
halau, and a crowd of over 1,250 was held in Kona at the Sheraton Kona Resort&
Spa at Keauhou Bay on September 11-12, 2019.
• The Akamai Living Fair with 670 in attendance was held at the Edith Kanaka`ole
Multi-Purpose Stadium on October 18, 2019. This event offered 55 health
information booths and services. The Kona event with 120 in attendance was held at
the Maka`eo Main Event Pavilion on November 22, 2019.
• The 2019 Instructor/Volunteer Appreciation Christmas Luncheon with over 300
seniors attending was held at Aunty Sally's on December 11, 2019 to honor the
instructors and volunteers at Kamana, Kea'au and Pomaika`i Senior Center.
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PARKS & RECREATION
ELDERLY ACTIVITIESv��_
Program Highlights (continued)
• Start the New Year Right was sponsored by Councilmember Valerie Poindexter for
the seniors clubs of the Hamakua district. This event was held on January 30, 2020
with 140 participants.
• CSE staff completed 3,284 referrals for seniors needing services/benefits such as,
supplemental security income, Medicare, Medicaid,tax assistance, food stamps,
transportation, etc.
• CSE staff provided 5,594 chore service hours to the qualified seniors.
• CSE provided 62 individuals with disabilities under 60 years old with transportation
services island wide and accomplished 1,164 trips.
• CSE provided 1,143 seniors transportation services by the CSE staff and completed
35,809 trips.
• During the period of February—April, CSE Hilo staff assisted over 805 seniors with
transportation and/or scheduling seniors free Senior Tax Assistance.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Unduplicated Number of Older Adults Serviced:
RSVP 1,119 1,000 1,000
Coordinated Services 4,060 3,500 3,500
Nutrition 1,476 1,200 1,200
Senior Employment 71 38 ---
Elderly Recreation 2,863 2,500 2,500
Special Programs 2,935 2,600 2,600
EAD Recreation
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
No.of Senior Centers 26 26 26
No. of Unduplicated Elderly at Senior Ctrs 2,863 3,000 2,500
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ELDERLY ACTIVITIES
Program Measures (continued)
EAD Special Programs
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Total Number of Participants Served: 2,935 2,600 2,600
Total Number of Events: 6 7 7
County-wide Events:
Number of Events: 3 4 4
Number of Participants: 1,248 1,350 1,350
Big Island Senior Golf Tournament . 0 100 100
Hawai`i Kupuna Softball League&Tournament 458 400 400
East Hawai`i Akamai Living Fair* 670 650 650
West Hawai`i Akamai Living Fair* 120 200 200
State/National/International Events:
Number of Events: 3 3 3
Number of Participants: 1,687 1,250 1,250
State Senior Softball Tournament 1,182 800 800
Hawaii Kupuna Hula Festival 375 300 300
(#of Performers)
Hawai`i Kupuna Hula Festival** 1,250 1,200 1,200
(#of Attendees—2 nights)
Hawaiian Cultural Workshop(Japan)* 0 150 150
*Sponsored event,EAD manpower
**Not calculated in Number of Participants total
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 9 9 11
Salaries and Wages 418,491.38 458,708 590,570
Operations 137,129.87 136,989 145,399
Equipment 1,141.27 4,725 4,725
Program Total 556,762.52 600,422 740,694
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ELDERLY ACTIVITIES���
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 1 1 2
Elderly Activities Operations Director 1 1 1
Program Director I(Older Adults) - - 1
Program Director II(Older Adults) 3 3 3
Program Director III(Older Adults) 1 1 1
Program Director IV(Older Adults) 1 1 1
Recreation Aid 1 1 1
Student Helper I 1 1 1
Total 9 9 11
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PARIS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Program Description
The Pana`ewa Recreational Complex is comprised of two facilities. Pana`ewa Rainforest
Zoo and Gardens and Pana`ewa Equestrian Center together provide varied recreational
opportunities that are open to the public.
Pana`ewa Rainforest Zoo
The Pana`ewa Rainforest Zoo and Gardens is the only natural rainforest zoo in the United
States. This provides the unique opportunity to exhibit various species in a natural
rainforest environment. An abundance of flora enhances the animal experience and
transforms the zoo into a diverse botanical park. Pana`ewa Rainforest Zoo and Gardens
provides a welcome form of alternate recreation and education for all ages to enjoy. The
zoo is open to the public every day from 9:00 a.m. to 4:00 p.m., seven days a week and is
only closed on Christmas and New Year's Day. There is currently no admission charge.
Modern zoos strive to provide and promote a theme of conservation through education
and recreational activities. Conservation of world wildlife and rainforests will affect
many future generations. Continuing education and awareness is vital for preserving our
natural resources for future generations, and the zoo affords the perfect opportunity to
combine this education through enhanced recreation.
Our program is achieved by meeting Federal USDA Animal Welfare Act regulatory
standards and requirements to maintain Federal licensure, and acquisition of State and
Federal permits necessary to import,transport and house restricted animals. Volunteers
and community involvement is vital to the program's success and future expansion.
Friends of the Pana`ewa Zoo (FOZ) is the 501(c)3 not for profit volunteer organization
which provides financial support for both projects and supplemental animal care. FOZ is
an integral part of the zoo. They maintain a zoo website and Facebook page that provides
news and public information to increase visitor awareness.
Equestrian Center
The Equestrian Center is located adjacent to the zoo and has the capacity to house 64
horses. Horse stalls are rented to the public for a nominal cost and the arena is rented for
appropriate events.
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.+4
PANA'EWA RECREATIONAL COMPLEX
Program Description (continued)
The Pana`ewa Equestrian Center was developed and is maintained for a wide variety of
equestrian related facilities, which include a 5/8 mile race track,rodeo arena, wash racks,
and 64 rental stalls with attached paddocks. The center is open for public use seven days
a week.
Program Objectives
1. Focus on a natural rainforest theme by acquiring a minimum of one new rainforest
animal annually.
2. Successfully breed at least one animal species for exhibit or to trade with other
facilities.
3. Work with Friends of the Zoo (FOZ)to host at least two events to promote the zoo
and increase the number of visitors.
4. Work with community groups to help facilitate four major volunteer projects to
maintain and improve the Zoo and/or Equestrian Center.
5. Increase community education and interest, and reinstitute a docent training program
by utilizing FOZ volunteers.
6. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian
Center:
a. Host two rodeo events annually.
b. Host two dressage events annually.
Program Highlights
• On July 26, 2019, we were blessed with the arrival of a new baby Two-toed Sloth.
• On November 4, 2019, a Giant Anteater and Black& White Colobus Monkey arrived
at the zoo. FOZ purchased both of these animals to replace animals that had expired
during the previous fiscal year.
• During the past year we successfully bred 30 Bumble Bee Dart frogs and 7 Dyeing
Dart frogs. Ten of the Bumble Bee Darts were sent to Honolulu Zoo in a trade for
eight of their Green& Black Dart frogs.
• FOZ Christmas for the animals was held on Saturday, December 7, 2019 and all the
animals received special treats and"gifts". Good weather made for greater
attendance and a successful event. Visitors watched as tigers played with their
pumpkins and monkeys enjoyed their peanut butter jars!
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PANA'EWA RECREATIONAL COMPLEX
Program Highlights (continued)
This year our Tiger Fun day was cancelled due to the zoo closure because of COVID-
19 and the commencement of construction for ADA improvements. We are hopeful
the zoo will reopen in February 2021 and will plan for a huge summer event next
year!
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate _
Attendance N/A 280,000 280,000
Acres Maintained 57 57 57
Equestrian Center—Stalls 64 56 56
Equestrian Center—Rodeos, Shows,Clinics&Races 3 8 5
Community&Volunteer Projects Completed 3 5 4
New animals acquired 12 2 2
Educational presentations(field trips,school visits, 0 0 25
etc.)
Species(Current Actual Count as of June 2019) 85 88 85
Birds 31
Primates 6
Mammals 16
Amphibians 7
Reptiles 25
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 11 11 11
Salaries and Wages 567,539.32 583,204 600,844
Operations 239,240.23 247,230 280,630
Equipment 400.00 400 500
Program Total 807,179.55 830,834 881,974
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PANA'EWA RECREATIONAL COMPLEX
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Building and Grounds Utility Worker 1 1 1
Nursery Worker I 1 1 1
Pana`ewa Recreation Complex Administrator 1 1 1
Pana`ewa Recreation Complex Supervisor 1 1 1
Zoo Animal Keeper II 6 6 6
Zoo Information/Education Specialist I 1 1 1
Total 11 11 11
200
PLANNING
PLANNING
DEPARTMENT SUMMARY
Mission Statement
To foster an improved quality of life for the Island of Hawai`i's communities through
responsible and progressive planning programs and initiatives that are shaped by values
that respects our past while laying the foundation for our future.
Department Goals
1. Long-Range Planning. To develop a long-range vision and plan that protects and
enhances our island's assets, meets our community needs, while fostering a diverse,
vibrant and sustainable economy;
2. Regulatory System. To refine and enhance our existing land use management
systems to provide for clear and objective standards and efficient process;
3. Public Participation/Information.. To develop effective methods to seek community
and interagency input that encourages broad-based participation in planning and
regulatory decision making;
4. Organizational Capacity. To strive for competence, sensitivity, and responsiveness in
the delivery of planning services to the people and institutions of this County and to
partner governmental agencies at the Federal, State and County levels.
Funding Source and Position Count
General Fund $3,700,175 General Fund 54
Grant Revenue $ 610,000 Grant Revenue/Other 9
Other $ 40,000
Total Budget: $4,350,175 Total Number of Positions 63
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Program Description
The Planning Department carries out its responsibilities through its offices in East and West
Hawaii. The depaitment administers and staffs several boards/commissions/committees which
have jurisdiction over various land use and related permits or designations. They are:
1. Hawai`i County Windward Planning Commission
2. Hawai`i County Leeward Planning Commission
3. Cultural Resources Commission
4. Board of Appeals
5. Banyan Drive Hawai`i Redevelopment Agency
6. Kailua Village Design Commission
7. Puna Community Development Plan Action Committee
8. Kona Community Development Plan Action Committee
9. Ka`u Community Development Plan Action Committee
10. South Kohala Community Development Plan Action Committee
11.North Kohala Community Development Plan Action Committee
12. Hamakua Community Development Plan Action Committee
13. Arborist Advisory Committee
The Planning Director serves as the chief planning officer of the County and the technical advisor
to the Mayor, Planning Commissions and Council on all planning and related matters. These
include: prepares and implements the general plan and amendments; prepares and implements the
community development plans; prepares proposed zoning and subdivision ordinances and any
amendments and modifications; reviews and prioritizes proposed capital improvements;
administers the subdivision and zoning ordinances and related regulations; approves proposed
subdivision plans; approves variances as provided by law; and receives,processes and
recommends to the Planning Commissions appropriate action regarding rezoning applications,
land use boundary amendments, special permits, use permits, special management area permits
and other similar requests.
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Program Objectives
Administrative Permits
1-Public Assistance and Land Use Information: Respond to land use inquiries and
confirming zoning requirements in the processing of building permits. Identify solutions to
streamline and improve customer service at the counter.
2-Short-Term Vacation Rental Permits: Process registration of Short-Term Vacation
Rentals in permitted districts and process Non-Conforming Use Certificate renewals. In
2018,the County Council adopted an ordinance to manage and register short-term vacation
rentals in the County of Hawai`i. During the past year,the Department has processed
thousands of Short-Term Vacation Rental applications. We continue to process applications
in permitted zone districts and are beginning to process renewal applications for Non-
Conforming Use Certificates. .
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. Facilitate a comprehensive review
and update to the County's Zoning and Subdivision Codes.
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.
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. Design, build and develop databases to replace spreadsheet
records for efficient data management, analysis and reporting. Manage the Professional
Services list for Planning-related disciplines.
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.
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Program Objectives (continued)
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.
Long Range
1-Environmental Planning: Review environmental assessments and environmental impact
statements. Collaborate with other county and state agencies on land preservation
opportunities. Develop a Kona Open Space Plan in accordance with the Community
Development Plan. Review and comment on County and State legislation. Develop an
outline and process for an Integrated Watershed Management Framework in cooperation
with related non-profits and government agencies. Develop a Climate Change Adaptation
Plan. Manage the FEMA hazard mitigation grant related to the shoreline/riparian setback
project.
2-Regional and Community Planning: Complete comprehensive review and update to the
County's.General Plan. Implement and update Community Development Plans. Work with
Action Committees and community networks to prioritize and implement community-based
actions. Assist communities to develop and implement town or village plans as
needed. Initiate Pahoa Master Plan. Continue to work with other County departments,
outside agencies, and the public on various long-range planning initiatives.
3- Coastal Zone Management: Administer the Coastal Zone Management grant contract
and conduct research and analysis to support planning in the Special Management
Area. Manage the CZM grant related to the shoreline/riparian setback project. Prepare the
semi-annual and performance measure reports. Participate in the Hawai`i Climate Change
Mitigation and Adaptation Commission and State Ocean Resources Management Plan policy
and working group meetings.
4-Administrative Programs: Coordinate the development of the County's Capital
Improvement Program. Provide administration for the Board of Appeals. Prepare and
submit the Fair Share Annual Report to Council.
5-Access and Mobility: Collaborate with Department of Public Works on transportation
planning initiatives, including complete streets. Update codes and rules related to the
Complete Street's Program. Work with other agencies to implement Vision Zero.
Coordinate with Mass Transit Authority to better integrate transit routes and stations with
land use. Support other departments related to the implementation of local and regional
trails. Develop a comprehensive Public Access Program for an island wide trails network.
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Program Objectives (continued)
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.
2-Cultural Resource Commission (CRC) and Banyan Drive Hawai`i 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.
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.
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.
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.
West Hawaii
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.
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Program Objectives (continued)
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.
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.
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.
5-Other Planning Programs: Staff and support Kailua Village Design Commission
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Program Highlights
• As a result of the COVID 19 pandemic,the Planning Department has incorporated
virtual public meetings for the Windward and Leeward Planning Commission
hearings,the Board of Appeals, the Cultural Resources Commission, and other types
of public meetings. The Planning Department has been using platforms such as
Webex, Teams, Zoom, etc., and live streaming these events on YouTube.
• A short-term vacation rental ordinance was adopted by the County Council in
November 2018 and went into effect on April 1, 2019. New Planning Department
Rules of Practice and Procedures were adopted in March 2019 to implement the
ordinance. Planning began the registration process in April 2019. Registration fees
and fines through the ordinance provided for additional staff to review registration
applications and for more robust enforcement of unpermitted vacation rentals.
• Between June 2019 and the end of the March 2020 roughly 4,000 applications were
processed. We have begun processing renewal applications for short-term vacation
rentals with non-conforming use certificates.
• In fall 2019, a Disaster Recovery Division was established within the Planning
Department to coordinate the County's recovery effort from the 2018 Kilauea
eruption and to support long-term resilience for the impacted areas of Puna. This
Division collaborates with County departments along with state and federal agencies;
and continues to lead engagement with residents,businesses,property owners,not-
for-profit agencies and faith-based organizations in the recovery process. The County
achieved major milestones in completing the restoration of Highway 132 and
securing $122 million in grant agreements with the Federal Emergency Management
Agency for the loss of public infrastructure as a result of the 2018 Kilauea eruption.
• The Planning Department continued work with the Department of Public Works and
Department of Information Technology to design and test an 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. Estimated launch date is Spring of 2021.
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Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
PERMITS
Letters/Memos Answered 0 20,000 0
Ohana Permits 7 10 10
Plan Approval Reviewed 87 120 120
AGREEMENTS
Farm Dwelling Agreement 11 25 25
Subdivision—New Application 64 50 50
Consolidation—New Application 26 20 20
APPLICATIONS PROCESSED
General Plan Amendment 0 5 2
Change of Zone 10 12 15
Special Permit 10 5 15
Use Permit 9 10 15
Special Management Area Major Permit 4 5 7
Special Management Area Minor Permit 52 25 35
Special Management Area Assessment 155 150 170
State Land Use Boundary Amendments(<15 acres) 0 5 2
State Land Use Boundary Amendments(>15 acres) 1 5 5
Shoreline Setback Variance 0 3 2
Other Miscellaneous Applications 2 5 5
Administrative Variance 60 75 75
Planned Unit Development 0 5 2
Non-significant Zoning Change 0 5 5
Appeals Processed 88 15 75
Boards/Commission/Committee Meetings 150 120 120
Contested Case Hearings—PC 0 2 2
Contested Case Hearings—BOA 8 2 12
ENFORCEMENT
Complaints 244 500 500
CADASTRAL MAPPING
New/Updated Plat Maps 239 300 300
%Plat Maps in CADD(239 out of 2,368) 10% 10% 10%
%Plat Maps Scanned 100% 100% 0%
Copies of Tax Maps Requested 449 700 700
The Department's regulatory functions can be measured in terms of volume and
responsiveness. The previous table provides an indication of volume, which should be
considered relative to the number of personnel. The Zoning and Subdivision Codes,
Planning Commission Rules and Planning Department Rules provide for time limits
which the Department is required follow in processing these applications and permits.
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.wa �� ._, _ .„ _._ r. ._. . _. __.__ •. , ,,-
PLANNING
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 54 57 54
Salaries and Wages 3,247,823.35 3,256,431 3,435,157
Operations 391,787.71 294,668 294,668
Equipment 16,631.15 10,350 10,350
Program Total 3,656,242.21 3,561,449 3,740,175
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Planning Director 1 1 1
Deputy Planning Director 1 1 1
Accountant I 1 1 1
Accountant II(TEMP) - 1 1
Administrative Services Officer I 1 1 1
Clerk II 1 1 1
Clerk III 3 3 3
Geographic Information Systems Analyst I 1 1 1
Geographic Information Systems Analyst II 1 1 1
Land Use Plans Checker III 9 9 9
Planner I 2 2 2
Planner IV 7 7 7
Planner V 6 6 6
Planner VI 3 3 3
Planning Committee Support Tech 1 1 1
Planning Inspector II 3 3 3
Planning Program Manager 4 4 4
Private Secretary 1 1 1
Program Manager(TEMP) - 1 1
Program Support Technician(TEMP) - 1 1
Secretary 1 1 1
Secretary to Board/Commissions 2 2 2
Subdivision Applications Clerk 1 1 1
Tax Maps&Records Supervisor II 1 1 1
Tax Maps&Records Tech I 1 1 1
Tax Maps&Records Tech II 1 1 1
Tax Maps&Records Tech III 1 1 1
Total 54 57 57
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COASTAL ZONE MANAGEMENT
Program Description
The Hawai`i Coastal Zone Management(CZM) Program is established by Chapter 205A,
Hawai`i Revised Statutes (HRS). It is a comprehensive management guide for the
beneficial use, protection, and development of Hawai`i's land and water resources. The
State Legislature created the CZM Program as a shared management system with the
State and County regulatory agencies. Through an agreement,the State of Hawai`i
Department of Economic Development and Tourism, Office of Planning provides funds
(State and Federal) to the County of Hawai`i to implement the CZM Program through the
regulation of development in the Special Management Area(SMA) and Shoreline
Setback Area(SSA). The Department assesses development proposals within the SMA
and SSA for compliance with the CZM objectives and policies articulated in the HRS and
determine whether the issuance of a SMA and/or Shoreline Setback Variance (SSV)
permit is appropriate. As part of the agreement with the State,the County's
responsibilities include:
1. Administration of the SMA and SSV permits, non-point source pollution issues, and
other CZM-related matters.
2. Administer an ongoing monitoring and enforcement program.
3. Facilitate and support public participation in the CZM Program, as may be necessary.
4. Attend all CZM-related meetings, workshops, and seminars.
5. Coordinate, facilitate, and where possible, streamline the development review process.
6. Submit status and performance reports on a semi-annual basis to the Office of Planning.
7. Submit CZM performance measures report on an annual basis to the Office of Planning.
Program Objectives - CZM
1. Process all SMA Assessments and Permit applications in the required time limit as
specified by law and the County's Rules and Regulations.
2. Conduct site investigation of alleged violations within two weeks of receipt of
complaints.
3. Monitor all CZM-related legislative bills during the State Legislative session and
provide testimonies as needed (January to May).
4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC) meetings,which
are normally held every other month as budgetary constraints will allow.
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.
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COASTAL ZONE MANAGEMENT
Program Objectives — CZM (continued)
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.
7. Continue to advertise Planning Commission agenda and hearing notices for all SMA
and SSV Permit applications as required by law.
8. Provide the Office of Planning with semi-annual reports within seven days after
December 31st, and June 30th of the Fiscal year.
9. Provide the Office of Planning with annual performance measure reports within seven
days after the June 30th end of the fiscal year.
10. Continue to review Planning Commission and Planning Department Rules for
compliance with enacted State laws and draft amendments to the rules for adoption.
Program Measures
Program measures are included in the Administration and Planning program.
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 6 6 6
Salaries and Wages 301,108.49 474,099 495,684
Operations 5,454.55 11,060 114,316
Equipment 1,484.26 -
Program Total 308,047.30 485,159 610,000
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Clerk III 1 1 1
Planner IV 2 2 2
Planner V 1 1 1
Planning Inspector II 1 1 1
_Senior Account Clerk 1 1 1
Total 6 6 6
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P011 CE
POLICE
DEPARTMENT SUMMARY
Mission Statement
The employees of the Hawai`i Police Department are committed to preserving the spirit
of aloha.
We will work cooperatively with the community to enforce the laws,preserve peace and
provide a safe environment.
Department Goals
1. To protect life and property and serve the community.
2. To actively involve the community in crime prevention programs.
3. To gather necessary evidence quickly for successful prosecution.
4. To expeditiously recover stolen property and contraband.
5. To enforce traffic laws.
6. To provide other services as necessary to promote efficient operation of the Police
Department and provide for the overall safety of the community.
Funding Source and Position Count
General Fund $67,208,095 General Fund 725
Grant Revenue $ 4,549,604 Grant Revenue/Other 54
Other $ 845,484
Total Budget: $72,603,183 Total Number of Positions 779
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POLICE COMMISSION
Program Description
The Police Commission is established under the Hawai`i County Charter to oversee the
activities of the Police Department. It consists of nine citizens appointed by the Mayor
from each of the nine County Council districts and confirmed by the County Council.
The members volunteer their services and serve staggered terms of five years each.
The Police Commission has the following mandated responsibilities under the Charter:
1. To appoint and to remove the Police Chief.
2. To review the annual budget prepared by the Police Chief and possibly make
recommendations about it to the Mayor and Managing Director.
3. To receive, consider and investigate charges brought by members of the public
against the conduct of the Police Department or any of its members and to submit a
written report of its findings to the Police Chief.
4. To advise the Police Chief on police-community relations.
5. To review the department's operations, as deemed necessary, for the purpose of
recommending improvements to the Police Chief and the Managing Director.
6. To evaluate, at least annually,the performance of the Police Chief and submit a report
to the Mayor, Managing Director and the Council.
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 1 1 1
Salaries and Wages 57,056.48 57,032 61,364
Operations 8,383.17 6,171 6,171
Program Total 65,439.65 63,203 67,535
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Secretary 1 1 1
Total 1 1 1
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POLICE
ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
Program Description
The division,under the direction of a Police Major,provides island wide administration,
direction and planning control and coordination of police services; and supports operating
units through centralized Administrative Services Division. The division's support units
include the Training Section, Safety Section,Human Resources Section,the Word
Processing Center, Commission on Accreditation for Law Enforcement Agencies
(CALEA), and Finance Section.
Training Section
The Training Section is responsible for training of both sworn and civilian personnel;
facilitating and providing all entry level training for all police recruit officers; and
facilitating the training of personnel. This unit also maintains and manages the training
files for all department personnel.
Safety Section
The Safety Section is responsible for the duties associated with reviewing and
investigating workers' compensation cases for alleged abuse; conducting department
random drug testing; coordinating and scheduling mandatory annual physicals;providing
timely and comprehensive information on safety and health issues; and planning and
conducting training classes on employee safety matters.
As part of research and development,this section involve addressing the overall needs
and equipment requirements for the department; conducting research and evaluation of
equipment,uniforms, protective devices; providing recommendations to minimize injury.
to personnel; researching and tracking of legislation that deal primarily with law
enforcement issues; and preparation of testimony for submittal.
Human Resources Section
Responsible for all personnel actions,to include both external and internal recruitments
for appointments to positions; management of personnel files; management of safety and
workers' compensation files; conducting research to address issues facing the
department; legislative actions; maintaining and updating departmental policies, rules and
regulations; and other duties associated with providing administrative support to
operational units.
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ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
Program Description (continued)
Personnel duties include managing and maintaining personnel files for employees;
processing all documents and correspondences relating to personnel actions;providing
management with recommendations and courses of actions involving personnel actions;
and all related duties involving personnel issues.
Word Processing Center
Under the direction of a clerical services supervisor and assistant clerical supervisor, 12
clerical personnel are responsible for the transcription of all narrative police reports
dictated onto a digital recording system by sworn personnel. These reports, after
approval, become the official document detailing criminal investigations conducted by
the department.
Accreditation Section
The Accreditation Section maintains accreditation for the Department through the
Advanced Law Enforcement Accreditation program offered by the Commission on
Accreditation for Law Enforcement Agencies (CALEA®). CALEA® sets forth a total of
484 standards, and the Accreditation Section ensures compliance with the standards
applicable to the Department. The program consists of an annual Web-Based Review
(Year 1-4) and a Site-Based Assessment(Year 4 only). Upon successful completion of
these reviews and assessment,the Department is awarded accreditation on Year 4.
Finance Section
The Finance Section,under the direction of the accountant IV, is in charge of preparing
the department's budget,maintaining its accounts, inventory control,processing payroll,
maintaining personnel attendance records, purchasing supplies and equipment,
distributing supplies to districts and bureaus, furnishing custodial and maintenance
services, providing messenger and delivery service, providing department and subsidized
vehicles with fuel and administering the special duty program.
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ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
Program Objectives
1. To accommodate at least 95% of requests for public safety/health talks from the
community.
2. To accommodate at least 95% of requests for station tours for students and
community members.
3. Conduct drug screening of all sworn personnel and initiate pre-employment testing
of civilian personnel.
4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80%
vacancies for civilian positions by end of fiscal year.
5. Improve competence and professionalism of sworn and civilian personnel through
advanced equipment purchases and provide 25,000 hours of on-going training.
6. Maintain the level of proficiency in the Word Processing Center with a turnaround
time of less than nine days for processing reports.
7. Process 98% of requisitions received from districts and bureaus within a month.
8. Fill 90%of all special duty requests for officers.
9. Compile a listing of all outstanding leave papers and distribute to district
commanders bi monthly.
10. Fill 90% of requests for storeroom supplies within the month.
Program Highlights
Training Section
In FY 2019-20,the Training Section provided 24,925.25 hours of training to existing
personnel, and there was a total of four recruit classes in session during this time period:
• 89th Recruit Class, December 3, 2018 to May 31, 2019; Field Training from June 1,
2019 to September 30, 2019.
• 90th Recruit Class, February 1, 2019 to July 31, 2019; Field Training from August 1,
2019 to November 30, 2019.
• 91st Recruit Class, September 16, 2019 to March 15, 2020; Field Training from
March 16, 2020 to July 15, 2020.
• 92nd Recruit Class, February 18, 2020 to August 15, 2020; Field Training from
August 16, 2020 to December 15, 2020
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ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
Program Highlights (continued)
Human Resources Section
In FY 2019-20, the Human Resources Section, in conjunction with the Hawai'i County
Department of Human Resources, conducted various open and internal recruitments for
sworn and civilian vacancies. This resulted in the hiring of 48 police officer recruits, five
school crossing guards, five clerk III's, four police radio dispatchers,two information
systems analyst III's, one criminalist, one polygraph examiner, and one radio technician.
Internally,there were 13 promotions to police sergeant/detective, eight promotions to
police lieutenant,two promotions to police captain, one promotion to assistant police
chief, one promotion to police major, one promotion to police investigative operations
clerk, one promotion to police operations clerk, one promotion to human resources
technician I, one promotion to human resources assistant, one temporary promotion to
police officer III, and one temporary promotion to supervising police radio dispatcher.
Word Processing Center
In FY 2019-20, the Word Processing Center transcribed nearly 17,500 reports,totaling
more than 189,000 minutes and 1,396,294 completed lines of dictation.
Finance Section
In FY 2019-20, Finance staff continued to operate the payroll, accounts payable, special
duty, and storeroom sections. Accounts payable processed approximately 7,275 invoices;
special duty filled 4,418 special duty requests; and the storeroom filled 4,960 orders.
Accreditation
Under the management of the Accreditation Section,the Hawai`i Police Department received
its third accreditation award through CALEA®, which was presented at the CALEA®
Conference in Kentucky in November 2019.
From August 4-8, 2019, Major Michael O'Brien and Commander Ernest Knight conducted
an on-site assessment of the Department, which included numerous interviews, fielding
phone calls, attending a public information session,participating in facility tours and
reviewing other materials to collectively obtain an assessment of the Department's
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ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
Program Highlights (continued)
compliance with CALEA® standards in both letter and spirit. During the Site-Based
Assessment Review,the assessment team conducted 60 interviews with agency members,
community leaders and citizens of the community regarding Department professionalism,
effectiveness,reputation in the community and the focus areas previously established.
On November 16, 2019,the Department earned renewal of its accreditation status at the
CALEA®fall conference in Covington,Kentucky,where the Hawai`i Police Department
was one of 122 law enforcement agencies being evaluated for accreditation or
reaccreditation. Of the roughly 23,000 law enforcement agencies in the United States, as of
2018,there were only about 900 CALEA®accredited law enforcement agencies.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Public Safety/Health Talks 100% >=95% >=95%
Station Tours 83% >=95% >=95%
Students&Community Members 432 >=3,600 >=3,600
Drug Screening(Sworn Personnel)* 100% 100% 100%
Recruitment(%of Staffmg Sworn/Civilian) 85% 80% 80%
Training Hours 24,925.25 7,000 25,000
Word Processing Center -turnaround time 1.2 Days 9 Days 9 Days
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Finance Section
Process Requisitions within the month 99.8% 85% 98%
Fill Special duty requests 93% 90% 90%
Collect/reconcile 85%of leave applications within month 100% 85% 85%
Compile a listing of all outstanding leave papers and 100% 100% 100%
distribute to district commanders bi monthly
Fill 90%of requests for storeroom supplies within month 100% 90% 90%
* Percentage does not include those sworn personnel unavailable for testing due to extended leave for
entire calendar year.
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ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
Program Expenditures (Special Duty)
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 2 2 2
Salaries and Wages 76,452 91,689 97,569
Operations - 27,915 27,915
Program Total 76,452 119,604 125,484
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 2 2 2
Total 2 2 2
Program Expenditures (Administrative Services)
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 272 272 272
Salaries and Wages 10,116,826.43 8,600,531 8,840,246
Operations 8,861,977.04 8,385,736 8,392,020
Equipment 854,059.64 225,000 240,000
Program Total 19,832,863.08 17,211,267 17,472,266
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ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title , Actual Authorized Request
Police Chief 1 1 1
Deputy Police Chief 1 1 1
Assistant Police Chief 1 1 1
Account Clerk 3 3 3
Accountant I 1 1 1
Accountant III 1 1 1
Accountant IV 1 1 1
Assistant Clerical Supervisor 1 1 1
Clerical Services Supervisor I 1 1 1
Clerical Services Supervisor II 1 1 1
Clerk III 17 17 17
Clerk III(Temp) 1 1 1
Fingerprint Classifier II 1 1 1
Fingerprint Technician 1 1 1
Firearms Registration Clerk 2 2 2
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Information Systems Analyst III 2 2 2
Information Systems Analyst IV 1 1 1
Information Systems Analyst V 1 1 1
Information Systems Analyst VI 1 1 1
Police Cadet(Hrly) 24 24 24
Police Captain 1 1 1
Police Documents Clerk 1 1 1
Police Evidence Custodian 2 2 2
Police Lieutenant 4 4 4
Police Major 2 2 2
Police Officer I(Temp) 37 37 37
Police Officer II 4 4 4
Police Officer III(Temp) 30 30 30
Police Radio Dispatcher II 39 39 39
Police Radio Dispatcher III(Temp) 6 6 6
Police Records Analyst 1 1 1
Police Records Clerk 9 9 9
Police Sergeant 9 9 9
Program Manager 1 1 1 _
Public Relations Specialist 1 1 1
Radio Technician I 4 4 4
Radio Technician II 1 1 1
School Crossing Guard(Hrly) 40 40 40
Secretary 2 2 2
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ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
Personnel Position Summary (continued)
Secretary to the Chief of Police 1 1 1
Senior Account Clerk 1 1 1
Senior Clerk-Stenographer 2 2 2
Senior Police Records Clerk 1 1 1
Storekeeper 1 1 1
Student Helper I 2 2 2
Supervising Police Radio Dispatcher 5 5 5
Total 272 272 272
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ADMINISTRATIVE SERVICES BUREAU
Technical Services Division
Program Description
The Technical Services Division,under the direction of a police major, consists of the
Traffic Services, Records and Identification, Communications Maintenance,
Communications Dispatch, and the Computer Sections. The division provides technical
assistance on traffic and motor vehicle safety and training; manages police records and
evidence storage; assists in the maintenance of the county's microwave radio system and
the installation and maintenance of police mobile radios; administers central dispatch
functions and provides technical support to the department's computer software and
hardware systems.
Communications Dispatch Center
All requests for police service are recorded, logged and assigned by Dispatch personnel
using a computer-aided dispatch system, with six to seven dispatchers on shift at any
given time.
Records and Identification Section
The Records and Identification Section has several internal subsections composing of
records, identification, firearms, and evidence. The major responsibilities of the section
are the maintenance of police records; processing evidence; conducting fingerprint
examinations;processing subpoenas and court documents; compiling and disseminating
statistical information; and processing firearms permit applications and registrations,
which include thorough background checks on each individual applying for a long gun or
handgun permits.
The Body Worn Camera(BWC)project commencing in September 2019 is incorporated
into the Records Section. This project is staffed with a sergeant and two information
systems analysts.
Traffic Services Section
The Traffic Services Section oversees the grants for traffic enforcement, equipment
purchases, and training to improve traffic safety. They also oversee the School Crossing
Guards,who are assigned at various schools throughout the island.
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ADMINISTRATIVE SERVICES BUREAU
Technical Services Division
Program Description (continued)
Computer Center
The Computer Center is responsible for interconnectivity between all police stations and
substations to assure a secured networking infrastructure,to include installing and
maintaining computer equipment, installing and troubleshooting software systems, and
providing technical assistance for various computer issues.
Communications Maintenance
The Radio Maintenance Section is responsible for assisting with the maintenance and
repair of all county-owned radio sites. This includes towers, shelters, microwave radios,
repeaters,base radios,mobile radios and handheld portable radios.
The Communications Maintenance Section installs and maintains all radio and
emergency warning equipment in the Police Department's fleet and subsidized vehicles.
This section also performs auto tuning for all Department mobile and portable radios,
which includes the inspection of the radio (hardware),updating the firmware (software),
and bringing the radio back into factory specifications.
Program Objectives
1. Process and issue at least 95% of road closure permits within the month received.
2. Issue at least 95% of traffic violation letters to vehicle owners within a week.
3. Process at least 95% of firearms permits within two weeks.
4. Conduct at least six radio site inspections per month.
5. Complete auto tuning of at least 40 portable or mobile radios per month.
6. Process and dispatch personnel to 100% of calls for service received.
Program Highlights
Communications Dispatch Center
In FY 2019-20,the Communications/Dispatch Center received 201,011 "911" calls, a
3.78 percent decrease over the previous fiscal year(208,902), with 14.18 percent of them
transferred to the Hawai`i Fire Department.
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ADMINISTRATIVE SERVICES BUREAU
Technical Services Division
Program Highlights (continued)
The Dispatch Center documented 160,843 calls for service (events) during this fiscal
year, a 31.2 percent decrease over the previous year. The decrease in calls is attributed to
the COVID-19P andemic.
Records and Identification Section
In FY 2019-20,the Records and Identification Section recorded the following.
Records Section:
• Processed requests for 11,528 copies of criminal and traffic accident reports
• Fingerprinted 1,478 individuals
Firearms Section:
• Issued 3,645 firearms permits
• Registered 8,445 firearms
Identification Section:
• Processed 17,192 court documents
• Processed 8,317 fingerprints
Evidence Section:
• Processed 10,039 photographic record receipts
• Processed 2,643 property/evidence receipts
The Body Worn Camera(BWC)project staff visited outer island Police Departments for
insights on how they implemented their own BWC programs. BWC vendors were
invited to have their products field tested. This field testing ran from January to the end
of March 2020. After field testing,the Axon Body 2 camera was selected for features
that no other camera had, including using the same back-end digital management system
that the Department issued Taser units use.
Contracts for the camera were negotiated up until the end of the fiscal year, which
included purchasing 340 body cameras and 61 docking stations with warranty,
maintenance, and unlimited storage of video footage for five years.
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POLICE
ADMINISTRATIVE SERVICES BUREAU
Technical Services Division
Program Highlights (continued)
Traffic Services Section
In FY 2019-20,the Traffic Services Section requested reimbursement of$415,285.68 in
Federal grant funds.
The Traffic Services Section also recorded the following:
• 62 road closure permits issued;
• 604 violation letters sent out to motorists;
• 225 school crossing guard checks conducted;
• 3,112,abandoned vehicle cases routed to the Department of Environmental
Management.
Computer Center
In FY 2019-20,the Computer Center received 1,073 requests via the Helpdesk system
and closed 932 of these requests.
Communications Maintenance
In FY 2019-20, the Radio Shop personnel, amongst their other assignments, completed
99 radio installations for Police Department vehicles, four radio installations for the Fire
Department, and four installations for the Office of Aging. Radio Shop personnel
installed 100 radios, sirens, and warning lights into Police Department vehicles.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Road closure permits within a month 100% >=95% >=95%
Traffic Violation Letters within a week 96.4% >=95% >=95%
Firearms permits within a month 92% >=95% >=95%
*Install mobile radio stations 100% >=95% n/a
Radio site inspections 143% >=96 >=72
**Auto Tuning n/a n/a >=480
Dispatch to calls for service 100% 100% 100%
*Install mobile radio stations program measure is being phased out in FY 2021-22
**Auto Tuning Portable and Mobile Radios program measure is being added in FY 2021-22
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CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Description
The Criminal Intelligence Unit(CIU) and Office of Professional Standards (OPS)
Division are under the direct management of the Police Chief. It is commanded by a
police captain and maintains offices in Hilo and Kona.
The Criminal Intelligence Unit gathers, maintains, and analyzes intelligence for the
purpose of keeping police administrators informed about the extent, nature and
characteristics of organized crime activity, drug trafficking organizations, as well as
issues dealing with Homeland defense and dignitary protection assistance. The unit is
also responsible for conducting criminal history checks for the department.
The Office of Professional Standards investigates allegations of misconduct by
department members. These investigations seek to determine if not only misconduct
occurred, but also the underlying reasons for errant behavior on the part of the employee.
Investigations are also used to indicate the need for additional training and/or procedural
changes.
Program Objectives
Criminal Intelligence Unit
1. Complete 90% of assignments within 30 days.
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.
3. Develop, maintain and disseminate intelligence information, which can be utilized to
produce no less than eleven criminal investigations per month.
4. Compile,produce, analyze and forward to police administrators no less than 32
intelligence reports per month.
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.
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.
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CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Objectives (continued)
Office of Professional Standards
1. Conduct complete and thorough internal investigations seeking a monthly clearance
rate of 67%.
2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate
of 85%.
3. 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.
4. Conduct no less than two monthly random and unannounced inspections of the
different elements within the department to ensure compliance with rules and
regulations.
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.
Program Highlights
Criminal Intelligence Unit(CIU)
In FY 2019-20, the Criminal Intelligence Unit provided intelligence information, which
in whole or in part led to the initiation of nine criminal investigations. The unit also
submitted 231 intelligence reports. The unit conducted 379 criminal history
investigations for prospective department employees, other designated employees, and
prospective employees of other county, state, and federal law enforcement agencies.
Office of Professional Standards (OPS)
In FY 2019-20,the Office of Professional Standards (OPS) conducted 18 administrative
investigations, 17 internal inquiries into actions by police department personnel, and
provided 36 in-service training sessions to employees. OPS also conducted 36
compliance inspections of various elements of the department to prevent the abuse,
misuse, fraud and waste of department resources.
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CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Criminal Intelligence Unit Actual Budget Estimate
Other Assignments 100% >=90% >=90%
Criminal History Checks 100% >=90% >=90%
Numbered Cases 9 >=132 >=132
Intelligence Reports 231 >=384 >=384
In-service Presentations 144 >=144 >=144
Presentations to ICCIU 2 >=4 >=4
FY 2019-20 FY 2020-21 FY 2021-22
Office of Professional Standards Actual Budget Estimate
Internal Investigations 100% >=67% >=67%
Internal Inquiries 100% >=85% >=85%
In-service Presentations 36 36 36
Random Inspections 36 24 24
Yearly Legislative Report 1 1 1
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22.
Actual Budget Request
Number of Positions 9 9 9
Salaries&Wages 814,997.85 1,016,512 996,961
Operations 14,861.48 7,850 7,850
Program Total 829,859.33 1,024,362 1,004,811
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Actual Authorized Request
Detective 4 4 4
Police Captain 1 1 1
Police Officer II 4 4 4
Total 9 9 9
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OPERATIONS BUREAUS
OPERATIONS BUREAUS
Program Description
CRIMINAL INVESTIGATION DIVISION (CID)
The Criminal Investigations Division investigates crimes of violence,theft, fraud,
commercialized vice and narcotics; apprehends perpetrators of these crimes; and
compiles evidence and information for the prosecution of all persons charged with
violations of criminal statutes. The division is also responsible for criminal
investigations of police officers,while internal affairs conduct concurrent administrative
investigations.
This division is under the command of a police captain who oversees the operations of
the respective sections to include the Criminal Investigations Section(CIS), which
includes the Crime Lab;the Juvenile Aid Section(JAS); and the Vice Section,which
includes the "Ice"Task Force (ITF) and the Drug Interdiction Task Force (DITF).
Criminal Investigation Section (CIS)
The Criminal Investigation Section (CIS), under the command of a police lieutenant, is
responsible for the investigation of major crimes to include homicides, suspicious deaths,
assaults,property crimes, identity thefts and fraud. In addition, CIS detectives respond to
all reported suicides, child deaths and other deaths with questionable circumstances.
Juvenile Aid Section (JAS)
The Juvenile Aid Section(JAS),under the command of a police lieutenant, is responsible
for the investigation of cases involving juveniles as victims or perpetrators.
Investigations conducted include assaults,property crimes, sexual assaults, domestic
violence, gang activity and status offenses.
JAS also maintains two specialized units consisting of the Sex Crimes Unit, specializing
in sexual assault investigations; and the Domestic Violence Unit, specializing in domestic
abuse cases.
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Program Description (continued)
Vice Section
The Vice Section is responsible for the prevention and suppression of all forms of
commercialized vice activity,to include prostitution, gambling and illegal trafficking of
narcotics. Special operations and covert programs are in place to combat the distribution
of illegal drugs on the Big Island. Federal and state grants provide the necessary funding
to accomplish these objectives.
Vice officers belong to the Statewide Narcotics Task Force and are involved in joint
operations with the Drug Enforcement Administration; Bureau of Alcohol, Tobacco and
Firearms; Bureau of Immigration and Customs Enforcement; United States Postal
Service; and the Federal Bureau of Investigation. The Vice Section is also part of the
Hawai`i High Intensity Drug Trafficking Area(HIDTA) Task Force.
The Vice Sections are augmented with an"ice"task force (ITF), whose primary goals are
to identify, disrupt, prosecute and ultimately dismantle street mid- and upper-level drug
trafficking organizations dealing crystal methamphetamine ("ice").
The Area II Vice Section is supplemented with the Drug Interdiction Task Force (DITF),
primarily responsible for investigating drug smuggling through the airports and other
venues. The department DITF personnel is comprised of three officers who are federally
deputized to investigate, identify and apprehend individuals and organizations involved
in the smuggling of illicit drugs into the County of Hawai`i.
Crime Lab
The Crime Lab performs a variety of physical, chemical, instrumental and microscopic
analysis of evidence in connection with crime detection and law enforcement work. In
addition, all of the criminalists/evidence specialists assigned are required to provide court
testimony whenever necessary in both state and federal courts.
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�� . .� ya ,�.�
OPERATIONS BUREAUS
Program Description (continued)
Patrol Divisions
The Patrol Divisions, each under the command of a police captain,plan,proactively
direct and coordinate functions towards the enforcement of federal, state, and county
laws,the prevention of crime,the apprehension and custody of law violators and the
development of partnerships between the community and the Hawai`i Police Department.
These divisions include the operating units from each of the police districts, community
policing, police reserve officers program and the traffic enforcement unit.
The Patrol Divisions continue enforcement efforts through special projects such as
sobriety checkpoints, seatbelt/child restraint checkpoints,high-speed enforcement,
underage drinking deterrent programs and truancy deterrent programs.
Community Policing Officers
The Area I Community Policing Unit is coordinated by a police lieutenant and consists of
14 PO-III positions, distributed as follows: Eight in the South Hilo District, four in the
Puna District, one in North Hilo District, and one in Hamakua District.
The Area II Community Policing Unit is coordinated by a police sergeant and consists of
15 PO-III positions, distributed as follows: Nine in the Kona District,three in South
Kohala District,two in the Ka`u District, and one in the North Kohala District.
The School Resource Officer Program consists of eight PO-III positions, distributed as
follows: One at Hilo Intermediate School, one at Waiakea Intermediate School, one at
Honoka`a High&Intermediate School, one at Pahoa High& Intermediate School, one at
Kealakehe Intermediate School, one at Konawaena Middle School, one at Kea'au
Intermediate School, and one at Waimea Intermediate School.
These officers are tasked with providing law-related education, counseling, and
enforcement at their respective school campuses.
The Community Policing Unit officers facilitate the activities of the Hawai`i Isle Police
Activities League (HI-PAL),which is a proactive program designed to encourage and
engage youths to participate in constructive and supervised athletic activities. The goals
of the program are to promote sportsmanship, benevolence, friendship, sociability, good
will,tolerance and to provide a meeting place for the promotion of common interest of
youths.
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Program Description (continued)
Traffic Enforcement Unit
The Area I Traffic Enforcement Unit(TEU) is comprised of a supervising sergeant and
four PO-III positions; and the Area II TEU is comprised of a supervising sergeant and
four PO-III positions. The major responsibilities of TEU are to enforce traffic laws and
investigate traffic deaths utilizing specialized skills (i.e., computerized diagramming of
accident scenes).
Program Objectives
1. To achieve a burglary clearance rate of 30%.
2. To achieve a theft/auto theft clearance rate of 30%.
3. To achieve a robbery clearance rate of 60%.
4. To maintain a sexual assault clearance rate of 80%.
5. To attain at least a 65% service of court documents received.
6. To conduct 760 hard drug investigations (heroin, cocaine and crystal methamphetamine).
7. Crime Lab to achieve an assignment clearance rate of 90%.
8. HI-PAL to serve 60 youths in three age groups for each month and a 30%participation of
"at-risk youths" out of all youths served.
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.
10. Community policing program to complete at least 96 abandoned vehicle/beautification
projects annually through the development of partnerships with the community.
11. Torovide at least four D.A.R.E.A R.E. curriculum(core classes) and/or training per month
through the department's school resource officer program.
Program Highlights
Criminal Investigation Section (CIS)
The Area I Criminal Investigation Section (CIS)
The Area I Criminal Investigations Section detectives investigated six murder cases. In
all, CIS detectives investigated 400 major crimes, including 63 burglaries and 84 thefts.
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Program Highlights (continued)
The Area II Criminal Investigation Section (CIS)
The Area II Criminal Investigations Section detectives investigated two murder cases and
three attempted murder cases. In all, detectives investigated 361 major crimes, including
194 burglaries and 34 thefts.
Juvenile Aid Sections (JAS)
The Area I Juvenile Aid Section (JAS)
The Area I Juvenile Aid Section detectives investigated 275 cases, including sexual
assaults, domestic violence, other crimes against women, child pornography, missing
persons and juvenile-related crimes.
The Area II Juvenile Aid Section (JAS)
The Area II Juvenile Aid Section detectives investigated 122 cases, including sexual
assaults, domestic violence, other crimes against women, child pornography,missing
persons and juvenile-related crimes.
Vice Section
The Area I Vice Section
The Area I Vice Section officers conducted 390 drug investigations, resulting in 578
arrests and 338 charges.
In addition, Vice officers recovered the following illegal drugs:
• 3.32 pounds of crystal methamphetamine
• 50 marijuana plants
• 8.7 pounds of dried marijuana
• 3.1 grams of hashish
• 3.4 pounds of heroin
• 128.5 grams of cocaine
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Program Highlights (continued)
The Area II Vice Section
The Area II Vice Section officers conducted 246 drug investigations resulting in 103
arrests and 226 charges. In addition,Vice officers recovered the following illegal drugs:
• 27.88 pounds of crystal methamphetamine
• 186 marijuana plants
• 23.67 pounds of dried marijuana
• 0 grams of hashish
• 2.37 pounds of heroin
• 3.07 pounds of cocaine
Crime Lab
The Crime Lab completed 386 cases, assisted in 164 call-outs and conducted 48
in-service training sessions.
Patrol Division
The South Hilo Patrol Division
South Hilo Patrol operates the East Hawai`i detention center,which holds pretrial
detainees for the four police districts that comprise Area I Operations: South Hilo, Puna,
North Hilo, and Hamakua.
The South Hilo community policing unit is part of the South Hilo District and the unit's
officers work closely with communities in the district to identify community concerns
and develop solutions through problem solving.
The South Hilo community police officers maintained communication with the
community through regular meetings with businesses and neighborhood watch groups to
address criminal,traffic and other issues. They also conducted projects with community
members such as graffiti clean-up, park beautifications, and awareness "sign waving."
The unit continued to work with other government and private agencies, businesses and
community members to work towards safer neighborhoods and communities.
Community policing officers, as part of their duties conducted bicycle and foot patrols to
improve law enforcement presence for residents and visitors.
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Program Highlights (continued)
The school resource officers are assigned to Hilo Intermediate School and Waiakea
Intermediate School. The officers through positive relationships provided law-related
counseling, law-related education and law enforcement at the schools. As one of their
education components, School Resource Officers provided D.A.R.E. (Drug Abuse
Resistance Education) classes during the year. They also provided classes on anti-
bullying, internet safety and making good choices. The officers established rapports with
students and staff at the schools, forming a bond based on trust between the school and
police.
During FY 2019-20, officers of the South Hilo Patrol Division were assigned to a total of
7,333 criminal calls for service and 20,239 non-criminal calls for service, issued a total of
14,093 citations, and responded to 284 major traffic collisions.
Of the criminal calls for service:
• One murder case was reported, as compared to three reported last fiscal year, for a
67% decrease;
• No attempted murder case was reported, as compared to two reported last fiscal year,
for a 100% decrease;
• 30 robbery cases were reported, as compared to 28 reported last fiscal year, for a
7.14% increase;
• 161 burglary cases were reported, as compared to 253 reported last fiscal year, for a
36% decrease;
• 347 assault cases were reported, as compared to 405 reported last fiscal year, for a
14% decrease;
• 255 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 256 reported last fiscal year, for a .39% decrease; and
• 184 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 152 reported last fiscal year, for a 21%increase.
Of the citations issued:
• 1,572 were for speeding violations;
• 2,575 were for moving violations;
• 5,753 were for regulatory violations;
• 609 were for seat belt violations;
• 786 were for use of mobile electronic device (cell phone) while driving; and
• 62 were for child restraint violations.
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Program Highlights (continued)
Notable events that community police officers worked with other groups and agencies
were the Downtown Hilo Ho`olaule`a, July 4th festivities, D.A.R.E. Day, Hilo Heart
Walk, Big Island Triathlon, Project Impact, Shop with a Cop, Coffee with a Cop, Graffiti
paint over and beautifications projects, Halloween safety presentations, and police station
tours. Due to the COVID-19 pandemic restrictions some of the events community
policing traditionally assists with were cancelled this year, including the Merrie Monarch
Festival. However some notable events that community police officers were able to
participate in while abiding by social distancing and masking guidelines were beach and
park clean up and beautification projects, homeless outreach, online Neighborhood
Watch (NHW)meetings, crime prevention presentations, Coffee with a Cop.
The Puna Patrol Division
During FY 2019-20, officers of the Puna Patrol Division were assigned to a total of 5,894
criminal calls for service and 18,190 non-criminal calls for service, issued a total of 9,550
citations, and responded to 203 major traffic collisions.
Of the criminal calls for service:
• Five murder cases were reported, as compared to 11 reported last fiscal year, for a
55% decrease;
• Five attempted murder cases were reported, as compared to one reported last fiscal
year, for a 400% increase;
• 17 robbery cases were reported, as compared to 13 reported last fiscal year, for a
30.7% increase;
• 247 burglary cases were reported, as compared to 303 reported last fiscal year, for a
18.5% decrease;
• 214 assault cases were reported, as compared to 222 reported last fiscal year, for a
3.6% decrease;
• 121 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 187 reported last fiscal year, for a 35.3% decrease; and
• 207 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 123 reported last fiscal year, for a 68.3% increase.
Of the citations issued:
• 1,508 were for speeding violations;
• 1,233 were for moving violations;
• 3,436 were for regulatory violations;
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OPERATIONS BUREAUS
Program Highlights (continued)
• 520 were for seat belt violations;
• 281 were for use of mobile electronic device (cell phone) while driving;
• 27 were for child restraint violations.
Community policing officers in Puna continued to partner with neighborhood watch
groups in crime prevention, community awareness and problem solving. Many issues
regarding the recovery effort of Pahoa were handled by the community policing officers
including an increase in community meetings and police presence with foot patrols.
The Hamakua Patrol Division
The Hamakua Patrol Division encompasses the Hamakua and North Hilo Districts.
During FY 2019-20, officers of the Hamakua Patrol Division were assigned to a total of
985 criminal calls for service and 3,815 non-criminal calls for service, issued a total of
3,867 citations, and responded to 67 major traffic collisions.
Of the criminal calls for service:
• No murder case was reported, as compared to none reported last fiscal year;
• No attempted murder case was reported, as compared to none reported last fiscal
year;
• Two robbery cases were reported, as compared to none reported last fiscal year; for a
200%increase;
• 23 burglary cases were reported, as compared to 24 reported last fiscal year, for a 4%
decrease;
• 20 assault cases were reported, as compared to 18 reported last fiscal year, for a 10%
increase; .
• 13 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to six reported last fiscal year, for a 54% increase; and
• 14 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
a71%
reported, s compared t o four reported last fiscal year, fora increase.
Of the citations issued:
• 1,213 were for speeding violations;
• 392 were for moving violations;
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Program Highlights (continued)
• 1,314 were for regulatory violations;
• 131 were for seat belt violations;
• 83 were for use of mobile electronic device (cell phone)while driving; and
• Two were for child restraint violations.
The school resource officer worked with school administrators and personnel at the
Honoka`a and Pa'auilo schools to reduce incidents of bullying,truancy,thefts, and drug
activity.
Community policing officers and school resource officers continued to work with
neighborhood watch organizations, schools, and community organizations to address
various community concerns. Some of the major community events in which they were
involved included the annual popular First Friday events in Honoka`a, Ko Education
Halloween event (formerly called NHERC), Honoka`a High School Community
Thanksgiving Dinner, Halloween Safety Talks at preschools, and the Honoka`a High
School Graduation.
The Kona Patrol Division
The Kona Patrol Division operates out of the Kealakehe police station, which houses the
West Hawai`i detention facility that holds pretrial detainees for the four police districts
that comprise Area II Operations: Kona, South Kohala,North Kohala, and Ka`u. The
Kona Patrol Division also operates a firearms registration and evidence sections.
During FY 2019-20, officers of the Kona Patrol Division were assigned to a total of
8,391 criminal calls for service and 16,730 non-criminal calls for service, issued a total of
20,250 citations, and responded to 181 major traffic collisions.
Of the criminal calls for service:
• One murder case was reported, as compared to four reported last fiscal year, for a
75% decrease;
• Two attempted murder cases were reported, as compared to one reported last fiscal
year, for a 100%increase;
• 16 robbery cases were reported, as compared to 14 reported last fiscal year, for a
14% increase;
• 100 burglary cases were reported, as compared to 137 reported last fiscal year, for a
27% decrease;
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Program Highlights (continued)
• 199 assault cases were reported, as compared to 236 reported last fiscal year, for a
15% decrease;
• 114 theft from vehicles (unauthorized entry into a motor vehicle) cases were
reported; as compared to 306 reported last fiscal year, for a 62% decrease; and
• 43 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 217 reported last fiscal year, for a 34% decrease.
Of the citations issued:
• 2,473 were for speeding violations;
• 3,904 were for moving violations;
• 8,699 were for regulatory violations;
• 716 were for seat belt violations;
• 393 were for use of mobile electronic device (cell phone) while driving; and
• 57 were for child restraint violations.
The Kona evidence section, which is staffed by two evidence custodians, was responsible
for the storage and preservation of more than 71,000 pieces of evidence recovered in
criminal investigations. Approximately 6,200 pieces of evidence were processed during
this fiscal year. The preservation of these pieces of evidence was critical to the
successful prosecution of the criminal cases.
Evidence was stored at the main Kealakehe police evidence room as well as a warehouse
owned by the County in the Kaloko area.
The Kona District community policing officers focused on addressing community-related
issues in the North and South Kona areas. Their responsibilities also included bicycle
patrol in the Ali`i Drive area and beach sweeps to ensure the safety of the tourist
community and businesses and to address the growing number of transient homeless
persons attracted to the warm climate. Their problem-solving efforts included
spearheading neighborhood watch groups and crime reduction details.
The school resource officers were assigned to Konawaena Middle School and Kealakehe
Intermediate School. In addition to teaching D.A.R.E. classes,they provided students
with information on anti-bullying, interne safety, laws and ordinances, and a variety of
other topics. The school resource officers established a rapport with the students so that
they perceive police officers as more approachable. They provided a liaison between the
school and the police department.
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OPERATIONS BUREAUS
Program Highlights (continued)
The South Kohala Patrol Division
During FY 2019-20, officers of the South Kohala district were assigned to a total of
2,484 criminal calls for service and 5,535 non-criminal calls for service, issued a total of
7,641 citations, responded to 118 major traffic collisions, and served 715 court
documents of the 682 received.
Of the criminal calls for service:
• One murder case was reported, as compared to none reported last fiscal year, for a
100%increase;
• No attempted murder case was reported, as compared to three reported last fiscal
year; for a 300% decrease;
• One robbery case was reported, as compared to one reported last fiscal year;
• 50 burglary cases were reported, as compared to 53 reported last fiscal year, for a
5.6% decrease;
• 17 sexual assault cases were reported, as compared to 23 reported last fiscal year, for
a 26% decrease;
• 45 assault cases were reported, as compared to 38 reported last fiscal year, for a 18%
increase;
• 42 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 51 reported last fiscal year, for a 17% decrease; and
• 28 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 23 reported last fiscal year, for a 21.7% increase.
Of the citations issued:
• 1,385 were for speeding violations;
• 1,030 were for moving violations;
• 3,048 were for regulatory violations;
• 314 were for seat belt violations;
• 312 were for use of mobile electronic device (cell phone)while driving; and
• 24 were for child restraint violations.
Community policing officers hosted or participated in many events in the Waikoloa and
Waimea areas,to include outreach programs, Keiki ID, movie nights and other activities
at several low income housing complexes, various community events,health& safety
fairs, annual celebrations, and parades that include the Waimea Christmas Parade. They
also set up and attended neighborhood watch meetings with various groups.
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OPERATIOl®TS BUREAUS
Program Highlights (continued)
The North Kohala Patrol Division
During FY 2019-20, officers of the North Kohala Patrol Division were assigned to a total
of 810 criminal calls for service and 1,920 non-criminal calls for service, issued a total of
2,545 citations, and responded to 19 major traffic collisions.
Of the criminal calls for service:
• No murder case was reported, as compared to none reported last fiscal year;
• No attempted murder case was reported, as compared to one reported last fiscal year,
for a 100% decrease;
• No robbery case was reported, as compared to none reported last fiscal year;
• 15 burglary cases were reported, as compared to 19 reported last fiscal year, for a
21% decrease;
• 25 assault cases were reported, as compared to 19 reported last fiscal year, for a
31.6% increase;
• Nine theft from vehicles (unauthorized entry into a motor vehicle) cases were
reported, as compared to 55 reported last fiscal year, for a 83.6% decrease; and
• Four theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to six reported last fiscal year, for a 33% decrease.
Of the citations issued:
• 688 were for speeding violations;
• 399 were for moving violations;
• 801 were for regulatory violations;
• 151 were for seat belt violations;
• 105 were for use of mobile electronic device (cell phone)while driving; and
• Three were for child restraint violations.
The North Kohala community policing officer participated with the community in park
beautification projects and neighborhood watch meetings, assisted the local high school
with presentations and student conflict resolution, and assisted local business and
residents with understanding COVID-19 mandates.
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OPERATIONS BUREAUS
Program Highlights (continued)
The Ka`u Patrol Division
During FY 2019-20, officers of the Ka`u Patrol Division were assigned to a total of 1,454
criminal calls for service and 7,421 non-criminal calls for service, issued a total of 3,248
citations, and responded to 68 major traffic collisions.
Of the criminal calls for service:
• No murder case was reported, as compared to six reported last fiscal year, for a 600%
decrease;
• One attempted murder case was reported, as compared to one reported last fiscal year;
• One robbery case was reported, as compared to three reported last fiscal year, for a
67% decrease;
• 83 burglary cases were reported, as compared to 92 reported last fiscal year, for a
10% decrease;
• 56 assault cases were reported, as compared to 79 reported last fiscal year, for a 29%
decrease;
• 37 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 35 reported last fiscal year, for a 5% increase; and
• 52 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 48 reported last fiscal year, for a 8%increase.
Of the citations issued:
• 476 were for speeding violations;
• 479 were for moving violations;
• 1,288 were for regulatory violations;
• 135 were for seat belt violations;
• 32 were for use of mobile electronic device (cell phone) while driving; and
• 23 were for child restraint violations.
Ka`u community policing officers continued to work with the community to establish
partnerships and work on community projects. Some of the neighborhood watch groups
included Discovery Harbour, Green Sands Subdivision, and Hawaiian Ocean View
Estates. Some of the projects included HI-PAL tournaments, community clean-up
projects, and training and education for the community-based groups. They were also
involved in local school activities that included"Keiki ID".
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POLICE
aA
OPERATIONS BUREAUS
Program Highlights (continued)
The Traffic Enforcement Units (TEU)
Area I TEU
The Area I Traffic Enforcement Unit(TEU) investigated nine fatal crashes that resulted
in the death of nine people. Two fatalities were related to alcohol alone, one fatality was
related to drugs alone and one fatality was related to both drugs and alcohol. Impairment
was a factor in four crashes.
Area I TEU officers conducted 94 DUI sobriety checkpoints, and arrested 73 drivers who
were under the influence of intoxicants. Area I TEU personnel also conducted 136
seatbelt/distracted driver checkpoints and issued 3,476 moving citations, of which 1,931
were for speeding. In addition, they issued 2,068 regulatory citations, and made 73 other
arrests.
Area II TEU
The Area II Traffic Enforcement Unit(TEU) investigated 14 fatal crashes that killed 14
people. Three fatalities were related to alcohol, four fatalities were related to drugs, and
three fatalities were related to both alcohol and drugs. Impairment was a factor in ten
fatalities.
Area II TEU officers conducted 84 DUI sobriety checkpoints and arrested 21 drivers who
were under the influence of intoxicants. Area II TEU officers also conducted 92
seatbelt/distracted driver checkpoints and issued 518 moving citations and 1,434 speeding
citations. In addition,they issued 540 regulatory citations and made 54 other arrests.
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POLICE
OPERATIONS BUREAUS
Program Measures
• FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Criminal Investigation Section
Robbery Clearance Rate 43% 60% 60%
Juvenile Aid Section
Sexual Assault Clearance Rate 25% 80% 80%
Vice Section
Hard Drug Cases 318 >=760 >=760
Crime Lab
Assignment Clearance Rate , 69% 90% 90%
HI-PAL
Participation in 5-8 age group 75 >=240 >=240
Participation in 9-12 age group 86 >=240 >=240
Participation in 13-17 age group 23 >=240 >=240
"At risk"Youth Participation 9% 30% 30%
Presentations/Clinics 18 24 24
Community Policing Program
D.A.R.E Curriculum or In-Service Training 48 48 48
Problem Solving Activities 205 24 40
Crime Prevention Activities 102 24 40
Abandoned Vehicle/Beautification Projects 155 48 96
Traffic Enforcement Unit(TEU)
DUI Checkpoints 178 >=84 >=84
DUI Arrests 94 n/a* n/a*
Roadside Screening 228 >=72 >=72
Moving Citations 3,994 n/a* n/a*
Regulatory Citations 2,608 n/a* n/a*
Departmental(Island wide)Measures
DUI Arrests 952 n/a* n/a*
Traffic Citations Issued 54,075 n/a* n/a*
Burglary Clearance Rate 19% 30% 30%
Theft/Auto Theft Clearance Rate 40.2% 30% 30%
Court Documents 60% 65% 65%
n/a*=Statistical information,no projected numbers provided as the department does not support a quota system
for citations or arrest.
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POLICE
.-_---------.--,-- . _ _„ _w.__ . „4., .._ .______
OPERATIONS BUREAUS
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Operations Bureau Actual Budget Request
Number of Positions 493 495 495
Salaries and Wages 41,400,858.90 45,781,917 45,450,653
Operations 2,292,187.03 2,366,753 2,296,753
Program Total 43,693,045.93 48,148,670 47,747,406
HI-PAL
Number of Positions 1** 1** 1**
Salaries&Wages 44,485.07 47,313 50,577
Operations 5,700.21 16,500 16,500
Program Total 50,185.28 63,813 67,077
**HI-PAL position included in Personnel Position Summary Clerk III count below
Personnel Position Summary
. FY 2019-20 FY 2020-21 FY 2021-22
Position Title Actual Authorized Request
Assistant Police Chief 2 2 2
Clerk III(includes HI-PAL**) 7 7 7
Criminalist II 2 2 2
Criminalist III 1 1 1
Custodian/Groundskeeper I 4 4 4
Custodian/Groundskeeper I(1/2T) 2 2 2
Custodian/Groundskeeper I(1/4T) 3 3 3 1
Detective 38 38 38
Police Captain 9 9 9
Police District Operations Assistant 1 1 1
Police Evidence Custodian 2 2 2
Police Evidence Specialist II 4 4 4
Police Investigative Operations Clerk 6 6 6
Police Lieutenant 19 19 19
Police Major 2 2 2
Police Officer II 334 336 336
Police Operations Clerk 6 6 6
Police Sergeant 45 45 45
Polygraph Examiner 1 1 1
Secretary 2 2 2
Sexual Assault Forensic Nurse Coordinator 1 1 1
Storeroom Clerk 1 1 1
Victims Services Assistant(Temp) 1 1 1
Total 493 495 495
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POLICE
MISCELLANEOUS
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Investigating Cause of Death 714,999.98 565,000 565,000
Training Account 98,961.65 120,000 146,000
Police Sobriety Test 120,005.08 138,000 138,000
Asset Forfeitures 94,789.42 700,000 700,000
Police Private Contributions - 20,000 20,000
Total Miscellaneous 1,028,756.13 1,543,000 1,569,000
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POLICE
GRANT REVENUES
GRANT REVENUES
Program Description
To continue active efforts in obtaining funding through federal and state-sponsored grants
to augment the department's budget in the areas of:
1. To continue providing for community relations, D.A.R.E. and youth programs.
2. To provide investigative operations personnel funding dealing with drug enforcement
investigations.
3. To provide necessary equipment, manpower,training and for public education in
dealing with Traffic Enforcement,to include speeding violations, drunk driving,
seatbelt enforcement and motor vehicle occupant protection.
4. To provide SAFE nurses with stand-by pay to deal with sexual assault and domestic
violence investigations.
5. To provide investigative operations personnel funding dealing with Wanted Fugitives,
Counterfeiting of U.S. Currency and Violent Crimes.
Program Objectives
1. HI IMPACT(Hawai`i HIDTA$390,100) -To combat the methamphetamine (ICE)
problem in the County of Hawai`i by conducting various sting operations.
2. Occupant Protection(State Department of Transportation$124,000) - To conduct
seatbelt enforcement and child restraint roadblocks.
3. High Speed Enforcement(State Department of Transportation$246,000) - To provide
for additional enforcement dealing with speeding violations.
4. Roadblock Program (State Department of Transportation, Sobriety Checkpoint
$360,000)to conduct DUI roadblocks to minimize fatalities and injuries.
5. Traffic Investigation(State Department of Transportation$360,000) -To reduce the
number of alcohol-related fatalities and injuries, increase public awareness, and
provide a constant deterrence against drunk driving.
6. Data Records (State Department of Transportation$73,000) - To transfer completed
Motor Vehicle Accident Reports (MVAR)to Hawaii 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.
7. SAFE Standby Pay (State Department of the Attorney General $84,000) - To improve
the department's response to violent sex crimes,physical abuse and crimes of
violence against women.
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POLICE
GRANT REVENUES
Program Objectives (continued)
8. Distracted Driving (State Department of Transportation$74,000)—To reduce the
number of drivers using an electronic mobile device while operating a motor vehicle
by conducting checkpoints and issuing citations.
9. Department of Health—Tobacco Sting (State Department of Health$32,000)—To
provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors
in the County of Hawai`i.
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.
11. Wireless E911 Fees—(Hawai`i Enhanced 911 Board$1,275,000)—For expenditures
associated with the deployment of Wireless Enhanced 911 System.
12. SANE/SART 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.
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.
14. 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.
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.
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.
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.
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.
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POLICE
.ti GRANT REVEl\TUES�.
Program Objectives (continued)
19. Project Safe Neighborhood (PSN) Grant($31,000) -For the purpose of testing
backlogged firearms.
20. Hawai`i Island COVID 19 Response (HI-CORE) Grant- ($50,000)—For the purpose
of upgrading existing infrastructure at various stations and purchasing equipment to
prevent, prepare for and respond to COVID-19.
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions - - -
Salaries and Wages 254,508.91 609,500 807,805
Operations 1,380,943.84 2,592,700 2,959,765
Equipment 359,979.07 715,200 782,034
Program Total 1,995,431.82 3,917,400 4,549,604
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Actual Authorized Request
Police Officer II(Temp) - - -
Total - - -
249
PROSECUTING ATTORNEY
PROSECUTING ATTORNEY
DEPARTMENT SUMMARY
Mission Statement
The Office of the Prosecuting Attorney pursues justice with integrity and commitment.
Department Goals
1. To strive for just disposition of criminal cases and promote public safety and order
through timely, efficient, and effective prosecution.
2. To ensure that victims and witnesses of crimes are treated with respect, courtesy, and
sensitivity in their cooperation with criminal prosecution.
3. To improve the criminal justice system by identifying areas of need and working
collaboratively with other criminal justice agencies and the community.
4. To encourage and promote crime prevention and early intervention initiatives to
improve the quality of life on the Big Island.
5. Identify, promote and implement new and innovative approaches to solving crime
problems.
Funding Source and Position Count
General Fund $ 8,152,701 General Fund 102
Grant Revenue $ 2,215,098 Grant Revenue/Other 20
Other $ 250,000
Total Budget: $10,617,799 Total Number of Positions 122
250
PROSECUTING ATTORNEY
GENERAL PIZOSECU'I'I®1\T
Program Description
The Office of the Prosecuting Attorney is charged with the duty to see that the laws are
faithfully executed and enforced within the County of Hawai`i. Violations of State and
County laws, ordinances, rules and/or regulations are prosecuted on behalf of the
community.
The deputy prosecuting attorneys prosecute cases in the Family Courts, seven District
Courts and four divisions of Circuit Courts in Hawai`i County. This involves all criminal
matters including preliminary hearings, grand jury sessions, arraignment calendars,
motions,hearings, pretrial conferences and trials. In addition,they handle all appeals
before the Hawai`i Appellate Courts as well as the Federal Appellate Courts. Deputy
prosecutors screen all criminal referrals made by police and other law enforcement
agencies and are available 24 hours per day, seven days a week for juvenile detention and
felony conferrals.
The Office continues its efforts to attend to the needs of victims and witnesses as they go
through the criminal justice process. The Office seeks victim's input for and notifies
victims of case disposition.
The Office provides training for staff to maintain and improve their specialized skills. In
addition, the Prosecuting Attorney deputies and staff provide training for police recruits
and refresher training for police officers as well as to other law enforcement agencies and
community organizations.
The staff participate in career fairs and job shadowing and prepare appropriate
educational presentations to students and faculty on the justice system, careers as a
prosecutor and the risks and consequences of involvement in illegal activity.
In an effort to reduce crime and promote public safety the Office is actively involved in
several initiatives that address juvenile delinquency and promote community involvement
in identifying and addressing public safety issues. The Office is actively supporting the
Big Island Juvenile and Adult Drug Court, Veteran's Court, Environmental Court and
Adult Mental Health Jail Diversion Program. In addition, we are collaboratively working
to address elder issues, domestic violence, sexual assault, homelessness, efforts to reduce
recidivism and establish the Big Island Juvenile Intake and Assessment Center. These
programs strive to balance the individual service needs of the individual, the legal
requirements of the courts, and the safety needs of the community. Whenever possible,
the Office seeks funding for specialized units and demonstration projects.
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PROSECUTING ATTORNEY
GENERAL PR®SECLJTION___
Program Objectives
Core prosecution
1. Attend all courts in the County of Hawai`i, and conduct on behalf of the People, all
prosecutions for offenses against the laws of the State of Hawai`i and the ordinances
and regulations of the County.
2. Maintain a professional, dedicated and trained staff to carry out the duties of the
Prosecuting Attorney as defined under the County Charter.
3. Provide for a statewide Traffic Safety Resource Prosecutor to develop effective
enforcement strategies to reduce highway offenses,traffic collisions, and increase
traffic safety.
4. Maintain grant-funded specialized prosecution units that work collaboratively with
the Hawai`i Police Department and other law enforcement agencies to improve case
outcomes for victims of violent crimes and crimes against persons.
Victim services
1. Attend to the needs of victims and witnesses in the criminal justice system by
providing referrals to appropriate agencies, assistance with restitution and crime
victim compensation.
2. Provide restorative justice options as appropriate.
3. Participate in community events that support victims (i.e.National Crime Victims'
Rights Week and National Domestic Violence Awareness Month) and promote
community safety.
Improving the criminal justice system
1. Coordinate continuing training/educational workshops to improve the criminal justice
system.
2. Collaborate with the Hawai`i Police Department to discuss joint initiatives, policies,
and procedures to strengthen investigations and prosecutions.
3. Meet with law enforcement, government agencies, and community service providers
to improve handling of domestic violence, child abuse, and sexual assault cases.
4. Meet with Hawai`i criminal justice agencies and State branches to discuss appropriate
interventions and consequences for offenders.
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Objectives (continued)
Improving the juvenile justice system
1. Coordinate continuing training/educational workshops to improve delivery of
services along the continuum of the juvenile justice system.
2. Collaborate with law enforcement, government agencies, and community service
providers to discuss joint initiatives, interventions, policies and procedures to
improve outcomes for juvenile offenders.
Community initiatives to promote crime prevention and intervention and other
efforts
1. Support prevention, education, and intervention initiatives directed at reducing crime
and increasing public safety on issues such as domestic abuse, including to reduce
child abuse and neglect, substance abuse, and impaired driving.
2. Coordinate continuing training/educational workshops to promote healthy behaviors,
crime prevention and early intervention initiatives.
3. Provide meeting coordination and fiscal support to the County of Hawai`i Committee
on the Status of Women.
Program Highlights
Traditional Prosecution
1. The Prosecutor's Office successfully prosecuted cold cases and continues to evaluate
and review these cases,to include homicides, child abuse and sexual assault cases.
2. The Prosecutor's Office successfully prosecuted numerous cases including
homicides, sexual assault, drug and firearm possession, domestic violence both
felonies and misdemeanors,traffic offenses to include operating vehicle while
impaired trials.
3. The Prosecutor's Office created training opportunities for all deputies. This included
basic and advanced trial skills, and specialized training to handle sexual assault,
traffic safety, domestic violence, and other types of cases requiring specialized
knowledge.
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Highlights (continued)
Victim Services
1. In our Victim's Assistance Unit, we provided assistance to 6,303 persons, which
included service to 4,050 victims of crime. 2,736 victims were victims of crimes
against a person, i.e. homicide, assault, abuse of family household member,robbery,
etc. 1,134 were victims of property crimes, and 180 were victims of other types of
crimes, i.e.,harassment, dog bites,trespass. The unit also served 146 secondary
victims, which are parents or guardians of minor victims of sexual assault. We served
1,532 witnesses of crimes as well.
2. In our Restorative Justice Program, 81 juvenile cases were screened for victim
offender conferencing. 24 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.
3. Four new cases were referred this year for post-conviction victim offender dialogues.
These cases involved negligent vehicular homicide, assault, and robbery). One case
has completed (assault),two are in process (negligent homicide and robbery), and one
is on hold for future consideration. Seven other cases referred in earlier periods are
still being worked on.
4. Our Restorative Justice Unit worked with Kulani Correctional Facility to provide one
intensive weekend Victim, Offender and Community—A Restorative Experience
(VOCARE) focused on Vehicular Homicide with three victims/survivors,three
inmates and three community members.
5. Through our Victim of Crime Act(VOCA) grant, we provided training to a Hilo team
and a Kona team(DPA,Victim/Witness Counselor, &Investigator)to attend
comprehensive trainings in Portland and Dallas to ensure that victims are provided
services from those trained on the needs of victims.
6. Through our VOCA grant,we provided training to Pat Breault, our facility dog's
handler,to attend the annual Courthouse Dog Conference in Seattle.
Criminal Justice System
1. Our Restorative Justice Unit continued to work with HCCC to provide two victim
impact classes. Spring and summer classes were put on hold because of COVID. We
are now in the process of developing a virtual victim impact class.
2. The Office participated in the formation of the Hawai`i Sexual Assault Response and
Training Program to address the manner in which sexual assault evidence collection
kits are processed and tracked, and to ensure that victims of sexual assault are
informed of their rights under that law.
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
hts
Program Highlights (continued)
g g � )
3. Prosecutor's Office staff participated in two Domestic Violence Fatality Reviews.
4. The Office was awarded two federal grants with the overarching goal to improve the
system response to combat violent crime and to further investigate and prosecute
sexual assault cases. The Prosecutor's Office continuously uses the browser-based
Discovery billing program that was developed in-house. Through user feedback,
improvements and enhancements are continuously being developed and implemented.
The system assisted staff in handling 15,251 invoices which had a transaction value
of$94,029.
Juvenile Issues
1. Grant funding was received from the Department of Health, Alcohol and Drug Abuse
Division to build County capacity to enhance substance abuse prevention system with
a focus on underage drinking and other drug use by youth.
2. Title II funding was received from the Department of Human Services, Office of
Youth Services to continue into the fifth year of the Big Island Juvenile Intake and
Assessment Center, providing immediate intervention for youth and also allowing
police officers to return to public safety duties.
3. State General Funds received from the Department of Human Services, Office of
Youth Services to expand the BigIsland Juvenile Intake and Assessment Center to a
p
location in West Hawai`i.
4. The Restorative Justice Victim Offender Conferencing program screened 161
juvenile cases. Twenty-six cases were accepted into the Program. Fourteen cases
were successfully resolved. Seven cases are still moving through the process, and
five cases were referred back to prosecution as parties were unwilling to participate.
There are currently 22 trained community volunteer facilitators, 12 of whom are
actively working on cases.
Community Strategies
1. In collaboration with the Family Violence Interagency Committee,the Prosecutor's
Office participated in the Domestic Violence Vigil in Hilo, Kona, and Waimea with
over 240 persons in attendance.-
2. Due to COVID, the Victim Rights Week event was cancelled this year.
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Highlights (continued)
3. The Restorative Justice Program helped facilitate monthly Brown Bag Luncheons for
the community with the Ku`ikahi Mediation Center. In February these sessions
began to hold virtual sessions.
4. The Prosecutor's Office continued to attend neighborhood watch meetings and
supported community policing efforts to improve the quality of life on Hawai`i
Island.
5. The Prosecutor's Office developed a data base tracking system to track reported
squatting activity and has been working with community members and legislative
representatives to formulate strategies to deal with issues related to squatters.
6. The Prosecutor's Office participated in monthly meetings to address and coordinate
responses to issues related to homelessness, domestic violence, and juvenile justice.
7. Facilitated monthly community stakeholders meeting of faith leaders in East Hawai`i
to collaborate with this sector on prevention and intervention activities.
8. The Prosecutor's Office facilitated monthly Family Violence Interagency Committee
meetings in both East and West Hawai`i.
9. The Prosecutor's Office in conjunction with Child and Family Service provided
community programs in Waimea, Kona, and Hilo for National Victim's Rights
Week.
10. The Prosecutor's Office helped organize the annual statewide Sexual Assault
Response Team training for prosecutors, law enforcement, service providers, and
other community members and coordinated resources to send multiple participants to
the conference.
11. The Prosecutor's Office facilitated quarterly Substance Abuse Prevention Interagency
meetings in both East and West Hawai`i.
12. The Prosecutor's Office provided Substance Abuse Prevention Skills Training to
prevention workers in the State of Hawai`i.
13. The Prosecutor's Office coordinated with the Attorney General's Office,the
Department of Human Services,the Hawai`i State Coalition Against Domestic
Violence, and the Department of Health to provide venues for Domestic Violence 101
classes in East Hawai`i.
14. The Prosecutor's Office processed Contingency Relief funding via 51 County
Resolutions totaling$119,847 for the benefit of crime prevention and community
strengthening projects on Hawai`i Island. Of these, 22 projects totaling $80,347 were
extended to 06/20/2021 due to effects of COVID-19 or related projects, as allowed by
Resolution 644-20.
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PROSECUTING ATTORNEY
GENERAL PROSECUTI®IST
Program Highlights (continued)
15. The Prosecutor's Office facilitated monthly Big Island Juvenile Intake and
Assessment Center interagency meetings in both East and West Hawai`i.
16. The Prosecutor's Office coordinated statewide Highway Safety training for police and
prosecutors.
17. The Prosecutor's Office provided ADAD grant funding for substance abuse
prevention community stakeholders to attend capacity building trainings on O`ahu.
18. The Prosecutor's Office provided ADAD grant funding for substance abuse
prevention stakeholders (Salvation Army Intervention Services)to attend the 2019
Community Anti-Drug Coalitions of America Leadership Forum in Washington, DC.
19. The Office provided ongoing support to the Committee on the Status of Women.
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Charges:
Opened during period 14,760 20,000 20,000
Accepted for prosecution 14,391 17,000 17,000
Disposed 8,134 10,000 10,000
Set for trial-
Circuit Court 3,366 4,000 4,000
District Court 6,965 10,000 10,000
Family Court 1,150 2,000 2,000
Circuit Court calendars:
Hilo 249 260 260
Kona 249 260 260
Misdemeanor calendar days:
Hilo(a.m. and p.m.) 209 208 208
Puna 101 156 105
South Kohala/Hamakua(includes Adult-DV) 101 72 105
North Kohala(includes Adult-DV) 12 12 12
Kona/Ka`u 225 260 260
Family Court(Juvenile)calendar days:
Hilo,Puna 53 104 52
Kona 53 72 52
N.&S.Kohala/Hamakua 50 12 52
Family Court(Adult-DV)calendar days:
Hilo,Puna 50 104 52
Kona/Ka`u 24 72 26
S.Kohala 24 12 26
Hamakua 50 - 52
Drug Court(Adult):
Hilo 48 52 52
Kona 48 52 52
Drug Court(Juvenile):
Hilo 48 52 52
Kona 48 52 52
Veterans Treatment Court:
Hilo 48 52 52
Kona 48 52 52
Mental Health Court/Jail Diversion(Hilo/Puna) 22 24 24
Mental Health Court/(District Ct(Kona/Ka`u) 12 12 12
Environmental Court 108 12 -
Hilo - - 12
Kona - - 105
258
PROSECUTING ATTORNEY
_� -_--------------GEl\TERAL PROSECUTION
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 92 93 102
Salaries and Wages 6,563,750.99 7,305,566 7,581,653
Operations 535,438.56 525,969 560,848
Equipment 3,039.70 200 200
Program Total 7,102,229.25 7,831,735 8,142,701
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Prosecuting Attorney 1 1 1
1st Deputy Prosecuting Attorney 1 1 1
Account Clerk 1 1 1
Accountant III 1 1 1
Business Manager 1 1 1
Clerk II 2 2 2
Clerk III 1 1 2
Deputy Prosecuting Attorney 32 32 32
Human Resources Assistant 1 1 1
Information Systems Analyst IV 1 1 2
Information Systems Analyst V 1 1 1
Investigator IV 2 2 2
Investigator V 5 5 6
Investigator VI 1 1 1
Legal Assistant II - - 2
Legal Clerk I 5 5 5
Legal Clerk II 6 6 7
Legal Clerk III 15 16 17
Legal Clerk IV 2 2 2
Private Secretary 1 1 1
Program Manager 1 1 1
Senior Account Clerk 1 1 1
Special Projects Coordinator 2 2 2
Supervising Legal Clerk I 1 1 1
Supervising Legal Clerk II 1 1 1
Victim/Witness Program Director 1 1 1
Victim/Witness Counselor I 1 1 1
Victim/Witness Counselor II 4 4 4
Total 92 93 102
259
PROSECUTING ATTORNEY
GRANT REVENUES
Program Description
The Office of the Prosecuting Attorney receives and continually seeks funding from
Federal and State sources. These funds are used to implement innovative programs,
support prosecution efforts, educate the public, improve the criminal justice system, and
purchase equipment that would not be possible with County funds.
Program Objectives
1. State Forfeitures—State Department of the Attorney General, Civil Recoveries
Division, State of Hawai`i, $200,000. For use to assist crime prevention and healthy
communities at the discretion of the Hawai`i County Prosecuting Attorney.
2. Federal Forfeitures - United States Department of Justice and US Treasury
Department, $50,000. For use to assist crime prevention and healthy communities at
the discretion of the Hawai`i County Prosecuting Attorney.
3. STOP Violence Against Women-U.S. Department of Justice, STOP Violence
Against Women Formula Grant Program, $98,772. One Employee—To improve
prosecution of domestic violence cases involving adult women by dedicating a deputy
to handle these cases.
4. Crime Victims Assistance Program (VOCA) -U.S. Department of Justice, Office
for Victims of Crime Formula Grant Program, $1,134,528. Twelve employees—To
assist victims of crime through the judicial process, focusing on crimes such as
homicide, sexual assault, child abuse and domestic violence.
5. Justice Assistance Grant(JAG)—U.S. Department of Justice funds for technology
improvements, $150,000.
6. 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.
7. 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.
260
PROSECUTING ATTORNEY
GRANT REVENUES
Program Objectives (continued)
8. Substance Abuse Prevention Program—Hawai`i State Department of Health,
Alcohol and Drug Abuse Division, $150,000—To fund a community assessment and
strengthening of Substance Abuse Systems in the County of Hawai`i.
Paid for staff salaries and contracted services.
9. Agricultural Crimes Project—Hawai`i State Department of Agriculture, $106,798.
One employee. To investigate agricultural crimes in Hawai`i County.
10. 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.
11. USSS Electronic Crimes Task Force—U.S. 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.
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 28 28 20
Salaries and Wages 1,267,119.78 1,580,629 1,070,600
Operations 707,759.12 1,301,342 1,244,998
Equipment 189,668.36 146,000 149,500
Program Total 2,164,547.26 3,027,971 2,465,098
Note: Includes Federal and State Forfeitures
261
PROSECUTING ATTORNEY
�._
GRANT REVENUES
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Clerk II 1 2 2
Clerk III - 1 -
Deputy Prosecuting Attorney 4 4 2
Investigator V(Temp) 1 1 1
Investigator V 2 2 1
Legal Assistant II(Temp) 1 1 -
Legal Assistant II 1 1 -
Legal Clerk I 3 2 2
Legal Clerk I(Temp) 1 1 1
Legal Clerk II 1 1 0
Legal Clerk III 2 2 1
Legal Clerk IV 1 1 1
Senior Clerk-Stenographer 1 - -
Student Helper 1 1 1
Victim/Witness Counselor I 2 2 2
Victim/Witness Counselor II 4 4 4
Victim Services Assistant(Temp) 2 2 2
Total 28 28 20
262
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
Program Goals
1. To promote and support women in their roles in public and private sectors.
2. To act as a clearinghouse and coordinating body for activities and information
supporting women and girls.
3. To create public awareness of the responsibilities, needs, potentials and contributions
of women.
4. To seek improvements in educational, counseling programs and policies to meet the
needs of women and girls in order to better prepare them for their roles in the
community.
5. To work with the Hawai`i State Commission on the Status of Women to improve the
wellbeing of all women in the County and State.
6. To build and maintain relationships with federal, state, local and international
agencies advocating for the status of women.
Program Description
The Hawai`i County Committee on the Status of Women(CSW), working with the
Hawai`i State Commission on Status of Women(HSCSW),promotes equality for women
and girls in the County by acting as a catalyst for positive change through advocacy,
education, collaboration and program development.
Program Objectives
1. Sponsor and coordinate an island wide essay contest to increase awareness among
students on the accomplishments of women in Hawaii County.
2. Promote awareness of Equal Pay for Equal Work for women.
3. Create and share a report on the status of women in Hawai`i County.
4. 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.
5. Update and disseminate the Hawai`i Island Services Directory for Families across
Hawai`i County.
6. Promote Teen Dating Violence Prevention/Education.
7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate
with other organizations.
263
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
Program Objectives (continued)
8. To the extent that it is safe, hold rotating monthly meetings in East Hawai`i,North
Hawai`i, South Hawaii and West Hawai`i to better allow participation from the
public.
9. Support,through sponsorship, planning,promotion and attendance,the Hawai`i
Island Women's Leadership Summit.
10. Promote awareness of Human Trafficking across Hawai`i County.
Program Highlights
1. The Hawai`i Island Services Directory for Families was updated and 10,000 copies of
the"2020 Hawaii Island Services Directory for Families" are available for
distribution in this fiscal year.
2. The Committee continued distribution of cell phone safety cards after it became
aware of how cell phones are being used in abusive relationships and placed another
order of 5,000 copies and continues to distribute specifically to the middle and high
schools on Hawai`i island.
3. The Committee continues to meet virtually to achieve the mission of Committee on
the Status of Women.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual YTD Estimate
Actual
Number of Meetings Held 12 12 12
Events Held 3 3 3
Workshops Held 3 3 3
Event Participation 6 6 6
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 6,3 87.11 10,000 10,000
Program Total 6,387.11 10,000 10,000
264
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PUBLIC WORKS
PUBLIC WORKS
DEPARTMENT SUMMARY
Mission Statement
Working together as ONE to improve the quality of service for the health and safety of
our Big Island `Ohana.
Department Goals
To protect public health, safety, and the environment:
1. Strive to improve the roadway system for the safe and efficient travel of people and
goods island wide.
2. Maintain a clean roadway system and enhance the traveling experience with
beautification projects.
3. Maintain public flood control facilities, drainage systems and participate in the
Community Rating System(CRS).
4. Enforce building, electrical, plumbing, sign, outdoor lighting codes, subdivision,
grading, and flood ordinances.
5. Ensure the safety of Hawai`i County's bridges and comply with the National Bridge
Inspection(NBI) and other Federal, State, and County of Hawaii regulations.
6. Maintain the County vehicle and heavy construction equipment fleet.
7. Respond to all natural and man-made disasters or contingencies.
8. Create opportunities for managers and supervisors to meet the changing demands of
customers.
9. Create a data system using technology to manage complaints.
10. Adopt customer service principles. To achieve this, additional resources,training,
and business principles are required.
11. Integrate transit,vehicle, bicycle, and pedestrian modes of travel into a shared
roadway, reducing vehicle use.
12. Improve information to the public using the most efficient technology to reach the
greatest number of customers.
Funding Source and Position Count
General Fund $17,412,999 General Fund 173
Grant Revenue - Grant Revenue/Other 32
Total Budget: $17,412,999 Total Number of Positions 205
265
PUBLIC WORKS
ADMINISTRATION
Program Description
The Administration oversees fiscal management, goals, objectives, budgets, contracts,
personnel services and supervision for: Building, Engineering, Automotive, Traffic, and
Highway Maintenance divisions, and is responsible for informing the public about
programs and projects through public outreach and education.
The Director is a technical adviser to the Mayor,, Managing Director, and Hawai`i
County Council.
Program Objectives
1. Ensure core functions are accomplished within budget 90% of the time as measured
by monthly financial reports.
2. Reduce industrial accident claims by 10%by educating personnel through training
programs for personal and operational safety.
3. Achieve one third of our average employee count to participate in safety related
training/training per year.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Number of department-wide industrial accidents 18 21 21
Number of employees trained in safety classes 256 119 119
No.bridge inspections of total bridges* 104 25 0
No.bridge repair&maintenance* 12 10 0
No.bridge replacement/rehabilitation projects* 1 2 0
No.of managers/supv rec'd Supervisory Training 21 10 10
No.of employees trained in non-safety classes 0 120 120
Additional Information:
Number of Employees in the Department 338 359 364
Work Comp Cases with Lost Time 13 16 16
*Note: Bridge Section included in Engineering Section as of FY 2020-21.
266
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'4.�A
ADMINISTRATION
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 28 28 25
Salaries and Wages 1,276,896.14 1,260,168 1,297,014
Operations 22,362.32 30,555 29,855
Equipment 14,201.48 3,800 3,800
Water Spigot 129,539.23 126,300 127,000
Program Total 1,442,999.17 1,420,823 1,457,669
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Director 1 1 1
Deputy Director 1 1 1
Account Clerk 4 4 4
Accountant I 2 2 2
Accountant IV 1 1 1
Administrative Assistant 1 1 1
Business Manager 1 1 1
Civil Engineer V 1 1 -
Clerk III 5 5 4
Contracts Technician 2 2 2
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Information&Education Specialist 1 1 1
Private Secretary 1 1 1
Engineering Support Technician IV 1 1 -
Senior Account Clerk(Temp) 1 1 1
Student Helper I 2 2 2
Supervising Contracts Technician 1 1 1
Total 28 28 25
267
PUBLIC WORKS
BUILDING___
Program Description
The Building Division with offices in Kona and Hilo is responsible for administering and
enforcing building, energy, electrical,plumbing, outdoor lighting and sign codes to
ensure construction is energy efficient and meets minimum standards to safeguard life,
limb,health,property and public welfare.
The Building Division provides general services for janitorial and landscape
maintenance; facility repair and maintenance including carpentry, electrical,painting,
plumbing; parking control; and the planning, design and construction for County facilities
island wide. The facility repair and maintenance staff also assist with repairing of
wooden bridges.
The General Services and Repair and Maintenance budgets pay for various County
Facilities island wide:
1. Janitorial,yard maintenance and trash removal services;
2. Facility repairs and maintenance including septic system maintenance;
3. Facilities improvements including small office renovations, cabinetry and furniture;
4. Electricity, gas, sewer,telephone water utilities fees;
5. Air conditioning, elevator and fire alarm service and maintenance;
6. Insurance premiums.
Program Objectives
1. Process building permits on a regular basis and complete the plan review of 90% of
residential permits within 20 calendar days.
2. Complete 90% of requested inspections within two working days.
3. Schedule and complete 90% of routine (non-critical) maintenance and repair requests
within 30 calendar days of receipt of request.
4. Improve processing of building, electrical,plumbing and sign permits, and the
public's access to information.
•
268
PUBLIC WORKS
BUILDING
Program Highlights
1. West Hawaii Civic Center—Office of the Prosecuting Attorney (WHCC-OPA)
At the current cost of$13,838,181 the 15,761 square foot WHCC-OPA was
substantially completed on April 30, 2020 and OPA employees moved from their
Kealakekua office in early July 2020. This building will house approximately a staff
of 50+with additional 12 offices and workstations available for future staff. The
design concept of the building was to capture the consistency of the overall existing
building design, but yet be slightly different.
2. Department of Information Technology Tenant Improvement- Completed design
of tenant improvement space for DIT's new office. Construction is currently
underway. To keep construction costs at a minimum, DPW maintained use of the
existing offices, electrical and break rooms within the 5,200 square foot office space.
DIT will relocate their existing workstations, equipment and furnishings to further
minimize cost.
3. Office of Housing and Community Development Tenant Improvement-
Completed design and renovation improvements for the Office of Housing and
Community Development(OHCD) offices encompassing 10,000 square feet of office
space. The challenge consisted of integrating two separate functioning departments,
Administration and Section 8 offices, into one office suite while maintaining exiting
requirements and staff access for use of the existing break room and two restrooms.
With assistance from our Housing Administrator and Assistant Housing
Administrator,we were able to resolve these issues by creating separate entry points
once the public entered the suite.
269
PUBLIC WORKS
_.__.BUILDIIlTG
Program Highlights (continued)
The following summarizes building permits issued (exclude electrical,plumbing, and
sign permits):
FY 2019-20
Geographic Permits Issued Valuation Fees
District %change % change % change
1 Puna 795 -38.8 106,754,485 -0.2 287,852 4.5
2 S Hilo 661 12.2 114,756,969 -8.9 357,528 -5.6
3 N Hilo 27 -30.8 3,685,684 -25.8 10,232 -20.8
4 Hamakua 81 -6.9 10,309,764 -36.3 33,246 -27.1
5 N Kohala 108 -15.6 31,321,986 77.4 82,179 58.5
6 S Kohala 503 -19.5 105,879,595 -41.2 330,554 -37.2
7 N Kona 861 -13.8 310,923,285 90.9 809,557 75.3
8 S Kona 113 -8.9 16,355,683 -4.7 44,609 -1.5
9 Ka`u 96 -17.9 13,087,848 -16.8 35,826 -19.2
Totals 3,245 -19.0 713,075,299 10.1 1,991,583 8.1
Percentage change from FY 2018-19
FY 2018-19
Geographic Permits Issued Valuation Fees
District %change % change % change
1 Puna 1,299 16.23 107,015,219 -1.2 275,373 -8.2
2 S Hilo 589 -6.2 126,000,342 44.2 378,888 35.4
3 N Hilo 39 -9.3 4,966,522 41.7 12,916 7.3
4 Hamakua 87 50.0 16,196,521 61.1 45,590 52.9
5 N Kohala 128 -30.1 17,656,634 -19.0 51,832 -14.6
6 S Kohala 625 14.9 180,084,339 34.2 526,720 19.4
7 N Kona 999 10.8 163,070,713 -5.2 461,690 9.3
8 S Kona 124 2.5 17,169,307 4.1 45,270 -15.2
9 Ka`u 117 53.9 15,729,921 130.5 44,321 93.7
Totals 4,007 9.1 647,889,518 15.6 1,842,600 13.6
Percentage change from FY 2017-18
270
PUBLIC WORKS
BUILDING
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Residential Plan Review(%plans/within 20 62% 70% 70%
working days) 1
Completion of Called Inspection Requests (% 97% 90% 90%
requests/within 2 workdays)
Complete Non-critical Maintenance Requests(% 93% 95% 90%
requests/within 30 calendar days)
Additional Information
Floor Area Maintained 156,273 155,801 160,000
Number of PW Structures Maintained 92 92 94
Buildings to be Repainted 1 1 2
Buildings to be Reroofed 0 2 2
Buildings with Structural Repairs 0 2 2
Buildings to be Renovated 8 4 4
Repair and Maintenance Jobs Performed 1,524 1,500 1,500
Structures Designed 5 5 5
Parking Citations Issued 276 750 400
Plan Reviews Performed:
Building 5,897 5,000 5,000
Electrical 5,019 4,000 4,000
Plumbing 2,562 2,000 2,000
Permits Issued:
Building 3,245 3,500 3,500
Electrical 3,919 3,000 3,000
Plumbing 1,998 1,500 1,500
Sign 35 30 30
Inspections Conducted:
Building 8,471 7,000 7,000
Electrical 10,423 9,000 9,000
Plumbing 5,091 4,000 4,000
CIP Project Programmed(subject to funding):
New Facility 1 2 2
ADA 1 4 4
Hazmat 2 3 3
R&M 7 3 5
Hardening 0 3 2
Renovation 2 4 4
Energy Improvement 1 2 2
271
PUBLIC WORKS
.�.___. .___. BUILDING
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 110 110 110
Salaries-and Wages 5,153,273.58 5,808,992 6,163,014
Operations 4,087,199.75 4,266,084 4,178,944
Equipment 30,563.89 4,115 4,255
Program Total 9,271,037.22 10,079,191 10,346,213
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request _
Account Clerk 1 1 1
Architect II 1 1 1
Architectural Drafting Technician I 2 2 2
Architectural Drafting Technician II 1 1 1
Building Chief 1 1 1
Building Inspector 14 14 14
Building Maintenance Worker 1 1 1
Building Permit Clerk 8 8 8
Building Plans Examiner 5 5 5
Building Projects Manager 1 1 1
Building Repair and Maintenance Supervisor 1 1 1
Carpenter-Cabinet Maker 5 5 5
Custodian/Groundskeeper I 18 18 18
Custodian/Groundskeeper II 5 5 5
Deputy Building Chief 1 1 1
Electrical Engineer II 1 1 1
Electrical Inspector 10 10 10
Electrician 2 2 2
General Services Superintendent 1 1 1
General Services Supervisor 2 2 2
Lead Carpenter-Cabinet Maker 2 2 2
Lead Electrician 1 1 1
Lead Painter 1 1 1
Mechanical Engineer IV 1 1 1
Painter 2 2 2
Parking Control Officer 1 1 1
Plans Examining Manager 1 1 1
Plumber 1 1 1
Plumbing Inspector 6 6 6
Program Manager 1 1 1
272
PUBLIC WORKS
___ BUILDIl®TG
Personnel Position Summary (continued)
Projects Coordinator 3 3 3
Structural Engineer 1 1 1
Supervising Building Inspector 2 2 2
Supervising Building Permit Clerk 2 2 2
Supervising Electrical Inspector 2 2 2
Supervising Plumbing Inspector 2 2 2
Total 110 110 110
273
PUBLIC WORKS
ENGINEERING
Program Description
The Engineering Division provides civil engineering, land surveys, and regulatory
services in accordance with Chapters 10, 22, and 27 of the Hawai`i County Code (HCC).
The Division is comprised of the following five sections:
• Administration
• Land Surveying
• Regulatory Review
• Design and Investigation
• Inspection
The Administration section provides the following services:
1. Provides general supervision and administrative support.
2. Coordinates civil engineering(non-building)projects and programs using County,
State, and Federal funds.
3. Supervises and coordinates land acquisition activities for the Department.
The Land Surveying section provides the following services:
1. Provides general land surveying services, including topographic maps and boundary
studies.
2. Produces parcel maps and their descriptions for the County.
3. Reviews privately generated survey maps and descriptions.
4. Addresses survey issues and complaints related to County facilities, such as road
encroachments.
5. Maintains an inventory/file of all road and drainage right-of-ways,Public Works
parcels, and survey records generated by the County.
6. Provides County maps and survey information to the public.
The Regulatory Review section provides the following services:
1. Implements/enforces the applicable regulatory requirements of Chapters 10, 22 and
27, Hawai`i County Code (HCC).
2. Provides comments to the Planning Department on land-use related matters, such as
subdivision, `ohana, variance, and change of zone applications; and on Special
Management Area(SMA),Use, and Special Permits.
3. Investigates and resolves regulatory complaints, except for building permit plans,
reviews and/or coordinates the review and approval of all private construction plans,
traffic reports, flood studies, environmental documents, and so forth as they relate to
the interests and regulatory authority of the Department.
274
PUBLIC WORKS
ENGINEERING���� �������
Program Description (continued)
The Design and Investigation section provides the following services:
1. Plans, designs, and constructs civil engineering (non-building) County Capital
Improvement Projects (CIP).
2. Investigates and resolves roadway, drainage, and other related complaints.
3. Provides drafting services.
The Inspection section provides the following services:
1. Inspects civil engineering (non-building) County CIP; private subdivision, and
development construction.
2. Inspects grading, grubbing and stockpiling work per Chapter 10 of the HCC.
3. Inspects construction within the County right-of-way per Chapter 22 of the HCC.
Program Objectives
1. Participate in the State/FHWA Statewide Transportation Improvement Program
(STIP).
2. Complete County CIP drainage and Roadway projects in a timely manner.
3. Prepare parcel maps in three months and process subdivision applications in three
months.
4. Provide in-house construction management for all projects.
5. Respond to or process 80% of all time-sensitive documents, such as subdivision,
change of zone, and variance applications, by stipulated deadlines.
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.
7. Provide same day service for 75% of all permits issued by the Division, including
building permits.
8. 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.
9. 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.
275
PUBLIC WORKS
ENGINEERING
Program Objectives (continued)
10. 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).
11. Comply with the Code of Federal Regulations (CFR)mandate by conducting
underwater inspections to two NBI registered in-service bridges.
Program Highlights
1. Completed construction for the following projects: the $20M Kawailani/`Iwalani
Intersection Improvement Project(STIP), the $5.8M Highway 132 Emergency Lava
Road Restoration Project(FHWA) which rebuilt 3.2 miles of roadway that was
covered by the 2018 lava flow,the $442K Pu`u Noho Culvert Replacement Project
(FEMA) which was damaged by Hurricane Lane, and the $1.1M Plumeria Street
Rehabilitation Project(CIP).
2. Current projects under construction are the $8.3M Kilauea Avenue Rehabilitation
Project(STIP),the $2.4M Henry Street Rehabilitation Project(STIP),the $18M
Kalaniana`ole Ave Reconstruction Project,the $19.6M Mamalahoa Highway
(Waimea) Widening Project(STIP), and the $12M Alii Drive Culvert Replacement
Project(STIP).
3. The following projects are currently in Design: the Lava Inundated Emergency
Repair Road Projects; Pohoiki Road, and Portions of Highway 137 and Leilani
Avenue(FEMA),the Hurricane Lane Repair Projects (FEMA),the Kawili Street
Shoulder Improvements (CIP),the Manono Street Shoulder Improvements,the
Waianuenue Avenue Rehabilitation Project(STIP),the Kino`ole Street Rehabilitation
Project(STIP),the Waikoloa Road Rehabilitation Project(STIP),the Hina Lani
Street Rehabilitation Project(STIP), and the Waikoloa Road/Paniolo Drive
Intersection Roundabout(CIP).
4. Current projects in the Planning Phase are the Kuakini Phase II Project(STIP),the
Oneo Lane Project, the Puhala Street Extension Project,the Ane Keohokalole Phase
III Project, and the Kino`ole Street shoulder Improvements Project.
276
PUBLIC WORKS
EllTGINEEIaING
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Program Measures
All Construction Contracts Completed $8,900,000 $21,000,000 $26,500,000
FHWA Construction Projects Completed $5,750,000 $6,000,000 $9,500,000
FHWA Projects with Design/Planning in Progress 4 4 4
Parcel Maps/Subd Application Within Three Months 2 25 25
In-house Active Construction Management Projects 6 10 10
No.Bridge Inspections of Total Bridges* 0 0 104
No.Bridge Repair&Maintenance* 0 0 14
No.Bridge Replacement/Rehabilitation Projects* 0 0 4
Regulatory Review
%of Applications,etc.Reviewed by Deadline 90 80 80
%of Plans, etc.Reviewed Within Two Weeks 75 70 70
%of Permits Processed Same Day 70 75 75
Community Rating System
No.Points in the Federal Emergency Management 1,577 1,577 1,577
Agency(FEMA)Public Info Community Rating System
ADDITIONAL DIVISION INFORMATION
Design&Investigation
Survey Projects and Requests 58 60 60
Construction Plan Reviews—Private Consultants 49 100 100
Subdivision Application Reviews 81 100 100
`Ohana Permit Reviews 1 5 5
Grading/Grubbing/Stockpiling/R-O-W Permits 298 300 300
Construction Inspections
Subdivision Construction 19 25 25
Grading/Grubbing/Stockpiling/R-O-W Permits 298 300 300
*Note: Bridge Section moved from Administration Section as of FY 2021-22.
277
PUBLIC WORKS
El\TGINEERING
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 32 38 41
Salaries and Wages 1,483,377.25 595,899 679,020
Operations 44,860.85 151,897 151,897
Equipment 68,546.65 15,000 15,000
Other Contract Services 1,531.23 - -
Program Total 1,596,784.75 3,807,958 845,917
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Arborist 1 1 1
Civil Engineer III 1 1 1
Civil Engineer IV 6 9 9
Civil Engineer V 3 4 5
Civil Engineer VI - 1 1
Civil Engineer VII 1 1 1
Clerk III - - 1
Construction Inspector 1 1 1
Engineering Aid III 1 1 1
Engineering Aid IV 1 1 1
Engineering Drafting Technician V 1 - -
Engineering Permit Clerk 2 2 2
Engineering Support Technician IV 6 8 9
Land Surveyor I 1 1 1
Land Surveyor III 1 1 1
Land Surveyor IV 1 1 1 _
Projects Coordinator 1 1 1
Senior Construction Inspector 1 1 1
Senior Project Construction Inspector 1 1 1
Supervising Engineering Permit Clerk 1 1 1
Supervisory Project Construction Inspector 1 1 1
Total 32 38 41
278
PUBLIC WORKS
AUTOMOTIVE
Program Description
The Automotive Division is a support-service division responsible for the repair and
maintenance of all County vehicles and equipment, with the exception of equipment that
may be practically maintained by the respective departments. The division furnishes
parts, labor, accessories, gasoline, diesel, lubricants and tires.
The division's primary goal is to continue to maintain the County's fleet of vehicles and
equipment with accountable, trustworthy and motivated service, so that employees will
always have safe and operable vehicles and equipment to use. To keep the County on the
move.
Program Objectives
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).
2. Reduce the average monthly repair backlog for the Construction section from
previous fiscal year.
3. Reduce the average monthly repair backlog for the Automotive section by from
previous fiscal year.
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AUTOMOTIVE
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Average Monthly Repair Orders Completed(By
Staff vs.Contract): _
Garage 99%(140/1) 98%(143/3) 99%(142/2)
Construction Equipment 89%(96/11) 92%(105/8) 90%(101/10)
Solid Waste 99%(66/1) 98%(78/2) 97%(72/2)
Welding 100%(15/0) 95%(19/1) 99%(17/11_
Average Monthly Repair Order Backlog:
Garage 23_ 23 23
Construction Equipment 52 38 45
Solid Waste 18 22 20
Welding 2 2 2
Additional Information: 1
Average Monthly Repair Orders Received(Including
Prior Month's Carryovers):
Garage 164 168 166
Construction Equipment 158 148 153
Solid Waste 84 90 87 __
Welding 17 20 19
No.of Equipment Damage Report - - -
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Number of Positions 29 29 29
Salaries and Wages 1,627,290.32 1,697,845 1,729,165
Operations 2,100,761.35 2,703,935 2,703,935
Equipment 46,763.71 100 100
Program Total 3,774,815.38 4,401,880 4,433,200
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AUTOMOTIVE
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Automotive Equipment Superintendent 1 1 1
Automotive Mechanic I 5 5 5
Automotive Mechanic II 1 1 1
Automotive Stores Clerk 1 1 1
Construction Equipment Mechanic 10 10 10
Construction Equipment Mechanic Temp 1 1 1
Construction Equipment Repair Supervisor I 1 1 1
Construction Equipment Repair Supervisor II 1 1 1
Garage Supervisor 1 1 1
Lead Construction Equipment Mechanic 1 1 1
Lead Welder 1 1 1
Senior Account Clerk 1 1 1
Welder 2 2 2
Welder Temp 1 1 1
Total 29 29 29
281
PUBLIC WORKS
FLOOD CONTROL
Program Description
The Flood Control Program involves maintaining, operating, inspecting and repairing the
flood control structures, levees, dams, spillways, channels anddrainage areas on a regular
basis.
Program Objectives
1. Continue to conduct semi-annual inspections of flood control system.
2. Continue to maintain flood control systems.
a. Prevent deterioration of structures by repairing within six months.
b. Clear debris such as mud,rocks, branches, etc. from channel within three months.
c. Control weed and brush growth by using herbicides and mowing quarterly.
Program Highlights
Continued maintenance and repair work of approximately 19 miles which consist of 27
flood control systems island wide, including major cleaning in the South Hilo,
North/South Kona,North/South Kohala and Kali.
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FLOOD CONTROL
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Semi-Annual Inspections 2 2 2
Flood Control Systems 27 27 27
Flood Control Systems—Miles 19 19 19
Additional Information:
South Hilo District: 13 13 13
Alenai`o#4,Ainako, `Iwalani,Falai,Ainaola,
Haihai,Keone,Kilikina
Kawili,Wai-o-lama, `Akolea,Waiakea,Wailoa
North Hilo/Hamakua District: 2 2 2
Kalopa,Waipi`o
North/South Kohala District: 1 1 1
Pu'ukapu
North/South Kona District: 5 5 5
Kainaliu,Kona Coffee Mill,Keopu/Keopn Heights
Kamani Tree Basin,Kailua Industrial
Ka`u District: 3 3 3
Pa`au`au,Na`alehu,Wai`ohinuBamboo Forest
Puna District: 3 3 3
North Kulani,Kukui Camp Road, Shipman
Industrial
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 269,639.85 330,000 330,000
Equipment - -Program Total 269,639.85 330,000 330,000
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RESEARCH &
DEVELOPMENT
RESEARCH & DEVELOPMENT
DEPARTMENT SUMMARY
Mission Statement
The Department of Research and Development(R&D) advances knowledge and
innovation to make Hawai`i County a great place to live,work, and visit. R&D informs
planning, policy, and programmatic decision-making with data-driven research and
collaborates in the development and funding of initiatives seeking environmental,
community, and economic balance.
Department Goals
Agriculture
1. There is a robust, diversified agricultural sector, including a range of agriculturally
related businesses and agricultural tourism.
2. Through cooperation and innovation,there is a strong local food system from farm
and ranch to the consumer's plate, which affords living wages for producers and
distributors and broad community access to local foods.
Business Development
1. To support the development of a local economy that is diverse, stable,resilient to
disasters and in balance with Hawaii Island's ecology, community character, and
cultural heritage.
2. To advance household economic self-sufficiency with diverse choices of jobs and
entrepreneurial opportunities in near established communities.
Tourism
1. Tourism is compatible with historic and natural resources and not intrusive into local
communities.
2. Tourism strengthens community/private/public and international partnerships to build
resilient and sustainable communities on Hawai`i Island.
Funding Source and Position Count
General Fund $2,623,111 General Fund 19_
Grant Revenue $ 49,900 Grant Revenue/Other 1
Total Budget $2,673,011 Total Number of Positions 20
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RESEARCH & DEVELOPMENT
DEPARTMENT SUMMARY
Department Goals (continued)
Energy
1. To optimize the integration of renewable energy systems, energy efficiency
improvements, and transportation/fuel innovations that improve energy self-
sufficiency, reduce greenhouse gas emissions, lower energy costs, and ensure energy
resilience.
Resource Center
1. To maintain and disseminate data, information, and knowledge to County
departments, other agencies, businesses and the general public in support and
promotion of balanced development on Hawai`i Island.
Film
1. To support and promote the creative industries on Hawai`i Island through cross-
platform collaboration,training, education, and marketing in balance with Hawai`i
Island's ecology, community character and cultural heritage.
Immigration
1. To serve as liaison on immigration matters of broad community concern, as well as
serve individual needs and/or matters of immigrants on Hawai`i Island.
285
RESEARCH & DEVELOPMENT
AGRICULTURE
Program Description
The Agriculture Program provides facilitative leadership to both the public and private
sectors of agriculture, forestry, aquaculture, and other natural resources through planning,
developing, and implementing programs and activities that promote and support the
development, expansion, and sustainability of these industries. -The Program seeks to
increase the availability and access to fresh, local produce through food assistance
programs, farmers markets, community-supported agriculture, direct sales to food
establishments, and institutions. The program aims to foster public and private sector
cooperation and innovation to overcome challenges related to food storage, processing,
distribution, and access to locally produced foods.
Program Objectives
1. Increase consumption of local agricultural and value-added products at local, national
or international levels.
2. Improve the quality, productivity and safety of agricultural producers, systems and
products through critical, effective and timely research, development and education.
3. Support the expansion of agricultural industries and methodology, such as
hydroponics or natural farming, with fanner training programs.
4. Reduce the negative impact of invasive species on agricultural crops through research
and educational programs.
5. Support the reduction of the number of incidences of agricultural theft through the
development of methodology and the education of producers and vendors.
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.
7. Facilitate the development of affordable farm worker housing by developing
recommended reform, deployment strategies with existing government support
programs.
8. Support initiatives to identify and maximize the use of affordable and
environmentally appropriate control of invasive species.
9. Support the effective integration of the food system networks into local agricultural
networks,production systems and value chains.
10. Support the development of a strategic food system plan and an emergency food
access plan.
11. Support the development of projects, materials, and events that increase cooperation,
innovation, and sustainability within the local food system.
12. Support the development of projects, materials, and events that increase access,
consumption, education and awareness of fresh local foods.
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RESEARCH & DEVELOPMENT
�__...�...AGRICULTUlZE
Program Objectives (continued)
13. Due to the COVID-19 Pandemic's health and economic impacts, support ad hoc
outreach and engagement of the agriculture industry and food system to support the
industry and community's stability and ability to evolve to meet changing conditions
and innovation.
14. Improve awareness and participation in food assistant programs.
15. Reduce food waste and increase the amount of unharvested fruits,vegetables, and
nuts diverted into local food assistance programs.
Program Highlights
The Agriculture Program continued support for innovative projects in research, new
product and systems development,marketing and promotion,business development and
education. Project highlights included:
• Supported marketing and promotion of Hawai`i's ornamental and foliage nursery
products for export to national and international markets. Efforts to increase the local
markets for ornamental plants, produce, fruits, beverages, and livestock products were
featured at four events and cacao continues to develop wide interest in potential
producers and orchard expansions are increasing.
• Preparing the next generation of agricultural producers was supported with eight
projects to broaden interest,train the youth, and interested adults on plant and
livestock propagation, culture and production and preparation of products for
consumption. Significant advances were made to have local food incorporated in the
Department of Education's Farm to School Program; supporting the Ulu Cooperative
to reach out island wide; and support of UH-M's GoFarm relocation to a site closer to
Hilo which maybenefits a larger number ofpotential producers. Supported
community outreach to educate residents on surveying and methodologies to control
Little Fire Ant. The temporary stoppage of small animal slaughter revealed the need
for more meat cutters;thus, funding was provided to the Hawai`i Community College
to develop a meat cutting curriculum and course for certification of meat cutters.
• Support for research institutions to help new and fledgling industries to establish a
stronger base for future growth. Programs funded include import replacement of
Christmas trees and nursery plants to reduce the opportunity for invasive pests to be
introduced into Hawai`i. Taro producers worked with researchers to reduce diseases
that affect yield and learn breeding techniques to develop unique hybrids. Cacao,
avocado and macadamia nut trees were subjected to four grafting techniques to
determine the most efficient method for each crop. Cacao disease research focused
on varietal resistance to Black Pod Rot,which can threaten the entire industry.
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RESEARCH & DEVELOPMENT
AGRICULTURE
Program Highlights (continued)
• General agriculture support and representation continued with The Kohala Center
contracted to work with agricultural producers in Waimea and Honoka`a to assess
needs to increase production and to plan for successorship of the farming enterprise.
Agricultural theft continues to be an under-publicized impact on farming that needs
more attention. The County's Information Technology department has submitted a
request to be considered for the development of an app to help vendors submit a
movement certificate and to keep records of the produce transactions to reduce
agricultural theft.
• Support was given to advance nutrition and agriculture education in preschools
through Farm to Keiki curriculum delivered to 61 preschools and ten DOE pre-k
programs. This curriculum encourages life-long healthy eating habits and a
preference for locally grown foods. This is the first touch point to train the next
generation of farmers andhealthy consumers.
• Support was provided for the development of an island wide gleaning project Kokua
Harvest. The program is working to strengthen access to fresh local fruits and
vegetables for low-income residents. This project aims to reduce overall food waste
and strengthen community relationships.
• In partnership with Hawai`i Island Food Alliance (HIFA), SNAP Gardens
promotional materials were funded as support materials for the Community Food
Summit. Materials were created to spread awareness about the program,that
encourages SNAP participant to use program benefits for growing home gardens. It
is estimated that every dollar spent on garden supplies grows an average of$25 worth
of food(USDA). A social marketing campaign was spearheaded by HIFA, which
partnered with SNAPgardens.org, KTA superstores, DHS, Ma`ona Community
Garden, Island Naturals, and other SNAP retailers. The CTAHR"Grow Your Own"
gardening curriculum one-page handout also accompanied the SNAP Gardens
promotional materials.
• In response to the COVID-19 Pandemic, a program was funded to purchase local
produce and proteins for distribution through The Food Basket and its 130 partner
food pantries. The program was a win-win assuring agricultural producers had an
outlet for product and vulnerable families had access to fresh produce, fruit, and
meats. Additional support was afforded The Food Basket by partially funding an
administrative position and copies of the SNAP application for distribution at `Ghana
Drops.
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RESEARCH & DEVELOPMENT
---a AGRICULTURE
Program
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Programs
Increase Consumption of Agricultural Products
Promotion of Agricultural Products Contracts 4 6 5
Support of Trade Shows/Missions 2 2 2
Support locally produced and/or value-added 2 2 2
agriculture-based products
Research,Development&Education
Critical,Effective&Timely Research 3 3 4
Aquaculture Research Project 1 1 1
Agricultural Website Inquiries 1,884 1,000 1,000
Update website two times a month 28 24 24
Development of farmer skills,business 3 3 3
management
Invasive Species Research,Education&Business 2 1 1
Training 2 2 2
Committee/Program Meetings
Attendance 62 50 55
Agricultural Theft Program
Producer and Vendor Educational workshops 0 2 1
Preserve Agricultural Lands
Review grubbing and grading policies 0 2 1
Explore effectiveness of current landscape 0 3 1
level policies and programs
Development of Affordable Farm Worker
Housing
Explore possible policy reforms 2 2 1
Support deployment strategies with 2 1 1
existing government support programs
Integration of Food Systems Network with
Agriculture
Convene food systems networks with agricultural 50 6 25
industries to identify barriers and opportunities
Host Community Food Summit 1 1 1
Food System Stakeholder Meetings 117 50 100
Increase access to local food
Support community gleaning program 15 10 10
Support youth education that increases consumption 50 2 50
of local foods
Develop community resources 5 3 3
Support awareness and increased efficiency of food 113 1 25
assistance programs
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RESEARCH & DEVELOPMENT
AGRICULTLTRE
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 259,819.22 266,100 266,100
Program Total 259,819.22 266,100 266,100
290
RESEARCH & DEVELOPMENT
TOURISM
Program Description
The Tourism Program is guided by the vision, goals, and objectives of the Hawai`i Island
Tourism Strategic Plan 2020-2025 (TSP). The Program provides leadership and financial
support to strengthen a community-based visitor industry that ensures authenticity,
reciprocity, sustainability and responsibility, invests in the people and places that host
visitors, and appropriately grounds visitor activities in Hawai`i Island's sense of place
and culture.
Program Objectives
g J
Due to the COVID-19 Pandemic, the Tourism Program objectives will require creativity,
flexibility, and a go-slow and small approach to financial commitments that allows for
shifts to be made to protect the health and well-being of residents and visitors, as well as
timely response to shifting market demands.
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, Kama`aina visitor campaigns, Conventions,Meetings, and
Incentives (CMI).
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 five initiatives that achieve Responsible Tourism through the
annual Research and Development Innovation Grant, Hawai`i Tourism Authority
(HTA)Aloha `Aina(conservation) and Kukulu Ola(cultural) Programs, and TSP
Action Planning Cohorts.
b. Supporting at least six initiatives that achieve the Pono Based Communication,
Place Based Education, and Infrastructure goals of the TSP through the TSP
Action Planning Cohorts.
c. Supporting at least five opportunities by June 2022 that:
i. Build capacity of the R&D award recipients, HTA Kukulu Ola and Aloha
`Aina program participants, TSP Action Planning Cohorts, and visitor
industry stakeholders to sustain quality and culturally appropriate programs
and products, and sustainable destination management.
ii. Promote "Pono Practices" and other efforts that address community needs and
natural resource conservation.
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RESEARCH & DEVELOPMENT
TOURISM
Program Objectives (continued)
iii. Grow the"Ho`okipa"Network comprised of community,private and public
sectors, stakeholders from the visitor industry and others to build health,
education and economic strength of communities.
iv. Engage international,national and local partners to promote sustainable and
responsible tourism on Hawai`i Island.
Program Highlights
In FY 2019-20,the Tourism Program focused on achieving a balance between increasing
the economic contribution of the visitor sector, assuring visitors have a high-quality
experience, and Hawai`i Island residents maintain a high quality of life. Complementary
attention was afforded to increasing communication, interaction and understanding
among stakeholders to ensure the integrity of Hawai`i's unique sense of place and
appropriate recognition of Hawai`i's host culture. These values and objectives shared by
industry stakeholders were key to weaving the final version of the updated Tourism
Strategic Plan for 2020-2025. Finally, the COVID-19 Pandemic caused significant
disruption of visitor markets and related businesses and employment generating the need
for the Tourism Program to work closely with contractors and industry stakeholders to
adjust 'on the fly.' Program highlights included:
• Visitor Industry Promotions for Hawai`i Island funds supported the expansion of
direct airlift service, Conventions, Meetings and Incentives (CMI) initiatives and
targeted international, niche and Kama`aina marketing initiatives to drive demand.
The Pono Pledge Campaign continued to promote responsible tourism on Hawai`i
Island. To date, 4,508 individuals have taken the pledge. The COVID-19 Pandemic
caused a suspension of promotions and marketing, with a shift to supporting
emergency response activities.
• R&D Innovation Grant awarded nine community-based programs that improve visitor
experiences at the Hilo and Kona Pier, provide cultural activities in downtown Hilo,
protect natural and cultural resources,provide industry workforce development to
youth, and expand outreach and support services to visitors experiencing adversity.
• Community-Based Products and Programs: Outreach,technical assistance and
evaluation services were provided to three Hawai`i Tourism Authority (HTA)
Community Programs that supported a total of 71 festivals and events, natural
resource conservation and Native Hawaiian cultural programs in calendar years 2019
and 2020.
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RESEARCH & DEVELOPMENT
TOURISM
Program Highlights (continued)
• Capacity Building for community and industry stakeholders: In partnership with the
Hawai`i Tourism Authority,three workshops were offered on revenue generation,.
successful volunteer programs, succession planning, risk management and event
safety, and agritourism. The county offered five collaborative opportunities through
open space dialogues and convenings to gather input on the Tourism Strategic Plan
update, and to identify initiatives.
• Product Development: Facilitation,technical assistance and funding support was
provided to projects and events that were developed with community groups to lift-up
the community's unique assets and places for residents to enjoy and share with
visitors, while building community and mentoring youth. Products included:
o Volcano's `Ohi`a Lehua Run
o Creative Arts at Ni`aulani Campus, Volcano Art Center
o Ho`okaulike Interpretive Signage Program
o Hilo Airport Visitor Center
o Pono Placemaking: Activate Puna,Activate Hilo, Hilo Black and White Night,
and the Experience Volcano Festival.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Marketing and Product Development
Total County Contribution $510,000 $510,000 $500,000
Total State Contribution(HTA Community $70,000 $70,000 $70,000
Programs Evaluation)
Number of Festivals,Events&Products 9 7 7
• 2019-19 R&D Awards
• 2020-20 R&D Awards
Number of Festivals,Events&Products Evaluated 71 30 20
• 2019 HTA Community Programs Awards
(28)
• 2020 HTA Community Programs Awards
(43)
*Visitor Arrivals and Spending
P g(2019)
Total Airline Arrivals (*2019) 1,779,526 1,700,000 330,000
International(*2019) 417,848 350,000 100,000
Domestic(*2019) 1,361,678 1,400,000 230,000
Total Cruise Ship Arrivals 257,325 175,000 25,000
Total Per Person/Per Day Spending 178.45 85 100
*HTA collects visitor statistics on a calendar year,not a fiscal year so all statistics listed are based on the calendar model.
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TOURISM
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 1 1 -
Salaries and Wages 64,496.95 64,476 -
Operations 538,215.06 464,524 459,000
Equipment 1,867.92 - -
Program Total 604,579.93 529,000 459,000
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Actual Budget Request
Economic Development Specialist III 1 1 -
Total 1 1 -
294
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
Program Description
The Business Development Program facilitates the development of a sustainable
economy that enhances the standard of living of residents and the viability of businesses.
Program Objectives
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.
b. Communicate trends and research findings and make related policy and program
recommendations,based on learning and insights.
c. Support business resiliency and disseminate resources that enable small
businesses to withstand the impacts of disaster.
d. Build the local, national, and international reputation and exposure of Hawai`i
Island, its businesses, and its products. Maintain industry and program web pages
with current content.
e. Due to the COVID-19 Pandemic's health and economic impacts, support ad hoc
outreach and engagement of business communities to support individual and
collective economic stability and the ability to evolve to meet changing conditions
and innovation.
2. Identify and Promote Economic and Business Development Resources
a. Maintain directories of industry contacts and resources.
b. Support and/or attend industry meetings, workshops, festivals, conferences, or
trade shows.
c. Provide support and resources to industry professionals, including but not limited
to permitting, referral and support services.
d. Promote local, state, and federal programs and resources advancing economic and
business development.
3. Collaborate to Advance Economic and Business Development Innovation
a. Administer the joint State/County Enterprise Zone program and increase business
participation.
b. Support business awareness of the benefits of participation in the Hawai`i
Foreign-Trade Zone No. 9 and the new option for single-use facilities.
c. Support the understanding and promote the use of the Federal Opportunity Zone
Program among property owners, investors, and business owners to encourage
long-term investments in low-income urban and rural communities.
d. 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.
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RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
Program Objectives (continued)
e. Coordinate resources, services, and economic and workforce development strategies,
initiatives, or projects with other government agencies and economic and business
development organizations.
f. Improve household financial self-sufficiency and mobility by advancing
workforce development; efforts to decrease household debt and expenses and
increase household income and wealth, including outreach and promotion of the
Hawai`i County Financial Navigator Service; and by advancing inclusive growth
and community-based economic development.
g. Administer County Council Contingency Relief Fund grant contracts that are aligned
with Departmental goals and objectives.
h. 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.
Program Highlights
• The Business Development Program supported the development of small businesses
in key economic sectors through capacity building, workforce training initiatives and
the engagement of youth in the fields of science technology, engineering, and math.
Collaborations included the HiPlan Entrepreneurial Development Program and the
Hawai`i Science and Technology Museum's Cube Stat Program.
• Outreach and technical assistance regarding the State's Enterprise Zone (EZ)Program
resulted in six new companies being accepted into the program for a total of 66
businesses qualifying for state and county tax incentives. Sought and secured the re-
designation of the North Kohala EZ for another 20 years.
• A(Re)development Feasibility Assessment was completed which identified
potential development opportunities, investment interests and funding, and
financing mechanisms for Hilo, Kailua-Kona, and four villages. Businesses
seeking information regarding the new Opportunity Zones Program were
referred to the State for more information.
• Trends in economic conditions,business opportunities and challenges were monitored
and reported out as required, including the Kilauea Eruption recovery planning and
early stages of response to the COVID-19 Pandemic. On-going technical support was
extended to businesses impacted by the lava flows including road re-construction and
the relocation and access to outside funding sources for orchid producers. Support
was provided to Hawaiian Community Assets (HCA)to launch a business cohort to
address the need to pivot business models because of the COVID-19 Pandemic.
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Program Highlights (continued)
• Household economic self-sufficiency and mobility was advanced through a range of
activities including participation on the Hawai`i County Economic Development
Council which assists disadvantaged and underserved persons to become more self-
sufficient and enjoy a higher quality of life. Funding assistance was provided to HCA
to stand up the Hawaii County Zero Interest Emergency Loan Program as an early
first step to address economic impacts on families and small businesses due to
COVID-19. The `Keiki-Backpack Program' offered backpacks, food, and masks to
vulnerable children. Funding was granted to Vibrant Hawai`i for the organization's
work with asset-limited, income constrained, employed(ALICE) families, which
represents some 61% of the county's families. Technical support was extended to the
Elderly Activities Division, which received a$750,000 grant from the State for the
Demonstration Social Transportation Program, to provide seniors greater mobility for
daily activities.
• Served as the County's point for the 2020 U.S. Census on the Hawai`i
Government Complete Count Committee. Efforts included the identification
and coordination of community partners to assist with outreach and education
throughout the greater community,press releases, and social media.
• Managed the North Kohala Coqui Frog Control Project grant from the State
Department of Agriculture which was subsequently awarded to North Kohala
Community Resource Center to control this invasive species in the district. Also
managed four Soil and Water Conservation grants supporting six districts which in
turn developed farm conservation plans required by Chapter 10 of the Hawai`i
County Code and Hawai`i Revised Statutes § 180C-2.
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Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Programs
Trends/Research Briefs&Recommendations 4 5 5
Communications/Web Site/Social Media Updates* 5 2 2
Business&Economic Development Contracts 5 4 4
Workforce Development Contracts 1 1 1
Science and Technology Contracts 1 1 1
Council Contingency Relief Contracts 23 20 20
Soil and Water Conservation District Contracts 4 4 4
Grand Total Contracts 34 30 30
Technical Assistance/Referrals 175 200 200
New EZ Participants 6 7 7
Agriculture and Manufacturing 3-year extensions 5 2 2
Committee/Program Meetings:
Attendance 56 45 45
Coordination 12 9 9
Grant Assistance and SOP Distribution 74 77 77
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Operations 272,353.59 149,850 129,850
Program Total 272,353.59 149,850 129,850
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RESEARCH & DEVELOPMENT
ENERGY
Program Description
The Energy Program advances and supports renewable energy projects, energy efficiency
improvements, and transportation innovations.
Program Objectives
1. Collaborate with HELCO and private developers to implement renewable energy
resilience projects for the County of Hawai`i.
2. Respond to energy dockets at the Public Utilities Commission that may have
significant impacts in the County of Hawai`i.
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.
b. Collaborate with Hawai`i Energy to implement Strategic Energy Management
strategies.
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 once the project has reach stabilization with the
developer regarding the existing PPA.
b. Explore the development of an energy revolving fund with savings from
efficiency programs,public-private-partnerships and performance contracting.
c. Explore the development of a self-sustainable renewable energy base emergency
fuel source that is transportable and has extended shelf life.
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.
b. Support the Mass Transit Agency in the acquisition and deployment of electric
and hydrogen buses.
c. Explore the use of byproducts of the West Hawai`i Sanitary Landfill and
wastewater treatment facility as fuel sources.
d. Support the expansion of the network of EV charging stations,vehicle-to-grid
connections, and hydrogen fueling stations.
e. Support the development of innovative, low-cost, efficient transportation systems
like transportation network, autonomous vehicles, and car sharing.
f. Support the refinement and implementation of energy-related General Plan and
Community Development Plan strategies.
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ENERGY
Program Highlights
In FY 2019-20,the Energy Program focused on optimizing the integration of renewable
energy systems, energy efficiency improvements, and transportation/fuel innovations
that improve energy self-sufficiency, reduce greenhouse gas emissions, lower energy
costs, and ensure energy resilience. Program highlights included:
• Location data was obtained for all County facilities' electric meters as a first step to
perform load analysis based on geographic location versus meter type and/or
department financials. Ultimately,this data analysis can lead to implementation of
additional renewable energy projects and energy saving initiatives at County
facilities.
• The County and Arizona State University (ASU) continued to partner in addressing
energy-related dockets before the Hawai`i Public Utilities Commission(PUC)
relating to:
o 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 funding. This
action is estimated to result in cost savings of$8.74 savings per resident and
$20.19 per HELCO customer per year on a permanent basis.
o Performance-based regulation. The County and ASU position before the PUC is
to focus on stabilizing customer bills, incentivizing long-term utility cost
containment, accelerating deployment of utility-scale renewable generation, and
lowering market barriers to distributed energy resource adoption.
o Electrification of Transportation(EOT) Strategic Roadmap. The EOT docket
before the PUC was monitored as the utility made filings on the implementation
of pilot projects.
o 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 and rate payers'
interests are represented.
• To identify and implement energy efficiency projects to reduce County expenses,the
Energy Program supported the utilization of energy efficiency rebates and third-party
providers to gain savings on energy costs through renewable energy implementation.
As the analysis of the savings advances, Hawai`i Energy's contributions will be
elevated to finalize the Strategic Energy Management Roadmap for the County.
Additionally, efforts included ensuring the County's procurement processes take into
consideration the lifetime energy costs in future purchases, with next steps pending
review with the State Attorney General.
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RESEARCH & DEVELOPMENT
ENERGY
Program Highlights (continued)
• Steps to plan and implement County renewable energy projects with significant return
on investments including private financing will be explored in-depth in the
development of the Strategic Energy Management Roadmap. Headway was made to
develop a request for proposals for performance contracting. The establishment of an
energy revolving fund will 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 focused on the development of a request for
proposals for performance contracting.
• The development of a self-sustainable renewable energy base emergency fuel source
included the on-going evaluation of wind, photovoltaic, in-line hydro, anaerobic
digestion,pyrolysis, and conventional gasification. The most promising current the
fuels for production 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.
• In support of efforts to expand the use of alternative fuel vehicles, Act 144, formerly
known as HB401, was signed into law on June 26, 2019 and incorporated in the
Hawai`i Revised Statutes as Chapter 36-42. The law provides authority for
government agencies to enter into energy savings contracts with private partners for
vehicles, vehicle fleet, fuel and charging infrastructure. 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.
• In collaboration with Mass Transit,the Energy Program was key in securing
commitment of the County's first fuel cell electric buses. This includes three fuel cell
buses donated by the University of Hawai`i Natural Energy Institute. The fuel
production and fueling station has been constructed and is operational at the Natural
Energy Laboratory of Hawai`i Authority. Additionally, a fleet transportation analysis
is ongoing to provide a decision-making model based on current vehicle profile,
which will 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 is progressing on a zero-emission vehicle maintenance
curriculum with Hawai`i Community College as a related workforce development
opportunity.
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RESEARCH & DEVELOPMENT
ENERGY
Program Highlights (continued)
• The waste to energy fuel is being 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.
• Act 144, (formerly known as HB401),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 combined with HRS 36-42 selected vendor from Department of
Transportation RFP provided technology and fmancing to reduce the use of capital
improvement project funds. The fueling and charging infrastructure will also be a
result of the work being performed in objectives 1 and 3 above.
• Multiple stakeholder engagement workshops were held with a focus on mobility
innovation and equity. In partnership with the Shared-Use Mobility Center, a
Hawai`i County Shared Mobility Roadmap was developed including nine
foundational strategies: 1) Mobility Management Framework, 2) Pilot and
Partnerships, 3) Scaling and Integration, 4) Stakeholder Engagement, 5) Community
Outreach, 6)Funding, 7)Reliable Transit, 8) Clean Fleets, and 9)Urban Form.
• The program continued to encourage the refinement and implementation of energy-
related strategies in the General Plan and Community Development Plans for the
higher utilization of land for agriculture, workforce development, and renewable
energy production through support of on-island utility-scale solar projects and crop
research.
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RESEARCH & DEVELOPMENT
ENERGY
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Energy Resilience Actions: 56 30 40
Meetings attended/arranged*
Energy Policy/Docket Actions:
Meetings,testimonies and other submittals 46 48 48
attended and/or arranged*
Energy Efficiency Actions: 20 18 24
Meetings,contracts attended/arranged*
Return-on-Investment Project Actions: 20 30 30
Meetings,contracts attended/arranged*
Collaboration Actions: 48 36 26
Meetings attended/arranged*
Energy Outputs:
Code Adoption/Equipment 3 4 4
Acquisition/Installations/Deployment*
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 178,736.97 164,700 164,700
Program Total 178,736.97 164,700 164,700
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RESEARCH & DEVELOPMENT
4 ^�-�---
RESOURCE CENTER
Program Description
The Resource Center develops and provides data, information, and knowledge products
and services, conducts research, and collaborates to advance and fund balanced
development.
Program Objectives
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 Hawaii Island.
• 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.
• Explore the feasibility of additional digital government platforms.
b. Provide data and referrals.
• Provide easy access to data, information, and knowledge about and relevant to
Hawaii Island.
• Assist the public and other agencies with data, information, and knowledge
queries.
2. Collaborate to Advance Innovation.
a. Advance Collaboration.
• Maintain the department's internal Customer Relations Management system.
• Develop and maintain a comprehensive and current directory of industry
contacts,programs, and resources for internal department use.
b. Advance Communications.
• Manage the Department of Research and Development's web pages and
public documents.
• Monitor trends and research relative to the department's work and
communicate findings for internal department use.
• Collaborate with other agencies to maintain guides for navigating
procurement,permitting, licensing, and other business-related services in
Hawai`i County.
c. Due to the COVID-19 Pandemic's health and economic impacts,provide ad hoc
outreach and engagement to support business and community stability and ability
to evolve to meet changing conditions and innovation.
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RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Objectives (continued)
d. Collaborate with other government agencies and economic and business
development organizations to host outreach events like Business Action Center
Days when practical.
e. 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.
• Adapt program evaluation framework for use by the Department and its
partners.
f. Advance Balanced Development.
• Coordinate County of Hawai`i 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.
• Support the 2020 update of the Hawaii County Comprehensive Economic
Development Strategy.
g. Collaborate to achieve local, state,national, and international targets for achieving
climate change mitigation and adaption goals.
• Update the community greenhouse gas (GHG) inventory for Hawaii Island
pending availability of data.
• Set near- and long-term targets to reduce GHG emissions on Hawai`i Island.
• Develop and implement a climate action plan aligned with the County's GHG
targets.
• Collaborate on the development and implementation of plans for the County
of Hawai`i climate change adaptation.
h. 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, COVID-19
Recovery, and Climate Change Action.
3. Advance Innovation in Funding and Financing.
a. Recommend funding opportunities.
• Identify and recommend strategic funding and financing opportunities for the
County of Hawai`i and for collaborative programs.
• Seek opportunities to leverage funding with other agencies, foundations,
philanthropists, impact investors, and other public and private entities.
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that advance balanced development.
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RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Highlights
Data, Information, Communication
• Maintained the Hawai`i County Data Portal, developed in collaboration with the
University of Hawai`i 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, and CSV and PDF
formats. Immediate data analysis is available via the portal's "analyzer" feature.
• Collaborated with the Department of Information Technology on the development of
the County's new website and participated in the EnerGov Executive Committee
which is guiding the rollout of the County's new online permitting system.
• Launched the department's new website in January 2020 including design of all
webpages for the department, developed content, and maintained 23 pages of
information. During that six-month period,the site attracted 28,348 unique views.
• Posted 49 news items and eNotification messages through www.rd.hawaiicounty.gov
from January through June 2020.
• Maintained the department's physical library of 1,680 titles. Began implementing
digitization plan to implement as time allows.
• Maintained a departmental database of research and reports in a digital document
management system for internal use. Current catalog contains 1,910 titles.
• Continued publication of monthly economic statistics online. This compilation
includes data related to population,building permits, tourism, labor force,
transportation,tax collections, and consumer price index.
• Continued the County's partnership with the Department of Commerce and
Consumer Affairs (DCCA)by hosting Business Action Center(BAC)Days in Hilo
and Kona. During the period July 1 through December 31, 2019,this collaboration
served 85 businesses with business registration assistance and business consultation.
The DCCA discontinued its West Hawai`i services beginning January 2020 and
ceased interisland travel in March of 2020. The DCCA plans to resume its Hilo
schedule in 2021.
• Continued participation in monthly meetings with a business development
stakeholder group that discussed trends and seeks to frame collaborative responses to
immediate needs of the small business community.
• Supported a collaboration of agencies that provided five business workshops in Pahoa
covering subjects including social media marketing, accounting, and website design.
In addition, the project provided 72 hours of one-on-one business development
consultation for businesses affected by the Kilauea disaster.
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RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Highlights (continued)
• Supported expansion of the Hawai`i Technology Development Corporation's
(HTDC)Neighbor Island mentoring program for Hawai`i Island. This program
provides technical and business assistance to small and early-stage companies on the
neighbor islands engaged in technology-based products and services.
• Participated on the statewide Broadband Hui which focuses on connectivity,
reliability, and equitable distribution of broadband infrastructure.
Disaster Response
• Collaborated to seek Economic Development Administration's (EDA) Disaster
Supplemental funding for projects led by the Department of Environmental
Management(DEM) and the Planning Department. Began proposal development for
two projects on behalf of DEM's Wastewater Division. One project was approved for
funding ($2.2 million) and the second remains under review by EDA. If awarded,the
grants will provide $21.2 million, which will improve Hawai`i County's
infrastructure and lead to actions that will protect the environment. These projects, if
funded,have the potential of attracting $61.6 million in private investment and add
approximately 1,172 jobs in the local economy.
• In response to the COVID-19 pandemic and the federal CARES Act and other
stimulus programs,the department launched five webpages containing up-to-date
information on COVID-19 related subjects relevant to the business community.
Subjects included: grant and loan opportunities,reopening guidance, data and
economic impacts, industry best practices, Gold Star Businesses,tourism reopening,
and information related to the County's CARES Act funding programs.
Balanced Development
• Provided data assistance to Vibrant Hawai`i Island, a multi-sector collective impact
initiative focused on alleviating poverty.
• In collaboration with the Civil Defense Agency and the Planning department,
facilitated inclusion of a Climate Adaptation Plan as part of the 2020 update to the
County's Multi-Hazard Mitigation Plan.
• Collaborated with the Urban Sustainability Directors Network to facilitate eight
separate discussions around resiliency, sustainability, climate change and
communications within and between County staff and community members.
• Maintained a$31,988 cost-share grant with AmeriCorps that greatly expands the
capacity of Hawai`i County with seven Volunteers in Service to America(VISTA)
positions focused on Energy Solutions, Transportation Solutions, Economic
Recovery, Housing Solutions.
• Published the 2015 GHG Inventory that established an emissions baseline for Hawai`i
County and for continued monitoring.
307
RESEARCH & DEVELOPMENT
_� �� RESOURCE CENTER
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Manage Data,Information and Knowledge
Systems(FYs 2018-2020)
Compile and publish monthly economic statistics 12 12 12
Assist the public and other agencies with data,
information,and knowledge about and relevant
28,348 500 30,000
to Hawai`i Island.Number of requests/web '
visits.
Innovation through Collaboration,
Communications,and Balanced Development(FYs
2018-2020)
Host DCCA Business Action Center Days 18 20 12
Participate in Business Support Providers' 11 6 12
Meetings
Number of Business Guide Publications 0 3 4
developed and published.
Participate in state,national and international 8 10 10
sustainability collaborations
Support interagency initiatives to promote 8 7 8
sustainability
Innovation in Funding and Financing(FYs 2018-
2020)
Enroll GrantStation Subscribers 48 100 150
Provide matching funds for at least two
proposals that advance balanced economic 2 2 3
development.
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 88,367.29 85,812 85,812
Program Total 88,367.29 85,812 85,812
308
RESEARCH & DEVELOPMENT
FILM
Program Description
The Film Program seeks to sustainably grow media production and creative industries on
Hawai`i Island by promoting the island locally,nationally, and internationally as a
premier location,by supporting incoming and locally generated productions, and by
engaging the local creative community to advance the industry.
Program Objectives
1. Strengthen and preserve Hawaii 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.
b. = Maintain the film program social media presence on Facebook, Twitter and
Instagram with current content for promotion and networking.
c. Using the LocationsHub tool, update and expand the photo library to include at
least five new albums to market and share.
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.
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 participate in at least four festivals, conferences or trade shows via
traditional and evolving venues to advance and promote the creative economy on
Hawai`i Island and provide networking opportunities for those industries.
b. Provide "on-island" support and resources, including by not limited to,
permitting, industry referral and support services to creative industry
professionals.
c. Maintain a comprehensive and current directory of creative industry contacts and
local production resources.
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.
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RESEARCH & DEVELOPMENT
FILM
Program Objectives (continued)
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.
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.
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that build Hawai`i Island's creative industries.
4. Due to the COVID-19 Pandemic's health and economic impacts, support ad hoc
outreach and engagement of the film and creative industry communities to support the
industries' stability and ability to evolve to meet changing conditions and innovation.
Program Highlights
The Film Program focused its efforts on promoting and supporting media production,
enhanced related infrastructure to sustain production and build a supportive climate
between businesses, government, community and media makers, resulting in further
growth of the creative sector. Program highlights included:
• Efforts to build and enhance the reputation of island as an outstanding location for
production was made at the local, national and international levels. On-going
maintenance of the County's Film website included additions to crew and production
resource lists, and 15 new stories were added to the "News &Events"page. Weekly
posts were made to the social media platforms showcasing current on-island
production and TV show filming. Six new locations were scouted, and a series of
attractive photos were posted on-line to the Locations Library to highlight these
unique locations. Meetings were held with four film makers to support and secure
their interest in filming on island, and 120 permits were issued for filming in County
parks.
• Workforce development for the film sector included production assistant, acting and
film and television production workshops. Outreach as to careers in the film sector
was shared with business organizations, university students and with participants in
the annual HawaiiCon.
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RESEARCH & DEVELOPMENT
FILM
Program Highlights (continued)
• Plans were initiated to expand the Film Program to include the broader creative
industries of art, fashion, music, etc. Initial activities resulted in analysis of a study
on the Performing Arts Sector and hosting the Transmedia Ideation Workshop,which
brought together budding entrepreneurs with a creative project to explore how to turn
content into media property.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Trends/Research Briefs&Recommendations 5 6 6
Inquiries 169 325 300
Productions Completed 42 90 75
Production Revenues $1,456,195 $7,000,000 $4,500,000
Social Media Reach 110,000 125,000 125,000
Collaboration/Coordination Engagements 36 45 . 35
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 52,595.31 47,505 47,505
Program Total 52,595.31 47,505 47,505
311
RESEARCH & DEVELOPMENT
IMMIGRATION
Program Description
The mission of the Immigration Office is to serve as liaison on immigration matters of
broad community concern, as well as serve individual needs and/or matters of immigrants
on Hawai`i Island.
Program Objectives
1. Proactively deliver information about immigration, citizenship and the naturalization
process to immigrants and to prospective and new citizens.
2. Expand partnerships supporting immigration and citizenship.
a. Expand network of partners supporting immigrants.
b. Inform and engage community groups and other networks on immigration issues.
c. Work with consular offices to provide outreach services in Hawai`i County.
d. Due to the COVID-19 Pandemic's health and economic impacts support the
Mayor's Office, Civil Defense, and Hawai`i Department of Health in ad hoc
outreach and engagement of immigrant communities.
Program Highlights
The Immigration Program served to liaison federal immigration matters in meeting
individual and family needs through direct and coordinated supportive services. Program
highlights included:
• One-on-one guidance was provided to families and individuals in determining
required U.S. Customs and Immigration Services' (USCIS) forms and how to
complete such forms. Referrals were made as might be required. The County's local
support saved families travel expense and time away from work and family needs, as
the closest USCIS office is located in Honolulu.
• Immigration Information Office, in collaboration with the Office of Language Access
organized the delivery of 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.
• General education included the development and distribution of a new informational
pamphlet as to available services, referrals to local services, employment resources
and opportunities for acculturation training. Targeted support was extended to
agricultural, restaurant and tour employees and businesses in understanding •
acceptable I-9 Employment Verification and I-76 Employment Authorization
requirements.
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RESEARCH & DEVELOPMENT
..�__... ....,�.A.� .�.� IMMIGRATION
Program Highlights (continued)
• Outreach into targeted immigrant communities as a means to provide direct services
was accomplished by coordinating and hosting outreach events for the consulate
offices of the Philippines, Federated States of Micronesia and the Republic of the
Marshall Islands. At these events, critical services such as passport renewals,
authentication of documents, birth and marriage reports, dual citizenship
documentation and response to questions were provided to individuals and families.
Discussions were initiated with consulate offices of Honduras, Mexico, El Salvador,
Thailand and Vietnam to determine an interest in participating in future outreach
events for citizens of these countries.
• Additional community-based work was carried out to strengthen network alliances
that further support immigrants understanding of required documentation and
available support services.
• 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.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Telephone Inquiries for assistance 4,458 5,750 5,500
Office visit assistance 2,341 3,000 3,000
Community outreach 24 45 45
Email for assistance 174 175 200
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 922.73 1,620 1,620
Program Total 922.73 1,620 1,620
313
RESEARCH & DEVELOPMENT
_._...�a.._.�_ .
RESEARCH & DEVELOPMENT
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 19 19 20
Salaries and Wages 931,623.45 1,002,157 1,181,640
Operations 696,669.62 30,634 30,634
Equipment 7,676.54 4,650 150
Soil and Water Conservation District 306,000.00 306,000 306,000
Program Total 1,941,969.61 1,343,441 1,518,424
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Director of Research&Development 1 1 1
Deputy Director of Research&Development 1 1 1
Asst.Account Clerk(1/4T)Temp 1 1 1
Administrative Services Assistant I 1 1 1
Administrative Assistant 1 1 1
Clerk III 1 1 1
Economic Development Specialist II 4 4 4
Economic Development Specialist III 5 5 6
Economic Development Tech 1 1 1
Immigration Specialist 1 1 1
Private Secretary 1 1 1
Student Helper I 1 1 1
Total 19 19 20
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HIILHWAY FU , D
PUBLIC WORKS
z�
HIGHWAY FUND
Mission Statement
To maintain and improve the County's roadway transport system for safe and efficient
movement of people and goods around the island.
Department Goals
1. To provide leadership,training, administrative, public outreach, and technical support
to accomplish the Divisions' Programs.
2. To provide a safe roadway allowing efficient movement of people and goods around
the island.
3. To assist Civil Defense in emergencies.
4. To update the highway inventory records and maps. Convert these to electronic files.
5. To resurface a specific number of miles island wide as the budget allows.
6. To develop and implement operational and technical programs for traffic control
devices.
7. To provide operations and maintenance of traffic control devices in a timely manner
through improved scheduling of projects and personnel.
8. To develop a rapid retrieval of records system,planned activities, and documents to
support litigation.
9. To expand educational programs through website and social media tools to encourage
highway safety and to provide customers 24-hour access to request a repair or service.
10. To create and implement highway safety standards, and procedures.
11. To operate and maintain traffic signals, streetlights, signs, and markings island wide.
Funding Source and Position Count
Highway Fund $41,769,598 Highway Fund 249
Grant Revenue $ 1,492,918 Grant Revenue/Other
Total Budget: $43,262,516 Total Number of Positions 249
315
PUBLIC WORKS
TRAFFIC DIVISION
Program Description -
The Traffic Division was established under the Department of Public Works under Chapter 2,
Article 9, Section 2-41 of the Hawai`i County Code. The Division installs, maintains and repairs
all traffic control facilities and devices and street lighting systems in compliance with Chapter 24
of the Hawaii County Code. The Division is responsible for all traffic engineering projects for
the County and maintains a traffic education program.
Administration Section
The Administration Section is made up of the Division Chief, Program Manager, and
administrative office staff The responsibilities of this section include,but are not limited to:
1. Managing the Division's role in the safe and efficient movement of traffic.
2. Mitigating traffic problems and improving overall roadway efficiency and safety.
3. Receiving and resolving complaints and answering inquiries.
4. Promoting traffic education.
5. Providing supervision and administrative support for the Division.
Traffic Safety and Signs and Markings Section
The Traffic Safety and Signs and Markings Section is made up of the Traffic Safety sub-section
and the Signs and Markings sub-section,managed by a Civil Engineer V.
The Traffic Safety sub-section is comprised of an Engineering Support Technician IV and an
Engineering Support Technician III. The responsibilities of this section include, but are not
limited to:
1. Conducting studies, investigations, inspections,traffic surveys, and other related activities to
safeguard and facilitate vehicular and pedestrian traffic;
2. Reviewing construction plans, traffic studies, zone changes,variances, etc. to ensure
compliance with Division standards, guidelines, and policies for Federal, State, County and
private entities;
3. Reviewing and inspecting new County traffic signs and markings projects;
4. Proposing, designing, and managing new traffic control related projects to help mitigate
existing traffic problems and to improve overall roadway efficiency;
5. Identifying safety improvement projects based on traffic accidents and conflict analysis
procedures;
6. Overseeing resurfacing restriping program;
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PUBLIC WORKS
TRAFFIC DIVISION
Program Description (continued)
7. Proposing traffic calming initiatives including driver feedback signs and speed humps; and
8. Creating, maintaining and improving programs to promote highway safety.
The Traffic Signs and Markings sub-section consists of the Traffic Signs and Markings
Supervisors, Painters, Installers, Helpers, and Engineering Support Technician III. The
responsibilities of this section include, but are not limited to:
1. Maintaining all County traffic signs and markings.
2. Developing and implementing a traffic signs and markings maintenance program based on
Federal and County requirements and standards.
3. Installing new signs and markings generated by Safety Section projects and as directed by the
Department of Public works for in-house projects.
4. Establishing and maintaining a computerized supplies, materials, and traffic signs and
marking inventory database.
5. Assisting Safety Section with studies, investigations, inspections, and traffic surveys,
resurfacing restriping program, and traffic calming initiatives.
Traffic Signals and Streetlights Section
The Traffic Signals and Street Lights Section,managed by a Civil Engineer V, consists of an
Electrical Engineer I, Traffic Technicians, Traffic Electricians, Electricians, and Traffic Signal
and Street Light Inspectors. The responsibilities of this section include,but are not limited to:
1. Maintaining and operating all County and State traffic signals and street lights.
2. Establishing and applying routine maintenance programs and projects.
3. Designing and developing new traffic signal and street light installation projects.
4. Reviewing and inspecting new traffic signal and street light portions of County projects.
5. Real-time monitoring of the traffic signal systems.
6. Maintaining a traffic signal and street light database.
7. Installing traffic signals.
8. Installing County school zone beacons.
9. Installing County crosswalk flashing beacons.
10. Installing uninterruptible power supplies (UPS).
11. Assisting Safety Section with traffic calming initiatives by installing and maintaining driver
feedback signs.
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PUBLIC WORKS
TRAFFIC DIVISION �
Program Objectives
Traffic Safety Section
1. Investigate and process complaints and requests (not including projects)within 30 calendar
days.
o Performance Measurement: 100% 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.
2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year).
o Performance Measurement: 100% compliant.
Traffic Signals & Streetlights
1. Investigate and repair all street light failures within ten working days.
o Performance Measurement: 100% completion.
2. Investigate and resolve all traffic signal timing and operational complaints within three
working days.
o Performance Measurement: 100%completion.
3. Preventative Maintenance Program:
Fifty State signalized intersections two times per year.
o Performance Measurement: 100% completion.
Sixty-nine County signalized intersections one time per year.
o Performance Measurement: 100% completion.
Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual certification.
o Performance Measurement: 100% completion.
Uninterruptable Power Supplies (UPS) annual inspections and/or replacement.
o Performance Measurement: 100% completion.
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PUBLIC WORKS
TRAFFIC DIVISION
Program Highlights
Projects Completed or In-Progress
• Continuing with island-wide Street light upgrades/improvements to address failing LED
fixtures is in-progress, currently changing out fixtures in the S. Hilo and N. Kona Districts.
Status:
Total Street Lights= 10,744 (9,294 County, 1,450 State).
Changed Out= 1,667 Fixtures (35 W=78, 70 W=281, 85 W=1 ,308) or 15.5% completion.
• Traffic signal detection improvements to address failing wireless detection with inductive
loops or high-resolution cameras is in progress.
Status:
Total Number of Known Failing Detection Intersections=61.
Intersections Addressed= 50 (Inductive Loops = 31, Cameras= 19) or 82.0% completion.
• Continuing with island-wide traffic sign retro-reflectivity program as part of the Division's
asset management program.
Status:
Goal= 3,760 signs changed per fiscal year(1,880 signs per half fiscal year).
Total Signs Replaced per Six-Month Period=2,543 or 135.3%.
• Continuing with island wide traffic markings retro-reflectivity program as part of the
Division's asset management program.
Status:
Goal=250 centerline miles inspected per fiscal year (125 centerline miles inspected per half
fiscal year).
Total Centerline Miles Inspected per Six-Month Period= 86 or 68.8%.
• Continuing with controller upgrades to all State signalized intersections.
Status:
Upgraded 49 of 50 intersections or 98%.
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PUBLIC WORKS
TRAFFIC DIVISION
Program Measures
EXISTING MAINTENANCE FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Traffic Signal&Streetlight
Investigate and repair all streetlight failures within 100% 100% n/a
five working days.
Investigate and resolve all traffic signal timing and 99% 100% n/a
operational complaints within three working days.
Investigate and resolve all traffic signal timing and n/a n/a 100%
operational complaints within ten working days.
Preventative Maintenance Program
46 State signalized intersections two times per year. 87% 100% -
65 County signalized intersections one time per year. 100% 100% -
50 State signalized intersections two times per year. n/a n/a 100%
69 County signalized intersections one time per year. n/a n/a 100%
Conflict Monitor Units(CMU)/Malfunction n/a 100% 100%
Management Units(MMU)annual certification.
Uninterruptable Power Supplies(UPS)annual n/a 100% 100%
inspections and/or replacement.
Traffic Signs&Markings
Maintain 250-line miles per year(total of 1,000-line 100% - -
miles over four years)to address retro-reflectivity.
Inspect and maintain as required 250 centerline miles
of County-maintained road per year(total of 1,000 n/a 80% 80%
centerline miles over four-year maintenance cycle)to
address retro-reflectivity.
Maintain all traffic signs per district on a seven-year 1000/0 - -
replacement cycle.
Maintain all traffic signs on a seven-year n/a 100% 100%
replacement cycle(3,760 signs per year).
SAFETY
Investigate and process complaints and requests(not 100% 100% 100%
including projects)within 30 calendar days.
320
PUBLIC WORKS
TRAFFIC DIVISION
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 48 48 48
Salaries and Wages 2,646,087.74 3,158,031 3,239,703
Operations 6,047,772.89 6,343,112 6,421,440
Equipment 532,336.60 535,788 457,460
Program Total 9,226,197.23 10,036,931 10,118,603
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Civil Engineer III 1 - -
Program Manager - 1 1
Civil Engineer IV 1 1 -
Civil Engineer V 1 2 2
Civil Engineer VI 1 1 1
Clerk III 1 1 1
Electrical Engineer I 1 1 1
Electrician 1 1 1
Electronic Technician 1 - -
Engineering Support Tech III 2 2 2
Engineering Support Tech IV - - 1
Lead Traffic Electrician(1 in Kona) 2 2 2
Lead Traffic Signs&Markings Painter(2 in Kona) 5 5 5
Office Manager 1 1 1
Program Support Technician 1 1 1
Senior Account Clerk 1 1 1
Student Helper I 1 1 1
Supervising Traffic Technician 1 1 1
Traffic Electrician(3 in Kona) 6 6 6
Traffic Electrician Supervisor II 1 1 1
Traffic Operations Supervisor 1 - -
Traffic Signal and Streetlight Inspector 2 2 2
Traffic Signs&Markings Helper(1 in Kona) 2 2 2
Traffic Signs&Markings Installer(2 in Kona) 5 5 5
Traffic Signs&Markings Painter(2 in Kona) 5 5 5
Traffic Signs&Markings Supervisor II 2 2 2
Traffic Signs&Markings Supervisor III 1 1 1
Traffic Technician IV 1 2 2
Total 48 48 48
321
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Program Description
Highway Administration
The Highway Maintenance Division oversees and directs all Highway Programs; i.e.,
maintenance of roadways, flood control structures and canals. The Division also
establishes safety programs and conducts training, coordinates in-house resurfacing
projects and responds to various emergencies as needed.
District Baseyards
Each District Baseyard continues to repair and maintain roads, streets, highways, bridges,
storm drains and other flood control structures in the County. The Baseyards also
respond as needed to various emergencies caused by accidents,hazardous material spills
and other natural events (fires, storms, earthquakes etc.).
Program Objectives
1. Continue island wide in-house resurfacing program and resurface a total of 20 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.
Program Highlights
GIS Mapping Program
The Department of Public Works Highways Division started the process of implementing
a Geographic Information Systems (GIS)to improve data collection and workflow
processes throughout operations. The program integrates with Public Safety and
Emergency Management and provides for better overall coordination between agencies.
Major highlights of the GIS Mapping Program are:
• Real-time data collection and field mapping (QuickCapture and Collector for
ArcGIS)
• Improved project/asset tracking and reporting (Collector for ArcGIS and Survey123)
o Drywell inspection and maintenance
o Bridge inspection and maintenance
322
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
o Drainages and Flood Channels/Canals inspection and maintenance
o Herbicide Spraying (tracking of spray locations and locations that have no spray
agreements in place)
o Annual Paving Projects and Scheduling
• EOC Hazard Assessment(QuickCapture for ArcGIS)
• Revisions to the County of Hawai`i Tsunami Evacuation Plan
Special Projects
Highways special projects include responding to emergencies in particular traffic
accidents,removing trees or any debris from roadways and providing equipment and
personnel to other County departments at a moment's notice.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Resurfacing Miles(Varying Widths) 0 33 27
South Hilo 0 7 5
North Hilo/Hamakua 0 4 4
North/South Kohala 0 6 5
North/South Kona 0 6 6
Ka`u 0 4 2
Puna 0 6 5
Grass Cutting Operation(Cycle for Each District,in
Weeks):
South Hilo 3 to 6 5 5
North Hilo/Hamakua 3 to 6 5 5
North/South Kohala 3 to 6 5 5
North/South Kona 3 to 6 5 5
Ka`u 5 to 6 5 5
Puna 2 to 6 5 5
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 201 201 201
Permanent/Temporary 165/36 165/36 165/36
Salaries and Wages 7,296,743.45 8,428,148 8,450,076
Operations 3,925,377.39 6,295,265 6,109,765
Equipment 149,349.33 1,383,200 1,568,700
Program Total 11,371,470.17 16,106,613 16,128,541
323
PUBLIC WORKS
a - .
HIGHWAY MAINTENANCE DIVISION
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant II 1 1 1
District Road Overseer II 5 5 5
Equipment Operator I 25 25 25
Equipment Operator II 26 26 26
Equipment Operator III 9 9 9
Equipment Operations Instructor 1 1 1
Highway Division Chief 1 1 1
Highway Superintendent 1 1 1
Highways Technician IV 1 1 1
Laborer II 68 68 68
Lead Mason 1 1 1
Mason 1 1 1
Road Construction&Maintenance Supervisor I 4 4 4
Road Construction&Maintenance Supervisor II 10 10 10
Safety&Driver Improvement Coordinator 1 1 1
Senior Account Clerk 6 6 6
Street Cleaning Supervisor 1 1 1
Street Sweeper Operator 1 1 1
Equipment Operations Instructor _ 1 1 1
Subtotal 165 165 165
TEMPORARY POSITIONS:
Equipment Operations Instructor Temp 3 3 3
Equipment Operator I Temp 6 6 6
Equipment Operator II Temp 5 5 5
Equipment Operator III Temp 4 4 4
Lead Mason Temp 1 1 1
Mason Temp 3 3 3
Road Constr&Maintenance Supervisor I Temp 6 6 6
Student Helper II 1 1 1
Tree Trimmer Temp 4 4 4
Worker's Compensation Position 3 3 3
(Temporary Positions)Subtotal 36 36 36
Total 201 201 201
324
PUBLIC WORKS
ENGINEERING
Program Description
Refer to Department of Public Works under the General Fund Section.
Program Objectives
Refer to Department of Public Works under the General Fund Section.
Program Highlights
Refer to Department of Public Works under the General Fund Section.
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Salaries and Wages 273,342.21 1,862,716 1,902,052
Operations 14,098.16 1,063,846 1,799,546
Equipment 4,011.64 118,600 123,600
Program Total 291,452.01 3,045,162 3,825,198
*Note: Bridge Inspection included with Engineering as of FY 2021-22.
325
POLICE
HIGHWAY FUND
Program Description
Refer to Police Department under the General Fund Section.
Program Objectives
Refer to Police Department under the General Fund Section.
Program Highlights
Refer to Police Department under the General Fund Section.
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Salaries and Wages 1,185,130.37 1,597,611 1,630,374
Operations - 64,800 64,800
Equipment - 320,000 320,000
Program Total 1,185,130.37 1,982,411 2,015,174
326
MASS TRANSIT AGENCY
HIGHWAY FUND
Program Description
Refer to Mass Transit Agency under the General Excise Tax Fund Section.
Program Objectives
Refer to Mass Transit Agency under the General Excise Tax Fund Section.
Program Highlights
Refer to Mass Transit Agency under the General Excise Tax Fund Section.
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 7,358,140.32 -
Equipment - -Program Total 7,358,140.32 -
327
PUBLIC WORKS
HIGHWAY FUND MISCELLANEOUS
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Roads in Limbo 13,135.20 400,000 400,000
Bridge Inspection* 3,290.81 740,700 -
Fringe Benefits
Health Fund 1,348,434.05 1,500,000 1,500,000
Pension Accumulation 2,710,915.26 3,200,000 3,700,000
FICA 751,069.89 1,100,000 1,100,000
Worker's Compensation 1,021,672.88 1,000,000 850,000
Total Fringe Benefits 5,832,092.08 6,800,000 7,150,000
Supplemental Transfers
Transfer to Capital Projects Fund 3,373,335.70 3,000,000 3,000,000
Other Costs
Provision for Compensation Adjustment - 576,000 -
Vacation Pay - 50,000 50,000
Public Safety Disaster/Emergency 47,400.43 575,000 575,000
Total Other Costs 47,400.43 1,151,000 625,000
Total Miscellaneous 9,269,254.22 12,091,700 11,175,000
*Note: Bridge Inspection included with Engineering as of FY 2021-22.
328
TAX FUND
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Mission Statement
Create a high-quality, multi-modal transportation system that provides safe,reliable,
convenient, environmentally responsible, and cost-effective mobility choices that meet
the needs of our residents and visitors.
Department Goals
1. Improve transportation mobility for the public, including service for the mobility
impaired. Make riding public transportation easier,reliable and compatible with
other multi-modal options.
2. Assist the public in obtaining transportation alternatives to the private automobile
through the use of buses, ride sharing, bicycling, in a fiscally sustainable manner.
Create a transit system responsive to the needs of all populations and those for whom
transit is a necessity.
3. To allow users of the transportation system to travel to work, health services,
educational institutions,business and commerce centers, after school activities, and
recreational sites. Connect modes to enable a seamless integration of transit
networks, bicycle, and pedestrians by the use of transportation hubs and bus stops.
Implement technology to provide real time transportation information.
Program Description
The Mass Transit Agency plans, directs, and coordinates the activities of the Hawai`i
County public transportation system. The agency also provides administrative support
for the Hawai`i County Transportation Commission.
Funding Source and Position Count
GET Fund $37,500,000 GET Fund 17
Grant Revenue - Grant Revenue/Other
Total Budget: $37,500,000 Total Number of Positions 17
329
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Objectives
1. Restore service reliability and increase system ridership from FY 2020-21.
2. Resolve and follow-up on all complaints within two weeks.
3. Maintain the current level of services for public transportation.
4. Continue expansion of official bus shelter and bus stop sign program.
Program Highlights
1. Bus ridership amounted to 416,747 passenger trips while the Hele-On Kako`o Para-
transit program provided 3,003 rides and the shared ride taxi program provided
90,947 passenger trips. Ridership plummeted due to COVID-19 restrictions but
Hele-On continued to maintain operations as normal as possible despite the affects.
2. Continued to support various local community events by providing safe and efficient
transportation.
3. Island wide bus shelter program is ongoing. Working with multiple developmental
plans to request they include bus shelters on any new builds.
4. Continue to progress in the completion of Hawai`i County's Transit Master Plan.
The TMP is a baseline study that has not existed before. In 2015,the County
Council called for a master plan which has since called to the urgency of creating
immediate and long-term plans. The plan will provide a close examination of the
future alternatives and the reasoning why the path followed was selected.
5. The final version of the TMP was released in August 2018. Planning for public
transit should reflect the island's shared vision for the future, while the goal is to
provide quality service in an efficient and equitable manner. That being said
priorities must be outlined, and hard choices made.
6. Awarded three federal grants for Buses and Bus Facilities in the amount of
$3,906,667. Mass Transit plans to use two of the federal grantss to purchase various
buses to be used as replacement vehicles for the currently aging fleet. The other
federal grant is for Zero-Emissions plans, which include replacing a 40-foot bus with
an electric one and start the initial phases of setting up proper electric bus
infrastructure.
330
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Highlights (continued)
7. The Mass Transit Agency continues to maintain partnerships with other departments
and agencies and is working diligently to improve services and programs. Mass
Transit continues to explore electric and hydrogen buses to support the Hawai`i
Clean Energy Initiative, innovative technologies, multi-modal programs, and other
strategic planning to support the ever-growing transportation community.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Total Passengers 510,697 875,000 500,000
Cost Per Passenger $18.71 $18.71 $18.71
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions - 17 17
Salaries and Wages 999,637.99 1,061,701 1,107,940
Operations 4,037,276.86 12,441,574 12,786,500
Equipment 245,991.42 5,406,632 5,063,706
Program Total 5,282,906.27 18,909,907 18,958,146
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Mass Transit Administrator 1 1 1
Account Clerk 2 2 2
Account Clerk(Temp) 1 1 1
Administrative Services Asst I 1 1 1
Automotive Mechanic I 4 4 4
Automotive Mechanic II 2 2 2
Clerk II 1 1 1
County Transportation Specialist 1 1 1
Garage Supervisor 1 1 1
Mass Transit Assistant 1 1 1
Mass Transit Operations Assistant 1 1 1
Program Manager* 1 1 1
Total 17 17 17
*Converted Contract Position
331
MASS TRANSIT AGENCY
MISCELLANEOUS
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Supplemental Transfers
Transfer to Capital Projects Fund 12,660,000.00 9,368,912 9,586,854
Total Supplemental Transfers 12,660,000.00 9,368,912 9,586,854
Bond Issue/Debt Service
Int on GO Bonds—County - - 2,200,000
Gen Ser Bond Red—County - - 6,200,000
Transfer to Debt Services 7,600,000.00 11,900,000 -
Total Bond Issue/Debt Service* 7,600,000.00 11,900,000 8,400,000
Fringe Benefits
FICA 69,307.77 75,000 80,000
County Pensions 187,869.66 250,000 250,000
Health Fund 76,853.27 145,861 200,000
Worker's Compensation 14,988.01 25,000 25,000
Total Fringe Benefits 349,018.71 495,861 555,000
Other Costs
Public Safety Disaster/Emergency - - -
Prov Compensation - 68,088 -
Total Other Costs - 68,088 -
Total Miscellaneous 20,609,018.71 21,832,861 18,541,854
*Change in reporting—Transfer to Debt Services broken out into detail beginning FY 2021-22
332
SEWER FUND
ENVIRONMENTAL MANAGEMENT
SEWER FUND
Mission Statement
To protect public health and the environment to enhance quality of life when managing
the County Wastewater System, respect the community while spending wastewater
public funds efficiently and appropriately, and nurture responsibility and professionalism
in the Wastewater Division workplace.
Division Goals
1. To protect public health, safety and the environment through the proper management
of the County Wastewater System.
2. To meet or exceed all wastewater discharge permit and regulatory compliance
requirements.
3. To provide efficient service while balancing the needs and desires of the
administration, council, employees, and general public in a cost-effective manner.
4. To sustain no lost-time injuries and maintain a healthy, empowered and committed
workforce.
Funding Source and Position Count
Sewer Fund $14,378,753 Sewer Fund 85
Subsidy $ 1,565,686 Grant Revenue/Other
Grant Revenue -
Total Budget: $15,944,439 Total Number of Positions: 85
333
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Description
The Administration program ro ram of the Wastewater Division(WWD) includes
administration
and engineering functions. Administration manages the countywide wastewater system,
maintains effective long-range plans via the Capital Improvement Program(CIP) and
Equipment Replacement Fund(ERF)planning process, coordinates with the
Environmental Management Commission(EMC),the Department Administration and
County Council, administers permit applications,maintains archives, and maintains
public relations through education and problem solving as needed.
Program Objectives
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.
2. Continue to make progress on the Pua Force Main Replacement Project.
3. Evaluate the repair or replacement of the Hilo WWTP and possibly the Papa'ikou and
Kula`imano WWTPs.
4. Continue design efforts for the force main replacement at Hale Halawai SPS, Keopu
SPS and FM, Onekahakaha SPS and FM, Kolea SPS and FM, Wailuku FM, and
Paukaa FM.
5. Continue efforts for a new collection system and wastewater treatment plant for the
Na`alehu and Pahala Large Capacity Cesspool (LCC)Replacement projects under an
EPA AOC enforcement action.
6. 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).
7. Complete the EA for the North Kona SPS and Force Main Project.
8. Initiate planning work for constructing a County WWTP for the Puako Community.
9. Initiate planning work to perform a Programmatic EIS for a County-owned WWTP
for the Puna Area.
Program Highlights
• Completed construction of the Lono Kona Sewer Improvement District Project.
• Completed design and began construction of the Lanihau Force Main Replacement
Project.
334
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Highlights (continued)
• Completed construction the Kealakehe Aeration Upgrade & Sludge Removal Project.
• Submitted the draft EIS for the R-1 project and awaiting SHPD review of the AIS.
• Published Final EA/FONSI for the Pahala LCC Replacement project.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
REGULATORY COMPLIANCE PROGRAM
Number of NPDES Permit Violations 0 Note(1) 0
Number of Reportable Sewage Spills 4 3 3
Number of Reportable Treatment Bypass 2 2 2
Number of HIOSH Citations 0 0 0
SEWER CONNECTION PROGRAM
Number of Building/Plumbing Permits Processed 228 200 200
Number of Sewer Connection Plans Reviewed 25 40 30
Number of Sewer Connections Inspected 105 20 50
PRIVATE SEWER EXTENSION PROGRAM
Number of Private Sewer Extension Plans Reviewed 7 6 5
Number of Private Sewer Extensions Inspected 1 1 1
REPLACEMENT RESERVE ACCOUNT PROGRAM
Number of Design Projects Completed 0 1 1
Number of Construction Projects Completed 0 1 1
Note(1)—At the time the FY2020-21 Budget was prepared,the new permits for the Hilo and Papa`ikou
Wastewater Treatment Plants had received administrative extensions so they had not been issued by DOH
yet. They were expected to include nutrient removal requirements and interim Discharge Limitations. As
COH facilities were not designed to achieve nutrient removal it was expected that Permit Violations would
occur under the new NPDES Permits. Since 2015,the Wastewater Division has selected to test an
additional eight(8)sampling points for a total of fourteen(14)as part of the evaluation of the receiving
water assimilative capacity. The additional data will be used to support planning decisions and in
regulatory discussions related to nutrient limits. The nutrient removal requirements and interim Discharge
Limitations that were expected were not included in the new permits,therefore permit violations that would
have resulted from these requirements are no longer expected under the new NPDES Permits.
335
ENVIRONMENTAL MANAGEMENT
____ - -----------_-- WASTEWATER DIVISION�_�p�� ��
OPERATIONS
Program Description
The Operations program involves operating, maintaining, and repairing wastewater
collection,pumping,treatment, and disposal facilities and equipment. The Operations
program includes coordinating the planning, design, construction and inspection of
equipment replacement projects with Wastewater Administration, performing laboratory
analyses to determine permit compliance and efficiency of plant processes; ensuring
regulatory compliance; and storing and maintaining adequate inventory of spare parts and
supplies.
Program Objectives
g �
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.
2. Select and implement electrical assessment recommendations on various wastewater
facilities to maintain compliance with OSHA regulatory requirements.
3. Continue preventative maintenance efforts on electrical generators and energy
transfer devices.
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.
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.
Program Highlights
• Began set-up of the Computerized Maintenance Management System software
program as part of the Asset Management System program.
• Began preparations to upgrade Hilo WWTP by securing equipment and manpower to
dewater/dry sludge from the east side facilities to reduce trucking costs when
disposing sludge at the Pu`uanahulu Landfill.
336
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
WASTEWATER TREATMENT PROGRAM
Percent of Wastewater Treatment Plants Receiving 90% 20% 90%
Acceptable or Conditional Rating from DOH
Hilo WWTP—Average Daily Flow(mgd) 3.15 3.0 3.1
Papa`ikou WWTP-Average Daily Flow(mgd) 0.08 0.08 0.08
Kula`imano WWTP-Average Daily Flow(mgd) 0.089 0.1 0.09
Kapehu WWTP-Average Daily Flow(mgd) 0.006 0.01 0.007
Kealakehe WWTP-Average Daily Flow(mgd) 1.5 2.0 1.7
Honoka`a WWTP—Average Daily Flow(mgd) 0.05 0.06 0.06
Kaloko WWTP—Average Daily Flow(mgd) 0.03 0.018 0.03
Pass EPA laboratory quality control test? Yes Yes Yes
EFFLUENT REUSE PROGRAM
Total Volume of Effluent Recycled(kgal/yr) 0 0 0
SEWER LINE MAINTENANCE PROGRAM
Miles of Sewer Lines Cleaned 3 26 26
Miles of Sewer Lines Video Inspected 1 4 10
Number of Point Repairs Completed 0 8 120
PLANT MAINTENANCE PROGRAM
Number of Work Orders Completed 110 150 150
Number of Outstanding Work Orders 35 50 50
337
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Number of Positions 71 71 85
Salaries and Wages 3,455,415.49 4,340,905 4,998,327
Operations 5,181,758.84 8,275,615 7,018,109
Equipment 425,369.30 737,339 718,476
Operator Training Facility 15,403.00 16,100 16,100
Program Total 9,077,946.63 13,369,959 12,751,012
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Assist Wastewater Treatment Plant Operator Temp - - -
Assistant Wastewater Treatment Plant Operator 7 6 5
Civil Engineer III 1 1 1
Civil Engineer IV 3 3 3
Civil Engineer V 1 1 1
Civil Engineer VII 1 1 1
Clerk III 1 1 1
Database Analyst - - 1
Electronics Technician - - 1
Engineering Student 1 1 1
Engineering Support Tech IV 1 1 1
Environmental Compliance Specialist - - 2
Environmental Mgt Engineer 1 1 -
Environmental Mgmt Engineer III - - 1
Equipment Operator III - - 1
Geographic Systems Analyst I 1 1 1
Information Systems Analyst IV 1 1 -
Lead Plant Electrician/Electronics Repairer 1 1 1
Mechanical Repairer 2 2 2
Mechanical Repairer-Welder - - 2
Plant Electrician/Electronics Repairer 2 2 2
Program Manager 2 2 1
Program Support Technician - - 3
Projects Coordinator - 1 1
Sanitary Chemist I 1 1 1
Sanitary Chemist III 1 1 1
Sewer Maintenance Repairer 7 7 7
Sewer Maintenance Working Supervisor 2 2 2
Storekeeper 1 1 2
Student Helper I 1 1 1
Student Helper II 1 1 1
Trades Helper Temp 4 4 4
Wastewater Deputy Division Chief 1 1 1
338
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
Personnel Position Summary (continued)
Wastewater Operations Superintendent 2 2 2
Wastewater Plant Maintenance Mechanic 4 4 4
Wastewater Plant Maintenance Mechanic Supervisor 1 1 1
Wastewater Plant Working Supervisor III 1 1 1
Wastewater Project Manager 1 - -
Wastewater Treatment Plant Operator I 5 4 4
Wastewater Treatment Plant Operator II 2 3 4
Wastewater Treatment Plant Operator III 3 4 6
Wastewater Treatment Plant Operator IV 5 5 3
Wastewater Treatment Plant Supervisor III 1 1 1
Wastewater Treatment Plant Supervisor IV 1 1 1
Total 71 71 85
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Fringe Benefits
FICA 253,698.94 318,700 369,500
Pension Accumulation 725,437.03 957,600 1,115,300
Health Fund 316,213.34 534,878 633,627
Worker's Compensation 100,904.84 100,000 100,000
Total Fringe Benefits 1,396,254.15 1,911,178 2,218,427
Other Costs
Provision for Compensation Adjustment - 171,905 -
Replacement Reserve Account 382,887.27 500,000 975,000
Total Other Costs 382,887.27 671,905 975,000
339
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SHORT TERM VACATION
RENTAL FUND
PLANNING
SHORT-TERM
N� �__,�_
VACATION RENTAL
ENFORCEMENT FUND
Mission Statement
To establish and administer a program to regulate Short-Term Vacation Rentals and to
manage their impacts on communities island wide. A Short-Term Vacation Rental is
defined as a dwelling unit of which the owner or operator does not reside on the building
site, that has no more than five bedrooms for rent on the building site, and that is rented
for a period of thirty consecutive days or less.
Department Goals
The Planning Department is responsible for the regulation of Short-Term Vacation
Rentals. The Department's goals include determining where Short-Term Vacation
Rentals are allowed to operate based on land use classification(e.g. commercial resort,
residential multi-family); defining operational standards for this type of business;
establishing a registration process; processing non-conforming use certificates and
special permits; and enforcing the Zoning Code related to this type of use.
The Planning Department is responsible for enforcement of this code and responding to
complaints related to Short-Term Vacation Rentals. Additionally, the Planning
Department is required to maintain a list of all Short-Term Vacation Rentals that have
registered or recevied a non-conforming use certificate.
Funding Source and Position Count
Short-Term Vacation $643,168 Short-Term Vacation Rental 7
Rental Enforcement Fund Enforcement Fund
Other - Other
Total Budget: $643,168 Total Number of Positions 7
340
PLANNING
... :
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Program Description
Short-term rental of residential units, as an alternative to traditional resort and hotel
accommodations, is an emerging trend in the visitor industry that continues to grow
across Hawai`i Island. Ordinance No. 2018-114 manages the impacts of these Short-
Term Vacation Rentals by:
1. Defining where this use will be allowed;
2. Establishing provisions and standards to regulate this use;
3. Providing an avenue for an existing use deemed to be improper by this ordinance to
apply a for a non-conforming use certificate that would allow them to continue to
operate in a non-permitted district.
Pursuant to section 10-12, Hawai`i County Charter, a special fund to be known as the
Short-Term Vacation Rental Enforcement Fund is created by Ordinance 18-114. This
fund shall be administered by the Planning Director. The purpose of the fund is to
support efforts to enforce the County's Short-Term Vacation Rental law. This account
shall be funded by all fees and fines collected in connection with the administration and
enforcement of this ordinance. The funds in this account shall be utilized to pay for
expenses that facilitate enforcement of the County's Short-Term Vacation Rental law.
Expenditures under this account shall be made in accordance with appropriations adopted
by the Hawai`i County Council after receiving recommendations from the Planning
Director.
Program Objectives
1. The Short-Term Vacation Rental Enforcement Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
341
PLANNING
___..____._ __
SHORT-TERM .__. ._ __�__ _______. _
,_.�.w.
VACATION RENTAL
ENFORCEMENT FUND
Program Highlights
• Recruitment for all STVR positions in Hilo and Kona has been completed,with the
last position being filled on June 16, 2020.
• All STVR forms are available for download through the newly redesigned County
Planning website.
• A contractor has been selected through an RFP to help ensure compliance with the
County code and Planning Department rules. The contractor provides a technology
solution that produces documentation of STVR marketing and operations to serve as
prima facie evidence.
• The Non-conforming Use Certificate renewals began in April of 2020. We expect the
bulk of these renewals to flow through our office in the late summer and fall of 2020.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Short-Term Vacation Rental Registrations 2,617 654 575
Non-Conforming Use Certificates 988 1,100 1,100
Special Permits 0 5 5
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 7 7 7
Salaries and Wages 220,120.86 300,000 332,168
Operations 53,444.72 134,000 149,000
Equipment 13,930.34 -
Program Total 287,495.92 434,000 481,168
342
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Personnel Position Summary
FY 2019-20 FY 2020-21 ' FY 2021-22
Actual Budget Estimate
Land Use Plans Checker I 2 2 2
Planner III 3 3 3
Planning Inspector I 2 2 2
Total 7 7 7
Miscellaneous
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Fringe Benefits
FICA 3,677.15 22,900 25,000
Pension Accumulation 2,387.83 75,000 77,000
Health Fund 625.74 71,500 60,000
Total Fringe Benefits 6,690.72 169,400 162,000
Other Costs
Provision for Compensation Adjustment - 31,600
Total Other Costs - 31,600
Total Miscellaneous 6,690.72 201,000 162,000
343
CEMETERY FUND
PARKS & RECREATION
CEMETERY FUND
Mission Statement
The Department of Parks and Recreation Cemetery Fund provides affordable burial
facilities for residents of Hawai`i County.
Department Goals
To improve, maintain and upkeep 'Alae Cemetery.
Program Description
The Cemetery Fund was authorized to use the revenues from plot sales at 'Alae Cemetery
for the improvement, maintenance, and upkeep of'Alae Cemetery.
Program Objectives
Conduct maintenance and repair activities by providing the necessary equipment and
services.
Program Highlights
• Maintenance and upkeep of the cemetery has been done on a daily basis.
• Annual Ireito Hoyo Memorial Service held in August 2018 to honor those immigrants
that have migrated to Hawaii.
Funding Source and Position Count
Cemetery Fund $10,000 Cemetery Fund
Grant Revenue - Grant Revenue/Other
Total Budget: $10,000 Total Number of Positions
344
PARKS & RECREATION
CEMETERY FUND
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Acres Maintained 42.37 42.37 42.37
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations - 10,000 10,000
Equipment - 108,000
Program Total - 118,000 10,000
345
BIEWAY FUND
PARKS & RECREATION
BIKEWAY FUND
Mission Statement
The Department of Parks &Recreation Bikeway Fund promotes safe bicycling
transportation and recreation.
Department Goals
1. Provide safe bicycling recreational opportunities for all age groups.
2. Match local Bikeway Funds with federal money whenever possible and desirable.
3. Support programs, planning and physical bikeways (on-road and off-road) that
promote bicycling for transportation, recreation and sport.
4. Conduct maintenance and repair activities.
Program Description
The Bikeway Fund collects fees for the bikeway fund that will be used for the promotion
of bicycle education and recreational activities, as well as the maintenance of County
bikeways.
Funding Source and Position Count
Bikeway Fund $199,000 Bikeway Fund
Grant Revenue - Grant Revenue/Other
Total Budget: $199,000 Total Number of Positions
346
PARKS & RECREATION
BIKEWAY FUND
Program Objectives
1. Conduct one recreational bike activity in each of five recreational districts by
June 30, 2019.
Program Highlights
None
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Participants in Recreational Activities - - -
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 42,398.71 199,000 199,000
Equipment - -Program Total 42,398.71 199,000 199,000
347
BEAUTIFICATION FUND
PUBLIC WORKS
BEAUTIFICATION FUND
Mission Statement
To beautify and enhance highways and roadways under the ownership, control and
jurisdiction of Hawai`i County.
Department Goals
1. To maintain several median strips in Kailua-Kona.
2. To control roadside trash by providing refuse containers and pick-up.
3. To maintain and provide new plantings along highways, roadways and County facilities
visible along highways and roadways to create green aesthetically pleasing landscape.
Program Description
The Beautification Fund involves planning projects and working with the community to
beautify the roadways and appropriate facilities in order to enhance the traveling experience.
Program Objectives
1. Continue to initiate two roadside planting projects every year.
2. Continue to plant or replant a minimum of ten trees each year.
3. Enhance and continue the existing Litter Pick-up along County Roads Program with
the Highways Division of the Department of Public Works.
Funding Source and Position Count
Beautification Fund $354,830 Beautification Fund
Grant Revenue - Grant Revenue/Other •
Total Budget: $354,830 Total Number of Positions -
348
PUBLIC WORKS
BEAUTIFICATI®N FUND
Program Highlights
Continue a cooperative program with the Department of Parks and Recreation to better
implement the beautification projects.
A cooperative program between the downtown associations in Hilo and Kona and the
Highways Division regarding trash bin installation and maintenance has been established.
Our crews remove trash and replace the liners. The Division also started a project to
support the hotels on Banyan Drive by trimming the banyan trees, cutting grass along the
sidewalk and maintaining the trash bins at the bus stops.
Certain median strips landscaping in the Kona district have been a cooperative effort with
the County contributing for irrigation water and the Kailua Village Business
Improvement District contributing all expenses for plant materials, irrigation systems and
labor to install and maintain.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
New Projects Initiated 0 2 2
Trees Planted 0 10 10
Additional Information:
Refuse Containers Provided Pahoa Village
(seven 55 gal Bins+two minimum 30 gal Bins for 7 7 7
recycling)
Refuse Containers Provided PuakO Beach Road 6 6 6
(six 3 cu.yd.Bins+two minimum 30 gal Bins)
Refuse Containers provided on Banyan Drive(two
regular trash bins at the bus stops fronting Naniloa 2 2 2
hotel)
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Salaries&Wages - -Operations 186,482.13 241,800 241,800
Equipment 91,839.62 113,030 113,030
Program Total 278,321.75 354,830 354,830
349
VEHICLE DISPOSAL F
ENVIRONMENTAL MANAGEMENT
VEHICLE DISP®S.AL FUND.
Mission Statement
To protect public health, safety, and the environment by removing and recycling
derelict/abandoned vehicles and properly disposing of waste generated from such
vehicles.
Department Goals
1. To ensure the timely removal of derelict/abandoned vehicles from public property,
rights of way and private ungated roadways open to the public.
2. To process and properly manage all derelict/abandoned vehicles in a timely manner.
3. To coordinate special community programs that assist Hawai`i County residents with
the disposal of unwanted vehicles.
4. To conduct auctions for the sale of abandoned vehicles that have met State mandated
holding and notification periods.
Program Description
The Derelict/Abandoned Vehicle Program assists the Hawai`i Police Department by
providing the identification,removal, and temporary storage of derelict/abandoned
vehicles for Hawai`i County, as well as processing/recycling of derelict vehicles in
accordance with program procedures.
Program Objectives
1. Coordinate the removal of vehicles from public and private roadways that the Hawai`i
County Police Department have classified as derelict or abandoned.
2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are
being processed and recycled in compliance with Hawaii Revised Statutes, Hawaii
County Code, and Department of Health requirements.
3. Continue the planning and design phases for the remediation of the Hilo Scrap Metal
Facility.
Funding Source and Position Count
Vehicle Disposal Fund $5,141,170 Vehicle Disposal Fund 3
Grant Revenue - Grant Revenue/Other
Total Budget: $5,141,170 Total Number of Positions 3
350
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
Program Objectives (continued)
4. Conduct at least one auction of eligible vehicles.
5. Provide a Vehicle Disposal Assistance Program for the public.
Program Highlights
•
• Received 2,626 vehicle incident reports forwarded from the Hawai'i County Police
Department, Department of Land and Natural Resources, Hawai'i Volcanoes
National Park, and the Derelict/Abandoned Vehicle Program in FY 2019-20. 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 Hawai`i 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. Due to staff
shortages and the COVID-19 pandemic,there were no Abandoned Vehicle Auctions
held in FY 2019-20.
• In November 2019, a year-round Vehicle Disposal Assistance Program was started.
This program allows registered owners to dispose of up to two junked vehicles per
calendar year.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Vehicles Processed 1,883 1,200 1,300
Vehicles Investigated 2,626 1,800 2,000
Vehicles Disposed through Vehicle Disposal 223 - 350
Assistance Program
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 3 3 3
Salaries and Wages 101,699.47 125,360 133,664
Operations 1,364,194.29 2,952,850 2,817,600
Equipment 189,893.25 61,400 31,000
Program Total 1,655,787.01 3,139,610 2,982,264
351
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Derelict/Abandoned Vehicle Coordinator 2 2 2
Clerk III 1 1 1
Total 3 3 3
352
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND MISCELLANEOUS
•
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget - Request
Fringe Benefits
FICA 7,294.54 10,000 10,187
Pension Accumulation 19,130.58 31,000 31,959
Health Fund 11,494.42 25,000 29,760
Worker's Compensation - 2,000 2,000
Total Fringe Benefits 37,919.54 68,000 73,906
Other Costs
Provision for Compensation Adjustment - 13,200 -
Transfer to Debt Service 298,786.46 585,000 585,000
Transfer to Cap Proj Fund—VD - - 1,500,000
Total Other Costs 298,786.46 598,200 2,085,000
Total Miscellaneous 336,706.00 666,200 2,158,906
353
SOLID WASTE FUND
ENVIRONMENTAL MANAGEMENT
4
SOLID WASTE FUND
Mission Statement
To protect public health and the environment by receiving, handling and properly
disposing of solid waste generated within the County of Hawai`i, following applicable
Federal, State, and Local laws and regulations. To develop, maintain, and enhance
programs which encourage the public to divert recyclable and reusable materials from
disposal.
Department Goals
1. Continue planning for and evaluating revenue producing programs and grants to
reduce the Solid Waste Division's dependency on the General Fund and to ultimately
become financially self-sufficient.
2. Comply with Federal, State, and Local laws and regulations relating to solid waste
management.
3. Provide clean and convenient transfer stations island wide for the public to safely
dispose of household refuse, reuse materials that continue to have value and divert
recyclable materials and greenwaste away from the landfill.
4. Provide safe and efficient disposal sites for commercial solid waste.
5. Continue planning for the future use, closure, and/or replacement of selected facilities
based on evolving technology, regulations and demands on manpower and facilities.
6. Continue post-closure maintenance and monitoring at the Kailua and Waimea
landfills and begin post-closure maintenance and monitoring for the South Hilo
Sanitary Landfill in accordance with Federal and State regulations.
7. Continue to provide convenient events and locations island wide for the proper
disposal of household hazardous waste, used motor oil, and e-waste.
8. Facilitate implementation of recommendations made within the 2019 Integrated Solid
Waste Management Plan.
Funding Source and Position Count
Solid Waste Fund $16,053,615 Solid Waste Fund 130
Subsidy $21,084,360 Grant Revenue/Other 1
Grant Revenue $ 703,915
Total Budget: $37,841,890 Total Number of Positions 131
354
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Description
The Solid Waste Division operates and maintains all solid waste collection, disposal,
recycling and reuse facilities in the County of Hawai`i, in accordance with Federal, State
and Local laws and regulations. This is accomplished by either County personnel or by
contracted services. This includes one active landfill, three inactive landfills, 22 transfer
stations, seven reuse centers and island wide hauling operations. This also includes
various events that are held to collect more specialized materials such as household
hazardous waste and e-waste. Used motor oil collection is facilitated through a County
funded network of privately-owned businesses.
Program Objectives
1. Implement the update of the Integrated Solid Waste Management Plan for the County
of Hawai`i.
2. Continue repairs and enhancement services at all County transfer stations.
3. Fleet Maintenance - continue a daily maintenance checklist and recurring replacement
schedule on our heavy equipment based on age and repair costs. Continue to hire in-
house mechanics for equipment repairs and maintenance.
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.
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 mulch for residential and agricultural use.
6. Continue post-closure maintenance and monitoring of Kailua and old Waimea landfills.
Begin post-closure maintenance and monitoring of the South Hilo Sanitary Landfill.
7. Continue to provide recycling education, glass and mixed recyclables, e-waste
collections, used motor oil collection, reuse centers and household hazardous waste
collections.
8. Continue to support the State DOH HI-5 programs and redemption centers for the
public.
9. Continue use of the East Hawai`i Regional Sort Station as the primary method for
consolidating refuse for transport to the West Hawai`i Sanitary Landfill.
355
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Highlights
g
• Completed closure of the South Hilo Sanitary Landfill.
• Achieved a rate of redemption of 88% for the HI-5 program in FY 2019-20.
• Completed Phase 1 construction of the new Oceanview Transfer Station and started
Phase II of the design of the new site.
• Continued Solid Waste Disposal for all sites during the COVID-19 pandemic.
• Implemented a Countywide notification system for making announcements to the
public regarding site closures and service changes.
• Completed the Environmental Assessment for the site improvements projects at the
Wai`ohinu Transfer Station.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Additional Information
East Hawaii
Tons of Refuse Disposed at Transfer Stations 40,460.79 38,000 38,000
Transfer Stations Maintained 8 8 8
Total Chutes for Container Trailers 15 15 15
Total Container Trailers Available 40 40 40
Active Landfills Maintained 1 1 1
Reuse Centers 2 2 2
Recycling Processing&Collection Centers 8 8 8
Total Tonnage Disposed at Hilo Landfill 23,640.02 - -
West Hawaii
Tons of Refuse Disposed at Transfer Stations 48,232.74 47,000 47,000
Transfer Stations Maintained 14 14 14
Total Chutes for Container Trailers 17 17 17
Total Container Trailers Available 39 39 39
Active Landfills Maintained 1 1 1
Reuse Centers 2 2 2
Closed Landfills Maintained 2 2 2
Recycling Processing&Collection Centers 14 14 14
Total Tonnage Disposal at West Hawai`i Landfill 183,532.04 240,000 240,000
County-wide diversion from landfill rate* 20% 20% 20%
*Rates primarily reflect diversion through County programs and includes a limited amount of data
available on private recycling.
356
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 132 132 131
Salaries and Wages 7,571,172.26 7,426,445 8,124,424
Operations 24,702,659.87 25,534,519 25,531,269
Equipment 27,125.43 6,500 18,000
Program Total 32,300,957.56 32,967,464 33,673,693
Personnel Position Summary
Position Title FY 2019-20 FY 2020-21 FY 2021-22
Authorized Authorized _ Request
Civil Engineer III 1 1 1
Clerk III 1 1 1
Construction Equipment Mechanic 1 2 2
Environmental Compliance Specialist 1 1 1
Equipment Operator II Temp 1 1 1
Equipment Operator III 37 39 43
Equipment Operator III Temp 1 1 1
Laborer II 1 1 -
Lead Solid Waste Transfer Station Attendant 2 2 2
Program Support Technician 1 1 1
Projects Coordinator 1 1 1
Recycling Coordinator 1 1 1
Recycling Specialist I 1 1 1
Recycling Specialist II 3 3 3
Recycling Specialist III 1 1 1
Safety Driver Improvement Coordinator 1 1 -
Scale Attendant 4 4 4
Solid Waste Deputy Operations Division Chief 1 1 1
Solid Waste Facility Attendant 52 49 46
Solid Waste Operations Division Chief 1 1 1
Solid Waste Superintendent 2 2 2
Solid Waste Supervisor 4 4 4
Solid Waste Transfer Station Attendant Temp 3 2 2
Solid Waste Working Supervisor 4 5 5
Solid Waste Working Supervisor Temp 3 4 4
Student Helper I 1 1 1
Student Helper II 1 1 1
Welder 1 - -
Total 132 132 131
357
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND MISCELLANEOUS
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Fringe Benefits
FICA 550,425.08 567,000 623,353
County Pensions 1,532,306.75 1,779,000 1,955,617
Health Fund 821,013.85 854,400 1,054,227
Vacation Pay - 30,000 30,000
Worker's Compensation 494,882.71 641,000 505,000
Total Fringe Benefits 3,398,628.39 3,871,400 4,168,197
Other Costs
Provision for Compensation Adjustment - 176,658 -
Total Other Costs - 176,658 -
Total Miscellaneous 3,398,628.39 4,048,058 4,168,197
358
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GOLF COURSE FUND
PARKS & RECREATION
GOLF COURSE FUND
Mission Statement
The Department of Parks &Recreation Golf Course Fund strives to provide a quality
recreational experience for the golfing community with excellence, integrity and aloha.
Department Goals
To continue to provide the golf public with a challenging, safe, and well-maintained
facility.
Program Description
This program operates and maintains the only public golf course on the Island of
Hawai`i. Activities include the maintenance of grounds and facilities, and the scheduling
of all golf activities.
Funding Source and Position Count
Golf Course Fund $ 844,831 Golf Course Fund 20
Subsidy $ 728,160 Grant Revenue/Other
Total Budget: $1,572,991 Total Number of Positions 20
359
PARKS & RECREATION
GOLF COURSE FUND
Program Objectives
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;
b. verticut and de-thatch all greens in July, October, January, and April, weather
permitting, or as needed;
c. controlling application of fertilizer and pesticide to greens, fairways and tees
weekly, or as needed;
d. controlling application of herbicide to greens,tees, stream beds, ditches and
course boundaries weekly, or as needed;
e. daily mowing of greens;
f. mowing of tee tops every Thursday,weather permitting;
g. mowing of fairways Monday through Friday,weather permitting;
h. top dressing greens monthly, weather permitting;
i. rolling of greens on a weekly basis, or as needed.
2. Schedule and assign tee times for:
a. individuals and groups on a daily basis;
b. club tournaments every six months;
c. larger fundraising tournaments on an annual basis Targeting, but not limited to
six fundraisers per fiscal year.
3. Schedule inspection and repairs of course structures, clubhouse facilities and
maintenance warehouse during the months of July, October, January, and April.
4. Daily routine inspections and maintenance of equipment, course vehicles and safety
equipment.
5. 100% of employees will be exposed to safety talks at least once per month.
360
PARKS & RECREATION
GOLF COURSE FUND
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Acres Maintained 124 124 124
Rounds of Golf 48,704 65,000 65,000
Tournaments 1 12 0
Aerated Greens 38 38 18
Course Closures 31 10 0
Play Suspensions 0 15 0
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 20 20 20
Salaries and Wages 914,187.94 914,734 935,516
Operations 152,990.39 202,184 198,334
Equipment - 50 50
Program Total 1,067,178.33 1,116,968 1,133,900
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Authorized Authorized Request
Equipment Operator I Temp 1 1 1
Golf Course Groundskeeper I 7 7 7
Golf Course Groundskeeper II 4 4 4
Golf Course Groundskeeper III 1 1 1
Golf Course Maintenance Supervisor 1 1 1
Golf Course Administrator 1 1 1
Golf Course Operations Assistant 1 1 1
Golf Course Starter 1 1 1
Golf Course Starter%T 2 2 2
Mechanical Repairer-Welder 1 1 1
Total 20 20 20
361
PARKS & RECREATION
GOLF COURSE FUND MISCELLANEOUS
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Fringe Benefits
FICA 65,975.60 70,000 71,567
Pension Accumulation 195,492,48 219,537 224,524
Health Fund 120,503.86 137,000 137,000
Worker's Compensation - 6,000 6,000
Total Fringe Benefits 381,971.94 432,537 439,091
Other Costs
Provision for Compensation Adjustment - 38,776 -
Total Other Costs - 38,776 -
Total Miscellaneous 381,971.94 471,313 439,091
•
362
6EOTHERMAL
RELOCATION
COMMUNITY BENEFITS
FUND
PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
Mission Statement
To establish and administer a geothermal relocation and community benefits program for
the relocation of qualified owner-occupants residing near the Puna Geothermal Venture's
plant who want to be permanently relocated, and to fund expenditures for the benefit of
Lower Puna.
Department Goals
The Planning Department is authorized to establish a program for the relocation of
owner-occupants residing near the Puna Geothermal Venture's plant and who want to be
permanently relocated, and to fund expenditures for the benefit of Lower Puna, including,
but not limited to, road improvements, water infrastructure development, land
acquisition,parks and recreational facility needs, civil defense, and mass transit
improvements.
The Planning Director is hereby authorized to purchase the affected properties by
negotiation for not more than 130% of the assessed value, as determined by the Real
Property Tax Division of the Department of Finance, and dispose of the affected
properties by public auction or pursuant to Article 19 of Chapter 2, with the exception of
the requirement for council resolution found in Section 2-111(a).
Complete the purchases of new relocation requests and complete disposition of such
properties. Complete the request(s)to fund Community Benefits for Lower Puna
submitted by District 4 and District 5 Council offices.
Funding Source and Position Count
Geothermal Relocation & $1,000,000 Geothermal Relocation &
Community Benefits Fund Community Benefits Fund
Grant Revenue - Grant Revenue/Other
Total Budget: $1,000,000 Total Number of Positions
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PLANNING
GEOTHERMAL RELOCATION & COMMUNITY •
BENEFITS FUND
Program Description
Ordinance No. 08-37 renamed and redefined the Geothermal Relocation Revolving Fund
Program to the Geothermal Relocation and Community Benefits Fund Program. The
Geothermal Relocation and Community Benefits Program shall be funded by proceeds
from the following sources:
1. Geothermal royalties received from the Department of Land and Natural Resources.
2. Proceeds from the sale of properties purchased under this program.
3. Rental fees from any of the properties purchased under this program.
The proceeds from the fund shall be used for the necessary expenses in administering and
carrying out the purposes of the geothermal relocation and community benefits program.
Expenditures relating to the geothermal relocation and community benefits program
include,but are not limited to:
1. The costs of any necessary appraisals required under this program.
2. The payment of necessary fees and expenses.
3. The costs of the purchase of an affected dwelling and property in accordance with this
chapter, if necessary.
4. The costs necessary to dispose of affected dwelling and property.
5. Expenditures for public purposes including road improvement,water infrastructure,
land acquisition,parks and recreational facility needs, civil defense, and mass transit
improvements.
(A) Funds shall be expended in Lower Puna,which is defined as extending from
Hawaiian Paradise Park Subdivision to Kalapana and including Orchidland
Estates, 'Ainaloa, Hawaiian Beaches, Hawaiian Shores, Kapoho, Pahoa,
Nanawale, Leilani Estates, and other communities proximate to Pahoa.
(B) Expenditures under this subsection shall be made in accordance with
appropriations adopted by the Hawai`i County Council after receiving
recommendations from the Planning Director.
Program Objectives
1. The Geothermal Relocation and Community Benefits Fund shall be administered in
an efficient and responsible manner complying with all applicable ordinances and
rules.
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PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
Program Highlights
• The Department has not received any new applications for Community Benefits; and
has not taken any action on applications for Relocation while the Puna Geothermal
Venture facility is off-line.
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Community Benefits 0 1 1
Dwellings Acquired 0 1 1
Dwellings Sold 0 1 1
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Community Benefits - -Operations - 1,000,000 1,000,000
Program Total - 1,000,000 1,000,000
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HOUSINQ FUND
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Mission Statement
To provide for the development of viable communities in Hawai`i County by providing
decent housing, suitable living environments and expanding economic opportunities.
Department Goals
Administrative Division
To deliver services efficiently, effectively, and fairly to the public and to provide
necessary support services to the Existing Housing, Community Development, and
Grants Management Divisions.
Community Development Division
To facilitate the development of housing opportunities that meets the needs of low- and
moderate-income residents through community collaboration and data research,policy
development and implementation,resource coordination,project development and
compliance oversight.
Existing Housing Division
To maximize the use of the existing housing stock within the County by offering
expanded opportunities for low-income or moderate-income households for rental
assistance and self-sufficiency programs.
Funding Source and Position Count
Housing Fund $ 1,110,080 Housing Fund 22
Subsidy $ 1,905,602 Grant Revenue/Other 29
Grant Revenue $25,136,011 Split Funding 3
Other $ 1,619,777
Total Budget $29,771,470 Total Number of Positions 54
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Department Goals (continued)
Grants Management Division
To provide for maximum community development opportunities through the use of funds
from the U. S. Department of Housing and Urban Development(HUD),the U.S.
Department of Labor(USDOL), and other appropriate grants and programs.
Program Description
Administrative Division
The Administrative Division is responsible for the accounting, clerical, and technology
support services to the department.
Community Development Division
The Community Development Division is responsible for the data coordination, program/
policy compliance and support, and project development and construction management
for programs and projects that benefit low to moderate-income residents.
The Planning Branch provides data coordination,program and policy compliance and
support,while the Development Branch provides project development and construction
management.
Existing Housing Division
The Existing Housing Division(EHD) manages the Office of Housing and Community
Development's (OHCD) housing programs. The EHD also monitors the management of
the Kula`imano Elderly Housing, Kaloko Housing Project(aka Na Kahua 0 Ulu Wini),
and the 'Ouli `Ekahi Housing Project. The EHD also administers the Residential Repair
Program (RRP).
The Family Self-Sufficiency Branch administers the Section 8 Family Self-Sufficiency
Program and the Section 8 Homeownership Option Program.
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Program Description (continued)
The Rental Assistance Branch administers the Housing Choice Voucher (Section 8)
Program,the Section 8 Project-Based Voucher Program, HUD-Veterans Affairs
Supportive Housing(HUD-VASH), Mainstream Vouchers for non-elderly persons with
disabilities, and HOME Tenant-Based Rental Assistance Program.
Grants Management Division
The Grants Management Division is responsible for the administration of federal grants,
which primarily benefit low- and moderate- income persons.
The Grants Administration Branch is responsible for the Community Development Block
Grant(CDBG), HOME Investment Partnerships Program(HOME),National Housing
Trust Fund and other Grant Programs.
The Workforce Development ent Branch administers the Workforce Investment and
p
Opportunity Act(WIOA) grant. The purpose of the WIOA is to:
• Increase access for individuals and those with barriers to employment;
• Create opportunities for employment, education,training, support services;
• Increase employment, retention, earnings;
• Increase attainment of credentials;
• Improve the quality of the workforce;
• Reduce welfare dependency;
• Increase economic self-sufficiency; and
• Meet the skill requirements of employers.
Program Objectives
Community Development Division
Development Branch
1. Provide project development and construction management oversight for affordable
housing projects.
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DEVELOPMENT
Program Objectives (continued)
Planning Branch
1. Execute three affordable housing agreements;
2. Implement portions of HRS 201H delegated to the County of Hawai`i;
3. Provide 20 Fair Housing trainings for general audiences;
4. Provide one Fair Housing training for a non-/limited-English audience; _
5. Recruit ten new landlords to attend the Fair Housing trainings; and
6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair
Housing Officer.
Existing Housing Division
Family Self Sufficiency Branch
Family Self Sufficiency Program
1. Provide services to 50 Housing Choice Voucher program participants through its
Family Self-Sufficiency Program by June 30, 2022.
HCV Homeownership Option Program
1. Increase utilization of program funding for HCV Homeownership Option Program by
improving marketing and implementing new strategies to increase participation.
Housing Programs Branch
Residential Repair Program
1. Pending approval of grant application, provide loans and complete home
rehabilitation and/or repairs for up to ten low- and moderate-income homeowners.
Rental Assistance Branch
Housing Choice Voucher Program
1. Maintain a 98% utilization rate of HUD provided funding for the Housing Choice
Voucher (Section 8)Program. Increase authorized budget authority by applying for
available HUD funds.
HOME Tenant Based Rental Assistance Program
1. Maintain 98% utilization rate of funding for Tenant Based Rental Assistance
Program.
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DEVELOPMENT
Program Objectives (continued)
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.
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.
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.
Workforce Development Branch
WIOA
1. Provide services to: 225 adults who are 18 years of age and older and meet the
income requirement, 100 dislocated workers who have recently been laid off due to
company closure or who have been given notice of layoff,61 in-school youth(ages
14-18) and 96 out-of-school youth(ages 14-21) who are considered disadvantaged
with at least one of the WIOA program barriers;
2. Oversee management of the American Job Center Hawai`i (AJCH) where clients can
access various services in one location;
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 due to the recovery of COVID-19;
4. Provide recruitment campaigns for 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;
6. Hold two virtual or drive through job fairs, one in East Hawai`i and one in West
Hawai`i; and
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DEVELOPMENT
Program Objectives (continued)
7. Provide remote and in person assistance to over 5,000 people who will utilize the
AJCH resources and services.
Program Highlights
Community Development Division
• Kamakoa Nui Multi-Family: Completed conceptual design planning for parcel and
advertised a Request for Proposal for a workforce housing project with approximately
100-120 rental units;
• Kula`imano Elderly Housing: Completed geotechnical soil study and submitted
hazardous soil management plan and signage to Department of Health(DOH) for
final approval. Installed new water heaters, energy efficient refrigerators and ranges
in all 50 units: Completed ADA parking improvements and initiated renovations of
the Community Center;
• Kula`imano Elderly Housing: Nearly completed coordination with HELCO for
installation of new group breakers for all units (delayed due to COVID-19);
• `Ouli `Ekahi Housing: Completed the installation of new roofs on 24 existing
buildings;
• West Hawai`i Emergency Shelter: Completed construction of a certified kitchen,
completed security fencing, completed planning and design for health and safety
upgrades and advertised project for bid;
• Received approval from County Council to negotiate multi-year leases for property
renovations and management with Ahe Group at Ainakea Apartments, Waikoloa
Gardens and completed multi-year leases with Ahe Group for Pahala Elderly Housing
and Papa`aloa Elderly Housing;
• Submitted two HRS 201H-38 affordable housing exemption applications to the
County Council and received approval for both project's exemptions;
• Processed one home re-sale at Kamakoa Nui, Waikoloa;
• Processed five Affordable Housing Agreements;
• Provided nine Fair Housing trainings island wide;
• Assisted 50 clients with Fair Housing inquires/issues;
• Completed the statewide "Analysis of Impediments for Affirmatively Furthering Fair
Housing Study" in April 2020; and
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HOUSING
•
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Highlights (continued)
• Maintained the Fair Housing Act web page on the OHCD County of Hawai`i web
page and serviced over 1,986 clients who pursued information and resources located
on the Fair Housing web page.
Existing Housing Division
• Rental Assistance Programs: Assisted 2,150 low- and moderate-income
persons/families through the Housing Choice Voucher(Section 8) Program and the
HOME Tenant Based Rent Assistance Programs. Maintained a 97%utilization rate
of program funds;
• Family Self Sufficiency Program: FY 2019-20 FSS Escrow deposits totaled
$111,018.00. There were six graduates with a disbursed escrow totaling $36,589.00;
• CARES Act Funding: Received$2.8 M in additional HCV Housing Assistance
Payments (HAP) and Administrative funds to prevent, respond to, and prepare for
COVID-19. Initiatives include purchasing electronic devices to enable distance
learning,purchasing and distributing COVID-19 Prevention Kits,purchasing PPE for
staff and participants,upgrading equipment to enhance operations and
communications, and hiring temporary staff to carry out initiatives and manage HUD
financial reporting requirements. Other strategies and initiatives are being researched
to ensure funds are expended by HUD's deadline.
Grants Management Division
The Hawai`i County OHCD is currently in the 2021 CDBG funding process. Public
hearings were conducted and completed to solicit project proposals from government and
non-profit agencies. The Hawai`i County OHCD anticipates receiving $2,500,000 in
CDBG funds.
The Hawai`i County OHCD executed a Grant Agreement with U. S. Department of
Housing and Urban Development(HUD) for 2020 CDBG funding for$2,626,423 and is
in the process of completing the environmental reviews for its 2020 selected projects. In
the past fiscal year, the CDBG funded projects that are in progress or have been
completed include:
• West Hawai`i Certified Kitchen: Completed the design and construction;
• West Hawai`i Homeless Emergency Shelter: Completed the security fencing project;
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DEVELOPMENT
Program Highlights (continued)
• 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; and
• West Hawai`i Domestic Abuse Shelter Renovations: Design and construction 80%
complete.
For the HOME Investment Partnerships Program (HOME),the Hawai`i County OHCD:
• Provided rental assistance to 83 families on its Tenant-Based rental Assistance
Payments Program;
• 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.
For the National Housing Trust Fund(HTF) Program, the Hawaii County OHCD:
• Selected the Kaloko Heights Affordable project to receive 2018 funds for the
construction of the 100-unit multi-family rental housing project.
WIOA Division
• 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; and
• AJCH provided assistance to 4,736 people.
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DEVELOPMENT
Program Measures
Community Development Division FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
#of affordable housing agreements executed 5 3 3
#of affordable housing projects provided assistance 25 25 25
*#of for-rent affordable housing units constructed 92 6 50
#of for—sale affordable housing units constructed 10 10 10
#of housing—related studies completed 1 0 0
#of FH awareness videos translated to another - 0 0 1
language completed
#of FH#trainings for general audiences 9 20 20
#of FH trainings for non-/limited-English audiences+ 0 1 1
#of new landlords attending Fair Housing training+ 0 10 10
#of persons assisted with FH inquiries/issues 50 60 60
#of visitors to the County's dedicated Fair Housing 1,986 1,000 1000
website _
#of projects assisted with construction management 4 2 2
Note:(*)indicates that we will no longer be monitoring this measure.
+Workshop cancelled by HUD due to COVID-19
374
HOUSING
OFFICE OF HOUSING & COMMUNITY �~
DEVELOPMENT
Program Measures (continued)
Existing Housing Division FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Amt of funds Administered through the Housing $19,363,618.10 $19,919,090 $21,000,000
Choice Voucher Program
Housing Choice Voucher Program:
%of funds utilized(total amountof rentalassistanceance 98% 100% 98%
used as a percent of the budget authorized)
Tenant Based Rental Assistance Program:
%of funds utilized(total amount of rental assistance 0 98% 98%
used as a percent of the budget authorized)
Section 8 Family Self-Sufficiency Program: 49 50 50
#of participants on contract with program
Section 8 Homeownership Program:
#of participants who purchased a home through the 0 1 5
program
#of loans approved for eligible low and moderate
income owner-occupant home owners 3 10 10
Grants Management Division FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
$of grant funds received for the County. Solicit CDBG$2,646,713 CDBG$2,500,000 CDBG$2,500,000
project proposal,review,rank,rate,make HOME$0 HOME$0 HOME
recommendations fora approval for grants and execute $2,500,000
ppWIOA$1,053,000 WIOA$1,100,000 HTF$2,700,000
grant agreements WIOA$1,200,000
Spend down CDBG funds to comply with HUD's <1.5 <1.5 <1.5
ratio of grant amount to balance by April
%of CDBG funds that will benefit persons earning
less than 80%of the median income as established by 100% 100% 100%
HUD
%of HOME funds that will benefit persons earning 1
less than 80%of the median income as established by 100% 100% 100%
HUD
%of HTF funds that will benefit persons earning less
than 30%of the median income as established by 100% 100% 100%
HUD
#of Adults served through the WIOA*Program 125 180 180
#of Dislocated Workers served through WIOA* 69 120 120
Program
#of Youth served through WIOA*Program 120 125 125
#of HUD projects administered/monitored 33 30 30
* WIOA replaces WIA. WIA will no longer be monitored.
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DEVELOPMENT
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Number of Positions 53 53 53
Salaries and Wages 2,902,409.34 2,990,536 3,531,228
Operations 21,048,791.33 22,479,811.00 23,731,840.00
Equipment 108,157.89 77,960 35,900
Program Total 24,059,358.56 25,548,307 27,298,968
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HOUSING
KULA'IMANO ELDERLY HOUSING FUND
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 361,568.07 407,135 433,135
Equipment 12,750 33,000 7,000
Program Total 374,318.07 440,135 440,135
377
HOUSING
O'ULI 'EKAHI HOUSING FUND
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations 280,691.81 392,250 392,250
Equipment - 10,000 10,000
Program Total 280,691.81 402,250 402,250
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DEVELOPMENT
Personnel Position Summary
FY 2019-20 FY 2020-21 FY 2021-22
Position Title Actual Budget Estimate
Housing Administrator 1 1 1
Assistant Housing Administrator 1 1 1
Account Clerk 2 2 2
Accountant II 3 3 3
Accountant IV 1 1 1
Clerk II 2 2 2
Clerk III 2 2 2
Housing&Community Dev Specialist II 1 1 _ 1
Housing&Community Dev Specialist III 12 12 12
Housing&Community Dev Specialist IV 3 3 3
Housing&Community Dev Specialist V 10 10 11
Housing&Community Dev Specialist VI 3 3 3
Housing&Community Development Technician II 2 2 2
Housing Administrative Assistant 1 1 1
Housing Quality Standards Technician III 2 2 2
Private Secretary 1 1 1
Senior Account Clerk 2 2 2
Special Program Coordinator 2 2 2
Student Helper I 2 2 2
Total 53 53 54
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DEVELOPMENT
Miscellaneous
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Fringe Benefits
FICA 208,154.53 228,776 270,139
Pension Accumulation 627,678.36 717,728 847,495 _
Health Fund 361,233.87 419,104 461,933
Workers Comp 5,184.44 100 10,000
Total Fringe Benefits 1,202,251.20 1,365,708 1,589,567
Other Costs
Provision for Compensation Adjustments - 317,692 -
`Ouli Bkahi Housing Proj Repl Reserve Acct - 11,500 11,500
Ulu Wini Repl Reserve Acct - 29,000 29,000_
Total Other Costs - 358,192 40,550
Total Miscellaneous 1,202,251.20 1,723,900 1,630,117
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GEOTHERMAL
ASSET FUND
PLANNING
GEOTHERMAL ASSET FUND
Mission Statement
The Geothermal Asset Fund shall be funded by payments made by Puna Geothermal
Venture, a Hawai`i Partnership, its successors or assignees and the State of Hawai`i for
the purpose of compensating persons impacted by geothermal energy development
activities pursuant to the provisions incorporated in Geothermal Resource Permit No. 2.
Department Goals
The Planning Commission is authorized to direct the payment of money from the
Geothermal Asset Fund to claimant(s)whom the Planning Commission finds has been
adversely impacted by activities authorized or unauthorized by Geothermal Resource
Permit No. 2, issued by the County of Hawai`i, and to authorize payment for community
approved geothermal impact mitigation projects within the District of Puna.
Program Description
All Claims for release of monies from the Geothermal Asset fund will be presented to
and reviewed by a Profession Claims Adjuster, who will then present its findings and
recommendations to the Planning Commission. The Planning Commission will review
these findings and then render a decision.
Program Objectives
The Geothermal Asset Fund shall be administered in an efficient and responsible manner
complying with all applicable ordinances and rules.
Program Highlights
No new claims to the Geothermal Asset Fund were submitted in FY 2019-20.
Funding Source and Position Count
Geothermal Asset Fund $50,000 Geothermal Asset Fund -
Grant Revenue - Grant Revenue/Other
Total Budget: $50,000 Total Number of Positions
381
PLANNING
GEOTHERMAL ASSET FUND
Program Measures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Estimate
Claims 0 1 1
Program Expenditures
FY 2019-20 FY 2020-21 FY 2021-22
Actual Budget Request
Operations - 50,000 50,000
Program Total - 50,000 50,000
382