HomeMy WebLinkAboutBIL 126 Draft 01 2020-2022 - Part 1, Vol. 2-Program Portion i
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COUNTY OF HAWAII
PART I
VOLUME 11
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The Proposed t
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FY 2022 - 2023
March 1 , 2022
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TABLE [)FCONTENT S
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Aging.... -- ................. ................................. |
Civil Defense Agency................... ..........—.................. ......... — ........— 12
Corporation Counsel, —........ -- ........ ............... ....... —............ ....... 17
County Auditoc—..... ...... --.............. ----- .......... ------- 26
CountyCouncil -- ........ .......---....... ' ........ ........ ......-----� 31
County Physicians........... -- ......... ..... ...--.......... ......... -----' 41
Elderly Activities........ -- ......... ............--- ...........--------... 43
Environmental Management.........-------- ....... ----......--' 33
Rnonce— .......... ------ ........ ..........--............ .............----... 59
Fire-----------------'----------------- 86
Human Resources— .... ....... -- ...... ........ ................. ......... ----' 138
Information Technology.... ....... ........... ----------....... ..... 146
Liquor Control --- ................ ....... ------------ ......... 155
K4onogerncn[-- ... .......— ........... ................... — ...... -- ............ ' 161
Mass Transit Agency... .................. ............. ............ ..................— ........ 166
MiscellaneousAccounts.. 168
Parks 8. Reoneution .......... ........... ......................................... ...... --' 174
Planning............................... — ......... ---- ............ --.......... —' 219
Police........ — ............ ................... --.....................--.........—....... 230
Prosecuting Attorney....... ....... ......... ...................... ...... ......--....... 268
Public Works—...............— ......... ...... ................. ---- ....... ......—' 283
Research and Development....................... ....... .................... ................ 303
HighwayFund...---......... ...................... — .............. ....---...... — 339
General Excise Tax Fund....... ......... .......... ................................... ...... 354
SewerFund...... ....... ....... ...................----............. -- ........ -- 360
Short Term Vacation Rental Enforcement Fund— .......... .............--...... 367
CemeteryFund.................... — ...... .............. .......... --- ....... 371
BikewayFund.................. ..................-- ....... ........... ....... .................. 373
Beautification Fund— ...... —......--- ......... ---.......... ................ � 375
Vehicle Disposal Fund.... ....... ... ..... ....... -----................. — ...... 377
Solid Waste Fund................. —................ ............----.....—........... ..... 380
Golf Course Fund--....... ........-- ...... ...... .......... ------........... 386
Geothermal Relocation 8, Community Benefits Fund.... --....... ......... — 390
HousingFund..... ....... .................. .... ...... ... ...... ............ ... .... ...— 393
Geothermal Asset Fund.... ....... ........ .... ......-------............. ...... 410
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DEPARTMENT SUMMARY
Mission Statement
As a designated Area.Agency on Aging, the Hawaii 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 with dignity,
remain active and independent, increase the quality of life, and continue to engage in
their communities.
2) Developing Partnerships: To develop partnerships and supportive coalitions in the
prevention and detection of, elder abuse, addressing malnutrition, age and dementia
friendly efforts, and expanding or enhancing Older Americans Act core Home and
Community Based Services (HCBS).
3) Aging and Disability Resource Center (ADR.C): Continue to participate in the
Statewide ARRC initiative for older adults and their families. Participation will
ensure enhanced and uniform access HCBS, and Long-Term Support Services
(LTSS) across the state.
Funding Source and Position Count
General Fund S 749,712 General Fund 13
Grant Revenue $3,945,000 Grant Revenue 1 Other 7
Other S 7,500 -
Total Budget: $4,702,212 Total Number of Positions 20
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Department Goals (continued)
4) Enhancing Caregiver Supports: Addressing the needs of informal caregivers who
provide primary care to older adults and people with disabilities. Through planning
and service supports of the National Family Caregiver Support Program (NFCSP),
HCES, Long-Term Services and Supports (LTSS), and the recommendations of the
Family Caregiving Advisory Council, the informal caregiver can continue to provide
the primary care needed.
5) Quality Management: To ensure quality management of service programs through,
data collection, remediation of identified problem areas, and continuous
improvement. To continuously, review data, refine identified challenges, and
integrate corrective measures.
Program Description
The Hawaii County Office of Aging (HCOA) operates on a budget of approximately 4.7
million dollars. Grant funds account for about 84% of this budget, with County funding
accounting for about 16%. The management of these funds allows HCOA to administer
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, Elder Abuse,
Education and Training, and Information Dissemination.
Function of the Area.Agency on Aging(AAA)
The Older Americans Act, as amended in 2020, 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 Centex- (ADRC)
The ARRC is a collaborative effort of the Administration for Community Living (ACL)
and the Centers for Medicare & Medicaid Services (CMS) designed to streamline access
to long-term care services. The ARRC initiative is part of a nationwide effort to
restructure services and supports for older adults and younger persons with disabilities.
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Program Description (continued)
The goal of the ADRC is to empower individuals to make informed choices and to
provide easier access to long-term care support. The vision is to have a resource
connection in every community, serving as a highly visible and trusted place where
people can turn for information on the full range of long-term care support
options. ADRCs serve as integrated points of entry into the long-term care system,
commonly referred to as "one-stop shops."
The design of"One-stop shops" eliminates many of the hurdles consumers and families'
experience, reducing consumer confusion, building trust, and creating respect in the
decision-making process.
Other Activities of the awai`i County's Area.Agency
Following is a list of activities that the Hawaii County Office of Aging undertakes to
fulfill its mission:
Assessment and Data Maintenance
L 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 Hawaii 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.
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Program Description (continued)
Advisory Councils
The Mayor of Hawaii 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
policies, programs, and actions which affect older persons of Hawaii 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 Hawaii
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
Hawaii 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 while remaining at home.
® 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.
a 1.2: Gather community feedback on Home and Community Based Services
(HCBS) provided through HCOA. The feedback gathered from the community
will assist in determining if HCOA is building capacity and improving program
quality.
® 1.3: Ensure that the Better Choices, Better Health Programs are available to
older adults throughout Hawaii County, which includes recruitment and training
of new and current Lay Leaders,
0 1.4: Support opportunities for older adults to enhance their cognitive and social
skills and increase their awareness of the need to plan for future disasters.
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Program Objectives (continued)
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 Hawaii 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. Aging and Disability Resource Center (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 1-lawai`i County ADRC as required
by the State Executive Office on Aging.
0 3.2: Promote community awareness of the services and supports currently
available through the ADRC.
3.3: Provide relevant person-centered information, assistance, referrals, and
options counseling to consumers requesting services through the ADRC.
4. Caregiver support systems: Enabling caregivers to continue to be the support
backbone for care recipients entrusted to their care.
0 4.1: At the direction of the caregiver, the Case Manager, an individual who is
trained or experienced in case management, will develop and implement a service
plan through a comprehensive assessment of the caregiver.
0 4.2: Provide active support for family caregivers through training, counseling,
respite services, caregiver workshops or annual conferences, and the
dissemination of informational and educational materials.
® 4.3: Ensure that during the year public and media activity conveys inforination to
caregivers about service availability.
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Program Objectives (continued)
5. Equity of service:
5.1 Encouraging a broad approach to ensuring the target populations of
individuals with greatest economic and social needs are receiving services.
Ensuring equity across all target populations in all aspects of service
administration.
Program Highlights
ACIDIC AND DISABILITY RESOURCE CENTER (ADRQ
• The Hawaii County Office of Aging supported two Aging and Disability Resource
Centers in Hawaii County. These centers provided services to all consumers
regardless of age. These services included information, assistance, referral, and
options counseling for home and community-based services. In the past year, the
ARRC provided information, assistance, and referral to approximately 6,000
unduplicated callers, and in-depth options counseling to 520 consumers and their
families.
• In addition, the office processes and issues disabled parking placards. On the
average, the office processed 115 parking placard applications per month in East
Hawaii, and 72 per month in West Hawaii.
P[TBLIC EDUCATION AND TRAINING
• The Office continued to put out a quarterly Silver Bulletin newsletter.
• 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), 21 participants
learned how making healthy lifestyle choices can affect positive changes in their
health.
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Program i hli hts (continued)
OUTSTANDING OLDER AMERICANS
In cooperation with the State Policy Advisory Board on Elderly Affairs (PABLA),
the office produced a virtual presentation of the male and female honorees receiving
their awards presented by the Mayor. Due to the continued COVID-19 pandemic,
this virtual presentation aired on Public TV channel 53 with the honorees of the
other four counties. We look forward to continuing this time-honored tradition with
the decline of the COVID-19 virus.
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 57 caregivers with approximately 3,965 hours of respite
service and 24 requests for supplemental services.
LEGAL SERVICES
During the fiscal year, HCOA contracted with the Legal Aid Society of Hawaii 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 443 individuals with 2,241 units of legal service at
an approximate cost of$134,442.00.
NUTRITION SERVICES
Hawaii County Office of Aging contracted for Nutrition Services with the Hawaii
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 215 individuals,25,985 meals, $149,690
Title III Home Delivered Meals 771 individuals, 74,386 meals, $446,569
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Program i h ights (continued)
Title III Congregate Meals 499 individuals, 70,210 meals, $422,478
Title III Nutrition Education 1,097 individuals, 7,631 sessions, $9,539
Total 1,136 unduplicated consumers, 178,21.2 units of service, $1,02$,276
TRANSPORTATION SERVICES
Transportation is one of the most requested services in the aging network. Through
our contracted providers, approximately 1,194 seniors received 42,53'7 trips at a cost
of$191,626.75. These transportation trips included to-and-from congregate meal
sites, medical and health, shopping and banking, and related visits to other
community resource services.
KUPUNA CARE PROGRAM
gi 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 92 individuals, 5,468 hours, $162,$41
Homemaker 145 individuals, 6,958 hours, $191,834
Chore Services 18 individuals, 158 hours, $4,721
Attendant Care 2 individuals, 3$ hours, $566
Assisted Transportation 36 individuals, 1,424 trips, $52,210
Adult Day Care 23 individuals,2,779 hours, $41,685
Case Management Services 428 individuals, 5,607 hours, $453,737
Total 482 unduplicated consumers, 22,432 units of service, $907,594
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Program easures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Grants Received (millions) 4.78 3.70 3.9
Contracts Administered 30 35 35
Title III—Services
Transportation 1,194 ind. 142,537 trips 1,380 ind. 79,260 trips 1,480 ind, l 72,340 trips
Legal Services 443 ind. l$134,442 320 ind. $116,700 320 ind./$116,700
Public Education 1,900 ind.l$5,400 1,900 ind. /$6,000 2,000 ind. /$5,700
Home Modification f2l
ind. /235 requests 125 ind. /310 requests 125 ind. /275 requests
Community-Based
Planning—Healthy Agin ind.l 49 workshops 48 ind./34 workshops 48 ind. 34 workshops
Caregiver Support
Program
GROUP 1 SERVICES
Counseling&Training, REMOVE
Respite** 57 ind./3,965 units 95 ind.l 13,300 units 95 ind./9,500 units
Supplemental Services 15 ind. 124 requests 20 ind./51 requests 20 ind. 32 requests
GROUP 2 SERVICES
* Information Services 925 ind./3 activities 200 ind. l 2 activities 600 ind./2 activities
Kupuna Care Services
Case Management 428 ind. /$342,414.31 500 ind. l$425,000 550 ind.l$560,000
Kupuna Care HOBS 190 ind. 1$453,736.75 400 ind. $898,000 431 ind./$1,035,371
* 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 2020-21 FY 2021-22 FY 2022-23
Actual Budge Request—
Number
e uestNumber of Positions 20 20 20
Salaries and wages 876,296.65 1,274,863 1,247,384
Operations 1,275,916.02 3,206,632 3,440,105
Equipment 157.27 5,000 11,811
Program Total 2,152,369.94 4,486,495 4,699,300
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
County Executive on Aging 1 1 I
Administrative Services Assistant I 1 1 1
Aging and Disability Services Manager 2 2 2
Aging and Disability Specialist 1(Il2 time) 2 1 1
Aging and Disability Specialist I 4 5 5
Aging and Disability Specialist Il 1 1 1
Aging Program Planner II 2 2 2
Aging Program Planner III I I 1
Clerk III 1 I I
Computer Operator I 1 I 1
Database Analyst 0 1 1
Information and Assistance Clerk 3 3 3
Information Systems Analyst IV 1 - -
Total 20 20 20
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COMMITTEE P TTH DISABILITI
Program Description
The Mayor's Committee on People with Disabilities is a volunteer committee appointed at
the discretion of 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 Hawaii.
Program Objectives
1. Continue to advise the administration on issues facing people with disabilities.
2. Work with communities to help improve the education and public awareness of
people with disabilities.
3. Continue to improve accessibility of County facilities and programs for people with
disabilities.
Program Highlights
When the Mayor's Committee on People with Disabilities was active, the committee
actively sought information on a variety of community-based programs and services to
obtain information on how these programs could support people with disabilities. The
committee also engaged with County representatives to provide input on how County
services could better serve the people with disabilities community.
Program ensures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget )Estimate
Number of Meetings Held 4 6 6
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget, lie uest
Operations 707.26 2,912 2,912
Program Total 707.26 2,912 2,912
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CIVIL G_ If
A
,CIVIL DEFENSE
GENCY
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. To strengthen and promote whole community resiliency
through community 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 Flawai`i
against man-made or natural disasters. Focus is on the core capability of planning.
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 $1,620,371 General Find 10
Grant revenue $ 925,000 Grant Revenue I Other 0
Total Budget: $2,545,371 'Total Number of Positions 10
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CIVIL DEFENSE AGENCY E Y
CIVIL DEFENSE
Program Description
The I4awai`i County Civil Defense Agency administers hazard mitigation, homeland
security, emergency preparedness, response, and recovery programs for the County of
Ilawai`i. This responsibility involves coordinating all resources to achieve a unified 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 Flawai`i County Emergency Operations Plan.
2. Assist County organizations in revising their Continuity of Operations Plans (COOP).
�. Continue 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.
4. Provide Public Information and Warning:
a. Mass notification for non-emergency all-hazards incidents via mass notification
system and commercial radio.
b. Mass notification for emergency all-hazards incidents via the Integrated Public Alert
& Warning System (IPAWS).
c. Social media platforms such as Facebook and Twitter.
d. Civil Defense information pages through AreGIS platforms.
5. Refine emergency management procedures and the information management process:
a. Develop and disseminate a Common Operating Picture (COP) for all emergencies.
b. Reach National Incident Management System (NIMS) compliance for staff
education requirements.
c. Transition the Emergency Operations Center (EOC) activation, preparedness,
response, and recovery procedures to NIMS compliant procedures.
d. Conduct and facilitate preliminary damage assessments during emergencies and
disasters.
e. Inventory and track all local (Idawai`i Island) disaster response resources.
6. Maintaining County of Llawai`i Land Mobile Radio (LMR) wireless network
infrastructure.
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CIVIL DEFENSEY
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CIVIL DEFENSE
Program Objectives (continued)
7. Continue to administer the Department of Homeland Security Grant Program for the
County of Hawaii as administered by the Hawaii Emergency Management Agency and
the State Department of Defense. Utilize Homeland Security funds to revise ECC
policies and procedures, enhance protection and prevention capabilities, and develop
programs to integrate social media into our operations.
8. Execute the Integrated Preparedness Program to develop capabilities and to achieve
to meet staff qualification requirements and to improve operational coordination
among County departments.
Program Highlights
FY 2020-21 was all about Coronavirus response:
o Civil Defense supported 393 Coronavirus vaccination clinics with personnel,
resources, and site coordination. Providers administered 79,317 vaccinations at
these clinics.
o Civil Defense supported 538 Coronavirus test clinics with personnel, resources,
and site coordination. Providers administered 60,949 polymerase chain
reaction(PCR) tests at these clinics.
o Civil Defense provided personal protective equipment (PPE)to County of
Hawaii departments in coordination with the Purchasing Division of Finance.
70 unique types of items costing $700,000.00 in total were procured, warehoused,
and distributed to County employees. This allowed the County to continue to
provide services to our residents.
o Civil Defense conducted airport screening through June 15, 2021, screening
approximately 300,000 inter-island travelers arriving at the Hilo and Dona
airports.
o Civil Defense issued approximately 41,000 inter-island travel exemptions during
the fiscal year.
o Civil Defense employed as many as 40 emergency hires to facilitate airport
screening, logistics, Coronavirus test and vaccination support,travel exemption
requests, and call centers during the fiscal year.
The Emergency Operations Center (ECC) was partially or completely activated, in
addition to Coronavirus response during the fiscal year, for 18 different incidents
across the island such as flash flood warnings,tropical cyclones, tsunami watches,
volcanic eruption, and wildland fires.
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DEFENSE AGENCY
IVIL OFFENSE
Prograin Highlights (continued)
I
* The 2018 Homeland Security Grant Program (HSGP) award period was extended into �
the next fiscal year; no grants were closed this year.
o The Hawaii Police Department was able to replace legacy and end-of-life Layer
11 Network switches and power supplies for all police stations with$103,000.00
in HSGP grant funds.
o The Hawaii Police Department also developed Explosive Ordinance Disposal
(EOD) capability with$480,000.00 of HSGP funds.
o The Department of Information Technology increased network security through
$208,000.00 in grant funds this fiscal year.
o The Hawaii Fire Department acquired additional HAZMAT response equipment
(gas detection)with$219,000.00 of HSGP funds.
o The Community Emergency Response Teams (CERT) replaced expendable
supplies with $23,500.00 of HSGP funds.
* The Land Mobile Radio (LMR) system:
o The multiprotocol labeling switching (MPLS) equipment and the battery stacks,
to up-grade the LMR system, were procured with installation scheduled to begin
in the next fiscal year.
o Air conditioning systems at LMR radio tower sites continue to be an issue as end-
of-life systems must be replaced. Seven air conditioning systems were replaced
this fiscal year.
o Construction at the Ocean View radio tower site located at Fire Station 420 began
and is scheduled to be completed in the next fiscal year.
o The Kaund Point LMR site continues to operate despite being a target for theft
and vandalism due to its isolated location.
o Resources to build a new tower to replace the existing South Point radio tower
arrived and construction is scheduled to begin in the next fiscal year.
* Hilo EOC renovation project was initiated to replace end-of-life air conditioning
system and to add additional workspace.
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CIVIL DEFENSE AGENCY
CIVIC DEFENSE
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Emergency Plans Updated 0 4 2
Emergency Preparedness and Training Events 0 2 2
Exercises Conducted 0 2 6
Grants Acquired 2 2 1 2
Number of Staff Personnel Receiving Training 0 6 1 10
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Personnel 10 10 10
Salaries and Wages 1,074,931.56 861,395 884,720
Operations 735,133.81 1,616,474 1,621,151
Equipment 208,966.38 61,664 39,500
Program Total 2,019,031.75 2,539,533 2,545,371
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Authorized Request
Civil Defense Administrator I I 1
Administrative Services Assistant I 1 1 1
Account Clerk 1 1 1
CD Administrative Officer 2 2 2
CD Staff Officer 3 3 3
Radio Program Manager 1 I I
Secretary 1 I 1
Total 10 10 10
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CO fZPOIZikTIOh COUNSEL
CORPORATION
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.
a. Complete Nest Hawaii office build-out and add support staff in order to operate
as an office open to the public rather than a satellite office.
b. Fund a deputy position to keep up with increased work demands from
departments.
2. Establish an environment that cultivates and encourages our office's core values of
teamwork, accountability, professionalism, progress and service.
a. Formalize cross-division round tables as quarterly meetings.
b. Update tracking of work to more accurately reflect workload, particularly in the
litigation division.
c. Highlight achievements and milestones.
3. Support the professional development of our employees and provide a healthy
working environment based on mutual respect.
a. Adopt a budget that includes meaningful training opportunities.
b. Provide membership in national municipal lawyers' organization.
c. Encourage more interaction with neighbor island colleagues.
d. Provide training opportunities for support staff.
Funding Source and Position Count
General Fund 53,314,534 General Fund 31
Grant Revenue - Grant Revenue 1 Other -
Total Budget: $3,314,534 Total Number of Positions 31
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CORPORATION
LITIGATION DIVISION
Department Goals (continued)
4. To always strive for improvement, embracing new technology and other changes that
enable us to perform our duties more efficiently and effectively.
a. Take advantage of upgrades in legal research technology that does not adversely
affect department budget.
b. Implement an equipment replacement schedule.
c. Add software licenses that include electronic signature options and more
document editing capabilities.
d. Upgrade existing equipment to include cameras.
e. Increase number of participants for County trainings through use of Zoom.
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.
a. Increase training opportunities through Zoom.
b. Update trainings to reflect changes in law.
c. Partner with other departments where there is subject matter crossover.
6. Advocate funding unfunded positions to better serve the County's legal needs and to
reduce work burden on the office personnel as part of providing a healthy work
environment.
a. Reclassify unfilled positions where appropriate and where there exists a greater
likelihood of filling position.
b. Update method of tracking workload to reflect department work burden more
clearly.
7. Work with Risk Management to determine desirability and feasibility of insurance.
Program escription
The Office of the Corporation Counsel provides legal representation on behalf of the
County of Hawaii, its officers, representatives and employees in disputes such as
lawsuits, arbitration, mediation and claims. The Office also represents the County of
Hawaii in judicial actions brought by the County of Hawaii in matters such as
collections, code enforcement actions and eminent domain proceedings.
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CORPORATION COUNSEL
i
LITIGATION DIVISION
Program Objectives
1. Offer training opportunities to each litigator at least twice a year, to provide them
with tools to effectively represent the County and its employees.
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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.
a. Implement system of early case assessment.
b. Convene settlement assessment meetings.
1
4. highlight litigation division successes and achievements.
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Program Highlights
a
1. The litigators prevailed at the Intermediate Court of Appeals in the Flores case, which
involved the TMT and the use of police officers from other Counties. The I Iawai`i
Supreme Court recently heard arguments and the County is awaiting a decision.
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2. The litigators obtained dismissals in multiple lawsuits, including Bernhardt, a
wrongful death case alleging civil rights violations and a lawsuit filed by Chang
Alona, an employee of the County. An appeal is currently pending in the Aiona
matter.
3. The litigators also obtained a dismissal in Partal, a lawsuit which challenged the
emergency COVID restrictions.
4. Sixty new claims against the County for damage or injury were investigated by our
office. Twenty-three of these claims were denied. Payments on claims totaled
$53,982.35, which includes payments on new claims filed, as well as claims
continuing from previous fiscal years.
5. The litigators also collected $75,762.91 in outstanding solid waste, water service fees
and property damages owed to the County.
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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 timely manner. To the extent possible, 75% of requests shall
be completed within 21 business days.
6. Miscellaneous Requests for Legal Assistance, including Longi term Projects. The
Division also responds to departmental and agency requests for legal services that
may not involve a formal written response or extensive legal research. Miscellaneous
requests may include long-term projects, which involve longer time commitments
and/or a more intensive investment of resources. For requests not requiring a formal
written response or extensive research, to the extent possible, 50% of all requests
shall be completed within 21 business days. For long-term projects, to the extent
possible, requests shall be completed within the time frame allocated for the project.
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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
I. FY 2020-21 continued to require a substantial investment of time on COVID-19
related matters. The COVID-19 response again compromised the greatest need for
legal assistance from the Counseling and Drafting attorneys. The scope was broad,
and encompassed many departments, involving issues such as health, testing,
immunizations, housing, and access to medical care. All County Departments and
their respective attorneys participated in the COVID-19 response. The flow of
assistance requests for the COVID-19 response remained 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.
2. In FY 2020-21, Counseling and Drafting attorneys reviewed 2,076 contracts, drafted
120 general and legislative documents, reviewed and commented on 906 documents
and issued 554 legal opinions. There were 176 long-term projects of a varied nature,
and 118 miscellaneous projects for which C&D attorneys provided research and
recommendations during 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 41 training sessions on various topics, such as Sunshine Law,
Government Records, Records Retention, and Contracts. In FY 2020-21, 358 County
employees and board and commission members attended these trainings.
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CORPORATION COUNSEL
LITIGATION/COUNSELING & DRAFTING
Program Measures
EY 2020-21 FY 2.021-22 FY 2022-23
Actual Budget Estimate
Requests for Legal Representation(Includes litigation,
administration hearings, arbitration and claims in which the
1,792 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, 5,346 4,000 4,000
opinions, etc.)
Trainings held for County officers, employees,officials, and
members of boards and commissions on relevant - 358 250 250
requirements and changes in law
Program x en itures
3
EY 2020-21 EY 2021-22 EY 2022-23 1
Actual Budget Request
Number of Positions 31 31 31
Salaries and Wages 2,150,166.25 2,572,270 2,684,854
Operations 398,086.29 623,660 619,760
Equipment 2,444.15 700 4,600
Program Total 2,550,696.69 3,196,630 3,309,214
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CORPORATION COUNSEL
LITIGATION/COUNSELING DRAFTING
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Corporation Counsel
Administrative Services Assistant I
Assistant Corporation Counsel
Accountant I
Claims Investigator-Adjustor I I I
Clerk III I I I
Deputy Corporation Counsel 12 12 12
Deputy Corporation Counsel Section Chief 1 2 2 2
Legal Assistant 11 2 2 2
Legal Technician 1 6 6 6
Legal Technician 11 1 1 1 A
Private Secretary
Sr. Clerk Stenographer I I
Supervising Legal Technician I I
Total 31 31 31 :1
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CORPORATION COUNSEL
BOARD Off' 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 2020-21, the Board continued efforts to educate County personnel to conform to
the requirements of the County Code of Ethics. During the FY 2020-21, the Board
received six new petitions and five informal advisory opinion requests. In this time
period, the following occurred.
I. Three petitions are pending final order dismissing petition.
2. One petition was withdrawn.
3. Decisions were rendered on two requested informal advisory opinions, but the final
orders were issued during FY 2021-22.
4. Two petitions were dismissed.
5. Decisions were rendered on three requested informal advisory opinions.
6. Decisions were rendered on three petitions that were received during FY 2019-20.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Requests for Opinion 6 5 5
Informal Advisory Opinions 5 8 8
Investigations and Investigative Hearings 0 1 1
Formal Opinions and Hearings 0 1 1
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CORPORATION COUNSEL
BOARD OF ICS
Program xeitl es
FY 8020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Operations 1,160.94 5,320 5,320
Program Total 1,160.94 5,320 5,320
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COUNTYAUDITOR
COUNTY AUDITOR
DEPARTMENT SUMMARY
Mission Statement
Idawai'i County Charter Section 3-1 8 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 Hawaii 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 Hawaii 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 lumber of Positions 5
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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 (GALAS) 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 Hawaii 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.
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COUNTY
COUNTY T
Program Highlights
Financial Audits. Pursuant to hawai`i County Charter §10-13, CCA procured an
independent external auditor to conduct the annual financial audits for the five-year
period from fiscal year ending June 30, 2018 through fiscal year ending June 30, 2022
and awarded Contract No. c.006845 to N&K CPAs, Inc. on February 14, 2018. CCA
continues to monitor the contract annually. As part of this contract, the scope of work
includes an audit of the County's Annual Comprehensive 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 follow up audit: Information
Technology, Asset Management. On May 20, 2021, 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 made seven recommendations(paraphrasing),
1) Establish an IT asset management position with the goal of improving management,
industry best practices, ensuring equipment is operating on the latest version, and
upgrading tracking and retention of equipment. Status: In Process.
2) a) Implement a policy to maintain an approved software listing and communicate risks
to departments. Policy should include an annual threat assessment to ensure equipment
is relevant and doesn't impose a security concern. Additionally, to ensure software
titles are in the supported software listings. Status: In Process.
b) Update County issued technology device policy to prohibit non supported software
and unapproved devices. Status: Implemented.
3) Assess asset inventory and redeploy software and hardware according to the current
needs of the county. Status: In Process.
4) DIT should consider leasing as an alternative to procurement of computers and
software licenses. Status: Implemented.
5) Centralized Management System should be utilized to track users and verify active
connections. Status: Implemented.
6) Implement a plan to centrally receive and accept all IT assets to ensure DIT is aware of
additions before introduction into the environment. Status: In Process.
7) Conduct a periodic inventory of assets to proactively resolve discrepancies.
Status: Not Implemented.
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COUNTY AUDITOR
COUNTY AUDITOR
Program i hii is (continued)
Unresolved items may be a factor in determining scope of future engagements.
The Office of the County Auditor has fled an annual audit plan with the Council, the
Mayor's office, and is available to view at
Annual Audit Plan FY 2021-2022 - Laserfiche WebLink (hawaiicour tygov}
In addition to monitoring the annual financial and single audits conducted by our external
auditors, OCA plans to conduct self-initiated audits:
• Real Property Tax Division—Tax Revenue Cycle Management
• Countywide - Contracts, Change Orders and Supplements
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• Fire Department- Performance Audit
• Countywide, Limited Scope Audit of Inventory and Controls
Additionally, the plan calls for follow-up engagements of previously performed audits of
the following:
• Department of Human Resources—Hiring Practices
• Mass Transit Agency—Cash Handling
• Department of Water Supply - Cash Handling
• Department of Water Supply— Contingency Plans
Our audit reports are available on-line at
https://www.hawaiicounty.gov/our-county/legislative/office-of-the-county-auditor
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COUNTY AUDITOR
COUNTY AU ITO
Program Highlights (continued)
Special Studies or Projects:
Annual Audit Plan and Risk Assessment: OCA has begun implementing a whistleblower
and fraud, waste, and abuse hotlines).
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Annual Audit Plan Filed with Council Yes Yes Yes
Performance and/or Financial Audits Completed 1 3 9
Performance and/or Financial Audits Ongoing 3 3 4
Special Studies or Projects Completed 1 1 1
Special Studies or Projects Ongoing 0 1 1
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 5 5 5
Salaries and Wages 359,725.03 423,794 423,794
Operations(includes external audit of County finances) 240,016.74 337,310 337,310
Equipment 5,091.54 1,000 1,000
Program Total 604,833.31 762,104 762,104
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
County Auditor
Legislative Auditor 1 1 -
Administrative Assistant to the County Auditor - 1
Administrative Assistant to the Legislative Auditor 1 1 -
Audit Analyst 3 3 3
Total 5 5 5
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COUNTY CLFRK
COUNTY COUNCIL/CLERK
DEPARTMENT SUMMARY
Mission Statement
The Office of the County Clerk shall provide the highest quality resources, staff, and
support to the Flawai`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
Flawai`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 Cormnittee 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.
Fuming Source and. Position Count
General Fund $5,014,158 General Fund 85
Other Revenue - Grant Revenue/Other -
Total Budget: $5,014,158 'total Number of Positions 85
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COUNTY COUNCIL/CLERK
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 Hawaii.
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 administration to amend and finalize the annual
Operating and Capital Budgets for the County of Hawaii.
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 Hawaii 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 Hawaii County Code and Hawaii
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 Hawaii 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.
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COUNTY COUNCIL/CLERK
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COUNCILICLERK
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Program Description (continued)
Council Sea-vices Section
The Council Services Section performs seven functions imposed by the Hawaii State
Constitution, Hawaii Revised Statutes, Hawaii County Charter, and Hawi`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 3
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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
3
The Support Services Division is responsible for reproducing, scanning, and binding
documents for all County departments and agencies; metering of outgoing postal snail; and
sorting and distributing incoming postal mail/interdepartmental envelopes.
Administrative Services
3
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 Hawaii County
Code, Hawaii County Charter, and the Council's Rules of Procedure and Organization;
and conducts training classes for Council district staff.
Program bjeetives
Council 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.
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COUNTY
COUNCIL/C-LERK
Program Objectives (con cued)
2. Facilitate videoconferencing services to allow participation by officials and members
of the public during all Council and Committee meetings.
�. Operate and maintain live streaming equipment and functions during all Council and
Committee meetings.
4. Make Council and Committee meeting video archives available online within a
reasonable time after the meetings.
5. Make available online each bill and resolution received for consideration by the
Council or its Committees within a reasonable length of time.
6. Provide final votes on Council and Committee agenda items within a reasonable
length of time after the meetings.
7. Prepare Council and Committee meeting transcripts within the timeframe required by law.
S. 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.
9. Seek new and innovative ways to improve efficiency in the legislative document
workflow and meeting processes.
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.
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COUNTY COUNCIL/CLERK
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COUNCIL/CLERK
Program Objectives (continued)
6. Update the Council-Clerk's website to include revisions to the Idawai`i County Charter
pursuant to amendments that pass in the General Election as well as new or amended
Council Rules of Procedure and Organization.
7. Draft ballot questions during an election year for any proposed amendinents to the
i
Flawai`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 j
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
pro cedureslamendments.
10. Prepare and distribute at least one informational brochure or other educational material
relating to the legislative process.
Program Highlights
I
Below are program highlights for the Office of the County Clerk and the Hawaii County i
Council for FY 2020-21:
3
1. Council Services provided technical and administrative support during 26 Council
meetings,three Special Council meetings, one Emergency Council meeting, one
Council public hearing, 101 Committee meetings,and a three-day, Special Session of the
Finance Committee.
2. Council Services controlled technological equipment to provide live streaming of
meetings, archived recordings of meetings online, and live participation via
videoconference by the public and government officials for all meetings.
3. 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 ;I
systems.
4. The 87 bills adopted by the Council were prepared for certification and transitioned into
ordinances, then official copies were made public, distributed to affected departments,
and placed in the historic archives.
5. The 250 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.
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COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Highlights (continued)
6. Approximately 4,600 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.
7. The 180 Committee reports adopted by the Council were finalized and prepared for
signature, then official copies were made public and placed in the historic archives.
S. In an ongoing effort to provide a healthier environment for the Council's historical
documents, Council Services continued to scan and verify archived records in
preparation for transport to permanent storage at the County Council's office in the
West Hawaii Civic Center.
9. Support Services printed approximately 32,000 Hele-On Bus schedules in color for
Mass Transit.
10. LRB assisted the Department of Public Works with drafting legislation to repeal the
existing building, electrical, and plumbing codes and replace them with the following
new chapters: 5 - construction administrative code; 5A—building code; 5B
residential building code; 5C—existing building code; 5D—electrical code; 5E—
energy conservation code; and 5F—plumbing code.
11. LRB assisted the Department of Environmental Management with drafting legislation
that repealed chapter 20 and replaced it with a new integrated solid waste management
code and to update chapter 21 —sewers.
12. LRB reviewed and provided drafting assistance for 136 resolutions, 38 bills, 73
proposed amendments to legislation before the Council, 15 administration bills, and
seven miscellaneous reviews. Staff also completed seven research assignments and
conducted 20 training classes on legislative drafting.
13. LRB monitored the 31St State Legislative Session by compiling an extensive list of 184
bills of significant interest to the County, provided daily reports to the Council on
legislative activity for those bills throughout the legislative session.
14. LRB assisted in preparing for the 2021 Redistricting Commission. During FY 2020-
21, the Commission conducted one regular meeting, which LRB provided support
through staffing meetings, coordinating communications with commissioners,
assisting with audio-visual equipment, drafting, and posting of agendas and notices,
composing internal commission memorandums, processing all public communications
and testimonies for the County website, and performing various logistical tasks.
15. Updated the online version of the County Code eight times to include 76 ordinances
that passed and took effect during the fiscal year. Published, distributed, and placed
online Supplement 8 and Supplement 9 of the County Code.
36
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Highlights (continued)
16. LRB updated the ldawai`i County Charter to include the 14 amendments that were
approved by the voters in the 2020 General Election, uploaded the 2020 Edition of the
Charter to the Council-Clerk's website, and printed 262 copies for distribution.
17. LRE updated the informational brochure, Your County Government, to include the
new Council Members, Mayor, and Prosecuting Attorney; 325 copies of the brochure
were printed and distributed.
Program pleasures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Council Meetings 26 29 26
Council Special Meetings 3 3 2
Committee Meetings 101 100 110
Committee Site Visits 0 1 1
Committee Special Meetings 1 1 1
Council Public Hearings 1 3 3
Committee Public Hearings 0 1 1
Number of Committee Reports 180 140 160
Number of Ordinances Enacted 87 100 90
Number of Resolutions Adapted 250 650 300
Number of Copies Duplicated 2,385,763 3,000,000 3,000,000
Number of Pieces Mailed 328,150 350,000 350,000
Program Expenditures
EY 2020-21 FY 2021-22 EY 2022-23
Actual Budget Request
Number of Positions 56 56 56
Salaries and Wages 2,902,100.18 3,114,754 3,101,874
Operations 525,890.50 649,812 656,470
Equipment 161,455.93 37,500 37,500
Contingency Relief Fund - 315,000 -
Program Total 3,589,446.61 4,117,066 3,795,844
37
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Personnel Position Summary
FY 2020-21 EY 2021-22 FY 2022-23
Position'Title Authorized Authorized Request
Council Chair 1 1 1
County Clerk I 1 I
Deputy County Clerk I 1 I
Accountant I 1 1 I
Administrative Assistant to the County Clerk 1 - -
Clerk III - - -
Council Aide 10 10 10
Council Legislative Assistant 9 9 9
Council Member 8 8 8
Council Services Assistant 1 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 I I 1
Deputy Executive Assistant to the Council Chair I 1 I
Executive Assistant to the Council Chair 1 I I
Human Resources Technician II 1 1 1
Legal Specialist 1 1 I
Legislative Analyst III I I 1
Legislative Information&Reference Technician I 1 1
Legislative Specialist 4 4 4
Private Secretary - 1 1
Special Assistant 1 1 I
Support Services Clerk I 3 3 3
Support Services Clerk 1I 1 1 1
Support Services Supervisor i I I
Total 56 56 56
38
COUNTY COUNCIL/CLERK
ELECTIONSITII
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. Establish two additional drop box locations.
2. Implement ballot tracking system for pick up at drop box locations.
3. Launch a new website for the 2022 Elections.
4. Provide testimony on election related bills during the legislative session.
Program Highlights
Below are program highlights for the Elections Division for FY 2020-21:
1. Staff operated and utilized the Agilis Ballot Sorter to receive 158,964 ballots for the
2020 Primary and General Elections.
2. Staff utilized the signature verification training to verify voter signatures for the 2020
Primary and General Elections.
3. Warehouse staff was able to utilize their training to collect ballots from eight drop
boxes around the island.
4. Recruited individuals to operate voter service centers and conduct operations at the
Counting Center.
5. Executed a contract with the vendor for technical support for the Redistricting
Commission.
6. Provided technical training on the Redistricting application.
7. Executed a contract with vendor for ballot tracking.
8. Worked with vendor to create a more user-friendly website for Elections.
39
3
COUNTY COUNCIL/CLERK
, CAIS DIVISION
ProGram Measures
EY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Registered Voters 9,969 20,000 10,000
Voter Registration Satellite Stations 14 14 14
Certificates of Registration Issued 67 150 150
Cancellations of Registration 678 1,500 1,000
Deceased Voters Deleted 1,028 1,500 1,500
Number of High School Students Registered 83 5 150
i
Program Expenditures
FY 2020-21 EY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 29 29 29
Salaries and Wages 546,658.38 476,352 594,864
Operations 579,857.42 685,237 613,850
Equipment 539.39 12,600 9,600
Program Total 1,127,05519 1,174,189 1,218,314
Personnel Position Summery
EY 2020-21 EY 2021-22 FY 2022-23
Position'Title Authorized Authorized Request
Elections Assistant 1 1 1
Election Clerk I - - -
Election Cleric II 2 2 2
Election Clerk 111 3 3 3
Election Warehouse Worker I(Temporazy) 4 4 4
Election Warehouse Worker 11 1 1 1
Elections Program Administrator I I 1
Elections Program Specialist I I I I
Precinct Official I 1 1 1
Precinct Official 1I 3 3 3
Precinct Official III 1 1 1
Temporary Election Clerk 10 10 10
Temporary Precinct Official III I 1 I
Total 29 29 29
40
COUNTY PHY
SICIAN
COUNTY PHYSICIANS
DEPARTMENT 1 M
Mission Statement
ent
To render medical opinions, advise on medical matters and conduct physical
4
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
I
41
I
COUNTY
PHYSICIANS
'Yr�e�-� ..,_:��...::a.,.:,....ati.,...�z...v+x.�.v.�,... .t„-.s..�w,a� .x..a s }'a-.... u., t�.� �{"q' .Asa?A..ue?✓3r_.x..t�-£"d>.�.;�5'a`aakNisk ..x=.^...,x..«�:3.x�xxr »�.`^'x,d1?*: ...._.x i x..�..,�
COUNTY PHYSICIANS
Program Expenditures
FY 2020-21 FY 2021-22 FY 2422-23
Actual Budget Estimate
Number of Positions 4 4 4
Salaries and Wages 133,825.00 133 ,826 133,826
Program Total 133,825.00 133,826 133,826
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
County Physician I I 1
Assistant County Physician 112T I I I
Assistant County Physician 114T 2 2 2
Total 4 4 4
42
i
� 3 .I7 � f� LY A GT IIII'I'I ES
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 ProgEarn
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 $2,240,915 General Fund 55
Grant Revenue $1,417,103 Grant Revenue/ Other 76
Other $ 268,000 Split Funding: GF/Grant/Other 1
Total Budget: $3,926,018 'Total Number o1 Positions 132
43
ACTIVITIES
DEPARTMENT SUMMARY
Department Goals (continued)
Nutrition—Home Delivered Meal Se ice
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.
44
ELDERLY ACTIVITIES
COORDINATED VICES 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. Providing Information and Assistance Services to 3,500 older adults.
2. Providing Outreach Services to 500 adults.
3. Providing Transportation Services to 800 older adults and accomplishing 25,000 trips
annually.
4. Providing Transportation Services to 60 individuals less than 60 years of age with
disabilities and accomplishing 1,000 trips annually.
5. Providing and completing 3,500 referrals.
6. Providing individuals with disabilities/older adults with 5,000 hours of chore services
annually.
Program Highlights
• Staff provided 5,207 seniors with information and assistance services and 481 seniors
with outreach services. There were 4,067 referrals such as food stamps, Medicaid,
SSI benefits, housing assistance, legal aid, energy assistance, etc.
• Staff provided transportation services to 59 individuals under 60 years with
disabilities and accomplished 1,611 trips.
® Staff provided transportation services to 722 seniors and accomplished 25,169 trips.
® Staff issued the FIawai`i County Senior Identification Cards to 690 seniors.
• Through authorized chore hours provided by `Ohana Care, Evereare contracts and
non-contracted hours, staff assisted clients with in-home chore services and provided
a total of 4,359 hours.
45
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Program Highlights (continued)
* Amid the current CCVID-19 pandemic CSE staff continued to assist in distributing
Weekly EAD emergency meals to over 700 seniors island wide.
* In the month of February 2021, CSE staff assisted in the distribution of 4,000 loaves
of donated Punalu`u sweetbread.
* East Hawaii CSE staff assisted AARP and helped to prepare over 800 tax returns
free of charge to the public during the months of February thru April 2021.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
*Information and Assistance
Unduplicated Number of Seniors Served 5,207 3,500 3,500
'Outreach
Number of Seniors Served 481 900 500
'Transportation
Unduplicated,Number of Seniors Served 722 1,000 800
Total Tris 25,169 34,000 25,000
Unduplicated Number of Persons w/Disabilities
Under 60 years of age served 59 60 60
Total tris 1,611 900 1,000
'Referrals 4,067 4,000 3,500
*Chore
Total Hours 4,359 5,000 5,000
*Contract Purchase of Service Objectives for Title III
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 31 31 31
Salaries and Wages 1,196,790.38 1,213,660 1,215,784
Operations 147,086.03 164,844 184,844
Equipment 498,864.78 40,000 39,000
Program Total 1,842,741.19 1,418,504 1,439,628
46
ELDERLY ACTIVITIES
COORDINATED SERVICES UN T
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Account Clerk I 1 1
Clerk III 1 I I
Community Service Program Assistant 1 8 8 8
Community Service Program Assistant I(Temp) I 1 I
Community Service Worker 1 8 8 8
Community Service Worker II 1 1 1
Community Service Worker III 6 6 6
Community Service Worker III(Temp) 1 1 1
Departmental Data Processing Coordinator I 1 1 I
Elderly Activities Operations Assistant Director 1 1 1
Program Director III(Older Adults) 2 2 2
Total 31 31 31
47
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 55 volunteers to assist in Food Basket Distribution.
5. Provide 25 volunteers to assist in Hawaii County Nutrition Meals—On-Wheels
Program.
6. Provide 20 volunteers to assist in AARP's Tax Preparation Program.
7. Provide 900 volunteers in other community priorities.
48
ELDERLY ACTIVITIES
RETIRED AND :T L INTPROGRAM
Program Highlights
• Due to COVID-19, we used an alternative method of volunteer recognition, which
was approved by the federal grantor. Clift cards from various restaurants were
provided to RSVP volunteers in place of a luncheon.
® The RSVP program provided Accidental liability insurance to provide coverage for
the volunteers.
• Mileage reimbursements were processed for approximately 350 volunteers.
• Worked in compliance with the Corporation for National and Community Service,
AmeriCorps Seniors.
Worked in partnership on food distribution to provide volunteers for Food Basket and
other agencies,volunteer support for Meals On Wheels, and Tax Aide assistance as
specified under successful impact project per the Federal grant.
• Together with the Advisory Cowicil, RSVP worked to provide guidance for the
RSVP program.
• RSVP volunteers assisted with special projects such as the Hawaii Island Adult Day
Care Fundraiser and the Hawaii County Office of Aging's mass mailing. RSVP also
provided volunteer support to other Elderly Activities Divisions.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Number of Volunteers 1,136 1,000 1,000
Number of Volunteer Hours 26,391 100,000 100,000
Number of Volunteer Stations 193 150 150
Number of Food Basket Volunteers-Kupuna Pantry 63 50 55
Number of Meals on Wheels Volunteers 0 25 25
Number of AARP Tax Prep Volunteers 17 25 20
Number of Other Community Priorities Volunteers 1,056 900 900
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 5 5 4
Salaries and Wages 273,243.74 270,184 221,824
Operations 99,979.41 161,771 157,861
Equipment - 2,1332 4,242
Program Total 373,223.15 434,087 383,927
49
EI-DERLY ACTIVITIES
RETIRED AND R VOLUNTEER
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Account Cleric 1 1 1
Community Service Program Assistant I 2 2 2
Program Director IV(Older Adults) 1 1 1
Van Driver 1 1 _
Total 5 5 4
50
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Program Description
Conareaate 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
a week in a congregate setting. The pragrazn includes nutrition and health education
health assessments, recreational activities and other appropriate services for older
individuals.
Home e Delivered Meal Se ice
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 Hawaii
County by June 30, 2022.
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 Hawaii County by June 30,
2022.
51
ELDERLY
AC'nvITIES
NUTRITION
Program Highlights
'To adhere to the Mayor's CWID-19 Emergency Rules and Proclamation guidelines,
an Emergency Meal Plan was developed and implemented for eligible 60-year-old
seniors enrolled in the Ilawai`i County Nutrition Program for Congregate and Home
Delivered Meals. This program provided seniors in both programs with five frozen
meals per week. This amended program was approved within the guidelines of the
contract with Office of Aging.
The Hawaii County Nutrition Program provided 170,580 meals island wide to 1,302 clients
with the assistance of staff in Nutrition, Coordinated Services, Retired Senior Volunteer
Program and Elderly Recreation Services who assisted with the delivered meals island wide.
The Ilawal'i County Economic Opportunity Council also assisted with the delivery of meals
to seniors from.Wainaku to Waimea.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Congregate Nutrition Services
Unduplicated Elderly Served 499 900 900
Total Meals Served 70,210 60,000 60,000
Home Delivered Meal Service
Unduplicated Elderly Served 803 300 300
Total Meals Served 100,370 60,000 60,000
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Bud et Request
Number of Positions 27 27 27
Salaries and Wages 559,977.61 722,578 711,706
Operations 1,115,851.97 1,385,204 1,389,132
Equipment 314.10 1,125 1,625
Program Total 1,676,143.68 2,108,907 2,102,463
52
ELDERLY AcrIVITIES
NUTRITION PROGRAM
Personnel Position Summary
FY 2020-21 FY 2421-22 FY 2022-23
Position Title Authorized Authorized Request
Account Clerk I I 1
Clerk III 1 1 1
Community Service Program Assistant lI 1 1 1
Community Service Worker III 1/2T 15 15 15
Home Delivered Meals Worker Ilrly 6 6 6
Program Director IV(Older Adults) I I I
Van Driver I 1 I
Van Driver 1/2T I I I
Total 27 27 27
53
ELDERLY ACTIVITIES
IVIT
SENIOR. COMMUNITY SERVICES EMPLOYMENT
4
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Federal Funded Positions 0 0 0
Number of Applicants Served 0 0 0
Number of Applicants Enrolled During the Year 0 0 0
Number of Enrollees Successfully Placed in Jobs 0 0 0
Site visits 0 0 0
Promotional Coverage of Program 0 0 0
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Re nest
Number of Positions 72 70 70
Salaries and Wages 23,849.68 -
Operations 433.23
Equipment _
Program Total 23,892.91 - -
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Account Clerk 1
Program Director IV(Older Adults) 1 - -
Senior Community Services Aid Hrly 70 70 70
Total 1 72 70 70
Note: The Senior Community Services Employment Program with the County ended on
June 30, 2020.
54
f
I
i I
i
MANAGEMENT
ENVIRONMENTAL T
DEPARTMENT SUMMARY
3
Mission Statement
3
To maintain a clean, healthy island environment and promote stewardship and sustainability
by managing wastewater and solid waste services, waste reduction and resource recovery in a
comprehensive, responsive, safe and efficient manner.
I
Department Goals
I
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 wastewater
treatment technologies.
10. Participate in the State and local effort on the cesspools conversion to ensure compliance
by 2050.
11. To establish more robust self-sufficient funding programs for both solid waste and
wastewater services.
3
Funding Source and Position Count
General Fund $1,693,016 General Fund 27
Grant Revenue - Grant Revenue 1 Other 2
Split Funding 1
Total Budget: $1,693,016 Total Dumber of Positions 30
55
ENVIRONMENTAL
ADMINISTRATION
Program escriptio
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 Envirorunental 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 less than 2%.
Program Highlights
• Construction was completed on the Lanihau Sewage Pump Station Force Main
Project.
• Received notification from the U.S. Department of Commerce Economic
Development Administration that the grant application for the North Iona Sewage
Pump Station and Force Main project was selected for further consideration. This is a
potential $19 million grant.
• Completed a major update of the Department's Administrative Rules.
56
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Tipping fees as%of Solid Waste Fund expenditures 31% 37% 35%
Vehicle Disposal Fund Fee paying for%of program 100% 100% 100%
Days in Accounts Receivable in Wastewater Division 60 55 54
Days in Accounts Receivable in Solid Waste Division 31 32 31
%of Accounts Receivable over 90 days, Wastewater 32% 30% 29%
%of Accounts Receivable over 90 days, Solid Waste 2% 2°/a 2%
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 24 26 30
Salaries and Wages 1,225,338.89 1,350,626 1,536,336
Operations 24,673.18 51,693 149,710
Equipment 7,164.09 13,025 6,970
Program Total 1,257,176.16 1,415,344 1,693,016
57
ENVIRONMENTAL MEN'
ADMINISTRATION
Personnel €sit-ton Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Director of Environmental Mgmt I I 1
Deputy Director of Environmental Mgmt I I I
Account Clerk 4 4 4
Accountant 1 3 3 3
Accountant III - - I
Accountant IV I 1 I
Business Manager 1 I I
Clerk III 1 1 2
Contracts Clerk I I I
Credit&Collections Clerk 1 1 I
Environmental Mgmt Planner
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 I 1
Information&Education Specialist 1I
Planner V
Private Secretary 1 I 1
Safety&Driver Improvement Coordinator
Safety&Driver Improvement Supervisor
Senior Account Clerk 3 3 3
Student Helper I 3 3 3
Student Helper II 1 1 I
Total 24 26 30
58
F
RNANICE
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 Ilawai`i.
3. To encourage networking to facilitate intra and inter-govern nental 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 $12,093,131 General Fund 137
Grant Revenue $ 1,762,610 Granit Revenue 1 Other 20
Other $ 915,000
Total Budget: $14,770,741 'Total Number of Positions 157
59
FINANCE
ADMINISTRATION/13UDGET
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 j ectives
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.
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FINANCE
LLv
ADMINISTRATION/BUDGET
Program Objectives (continued)
4. Deceive and process County of Flawai`i nonprofit grant applications.
Program Highlights
Administration
inistration
I. Supported the various Finance Divisions during the pandemic. All divisions saw an
increase in workload, some examples include additional reporting and the growth in
purchases of protective equipment and supplies.
2. Supported the Treasury Division with the issue of approximately$77 million in
general obligation bonds. The net interest cost of these bonds is 2.15%.
Bud et
1. A balanced budget of$610,111,958 was approved for FY 2021-22 in June 2021.
2. The Budget Office continued to provide guidance and assistance on budget/finance
issues and items requiring legislative action. In FY 2020-21 the Office prepared 114
resolutions, 67 bills, 14 donation letters, and 157 transmittal letters on behalf of
departments/agencies for County Council action.
61
FINANCE
.
ADMINISTRATION/BUDGET
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Nonprofit Grant Agreements Processed 184 160 175
Request for Council Action Forms Processed 157 160 160
Training Sessions Held for County Fiscal Personnel 26 3 10
Surprise Cash Counts Conducted 0 12 n1a*
Division/Agency Policy&Procedure Reviews 0 6 n1a*
*Internal Control&TAT Division established in FY 2021-22. Program Measures moved to new Division
section.
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 9 9 g
Salaries and Wages 654,815.16 758,932 653,276
Operations 6,815.56 13,870 13,870
Equipment - 500 500
Program Total 661,630.72 773,302 667,646
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
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 -
Private Secretary 1 1 1
Total 9 g 8
62
FINANCE
ACCOUNTS
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
I. Close FY 2021-22 books and issue final June 30 Budget Status Report by October 15,
2022, and determine the General Fund's fund balance by September 30, 2022.
2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the
Government Finance Officers Association (GFOA) for the County's June 30, 2022
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.
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FINANCE
ACCOUNTS
Program Highlights
I. The County received a Certificate of Achievement for Excellence in Financial
Reporting from the Government Finance Officers Association for its June 30, 2020
Comprehensive Annnual 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 ensures
EY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Claims Checks&Electronic Funds Transfers Issued 33,318 42,000 40,000
Payroll Checks Issued 4,424 5,500 4,500
Direct Deposit Stubs Issued 62,322 59,000 63,000
Funds Maintained 44 44 44
Contracts,Amendments&Change Orders Certified 930 1,000 1,000
Pensioners 18 20 18
Regular&Part-Time Employees 2,618 2,700 2,700
Program Expenditures
FY 2020-21 FY 2021-22 EY 2022-23
Actual Budget Request
Number of Positions 12 12 12
Salaries and Wages 712,808.87 722,564 732,528
Operations 197,991.74 446,460 954,195
Equipment 6233 81.91 100 100
Program Total 917,182.52 1,169,124 1,686,823
64
FINANCE
ACCOUNTS
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Account Clerk 1 1 I
Accountant II 1 I 1
Accountant V 1 I 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
Total 12 12 12
65
FINANCE
INTERNAL CONTROL & TAT
Program ascription
The Internal Control & TAT Division conducts periodic compliance checks related cash
handling procedures, inventory control policies, fraud detection, and other related
financial security protocols. This division also established a transient accommodations
tax collection and compliance section to receive, process, and reconcile Hawaii County
Transient Accommodation Tax (HCTAT)payments as well as initiate collection actions
when required.
Program Objectives
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.
Transient Accommodations Tax
1. Setup a transient accommodation tax office to collect the Hawaii County Transient
Accommodations Tax (HCTAT) beginning January 1, 2022.
2. Develop office procedures for reconciling payments and contacting delinquent
taxpayers.
3. Create online payment portal.
4. Draft proposed Director of Finance rules.
Program Highlights
There were no program highlights for the prior fiscal year.
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FINANCE
IN"T"ERVAL CONTROL &,- TAT
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
IC-Su rise Cash Counts Conducted n/a* n/a* 6
IC-Division/Agency Policy&Procedure Reviews n/a* n/a* 4
TAT-Payments ReceivedtProcessed n/a* n/a* 33,000
TAT-Delinquency Notices Issued n/a* n/a* 1,500
TAT-Formal Collection Actions Initiated n/a* n/a* 10
TAT-Appeals Filed n/a* n/a* 30
*Internal Control&TAT Division established in FY 2021-22.
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions - _ 4
Salaries and Wages - - 272,148
Operations - - 1,750
Equipment - - 200
Program Total - - 274,098
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Accountant I _ _ I
Internal Control Manager - _ I
Senior Account Clerk - _ 2
Total _ _ 4
67
FINANCE
PROPERTY ENS'
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,
ight-ofentries, 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 County land and buildings to private users.
The Property Management Division is responsible 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) in 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 POMC 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.
2. Identify and initiate negotiations on the purchase of the next property pursuant to
recommendations by POMC, the Mayor and as authorized by the County Council.
3. Provide support for POMC 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.
68
FINANCE
PROPERTY EME T
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 under contract for fee simple acquisition of Kapanai`a,North Kohala. The
property consists of 93.1 acres in North Kohala preserving a heiau, the Bay, and
numerous cultural significant sites.
The County is also under contract to acquire a Conservation Easement with Ala Kahakai
Trails Association for Kaunamano in Katz. The property consists of five parcels for a
total of 1,363.893 acres dedicated to the preservation of the Ka`u lands, history, and
culture, especially the Ala Kahakai National Historical Trail.
The County is anticipating to co-hold a Conservation Easement with the Department of
Forestry and Wildlife (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 ensures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Surplus personal property auctions 0 1 1
Surplus real property sales 1 1 1
Real property transactions 14 20 20
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 4 4 4
Salaries and Wages 267,470.23 259,860 259,860
Operations 1,834,417.50 1,917,585 2,007,685
Equipment 921.46 100 100
PONC—Open Space Commission 1,807.73 4,945 4,945
Program Total 2,104,616.92 2,182,490 2,272,590
69
FINANCE
PROPERTY MANAGEMENT
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Property Management Specialist 1 1 1
Property Manager 1 1
Property Management Technician 1 1 1
Senior Account Clerk 1 1 1
Total 4 4 4
70
PURCHASING
Program Description
The Purchasing Division assists all County agencies and programs in the purchasing of
required goods and services in accordance with Idawal'i Revised Statute 103D, Finance
Director Rules and Hawaii 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
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 Purchasing Division prioritized training departments by conducting more than 25
training opportunities in the past year. Procurement training included an overview of
all types of procurement methods, processes and procedures for submitting requests
and required documentation.
2. The COVID-19 pandemic 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.
71
FINANCE
PURCHASING
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Purchase Orders Issued 2,283 2,000 2,000
Invoice Payment Approvals 9,671 9,500 9,500
Requisitions Received 2,174 2,000 2,000
Contracts Completed 102 220 150
Advertised Formal Bids and Requests for Proposals 133 125 125
Informal Written Requests for Quotations 645 750 700
Contract,Change Order& Supplemental Agreement 386 375 375
Review for Compliance
Sole Source Approvals(Exceeding$25,000) 26 10 10
Professional Services exceeding$5,000 31 30 30
*Note:Criteria and tracking for Contract,Change Order&Supplemental Agreement Review for Compliance updated in FY 2019-20.
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 5 6 6
Salaries and Wages 309,956.63 314,696 307,940
Operations 72,324.66 85,200 85,200
Equipment - 250 250
Program Total 382,281.29 400,146 393,390
Personnel Posits®n Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position'Title Authorized Authorized Request
Buyer I 1 1 1
Buyer III 1 1 1
Contracts Clerk I 1 1
Procurement& Specifications Specialist 1 1 1
Purchasing Agent 1 1 1
Student Helper I
Total 5 6 6
72
FINANCE
EAE PROPERTY TAX
Program ascription
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, Hawaii County Code, as amended.
Program Objectives
I. 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 decreased this past year. The past three years appeal counts
were 395 in FY 2019-20, 750 in FY 2020-21 and 345 in FY 2021-22. Given the
current economic outlook and real estate trends indicating an increase by years end,
the Division is anticipating an increase in the number of appeals filed during FY
2022-23. 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
(FY 2022-23).
2. Since the later 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). In FY 2019-20, this resulted recapturing nearly $1.4M in revenue and
despite COVID in FY 2020-21, the Division recaptured an additional $600,000. This
process is expected to continue and recapture additional revenue.
73
FINANCE
REAL PROPERTY T.
Program ighlights (co i ned)
3. In August 2024, Bill 178 passed 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 (IVIS)
candidate within the Tropical Conservation Biology and Bnviromnental Science
program (TCBBS), US Forest Service, an environmental attorney, and DLNR to
compile and communicate program changes within the native forest community. This
collaborative process continued through the implementation in FY 2021-22 and
remains ongoing.
4. In April 2021, Bill 27 discontinued the Non Speculative Residential Use Program.
RPT sent letters to each owner to let them know of the upcoming proposal and to
provide information for owners to provide testimony. After the ordinance was
passed, RPT sent follow up letters to all the owners with an update. In total, 450
parcels were affected.
74
FINANCE
nn
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AL PROPERTY TAX
Program easures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Brechet Estimate
Parcel Count(taxable) 140,698 140,900 140,700
Parcel Count(non-taxable) 6,270 6,300 6,300
Number of Tax Bills (1st and 2nd half) 261,024 270,000 230,000
Number of Agency Records(1st and 2nd half) 61,095 62,000 63,000
Assessment Appeals 750 1,000 1,000
Number of Condominium Units 12,072 12,200 12,200
Current Year Balance at 6/30(millions) 10.0 10.0 10.0
Prior Year Balance at 6/30 (millions) 4.3 12.5 12.5
Delinquent Taxes at 6/30(millions) 25.6 36.1 36
Sales Assessment Median Ratio 97% 97% 97%
Coefficient of Dispersion 10.4% 11.0% 10%
Appraisal Section
Agricultural and Land Inspections 1,543 2,000 1,500
Building Inspections 11,131 5,000 10,000
Appeal Inspections 750 1,000 1,000
Clerical Section
Exemptions Processed 4,054 4,500 4,500
Telephone Inquiries 15,000 15,000 15,000
Over-the-Counter Inquiries 8,000 8,000 8,000
Address Changes 5,196 5,000 7,000
Amended Assessment Notices Prepared 1,827 3,500 3,500
Collections Section
Current Year Collection(Targeted Revenue) 355,129,186 341,000,000 361,500,000
Prior Year Collection(Targeted Revenue) 9,982,544 6,000,000 6,000,000
Delinquent Accounts Closed 272 400 400
Foreclosure Action: 0 2 2
Properties Sold 0 400 400
Revenues Collected 0 800,000 800,000
Mapping Section
Total Documents Processed 14,788 13,700 17,000
Ownership Changes 14,032 13,000 16,300
Revised Parcels 853 700 700
75
FINANCE
REAL PROPERTY 'SAX
Program Expenditures
FY 2424-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 48 48 48
Salaries and Wages 2,529,516.292.598.994 2,598,758
Operations 676,687.88 1,812,032 1,771,160
Equipment 61,95437 625 22,170
Program Total 3,268,158.54 4,411,651 4,392,088
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Abstractor I 5 5 5
Abstractor Il 1 1 1
Accountant II 1 1 1
Assistant County RP Tax Administrator I I I
Cashier II 2 2 2
County Real Property Tax Administrator I I I
Geographic Information System Analyst 11 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 I I
Supervising Real Property Tax Clerk II 1 1 1
Tax Collection Assistant 3 3 3
Total 48 48 48
76
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/communicate 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 2020-21 season resulted in increased premiums
due to continued hard insurance market conditions. 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 remain pending (subject to 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.
® Continued enhancement of statement of values/locations information for property
insurance. For record purposes and concerns of potential heightened scrutiny by
insurance underwriters.
77
FINANCE
RISK MANAGEMENT
Program ig lig is (continued)
• Data base for incidents/accidents being maintained to identify and target areas of
concern and provide accurate information to affected 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 have been on hold(subject to
COVID-19 guidance on gatherings allowed).
• Lava, Hurricane and Earthquake Claims. The Division submitted claims on property
damages for lava,hurricane and/or earthquake losses in 2018. Since then,total claim
recoveries of$1,808,811 were received by the County for: Pahoa Pool ($74,601);
Ahalanui Park ($866,143); Isaac Kepo`okalani Hale Beach Park($487,816); Pohoiki
Station-Civil Defense ($380,251). Potential claim recoveries remain possible for
Gilbert Carvalho Park and Clem Akina Park; however, are pending review based on
new loss costs submitted in 2021 for these two parks.
Program Measures
FY 2020-21 FY 2021-22 FY 2422-23
Actual Budget Estimate
Department consultations held re risk factors 20 15 20
New risk management initiatives carried out 3 3 6
Risk Management Committee meetings 0 I 1
Insurance evaluation and procurement 14 12 17
Safety Division meetings re: training 12 12 12
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 1 I 1
Salaries and Wages 108,307.73 107,956 107,956
Operations 536.21 925 925
Equipment - 100 100
Program Total 108,843.94 108,981 108,981
78
FINANCE
RISK MANAGEMENT
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Risk Management Officer 1 1 1
Total 1 1 1
79
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 performed include the receipting of all revenues,
reconciliation of bank accounts, and accounting of tax-exempt capital improvement
expenditures.
Program Objectives
I. Invest 99 percent of all funds in interest-bearing accounts or certificates.
2. Maintain sufficient liquidity to meet cash requirements.
I 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 continued 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 is working with the Department of Water Supply on their proposed water
improvement district projects.
80
FINANCE
TREASURY
Program measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Improvement District 3 3 3
General Obligation Bonds 17 17 17
Petty Cash Vouchers Paid 80 160 50
Treasury Receipts Handled 12,615 14,000 14,500
State Revolving Fund(SRF)Loans 9 9 9
Percent of Cash Invested 100.00% 99.99% 99.99%
Rate of Return on Amount Invested 0.28% 0.13% 0.25%
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 6 6 6
Salaries and Wages 370,291.24 355,400 347,612
Operations 14,95495 25,503 37,003
Equipment 77,195.00 100 100
Program Total 462,441.19 381,003 384,715
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Account Clerk 1 1 I
Accountant I 1 1 1
Accountant III I 1 1
Pre-Audit Clerk I 1 1 1
Senior Account Clerk 1 I 1
Treasurer 1 1 1
Total 6 6 6
81
FINANCE
,wti ..ru
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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, dog licenses, and business licenses. The Driver's License
Section issues Driver's Licenses, Commercial Driver's Licenses and State Civil
Identification. The Motor Vehicle Registration Section issues vehicle, bicycle, select
business registrations and dog licenses. The Motor Vehicle Control Section authorizes
and monitors Vehicle Inspection providers.
Program Objectives
Vehicle Re istration
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 pereent of`Service Excellence Surveys' indicate "Excellent" overall I
efficiency rating in responding to customer concerns.
Licensing
!I
i
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 REGISTRATIONLICENSING .
Program Highlights
0 The total number of licensed drivers decreased by 5,721 bringing the total licensed
drivers at the end of 2020 to 136,564. Individuals holding a motorcycle license
decreased by 405 drivers dropping the total number of licenses to 9,755.
a We saw an increase of 92 licensed commercial drivers, the total commercial driver
license at the end of 2020 was 2,828.
a 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 May 3,
2023, due to the pandemic. Travelers are able to continue to use current credentials
without the white star within a gold circle.
0 State identification issuance decreased by 3,456. Total State IDs issued was 21,175.
0 33,533 individuals utilized our vehicle registration online renewal application up by
14,040 users.
® 50,545 individuals utilized our registration renewal kiosks located at various sites
around the island.
i An additional registration renewal kiosk was placed at Aupum Center.
0 We implemented a road test appointment scheduler.
83
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VEHICLE REGISTRATION AND LICENSING
Program Measures
EY 2020-21 FY 2021-22 FY 2022-23
Victual Budget Estimate
Vehicles(Registrations Processed) 212,897 204,525 205,853
MV Transfers 40,749 39,500 67,068
Duplicate Certificates 6,322 8,000 6,500
Non-Resident Permits 45 45 45
Business and Occupation Licenses 25 55 30
Bicycle Licenses 5,336 3,500 5,500
Dog Licenses 260 5,500 5,500
Subpoena Certificates 1,217 1,800 1,800
Written Driver's Tests 5,129 5,185 5,200
Driver Road Tests 4,923 4,500 4,930
Driver's License Issued 26,166 23,000 22,000
CDL Written Driver's Tests 991 900 995
State Identification Cards 3,216 3,800 3,100
Inspections of Safety Check Issuers 439 560 560
Program Expenditures
EY 2020-21 FY 2021-22 EY 2022-23
Actual Budget Request
Number of Positions 64 68 68
Salaries and Wages 2,703,467.02 3,360,262 3,414,574
Operations 905,296.56 1,116,468 1,099,436
Equipment 2,701.16 55,305 76,400
Program Total 3,611,464.74 4,532,035 4,590,410
84
FINANCE
VEHICLE REGISTRATION AND LICENSING
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2422-23
Position'Title Authorized Authorized Request
Accountant 1 I I
Account Clerk 1 1 -
Clerlc III 6 4 4
Driver License CIerk 11 1 - -
Driver License Examiner 1 9 9 9
Driver License Examiner 11 3 3 3
Motor Vehicle Control Inspector 1 2 2 2
Motor Vehicle Control Inspector 11 2 2 2
Motor Vehicle Registration Clerk 1 2 2 2
MV Financial Responsibility Clerk I 2 2 2
Senior Account Clerk - - I
Student Helper I 1 I 1
Supervising Driver License Examiner I 1 I
Supervising DL Financial Responsibility Clerk I 1 1
Supervising Motor Vehicle Registration Clerk 1 I I
Supervising Vehicle Registration&Licensing Clerk 2 2 2
Vehicle Registration&Licensing Administrator 1 1 1
Vehicle Registration&Licensing Clerk 28 35 35
Total 64 68 68
Cost for one of the Motor Vehicle Registration Clerk I, seven of the Vehicle Registration&Licensing
Cleric,two Driver License Clerk III, one Driver License Clerk Il,one MV Financial Responsibility Clerk,
two Driver License Examiner II and four Motor Vehicle Control Inspector(I&Il)positions are reimbursed
by the State Department of Transportation.
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A
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DEPARTMENT SUMMARY
Mission Statement
First in fire protection and emergency services with trained professional—dedicated to
serve with pride, honor, and compassion.
Department Goals
1. Ensure that the Hawaii Fire Department Strategic Plan is relevant and is being
utilized as a guiding document.
2. Develop a health and wellness program that considers holistically the wellbeing of the
Department Employees.
3. Codify fiscal requirements through a robust needs analysis and develop an itemized
budget to account for requirements, identify potential funding sources and cost
sharing opportunities.
4. Conduct a Community Risk Assessment to determine the stakeholders and County
Governments expectations of the Department.
5. Develop a Standards of Cover to codify staffing and equipment needs for the
Departments area of responsibility and develop a cost analysis for program coverage.
6. Publish an updated and consolidated policy and procedures manual.
7. Update and establish as needed, all MOD's and MOA's.
8. Conduct a thorough Overtime analysis to identify areas where greater efficiency can
be applied with the goal of reducing overall costs.
9. Develop a process to capture and justify future plans and expenditures in relation to
CIP, Repairs, Equipment Replacement, etc.
10. Create a workforce focused on trends and statistical analysis of performance with the
goal of identifying inefficiencies and comparing budgetary expenditures with like
sized departments and jurisdictions.
11. Provide for the effective management of fire and emergency services, encompassing
all related activities to include fire prevention, special services, and ocean safety.
Funding Source and Position Count
General Fund $31,254,824 General Fund 391
LMS Contract Revenue $21,984,337 Grant Revenue/Other 137
Ha una LG Contract S 919,103
Grant Revenue $ 2,046,713 Split Funding: GF/Grant/Other 28
Other S 139,000
Total Budget: $56,343,977 'Total Number of Positions 556
86
FIRE
DEPARTMENT SUMMARY
Department Objectives
Goal 1: Ensure that the Hawaii Fire Department Strategic Plan is relevant and is being
utilized as a guiding document.
1. Develop an updated Strategic Plan, incorporating the lessons learned and positive
points of the most recent Strategic Plan, within the first quarter of FY 2022-23.
2. Have the plan staffed and updated as required by September 2022.
3. Publish the new Strategic Plan by 1St Qtr. FY 2022-23.
Goal 2: Develop a health and wellness program that considers holistically the wellbeing
of the Department Employees.
1. Establish a committee to develop a needs analysis and policy on how the Wellness
Fitness Initiative will be implemented by the department by August 2022.
2. Establish a base line cost for the WFI and Immunization initiatives recommended by
the WFI Committee by August 2023.
3. Prepare purchases of required testing and physical fitness equipment by August 2022.
4. Implement the WFI program by October 2022.
Goal 3: Codify fiscal requirements through a robust needs analysis and develop an
itemized budget to account for requirements, identify potential funding sources and cost
sharing opportunities.
1. Coordinate the establishment of the new Budget philosophy and breakdown with the
Finance Department and receive concurrence on the way forward by 1st Qtr. FY
2022-23.
2. Have Branches provide input for operational budgets within their area of
responsibility and submit updated numbers by 1St Qtr. FY 2022-23.
3. Develop shovel ready projects for exploiting funding opportunities by October 2022.
4. Identify funding streams from grant and outside sources, and have managers
appointed to track deadlines and program development by August 2022.
Goal 4: Conduct a Community Risk Assessment to determine the stakeholders and
County Governments expectations of the Department.
1. Develop an action team/committee to address foundational requirements for
implementation of a Community Risk Assessment and needs analysis by August
2022.
87
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FIRE
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DEPARTMENT SUMMARY
tI
i
Department Objectives (continued)
2. Eased on Objective 4.1, establish away forward that addresses funding, management,
and data analysis procedures by August 2022.
3
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I
Goal 5: Develop a Standards of Cover to codify staffing and equipment needs for the
Departments area of responsibility and develop a cost analysis for program coverage.
1. Develop an action team/comznittee to address foundational requirements for
implementation of a Standards of Cover by November 2022.
i
Goal 6: Publish an updated and consolidated policy and procedures manual.
1. Have the first two chapters of the updated policy, which will replace the rules and
regulations manual, published by August 2022.
2. Develop a rules committee to update the operational and response related SOP's by
September 2022.
3. Eliminate redundant, outdated, and non-applicable standards, memos, and guides
from the existing documents by August 2022.
Gaal 7: Update and establish as needed, all MOU's and MOA's.
1. Collect, identify, and validate the required MOU/MOA's for the Administration and
Operational aspects of the Department by February 1St Qtr. FY 2022-23.
2. Coordinate with external agencies to implement recommended changes and receive
legal review and approval for endorsement by 1St Qtr. FY 2022-23. 3
3. Schedule signing dates to put MOU/Iv1OA's into effect by November 2022.
Goal 8: Conduct a thorough Overtime analysis to identify areas where greater efficiency
can be applied with the goal of reducing overall costs.
1. Assign a team to look into how the data will be collected, what aspects will be
evaluated, and what the output will look like, with the goal of identifying efficiencies
and ways to reduce the overtime costs by 1St Qtr. FY 2022-23.
2. Develop a procedure to track overtime costs in real time and be able to identify trends
analysis by December 2022.
Goal 9: Develop a process to capture and justify future plans and expenditures in
relation to CIP, Repairs, Equipment Replacement, etc.
1. Develop and prioritize a comprehensive list of current requirements, emerging needs
and future projects which would be part of the CIP process by 1St Qtr. FY 2022-23.
88
F
IRE
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DEPARTMENT SUMMARY
Department bjectives (continued)
2. Develop and prioritize a comprehensive list of current requirements, emerging needs
and future projects which would be part of the apparatus and major equipment
replacement process by 1St Qtr. FY 2022-23.
Goal 10: Create a workforce focused on trends and statistical analysis of performance
with the goal of identifying inefficiencies and comparing budgetary expenditures with
like sized departments and jurisdictions.
1. Develop reporting criteria that allows for the trends analysis of program management
and project deliverables in a timely manner to assist in program focus and direction
by I" Qtr. FY 2022-23.
Goal 11, Provide for the effective management of fire and emergency services,
encompassing all related activities to include fire prevention, special services, and ocean
safety.
1. Ensure Sections, Branches, and Divisions are coordinating activities to meet the
Administrations Goals and reporting on routine program management, status of
efforts, and identifying any roadblocks or issues preventing successful completion of
objectives, monthly.
89
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FIRE
EMERGENCY OPERATIONSIVIS
(Division No Longer Exists with FY 2022623 Reorganization)
Program Measures
FY 2020-21 FY 2421-22 FY 2022-23
Number of Responses: Actual $rachet Estimate
Fire 1,010 900
EMS/Rescue 18,080 19,700 ****
Hazardous Material Conditions 228 250 ****
Others/Needless/Special Service 6,158 7,000 ****
*w FY 2022-23—Fire Department Reorg
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 462 462 ****
Salaries and Wages 35,977,034.76 39,919,028 ****
Operations 4,377,861.08 4,405,713 ****
Equipment 134,785.45 411,123 ****
Equipment-Federal/Private 50,000.00 115,000 ****
LEPC 357.60 45,000 ****
Program Total 40,540,038.89 44,895,864 ****
**FY 2022-23—Fire Department Reorg
90
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FIRE
EMERGENCY OPERATIONS DIVISION
(Division No Longer Exists with FY 2022-23 Reorganization)
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title actual Budget Request
Fire Chief 1 1
Deputy Fire Chief 1 1 ****
Account Clerk 3 3
**
Accountant I 3 3 **
Accountant IV I 1 ****
Aeromedical Helicopter Pilot 3 3 ***
Assistant Fire Chief 2 2 ****
Battalion Chief 9 9 ****
Chief Aeromedical Helicopter Pilot 1 1 ****
Clerk III 1 I ****
Fire Captain 52 52 ****
Fire Communications Supervisor I I ****
Fire Equipment Operator 60 60 ****
Fire Fighter 152 152 ****
Fire Fighter Recruit(Tem ) 60 60 **
Fire Radio Dispatcher lI 12 12
Fire Radio Dispatcher Ill 3 3
Fire Rescue Specialist 18 18 ****
Fire/EMS Specialist I 1 I ****
Fire/EMS Specialist II 48 48 ****
Fire/EMS Specialist III 4 4 ****
Fire/Hazardous Materials Specialist 18 18 ****
Human Resources Assistant 1 I ****
Human Resources Pro am Specialist 1 I ****
Human Resources Technician I 1 1 ****
Private Secretary 1 I
Senior Account Clerk 2 2 ****
Storekeeper 2 2 ****
Total 462 462
****FY 2022-23—Fire Department Reorg.
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FIRE
OCEAN SAFETY _
(Division No Langer Exists with FY 2022623 Reorganization)
Program Measures
FY 2020-21 FY 2021.-22 FY 2022-23
Actual Budget Estimate
Beaches with WSQ StafflPatrolled 12 12 ****
Persons Served at Beaches 3,375,000 4,000,000 ****
Beach/Park Rule Violations 11,186 15,000 ****
Preventative Actions 825,316 900,000 ****
Minor First Aid 10,126 10,000
Public Contacts 450,000 700,000 ****
Individuals Rescued at Beaches 429 550
Major First Aid Given at Beaches 275 300 ****
Resuscitations 31 25
Drownings 9 10 ****
Surfing Accidents 162 140
Scuba Accidents 3 5 ***
Jump Dive Accidents 7 5
***
I.R.B.Assistance 2 5 ****
Ambulance Assistance 183 150 ****
Fire Assistance 12 20 **** =1
Helicopter Assistance 14 10 ****
Police Assistance 6 10 ****
Lost Child 7 3 ****
Shark Attack 4 2 ****
Jellyfish/Man o`War Sting 21 10 ****
****
FY 2022-23—Fire Department Reorg
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OCEANFIRE
SAFE"
(Division No Longer Exists with FY 2022-23Reorganization)
Beach Attendance
Location Total Count Total Count Total Count
201.8-19 2019-20 2020-21
Kahalu`u Beach Park 439,627 324,310 ****
La`aloa Beach Park(Magic Sands) 294,707 264,393 ****
Kua Bay nla 398,648 ***
H"apuna Beach State Park 898,528 1,364,390 ****
Spencer Beach Park** 80,959 93,629 * **
Honoli`i Beach Park 165,079 185,552 ****
Onekahakaha Beach Park** 147,321 84,170 ****
Carlsmith Beach Park ** 106,408 44,672 ****
Leleiwi Beach Park** 39,067 n/a ****
Richardson's Ocean Park 221,555 241,501 ****
Ahalanui Beach Park n/a n/a ****
Isaac Hale Memorial Beach Park 332,623 242,442 ****
Punalu`u Blacksands Beach Park 299,612 334,310 ****
Total 3,025,522 3,578,017 ****
"Not guarded daily
****FY2022-23—Fire Departn2entReorg
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 62 62
Salaries and Wages 2,851,214.87 3,816,546 ****
Operations 36,492.53 54,601 ****
Equipment 105,637.95 103,400 ****
Program Total 2,993,345.35 3,974,547 ****
** FY2022-23—Fire Departn2entReorg
93
IRS
SEAN SAFETY
(Division No Longer Exists with FY 2022-23Reorganization)
Personnel Position Summary
FY 2020-21 FY 2621-22 FY 2022-23
Position'Title actual Budget Request
Water Safety Officer I Temp 5/12T 5 5 ****
Water Safety Officer II 38 38 ****
Water Safety Officer II 314T 3
Water Safety Officer II 112T 12 12
Water Safety Officer 11 315T 1 1 ****
Water Safety Officer III I I ***
Water Safety Officer IV 2 2 ****
Total 62 62
**FY2022-23—Fire Department Reorg
94
FIRE
FIRE PREVENTION BUT E U
(Division No Longer Exists with F9' 2022-23 Reorganization)
Program Measures
FY 2029-21 FY 2021-22 FY 2022-23
Actual Budget Estimate'
Inspections—Occupancy 848 750 ****
-Fire Protection Equipment 72 150 ****
Building Plans 620 800 ****
Fire Safety and Extinguisher Training Classes 35 60 ****
Meetings,Training, and Conference(`} 186 350
Complaints Investigated 39 50 ****
Arson K9 Team-Deployment 0 0 ****
*Note: These figures represent projections based on average of previous years'statistics.
**FY 2022-23—Fire Department Reorg
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 8 8
Salaries and Wages 596,341.57 873,647 ****
Operations 10,381.64 14,048 ****
Equipment - I -
Program Total 606,723.21 887,695 ****
*** FY 2022-23—Fire Department Reorg
Personnel Position Summery
FY 2020-21 FY 2021-22 FY 2022-23
Position'Title Actual Budget Request
Fire Captain 2 2
Fire Prevention Inspector 1 3 3 ****
Fire Prevention Inspector II 2 2 ****
Battalion Chief I 1
Total 8 8
****FY2022-23—Fire Department Reorg
95
FIRE
AUXILIARY S VICESLT EAU
(Division No Longer Exists with EY 2022-23Reorganization)
Proo,ram Measures
FIT 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate'
Shop—Vehicle Repairs 1,196 1,200 ** *
Contractual—Vehicle Repairs 278 300 ****
Annual PUC Safety Inspections 116 120 ****
*Note: These figures represent projections based on average ofprevious years'statistics.
****FY2022-23—Fire Department Reorg
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 7 7
Salaries and Wages 414,013.17 414,369 ****
Operations 365,290.12 357,155 ****
Equipment
Program Total 779,303.29 771,524 ****
**FY 2022-23—Fine Department Reorg
i
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position'rale Actual Budget Request
Chief Mechanic,HFD 1 I
Fire Equipment Mechanic 5 5
Helicopter Mechanic 1 I
Total 7 7
**FY2022-23—Fire Department Reorg
96
FIRE
TRAINING BUREAU
(Division No Longer Exists With FY 2022-23 Reorganization)
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual' Budget Estimate`x
Fire Training Bureau Pro rain Deliver (Hours);
Fire Fighter Recruit Training 3,285 4,000 ****
Fire/Rescue Training(operations) 1,500 1,500 *'
Public Education Training(Fire Extinguisher Trng) 0 0 ****
Hazardous Material Trailing 1,000 1,000 ****
Medical First Responder Training 375 450 ****
Incident Command/Officer Training 125 480 ****
Driver Improvement Training 9,900 9,900
Wildland Training 215 420
Administrative Duties*** 3,500 3,500 ****
*ATote: It should be noted that the prograin delivery hours depicted represent instructor hours, and those sante hours
refect, on occasion, multiple instructors delivering the curriculum concurrently. For example, various modules for the
firefighter recruit training curriculum require multiple instructors monitoring training progranx delivery.
**These figures represent projections based on average ofprevious 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.
i
**FY 2022-23—Fire Department Reorg
Progt5ram Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 5 5
Salaries and Wages 438,471.05 443,647 ****
Operations 142,09646 156,009 ****
Equipment - -
Program Total 580,567.51 599,656 ****
(Vacation 1112 to 1212 1)
Note: Includes Training Bureau/Volunteer Fire Service
FY2022-23—Fire Department Reorg
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FIRE
TRAINING BUREAU
(Division o Langer Exists with FY 2022-23 Reorganization) 3
Personnel Position Summary
�i
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Budget Re uest €j
Fire Captain 3 3 * 3
Fire Equipment Operator I I
Student Helper I I 1 *�
Total 5 5 1 **'
Note: Includes Training BureaulVolunteer Fire Service
FY 2022-23—Fire Departn2ent R eorg
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FIRE
VOLUNTEER TRAINING SECTION
(Division No Longer Exists with r Y 2022®23 Reorganization)
Program Measures
FY 2024-21 FY 2021-22 FY 2022-23
Actual P3rtd et Estimate
Volunteer Training:
Admin.,Research,Prep. (_FZrs.} 3,040 3,040 ****
Volunteer Company Training(Hrs.) 469 592 ****
Volunteer Companies 18 18 ****
Volunteer Fine Fighters 157 130 ****
Rote: These figures represent projections based on average ofpreviozu years'statistics.
****FY2022-23—Fire Department Reorg
Program Expenditures
Refer to Training Bureau.
Personnel Position Summary
Refer to Training Bureau.
99
FIRE
MISCELLANEOUS
(Prior to FY 2022-23Reorganization)
Program Expenditures
FY 2.020-21 FY 2421-22 FY 2422-23
Actual Budget Request
Helicopter Services 1,154,884.93 1,296,616 ****
Basic EMT Training - - **X*
Fire Grants 231,099.74 50,000 ****
Fire Depts Private Contributions 3,559.21 25,040 ****
Total 1,389,543.88 1,371,616 ****
***FY 2022-23—Fire Department Reorg
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FIRE
ORGANIZATIONAL CHART
Fiscal Branch
Administrative Division
Human Resources Branch
Fire Response Section
Emergency Operations —
Branch
EMS Response Section
East Hawaii OS Section
Emergency Operations Ocean Safety Operations
Division Branch
West Hawaii OS Section
Office of the Fire Chief Volunteer Operations
Branch
Rescue Response Section
Special Operations ----®
Branch
Hazmat Response
Section
EMS Services Branch Vehicle Maintenance
Section
Auxiliary Services Branch Emergency
Communications Section
Support Service Division Volunteer ServicesBranch Logistics Section
Training Branch
Fire Prevention Branch
101
FIRE
�•_.g,.�.:� sem.�..e=ea::' "' ', ..,,. ......z �' .a-..�tit�.� .aa.-�as` i�:� *,m a.<.z� �seflas Mwnzx3..,,..n.w-..
ADMINISTRATIVE DIVISION
Program escription
The Hawaii Fire Department's Administrative Services Division is responsible for the
Fiscal and Human Resources Branches. This Division operates in support of the
Department and the underlying mission of ail-hazards response. The goal of the division
is to provide the administrative documentation and accountability for the effective
management of personnel, services, and equipment.
The Fiscal Branch is responsible for all aspects of the Department's finances, includizla
billing, collection, procurement of goods, services, equipment and apparatuses, accounts
payable, payroll, management of grant and private funds and recovery of disaster relief
funds. It provides short- and long-range financial planning and prepares and manages the
Department's operating and capital program and budget and provides reports and
information pertaining to the financial status of the various funds. The Fiscal Branch
provides fiscal and administrative support to 20 fire stations, mechanic shop, warehouse,
cominunic.ations center; volunteer stations, and Ocean Safety Division.
The Human Resources Branch is responsible for the proper documentation and
preparation of personnel records/actions to include but not limited to the coordination of
employee's benefits such as health coverages, the Premium Conversion Plan as well as
FSP and Dependent Care enrollment, ERS enrollment, and beneficiary designations,
FMLA requests, Workers Compensation, and TASC benefits, reallocations, preparation
of various departmental reports for OSHA and FAA, promotions, recruitment, and
personnel files. Additionally, the Branch is responsible for the preparation and
disposition of investigations, Drug and Alcohol Testing and disciplinary actions as
necessary.
Program Objectives
Fiscal Branch:
1. Pay invoices within 30 days of receipt at least 90% of the time
2. Payout CILVs within 90 days of termination at least 95% of the time
3. Update the Records Retention Schedule by mid-year
4. Move from paper records to electronic records in Laserfiche
Human Resources Branch:
1. Research and pursue options for adequate staffing for the HR section.
2. Continue to process HR-related items in an efficient manner to meet scheduled
deadlines County-wide and fulfill the needs of our department. Successfully meet
deadlines 95% of the time.
102
FIRE
ADMINISTRATIVE DIVISION
Program Objectives (continued)
3. Continue to build, maintain, and establish effective working relationships with
various departments and other agencies. Develop Outreach Plan by 2"d Qtr. FY 2022-
23.
4. Review procedures to implement a plan to streamline and simplify processes
department-wide for 1-1R-related items. Process Plan by 3rd Qtr. FY 2022-23.
5. Research and develop a training for neve supervisors to familiarize themselves with
the various FIR-related topics and processing requirements.
Program Highlights
Due to the restructuring of the budget and Program Elements, no program highlights are
contained within this report.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Fiscal Branch: Actual Budget Estimate
1.Invoice Settlement within 30-days **** **** 90%
2.Pay-out of CILV's within 90 days **** **** 95%
3.Records Retention Schedule **** **** Mid-Year
4.Transition from Hard Copy to Electronic Records **** **** 41'Qtr.FY23
Human Resources Branch:
1.HR Staffing **** **** 100%
2.Action item suspense's **** **** 95%
3. Outreach Plan **** **** 2"d Qtr.FY23
4.Process Plan **** **** 3rd Qtr.FY23
5. Supervisor Training **** **** V Qtr.FY23
**FY 2022-23—Fire Departm ent Reorg
Program Expenditures
*See Fire Operations Branch
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FIRE
ADMINISTRATIVE I I I A
Personnel Position Summary
FY 2424-21 FY 2021-22 FY 2022-23
Position Title Actual Budget Request
County Funded(FIRE) 14 positions
Fire Chief **^`:` **** 1
Deputy Fire Chief **** **** I
** ****
Account Clerk 2
Accountant **** **** 1
Accountant IV **** **** 1
Assistant Fire Chief **** * 2
Clerk 111 **** **** 2
Human Resources Assistant **** **** 1
Human Resources Program Specialist **** **** 1
Private Secretary **** **** 1
Safety Specialist II **** **** 1
State Funded(EMS) 5 positions
Accountant **** **** 1
Clerk III **** *x** 1
Human Resources Technician I **** **** 1
Senior Account Clerk **** **** 2
Split Funding(or Other) 3 positions
Accountant I(.5Fire1.5OS) **** **** 1
Account Clerk(.5Firel.5EMS) **** **** I
Student Helper(Grant) **** **** 1
Total **** **** 22
**
FY 2022-23—Fire Department Reorg
104
FIRE
FIRE RESrONSE SECTION
Program escri do
The Emergency Operations Division represents the service delivery of emergency response
and emergency mission performance components (all-hazards) of the Hawaii Fire
Department. The Emergency Operations Division is dependent upon the support and
assistance of other divisions, branches, and sections of the organization, in the development
of the program budget.
The Emergency Operations Division is tasked with the delivery and performance of fire
and emergency response to natural and manmade incidents on the Island of Hawaii.
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 bjectives
I. Provide adequate manpower and equipment to respond to 90% of alarms within the
Aggregate Response Times as adopted by the State of Idawai`i and industry standards
if specific response criteria are not established.
2. Define and establish minimum staffing levels for each district and downgrading of
services during staffing challenges by the end of 1 st quarter FY 2022-23.
3. Establish a response matrix for the County, identifying risk and hazard classification
for district response and minimum benchmarks, for full first alarm assignments by the
end of 2nd quarter FY 2022-23.
4. Contribute to the development of a life-cycle replacement program for apparatus and
mission related equipment for fire and emergency services response by the end of 3rd
quarter FY 2022-23.
5. Quantify the requirements for the apparatus and equipment life-cycle replacement
program and establish a priority list and budgetary needs assessment to facilitate the
replacements, by the end of 4th quarter of FY 2022-23.
6. Begin the development of position specific requirements and competencies for
leadership development and specialized functions within the Operations Division,
focusing on identified target hazards and local conditions, through a mentorship and
educational process by the end of 4th quarter FY 2022-23.
7. Establish a comprehensive Operational response mapping and tracking system
utilizing ArcGIS software to enhance the effectiveness of our response capabilities
for Wildland Fire mitigation and response by 4th quarter of FY 2022-23
105
FIRE
FIRE RESPONSE C
Program Highlights
Due to the restructuring of the budget and Program Elements, no program highlights are
contained within this report.
rogram Measures
FY 2020-21 FY 2021-22 FY 2022-23
Statistical Relevant Data: Actual -Budget Estimate
Fire Calls **** **** 1,200
EMS/Rescue Calls **** **** 21,000
Hazardous Conditions **** **** 350
Special Service **** **** 2,200
Good Intent **** **** 4,200
False **** **** 400
Other/Weather/Disasters **** **** 35
Total: **** **** 29,000
Objective Measures of Success:
1.Manpower/Equipment for 90%of ART **** **** 90%
2.Define minimum staffing levels by 1st Qtr.FY23 **** **** 1st Qtr FY23
3.Response Matrix by 2"'Qtr.FY23 **** **** 2"a Qtr.FY23
4. Comprehensive life-cycle replacement plan **** **** 3"Qtr.FY23
S.Establishpriority list for Apparatus **** **** 4t�'Qtr FY23
6.Leadership development program 4th Qtr.FY23 **** **** 4th Qtr.FY23
7.Establish Zone-specific response areas **** **** 41"Qtr.FY23
FY 2022-23—Fire Department Reorg
i
Program Expenditures
1
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions **** **** 286
Salaries and Wages **** **** 27,075,392
Operations **** **** 3,203,802
Equipment **** **** 27,628
Program Total **** **** 30,306,822
�*FY 2022-23—Fire Department Reorg
106
FIRE
FIRE RESPONSE SECTION
Personnel Position Summary
F5 2020-21 FY 2021-22 FY 2022-23
Position 'Title actual Budget lie nest
County Funded(FIR F) 180 positions
Battalion Chief **** **** 6
Fire Captain **** **** 36
Fire Equipment Operator **** *** 48
Fire Fighter *x** **** 90
Federal Funded(SAFER Grant) 9 positions
Fire Captain ** * **** 6
Fire Fighter **** **** 3
Split Funding(FIRE 5001oLEMS 500) 15 positions
Fire Fighter **** **** 15
Total **** **** 204
***FY 2022-23—Fire Department Reorg
107
FIRE
EMS RESPONSE SECTION
Pr gra Description
The Emergency Medical Service Response Section is a part of the Emergency Operations
Division but is solely responsible and contracted by the State of Hawaii to provide EMS
Ambulance service for the County of Hawaii. Although personnel in this section are trained
in the disciplines of fire and other all hazards response, their main focus is to provide
Emergency Medical Service (EMS)response, treatment and transport.
Program Objectives
1. Identify ways to minimize the time it takes to get a Paramedic from date of hire to be
qualified to run as an FMS, by considering different options such as Selective hires
of already licensed paramedics. Pursue the idea of including a selective hire of
Hawaii State licensed paramedics for upcoming FFR class by 3rd quarter of FY
2422-23.
2. Provide for full time ALS coverage on Medic units by looking at ways to support the
needs of current FMS personnel and identifying current challenges and find ways to
overcome them by doing a study with FMS personnel on the matter by 2nd quarter of
FY 2022-23.
3. Increase licensed Paramedics in the department by working with the EMS Bureau to
support the solicitation of MILT class candidates and supporting their needs to
prepare them for class by the 3rd quarter of FY 2022-23.
Program Highlights
Due to the restructuring of the budget and Program Elements, no program highlights are
contained within this report.
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions **** **** 105
Salaries and Wages **** **** 12,944,645
Operations **** **** 2,304,566
Equipment **** **** 500,000
Program Total **** **** 15,749,211
FY 2022-23—Fire Department Reorg
108
FIRJ
EMS RESPONSE SECTION
Program Measures
.i
FY 2020-21 FY 2021-22 FY 2022-23
Number of Responses: Actual Budget Estimate
EMS/Rescue **** ***'k 20,000
Total **** **7* 20,000
FY 2022-23—Fire Department Reorg )
Personnel Position Summery
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Budget Request
State Funded(EMS) 100 positions
Aeromedical Helicopter Pilot **** **** 3
Chief Aeromedical Helicopter Pilot* **** **** 1
Fire/EMS Specialist I **** **** 1
Fire/EMS Specialist Il **** **** 48
Fire Fighter(EMT) **** **** 47
Total **** **** 100
****FY2022-23—Fire DepartmentReorg
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109
FIRE
OC-E-AN SAFETY OPERATIONS BRANCH
Program Description
The Ocean Safety Branch 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. Provide for the safety of the public through maintaining tower staffing 100% of the
time during normal park hours for all publicly guarded beaches.
2. Advocate and acquire additional funding to increase beach coverage by converting
part time Water Safety Officer positions to full time in East FII by end of 1st quarter
FY 2022-23.
3. Promote ocean safety through education and activities to youth ages 12-17 by co-
sponsoring the Big Island Junior Lifeguard program with Hawaiian Lifeguard
Association(HLA) at four locations: Hilo, Punalu`u,NIS Kona, and Hdpuna.
Programs to be implemented during summer months and ending in 1St quarter of FY
2022-23.
4. Continue to advocate with the State Legislature and DLNR to
adequately/appropriately fund to meet the needs of both Kua bay and Hdpuna beaches
during the 3rd quarter of FY 2022-23.
5. Review stats and metrics and provide a guidance document annually to administration
on the successes and shortcomings of the ocean safety life guarding system for
Hawaii County with recommendation on ways to improve public safety.
Program Highlights
0 Due to the restructuring of the budget and Program Elements, no program highlights
are contained within this report.
110
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Key Performance Indicators
FY 2020-21 FY 2021-22 FY 2022-23
Actual Current Coal
Tower Staffing **** **** 95%
Position Conversions **** **** I"Qtr.FY23
Junior Lifeguard Program ** * **** lst Qtr.FY23
Kua/Hapuna Beach Funding **** **** 3rd Qtr.FY23
Annual Report **** **** 4th Qtr.FY23
�* FY 2022-23—Fire Department Reorg
Program Metrics
Statistical Relevant Data: FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Beaches with WSO Staff/Patrolled **** **** 12
Persons Served at Beaches **** ***'k 4,000,000
Beach/Park Rule Violations **** **** 15,000
Preventative Actions **** **** 900,000
Minor First Aid **** **** 10,000
Public Contacts **** **** 700,000
Individuals Rescued at Beaches **** **** 550
Major First Aid Given at Beaches **** **** 300
Resuscitations **** **** 25
Drownings **** **** 10
Surfmg Accidents **** **** 140
Scuba Accidents **** **** 5
Jump Dive Accidents **** **** 5
I.R.B.Assistance **** **** 5
Ambulance Assistance **** **** 150
Helicopter Assistance **** **** 10
Police Assistance **** **** 10
Lost Child 3
Shark Attack **** **** 2
Jellyfish/Man o`War Sting **** **** 10
***FY 202 2-23—Fire Depart7n ent Reorg
111
FIRE
OCEAN SAFETY OPERATIONS
Beach Attendance
Location FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Kabalu`uBeach Park **** **** 350,000
La`aloa Beach Park(Magic Sands) **** **** 350,000
Kua Bay **** **** 500,000
Hapuna Beach State Park **** **** 1,000,000
Spencer Beach Park* **** **** 80,000
Honoh'i Beach Park **** **** 220,000
Onekabakaha Beach Park* **** **** 110,000
Carlsmith Beach Park* **** *** 110,000
Leleiwi Beach Park* ** * **** 50,000
Richardson's Ocean Park **** **** 250,000
Isaac Hale Memorial Beach Park **** **** 250,000
Punalu`u Blacksands Beach Park **** **** 350,000
Total **** **** 3,620,000
"Not guarded daily, numbers reflect tracking during staffed days.
FY 2022-23—Fire Department Reorg
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions **** **** 62
Salaries and Wages **** **** 4,210,350
Operations **** **** 220,256
Equipment **** **** 19,954
Program Total **** **** 4,450,560
****FY 2022-23—Fire Department Reorg s
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112
FIRE
EAS SAFETY OPERATIONSSNC
Personnel Position Summary
FY 2024-21 FY 2021-22FY 2022-23
I'casitio Title Actual Budget T 1e oast
County Funded('OlS) 49 positions
Water Safety Officer I Temp 5I12T **** **** 5
Water Safety Officer II **' * **** 37
Water Safety Officer II 314T **** **** -
Water Safety Officer II 1I2T **** **** 5
Water Safety Officer II 315T **** **** -
Water Safety Officer IV **** **** 2
State Funded(DIS) 13 positions
Water Safety Officer II **** **** 12
Water Safety Officer III ***'` **** I
Total **** **** 62
*'***FY 2022-23—Fire Department Reorg
113
FIRE
VOLUNTEER OP T AIDC
Program Description
The Volunteer Operations Branch responds to all hazard incidents in combination with
the Fire Operations Branch to extinguish fires,protect life, property, and the
environment.
Program Objectives
1. Arrive at station and be prepared to respond within 20 minutes of call out 90% of the
time.
2. Train with line fire personnel once a quarter per station.
3. Conduct monthly equipment checks and maintain equipment operational status to 90
percent uptime for primary response.
Program Highlights
Due to the restructuring of the budget and Program Elements, no program highlights are
contained within this report.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Statistical Relevant Data: Actual Budget Estimate
Responses by volunteer companies
Hours of work completed **** ****
Objective Measures of Success:
Percent of responses within 20 minutes **** **** 90°l0
Training Goals **** **** 95%
Monthly Equipment Checks **** **** 95%
****FF 2022-23—Fire.Department Reofg
*New Wracking Criteria with no historic data
Program Expenditures
*See Volunteer Services Branch
114
FIRE
VOLUNTEER OPERATIONS BRANCH
Volunteer Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Budget Goal
Firefighter(Volunteer) *T** *** 150
Total **** **** 150
* FY 2022-23—Fite Department Reorg
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115
FIRE
SEARCH & RESCUE OPERATIONS SECTION
Program Description
The Search and Rescue Operations Section is part of the overall Emergency Operations
Division and shares duties and responsibilities in the Fire Response Section with Fire and
EMS response. However,they are also the primary section responsible for the delivery of
services in the disciplines of Search& Rescue,to include all aspects of land, air, & sea.
Specializing in Technical Rescue with low angle, high angle, swift water,trench/below grade
and confined space rescue.
Program Objectives
I. Develop a plan and procedure to fund specific needs of the S&R Operations Section
by end of 1St quarter of FY 2022-23.
2. Identify and create a structured equipment replacement schedule on an electronic
platform to assure timely replacement of apparatus and equipment to assure
continuity of services and minimize service disruptions due to equipment failure by
the 2nd quarter of FY 2022-23.
3. Establish a mechanism to digitally track the acquisition, maintenance, and
replacement of all Rescue equipment by end or 3rd quarter of FY 2022-23.
4. Develop a program to adequately identify the funding requirements for the cyclic and
refresher training for the Search and Rescue program, and ensure required training is
provided to all Search& Rescue personnel to maintain skillsets and optimum service
to the community by the end of 2nd quarter FY 2022-23.
Program ig lig is
Due to the restructuring of the budget and Program Elements, no program highlights are
contained within this report.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Objective Measures of Success: Actual Budget Estimate
SAR Funding Plan **** **** lst Qtr.FY23
Equipment Replacement Schedule **** **** 2nd Qtr.FY23
Digital Tracking Program **** **** 3rd Qtr.FY23
SAR Justification Plan **** **** 2nd Qtr.FY23
FY 2022-23—Fire Department Reorg
116
FIRE
SEARCH & RESCUEOPERATIONS SECTION
Program Expenditures
"See File Operations Branch
Personnel Position Summary
FY 2020-21 F 2021-22 FY 2022-23
Position'Title Actual ;t
County Funded(FIRE)30 positions
Fire Captain **** **** 6
Fire Equipment Operator **** **** 6
Fire Rescue Specialist **** *** 18
Total **** **** 30
**FY 2022-23—Fire Department Reorg
117
FIRE
.,
HAZMAT OPERATIONS SECTION
Program Description
The Hazardous Materials (HAZMAT) Operations Section is part of the overall Emergency
Operations Division and shares duties and responsibilities in the Fire Response Section with
Fire and EMS response. However, they are also the primary section responsible for the
delivery of specialized services in the discipline of Hazardous Materials response and
mitigation.
Program Objectives
1. Develop a comprehensive process for equipment maintenance and replacement
tracking to assure timely management of required maintenance and service life
replacements by 1st quarter of FY 2022-23.
2. Develop a revised specification list to initiate the procurement process for the
replacement of Hazmat 4 by the 2nd quarter of FY 2022-23. Then award the contract
for the purchase of a replacement Hazmat 4 apparatus by the end of 3rd quarter of FY
2022-23.
3. Coordinate and schedule specialized training opportunities for all Hazmat personnel
utilizing LEPC funds to cover the costs. Send personnel to related training
workshops such as the Continuing Challenge Hazmat workshop in the 2"d quarter of j
FY 2022-23.
4. Conduct a Hazmat Technician training course to expand the availability of
Technician level certified personnel in the department by end of FY 2022-23.
Program Highlights
Due to the restructuring of the budget and Program Elements, no program highlights
are contained within this report.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Number of lies oases: Actual Actual Estimate
Hazardous Material Conditions **** **** 350
Others/Needless/Special Service **** *** 40
Total: **** **** 390
* **FY 2022-23—Fire Department Reorg
118
FIRE
HAZMAT OPERA"T"IONS SECTION
Program Measures (continued)
FY 2020-21 FY 2021-22 FY 2022-23
Objective Measures of Success: Actual Eud et Estimate
Maintenance Management Plan **** *** I't Qtr.FY23
Specification Dist **** **"* 2nd Qtr.FY23
Specialized Training * ** **** 2na Qtr.FY23
Hazardous Materials Technician Course
FY2022-23—Fire Department Reorg
Program Expenditures
*`See Fire Operations Branch
!i
Personnel Position Summary
i
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Pud et Request
County Funded(FIRE)30 positions
i
Fire Captain **** **** 6
Fire Equipment Operator **** **** 6
Fire/Hazardous Materials Specialist **** **** 18j
Total **** **** 30
****FY 2022-23—Fire Department Reorg
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119
FIRE
FIDE PREVENTION T I
Program Description
The mission of Hawaii Fire Department's Fire Prevention Branch is to save lives and
property by taking a proactive approach to prevent fires and emergencies from occurring.
We take pride in providing residents and businesses the education they need to protect
themselves. We accomplish this by enforcing building and life safety codes via
inspections, fire origin and cause investigations, plans review for new commercial
construction and existing building remodeling or renovations, and public education aimed
at the preservation of life and property.
Program Objectives
1. Approval or disapproval of Construction Plans within 14 days from when the plan(s)
was/were received by a Hawaii Fire Department Plan Reviewer.
2. Conduct fire investigations with a 70%rate of dispositions of incendiary, accidental,
or natural rather than"undetermined." Currently, "undetermined", as a cause,
accounts for 40-50% of fires post investigation.
3. Expand on public education by the introduction, implementation, and maintenance of
new or existing social media programs and radio with life safety topics every quarter.
Currently, fire prevention week in October and the holiday season are when the
department's Instagram account posts fire prevention topics.
4. Adopt NFPA 1, 2018 edition with Hawaii County Code Amendments. Also, adopt
NFPA 1, 2021 edition with Hawaii County Code Amendments within two-year time
limit from January 1, 2021.
5. Increase Code Enforcement Inspections by 10% over the previous year. Current
inspection count, as of December 31, 2021, is 408.
Program Highlights
Due to the restructuring of the budget and Program Elements, no program highlights
are contained within this report.
120
FIRE
FIRE PREVENTION BRANCH
Key Performance Indicators
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Percent of mandated inspections completed **** **** 100%
Origin and Cause Determined **** **** 40%
Percent of fire code violations resolved **** **** 95%
Average Plan Review Time in Days **** **** 7
i
FY2022-23—Fire Department Reorg
a
Program Metrics
i
i
FY 2020-21 FY 2021-22 FY 2022-23 =I
Actual Budget Estimate
Inspections—Occupancy
*** **** Soo
Public Education-(Social Media&in-person) *** **** 15
Building Plans **** **** 1,250
Fire lnvestigations **** **** 50
Permits(Ag,Tent,flank) **** **** 400
** ****
Complaints Investigated 50
**FY 2022-23—Fire Department Reor g
Program Expenditures
,I
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions **** **** 8
Salaries and Wages **** **** 923,585
Operations **** **** 23,516
Equipment **** ****
Program Total **** **** 947,101
****FY 2022-23—Fire Department Reorrg
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Bud et Request
County Funded(FIRE)8 positions
Battalion Chief **** **** 1
Fire Captain **** **** 2 i
Fire Prevention Inspector I **** ** * 3
Fire Prevention Inspector II **** **** 2
Total **** **** 8
i
**FY2022-23—Fir°e DepartmentReorg
121
FIRE
TRAINING SERVICES BRANCH
Program Description
The Training Services Branch is responsible for the overall training of the Hawaii Fire
Department personnel. We provide the foundation from which the department
establishes its standards of operation and conduct. The primary function of the Training
Bureau is to support the continued training and evaluation of all personnel to ensure the
highest level of competency and proficiency to our community.
The primary focus of the Training Services Branch is fire suppression operations. Our
secondary focus is the identification, adoption, delivery, and maintenance of specialty
training including but not limited to: Flazmat, Rescue, and Ocean Safety. Our goals are
to provide exceptional public service,promote career development, optimize operational
effectiveness, and to provide a safe working environment in compliance with all
standards associated with our profession.
Program Objectives
1. Full Implementation of the Idawai`i Fire Department Driver Improvement Program.
• Achieve 95% compliance with completion of all driver training hours, audits, and
educational components. All records and reports drawn from Target Solutions.
• Design Driver Improvement Program training curriculum on recent accident
report trends and data; locally, regionally, and nationally. Training shall include
vehicle backing, walk-around inspections, diminishing clearances, and Traffic
Incident Management.
• Completion of annual Driver Audits, to include verbal and practical assessment
knowledge of each member to demonstrate competency.
• Achieve greater than 25%reduction in vehicle accidents. Data shall be compared
from FY 2021-22 vs FY 2022-23. Provide cost comparison of vehicle accidents
against program costs. (ROI)
• Initiation of Biennial Fire Equipment Operator Audits beginning January 2023.
Driver Auditor Cadre to report training needs pertinent to pumping and vehicle
operation to the Training Branch by June 2023.
2. Digitize all training, drill reports, credentials, and certifications utilizing Target
Solutions.
• Provide virtual training to make all supervisory personnel capable of documenting
training hours on the Target Solution platform prior.
• Provide training to all Training Branch personnel to extract data and provide
training/drill reports.
122
{
TRAININGE DICES BRANCH
Program Objectives (continued)
• Create credentials for all certifications on Target Solutions.
• Continue research and advocacy for a cloud-based evaluation program in lieu of
"check box" training. Present Vector Evaluations+to Fire Administration by
December 2022 with fiscal and operational justification.
3. Implement a "Back to Basics" approach specific to company level fire suppression
training in alignment with Job Performance Requirements of NFPA 10015 "Standard
for Fire Fighter Professional Qualifications."
• Create a training calendar and "Captain-led" curriculum to be delivered to all
companies.
• Provide professional standards of conduct to be adhered to by company officers or
their designee when leading training.
• Provide education to company officers or their designee on what constitutes
proper, effective training.
• Solicit feedback through company officers and battalion chiefs via direct feedback
or anonymous survey.
• Align training program with mechanism to achieve Pro-Board Certification for
FFI/II.
• Determine process for incumbent members to voluntarily challenge and achieve
the Pro-Board certification in consultation with FII-DOT ARFF program
administrators.
• Form training cadres with members who demonstrate ability to instruct and train
personnel. Provide instructor development training opportunities to training cadre
members to include"train the trainer" and conference travel opportunities.
* Assign Underwriter's Laboratories Firefighter Safety Research Institute
curriculum on Target Solutions.
4. Conduct research and initiate development of a career professional development plan
and individual mentoring program.
s Develop a self-assessment tool for all personnel
• Participate in job duty and position description requirements development.
• Collaborate with Fire Administration to develop a Performance Appraisal Report
(PAR)that aligns with job duties and position description requirements.
• Advocate for creation of an actionable personal improvement plan based on self-
assessment tool and PAR.
• Provide clear mechanisms for personal and professional development for all
members.
• Create a career pathway flow chart for all-hazards disciplines.
123
FIRE
TRAINING SERVICES BRANCH
Program Objectives (continual)
5. Research and develop "Truck Operations" training program to include curriculum,
cost analysis, method of delivery, implementation process, and standard operating
guidelines. Determine service delivery methods and applications for dedicated ladder
companies, urban engine companies, and rural fire suppression companies. Truck
Operations areas of focus to include:
• Ventilation (including vertical)
• Search
• Rescue
• Ground Ladders
• Aerial Apparatus Operations
• Forcible Entry
• Rapid Intervention
s Overhaul
• Salvage
• Utility Control
6. Provide Incident Command training opportunities to supervisory and TA personnel.
Provide Company Officers with education and ability to effectively command and
mitigate incidents, and BC's with the ability to command and mitigate complex, high
risk incidents.
® NFA ICS 300, 400.
• Pursue funding for Blue Card Command program,training, and simulation lab.
• NFA courses.
• Personnel Accountability System (PAS) and Personnel Accountability Report
(PAR)policy training.
Program Highlights
Due to the_restructuring of the budget and Program Elements, no program highlights are
contained within this report.
124
FIRE
TRAINING SERVICES BRANCH
Proo,rani Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Tat-get Estimated
Number of Responses: flours Flours Flours
Fire Fighter Recruit Training **** **** 20,000
Fire/Rescue Training(Operations) **** **** 100,000
Public Education Training(Provided by TB and **** **** 500
Ops)
Hazardous Material Training(FROJECH Refr.) 4;000
**** FY 2022-23—Fire Department Reorg
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions **** **** 64
Salaries and Wages **** **** 379,674
Operations **** **** 57,981
Equipment **** K*** -
Program Total **** **** 437,655
****FY 2022-23—Fire Department Reorg
Personnel Position Sunirnaar y
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Budget Request
County Funded(FIRE)4 positions
Battalion Chief **** **** 1
Clerk III
Fire Captain **** **** 1
Fire Equipment Operator **** **** 1
Temp positions, Unfunded(funding source frorz vacant positions FIRE) 60 positions
Fire Fighter Recruit(Temp) **** **** 60
Total **** **** 64
**FY2022-23—Fire Department Reorg
125
FIRE
EMS SERVICES BRANCH
Program Description
The Emergency Medical Services (EMS) Branch is directly aligned with the Emergency
Operations Division and provides program support and coordination. The EMS Branch
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
Branch is coordination of Emergency Medical Technician (EMT) and Mobile Intensive Care
Technician (MICT or Paramedic)training. As the department's liaison, the EMS Branch
assists our community health organizations in the prevention, treatment, and recovery from
community health hazards.
Program bjeetives
1. Our community paramedicine program continues to flourish. The goal of our
program is to fill gaps in the local healthcare system, continued reduction of hospital
admissions, and a continued decrease in non-emergent use of the 911 system. These
goals are accomplished by identifying individual's needs and connecting them with
available resources in our community. The community paramedicine program has
been significantly impacted by personnel shortages in the EMS Branch and COVID.
Our goal is to maintain the progress we have made to date.
2. Through collaborative efforts with our community partners, we will continue to
increase public awareness of hands only cardiopulmonary resuscitation(CPR) and
automated external defibrillator (AED)use. With this knowledge, we hope to
increase community confidence and competence in dealing with pre-hospital cardiac
arrest situations leading to increased survival rates. This initiative has been hampered
by COVID as many hands only classes have been cancelled. Our goal is to maintain
out of hospital cardiac arrest survival to discharge rates at or above the national
average.
3. Paramedic recruitment and retention remains a high priority for the EMS Branch.
The EMS Branch will identify alternative avenues and options to address this
challenge. Goals include scheduling two paramedic classes during this fiscal year,
reducing the minimum number of students required for a class, and implementation of
an increased propay initiative for our ranked paramedics.
4. The EMS Branch will continue to improve our quality improvement process using
key improvement indicators (KPI's). Through this non-punitive program, our goal is
to develop a highly reliable organization that provides the best standard of care to our
community. Our goal is to review and provide feedback for 100% of pediatric critical
calls, mass casualty incidents, and traurnatic injuries involving a significant
mechanism of injury.
126
EMS SERVICES BI . H
Program Objectives (continued)
5. The EMS Branch will continue to work collaboratively with our colleagues from the
State Department of Health(DOH) and the emergency medical services system on
budget sustainability. Through this collaborative effort, we hope to secure an
additional 10% funding from the State DOH to support a fleet replacement program,
preventative maintenance program, contract increases, and other operational
increases.
Program Highlights
Due to the restructuring of the budget and Program Elements, no program highlights
are contained within this report.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Statistical Relevant Data: Actual Budget Estimate
Cardiac Events with ROSC **** ****
Others/Needless/Special Service **** **** 7,000
Objective Measures of Success:
Maintain Paramedic Staffing **** **** 95%
CPR Survivable Rate IAW National Standard **** **** 90%
Hold two Recruit Classes this CY **** **** 2-Classes
Review of stated responses **** **** 100%
Secure of an additional 10%of funding **** **** 100%
*New Wracking Criteria with no historic data
***FY 2022-23—Fire Departna ent Reorg
Program Expenditures
*See EMS Response Branch
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Budget Request
State Funded(EMS)S positions
Battalion Chief **** **** 1
Fire/EMS Specialist 111 **** **** 3
Fire/EMS Specialist III(Unfunded) **** **** 1
Total **** **** 5
***FY 2022-23—Fire Department Reorg
127
FIRE
VOLUNTEER V BRANCH
Program Description
The Volunteer Service Branch provides coordination, support, and training to the
volunteers within the Hawaii Fire Department. This section manages recruitment,
onboarding, training records, timesheets, equipment and PPE requests, medical
appointments, repair requests, and other services to support the Volunteer Operations
Branch.
Program Objectives
r
1. Develop and maintain, an up-to-date master list of vehicle ages, status, and life-cycle
replacement tiers for annual cost analysis by the end of I"Qtr. FY 2022-23 This will
be incorporated into a 5-year budget cycle which will feed into the Annual Budget
during the September review.
2. Track and maintain current serviced equipment on each vehicle to meet HFD standard
operational load. Develop a spreadsheet which captures this information and
generates an Annual Report on status annually in January of each year.
3. Conduct annual analysis of district response needs and volunteer complement for
future planning of resource deployment. Report on status due on January 1St of each
year.
4. Achieve 20%pro-board certification as Firefighter I for all interested interior fire
attack volunteer personnel by December 2022.
5. Achieve 20% wildland qualification(NWCG ICS 100, L-180, 5-130, 5-190, IS-700,
and RT-130) for all volunteer fire fighters participating in the program.
6. Log a minimum of 40 hours of training per volunteer annually.
7. Provide 100% of volunteers with HFD standard issue NFPA compliant gear inclusive
of fire shelter,personal radio, etc.
8. Achieve 100% compliance with annual medical exam attendance.
9. Conduct annual inspection of every volunteer station for compliance with current
building and fire codes, repair status, and MOAIMOU document status, tracked on a
dashboard document for administrative review.
Program Highlights
Due to the restructuring of the budget and Program Elements, no program highlights
are contained within this report.
128
FIRE
VOLUNTEER SERVICES BRANCH
Program Measures
FY 2.020-21 FY 2021-22 FY 2022-23
Statistical Relevant Data: Actual Budget Estimate
Newly recruited personnel this fiscal year **** 20
Retention percentage of volunteers **** **** 75%
Total number of volunteer fire personnel **** **** 150
*-%-* ****
Fire Engines 90%
of 0
Brush Trucks **** **** 90%
Water Tankers **** *** 90%
Total Volunteers **** **** 130
Objective Measures of Success:
Percent of volunteer vehicles that meet NFPA **** **** 90%
standard
Estimated cost savings of Volunteer Program **** **** 35%
Pro-Board certified volunteer firefighters **** **** 25%
Red-card certified volunteer firefighters **** **** 25%
***FY 2022-23—Fire Department Reorg
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions **** **** 2
Salaries and Wages **** **** 237,549
Operations **** **** 132,428
Equipment **** **** -
Program Total **** **** 369,977
�`***
FY 2022-23—Fire Department Reorg
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Budget Request
County Funded(FIRE)2 positions
Fire Captain **** **** 2
Total **** **** 2
***FY 2022-23—Fire Department Reorg
129
FIRE
VEHICLE MAINTENANCESECTION
Program Description
The Vehicle 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 an essential component in the maintenance of emergency services and mission
readiness of Idawai`i Fire Department and is critical to the success of the department in
meeting its goals and objectives. As Hawaii fire Department's mission and service
delivery demands continue to increase,the maintenance and repair of the department's
vehicle and apparatus fleet continue to grow at exponential rates. As our fleet of vehicles
continues to age, and with limited funding for replacements, the sustainability of
emergency operations is dependent upon the service and maintenance of this apparatus
and equipment.
Program bjeetives
1. Create an expanded list of the types of portable equipment to be repaired in-house by
June 2023.
2. Compile a list of training opportunities in which to send mechanics to achieve
certification in various types of specialized service and repair. Seek alternative
funding to support these training opportunities.
3. Create a shift supervisor position similar to Mass Transit Agency to oversee the day-
to-day floor operations and allow the Chief Mechanic to focus on administrative
duties.
4. Implementation of software to track vehicle repair and status by June 2023.
Program easures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Shop—Vehicle Repairs **** **** 1,100
Contractual—Vehicle Repairs **** **** 120
Calls for Service—Trouble Calls **** **** 300
*°*FY2022-23—Fire Department Reorg
130
FIRE
VEHICLE _ I NCE SECTION
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Number of Positions * ** **** 7
Salaries and Wages * ** **** 286,357
Operations **** **** 288,310
Equipment **** **** -
Program Total 523,066.97 536,772 574,667
**FY2022-23—Fire Department Reorg
Personnel Position Summary
i
FY 2020-21 1 Y 2021-22 FY 2022-23
Position Title Actual >3ud et Estimate
i
County Funded(FIRE)5 positions
Chief Mechanic,HFD **** **** 1
Fire Equipment Mechanic **** **** 3
Helicopter Mechanic(Unfunded, contracted) **** **** 1
State Funded(EMS)2 positions
Fire Equipment Mechanic **** **** 2
Total * `** **** 7
**FY 2022-23—Fire Departnzent Reorg
I
131 I
I
I
FIRE
EMERGENCY COMMUNICATION SECTION
i
Program Description
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 I
system. In addition, all Fire Department operational activities and communications are
coordinated through the Fire Communications Control Center to include flight following
for our two helicopters. 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 instruct members of the public in basic life-saving maneuvers and techniques.
It cannot be stressed enough that the roles and responsibilities of the Fire Radio
Dispatchers and the department's Emergency Communication Section extends far beyond
that of a simple call taking and routing center. Fire Radio Dispatchers facilitate a critical
communications network and system that provides essential lifesaving instructions and
directions to persons in crisis as well as serving as a conduit for all operational
communication needs.
Program Objectives
1. Increase the success rate of the Fire Radio Dispatcher I training program from 19%to
at least 70%. This will include restructuring the didactic portion of the program as
well as the hands-on section.
2. Increase the retention rate of new Fire Radio Dispatcher II's from 12%to at least
70%.
3. Improve upon recruitment for Fire Radio Dispatch, this will include participation in
job fairs and conducting public service announcements within the community.
4. Seek out at least two training opportunities for Fire Radio Dispatchers at national
conferences and seek funding from the E911 board.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
911 Calls for service **** **** 28,000
KEY PERFORMANCE INDICATORS
New Dispatcher Retention Rate **** **** 70%
TCPR initiation time<2 mins 90°l0
**FY2022-23—Fir"e DeparrtmentReorg
3
132
I
FIRE
EMERGENCY COMT I TI E TI NG
i
I
I
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions **** **** 18
Salaries and Wages ** * **** 742,802
Operations **** **** -
Equipment **** ****
Program Total **** **** 742,802
**
FY 2022-23—Fire Department Reorg
Personnel Position Summary
I
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Budget Request
County Funded(FIRE) 6 positions
Fire Captain **** **** I
Supervising Fire Communications Officer **** **** 1
Fire Communications Supervisor(Reallocated) **** **** -
Fire Communications Officer 111* **** **** 3
Fire Radio Dispatcher III **** **** 1
State Funded(EMS)2 positions
Fire Communications Officer 11* **** **** 2
Fire Radio Dispatcher I1 **** ****
Split Funded(FIRE 30WEMS 70%) 10 positions
Fire Communications Officer 11* **** **** 10
** ****
Fire Radio Dispatcher II -
Total **** **** 18
FY 2022-23—Fire Department Reorg
F
I
i
I
133 I
I
F
I
FIRE
LOGISTICS EN
Program Description
The Logistics Section provides a lifeline of support to all Divisions, Branches, and
Sections of the I4aNvai`i Fire Department. This includes the procurement, receipt,
inventory, and distribution of all emergency operations and ancillary supplies and
equipment.
Program Objectives
1. Find a replacement system for Tradegecko as an electronic warehouse management
system (E-WMS). This E-WMS will include barcode scanning capability, automatic
ordering of set stock amounts as product gets low, and automatic stock scanning and
receiving.
2. Improve security of inventory stored at the warehouse distribution center including,
but not limited to,the installation of security cameras.
3. In addition to the Warehouse Storekeeper position, identify alternative means of
assistance in the Distribution warehouse such as senior citizen volunteers.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Dumber of Responses: Actual Budget Estimate
Fire **** **** 1,100
EMS/Rescue **** **** 20,000
Hazardous Material Conditions **** **** 350
Others/Needless/Special Service **** **** 7,000
**FY2022-23—Fire DepartmentReorg
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions **** **** 4
Salaries and Wages **** **** 266,028
Operations **** **** 654,813
Equipment **** **** 227,628
Total **** **** 1,148,469
**FY2022-23—Fire Department Reorg
134
FIRE
M,2- - .x7
LOGISTICS SECTION
Personnel Position Summary
FY 2020-21 FY 2021-22 FV 2022-23
Position Title �ctnal Bud et 12 quest
County Funded(FIRE)3 positions
Battalion Chief
Information Systems Analyst 1V
Storekeeper
State Funded(EMS) I position
Storekeeper
Total **** * ** 4
* *FY 2022-23—Fire Department Reorg
13�
F
IRE
GRANT REVENUES
Fire Grant/Mise
Local Emergency Planning Commission, $45,000
Tier II reporting fees to support the Local Emergency Planning Commission. Hazard
Evaluation and Emergency Response (NEER) Office at the State of Hawaii Department
of Health. Funding is managed by the Local Emergency Planning Commission.
Fire Dept Private Contributions, $'25,000
Line item for tracking private donations.
Rescue Equipment—Private, $25,000
Line item for tracking private donations.
Rural Fire Assistance, $50,000
Volunteer Fire Assistance—Federal, $10,000
Volunteer Fire Assistance (VFA) is a federal grant program that provides funds for fire
equipment, training, and initial fire department organization to fire departments serving
small communities. The State forestry agencies grant this money to needful volunteer j
fire department.
,SAFER Grant, $1,381,713
The Staffing for Adequate Fire and Emergency Response Grants (SAFER) was created to
provide funding directly to fire departments and volunteer firefighter interest
organizations to help them increase or maintain the number of trained, "front line"
firefighters available in their communities. Hawaii County has been awarded this
FEMA funding to provide salaries and wages for six Fire Captains, and three Fire
Fighters.
i
Total expected grant income $1,616,713
136
FIRE
ANS' REVENUES
Grant Program Expenditures
FY 2020-21 FY 2021-22 EY 2022-23
Actual Budget Request
Salaries and Wages * **** 1,381,713
Operations 25,000
Equipment **** **** 165.000
LEPC *** * * 45,000
Program Total
*FY 2022-23—Fire Department Reorg
137
it
it �I
�I
HUMAN RESOURCES'-�
HUMAN RESOURCES
DEPARTMENT SUMMARY
Mission Statement
To be the employer of choice within the County and Island of Hawaii 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 $2,576,134 General Fund 53
Grant Revenue - Grant Revenue I Other 1
Total Budget: $2,576,130 Total Number of Positions 54
138
HUMAN RESOURCES
HUMAN URCE
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 escr i tion
The Department of Human Resources is the central human resource agency for the
County of Hawaii 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, persomiel 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. Near 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, 2022, hold the annual Pre-retirement Workshop.
4. Issue the Fall 2022 and Spring 2023 Training Catalogues.
139
HUMAN RESOURCES
HUMAN RESOURCES
Program Objectives (continued)
Egual 0VT)2!tunit�T
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. Ey June 30, 2023, 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 two months for registration recruitments and small/medium size open-
competitive recruitments requiring a written examination.
• Within three months for large size open-competitive recruitments requiring a
written examination.
® Within two 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.
140
HUMAN
RESOURCES
HUMANT E
Program Objectives (continued)
Recruit nent and Examination {continued
4. Coordinate the placement of Hawaii Community College Cooperative Vocational
Education (C VE) students within the County by October 3I of every year.
Health ag Safety
I. Coordinate and/or conduct safety inspections of at least eight County facilities.
2. Provide requested safety and equipment training within two months of original
request.
3. Provide six NIOSH-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.
Workers' Compensation
1. Conduct semi-annual workers' compensation claims reviews.
2. Provide WorkComp 101 and Return to Work Program training at least semi-annually.
Program Highlights
• Conducted a major departmental audit to assist them with identifying organizational
needs and restructuring.
• Provided ongoing technical guidance regarding classification issues to address
various concerns from the operating departments.
• Participated in negotiations for eight of the eight bargaining units representing
Hawaii County employees.
• At the end of 2020, a total of 24 employees completed the Supervisory Training
Program, despite interruptions due to COVID-19 restrictions. In January 2021, one
section of the Supervisory Training Program started; however due to high demand, a
second class was added in June,which is still in progress. A total of 13 participants
completed the program in July 2021.
141
HUMAN RESOURCES
HUMAN RESOURCES
Program Highlights (continued)
A new Unit 2 Supervisory Training Program was added in 2020 that was specifically
geared for Unit 2 Supervisors. Although there were interruptions due to C OVID-19
restrictions, a total of 22 Unit 2 supervisors completed the program. Another Unit 2
Supervisory Training class started in January 2021, with I I participants completing
the program in June 2021.
• A new Customer Service Training program was developed specifically geared for
County employees and was initiated in Fall 2020. The program contains two classes
that covers customer service basics and tips for handling irate customers.
• Human Resources Boot Camp was conducted for all departmental Human Resources
Representatives in February 2021. This three-day event provided in-depth training on
human resources basics for County departmental Human Resources Representatives.
• A total of 17 New Hire Orientations were conducted in FY 2020-21 with a total of
176 participants.
® Coordinated County's Leave Sharing Program: Three requests for shared leave hours
were approved; 82 employees donated 3,056 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 2020-21,the County
saved approximately$386,471 in FICA taxes. During this period, 1,896 employees
participated in the plan.
• Conducted 122 open-competitive recruitments and 171 internal recruitments with 475
hires reported.
• Assisted the Fire Commission with an open-competitive recruitment for Fire Chief.
• Conducted 16 recruitment trainings, including ten sessions on"Conducting an
Effective Job Interview."
142
11-17LUMAN RESOURCES
HURESOURCES
Programs Highlights (continued)
• Implemented COVID-19 protocols to ensure safety at all written examination
sessions, which includes sanitization, standardized questions related to travel and
quarantine restrictions, greater physical distancing between each applicant and
between applicants and staff, no-contact registration, and no-contact submittal of
completed tests.
• Provided and/or coordinated over 144 island wide safety training sessions.
• Certified 98 County employees in First Aid/CPR/AED.
• Along with KTA pharmacy, coordinated influenza vaccination clinics island wide for
315 employees.
• There were 127 new workers' compensation claims during FY 2020-21. During the
same period, we were able to close 204 claims. The total number of open workers'
compensation claims at the end of FY 2020-21 was 285.
• Workers' compensation training provided during the period included Work Comp
101 and Return to Work Program training offered to members of the Mayor's Cabinet
in December 2020, Human Resources Representatives at the HR Bootcamp February
2021, participants in the Supervisory Training Program in September 2020 and March
2021,participants in the BU02 Supervisory Training Program in February 2021, and
Police Department Administrators in September 2020.
® Conducted 35 mandatory anti-discrimination/harassment and ADA Reasonable
Accommodation trainings island wide for 363 County employees.
• Worked with the Department of Information Technology to address ADA Title I
County of Hawaii website accessibility issues.
143
HUMAN RESOURCES
OMAN RESOURCES
Program Measures
FY 2020-21 FY 2021--22 FY 2022-23
Actual Budget Estimate
No. of Positions
Permanent Full-Time 2,959 2,955 2.969
Permanent Part-Time 207 208 207
Temporary Full-Time 285 256 285
Temporary Part-Time 12 12 12
Total No. of Positions 3,463 3,431 3,473
Applications Reviewed 8,786 8,000 8,000
Internal Recruitments Conducted 187 200 200
Open Competitive Recruitments Conducted 189 150 150
Examinations Administered 138 200 200
Certifications Completed 527 575 575
Personnel Transactions Processed 9,431 7,500 7,500
FSP Change Forms Reviewed/Proceg40
257 300 300
No.of POD* Training Programs Of7 5 5
No. of POD Training Sessions Condd 82 40
No. of Employees Who Attended POD Training 1,040 500 500
CVE Students Placed 4 15 15
Initial Allocations 39 0 10
Reallocations** 332 300 300
New Classes 10 1 3
Position Redescription Reviews 309 300 300
Class Specification Amendments 34 30 30
Step 3 Grievances Heard I 1 - -
Employer-Level Grievances Heard 9 10 10
Merit Appeals Board Meetings 7 8 8
Merit Appeals Board Hearings 2 4 4
Salary Commission Meetings 0 6 6
Tool Testing 2 2 2
Monthly Reports-Accidents 12 12 12
Safety Inspections 6 8 8
First Aid Classes—Trained Employees 98 150 150
Driver Training&Equipment(No. of Employees) 115 40 60
* Personnel and Organizational Development(POD)
** Includes 306 real ocations for recruitment purposes
144
i
RESOURCESHUMAN
HUMAN RESOURCES
Program Expenditures
EY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 51 51 54
Salaries and Wages 1.733,153.69 2,007,763 2,144,153
Operations 189,896.42 317,124 426,727
Equipment 2,116.11 3,150 5,250
Program Total 1,925,166.22 2,328,037 2,576,130
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Director of Human Resources 1 I I
Deputy Director of Human Resources 1 I I
Account Clerk 2 2 2
Administrative Services Officer II 1 1 1
Clerk III I 1 I
Equal Opportunity Officer/ADA Coordinator I I 1
Equipment Operations Instructor(Temporary) 1 1 1
Human Resources Assistant 2 2 3
Human Resources Manager I I I I
Human Resources Manager II 4 5 5
Human Resources Program Specialist 2 2 2
Human Resources Specialist I 4 4 5
Human Resources Technician I 1 I 1
Human Resources Technician 11 3 3 3
Safety Specialist 1 I I
Safety Specialist II - - 1
Secretary-Reporter I I 1
Student Helper I 1 I I
Workers' Compensation Claims Specialist II 1 1 -
Workers' Compensation Claims Specialist III 1 1 2
Workers' Compensation Claims Specialist IV 1 - -
Workers' Compensation Position 20 20 20
Total 51 51 54
145
f I��
INFORMATION
TE---,-/,,CIINfOLOXiY
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Mission Statement
To empower the County of I4awai`i with modern technologies that will enable county
employees to serve our citizens efficiently, effectively, and 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 (Voll' phones, e-mail, Emergency
Operations Centers, Video Conferencing and Network availability) during times of
disaster.
3. To coordinate and assist other County department and agency's efforts in
implementing 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's capabilities and productivity through training.
6. To provide online opportunities for citizens to access County government records as
well as conduct business with the County.
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 $3,991,328 General Fund 25
Grant Revenue - Grant Revenue -
Total Budget: $3,991,328 Total Number of Positions 25
146
INFORMATION
TECHNOLOGY
DEPARTMENT SUMMARY
Program Description
Information Technology (IT) provides the technical leadership in all aspects of computer
use for the County of flawai`i. This includes financial and departmental applications,
hardware and software support, telecommunications and network functions and the
Geographic Information System (GIS)..
Additionally, Information Technology also provides advice and support for computer
systems and applications utilized by various other County departments and agencies. IT
performs programming functions, conducts system analysis, maintains data security, and
conducts in-house computer training classes.
User Support Section
Help Desk:
Coordinates and supports the use and installation of desktop computers, laptops, mobile
devices,peripherals, and audio/visual equipment. Provides technical advice and resolves
problems for all users of the County of Ilawal`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 Ilawai`i 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, Voice over Internet Protocol (VoIP)
systems, Firewalls, and related equipment that protect the County information systems.
Researches and implements new technologies for information systems.
147
i
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Description (continued)
Shared Services:
Evaluates, designs, selects, purchases, implements, and administers the County of
Hawaii 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.
Geographical Information System (GIS) Support Section
Manages and monitors the County's GIS platform. Plans, researches, evaluates, and
implements crass-departmental GIS. Develops, troubleshoots, and deploys innovative
GIS software applications and workflows to extend and enhance the capabilities of GTS
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 Hawaii. Implement
higher level protocols and improve the network to include faster, more reliable
network connectivity for County locations.
2. Expand and maintain the County of Hawaii 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. Also, for all County agencies, consolidate
network security and monitor external threat management.
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.
148
INFORMATION
TECHNOLOGY
DEPARTMENT SUMMARY
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.
Prograin Highlights
Network& Security
• Upgraded network backbone segments from I G to I OG to allow faster and more
efficient network data traffic to flow between sites. The Nokia Dense Wavelength
Division Multiplexing(DWDM) improvements allowed increased speed and
bandwidth, as well as provided improved availability and data response for county
user's workflow.
• Replaced inline switches and 9-1-1 gateway routers at critical hubs of the network to
improve security and availability. The switch naming convention was modified and
IT applied cryptographic network protocols to harden the security.
• Upgraded Fortinet network devices along the county WAN to harden protection
against security threats and allowed better network security along multiple access
points to the county network. These devices included: replacing Forti-2$C with
Forti-60E devices at multiple fire stations; replacing Forti60D 3G4G with Forti3OE
3G4G at HOVE and Waimea Maintenance; and replacing the older access points at
Mass Transit,the Carpenter Shop, and Pahoa Council with FortiAP 221E.
• Added new network devices (FortiWiFi 60E) to provide efficient and secure Wi-Fi
access at Hawaiian Beaches Park and the Pahoa Community Recreation Center. Also
expanded the public Wi-Fi access to seven County facilities as part of the RCCA
sponsored initiative.
• Liquor Control moved locations in West Hawaii, and therefore, IT expanded the
county network to Hanama Place. The first connectivity was set up with a Fortinet
30E 3G4G device to provide immediate connectivity and county services. Then the
INET fiber was extended to Hanama Place and Liquor Control was brought online
with Rill security and data services from the primary network.
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Highlights (co tiros )
C'usto er Support & Services
• Cisco 8811 VolP phones were deployed across the county network in various
locations. Approximately 200 phones were acquired to upgrade the existing phone
system. IT saw the 8811 phones as a cost-effective necessity to provide the required
services for county employees, while ensuring network security and maintaining
network availability for all. users. There was a critical need to replace the existing
equipment due to failures and end-of-life models. Over 120 phones were
programmed by IT staff aild deployed to the agencies that were in dire need of the
upgrade.
• Microsoft Endpoint Configuration Manager (MECM) clients were installed on county
endpoint devices. IT took the opportunity to keep Microsoft Office Suite updated, as
well as Microsoft Operating System on user's devices. Windows 10, Office 2013,
and Office 2016 were regularty updated when security patches were released by
Microsoft. There is a great need to keep our software and network patched with the
latest protection.
• The West Hawaii Civic Center(WHCC) location, on the county network, had five
Cisco switches added. The switches allow the 1 GB backbone network speed to be
relayed directly to the endpoint clients. County network users at WHCC received
high-speed connectivity needed to support their applications. The improved
computer response time helped productivity.
• The growth in remote user access required IT to update our VPN access. Upgrades
were made to the Fortmet fortiGlient application on devices that connected to our
network. This maintained the required level of security and provided users a better,
more efficient remote work environment.
Applications, Customer&De2artmeutal Support
® The Applications Branch provided support to the County of Hawaii website's
Content Managers by assisting with content posts, subsite creations, and maintenance.
Support was provided in the form of database maintenance, report writing, report
production, software license management, software deployment, and configuration.
• Support was provided for the implementation of EPIC - the County of Hawai`i's
electronic permitting system,Fairfax-the replacement for the Core cashiering
system, and ESO -the replacement for the medic software EMStat.
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INFORMATION ALO :
DEPARTMENTT
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Program Highlights (continued)
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• Help Deskprovided end-users with software deployment, configuration,
mamtenan:e, guidance,and troubleshooting. The endpoint support included imaging,
configurinz, and deployment of over 500 PCs and laptops to various County
departme.r,t s.
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• Help Desk provided maintenance to over 1,700 PCs and laptops as well as installed
and conf gored PC peripherals such as scanners and printers used by various
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departments. The help Desk performed physical layer troubleshooting and provided
solutions for end-user network connectivity across different locations. IT received
roughly 8,5 00 Help Request Tickets and were able to close approximately 7,775 of
those received,
• User SupFc)rt assisted various departments during the COVID pandemic in bringing
locations eriline. Such departments as the West Hawaii scale house for Environmental
Manageme t-Waste Management, the Emergency Operations Centers for Civil y
Defense, and the Lava Recovery office for Planning.
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Geo2ra hiel fo rmation Systems GIS
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® Supported Elections'ballot tracking, EnerGov's online permitting, Mass Transit's
General Transit Feed Specifications (GTFS), Planning's Recovery teams, Research
and Develapinent's teams, Liquor, and other county programs with GIS initiatives.
• Worked on the NASA DEVELOP disaster, vulnerability, and risk project coordinated
by the Mayor's office and enacted through the Planning department.
• Supported Planning department's public access and shoreline GIS programs as the
designated GI S lead on multi-agency and contractor teams.
• Completed hands on management of the creation, publication, and maintenance of a
GIS web izrterface for public engagement with redistricting committee mapping i
processes and printed maps for distribution to meet the counties legal requirements in
the redistricting process. Supported redistricting scoping and contracting efforts as
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the Count= GIS lead. I
m Completed outreach and integration of emergency response communities into the
counties train GIS organization by aiding Police and Fire in launching their enterprise
GIS needs and rolling their GIS software support into the counties IT organizational
enterprise agreements.
® Provided immediate response and completed Log4J threat mitigation that included
analyses aad impact assessments of county GIS systems.
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INFORMATION i
DEPARTMENT
Program Measures
FY 2024-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Computer Systems
Servers(Physical): Retired/New/Total 912145 8/12/52 8/6/46
Servers(Virtual): Retired/New/Total 0/14/71 0/14/70 0/6/76
New network nodes added/Total nodes 2/93 2/92 4/96
New/replacement PC's setup 257 150 250
Total workstations supported 1,412 1,450 1,500
GIS Licensed Users
Desktop Non-Maintenance 273 300 300
Device Software Non-Maintenance 47 50 200
Portal Named Users 250 500 500
ArcGIS Online Named Users 250 500 500
GIS Enterprise Deployment
GIS Portal—CMS entryway 1 5 5
GIS Server—Map,Imagery,Notebook,Dev Roles. 6 11 11
GIS DataStore—Relational,Tile, SpatioTemporal Roles 4 5 5
GIS SQL Server 3 4 4
GTS File Storage 2 5 5
GIS Gateway 1 6 6
GIS Data Layers
Public Domain In-House GIS Server Services 39 50 75
Public Domain ArcGIS Online Services 50 100 150
In-House/County of Hawaii File System and SQL Server Data 500 500 750
Layers estimated
Data Layers hosted through Pictometry Online estimated 20 20 20
Imagery/Percent of Island covered 100% 100% 100%
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Measures (continued)
Other Work Statistics
FY 2020-21 FY 2021-22 FY 2022-23
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 37 50 75
Face to Face IT Training Classes Attendees 412 200 1 375
Virtual Training Classes and Workshops Offered 2,800 2,800 2,800
Virtual Training Classes and Workshops Attendees 20 250 250
Service Desk Calls 5,908 7,500 7,500
Average Service Desk Calls/Day 24 30 30 r
Average number of days a support call is Open 12.8 8.0 8.0
Voice Over IP
Numbers Supported 937 960 960
3 3
Call Manager Servers 3 3 2 2
Voicemail Servers
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Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Number of Positions 22 22 25
Salaries and Wages 1,354,392.23 1,467,180 1,612,812
Operations 1,543,269.63 1,947,620 2,287,320
Equipment 297,920.65 295,896 91,196
Program Total 3,195,582.51 3,710,696 3,991,328
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INFORMA
ION TECHNOLOGY
DEPARTMENT SUMMARY
Personnel Position Summary
FY 2424-21 FY 2021-22 FY 2022-23
Position Title Actual Authorized Request
Director of Information Technology 1 1 1
Geographic Information Systems Manager 1 I I
Geographic Information Systems Analyst II - - 2
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
Information Systems Technician 11 - - I
IT Systems Manager I 1 I
Private Secretary I 1 I
Total 22 22 25
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LIQUOR CONTROL
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LIQUOR CONTROL
DEPARTMENT U Y
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 Hawaii.
Department Goals
I. 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 Ilawai`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 $2,193,313 License Fees 20
Total Pud et $2,193,313 'Total Number of Positions 20
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LIQUOR CONTROL
LIQUOR CONTROL
Program Description
I
1. To grant,renew and refuse applications or liquor licenses for the manufacture, j
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.
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2. Operations:
a. Hold minimum of 12 liquor card classes in Nilo 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.
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3. Public Programs: j
a. Provide minimum of two youth,public and enforcement programs which promote j
compliance to liquor laws.
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LIQUOR CONTROL
LIQUOR T
Program ighlihts
h The Department of Liquor Control processed 25 contingency fiend grants
requested by our Councilmembers. These grants brought food and meals into
communities hard hit by the COVID-19 pandemic and laptops for students that
were distance learning. Other grants provided funding for community safety,
high school graduation events and activities for our youth and elderly in alcohol-
free and drug-free locations.
2. The Liquor Commission and Adjudication Board resumed in-person monthly
meetings after holding several months of"Webex" (web-based) meetings due to
the COVID-19 pandemic. In-person meetings prove to be much more successful
however accommodations were allowed for those that chose to continue a web-
based connection.
3. The Hawaii 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 includes allowing drive through,
curbside pick-up and delivery. Dispensers are being allowed to sell "to go"beer,
wine and cocktails with the sale of food. Upon request and Liquor Commission
approval, they can be granted temporary increases to utilize outdoor seating to
help meet social distancing requirements. Finally, collections of FY2021-22
license renewal fees were suspended until November 2021. As these rules are
new and different, our enforcement teams have dedicated much of their time in
making sure all laws were followed.
4. In early 2021, the Department of Liquor Control conducted sale to minor
compliance checks of various Nilo and Kona licensees and/or businesses. The
Department focused on licensees and/or businesses that deliver liquor or offer
curbside pick-up or drive-thru liquor sale service. The overall purpose of these
compliance checks was to determine if applicable laws relating to the sale of
liquor were being followed. Specifically: 1)was the identification of an
individual attempting to purchase liquor being checked; 2) with the delivery of
liquor were the sales being documented; 3)what procedures and policies did the
licensees/businesses have in place to ensure liquor laws were being followed; and
4) were the licensees/businesses following the liquor delivery procedures and
policies they submitted to the Department.
The Department attempted to check both on-premises and off-premises licensees
as well as third-party non-licensees that offered grocery or food delivery service.
A total of 10 licensees and/or businesses were checked (seven in Hilo, three in
Kona). There was sale of liquor to a minor by one licensee and/or business. The
passage rate was ninety percent (90%).
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LIQUOR CONTROL
LIQUOR CONTROL
Program Highlights (continued)
5. The Department of Liquor Control continues to improve its website and online
presence by working with Hawaii Information Consortium, LLC., dba NIC,
Hawaii. Our online licensing, permitting and renewal modules continue to
successfully service our licensees and the public. We will be launching a new
module to collect annual percentage fees in the very near future.
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LIQUOR CONTROL
LIQUOR CONTROL
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Program ensures
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FY 2020-21 FY 2021-22 FY 2022-23
Actual Estimate Estimate
Licensing
Applications for Licenses
Interviews for Applications 79 75 75
Regular 35 50 50 1
Renewal 385 380 380
Special 28 130 130 "
Transient Vessel 0 100 100
Catered Functions 11 150 150
Miscellaneous Applications 30 100 100
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Permit Applications 698 1,500 1,500
Site Inspection 35 50 50
Liquor Commission
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Public Hearings on Rules and Regulations 0 0 0
Meetings(Public Hearings,Preliminary Hearings, 12 12 12 '
Special Meetings,Workshops)
Site Visitations 0 2 2
Liquor Control Adjudication Board
3
Public Hearings on Rules and Regulations 0 0 0
Meetings(Public Hearings, Special meetings, 2 6 6
Workshops)
Violations to Board 3 30 30
Operations
Warning and Citations 1 30 30
Manager Examinations 1,131 1,500 1,500
Manager Registration(activate existing manager 122 600 600
cards)
Audio Surveillance Checks 6 25 25
Field Inspections Per Month 1,515 2,000 2,000
Public Complaints 4 20 20
Investigations 68 100 100
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LIQUOR CONTROL
LIQUOR CONTROL
Program Expenditures
PY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 20 20 20
Salaries and Wages 953,439.31 1,183,124 1,160,950
Operations 663,137.24 984,002 984,363
Equipment 308.76 4,750 6,000
Public Programs 169,107.30 42,000 42,000
Program Total 1,785,992.61 2,213,876 2,193,313
Personnel Position Summary
FY 2020-21 EY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Director of Liquor Control I 1 1
Administrative Assistant I 1 1
Administrative Services Assistant I I I 1
Clerk III I I I
Liquor Control Administrative Officer 1 1 1
Liquor Control Investigator Trainee 1/2T 2 2 2
Liquor Control Investigator 11 6 6 6
Liquor Control Investigator III 2 2 2
Liquor Control Licensing Officer I 1 1
Liquor Control Licensing Technician 11 1 1 1
Liquor Licensing Clerk 1 1 1
Private Secretary 1 1 I
Secretary to Board and Commission 1 I I
Total 20 20 20
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MANAES EMENIT
7
MANAGEMENT
OFFICE
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MissionStatement
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To govern with openness, efficiency, and trust in order for this County to t1irive as a
caring place to live, work, and play together.
Department Goals
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To accomplish the following strategic priorities by working collaboratively and
constantly striving to be better:
• Public Safety. Support hiring, equipment purchases, and capital improvements for
Police, Fire, Civil Defense, and Environmental Management 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 $1,710,775 General Fund 18
Gram Revenue - Grant Revenue t Other 2
Total Budget: $1,710,775 'Total Number of Positions 20
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MANAGEMENT
OFFICE OF THE MAYOR
Program Description
The Office of Management provides leadership, direction and supervision for
departments and agencies of the County of Idawai`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 Hawaii.
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.
4 Sustainable Environment. Respect and sustain the natural and cultural heritage of this
County.
Program Highlights
• Presented a balanced budget by the end of FY 2020-21.
• The County has been under an Emergency Proclamation since February 28, 2020, due to
the COVID-19 pandemic. The County has implemented a strategy of testing, contact
tracing, quarantining/isolating, vaccinating, providing education and prevention, staying
healthy, and protecting the vulnerable.
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MANAGEMENT
OFFICE OF THE
rogram Highlights (continued)
• Convened the first annual County of Hawaii Sustainability Summit which
highlighted how our County can become more self-sustainable and provided
opportunities for residents to think globally and act locally.
• Pledged to Trillion Trees Organization on behalf of the County of Hawaii to facilitate the
planting of 1,000,000 trees from 2021-2030 in Hawaii.
• Initiated start-up of the EnerGov permit tracking system that plays a major role to manage
the building permit process. This has been re-branded as EPIC (Electronic Processing &
Information Center).
• Filled 59 vacancies of the Boards and Commissions.
• Continued to participate in Sister City activities to foster international perspectives and
relationships.
® Initiated the next Cost of Government Cormnission to complete an assessment and report of
recommendations to improve efficiency, reduce duplication, and seek opportunities to
consolidate.
• Guided the completion of the permanent structure for the Hilo Farmer's Market produce
section.
• Coordinated the ongoing project to re-configure parcels for the expansion of Meadow
Gold, Parks and Recreation, and Glover's facilities. A collaboration of the Department of
Land and Natural Resources, the County of Hawaii, and private entities to re-invigorate
the Mana Industrial Park plan to provide much needed industrial space in Hilo.
• Created a state-wide televised exercise program"808 Kupuna Fit" for seniors. This was
designed to assist the County's Elderly Recreation Services in providing health and fitness
programs for seniors at home during COVID restrictions.
Program ensures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Incoming Correspondence 829 7,000 1,000
Appointments to Boards and Commissions 59 50 50
Proclamations issued 63 180 90
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MANAGEMENT
OFFICE OF THE MAYOR
Prograin Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Re crest l
Number of Positions 21 20 20
Salaries and Wages 1,727,516.98 1,446,058 1,455,346
Operations 2,213,453.50 297,304 248,054
Equipment 1,961.09 3,375 3,375
Program Total 3,942,931.57 1,746,737 1,706,775 j
Personnel Position Summary
a
FY 2020-21 FY 2021-22 FY 2022-23
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 112T 1 1 1
Executive Assistant III 4 4 4
Homeless Program Specialist 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 20 20
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MANAGEMENT
ST 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.
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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
3
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Departments/boards/commissions reviewed N/A N/A N/A
Program Expenditures
EY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate—
Operations
stimateO erations - 1,500 4,000
Program Total - 1,500 4,000
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M A Sc(-)Sc(-:)' T Nf S I T A E, i/E N C Y
MASS TRANSIT AGENCY
GE N ERA L FUN
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
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Refer to Mass Transit Agency under the GET Fund Section.
Funding Source and Position Count
General Fund 25,000 General Fund
Grant Revenue S 8,771,370 Grant Revenue 1 Other
Total Budget: S 8,796,370 Total Number of Positions
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MASSTRANSIT AGENCY
GENERALFUND
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Program xpenditures
EY 2020-21 FY 2021-22 FY 2022-23
Actual > ucl et Request
Number of Positions - - -
Salaries and Wages - - -
Operations 5,093,824.82 1,106,873 2,234,939
Equipment - 3,906,667 6,561,431
Program Total 5,093,824.82 5,013540 8,796,370 €I
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MISSCELL.ANEOUS
MISCELLANEOUS
TSL CONTROL
Program Description
The program management staff is responsible for the County of Hawaii Animal Control
Program, which involves enforcing Havvai`i County Code Chapter 4 Animal Control
related laws and State of Hawaii Laws (Hawai`i Revised Statutes 142). These laws
currently include 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 Program(ACP) accepts domesticated animals, regardless of
condition, into its shelters. Staff is responsible for sheltering and caring for animals in
their care under terms of the Hawaii Revised Statutes and providing opportunity for
reunification with owners.
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.
S. 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. 84 Sweeps of problem communities per year.
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MISCELLANEOUS
ANIMAL CONTROL
Program Highlights
The Hawaii 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 Hawaii Rainbow Rangers (HRR) on August 1, 2020.
During the transition period, HRR was on an interim contract (reduced payment) until
May 2021, to allow them sufficient time to bring the Animal Control program to full
service.
1
Unfortunately, the County of Hawaii terminated the contract with HRR on June 30,
2021,based on HRR's inability to maintain adequate staffing levels, HRR falling short of
providing consistent satisfactory services to the community and numerous complaints
received from the public and HRR employees regarding management of the contract.
In late June 2021,the Hawaii Police Department was tasked with the management of the
County of Hawaii Animal Control Program, pending the County's assessment and
determination on future management of the Animal Control Program.
Consequently, an animal control director and three animal control officers were initially
hired by the County as contract employees. The program will continue to operate at an
interim level due to the limited staffing, resources, and shelter site availability. Hiring
efforts will continue to bring staffing to sufficient levels to successfully manage the
program.
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MISCELLANEOUS
ANIMAL CRL
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Program Measures
*FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Percentage of vicious dog calls will be responded to within *N/A 90% 90%
two hours
Percentage of loose animal posing a public safety calls will be 100% 90% 90%
responded to within two hours
Percentage of injured animal related calls will be responded to 100% 90% 90%
within two hours
Percentage of animal control assistance by the police will be 91% 90% 90%
responded to within three hours
Percentage of animal cruelty and neglect cases will be N/A 90% 90%
responded to in 24 hours and resolved in 14 working days
Percentage of license,loose dog and any non-cruelty/neglect *91% 90% 90%
cases will be responded to in 48 hours and resolved in five
working days
Number of sweeps of problem communities per year *N/A 100 100
Animal Intake
Stray/Feral *N/A 10,000 10,000
Owner Surrendered *N/A 2,500 2,500
Total Intake *N/A 12,500 12,500
Redeemed *N/A 1,000 1,000
Adopted *N/A 3,500 3,500
Adopted animal returned for health reasons *N/A 20 20
Adoption percentage(Based on total intake numbers) *N/A 40.0% 40.0°l0
Adoption percentage(Based on Adoptable Animals) *N/A 100.0% 100.0%
Animal control related calls *N/A 8,250 8,250
Dog license issued *N/A 7,500 7,500
Dog license fees collected *N/A $20,750 $20,750
Cat licenses issued *N/A 1,000 1,000
After-hour emergency call-outs *N/A 1,200 1,200
Miles traveled *NIA 210,000 210,000
Dead animals collected *N/A 600 600
Complaint/comply notices issued *N/A 1,000 1,000
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MISCELLANEOUS
ANIMAL CONTROL
Program Measures (continued)
Citations issued
HCC 4-30 Dog Running Loose *N/A 250 250
HRS 143-2 License Violation *NIA 50 50
HRS 7-11-1109 Cruelty to Animals *N/A 35 35
Other(me. Vicious Dog) *N/A 90 90
Total Citations *N/A 425 425
Citations issued to repeat offenders *N/A 40 40
Number of animal pickups *N/A 400 400
Number of trap rentals *N/A 1,000 1,000
Spay/neuter coupons issued *N/A 3,500 3,500
Number of Animal Control Officers *N/A
Kea`au(also serving Hilo,Hamakua,Kea`au,Puna, *N/A 5 5
Ka`u)
Kona(also serving South Kona, Oceanview) *N/A 3 3
Waimea(also serving Honoka`a, Waikoloa,Kohala) *N/A 4 4
Total Animal Control Officers *N/A 12 12
*N/A=Not Available due to Hawaii Rainbow Rangers'failure to submit required reports in order to provide accurate
and complete data
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Operations 1,399,905.49 1,967,135 3,414,013
Program Total 1,399,905.49 1,967,135 3,414,013
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MISCELLANEOUS
HOMELESSNESS
Program Description
The Office of Housing and Community Development shall establish and administer
programs addressing homelessness within the County of Hawaii utilizing designated
funds deriving from a percentage of revenue collected annually from the real property tax
on residential tier two properties.
Program Expenditures
FY 2020-21 EY 2021-22 ICY 2022-23
Actual Budget Request �
Operations nfa nla 81987,650
Equipment nfa n/a 12,350
Program Total nla nta 9,000,000
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MISCELLANEOUS
MISCELLANEOUS/COUNTYWIDE COST
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request._._
Animal Control 1,399,905.49 1,967,135 3,414,013
Nonprofit Grants 2,378,990.50 2,500,000 2,500,000
Schools 24,021.86 52,650 52.650
Homelessness - - 9,000,000
Fringe Benefits
State Retirement System 50,545,310.16 61,037,959 64,500,000
FICA 6,608,673.14 7,512,100 7,500,000
County Pensions 55,05898 66,000 66,000
Health Fund 16,671,544.26 22,229,305 20,000,000
Post-employment Benefits 38,059,357.73 28,550,000 42,946,000
Worker's Compensation 2,565,14736 3,457,249 4,457,249
Unemployment Compensation 285,593.56 325,174 425,174
Vacation Pay - 755,000 1,000,000
Total Fringe Benefits 114,790,685.19 123,932,787 140,894,423
Bond Issue/Debt Service
Interest 17,7 86,223.00 17,253,116 15,973,612
Bond Redemption 29,092,061.00 28,542,236 33,525,518
Total Bond IssuellDebt Service 46,878,284.00 45,795,352 49,499,130
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Supplemental Transfers
Transfer to Capital Project Fund 52,675.00 - -
Transfer to Housing Fund 1,750,205.00 1,905,602 2,094,714
Transfer to Self-Insurance Fund - - 1,000,000
Transfer to Solid Waste Fund 17,954,687.00 23,239,360 26,499,048
Transfer to Golf Course Fund 711,228.00 728,160 778,175 j
Transfer to Disaster/Emergency Fund 250,000.00 3,530,000 3,950,000
Transfer to Public Access/Open Space Preserve Fund 7,103,217.54 7,060,000 7,968,000
Transfer to Pub AcclOpen Space Preserve Maint Fund 307,318.64 882,500 996,000
Transfer to Budget Stabilization Fund 250,000.00 250,000 250,000
Transfer to Sewer Fund 1,876,419.00 1,565,686 2,083,396
Trans to Community Benefit Fund - 250,000 250,000
Total Supplemental Transfers 30,255,748.18 39,411,308 45,869,333
Other Costs
Provision for Compensation Adjustment 9,666.74 - 9,860,820
Sundry Refund - 15,000 15,000
Provision for Reallocation - 35,000 35,000
Miscellaneous Insurance Claims&Judgments 3,098,96738 3,750,000 4,625,000
Public Safety Disaster/Emergency 666,008.41 300,000 1,000,000
Charter Commission 19,697.20 - -
Redistricting Comm 21.60 75,000 75,000
Miscellaneous(Block&Housing Grants,Home P m) 5.348,269.54 6,581,921 350,000
Total Other Costs 9,142,630.87 10,756,921 15,960,820
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PARKS,:--j' & RE-1-�ERKEATION
PARKS & RECREATION
DEPARTMENT ETM AR
Mission Statement
ent
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 recreational opportunities, services and
opportunities that meet the needs of the Big Island community while maintaining the
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.
a Implementing the transition plan for playground safety and equipment.
o Continuing 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 Determining the need for additional recreational facilities throughout the Big
Island via public meetings and service surveys.
o Assessing current facility use and analyzing 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 $24,915,861 General Fund 414
Grant Revenue S 1,403,150 Grant Revenue/Other 2
Other S 607,750
Total Budget: $26,926,761 'Total Number of Positions 416
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PARKS & RECREATION
DEPARTMENT SUMMARY
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Department Goals (continued)
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Partnerships
Create public/private partnerships to improve and maintain recreational facilities and
enhance programs.
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Safe
• 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,
CIL 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.
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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
Custodial facility support for the Annual Ireito Iloyo Service was cancelled due to
COVID-19.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Total Acreage 42.37 42.37 42.37
Burials 51 70 70
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Number of Positions 4 4 4
Salaries and Wages 142,236.33 190,394 190,394
Operations 5,167.62 6,241 6,216
Equipment - 200 225
Program Total 147,403.95 196,835 196,835
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Park Caretaker I 2 2 2
Power Mower Operator 2 2 2
Total 4 4 4
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PARKS & RECREATION
VETERANS E T IES EAST AND WEST "
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 Ilawai`i Veterans
Cemeteries with the Veterans Advisory Committee and the Department of Defense.
Address the findings of the recent Department of Veteran's Affairs, Office of the
Inspector General Compliance Inspection conducted in June 2021.
2. Continue maintenance of cemetery grounds.
3. Assign and record all burials.
Program Highlights
The extension of columbarium in Nest I-Iawai`i was completed in December 2020.
The expansion of the Veterans Cemetery II office and pavilion was completed by
Isemoto Contracting.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
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Total Acreage 78.78 78.78 78.78
Burials 194 275 250
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Number of Positions 5 5 5
Salaries and Wages 166,350.05 183,940 183,940
Operations 59,330.00 63,847 64,247
Equipment 829.21 800 450
Program Total 226,509.26 1 248,587 248,637
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PARKS & RECREATION
TABS CEMETERIES - EAST AND WEST HAWAII
Personnel Position Summary
FY 2024-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Equipment Operator II Temp 1 1 1
Park Caretaker I 3 3 3
Veterans Cemetery Caretaker/Equip Operator
Total 5 5 1 5
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PARKS & RECREATION
RURAL CEMETERIES
Program Description
The Parks Maintenance Division ensures that the grounds and facilities of cemeteries in
Plarndkua, 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 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Cemeteries Burials
North HilolHamakua District: 5 4 4
Honoka`a,Kukuihaele,Kuka`iau,Laupahoehoe
North/South Kohala District: 19 16 16
Haw!,Waimea
North/South Kona District: 15 20 20
Keopu,Na`alehu
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Operations 750.00 1,150 1,100
Program Total 750.00 1,150 1,100
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PARKS & RECREATION
HAWAY1 COUNTY BAND
Program Description
The Ilawai`i County Band was established in 1883 and has provided music for parades,
concerts, festivals, ceremonies, and other special events County-wide for the past 138
years. The Flawai`i County Band performs as a representative of the County of Flawai`i
and continues to enhance events by providing live music performances. The band also
serves as a musical resource for the County and State of Hawaii.
Program Objectives
I. 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 musical education opportunities for the youth of
the County of Idawai`i.
4. Introduce 20 new musical pieces per year to provide musical challenges to the band
members.
Program Highlights
e Provided eight performance services during FY 2020-21. A sizeable portion of our
performances were cancelled due to COVD-19 restrictions.
® Featured six monthly Mo`oheau Bandstand Concerts (100 plus year tradition). All
concerts were held in accordance with COVID policies.
® Mo`oheau Bandstand Concert featured young musicians as soloists in April and May
2021.
o Participated in July 4th Mo`oheau Bandstand Concert in conjunction with the
Fireworks Display.
• Participated in Veteran's Memorial Day Service.
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RECREATION
HAWAII COUNTY BAND
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Performance Services 8 40 40
Rehearsals 80 95 95
Number of Events.
Parades 1 5 5
Ceremonies 1 3 6
Concerts 6 15 15
Special Events 0 6 6
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Bud et Request
Number of Positions 40 40 40
Salaries and Wages 187,421.54 260,510 261,691
Operations 6,848.12 4,205 4,322
Equipment 4,125.33 50 50
Program Total 198,394.99 264,765 266,063
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Band Director I 1 1
Assistant Band Director(M-ly) 1 1 I
Musician I(Hrly) 4 4 4
Musician 11 (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 HAWAl"I
Program Description
The West Hawaii Band provides music for parades, ceremonies and other events,
principally in the Hdmdkua, 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
a
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 Hawaii County. a
4. Introduce 20 new pieces per year to provide musical challenges for the band.
Program Highlights
• The West Hawaii Band provided one performance service throughout FY 2020-21 as
many services were cancelled due to COVID-19 restrictions.
• The band continues to rehearse on a weekly basis at the West Hawaii Civic Center.
• The West Hawaii Band has introduced ten new pieces during the FY 2020-21. j
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Performances 1 25 20
Rehearsals 34 45 45
182
PARKS & RECREATION
EST HAWAYI
rograin Expenditures
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FY 2€120-21 FY 2021-22 FY 2022-23
S;
Actual Budget Request €i
3
Number of Positions 19 19 19
Salaries and Wages 24,808.61 43,666 43,666
Program Total 24,808.61 1 43,666 43,666
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Personnel Position Summary
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FY 2020-21 TY 2021-22 FY 2022-23 3
Position'Title Authorized Authorized Request
Assistant Band Director (Hrly) 1 1 1 3
Musician I(Hrly) 4 4 4
Musician II(Hrly) 7 7 7 €I
Musician III(Hrly) 6 6 6
Musician IV(Hrly) I 1 1
Total 19 19 19
Note: All positions are part-time.
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PARKS m. 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.
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Program Objectives
I
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 Hawaii 3
website on an as needed basis.
3. Continue implementation of the transition plan for accessibility to public facilities
during the fiscal year. j
4. Continue implementation of the transition plan for playground safety and accessibility
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during the fiscal year.
5. Maximize resources by encouraging the "Friends of the Park" program and identify a I
minimum of five community service projects that focus on maintenance and/or j
improvements to park facilities.
6. Provide at least one technical job specific training for 50% of administrative staff. I
Program Highlights 3
• Conducted a cash handling training for Administration staff.
• Conducted an internal controls training for Recreation staff.
o Completed the electrical service improvements project and Kamehameha Park.
• Completed the Ho`olulu outdoor tennis court resurfacing project.
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® Continued to develop 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
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Prograni Measures
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FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Camping Permits Issued 1,996* 7,000 7,000
Pavilion Permits Issued 1,023* 3,000 2,500
No of Completed Service Surveys 88 750 500
Surveys Rating Quality of Service as Satisfactory or 85% 85% 85%
greater
Surveys Rating Facilities as Adequately Maintained 90% 90% 1 90%
*Due to COVID the facility closed for a portion of the year and capacity limits reduced.
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 26 26 27
Salaries and Wages 1,621,31391 1,590,364 1,645,688
Operations 702,781.48 870,873 869,173
Equipment 15,685.07 53,=500=1,816,900
Program Total 2,339,780.46 2,514,737 4,331,761
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PARKS N
ADMINISTRATION
Personnel Position Summary
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FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Parks&Recreation Director 1 I I
Deputy Parks&Recreation Director 1 I I I
Account Cleric 3 3 3
Accountant I 2 2 2
Accountant IV I I 1
Architectural Drafting Tech I 1 1 I
Architectural Drafting Tech II 1 1 1
Business Manager I 1 I
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 I I
Human Resources Technician I 1 1 1
Information&Education Specialist I - - I
Park Planner 1 I 1
Park Projects Manager 4 4 4
Private Secretary 1 I 1
Projects Administrator 1 1 1
Student Helper I 1 1 I
Total 2b 26 27
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RECREATION
PARKS MAINTENANCE
Program escri do
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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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 Hawaii
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.
187
PARKS
MAINTENANCEPARKS
Program Highlights (continued)
• Plumbers
Total Work Order Generated: 302
Work Orders Completed: 293
• Fencing and Waxing Crew
Total Work Orders Generated: 61
Works Ordered Completed: 24
• Electricians
Total Work Order Generated: 281
Work Ordered Completed: 265
• Pump Mechanic
Total Work Orders Generated: 6
Work Orders Completed: 5
• Painters
Total Work Orders Generated: 77
Work Orders Completed: 46
• Carpenter Shop
Total Work Orders Generated: 404
Work Orders Completed: 278
• Waimea/S Kohala B & G
Total Work Orders Generated: 84
Work Orders Completed : 77
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® Kona & G
Total Work Orders Generated: 375
Work Orders Completed : 362
® Construction Crew
Total Work Orders Generated: 91
3
Work Orders Completed : 17
• MechanielWelding Shop
Total Work Orders Generated: 334
Work Orders Completed: 232
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PARKS & RECREATION
PARKS MAINTENANCE
Program Highlights (continued)
® Tree Trimming
inn
Total Work Orders Generated: 90
Work Orders Completed : 8
• Aleetor Control
Total Work Orders Generated: 22
Work Orders Completed : 19
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
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 20 40 ---
Beautification Projects 3 110 10
Work Orders Completed 1,824 1,800 1,800
Safety Instructional Sessions 168 204 168
rogram Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 170 170 170
Salaries and Wages 7,250,369.88 7,694,150 7,713,820
Operations 3,432,987.65 --4,11 33,783 4,315,126
Equipment 168,147.08 373,400 19,058
Program TotalEEEJ 10,851,504.61 12,181,333 12,048,004
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PARKS &- RECREATION
PARKS MAINTENANCE
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Account Clerk I 1 I
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 lI 1 1 1
Custodian/Groundskeeper I 7 7 7
Electrical Pump-Mechanical Electrician I I 1
Electronic Equipment Repairer 1 I 1
Equipment Operator I I 1 1
Equipment Operator II 6 6 6
Equipment Operator 11-Temp 2 2 2
Laborer II 6 6 6
Laborer Il-Temp 3 3 3
Lead Carpenter-Cabinet Maker 1 I I
Lead Electronic Equipment Repairer 1 1 1
Lead Painter 1 1 1
Lead Plumber I 1 I
Mechanical Repair Welding Supervisor 1 1 I
Mechanical Repairer-Temp I 1 1
Mechanical Repairer-Welder 3 3 3
Painter 1 1 1
Park Caretaker 1 63 63 63
Park Caretaker I— 1/2T I 1 1
Park Caretaker I—2/5T I 1 1
Park Caretaker I—3/5T 1 I 1
Park Caretaker 11 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 I 1 1
Park Maintenance Supervisor I 2 2 2
Park Maintenance Supervisor 1I 3 3 3
Park Maintenance Supervisor III 1 I 1
Park Maintenance Supervisor IV I I 1
Park Maintenance Supervisor V 1 I I
Parks District Superintendent 1 I 1
Plumber 2 2 2
Power Mower Operator I I 11 11
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PARKS & RECREATION
�- .amu , x-.M- w<,,7-1E --,-.cwt, wv, "; r;=717M
PARKS MAINTENANCE
Personnel Position Summary(continued)
Power Mower Operator-Temp I I 1
Senior Account Clerk 1 1 I
Storekeeper I I I
Tractor Mower Operator 4 4 4
Tractor Mower Operator-Temp I I I
Tree Trimmer 3 3 3
Tree Trimmer-Equipment Operator II 1 1 1
Tree Trimmer-Heavy Truck Driver 1 1 I
Tree Trimming Crew Supervisor 1 I I
Tree Trimming—Park Maintenance Supervisor I 1 1
Vector Control Specialist 3 3 3
Total 170 170 170
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PARKS & RECREATION
RECR
EAT
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 Hawaii.
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—
teruzis/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; Hdmdkua District—Hdmdkua 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).
b. 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
2024 `GHANA SHORE L.INE FISHING TOURNAMENT
Cancelled due to CQVID-19.
2020 CHEVROLET YOUTH BASEBALL, CLINIC
Cancelled due to COVID-19
33rd Annual Richardson Ltoughwater Swim
Cancelled due to CCVID-19
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ARKS & RECREATION
RECREATION
Program Highlights (continued)
HILO KIDS HALLONVEEN PARTY
Cancelled due to COVID-19
SURFERS HEALING
Cancelled due to COVID-19
TRACK &. FIELD
Our Track& Field program has been very successful for many years. Averaging 750
participants per event with at least 1,000 in attendance the track& field program which dated
back to the 1940's allowed us to showcase the many talented children of our island. It
provided a program where winning or losing was not the main objective. It gave all children a
chance to participate no matter their shortcoming.
With our Track& Field program cancelled due to COVID-19, staff were tasked to provide a
modified program for each district and/or site. The Puna!Ka`u District and the North/South
Kona District provided the modified track& field program at Mt. View Park and Kona Scenic
Park respectfully.
WRAP AROUND SERVICES
During the second quarter we assisted with the State Department of Health Wrap-around
Service Program which provided persons with COVID positive cases and/or quarantine
precaution cases with groceries and other necessities. District Supervisors were given
authority to purchase a list of groceries and necessities that were approved by the Department
of Health,the County of Hawaii - Finance Department and the County of Hawaii -
Department of Parks & Recreation Administration. The supervisor and/or the district staff
delivered these supplies to families under quarantine.
RESILIENCE LEARNING HUB
The first Resilience Learning Hub started on a trial basis at the Kawananakoa Gym in
Keaukaha for students in the Keaukaha area ages 5 -14 years old from October 12—December
18, 2020 partnering with Councilwoman Ashley Kierkiewicz, Vibrant Hawaii, and the
Hawaii Rise Foundation. Funds for this program were provided from the COVID-19 CARES
fund through our partners. Funding also provided meals for the community.
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PARKS & RECREATION
RECREATION
Program i hlights (continued)
The learning hub was expanded in the spring to include Waiakea Uka Gym, Honomu Gym,
and Waimea Regional Park. The funding for this expansion of the hub came from a nonprofit
foundation through Vibrant Hawaii with Hawaii Rise Foundation managing all purchases.
Our recreation staff provided educational support and recreational enrichment for the
participants as well as supervising the meals provided for each registered family.
FOOD BASKET DIS`T'RIBU'T'ION EVEN'T'S
Recreation Division staff assisted in numerous events that provided support to the
communities we serve island wide.
During the event, Recreation staff assisted with traffic control and ensured all recipients
followed COVID protocols. Four districts assisted with the program North/South Kohala,
Hamakua, Puna/Ka'u and North/South Kona.
IKE YCAI SPRING ENRICHMENT PROGRAM 2021
The spring program was held March 16— 19, 2021 at the Richardson Ocean Center in
Keaukaha and Reeds Bay. The mission of the program was to bring learning to life by using
both Western and traditional Hawaiian cultural knowledge. Its purpose is to focus on the
health of the coastal ecosystem through education and outreach. The program also promoted
ocean safety and awareness.
With COVID-19 protocols in place, the program was modified to Bost 25 keiki that had
completed the 61h grade.
PIL,IKUL,AIWI-SPRING 2021
The Pilikulaiwi program was held March 16 - 18, 2021. Staying at the Mauna Kea Recreation
Area bunkhouses allowed the 21 participants to maintain social distancing protocols. They
worked in the garden behind the bunkhouses for three days; visited Mahukona Beach Park,
where there were a low number of other people; and hiked the Kaulana Manu Trail.
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PARKS & RECREATION
RECREATION
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Program/Events Countywide Countywide Countywide
Participants Participants Participants
Actual Budget Estimate
Instructional Sports Program(Baseball,Softball,
Basketball,Floor Hockey,Pickle Ball,Volleyball, 1,110,178 2,700,000 2,000,000
Tennis, Track&Field,Croquette)
Arts&Crafts 17,326 40,000 35,000
Organized P&R Sports Games/Clinics (Baseball,
Basketball, Volleyball) 484,337 1,450,000 1,100,000
Music and Dance 9,382 80,000 50,000
Drama, Storytelling,Puppetry 8,750 33,000 22,000
Physical Fitness/Aerobic for Tots to Senior Citizens 98,156 500,000 500,000
Outdoor/Nature Activities/Hiking Programs 54,707 105,000 105,000
Special Events 117,128 200,000 180,000
TOTAL 1,899,964 5,113,000 4,890,000
Persons Utilizing Facilities—Total 1,317,471 4,900,000 4,500,000
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 52 52 52
Salaries and Wages 2,562,786.74 2,660,213 2,634,285
Operations 433,264.25 731,105 731,605
Equipment 13,299.38 51000 5,000
Program Total 3,009,350.37 3,396,318 3,370,890
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PARKS & RECREATION
RECREATION
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position'Title Authorized Authorized Request
Account Clerk
Account Clerk 1/2T
Clerk II 1 1 -
Clerk III 1 1 2
Recreation Administrator 1 1 I
Recreation Director I1 22 22 22
Recreation Director 11— 1/2T I 1 1
Recreation Director IV 5 5 5
Recreation Specialist 11 3 3 3
Recreation Technician 11 6 6 6
Recreation Technician I1— 1/2T 3 ; 3
Recreation Technician III 4 4 4
Recreation Technician III— 1/2T 2 2 2
Recreation Technician III—3 I I 1 1
Senior Account Clerk I I 1
Total 52 52 52
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PARKS & RECREATION
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SUMMER TUN AND INTERSESSION
Program Descriptio
The Summer and Inter-Session Program provides for the County of Idawai`is elementary
school children a five to six week, diversified recreational program, which includes 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 Cormnunity Center in East
Ilawai`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 Il.
Program Highlights
2020-21 MODIFIED WINTER ENRICHMENT PROGRAM
Modified winter programs with low registration counts due to COVID were held at Andrews
Gym, Pi`ihonua/Carvalho Park, and the Waimea Regional Park December 21 —31, 2020.
2020 SUMMER FUN PROGRAM
Due to COVID-19, our summer fun program had to be modified from the usual 20-plus sites to
13 sites island wide. Programs were scheduled from June 15, 2020 to July 17, 2020 and were
extended to July 24, 2020. Staffing at all sites included a consolidation of recreation staff and
a limited amount of contract hires.
Registration was free and limited to 30 participants per site with a 5 to 1 ratio of staff to
participants.
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PARKS & RECREATION
SUMMER_ AND INTERSESSION
Program Highlights (continued)
Hilo District: Andrews Gym; Pana`ewa Play courts; Kawananakoa Gym; Carvalho Park;
Richardson's Ocean Center{Marine Program}
H5mfkua District: Papa`ikou Gym; plonoka`a Sports Complex
Puna/Ka'lr: Pahoa Regional Park; Shipman Park; Ka`u Regional Gym
North/South ohala: Waimea Regional Park; Kamehameha Park Complex
Forth/South Rona: Kekuaokalani Gym
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Persons Served—Summer Fun/Intersession 420 1,700 1,700
PROJECTED SITES/POTENTIAL ENROLLMENT INCLUDING SUAIMERIINTER-SESSION/AFTERNTOON
PROGRAMS
Districts Regular Enrich- Summer Teen Aquatic After- Leader Special Inter- Total Total
Summer meet Fun Pro-, Enrich- noon ship Events Sessions Sites Children
Fun Prog Acad ment Frog Camp
Sites Pro.-
Hilo
rogHilo 6 2 1 4 - 2 15 750
Puna(Ka`5 4 - - - 1 5 190
Ham&ua 4 - - 4 100
NIS Kona 2 - - 1 3 ISO
N/S Kohala 3 - - 4 7 150
TOTAL 19 2 1 4 - - 8 34 1,340
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Re "est
Salaries and Wages* 126,296.00 202,005 202,005
Operations 59,106.49 279,180 369,180
Program Total 185,402.49 481,185 571,185
* Salaries and Wages for seasonally contracted employees. Personnel Position Summary not available.
198
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PARKS & RECREATION
HOOLULU 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 L,u`au Hale, Butler Building and Hilo Drag Strip).
Maximizing the use of all facilities by servicing everyone in an equitable and fair mamier
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 Hawaii 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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PARKS & RECREATION
HOOLULU PARK COMPLEX _T
Program Objectives (continued)
4. Enforce rules and educate sponsors:
a. Comply with Federal ADA, State OSHA, County, Department and Complex rules
and regulations,
b. Review and revise rules annually.
c. Distribute rules with all applications.
5. Work with Intake Service, schools and community groups for improvements to the
Ho`olulu Complex:
a. Complete one major improvement project.
b. Do one beautification/landscaping project of the 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:
m County COVID-19 Operations Center: July 1, 2020—June 30, 2021
® The Food Basket Kupuna Pantry& `Ohana Food Drop Distribution events: July 2020
—June 2021
• Hilo Community Players Shakespeare in the Park: July 24, 2020—August 8, 2020
• P&R Elderly Recreation Services Senior Activity Classes: July 6, 2020—August 20,
2020
• County Vehicle Registration& Licensing Division Road Tests: August 3, 2020—
June 30, 2021
• COVID-19 Community TestinZn
g &Vaccination events: August 4, 2020—June 16,
2021
• Hui Malama Ola Na Oiwi Ladies Nite Out: September 25, 2020
• Hilo Little League District Baseball Tournament: June 12-13, 2021
200
PARKS & RECREATION
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Program Measures
FY 2420-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Persons Served—Aggregate Total 113,273 340,000 500,000
Activities Accommodated: 1,905 2,865 3,295
Afook-Chinen Auditorium&Butler Building:
Revenue Making 0 200 120
No Revenues 292 85 50
Edith Kanaka`ole Multi-Purpose Stadium:
Revenue Making 41 900 1,200
No Revenues 191 110 100
Wong&Victor Stadiums:
Revenue Making 116 160 240
No Revenues 815 800 1,000
Aunty Sally Kaleohano's Luau Hale:
Revenue Making 0 140 150
No Revenues 348 380 300
Hilo Drag Strip
Revenue Making 43 50 60
No Revenues 59 40 75
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 17 17 17
Salaries and Wages 690,473.83 717,718 717,718
Operations 198,226.26 323,147 342,547
Equipment 77,618.19 1,000 1,000
Program Total 966,318.28 1,041,865 1,061,265
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Account Clerk I I I
Building Maintenance Worker I 1 I
Facilities Maintenance and Service Worker I 10 10 10
Facilities Maintenance and Service Worker II 3 3 3
Ho`olulu Complex Maintenance Supervisor 1 l I
Recreation Specialist 1I 1 I 1
Total 17 17 17
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PARKS & RECREATION
AQUATICS
Program escri ti n
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.
Program Objectives
1. Provide services at our nine pool facilities with at least two lifeguards on duty daily at
Kona Community Aquatics Center (KCAL), 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.
i
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 Hawaii 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.
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PARKS & RECREATION
AQUATICS
Program Objectives (continued)
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.
Program Highlights
LEARN TO Sig !M
Unfortunately, the summer of 2020 did not have any swim lessons due to the COVID
pandemic. As case numbers fell and restrictions were eased, we were able to get some J
lessons going in 2021. 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 2021, with
some classes beginning in late Spring. Attendance was limited due to physical distancing
precautions, but the pools hope to continue lessons in this way until the pandemic ends.
NOVICE SWIM SEASON
The 2020 Novice Swim Season was, unfortunately, cancelled due to the ongoing COVID
pandemic.
32nd Annual Richardson's Ocean Swim
The Richardson Roughwater Swim for 2020 was, unfortunately, cancelled due to the
COVID pandemic.
203)
PARKS & RECREATION
AQUATICS
Program ensures
FY 2020-21 FY 2021.-22 FY 2022-23
Actual Budget Estimate
Swimming Pools 9 9 9
Persons Served at Pools 112,233 600,000 600,000
Novice Meets/Participants Old 51400 51400
Learn to Swim(participants) 225 1,343 1,300
Classes Provided by Aquatics Division 215 1,100 1,100
American Red Cross Lifeguarding Certification Crs 16 5 5
Partnership with Aquatic Clubs 9 10 9
Pool Attendance
Location 'Total Count Total Count Total Count
2013-19 2019-20 2020-21
Honoka`a * 12,807 0 0
Kawamoto 257,587 164,949 37,071
Kohala 34,146 26,859 8,438
Konawaena 32,305 28,682 7,793
Lau ahoehoe ** 40,871 30,019 485
NAS * 27,682 17,167 0
Pahala 21,478 11,986 2,678
Pdhoa 62,108 105,961 30,358
Kona Community Aquatic Ctr 159,391 56,579 25,995
Total 648,375 442 202 112,818
*Closed for renovations
**Opened June 2021
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 51 51 53
Salaries and Wages 1,340,940.93 1,596,682 1,653,406
Operations 806,516.37 916,507 1,008,507
Equipment 36,535.38 20,950 20,950
Program Total 2,183,992.68 2,534,139 2,682,863
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PARKS & RECREATION
AQUATICS
Personnel Position Sum. pry
FY 2024-21 FY 2021-22 FY 2022-23
Position Title authorized Authorized Request
Account Clerk I 1 I
Pool Lifeguard 16 16 18
Pool Lifeguard 112T 2 2 2
Pool Lifeguard 112T Temp 6 6 6
Pool Lifeguard 315T 4 4 4
Recreation Specialist I I I 1
Senior Pool Lifeguard 9 9 9
Swimming Instructor 112T Temp 3 3 3
Swirruning Instructor Tenzp 3 3 3
Swimming Pool Custodian 3 3 3
Swimming Pool Custodian 112T 3 3 3
Total 51 51 53
1
1
i
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PARKS
RECREATION I
S
CULTUREIJA 'I
Program escriptio
The Culture &Education Section promotes, perpetuates and encourages activities and
programs in culture, art, history and the humanities.
Program Objectives
1. Provide 115 workshops and classroom instructions in various disciplines, music,
i
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 i lig is
• Fourth of July Display at County Building (Tribute to Our Heroes)
• Queen Lili`uokalani Festival (cancelled)
o Event cancelled, however held two separate blessings at Lili`uokalani Gardens
(Sept. 2 and Sept. 12) in honor and recognition of the Queen's birthday and
legacy
• Hawai'i and Shibukawa Sister Cities Children's Art Exchange Aupuni Center
(cancelled)
• Merrie Monarch Keiki Hula Competition (cancelled)
• Hilo World Peace Festival (cancelled)
• King Kalakaua Tribute
o Blessing at Kalakaua Park in honor and recognition of the King's birthday and
legacy
• Hilo Palace Theater
o Assisted with holiday decorations for virtual event
• `Tis the Season Holiday Drive-Thru Event(Afook-Chinen)
o Assisted with coordination of activities/setup
• Christmas Wreath Exhibition at Aupuni Center
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PARKS
CULTURE & EDUT
i
Program Highlights (continued)
a "Magic of the Season" Holiday Event (cancelled)
o Event cancelled, however completed setup of holiday decorations at County
building.
0 2021 Waimea Cherry Blossom Heritage Festival—Virtual Event
o Event held virtually for the first time in its 28 year history. Program produced by a
Culture &Education in conjunction with Na Leo TV. Program broadcast
premiered on March 12, 2021. Additional broadcast dates offered: 3/13 — 3119;
Video on demand; mobile app access.
Boy's Day Display at County Building (Koi fish)
0 As a result of the COVID pandemic, our facility was closed for 9 months in 2020 and
10 months in 2021. We seized the opportunity to deep clean, sanitize, and reorganize
our classroom,meeting room, storage, and offices. All rooms underwent a total
refurbishing, complete with repainting and newly constructed window treatments.
We used the time to reorganize the office, revise operations and procedures and
revamp the scheduling of classes.
i
Program ensures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Classes/Workshops(Countywide) 0 115 115
East Hawaii 0 95 95
West Hawaii 0 10 10
Participants in Classes/Workshops(Countywide) 0 1,700 1,700
East Hawaii 0 1,300 1,300
West Hawaii(includes Waimea District) 0 400 400
Total Participants Served Countywide 0 130,000 130,000
East Hawaii 0 85,000 85,000
West Hawaii(includes Waimea District) 0 25,000 25,000
Number of Festivals/Major Events 0 8 8
*No classes held due to CQVID
I
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PARKS & RECREATION
CULTURE & EDUCATION
Program Expenditures 3
FY 2020-21 F'Y 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 3 5 5
Salaries and Wages 216,412.89 291,510 291,150 a
Operations 35,388.01 96,028 96,028
Equipment - 50 50
Program Total 251,800.90 387,588 387,228
Personnel Position Summary
I
I
EY 2020-21 FY 2021-22 EY 2022-23 r
Position'Title Authorized Authorized Request
Culture and Education Administrator 1 1 1
Park Interpretive Tech - 1 1 •.
Park Interpretive Tech(112T) - I 1
Recreation Specialist II 1 1 1
Recreation Specialist I I 1 1
Total 3 5 5
I
I
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PARKS & RECREATION
ELDERLY ACTIVITIES
i
Program Description
EAD Administration
The Elderly Activities Division's (EAD) Administration oversees five programs: RSVP,
Coordinated Services,Nutrition, Recreation and Special Prozn
grams. 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, perforining arts (Kupuna Hula), and other support services countywide, as
well as senior participating in state, national, and international events.
209
PARKS & RECREATION
777=
ELDERLY ACTIVITIES
Program Objectives
EAD Administration
I. 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 give major programs. The Elderly Activities Division
1
provides services to over 10,650 seniors annually. An evaluation is conducted on j
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 meetings for east and west districts in
July of each fiscal year servicing 40 presidents/chairpersons island wide.
i
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 Ktipuna 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.
i
210
t
i
PARKS .E.x
ELDERLY ACTIVITIES
Program Objectives (continued)
I
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
Puna/Ka`u,North and South Nilo,North and South Kona,Forth and South Kohala,
and Hdmakua.
EAD Special Program
1. Provide at least six countywide, state, national and international events for 2,450
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
i
Over the last three months of the fiscal year transitioned from the EAD Emergency Meal
Plan to opening up the program within the confines of the current COVID-19
Proclamation. Most of the goals and objectives established for the division and the
respective programs were accomplished and the overall results were as best as could be
with COVID restrictions.
EAD Operations Director closed the Department of Business, Economic Development
and Tourism (DBEDT) for the Social Senior Transportation grant, within the six month
extension which ended on June 30, 2021. The purchase of three additional 12-passenger
vans was approved. This is a program that the seniors have been looking forward to and
to meet trending needs. This will complete the spectrum of services and social needs of
seniors aging in place.
Pre COVID-19 the EAD programs were thriving and exceeding all the goals and
objectives.
211
PARKS & RECREATION
ELDERLY ACTIVITIES
Program Highlights (continued)
I
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 be
efficient as possible in the delivery of services while achieving the established goals and
objectives to meet the needs of Hawai`i's seniors. a
The major activities completed for FY 2020-21 were:
• The $750,000 Social Senior Transportation grant was completed on June 30, 2021.
• The EAD Emergency Meal Plan was a success in providing meals for home bound 3
seniors with food insecurities and distributing multiple donations around the island
from generous donors.
• The annual Akamai Living Fair (Drive-Thru) was held on Friday, October 16, 2020 at
the Afook-Chinen Auditorium with 1,080 participants.
• The County Hawaii Kupuna Softball League games with 420 players and 21 teams
participating.
• In lieu of the Start the New Year Right event, Councilmember Valerie Poindexter
donated over 125 Bicycle Peddlers for the seniors clubs of the Hamakua district and
part of Hilo.
• CSE staff completed 4,067 referrals for seniors needing services/benefits such as,
supplemental security income, Medicare, Medicaid, tax assistance, food stamps,
transportation, etc.
• CSE staff provided 4,359 chore service hours to the qualified seniors.
• CSE provided 59 individuals with disabilities under 60 years were provided with
transportation services island wide and accomplished 1,611 trips.
• CSE provided 722 seniors transportation services by the CSE staff and completed
25,169 trips.
• During the period of February—April, CSE Hilo staff assisted over 1,000 seniors
with transportation and/or scheduling seniors for free Senior Tax Assistance. AARP
service was cut short due to COVID-19.
• EAD updated the Senior Evacuation List in May anticipating the upcoming hurricane
season.
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PARKS ` '
Turm-7 n� ���.�....fiu.
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ELDERLY ACTIVITIESi
Prouram Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
3
Unduplicated Number of Older Adults Serviced:
RSVP 1,136 1,000 1,000
Coordinated Services 5,207 3,500 3,500
3
Nutrition 1,301 1,200 1,200
Elderly Recreation 904 2,500 2,500
Special Programs 1,500 2,600 2,450
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EAD Recreation
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
No. of Senior Centers 26 26 26
No. of Unduplicated Elderly at Senior Ctrs 0 2,500 2,500
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EAI S12ecial Programs
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Total Number of Participants Served: 1,500 2,600 2,450
Total Number of Events: 2 7 6
County-wide Events:
Number of Events: 2 4 4
Number of Participants: 1,500 1,350 1,350
Big Island Senior Golf Tournament 0 100 100
Hawaii Kupuna Softball League&Tournament 420 400 400
East Hawaii Akamai Living Fair* 1,080 650 650
West Hawaii Akamai Living Fair* 0 200 200
State/National/International Events:
Number of Events: 0 3 3
Number of Participants: 0 1,250 1,100
Number of Attendees:*** 0 0 1,200
State Senior Softball Tournament 0 800 800
Hawaii Kupuna Hula Festival 0 300 300
(#of Performers)
Hawaii Kupuna Hula Festival** 0 1,200 1,200
(#of Attendees—2 nights)
Hawaiian Cultural Workshop(Japan)* 0 150 0
*Sponsored event,EAD manpower
"Not calculated in Number of Participants total
-**New measure as of FY 2622-23
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PARKS & RECREATION
ELDERLY CTM ' E
3
Program Expenditures
3
I
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 9 11 12
Salaries and Wages 434,951.99 590,570 622,552
Operations 100,612.05 145,399 143,869
Equipment 4,346.64 4,725 11,725
Program Total 539,910.68 740,694 778,146
Personnel Position Summary
3
FY 2020-21 FY 2021-22 FY 2022-23
3
Position'Title Authorized Authorized Request
Account Clerk 1 2 2
Elderly Activities Operations Director 1 1 1
Program Director I(Older Adults)
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
Van Driver
Student Helper I 1 1 1
Total 9 11 12
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PARKS & RECREATION
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PANA'EWA RECREATIONAL COMPLEX
Program Description
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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 I
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 10:00 a.m. to 3:00 p.m., seven days a week and
is only closed on Christmas and New Year's Day. There is currently no admission
charge.
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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 56
horses. Horse stalls are rented to the public for a nominal cost and the arena is rented for
appropriate events.
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PARKS & RECREATION
PANA"EWA RECREATIONAL COMPLEX
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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 56 rental stalls with attached paddocks. The center is open for public use seven days
a week.
Program Objectives
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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 January 13, 2021, we received two male Hawaiian Crows/Alala named Pano Pau
and Lili`ana. They came from the Maui Bird Conservation Center as part of the Alala
Project (partners with San Diego Zoo Global and Keauhou Bird Conservation
Center).
• In February and April 2021, two male and two female Guinea pigs were added to our
petting zoo.
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PARKS & RECREATION
P NA"EWA RECREATIONAL COMPLEX
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Attendance 0* 280,000 290,000**
Acres Maintained 57 57 57
Equestrian Center—Stalls 64 56 56
Equestrian Center—Rodeos, Shows, Clinics&Races 0* 5 5
Community&Volunteer Projects Completed 4 4 4
New animals acquired 16 2 2
Educational presentations(field trips, school visits, 0* 25 25
etc.)
Species(Current Actual Count as of June 202 1) 82 85 87
Birds 31
Primates 6
Mammals 16
Amphibians 7
Reptiles 25
*Facility undergoing ADA renovations from March 2020 to July 2021.
**As of July 2021,there is current no attendance counter. We are in the process of installing a new
counter.
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 11 11 12
Salaries and Wages 583,052.57 600,844 649,168
Operations 255,436.11 280,630 289,450
Equipment 2,396.00 500 500
Program Total 840,884.68 881,974 939,118
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PARKS & RECREATION
PAHA_"LS A RECREATIONAL COMPLEX
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Personnel Position Summary I
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FY 202€0-21 FY 2421.-22 FY 2022-23
Position'Title Authorized Authorized Request
Building and Grounds Utility Worker I I 1
Nursery Worker I 1 1 1
Pana`ewa Recreation Complex Administrator I 1 1
Pana`ewa Recreation Complex Supervisor 1 1 1
Park Caretaker I - - I
Zoo Animal Keeper II 6 6 6
Zoo Informatioo/Education Specialist I I 1 I
Total 11 11 12
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3
E
PLANNING
DEPARTMENT
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 support and sustain the community's vision, facilitate
public participation, and drive the policy foundation that helps shape a more
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equitable, resilient, and sustainable future for Hawaii Island;
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.
F'undina Source and Position Count
General Fund $4,099,326 General Fund 57
Grant revenue $ 618,000 Grant Revenue t Other 9
Other $ 40,000
Total Bud et: $4,757,326 Total Number of Positions 66
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PLANNING
PLANNING
Program Description
r
The Planning Department carries out its responsibilities through its offices in Bast and West
Hawaii. The department administers and staffs several boards/coinmissionslcormnittees which
have jurisdiction over various land use and related permits or designations. They are:
1. Hawaii County Windward Planning Commission
2. Hawaii County Leeward Planning Commission
3. Cultural Resources Commission
4. Board of Appeals
5. Banyan Drive Hawaii Redevelopment Agency
6. Kailua Village Design Commission
7. Puna Community Development Plan Action Committee
S. 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 Cormnittee
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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PLANNING
PLANNING
Frogs. Objectives
Administrative Permits
I-Public Assistance and hand 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-Electronic Processing and Information Center (EPIC) System: The EPIC system went
live on July 26, 2021. The Administrative Permits Division was heavily involved in the
development and launch of the system. We will be developing an efficient and robust
permitting system. Some of the planned improvements include creating fillable application
fields to streamline the application process, templating of letters, placards and permits.
Additional management tools, systemic efficiencies and automation will need to be built into
the system as well. The division will continue to play a part in the development and
improvement of the EPIC system.
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 govermnent 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.
-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
I-Technology: Build and develop the Department's internal Information Systems section.
The Information Systems Analyst IV position will take the lead in identifying areas that
software/databases can be used to improve efficiency and productivity. Support
Department's shift towards going paperless, electronic signatures, EPIC system
improvements, etc. This section will maintain our technology inventory; plan out
replacement of old computers and replace with laptops. Develop a plan and schedule to
backup and secure Departmental data.
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PLANNING
PLANNING
Program Objectives (continued)
2-Personnel: Plan for and getting ahead of vacancies, reducing the time it takes to fill
positions. Continue to evaluate department structure and organization to help increase
planning and regulatory functions. Sustain practice for consistent staff evaluation and
performance management.
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. Include
and encourage Division Managers to participate in budgetary discussions and process.
Lone 12an�e
1-Natural and Cultural Resource Planning: Review environmental assessments and
environmental impact statements. Review and comment on County and State legislation, as
appropriate. Develop a comprehensive Public Access Program for an island wide trails
network. Manage the FEMA hazard mitigation grant related to the shoreline/riparian setback
project. Manage the CZM grant related to the shoreline/riparian setback project. Prepare the
CZM semi-annual and performance measure reports. Participate in the Flawai`i Climate
Change Mitigation and Adaptation Commission and State Ocean Resources Management
Plan policy and working group meetings. Support the Cultural Resources Commission and
coordinate efforts with DLNR SHPD and NPS. Review and comment on Section 106
requests.
2-Regional and Community Planning: Implement the 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. Support the Puna Resilience Action Teams in coordination with the
Recovery Division. Continue to work with other County departments, outside agencies, and
the public on various community learning series and network initiatives. Review and
comment on County and State legislation, as appropriate.
5-Infrastructure and Design Planning: 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. Develop a Kona Open Space Plan in accordance with the Community
Development Plan. Coordinate the development of the County's Capital Improvement
Program. Prepare and submit the Fair Share Annual Report to Council. Review and
comment on County and State legislation, as appropriate. Collaborate with other
departments related to infrastructure planning.
222
PLANNING
I
PLANNING
ProgramObjectives (continued)
4-Administrative Programs: Complete comprehensive review and update to the County's
General Plan. Participate in the flawai`i Climate Change Mitigation and Adaptation
Commission and the State TOD Council. Manage the FEMA hazard mitigation grant related
to the Climate Change Adaptation Plan. Collaborate with other departments on the
Integrated Climate Action Plan. Administer the Coastal Zone Management grant contract.
Review and seek grant funding opportunities for long-range priority projects, as appropriate.
Support county code amendment opportunities, including code audits. Review and comment
on County and State legislation, as appropriate. Provide administration for the Board of
Appeals. Continue to amend BOA Rules of Practice and Procedure, as appropriate.
Planning
1-Windward and Leeward Planning Commissions: Continue to provide background and
recommendation reports for the Planning Director for land use applications to the Windward
and Leeward Planning Commissions. Provide continued administrative support to the
Leeward and Windward Planning Commissions in fulfilling their duties to advise the
Planning Director and County Council on land use matters. Provide technical training to the
Planning Commissions on land use planning, coastal zone management, parliamentary
procedure, Sunshine law, and the County Ethics Code.
2-Special Management Area and Shoreline Regulatory Permitting: Continue to process
all Special Management Area (SMA) assessments, exemptions and pen-nits and shoreline
permits within the County. Continue to implement the new SMA short form for exemption
determinations for non-shoreline parcels for quicker SMA reviews. Work cooperatively and
collaboratively with other divisions of the Department and government agencies in resolving
complaints and enforcing the SMA and shoreline laws. Work collaboratively with the Long-
Range Division to implement State CZM Program initiatives through rule and code changes
to improve the protection of coastal resources and reduce coastal hazards to life and property,
such as low-impact development and adaption to sea level rise.
I
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.
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PLANNING
PLANNING
Program Objectives (conti pie )
4-Environmental Planning: Serve as approving agency by reviewing and issuing
environmental exemptions, enviromnental assessments and enviromnental impact statements
for projects related to Planning Commission permits and SMA1Shoreline permits.
Collaborate with affected agencies, organizations, and the public in reviewing traffic impact
analysis reports, archaeological studies, flora and fauna studies, cultural studies, and socio-
economic studies related to the Division's projects. Review and comment on County and
State legislation related to land use matters.
5- Administration: Complete a comprehensive update of the Division's application forms to
integrate with the new EPIC permitting system so that the public and applicants can better
understand the permitting process and timelines. Amend the Planning-Commission's and
Planning Department's Rules of Practice and Procedures to address recent changes to
shoreline management law and to address new application forms. Evaluate the feasibility of
streamlining the SMA permitting process within the new EPIC permitting system. Continue
to explore methods of providing improved enforcement of land use permits and ordinances,
to ensure that the requirements of these permits and ordinances are implemented in a timely
and effective manner, which may include a comprehensive audit of these permits and
approvals.
West I3awai`i
1-Public Assistance and. Land Use Information: Identify solutions to streamline and
improve customer service at the counter and responding to land use inquiries and confirming
zoning requirements in the processing of building permits.
2-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.
3-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.
4-Other Planning Programs: Staff and support Kailua Village Design Commission
224
PLANNING
PLANNING
Program ighli hts
The Department's Disaster Recovery Division achieved several milestones in
supporting Puna's communities recovering from the 2018 Kilauea eruption in terms
of planning, housing assistance, infrastructure restoration and building community
resilience. In December 2020, the County released the Kilauea Recovery and
Resilience Plan as a strategy to guide recovery from the eruption, disaster resilience,
and building community resilience. In summer and fall of 2020 the Division opened
the Kilauea Recovery Grant Program which awarded $3.6 million in funds to
community organizations to reestablish farms, restore road access, build homes,
support community well-being, and help stabilize the local economy. In spring 2021,
the Division launched the Puna Strong grant program in collaboration with Hawaii
Community Foundation to invest $350,000 in community-based resilience projects
across Puna. In April 2021,the Division began accepting applications for the first
phase of the Voluntary Housing Buyout Program for primary homes impacted by the
2018 Kilauea eruption. This program is made possible by a$107 million grant in
Community Development Block Grant—Disaster Recovery (CDBG-DR) funds from
the U.S. Department of Housing and Urban Development and saw nearly 100%
participation among eligible properties by the end of this first phase.
• The Long-Range division secured two Hazard Mitigation Grants worth a little over
$270K in federal funding to support studies of our shoreline changes and climate
adaptation planning.
* Planning and Public Works has worked diligently towards launching the EnerGov
program. Testing, updating process narratives, data conversion, system
configurations,upgrading equipment, etc. has been conducted to ensure a successful
launch. Department wide training began at the end of June and into July 2021. The
EnerGov system has been officially named EPIC, which stands for Electronic
Processing and Information Center. EPIC went live on July 26, 2021.
• Planning's West Hawaii Division has successfully reduced the backlog of building
permits, change of information forms and other regulatory permits by incorporating
detailed tracking and focused effort.
The Planning Director has embraced the Zoom platform and has leveraged the
software to improve communication to connect with all staff within the entire
Department. The use of Zoom for monthly Planning Department wide meetings is
now standard practice, not just for the Director to conummicate broadly to all
Planning employees but to encourage open discussions and promote cross
collaboration.
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PLANNING
PLANNING
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
�"ctual Budget Estimate
PERMITS
`Ghana Permits I 1 10 10
Plan Approval Reviewed 202 120 140
AGREEMENTS
Farm Dwelling Agreement 55 25 30
Subdivision—New Application 65 50 60
Consolidation—New Application 20 20 20
APPLICATIONS PROCESSED
General Plan Amendment 2 2 2
Change of Zone 17 15 20
Special Permit 9 15 15
Use Permit 7 15 10
Special Management Area Major Permit 7 7 12
Special Management Area Minor Permit 22 35 25
Special Management Area Assessment 174 170 180
State Land Use Boundary Amendments(<15 acres) 3 2 5
State Land Use Boundary Amendments(>15 acres) 2 5 2
Shoreline Setback Variance 1 2 8
Other Miscellaneous Applications 2 5 6
Administrative Variance 46 75 60
Planned Unit Development 0 2 2
Non-significant Zoning Change 0 5 2
Appeals Processed 32 75 30
Boards/Commission/Committee Meetings 45 120 120
Contested Case Hearings—PC 2 2 5
Contested Case Hearings—BOA 3 12 12
ENFORCEMENT
Complaints 260 500 400
CADASTRAL MAPPING
New/Updated Plat Maps 250 300 250
%Plat Maps in CADD(260 out of 2,375) 11% 10% 10%
%Plat Maps Scanned 0% 0% 0%
Copies of Tax Maps Requested 163 700 500
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.
226
PLANNING
PLANNING
Program xendit res
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 57 59 60
Salaries and Wages 3,294,456.62 3,531,169 3.514,308
Operations 245,305.15 514,668 611,168
Equipment 1 33,945.83 10,350 13,850
Program Total 3,573,707.60 4,056,187 4,139,326
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position'Title Authorized Authorized Request
Planning Director 1 1 1
Deputy Planning Director 1 1 1
Accountant I 1 1 1
Accountant 1I(TEMP) 1 1 1
Administrative Services Officer I I 1 1
Clerk II 1 1 1
Clerk 111 3 4 4
Geographic Information Systems Analyst I 1 1 1
Geographic Information Systems Analyst Il 1 1 1
Information Systems Analyst IV - I 1
Land Use Plans Checker III 9 7 7
Land Use Plans Checker IV - 2 2
Planner I 2 2 2
Planner IV 7 7 7
Planner V 6 6 7
Planner VI 3 3 3
Planning Commission 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 I I
Program Support Technician(TEMP) I I I
Secretary 1 - -
Secretary to Board/Commissions 2 3 3
Subdivision Applications Clerk 1 1 1
Tax Maps&Records Supervisor 1I 1 1 1
Tax Maps&Records Tech I 1 I 1
Tax Maps&Records Tech II 1 1 1
Tax Maps&Records Tech III 1 I I
Total 57 59 60
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PLANNING
COASTAL ZONE MANAGEMENT
Program Description
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The Ilawai`i Coastal Zone Management (CZM)Program is established by Chapter 205A.,
Hawaii 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 Flawai`i
Department of Economic Development and Tourism, Office of Planning provides funds
(State and Federal) to the County of Flawai`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
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.
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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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PLANNING
COASTAL ZONE MANAGEMENT
Program Objectives (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 3Wh of the Fiscal year.
9. Provide the Office of Planning with annual performance measure reports within seven
days after the June .) 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 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 6 6 6
Salaries and Wages 292,714.36 505,464 501,468
Operations 25,468.01 110,536 110,532
Equipment 1,879.32 - 1 6,000
Program Total 320,061.69 616,000 1618,OOd
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position'Title Authorized Authorized Request
Clerk III I I 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 1 6 1 6
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POLICE
POLICE
DEPARTMENT SUMMARY
Mission Statement
The employees of the Hawaii 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 enviromnent.
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.
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Funding Source and Position Count
General Fund $68,855,953 General Fund 755
Grant revenue $ 6,147,727 Grant Revenue/Other 55
Other $ 845,484
Total Budget: $75,809,164 Total Number of Positions 814
230
POLICE
DICE COMMISSION
-Program Description
The Police Commission is established Linder the Ilawai`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 2024-21 FY 2421-22 FY 2022-23
Actual Budget Request
Number of Positions 1 1 1
Salaries and Wages 63,742.49 61,364 61,364
Operations 6,171.00 6,171 6,171
Program Total 69,913.49 67,535 67,535
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Secretary 1 1 1
Total 1 1 1
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POLICE
ADMINISTRATIVE VICES BUREAU
Administrative ervices 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 Nord
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 involves 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.
232
POLICE
ADMINISTRATIVE SERVICES BUREAU
A iis °ai-%Te Services Division
Program escri tion (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
Linder 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 prograrn offered by the Commission on
Accreditation for Law Enforcement Agencies (CALEA(P). CALEAO 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
(Tears one thru four) and a Site-Based Assessment (Year four only). Upon successful
completion of these reviews and assessment, the Department is awarded accreditation on
Year four.
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 persomlel 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.
233
POLICE
ADMINISTRATIVE SE VI ES BUREAU
Administrative Services Division
Programme 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.
S. Fill 90% of all special duty requests for officers.
9. Compile a listing of all outstanding leave papers and distribute to district
commanders bimonthly.
10. Fill 90% of requests for storeroom supplies within the month.
Program Highlights
Training Section
In FY 2020-21, the Training Section provided 80,400 hours of training to existing
personnel, and there was a total of three recruit classes in session during this time period:
a 92 Recruit Class, February 18, 2020 to August 15, 2020; Field Training from
August 16, 2020 to December 15, 2020.
O 93rd Recruit Class, August 17, 2020 to February 15, 2021; Field Training from
February 16, 2021 to June 15, 2021,
0 94tH Recruit Class, June 1, 2021 to December 15, 2021; Field Training from
December 16, 2021 to April 15,2022.
234
POLICE
ADMINISTRATIVE SERVICES BUREAU
,
Administrative Services Division
Program Highlights (continued)
Human Resources Section
In FY 2020-21, the Human Resources Section, in cooperation with the Hawaii County
Department of Human Resources, conducted various open and internal recruitments for
sworn and civilian vacancies. This resulted in the hiring of 58 police officer recruits, 14
police radio dispatchers, three clerk 111's, two custodian/groundkeeper 1, and one
criminalist 1. Internally, there were 23 promotions to police sergeant/detective, four
promotions to police captain, two promotions to assistant police chief, two promotions to
police major, one promotion to information systems analyst V, one promotion to
information systems analyst IV, and one promotion to police records analyst. In addition,
there were 22 temporary promotions to police officer III and one temporary promotion to
senior account clerk.
Word Processing Center
In FY 2020-21, the Word Processing Center transcribed 17,900 reports,totaling more
than 197,700 minutes and 1,417,601 completed lines of dictation.
Finance Section
In FY 2020-21, Finance staff continued to operate the payroll, accounts payable, special
duty, and storeroom sections. Accounts payable processed approximately 7,043 invoices
special duty filled 4,809 special duty requests, and the storeroom filled 4,937 orders.
Accreditation
During the four-year accreditation award cycle, the Hawaii Police Department must
maintain compliance with applicable standards, keep up-to-date proofs of its compliance,
strive to operate in the spirit of those standards, and submit an annual report.
During the onset of FY 2020-21, preparations for reaccreditation year-one took place.
From November 27, 2020,through December 5, 2020, CALEA® Compliance Service
Member Bruce Robertson, Retired Police Chief of the Centerville (OH) Police
Department, conducted a web-based assessment and reviewed all proof files and
supportive documentation to determine compliance with standards. The results and
findings of his review were submitted to the Commission and approved.
235
POLICE
ADMINISTRATIVE SERTIC UREAU
i
Administrative Services Division
i
Program Measures
3
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Public Safety/Health Talks 100% >=95% >=95%
Station Tours 0% >=95% >=95%
Students&Community Members0°l° >=3,600 >=3,600
Drug Screening(Sworn Personnel)* 7L6% 100% 100%
Recruitment(%of Staffing Sworn/Civilian) 92% 80% 80%
Training Hours 80,400 25,000 25,000
Word Processing Center -turnaround time 2.1 Days 9 Days 9 Days
sI
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Finance Section
Process Requisitions within the month 100% 98% 98%
Fill Special duty requests 93% 90% 90°lo I
Collect/reconcile 85%of leave applications within month 100°l0 85% 85%
Compile a listing of all outstanding leave papers and 100% 100% 100%
distribute to district commanders bimonthly I
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.
3
3
3
3
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3
3
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236
POLICE
At:_ _ �_rym. ,�_ .at, ,.H�� �ti � .�u�� � ,rr aw,�v.�-x��. a� .xru�.. .xw .. 3§ , ..���_.� �•. ,
ADMINISTRATIVE VICES BUREAU
Administrative ervices Division
Program Expenditures (SpecialDuty)
i
FY 2020-21 FY 2021-22 FY 2022-23 {
Actual Budget Request
Number of Positions 2 2 2
Salaries and Wages 84,119.04 97,569 97,569
Operations - 27,915 27,915
Program Total 84,119.04 125,484 125;484
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Account Clerk 2 2 2
Total 2 2 2
Program ]Expenditures (Administrative Services)
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 272 272 303
Salaries and Wages 10,591,184.39 8,817,530 8,936,935
Operations 8,282,000.06 8,414,736 8,844,736
Equipment 162,123.31 590,000 1,790,000
Program Total 19,035,307.76 17,822,266 19,571,671
i
237
I
POLICE
MM
ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Authorized Request
Police Chief I 1 I
Deputy Police Chief I 1 I
Assistant Police Chief I 1 1
Account Cleric 3 3 3
Accountant I 1 1 1
Accountant III I 1 1
Accountant IV 1 1 1
Assistant Clerical Supervisor I 1 1
Clerical Services Supervisor I I 1 1
Clerical Services Supervisor II 1 1 1
Clerk III 16 16 16
Clerk III(Temp) 1 1 I
Fingerprint Classifier II 1 1 1
Fingerprint Technician I I 1
Firearms Registration Clerk 2 2 2
Human Resources Assistant 1 1 1
Human Resources Program Specialist 1 I I
Human Resources Technician I I 1 1
Information Systems Analyst 111 2 2 2
Information Systems Analyst IV 1 1 I
Information Systems Analyst V 1 1 I
Information Systems Analyst VI 1 1 I
Police Cadet(Hrly) 24 24 24
Police Ca taro I 1 1
Police Documents Clerk 1 I I
Police Evidence Custodian 2 2 2
Police Lieutenant 4 4 4
Police Major 2 2 2
Police Officer I(Tem ) 37 37 67
Police Officer 11 4 4 4
Police Officer III(Tem ) 30 30 30
Police Radio Dispatcher 11 39 39 39
Police Radio Dispatcher III(Tem ) 6 6 6
Police Records Analyst I 1 1
Police Records Clerk 9 9 9
Police Sergeant 9 9 9
Program Manager 1 I 1
Public Relations Specialist 1 1 1
Radio Technician I 4 4 4
Radio Technician II 1 1 1
School Crossing Guard(Hely) 40 40 40
238
POLICE
ADMINISTRATIVE , ICS BUREAU
Administrative Services Division
Personal Position Summary (continued)
Secretary 2 2 2
Secretary to the Chief of Police I I I
Senior Account Clerk I I I
Senior Clerk-Stenographer 2 2 2
Senior Police Records Clerk I I I
Storekeeper I I I
Student Helper I 2 2 2
Supervising Police Radio Dispatcher 5 5 5
Traffic Safety Coordinator - - I
Total 272 272 303
239
POLICE
ADMINISTRATIVE SERVICES BUREAU
Technical ical 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 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.
240
POLICE
. �
ADMINISTRATIVE SERVICES BLT EAU
Technical Services vision
rogra 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 2020-21, the Communications/Dispatch Center received 196,123 "911" calls, a
2.43 percent decrease over the previous fiscal year (20 1,011), with 20.18 percent of them
transferred to the Flawai`i Fire Department.
241
POLICE
ADMINISTRATIVE VICES BUREAU
Technical Services Division
Program i hlights (continued)
In FY 2020-21, the Dispatch Center documented 167,832 calls for service (events), a
4.34 percent increase over the previous year (160,843).
Records and Identification Section
In FY 2020-21, the Records and Identification Section recorded the following.
Records Section:
• Processed requests for 9,966 copies of criminal and traffic accident reports
• Fingerprinted 1,299 individuals
Firearms Section:
• Issued 5,878 firearms permits
• Registered 12,268 firearms
Identification Section:
• Processed 19,225 court documents
• Processed 8,249 fingerprints
Evidence Section:
Processed 12,432 property receipts
One notable accomplishment during FY 2020-21 was the department's implementation of
a Body Worn Camera program for uniform officers,joining the rest of the police
departments throughout the state in deploying this technology. In July 2020, the
department acquired all of the Body Worn Camera (BWC) equipment purchased from
AXON with funding from the prior fiscal year and began the process of deploying the
BWCs. From July to December 2020, the department focused on the benchmarks
identified in the FY 2020-21 Program of Work and was able to fully deploy the BWCs to
all uniform operational units, including the officers assigned to the Traffic Enforcement
Units on December 24, 2020.
The BWC program has proven to be a valuable resource with regards to ensuring the
professionalism within our department as video footage has been utilized during
administrative investigations to discredit or support allegations of misconduct.
242
POLICE
ADMINISTRATIVE SERVICES BUREAU
Technical Services Division
Program Highlights (continued)
Traffic Services Section
In FY 2020-21, the Traffic Services Section requested reimbursement of$335,900.86 in
federal grant funds.
The Traffic Services Section also recorded the following:
a 44 road closure permits issued;
i 149 violation letters sent out to motorists;
0 190 school crossing guard checks conducted;
i 2,862 abandoned vehicle cases routed to the Department of Environmental
Management.
Computer Center
In FY 2020-21, the Computer Center received 2,551 requests via the Helpdesk system
and closed 2,493 of these requests.
Communications Maintenance
In FY 2020-21, the Radio Shop personnel, amongst their other assignments, completed
104 radio installations for Police Department vehicles, eight radio installations for the
Fire Department, and four installations for the Office of Aging. Radio Shop personnel
installed 104 radios, sirens, and warning lights into Police Department vehicles.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Road closure permits within a month 100% >=95% >=95%
Traffic Violation Letters within a week 98.5% >=95% >=95%
Firearms permits within two weeks 94% >=95% >=95%
Radio site inspections 93% >=72 >=72
Install mobile radio stations 100% nla nla
Auto Tuning nla >=480 >=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
243
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i
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POLICE
CRIM
INCL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONALSTANDARDS
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 Nilo and Dona.
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.
S. 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.
244
{
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POLICE
CRIMINAL IN LIGENCE 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 (CITY)
In FY 2020-21, 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 336 intelligence reports. The unit conducted 146 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 2020-21,the Office of Professional Standards (OPS) conducted 49 administrative
investigations, 67 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.
245
POLICE
CRIMINAL INTELLIGENCE T IT AND OFFICE OF
PROFESSIONAL STANDARDS
S
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Criminal Intelligence Unit Actual Budget Estimate
Other Assignments 100% >=90°l0 >=90%
Criminal History Checks 100% >=90% >=90%
Numbered Cases 110% >=132 >=132
Intelligence Reports 336 >=384 >=384
In-service Presentations 144 >=144 >=144
Presentations to ICCIU 0 >=4 >=4
FY 2020-21 FY 2021-22 FY 2022-23
(Office of Professional Standards Actual Budget Estimate
Internal Investigations 30% >=67°10 >=67%
IntelnalInquiries 100% >=850fo >=85%
In-service Presentations 36 36 36
Random Inspections 36 24 24
Yearly Legislative Report 1 1 1
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 9 9 9
Salaries&Wages 849,253.13 996,961 953,385
Operations 6,804.62 7,850 7,850
Program Total 856,057.75 1,004,811 961,235
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual AuthorizedRequest
Detective 4 4 4
Police Captain 1 1 1
Police Officer 11 4 4 4
Total g 9 9
246
POLICE
OPERATIONS
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 (,IAS)
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.
247
POLICE
OPERATIONS BUREAUS
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
Hawaii 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 11 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 Hawaii.
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.
248
LIC
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OPERATIONS BUREAUS
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Program escri fi (continued) �
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i
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 Hawaii 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.
i
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-II1 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 Hawaii 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
ZD
youths.
249
POLICE
TI
.
OPERATIONS BUREAUS
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 PQ-1I1 positions. The major responsibilities of TEU are to enforce traffic laws and j
investigate traffic deaths utilizing specialized shills (i.e. computerized diagramming of a
accident scenes).
i
Program Objectives
3
I
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. III-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. To provide at least four D.A.R.E. curriculum(core classes) and/or training per month
through the department's school resource officer program.
Program Highlights
Criminal Investigation Section LCIS)
i
The Area I Criminal Investigation Section (CIS)
The Area I Criminal Investigations Section detectives investigated eight murder cases
and four attempted murder cases. In all, CIS detectives investigated 1,329 major crimes,
including 226 burglaries and 146 thefts.
I
II
3
250
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POLICE
OPERATIONS BUREAUS
Program i hl hts (continued)
The Area 11 Criminal Investigation. Section (CIS)
i
The Area II Criminal Investigations Section detectives investigated two murder cases and
two attempted murder cases. In all, detectives investigated 357 major crimes, including
135 burglaries and 77 thefts.
Juvenile Aid Sections JAS
The Area I Juvenile Aid Section (JAS)
The Area I Juvenile Aid Section detectives investigated 169 cases, including sexual
assaults, domestic violence, other crimes against women, child pornography, missing
persons and juvenile-related crimes.
The Area 11 Juvenile Aid Section (JAS)
The Area II Juvenile Aid Section detectives investigated 125 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 860 drug investigations, resulting in 729
arrests and 258 charges.
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In addition, Vice officers recovered the following illegal drugs:
e 18.95 pounds of crystal methamphetamine
® 1,063 marijuana plants
0 53.43 pounds of dried marijuana
0 0 gram of hashish
3.40 pounds of heroin
29.68 grams of cocaine
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OPERATIONS BUREAUS
Program i hlights (continued)
The Area tI Vice Section
3
The Area II `lice Section officers conducted 201 drug investigations resulting in 51
arrests and 172 charges. In addition,slice officers recovered the following illegal drugs:
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0 2 pounds of crystal methamphetamine
0 130 marijuana plants
0 92.28 pounds of dried marijuana
0 0 grams of hashish
6.09 pounds of heroin
a 7.31 pounds of cocaine
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Crime La
The Crime Lab completed 1,012 cases, assisted in 157 call-outs and conducted 55
in-service training sessions.
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Patrol Division
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The South Milo Patrol Division
South Hilo Patrol operates the East Hawaii detention center, which holds pretrial
detainees for the four police districts that comprise Area I Operations: South Hilo, Puna,
North Hilo, and Hamakua. j
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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 maintain communication with the community
through regular meetings with businesses and neighborhood watch groups to address
criminal, traffic and other issues. They also conduct projects with community members
such as graffiti clean-up, park beautifications, and awareness "sign waving." The unit
continues 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 conduct bicycle and foot patrols to
improve law enforcement presence for residents and visitors.
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POLICE
OPERATIONS BUREAUS
Program i hli hts (continued)
The school resource officers are assigned to Milo Intermediate School and Waiakea
Intermediate school. The officers through positive relationships provide law-related
counseling, law-related education and law enforcement at the schools. As one of their
education components, school Resource Officers provide D.A.R.E. (Drug Abuse
Resistance Education) classes during the year. They also provide classes on anti-
bullying, Internet safety and making good choices. The officers establish rapport with
students and staff at the schools, forming a bond based on trust between the school and
police.
During FY 2020-21, officers of the South Hilo Patrol Division were assigned to a total of
9,439 criminal calls for service and 20,847 non-criminal calls for service, issued a total of
17,170 citations, and responded to 181 major traffic collisions.
Of the criminal calls for service:
0 Two murder cases were reported, as compared to one reported last fiscal year;
0 Seven attempted murder cases were reported, as compared to none reported last fiscal
year;
0 Twenty-one robbery cases were reported, as compared to 30 reported last fiscal year;
i 201 burglary cases were reported, as compared to 161 reported last fiscal year;
a 285 assault cases were reported, as compared to 347 reported last fiscal year;
0 251 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 255 reported last fiscal year; and
® 215 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 184 reported last fiscal year.
Of the citations issued:
1,691 were for speeding violations;
0 3,224 were for moving violations;
0 7,595 were for regulatory violations;
0 838 were for seat belt violations;
i 532 were for use of mobile electronic device (cell phone) while driving; and
0 40 were for child restraint violations.
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OPERATIONS BUREAUS
Program Highlights (continued)
Notable events that community police officers worked with other groups and agencies
were the July 4th festivities, Shop with a Cop, Coffee with a Cop, and Halloween safety
presentations. Due to the COVID-19 pandemic restrictions, some of the events
community policing traditionally assisted with were cancelled this year.
The school resource officers worked with the State Highways, Department of Public
Works, Department of Education, and County Council to provide solutions for traffic
congestion at Waidkea Elementary and Intermediate schools.
The Puna Patrol Division
During FY 2020-21, officers of the Puna Patrol Division were assigned to a total of 7,100
criminal calls for service and 17,567 non-criminal calls for service, issued a total of
15,543 citations, and responded to 180 major traffic collisions.
Of the criminal calls for service:
0 Five murder cases were reported, as compared to five reported last fiscal year;
0 One attempted murder case was reported, as compared to five reported last fiscal
year;
0 Seventeen robbery cases were reported, as compared to 17 reported last fiscal year;
0 283 burglary cases were reported, as compared to 247 reported last fiscal year;
0 244 assault cases were reported, as compared to 222 reported last fiscal year;
0 204 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 121 reported last fiscal year; and
0 227 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 207 reported last fiscal year.
Of the citations issued:
0 2,032 were for speeding violations;
0 2,243 were for moving violations;
0 5,483 were for regulatory violations;
0 771 were for seat belt violations;
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POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
0 586 were for use of mobile electronic device (cell phone) while driving; and
a Thirty-nine were for child restraint violations.
Community policing officers in Puna address community-related issues in the upper and
lower Puna areas. Their responsibilities include foot patrol in Kea`au and Pahoa Town,
and they work in partnership with community associations in addressing the challenges of
illegal occupation of abandoned, vacant and foreclosed residences. They continue to
partner with Neighborhood Watch Groups in crime prevention, community awareness
and problem solving.
The H5m5kua Patrol Division
During FY 2020-21, officers of the Flamakua Patrol Division were assigned to a total of
1,127 criminal calls for service and 4,869 non-criminal calls for service, issued a total of
4,568 citations, and responded to 50 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 cases were reported, as compared to none reported last fiscal
year;
® No robbery cases were reported, as compared to two reported last fiscal year;
m Twenty-six burglary cases were reported, as compared to 23 reported last fiscal year;
® Twenty assault cases were reported, as compared to 20 reported last fiscal year;
® Nineteen theft from vehicles (unauthorized entry into a motor vehicle) cases were
reported, as compared to 13 reported last fiscal year; and
• Fourteen theft of motor vehicle (unauthorized control of a propelled vehicle) cases
were reported, as compared to 14 reported last fiscal year.
Of the citations issued:
0 1,269 were for speeding violations;
545 were for moving violations;
1,744 were for regulatory violations;
a 225 were for seat belt violations;
® 144 were for use of mobile electronic device (cell phone) while driving; and
0 Nine were for child restraint violations.
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OPERATIONS BUREAUS
Program Highlights (continued)
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.
The Kona Patrol Division
The Kona Patrol Division operates out of the Kealakehe police station, which houses the
West Hawaii detention facility that holds pretrial detainees for the four police districts
that comprise Area Il Operations: Kona, South Kohala, North.Kohala, and Ka`u. The
Kona Patrol Division also operates a firearms registration and evidence sections.
During FY 2020-21, officers of the Kona Patrol Division were assigned to a total of
8,240 criminal calls for service and 17,030 non-criminal calls for service, issued a total of
20,773 citations, and responded to 164 major traffic collisions.
Of the criminal calls for service:
6 Two murder cases were reported, as compared to one reported last fiscal year;
• Two attempted murder cases were reported, as compared to two reported last fiscal
year;
6 Thirteen robbery cases were reported, as compared to 16 reported last fiscal year;
• 102 burglary cases were reported, as compared to 100 reported last fiscal year;
• 208 assault cases were reported, as compared to 199 reported last fiscal year;
® 742 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 726 reported last fiscal year; and
• 182 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 114 reported last fiscal year.
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POLICE
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OPERATIONS RE
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Program ighl ghts (continued)
Of the citations issued:
0 1,715 were for speeding violations;
a 3,968 were for moving violations;
0 9,487 were for regulatory violations;
M 625 were for seat belt violations; '••
0 401 were for use of mobile electronic device (cell phone) while driving; and
0 47 were for child restraint violations.
3
The Kona evidence section, which is staffed by two evidence custodians, was responsible
for the storage and preservation of more than 75,000 pieces of evidence recovered in
criminal investigations. Approximately 7,200 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 j
issues in the North and South Kona areas. Their responsibilities also included bicycle �
I
patrol in the Alii 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, internet 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.
The South Kohala Patrol Division
During FY 2020-21, officers of the South Kohala Patrol Division were assigned to a total
of 2,491 criminal calls for service and 5,652 non-criminal calls for service, issued a total
of 9,331 citations, and responded to 109 major traffic collisions.
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POLICE
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OPERATIONS J J
Program Highlights (continued)
Of the criminal calls for service:
0 No murder cases were reported, as compared to one reported last fiscal year, for a
100% decrease;
0 No attempted murder cases were reported, as compared to none reported last fiscal
year;
0 No robbery cases were reported, as compared to one reported last fiscal year, for a
100% decrease;
0 16 burglary cases were reported, as compared to 50 reported last fiscal year, for a
68% decrease;
0 40 assault cases were reported, as compared to 45 reported last fiscal year, for a 11%
decrease;
0 25 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 42 reported last fiscal year, for a 40% decrease; and
0 20 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 28 reported last fiscal year, for a 29% decrease.
Of the citations issued:
® 2,171 were for speeding violations;
a 1,543 were for moving violations;
0 3,375 were for regulatory violations;
0 445 were for seat belt violations;
® 405 were for use of mobile electronic device (cell phone) while driving; and a
43 were for child restraint violations.
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Four major State highways and numerous County thoroughfares traverse the centrally
located South Kohala district. This naturally results in traffic enforcement becoming one
of the primary tasks for the personnel assigned to this district.
The forth Kohala Patrol Division
During FY 2020-21, officers of the North Kohala Patrol Division were assigned to a total
of 1,379 criminal calls for service and 2,566 non-criminal calls for service, issued a total
of 3,916 citations, and responded to 12 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;
258
OPERATIONS REAUS
Program Highlights (continued)
25
• Two robbery cases were reported, as compared to none reported last fiscal year.
: Eight burglary cases were reported, as compared to 15 reported last fiscal year;
• Sixteen assault cases were reported, as compared to 25 reported last fiscal year;
• Nine theft from vehicles (unauthorized entry into a motor vehicle) cases were
reported, as compared to nine reported last fiscal year; and
• Eleven theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to four reported last fiscal year.
Of the citations issued:
1,073 were for speeding violations;
532 were for moving violations;
0 1,114 were for regulatory violations;
0 134 were for seat belt violations; l
0 139 were for use of mobile electronic device (cell phone) while driving; and
a Five were for child restraint violations.
The North Kohala community policing officer participated with the community in the
restart of BISAC and Kohala Coalition Against Drugs 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.
The Ka`ft Patrol Division
During FY 2020-21, officers of the Ka`u Patrol Division were assigned to a total of 1,586
criminal calls for service and 7,071 non-criminal calls for service, issued a total of 3,430
citations, and responded to 62 major traffic collisions.
Of the criminal calls for service:
Two murder cases were reported, as compared to none reported last fiscal year;
Two attempted murder cases were reported, as compared to one reported last fiscal
year;
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POLICE
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OPERATIONS BUREAUS
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Program Highlights (continued) 3
• Three robbery cases were reported, as compared to one reported last fiscal year;
• Eighty-seven burglary cases were reported, as compared to 83 reported last fiscal
year;
• Seventy-one assault cases were reported, as compared to 56 reported last fiscal year;
• Forty-two theft from vehicles (unauthorized entry into a motor vehicle) cases were
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reported, as compared to 37 reported last fiscal year;
• Thirty-seven theft of motor vehicle(unauthorized control of a propelled vehicle)
cases were reported, as compared to 52 reported last fiscal year.
Of the citations issued:
I
® 657 were for speeding violations;
0 685 were for moving violations;
s 1,678 were for regulatory violations;
6 175 were for seat belt violations;
047 were for use of mobile electronic device (cellphone) while driving;
0 24 were for child restraint violations.
I a`d 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.
The'Traffic Enforcement Units (TEU)
Due to the COVID-19 pandemic, DUI sobriety checkpoints were ceased to minimize
unnecessary contact with vehicle operators. However,to continue law enforcement, TEU
officers conducted saturation patrols projects whereby increased patrol in designated
areas were conducted to specifically locate intoxicated operators.
260
POLICE
OPERATIONS BUREAUS
Programme Highlights (continued)
Area 1 TEU
In FY 2020-21, Area I TEU investigated eight fatal crashes that killed eight people.
None of the fatalities were related to alcohol, four fatalities were related to drugs, three
fatalities were related to both alcohol and drugs, and one fatality was not related to
alcohol or drugs.
Area I TEU officers conducted 89 DUI saturation patrols and arrested 139 drivers who
were under the influence of intoxicants. Area I TEU officers also conducted 195
seatbelt/distracted driver projects, and 188 speed projects.
The officers also issued 4,295 moving citations, of which 2,254 were for speeding. In
addition,they issued 2,115 regulatory citations and made 173 other arrests.
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Area 11 TELT
In FY 2020-21, Area II TEU investigated nine fatal crashes that killed nine people. Two
fatalities were related to alcohol, five fatalities were related to drugs, one fatality was
related to both alcohol and drugs, and one fatality was not related to alcohol or drugs.
Area II TEU officers conducted 71 DUI saturation patrols and arrested 109 drivers who
were under the influence of intoxicants. Area II TEU officers also conducted 107
seatbelt/distracted driver projects.
The officers also issued 3,191 moving citations, of which 1,570 were for speeding. In
addition,they issued 2,221 regulatory citations and made 29 other arrests.
261
POLICE
OPERATIONS BUREAUS
ProgramMeasures
EY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Criminal Investigation Section
Robbery Clearance Rate 35.3% 60% 60%
Juvenile Aid Section
Sexual Assault Clearance Rate 85.4% 80% 80%
Vice Section
Hard Drug Cases 647 >=760 >=760
Crime Lab
Assignment Clearance Rate 100% 90% 90%
III-PAI
Participation in 5-8 age group 69 >=240 >=240
Participation in 9-12 age group 102 >=240 >=240
Participation in 13-17 age group 31 >=240 >=240
"At risk"Youth Participation 36% 30% 30%
Presentations/Clinics 0 24 24
Community Policing Program
D.A.R.E Curriculum or In-Service Training 129 48 48
Problem Solving Activities 120 40 40
Crime Prevention Activities 75 40 40
Abandoned Vehicle/Beautification Projects 122 96 96
Traffic Enforcement Unit('TEU)
**DUI Saturation Patrol Projects 160 >=84 >=84
DUI Arrests 248 n/a* n/a*
Seatbelt/Distracted Driver Projects 302 >=72 >=72
Moving Citations 7,486 n/a* n/a*
Regulatory Citations 4,336 n/a* n/a*
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Departmental(Island wide)Measures
DUI Arrests 1,170 n/a* n/a* j
Traffic Citations Issued 34,892 n/a* n/a*
Burglary Clearance Rate 35.3% 30% 30%
Theft/Auto Theft Clearance Rate 38.3 30% 30%
Court Documents 53% 65% 65%
*n/a= Statistical information,no projected numbers provided as the department does not support a quota system for
citations or arrest.
*Due to the COVID-19 pandemic,DUI sobriety checkpoints were ceased to minimize unnecessary contact with
vehicle operators. However,to continue law enforcement,TEU officers conducted saturation patrols projects whereby
increased patrol in designated areas were conducted to specifically locate intoxicated operators.
262
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OPERATIONS BT T
Program xpen i-ures
FY 2020-21 FY 2021-22 FY 2022-23
Operations Bureau Actual Budget Request
Number of Positions 495 495 495
Salaries and Wages 42,279,228.59 45,450,653 44,842,682
Operations 2,483,249.26 2,361,753 2,296,753
Program Total 44,762,477.85 47,812,406 47,139,435
I-II-PAL
Number of Positions 1** 1** 1
Salaries&Wages 48,851.00 50,577 50,577
Operations 5,108.54 16,500 16,500
Program Total 53,959.54 67,077 61077
**HI-PAL position included in Personnel Position Summary Clerk III count below
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Authorized Request
Assistant Police Chief 2 2 2
Clerk III(includes HI-PAL**) 7 7 7
Criminalist 11 2 2 2
Criminalist III I 1 1
Custodian/Groundskeeper 1 4 4 4
Custodian/Groundskeeper I(1/2T) 2 2 2
Custodian/Groundskeeper I(1/4T) 3 3 3
Detective 38 -18 3 8
Police Captain 9 9 9
Police District Operations Assistant 1 I I
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 1I 336 336 336
Police Operations Clerk 6 6 6
Police Sergeant 45 45 45
Polygraph Examiner 1 I 1
Secretary 22 2
Sexual Assault Forensic Nurse Coordinator 1 I 1
Storeroom Clerk 1 1 1
Victims Services Assistant(Temp) 1 1 1
Total 495 1 495 1 495
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POLICE
MISCELLANEOUS
Program x en itur es
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Investigating Cause of Death 665,000.00 565,000 765,000
Training Account 111,783.13 146,000 146,000
Police Sobriety Test 138,000.00 138,000 138,000
Asset Forfeitures 66,159.13 700,000 700,000
Police Private Contributions - 20.000 20,000
Total Miscellaneous 980,942.26 1.569,000 $1,769,000
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POLICE
ANT REVENUES
Program eseri do
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. III IMPACT (Hawai`i HIDTA $390,100) - To combat the methamphetamine (ICE)
problem in the County of Hawaii 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$255,000) - To provide
for additional enforcement dealing with speeding violations.
4. Roadblock Program (State Department of Transportation, Sobriety Checkpoint
$425,000) to conduct DUI roadblocks to minimize fatalities and injuries.
5. Traffic Investigation (State Department of Transportation $137,000) - 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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GRANT REVENUES
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Program Objectives (continued)
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8. Distracted Driving (State Department of Transportation $172,000)—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$16,000)—To
provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors
in the County of Hawaii.
10. Increasing Quality Forensic Services—(State Department of the Attorney General
$80,000)—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.
1 I. Wireless E911 Fees — (Hawai`i Enhanced 911 Board$3,015,676)—For expenditures
associated with the deployment of Wireless Enhanced 911 System.
12. SANE/SART Training (State Department of the Attorney General $125,000) —
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 Hawaii Fugitive Task
Force Initiative.
14. United States Secret Service ($10,000)—To assist in the enforcement and protection
of high governmental officials and the prevention of counterfeiting of U.S. Currency
and securing the nation's critical infrastructures, specifically in the areas of cyber,
banking and finance.
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 ($60,000)—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 of
purchasing a driving simulator for the Police Department's Emergency Vehicle
Operator Course.
266
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GRANT REVENUES
Program Objectives (continued)
19. ATF Task Force ($32,000) - To assist with overtime and costs related to operations
with the Bureau of Alcohol, Tobacco,Firearms and Explosives (ATF).
20. NILS Act record Improvement Program—($545,760)— To improve the FBI's
National Instant Criminal Background Check System(NILS)by providing assistance
to improve the completeness, automation and transmittal to the Department's records.
21. Hazard Mitigation Grant Program—($162,191)—To reduce the risk of future
damage, loss of life and property in any area affected by a major disaster.
22. Hawaii Narcotics Task Force—($50,000) - To assist with overtime and costs related
to operations with the Hawaii Narcotics Task Force.
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions - - -
Salaries and Wages 511,227.45 807,805 1,192,642
Operations 2,301,477.40 2,959,765 3,359,164
Equipment 762,287.96 782,034 1,555,921
Program Total 3,574,992.81 4,549,604 6,107,727
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Authorized Request
Police Officer 11(Temp) - - -
Total - - -
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PROSECU'1'INU ATTORNSE-1-/Y
PROSECUTING ATTORNEY
DEPARTMENT SUMMARY 3
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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 and restore trust in 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,
encourage treatment and services, and support reintegration programs to improve the
quality of life on Idawai`i Island.
5. Identify,promote and implement new and innovative approaches to solving crime
problems.
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Funding Source and Position Count I
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General Fund $ 8,247,1411 General Fund 102
Grant revenue $ 1,850,272 Grant revenue 1 Other 20
tither $ 250,000
Total Budget: $ 10,347,413 Total Number of Positions 122
268
PROSECUTING Y
GENERAL PROSECUTION
Program Description
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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 Hawaii. 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 Hawaii 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 Hawaii 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 of the Prosecuting Attorney continues its efforts to attend to the needs of
victims and witnesses as they go through the criminal justice process and seeks victim
input for and notifies victims of case disposition.
The Office of the Prosecuting Attorney 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. Our
volunteer program provides opportunities for career exploration and work experience.
In an effort to reduce crime and promote public safety the Office of the Prosecuting
Attorney is actively involved in several initiatives that address juvenile delinquency and
promote community involvement in identifying and addressing public safety issues. The
Office of the Prosecuting Attorney is actively supporting the Big Island Juvenile and
Adult Drug Court, Veteran's Court, Envirornnental 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
continue to support 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 of the Prosecuting Attorney seeks funding for specialized units and
demonstration projects.
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Objectives
Core prosecution
1. Attend all courts in the County of Hawaii, and conduct on behalf of the People, all
prosecutions for offenses against the laws of the State of Hawaii 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 Hawaii 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 Hawaii 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 Hawaii criminal justice agencies and State branches to discuss appropriate
interventions and consequences for offenders.
270
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Objectives (continued)
Improvino,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.
Co unity initiatives to promote crime iwevention 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 Plawai`i Committee
on the Status of Women.
Program Highlights
1
Traditional Prosecution �
1. The Office of the Prosecuting Attorney successfully prosecuted serious cases
including, but not limited to, homicides, sexual assault, drug trafficking and
prohibited firearm possession, domestic violence (felonies and misdemeanors),
property offenses, traffic crimes and violations to include operating vehicle while
impaired.
2. The Office of the Prosecuting Attorney successfully prosecuted cold cases and
continues to evaluate and review these cases, to include homicides, child abuse and
sexual assault cases.
3. The Office of the Prosecuting Attorney created partnerships with law enforcement
partners through assignment of deputies to collaborate with special investigative
units, including but not limited to Vice, Juvenile Aid, Traffic Enforcement Unit, and
Special Enforcement Unit, thereby building better, more successful prosecution.
4. The Office of the Prosecuting Attorney created training opportunities for all deputies.
This included basic and advanced trial skills, and specialized training to handle sexual
assault, domestic violence, and other types of cases requiring specialized knowledge.
271
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Highlights (continued)
Victim Services
1. The Victim Assistance Unit provided assistance to 7,109 persons, which included
service to 4,954 victims of crime. 3,420 victims were victims of crimes against a
person, i.e. homicide, assault, abuse of family household member, robbery, etc. 1,372
were victims of property crimes, and 162 were victims of other types of crimes, i.e.,
harassment, dog bites,trespass. The unit also served 143 secondary victims, which
are parents or guardians of minor victims of sexual assault. We served 1,492
witnesses of crimes as well.
2. In our Restorative Justice Program, 102 juvenile cases were screened for victim
offender conferencing. Thirty-eight were approved for possible conference; 24
conferences were successfully completed. Eighty-nine District Court cases were
screened for victim offender conferencing, 66 were approved for conferences; 28
were completed.
3. Three new cases were referred this year for post-conviction victim offender
dialogues. Two cases were completed, and six are in process.
4. Two Victim Impact Classes were completed at the Hawaii Community Correctional
Center. New protocols were developed due to COVID-19 restrictions, and classes
were conducted via Zoom. Twenty-one inmates took part in these classes. Eleven
victims participated as speakers (via Zoom) at the Prosecutor's Office with staff
support.
5. Our Restorative Justice Unit work with Kulam Correctional Facility is on hold due to
COVID-19 restrictions.
6. Through our Victim of Crime Act (VOCA) grant, select Victim Assistance Unit staff
attended comprehensive online trainings to ensure that victims are provided services
from those trained on the needs of victims.
i
Criminal Justice System
1. Our Restorative Justice Unit continued to work with the Hawaii Community
Correctional Center to provide two victim impact classes. Spring and summer classes
were put on hold because of COVID, however new protocols were developed and
classes are now held via Zoom.
2. The Office of the Prosecuting Attorney participated in the formation of the Hawaii
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.
3. Office of the Prosecuting Attorney staff participated in one Domestic Violence
Fatality Review.
272
PROSECUTING ATTORNEY
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GENERAL PROSECUTION
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Programme Highlights (continued)
4. The Office of the Prosecuting Attorney 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.
5. The Office of the Prosecuting Attorney continuously uses the browser-based
Discovery billing program that was developed in-house by our.MIS team. Through
user feedback, improvements and enhancements are continuously being developed
and implemented. The system assisted staff in handling 11,785 invoices with a total
billing value of$74,364 to be deposited into the County General Fund.
6. The Office of the Prosecuting Attorney has implemented a new Drug Diversion
Program in the South Hilo District, developed with the goal of prioritizing law
enforcement resources on more serious offenders and cases, reducing the number of
cases entering our courts system, decreasing recidivism, and encouraging individual
community members to address their addiction.
7. The Office of the Prosecuting Attorney worked collaboratively with Hawaii Police
Department and Hawaii Community Correctional Center to address the ongoing
challenges relating to the COVID-19 pandemic, by assisting with testing and remote
courts appearances through the procurement of telecommunication devices.
8. The Office of the Prosecuting Attorney collaborated with state and county lawmakers,
community stakeholders, and members of the criminal justice system to develop and
support legislative initiatives focused on assisting crime victims, deterring criminal
activity, and making Hawaii Island a safer place.
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. Federal Title 11 funding was received from the Department of Human Services—
Office of Youth Services to continue into the sixth 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 provided for the Big Island Juvenile Intake and Assessment Center
location in West Hawaii.
4. The Restorative Justice Victim Offender Conferencing program screened 102
juvenile cases. Thirty-eight cases were accepted into the Program. Twenty-four
cases were successfully resolved.
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273
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PROSECUTING AYMRNEY
GENERAL P UTIO
Program Highlights (continued)
I
Con�a�unit� Str°ateies
i
1. Deputy Prosecuting Attorneys were assigned to each of the nine County Council
Districts to work collaboratively in each community to open lines of communication
and foster relationships between our office, lav enforcement, and the community.
2. Created social media pages to increase community education and awareness of crime
issues and related cases on Hawaii Island, and thereby opened lines of communication
with the public. Instagram and Facebook u.,HawaiiProsecutors.
3. In collaboration with the Family Violence Interagency Committee, the Office of the
Prosecuting Attorney participated in island wide online Domestic Violence Vigils in
Hilo, Kona, and Waimea in remembrance of victims of domestic violence, and to
promote non-violence and healthy relationships. On social media there were 1,117
unduplicated views.
4. The Restorative Justice Program helped facilitate Brown Bag Lunch Hour
presentations via Zoom for the community with the Ku`ikahi Mediation Center.
5. The Prosecuting Attorney and select Deputy Prosecuting Attorneys attended
neighborhood watch and community organization meetings and supported community
policing efforts such as Coffee with a Cop, to improve the quality of life on Hawaii
Island.
6. The Office of the Prosecuting Attorney participated in monthly meetings to address
and coordinate responses to issues related to mental health, homelessness, domestic
violence, and juvenile justice.
7. The Crime Prevention and Justice Assistance Unit facilitated monthly Family
Violence Interagency Committee meetings via Zoom for both East and West Hawaii
stakeholders.
8. The Office of the Prosecuting Attorney, in conjunction with Child and Family Service,
provided community programs in Waimea, Kona, and Hilo for National Crime
Victims' Rights Week.
9. Online training opportunities (webinars) were shared with community advocates,
prevention providers, and agency partners.
10. The Office of the Prosecuting Attorney coordinated a statewide training on Witness
Intimidation via Zoom for law enforcement and community stakeholders.
11. The Crime Prevention and Justice Assistance Unit facilitated quarterly Substance
Abuse Prevention Interagency meetings via Zoom for both East and West Hawaii
stakeholders.
12. The Office of the Prosecuting Attorney processed Contingency Relief funding via 26
County Resolutions totaling $88,597 for the benefit of crime prevention and
community strengthening projects on Hawaii Island. Of these, 22 were FY 2019-20
resolutions totaling $80,347 which had been extended to 06120/2021 due to effects of
COVED-19 or for COVID-related purposes as allowed by Resolution 644-20.
274
PROLSECUTING ATTORNEY
GENERAL OSTT T
Program Highlights (continued)
13. The Office of the Prosecuting Attorney facilitated monthly Big Island Juvenile Intake
and Assessment Center interagency meetings via Zoom for both East and gest
Hawaii stakeholders.
14. The Office of the Prosecuting Attorney provided Department of Health—Alcohol and
Drug Abuse Division grant funding for substance abuse prevention community
stakeholders to attend National online capacity building trainings on substance abuse
prevention and positive youth development.
15. Continued organizational and fiscal support provided to the Committee on the Status
of Women.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Charges:
Opened during period 18,998 20,000 20,000
Accepted for prosecution 16,353 17,000 17,000
Circuit Court 4,085 4,000 4,000
District Court(criminal,excludes traffic) 7,816 11,000 11,000
Family Court 1,372 2,000 2,000 '
Circuit Court calendar days:
Hilo 260 260 260
Kona 260 260 260
Misdemeanor calendar days:
Hilo(a.m.and p.m.) 208 208 208
Puna 105 105 105
South Kohala!Hamakua(includes Adult-DV) 105 105 105
North Kohala(includes Adult-DV) 12 12 12
Kona/Ka`u 260 260 260
Family Court(Juvenile)calendar days:
Hilo, Puna 52 52 52
Kona 52 52 52
N. &S.KohalalHamakua 52 52 52
Family Court(Adult-DV)calendar days:
Hilo,Puna 52 52 52
Kona/Ka`u 26 26 26
S.Kohala 26 26 26
Hamakua 52 52 52
Drug Court(Adult)calendar days:
Hilo 52 52 52
Kona 52 52 52
Drug Court(Juvenile)calendar days:
Hilo 52 52 52
Kona 52 52 52
275
PROSECUTING NE
GENERAL PROSECUTION
Program Measures (continued)
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Veterans'Treatment Court calendar days:
Hilo 52 52 52
Kona 52 52 52
Mental Health Court(District Court)calendar days:
Hilo/Puna 24 24 24
Kona/Ka`U 12 12 12
Environmental Court calendar days:
Hilo 12 12 12 j
Kona 105 105 105
i
Program xpen itures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 93 102 102
Salaries and Wages 6,649,065.75 7,546,125 7,641,793
Operations 485,634.75 560,848 595,148
Equipment 4,004.96 200 200
Program Total 7,13 8,705.46 8,107,173 8,237,141
276
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Personnel Position Summary
FY 2020-21 FY 2021.-22 FY 2022-23 I
Position Tine Authorized Authorized Request Pi
rf
Prosecuting Attorney 1 I I
1st Deputy Prosecuting Attorney I 1 1
Account Clerk I 1 1
Accountant III I I 1
Business Manager I I I
Clerk 11 2 2 1
Clerk 111 1 2 1
Deputy Prosecuting Attorney 32 32 34
Human Resources Assistant 1 1 I
Information Systems Analyst IV 1 2 2
Information Systems Analyst V I 1 1
Investigator IV 2 2 2
Investigator V 5 6 6
Investigator VI I I 1
Legal Assistant II - 2 2
Legal Clerk 1 5 5 6
Legal Clerk II 6 7 8
Legal Clerk 111 16 17 17
Legal Clerk IV 2 2 2
Private Secretary 1 1 1
Program Manager I 1 1
Senior Account Clerk 1 I 1
Special Projects Coordinator 2 2 2
Supervising Legal Clerk I 1 1 I
Supervising Legal Clerk 11 1 1 1
Victim/Witness Program Director 1 1 1
Victim/Witness Counselor I I 1 I
Victim/Witness Counselor 11 4 4 4
Total 93 102 102
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277
PROSECUTING ATTORNEY
� �:_ ...x.. ,s
AIT REVENUES -
I
Program Description
The Office of the Prosecuting Attorney receives and continually seeks funding from
i
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 Hawaii, $200,000. For use to assist crime prevention and healthy
communities at the discretion of the Hawaii County Prosecuting Attorney.
i
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 Hawaii County Prosecuting Attorney.
3.
STOP tI'Violence Against omen -U.S. Department of Justice, STOP Violence
Against Women Formula Grant Program, $97,630. 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, $1,127,592. Fourteen 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 Ilawai`i Big Island Juvenile Intake and Assessment Center(BIJIAQ—
Hawai`i Office of Youth Services, $200,000—To support operation of a juvenile
intake and assessment center in East Hawaii.
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PROSECUTING ATTORNEY
GRANT
REVENUES
Pro rain Objectives (continued)
3
3
9. West TIawai`i Big Islandjuvenile Intake and Assessment Center- ( I. AC)—
flawai`i Office of Youth Services, $210,000—To support operation of a juvenile
intake and assessment center in West Hawaii.
3
3
9. Substance Abuse Prevention Program—Hawai`i State Department of Health,
Alcohol and Drug Abuse Division, $110,000—To fund a community assessment and
strengthening of Substance Abuse Systems in the County of 1lawai`i.
Paid for staff salaries and contracted services.
10. 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
Hawaii Electronic Crimes Task Force.
I
Program Expenditures
i
FY 2020-21 FY 2021-22 FY 2022-23 3
Actual Budget Request
Number of Positions 28 20 20
Salaries and Wages 1,198,421.50 1,128,461 1,128,772 '
Operations 492,868.29 1,070,339 812,000
Equipment 63,369.13 159,500 159,500
Program Total 1,754,658.92 2,358,300 2,100,272
Note: Includes Federal and State Forfeitures
279
PROSECUTING ATTORNEY
ANT REVENUES
i
Personnel Position Summary*
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Clerk II 1 1 1
Cleric III I - -
Deputy Prosecuting Attorney 4 2 2
Investigator V(Temp) I I I
Investigator V 2 1 1
Legal Assistant 11(Temp) 1 - -
Legal Assistant II 1 - -
Legal Clerk I 2 2 2
Legal Clerk I(Temp) 1 I 1
Legal Clerk 1I 1 - - a
Legal Clerk III 2 1 1
Program Manager 1 I 1
Special Projects Coordinator 2 2 2
Student Helper I I I
Victim/Witness Counselor I 2 2 2
Victim/Witness Counselor I(Temp) 2 2 2
Victim/Witness Counselor II 3 3 3
Total 28 20 20
280
PROSECUTING ATTORNEY
COMMITTEE ON THE T OF WOMEN
3
Program Gems
3
I
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. a
3. To create public awareness of the responsibilities, needs, potentials and contributions
of women.
i
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 Hawaii 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
I
1
The Hawaii County Committee on the Status of Women (CSW), working with the
Hawaii 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
I. 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 Hawaii 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 Hawaii Island Services Directory for Families across
Hawaii County.
6. Promote Teen Dating Violence Prevention/Education.
7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate 3
with other organizations.
8. To the extent that it is safe to do so, hold rotating monthly meetings in East Hawaii,
North Hawaii, South Hawaii and West Hawaii to better allow participation from
the public. These will be held via Zoom until in-person meetings can safely resume.
281
PROSECUTING ATTORNEY
COMMIT
i
"EE ON THE STATUSWOMEN
Program Objectives (continued) j
I
9. Support, through sponsorship, planning, promotion and attendance, the Hawaii
Island Women's Leadership Summit.
10. Promote awareness of Human Trafficking across Hawaii County.
Programs Highlights
1. The Hawaii Island Services Directory for Families was updated and 1,500 copies of
the "2020 Hawaii Island Services Directory for Families" were distributed
2. The Committee developed cell phone safety cards after it became aware of how cell
phones are being used in abusive relationships. Cards were sent to all 71 schools on
Hawaii Island to include a letter to each Principal requesting that these cards be
distributed to students.
3. Coordinated campaign"Gratitude, Grace & Grit"to showcase Hawaii County
women and how the pandemic has affected them. Recordings will be shown on Na
Leo Television.
4. Prepared the Hawaii County Status of Women Report which includes wage and
employment data in Hawaii County, highlighting the gender pay gap which was also
presented to County Council.
5. Members have attended meetings on domestic violence prevention, legislative
development, and others, and have presented to Hawaii County Council.
6. The Committee continues to meet virtually to achieve the mission of Committee on
the Status of Women.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Number of Meetings Held 10 12 12
Events Held 2 3 3
Workshops Held* - 3 -
Event Participation 3 b 3
*Measure no longer tracked
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Operations 6,932.80 10,000 10,000
Program Total 6,932.80 10,000 10,000
282
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P U B U C WOJ R K S,(-::)'
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PUBLIC WORKS
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DEPARTMENT SUMMARY
Mission Statement
The Department of Public Works will serve the public by building, operating, and
maintaining the County's infrastructure in order to create a safe, resilient, and sustainable
Plawai`i Island community.
Department Goals
1. Safety—no one gets hurt on the job! wild a culture of safety through training,
education, and policy development; strive to minimize accidents; promote employee
personal responsibility; maintain a safe work environment for our employees,
customers, vendors, and the entire public.
2. People—our employees are our greatest resource! Treat all employees with respect
build highly functioning teams; encourage growth and technical development in the
job; foster a sense of personal worth for every employee.
3. Transparency—promote honesty and openness with our employees and the public.
4. Customer Service—strive to provide high quality customer service, treating every
member of the public like `ohana.
5. Continuous Improvement—committed to continuously improving our operations and
enhancing our customers' experience.
Funding Source and Position Count
General Fund $19,015,883 General Fund 178
Grant Revenue - Grant Revenue I lather 32
Total Budget: $19,015,883 'Total Number of Positions 210
283
PUBLIC
S
ADMINISTRATION
Program Description
The Public Works Director serves as technical advisor to the Mayor, Managing Director,
and Hawaii County Council on matters pertaining to building permits and code
enforcement; flood zone monitoring; maintenance of roads, streetlights, traffic signals
and signs; permitting for grading, grubbing, and right of way; culvert drainage
maintenance; repair and maintenance of roadways and bridges; and disaster emergency
response.
The Public Works Administration division provides professional and effective reception
service to all parties requesting assistance from the department; provides the public with
timely and adequate responses to requests for information;performs personnel, payroll,
and accounting functions for all six divisions; coordinates the annual budget; assists all
County agencies in the procurement of vendors for construction projects and the
administration of procurement documents; and performs community outreach and
education to the County. j
Program Objectives
1. Achieve one third of our average employee count to participate in safety related
training per year.
2. Improve the status of Public Works receivables. Reduce the average number of days
in receivables. Reduce the percentage of balances over 90 days past due.
3. Maintain interaction and education for the public by participating in community
meetings.
4. Reduce industrial accident claims by 10%by educating personnel through training
programs for personal and operational safety.
5. Strive to provide a positive customer experience in all public-facing transactions.
6. Embrace new technology and other changes that enable us to perform our duties more
efficiently and effectively.
7. Provide ongoing customer service and public relations programs that provide
transparency and facilitate interaction and education with the public, other County
departments, and all stakeholders.
8. Provide consistent application of all Department policies and procedures.
9. Manage requests and complaints received by all Divisions in a consistent manner and
strive to provide satisfactory responses in a timely fashion.
284
PUBLIC WORKS
ADMINISTRATION
i
'Program Highlights
1. Recovered $2M in Federal Emergency Management Agency (FEMA) funded projects
from the 2006 I-iholo Earthquake, 2014 Tropical Storm Iselle, and the 2018 t<ilauea
Volcanic Eruption disasters.
2. Provided HR, personnel, policy, and procedure guidance and support to all divisions
during the ever-evolving COVID-19 pandemic.
3. Procured 36 departmental consultant contracts and 49 countywide construction
i
contracts.
4. Created and began a digital filing system to reduce the need for additional storage
space, and the use of paper and printer ink. Seventy-five boxes of fiscal records were
scanned.
5. Provided administrative and fiscal support for the development of the EnerGov online
permit tracking system that went live on July 27, 2021.
i
Program Measures
FY 2024-21 FY 2021-22 FY 2022-23
Actual Budget ]Estimate
Number of department-wide industrial accidents 19 21 20
Number of employees trained in safety classes 137 119 125
No. of managerslsupv recd Supervisory Training 24 10 10
No. of employees trained in non-safety classes 107 120 120
Additional Information:
Number of Employees in the Department 371 364 370
Work Comp Cases with Lost Time 13 16 16
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 28 25 25
Salaries and Wages 1,169,736.25 1,319,394 1,329,210
Operations 30,242.62 29,855 30,850
Equipment 75,053.67 3,800 4,500
Water Spigot 126,300.00 127,000 125,305
Program Total 1 401,332.54 1,480,049 1,489,865
285
PUBLIC WORKS
ADMINISTRATION
J
Personnel Position Summary
i
i
FY 2020-21 E3'2021-22 FY 2022-23 1
Position Tithe Authorized Authorized Request
Director I I 1
Deputy Director 1 I 1
Account Clerk 4 4 4
Accountant I 2 2 2
Accountant IV 1 1 1
Administrative Assistant 1 1 1
Business Manager I I I
Civil Engineer V I - -
Clerk Ill 5 4 4
Contracts Technician 2 2 2
Human Resources Program Specialist 1 I I
Human Resources Technician I 1 1 1
Information&Education Specialist 1 1 1
Private Secretary 1 1 1
Engineering Support Technician IV I - -
Senior Account Clerk{Temp} 1 1 1
Student Helper I 2 2 2
Supervising Contracts Technician 1 I I
Total 28 25 25
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286
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PUBLIC WORKS
BUILDING
Program escriptio
{
The Building Division with offices in Iona and Hilo is responsible for administering and I
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.
i
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. Complete building permit application reviews within 30 calendar days of submittal.
2. Complete building inspection within two business days of notice.
3. Complete maintenance requests for County facilities within 30 calendar days of
receipt.
4. Fully implement and transition to EPIC system to improve the customer building
permit application experience.
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rogram Highlights
1. KeoIahou Emergency Shelter and Assessment Center (Old Memorial Hospital)
Completed design of tenant improvement space for Keolahou Emergency Shelter and
Assessment Center—Phase 2. Construction currently near final completion was
readied and occupied in June and began its community services.
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2. Energov
Building division led the County's effort to develop and prepare for roll-out the
County's new electronic processing and information center (EPIC) powered by
Energov. The system allows for electronic submission of permit applications and
concurrent review by all approving agencies. It improves transparency for customers
and allows on-line tracking of the application process. ELIC was introduced to the
Public on July 29, 2021.
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3. Building Codes Update
Building division worked with Council to pass Bill 44, which added to the County j
code two chapters on the 2018 International Building Code(IBC-2018), with some
County-specific amendments. The Bill covered new and existing residential building
standards j
4. COVID-19
General Services staff conducted`Bug Buster" disinfection services of frequently
visited and highly touched areas and surfaces (bus stops, cross walk buttons, benches,
etc.) throughout the island.
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Program Highlights (continued)
The following summarizes building permits issued(exclude electrical, plumbing, and
sign permits):
FY 2020-21
Geographic Permits Issued Valuation Fees
District %change % change % change
I Puna 861 8 137,341,167 29 360,514 25
2 S Hilo 576 -13 105,210,445 -8 326,667 -9
N Hilo 48 78 7,460,886 102 14,773 44
4 Hdmdkua 71 -12 8,758,134 -15 32,130 -3
5 N Kohala 117 8 19,929,4333 -36 52,350 -36
6 S Kohala 408 -19 81,644,166 -23 248,146 -25
7 N Kona 1,196 39 373,397,452 20 1,022,898 26
8 S Kona 148 31 33,100,747 102 81,912 84
9 Ka'ii 130 35 17,521,434 34 47,056 31
Totals 3,555 10 784,364,113 10 2,186,445 10
Percentage change from FY 2019-20
FY 2019-20
Geographic Permits Issued Valuation Fees
District %change % change % change
I Puna 795 -39 106,754,485 -1 287,852 5
2 S Hilo 661 12 114,756,969 -9 357,528 -6
-,I -2 -21
N Hilo 27 3i 685,684 -26 10,23
4 Hdmdkua 81 -7 10,309,764 -36 33,246 -27
5 N Kohala 108 -16 311,321,986 77 82,179 59
6 S Kohala 503 -20 105,879,595 -41 330,554 -37
7 N Kona 861 -14 310,923,285 91 809,557 75
8 S Kona 113 -9 16,355,683 -5 44,609 -2
9 Ka'u 96 -18 13,087,848 -17 35,826 -19
Totals 3,245 -19 713,075,299 10 1,991,583 8
Percentage change from FY 2018-19
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BUILDING
3
Program Measures
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FY 2020-21 FY 2021-22 FY 2022-23
3
Actual Budget Estimate
Residential Plan Review 69% 70% 70%
(%plans/within 20 working days)
Completion of Called Inspection Requests 87% 90% 90%
(%requests/within two workdays)
Complete Non-critical Maintenance Requests 98% 90°% 90%
(%requests/within 30 calendar days)
Additional Information
Number of PW Structures Maintained 92 94 95
Floor Area Maintained(square feet) 155,801 160,000 195,325
Grounds Area Maintained(acres) - - 44
Buildings to be Repainted 1 2 5
Buildings to be Reroofed 0 2 3
Buildings with Structural Repairs 0 2 2
Buildings to be Renovated 1 4 4
Repair and Maintenance Jobs Performed 1,133 1,500 1,500
Structures Designed 4 5 5
Parking Citations Issued 441 400 450
Plan Reviews Performed:
Building 6,142 5,000 6,500
Electrical 5,784 4,000 6,000
Plumbing 3,175 2,000 3,500
Permits Issued:
Building 3,555 3,500 4,000
Electrical 4,420 3,000 5,000
Plumbing 2,295 1,500 3,000
Sign 36 30 40
Inspections Conducted:
Building 8,239 7,000 9,500
Electrical 10,589 9,000 11,000
Plumbing 5,337 4,000 6,500
CIP Project Programmed(subject to funding):
New Facility 1 2 2
ADA 0 4 4
Hazmat 2 3 5
R&M 0 5 5
Hardening 0 2 4
Renovation 3 4 4
Energy Improvement 0 2 1 4
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Prows Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 110 112 114
Salaries and Wages 5,658,450.11 6,420,916 6,624,842
Operations 3,899,409.70 4,758,944 5,101,340 a
Equipment 78,304.09 4,255 41,255 j
Program Total 9,636,163,90 11,184,115 11,767,437
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Personnel Position Summary
EY 2020-21 EY 2021-22 EY 2022-23
Position'Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant I - - 1
Architect II 1 1 1
Architectural Drafting Technician 1 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 6 6
Building Projects Manager 1 2 2
Building Repair and Maintenance Supervisor 1 1 1
Carpenter-Cabinet Maker 5 5 5
Custodian/Groundskeeper 1 18 18 18
Custodian/Groundskeeper II 5 5 5
Deputy Building Chief 1 1 1
Electrical Engineer 11 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 I 1 1
Lead Painter 1 I 1
Mechanical Engineer IV I 1 1
Painter 2 2 2
Parking Control Officer 1 1 1 j
Plans Examining Manager I 1 1 j
Plumber 1 1 2
Plumbing,Inspector 6 6 6
Program Manager 1 l I
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BUILDING
Personnel Position Summary (continued)
Projects Coordinator 3 3 3
Structural Engineer I I I
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 110 112 I14
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ENGINEERING
Program Description
The Engineering Division provides civil engineering, land surveys, and regulatory
services in accordance with Chapters 10, 22, and 27 of the Hawaii 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, Hawaii 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.
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Program Description (continued)
3
3
The Design and Investigation section provides the following services:
1. Plans, designs, and constructs civil engineering (non-building) County Capital
Improvement Projects (CIP).
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2. Investigates and resolves roadway, drainage, and other related complaints.
3. Provides drafting services.
The Inspection section provides the following services:
L Inspects civil engineering (non-building) County CIP; private subdivision, and
development construction.
2. Inspects grading, grubbing and stockpiling work per Chapter 10 of the 1-ICC.
3. Inspects construction within the County right-of-way per Chapter 22 of the FICC.
3
Program Objectives
1. Participate in the State/FIIWA Statewide Transportation Improvement Program
(STIP).
2. Complete County CIP drainage and Roadway projects on time, and within budget.
3. Prepare in-house parcel maps within a three-month time frame for road
encroachments and easements.
4. Process time-sensitive documents such as environmental assessments, subdivision j
applications, variance applications, change of zones, SLUs,use permits, SMAS,
special permits, and `ohana dwellings, by the stipulated deadlines.
5. Process subdivision and commercial development construction plans, drainage
reports, solely Chapter 10 plans (ie. grading, grubbing, and stockpile), solely
Chapter 22 plans (ie. permit to work within the County right-of-way, sidewalk use,
private waterline, etc.), complaints, and environmental matters that do not have a
stipulated deadline within one month.
6. Process all permits issued by the Division, including building permits within one
month.
7. Comply with the National Bridge Inspection(NBI) and other Federal, State, and
County of Ilawai`i bridge inspection regulations including preparation and
submission of bridge reports, by conducting bi-annual inspections of the 129 bridges
in the N13 program.
8. Initiate and oversee repair and maintenance and/or replacement projects of bridges
due to deterioration, deficiencies, and defects.
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ENGINEERING
Program Objectives (continued)
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9. Conduct structural analyses to determine the load rating(Inventory and Operating) of
45 in-service bridges registered in the NBI as required by the FHWA.
10. Conduct underwater inspections of two NBI registered in-service bridges.
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Program Highlights
1. Completed construction for the following projects: the $500K Plumeria Road
Reconstruction Project, the $614K Alii Drive Seawall Emergency Repair Project, the
$2.4M Henry Street Rehabilitation Project (STIP),the $19.6M Mdmalahoa Highway
(Waimea) Widening Project (STIP), and the $12M Alii Drive Culvert Replacement
Project(STIP).
2. Current projects under construction are the $12M Kilauea Avenue Rehabilitation
Project (STIP), the $18M Kalaniana`ole Ave Reconstruction Project,the Temporary
Mdkea Bridge Project, and the Waidnuenue Avenue Rehabilitation Project.
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 Kdwili Street
Shoulder Improvements (CIP), the Manono Street Shoulder Improvements (CIP),
Kilauea Avenue/Keawe Street Rehabilitation Project (STIP),the Mdmalahoa
Highway Resurfacing Project from Kamalani St to Kalamauka Rd.N. Kona(STIP),
the Kino`ole Street Rehabilitation Project, the Pdhoa Post Office Road
Reconstruction, and the Waikoloa Road/Paniolo Drive Intersection Roundabout
(CIP). Bridge Projects: Waima`au`au Stream Bridge Repair, Waika`alulu Gulch
Bridge 444-8, Ka`ahakini Bridge#29-1 Reconstruction, 28-4 Kolekole Stream Bridge
Reconstruction, Mdkea Stream Bridge Replacement, Bridge No. 27-3 Ka'le'le Stream
Bridge Repair, Repairs to Bridge #s 25-1, 25-2, 27-7, 41-1, 44-6, 44-7, 26-3, 27-5,
28-3, 31-2, 32-1, 36-1, and Hakalau Stream Bridge (Karma Road), Honoli`i Stream
and Ka`iwilahilahi Stream Bridges Rehabilitation(STIP), and Kaiwiki Bridge#1 and
`Ope`a Stream Bridge (STIP).
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 Keohokdlole Phase
III Project,the Kino`ole Street shoulder Improvements Project, and the Waidnuenue
Bridge Rehabilitation(FEMA HMGP).
295
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ORKS
ENGINEERING
roc,rain Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Program Measures
All Construction Contracts Completed $35,114,000 $26,500,000 $20,500,000
FHWA Construction Projects Completed $34,000,000 $9,500,000 $10,500,000
FHWA Projects with Design/Planning in Progress 5 4 3
Parcel Maps/ENG Subd Application Within Three 1/0 25 -
Months"
*
Prepare In-House Parcel Maps-Within Three 0 0 5
Months***
In-house Active Construction Management Projects 7 10 10
No.Bridge Inspections of Total Bridges* 85 104 73
No.Bridge Repair&Maintenance* 14 14 65
No,Bridge Replacement/Rehabilitation Projects* 0 4 7
Regulator Review
%of Applications,etc.Reviewed by Deadline 100% 80% 80%
(41/41)
%of Plans,etc.Reviewed Within Two Weeks** 90% 70% -
(691/768)
%of Plans, etc, Reviewed Within One Month*** - - 100%
%of Permits Processed Same Day** 80% 75% -
(7,604/9,506)
%of Permits Processed Within One Month*** - - 100%
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 75 60 50
Regulatory Review Detail
Construction Plan Reviews—Private Developer 45 100 100
Subdivision Application Reviews 73 100 100
Subdivision Construction Plan Reviews 14 25 25
Grading/Grubbing/Stockpiling/R-O-W Permits 328 300 300
Regulatory Inspections
Subdivision Construction 15 25 25
Grading/Grubbing/Stockpiling/R-O-W Permits 371 300 300
Complaints 188 150 150
*Bridge Section moved from Administration Section as of FY 2021-22.
**Measure not tracked as of FY 2021-22.
***New Measure implemented as of FY 2022-23.
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Program Expenditures
I
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Ile nest
NTumber of Positions 38 41 40
Salaries and Wages 685,860.85 681,708 687,348
Operations 30,193.72 15L897 1511897
Equipment 320.97 15,000 15,000
Program Total 716,375.54 848,605 854,245
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Personnel osition Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position'Title Authorized Authorized Request
Arborist 1 1 -
Civil Engineer III 1 I 1
Civil Engineer IV 9 9 10
Civil Engineer V 4 5 5
Civil Engineer VI I I I
Civil Engineer VII I I 1
Clerk III - I I
Construction Inspector I 1 I
Engineering Aid III 1 1 1
Engineering Aid IV 1 1 1
Engineering Permit Clerk 2 2 2
Engineering Support Technician IV 8 9 9
Land Surveyor I 1 I I
Land Surveyor III 1 I 2
Land Surveyor IV I I I
Senior Construction Inspector I 1 I
Senior Project Construction Inspector 1 I I
Supervising Engineering Permit Clerk 1 I I
Supervisory Project Construction Inspector 1 I 1
Total 38 41 41
297
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M
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. The division aspires to
keep the County on the move.
Program j ectives
1. Perforin at least 90% of the work to repair, maintain, and weld all County vehicles
and equipment that belong to various County departments and agencies,thereby
reducing the reliance on third-party vendors.
2. Reduce the backlog of monthly repairs of the Construction Equipment section from
the prior fiscal year.
D. Reduce the backlog of monthly repairs of the Automotive section from the prior fiscal
year.
Program Highlights
1. Completed 3,736 (97%) of work orders for County vehicles and equipment in-house;
only 103 needed to be serviced by contracted vendors.
2. Maintained the fuel supply for the County's vehicle and equipment fleet.
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AUTOMOTIVE
Program ensures
FY 2020-21 FY 2421-22 FY 2422-23
Actual Budget Estimate
Average Monthly Repair-Orders Completed(By
Staff vs. Contract):
Garage 100%(14410) 99%(142/2) 99%(143/2)
Construction Equipment 92%(97/8) 90%(101/10) 91%(99/9)
Solid Waste 97%(54/2) 97%(72/2) 97%(63/2)
Welding 100%(6110) 99%(17/1) 99%(17/1)
Average Monthly Repair Order Backlog:
Garage 33 23 28
Construction Equipment 64 45 54
Solid Waste 20 20 20
Welding 2 2 2
Additional Information:
Average Monthly Repair Orders Received(Including
Prior Month's Carryovers):
Garage 179 166 172
Construction Equipment 168 153 160
Solid Waste 78 87 82
Welding 18 19 18
No. of Equipment Damage Report - - -
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Number of Positions 29 30 30
Salaries and Wages 1,730,312.44 1,793,041 1,793,041
Operations 1,781,811.85 2,703,935 2,781,195
Equipment 46,009.78 100 100
Program Total 3,558,134.07 4,497,076 41574,336
299
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AUTOMOTIVE
Personnel Position Summary
FY 2020-21 FY 2031-22 FY 2022-23
Position Title Authorized Authorized Request
Account Clerk I 1 1
Automotive Equipment Superintendent 1 1 1
Automotive Mechanic 1 5 5 5
Automotive Mechanic 11 1 1 1
Automotive Stores Clerk 1 1 I
Construction Equipment Mechanic 10 ll 11
Construction Equipment Mechanic Temp I 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 I 1 1
Lead Welder 1 1 1
Senior Account Clerk 1 1 1
Welder 2 2 2
Welder Temp 1 1 I
Total 29 30 30
300
PUBLIC WORKS
FLOOD CONTROL
Program Description
The Flood Control Program involves maintaining, operating, inspecting, and repairing
various flood control structures, levees, dams, spillways, channels and drainage areas on
the island in cooperation with the US Army Corps of Engineers (USACE) and the USDA
Soil Conservation Service (now called Natural Resources Conservation Service or
NRCS).
Program Objectives
I. Continue to conduct semi-annual inspections of flood control systems in concert with
USACE and NRCS.
2. Based on inspections, Engineering and Highways work to develop and implement
plans to repair and 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
1. Continued maintenance and repair work of approximately 19 miles of drainage ways,
conveyance channels, and lava tubes which include 27 flood control systems, island
wide.
2. Completed major cleaning in the South Hilo and Ka`u—Pd`au`au, Nd`dlehu, and
Wai`ohinu.
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PUBLIC S
FLOOD CONTROL
Program Measures
i
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Annual Inspections 1 2 1
Flood Control Systems 27 27 27
Flood Control Systems—Miles 19 19 19
Additional Information:
South Hilo District: 13 13 13
Alenaio 44,Ainak6, `Iwalani,Palai,Ainaola,
Haihai,Keone,Kilikina
Kawili,Wai-o-lama, `Ak6lea,Waiakea, Wailoa
North HilolHarnakua District: 2 2 2
Kalb a, Wai i`o
North/South Kohala District: 1 1 1
Pu`ukapu
Nortb/South Kona District: 5 5 5
Kainaliu,Kona Coffee Mill,Ke6pd/Keopu Heights
Kamani Tree Basin,Kaiiva Industrial
Ka`u District: 3 3 3
Pa`au`au,Na`alehu, Wai`6hinulBamboo Forest
Puna District: 3 3 3
North Kulani,Kukui Camp Road, Shipman
Industrial
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Operations 329,168.00 330,000 330,000
Equipment - - -
Program Total 329,168.00 330,000 330,000
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RESEARCH & DEVELOPMENT
DEPARTMENT SUMMARY
Mission Statement
The mission of the Department of Research& Development(R&D) is to imagine, invest
in and collaboratively create a sustainable, equitable, and thriving Hawaii Island.
Department Goals
Agriculture & Food Systems
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 by promoting island grown businesses of all sectors
through industry and entrepreneurial capacity building support.
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 Hawaii Island.
Funding Source and. Position Count
General Fund $3,298,45 General Fund 17
Grant Revenue $ 49,900 Grant Revenue/Other 2
Split Funding: GF/Grant/Other 2
Total Budget $3,348,358 Total Number of Positions 21
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RESEARCH & DEVELOPMENT
DEPARTMENT SUMMARY
Department foals (continued)
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 Hawaii Island.
Creative Industries & Film
1. To support and promote the creative industries on Hawaii Island through cross-
platform collaboration, training, education, and marketing in balance with Hawaii
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 Hawaii Island.
Workforce Innovation & Opportunity Act
1. Coordinate the efforts of educational institutions, labor, business, economic
development organizations, government agencies and the community to develop a
highly competent and productive workforce that sustains a strong economy and
lifestyle.
Community Well-Being
1. To promote partnerships between and within the County, State and regional
stakeholders, and community resources and leaders to promote resident and
community well-being and quality of life.
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RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
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, and affordable 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 farmer 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 j
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.
S. 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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AGRICULTURE FOOD SYSTEMS
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 assistance 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.
e 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 may benefit a larger number of potential 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 Hawaii 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 Hawaii. 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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AGRICULTURE FOOD SYSTEMS
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 encouraged life-long healthy eating habits and a
preference for locally grown foods. This was the first touch point to train the next
generation of farmers and healthy consumers.
® Support was provided for the development of an island wide gleaning project Kbkua
Harvest. The program worked to strengthen access to fresh local fruits and
vegetables for low-income residents. This project has aimed to reduce overall food
waste and strengthen community relationships.
In partnership with Hawaii 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 SNAP gardens.org, KTA superstores, DHS, Md'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 Ohana
Drops.
307
RESEARCH &
DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
i
Program Measures
i
FY 2020-21 FY 2021.-22 FY 3022-23
Actual Budget Estimate
Programs
Increase Consumption of Agricultural Products
Promotion of Agricultural Products Contracts 4 5 4
Support of Trade Shows/Missions 2 2 2
Support locally produced and/or value-added 4 2 3
agriculture-based products
Research,Development&Education
Critical,Effective&Timely Research 3 4 4
Aquaculture Research Project 0 1 1
Agricultural Website Inquiries 2,124 1,000 1,500
Update website two times a month 24 24 24
Development of farmer skills,business 2 3 3
management
Invasive Species Research,Education&Business 5 1 3
Training 3 1 2 2
Committee/Program Meetings
Attendance 88 55 75
Agricultural Theft Program
Producer and Vendor Educational workshops 0 1 1 1
Preserve Agricultural Lands
Review grubbing and grading policies 0 1 1
Explore effectiveness of current landscape 0 1 1
level policies and programs
Development of Affordable Farm Worker
Housing
Explore possible policy reforms I 1 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 25 25 25
industries to identify barriers and opportunities
Host Community Food Summit I 1 I
Food System Stakeholder Meetings 260 100 200
Increase access to local food
Support community gleaning program 10 10 10
Support youth education that increases consumption 50 50 25
of local foods
Develop community resources 3 3 3
Support awareness and increased efficiency of food 10 25 10
assistance programs
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RESEARCH & DEVELOPMENT
AGRICULTURE OSYSTEMS
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Operations 249,568.16 266,100 151,500
Program Total 249,568.16 266,100 151,500
309
RESEARCH &
DEVELOPMENT
TOURISMi
I
I
Program Description
The Tourism Program is guided by the vision, goals, and objectives of the Hawaii 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 Hawaii Island's sense of place
and culture.
I
i
Program Objectives
i
Due to the COVID-19 Pandemic,the Tourism Program objectives will require creativity, j
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 Hawaii 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 Hawaii 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, Hawaii 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 2023 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
I
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 Hawaii Island.
Program Highlights
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 '
Hawaii 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 Hawaii 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 Hawaii
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 Hawaii 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 (conned)
• Capacity.Building for Community and Industry Stakeholders: In partnership with the
Hawaii 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`aulam Campus, Volcano Art Center
o Ido`okaulike Interpretive Signage Program
o Milo Airport Visitor Center
o Pono Placemaking: Activate Puna, Activate Hilo, Milo Black and White Night,
and the Experience Volcano Festival.
Program ensures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Marketing and Product Development
Total County Contribution $459,000 $500,000 $150,000
Total State Contribution(HTA Community 0 $70,000 0
Programs Evaluation)
Number of Festivals,Events&Products 8 7 5
Number of Festivals,Events&Products Evaluated 20 0
a 2019 HTA Community Programs Awards 22
(28)
0 2020 HTA Community Programs Awards 0
(43)
*Visitor Arrivals and Spending(2019)
Total Airline Arrivals(*2019) 492,325 330,000 495,000
International(*2019) 90,008 100,000 95,000
Domestic(*2019) 402,317 230,000 400,000
Total Cruise Ship Arrivals 49,787 25,000 50,000
Total Per Person/Per Day Spending NA 100 100
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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RESEARCH EN
TOURISM
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 1 - -
Salaries and Wages 38,202.98 - -
Operations 139,284.86 459,040 150,000
Equipment - -
Program Total 177,487.84 459,000 150,000
I
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position'Title Actual Budget Request
Economic Development Specialist III 1 - -
Total
I
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il)
!I
'i
313
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j
BUSINESSRESEARCH & DEVELOPMENT
EVES NT I
Program escr i do
The Business Development Program facilitates the development of a sustainable
economy that enhances the standard of living of residents and the viability of businesses.
It provides information, support, and connection to services for both existing businesses
and to anyone thinking of starting a business in Hawaii County.
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 Hawaii 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 Hawaii
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 hoe
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 Hawaii
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.
(
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RESEARCH & DEVELOPMENT
BUSINESS V L I'
Program Objectives (continued)
d. Leverage and provide grant funding and/or technical assistance for collaborative
projects that build Hawaii Island's dominant, emerging, and highest paying
industries and sectors.
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
Hawaii 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
Hawaii 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
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RESEARCH & DEVELOPMENT
BUSINESSVELOPT
Program Highlights (c nfinued)
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.
Household economic self-sufficiency and mobility was advanced through a range of
activities including participation on the Hawaii 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 Hawaii 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$750,000 grant from the State for the
Demonstration Social Transportation Program, to provide seniors greater mobility for
daily activities.
• Served as the County's point for the 2020 U.S. Census on the Hawaii
Government Complete Count Committee. Efforts included the identification
and coordination of community partners to assist with outreach and education
throughout the greater community, press releases, and social media.
• Managed the North Kohala Coqui Frog Control Project grant from the State
Department of Agriculture which was subsequently awarded to North Kohala
Community Resource Center to control this invasive species in the district. Also
managed four Soil and Water Conservation grants supporting six districts which in
turn developed farm conservation plans required by Chapter 10 of the Hawaii
County Code and Hawaii Revised Statutes § 180C-2.
316
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RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
Proo,ram Measures
es
F3 FY 2422-23
t�etual J$ucl et Estimate
Programs
Trends/Research Briefs&Recommendations 0 5 5
Communications/Web Site/Social Media Updates 5 2 2
Business&Economic Development Contracts 5 4 4
Workforce Development Contracts 0 1 1
Science and Technology Contracts 2 1 1
Council Contingency Relief Contracts 13 20 20
Soil and Water Conservation District Contracts 4 4 4
Grand Total Contracts 22 30 30
Technical Assistance/Referrals 50 200 200
New EZ Participants 6 7 7
Agriculture and Manufacturing 3-year extensions 0 2 2
Committee/Program Meetings:
Attendance 4 45 30
Coordination 8 9 9
Grant Assistance and SOP Distribution 20 77 77
i
Program Expenditures
i
FY 2024-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
i
Operations 191,923.50 142,550 166,170
Program Total 191,923.50 142,550 166,170
i
317
RESEARCH
ENERGY
Program Description
The Energy Program advances and supports renewable energy pro jectslgeneration,
energy efficiency improvements, and transformation of mobility to be delivered with zero
emissions innovations.
Program Objectives
I. Collaborate with HELCO and private developers to implement renewable energy
resilience projects for the County of Hawaii.
2. Respond to energy dockets at the Public Utilities Commission that may have
significant impacts in the County of Hawaii.
D. Identify and implement energy efficiency projects to reduce County energy load.
a. Ensure that the County's procurement takes into consideration lifecycle energy
costs, including utilizing any rebates, incentives, or private partnerships available.
b. Collaborate with Hawaii Energy to implement Strategic Energy Management
strategies.
4. Plan and implement renewable energy projects for the County of Hawaii with
significant return-on-investment.
a. Explore enhancement of the Ldldmilo Wind Farm to increase the consumption of
electricity generated by the wind farm and incorporate a storage component to
allow more operational flexibility.
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 unlimited 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 zero
emissions buses with the supporting fueling and charging infrastructure.
c. Explore the use of byproducts of the West Hawaii Sanitary Landfill, Hilo
Landfill (closed) and wastewater treatment facilities 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 mobility systems
including micro-mobility network, autonomous vehicles, and mobility devise
sharing.
318
RESEARCH & DEVELOPMENT
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ENERGY
Program Objectives (continued)
f. Support the refinement and implementation of energy-related General Plan and
Community Development Plan strategies.
Program i hli hts
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 Hawaii 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.
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RESEARCH & DEVELOPMENT
ENERGY
Program Highlights (continual)
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, Hawaii 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.
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 1
digestion, pyrolysis, and conventional gasification. The most promising current 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
Hawaii 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.
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RESEARCH & DEVELOPMENT
ENERGY
Program Highlights (continued)
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 Hawaii Natural Energy Institute. The fuel
production and fueling station has been constructed and is operational at the Natural
Energy Laboratory of Hawaii 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 Hawaii Community College as a related workforce development
opportunity.
• 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. I
• Act 144, (formerly known as HB401), was signed into law on June 26t", 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 financing 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
Hawaii 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
roc,ra Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Energy Resilience Actions: 104 40 100
Meetings attended/arranged*
Energy Policy/Docket Actions:
Meetings,testimonies and other submittals 60 48 70
attended and/or arranged*
Energy Efficiency Actions:
Meetings, contracts attended/arranged* 12 24 24
Return-on-Investment Project Actions: 50 30 30
Meetings, contracts attendedfarranged*
Collaboration Actions: 80 26 80
Meetings attended/arranged*
Energy Outputs:
Code Adoption/Equipment 4 4 4
Acquisition/Installations/Deployment*
lProgram Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Operations 200,198.76 164,700 250,000
Program Total 200,198.76 164,700 250,000
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RESEARCH & DEVELOPMENT
RESOURCE TER
Program Description
i
The Resource Center develops and provides data, information, and knowledge products
and services, conducts research, and collaborates to advance and fund balanced
development.
I
Program Objectives
1. Manage Data, Information, and Knowledge Systems.
a. Develop and manage a data, information, and luiowledge management system.
• Maintain the Hawaii County Data Portal, a repository of quantitative data
about and relevant to Idawai`i Island. j
• Maintain and expand a flawai`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
flawai`i 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
Plawai`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
RESOURCET
rograrn 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 Ilawai`i Island.
• Adapt program evaluation framework for use by the Department and its
partners.
f. Advance Balanced Development.
• Coordinate County of Ilawai`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 Elawai`i 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 (GIIG) inventory for Idawai`i Island
pending availability of data.
• Set near- and long-term targets to reduce GHG emissions on I-Iawai`i Island.
• Develop and implement a climate action plan aligned with the County's GHG
targets.
7
• Collaborate on the development and implementation of plans for the County
of Idawai`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 I-lawai`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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Program g Highlights
Data, Information, Communication
• Maintained the Idawai`i County Data Portal, developed in collaboration with the
University of Idawai`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 PDQ'
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.
• 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 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, theproject 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 Hawaii Technology Development Corporation's
(HTDC)Neighbor Island mentoring program for Hawaii 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 Hawaii 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 Hawaii 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 Hawaii 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 Hawaii
County and for continued monitoring.
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RESEARCH & DEVELOPMENT
RESOURCE ENT
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Bud et Estimate
Manage Data,Information and Knowledge
Systems
Compile and publish monthly economic statistics 12 12 12
Assist the public and other agencies with data,
information, and Imowledge about and relevant 151,386 -)0,000 80,000
to Hawaii Island. Number of requests/web
visits.
Innovation through Collaboration,
Communications, and Balanced Development
Host RCCA Business Action Center Days 0 12 0
Participate in Business Support Providers' 12 12 12
Meetings
Number of Business Guide Publications 0 4 0
developed and published.
Participate in state,national and international 10 10 10
sustainability collaborations
Support interagency initiatives to promote 8 8 8
sustainability
Innovation in Funding and Financing
Enroll GrantStation Subscribers 154 150 200
Provide matching funds for at least two
proposals that advance balanced economic 2 3 1
development.
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Operations 70,566.42 85,812 180,112
Program Total 70,566.42 85,812 180,112
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RESEARCH & DEVELOPMENT
CREATIVE INDUSTRIES FILM
Program Description
The Creative Industries & Film Program seeks to sustainably grow media production and
creative industries on Hawaii 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 corrununity to advance the industry.
Program Objectives
I. 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 Hawaii 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
Hawaii 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
CREATIVE INDUSTRIES `IE
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 DEEDT 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. I
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that build Hawaii 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 Creative Industries &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, cormnunity, and media makers,
resulting in further growth of the creative sector. Program highlights included:
® Efforts to build and enhance Hawaii Island's reputation 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.
329
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RESEARCH & DEVELOPMENT
CREATIVE INDUSTRIES & 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 2020-21 FY 2421-22 FY 2022-23
Actual Budget Estimate
Trends/Research Briefs&Recommendations 3 6 6
Inquiries 150 300 300
Productions Completed 30 75 50
Production Revenues $31,884,805 $4,500,000 $5,000,000
Social Media Reach 2,500 125,000 100,000
Collaboration/Coordination Engagements 3 35 35
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Re uest
Operations 6,604.78 47,505 167,285
Program Total 6,604.78 47,505 167,285
330
RESEARCH & DEVELOPMENT
TMM
TG 1
Program Description
tion
The Immigration Office serves as liaison on inunigration matters of broad community
concern as well as serve individual needs and/or matters of immigrants on Hawaii
Island. It acts as a resource office by providing information and assistance on
immigration related issues and concerns.
Program Objectives
1. Proactively deliver information about immigration, citizenship, and the naturalization
process to immigrants and to prospective and new citizens.
1 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 Hawaii County.
d. Due to the COVID-19 Pandemic's health and economic impact, support the
Mayor's Office, Civil Defense, and Hawaii Department of Health in ad hoc
outreach and engagement of immigrant communities.
Program ighlig is
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
trainings 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.
331
RESEARCH & DEVELOPMENT
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, Mexico, Honduras, 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 immigrants and non-immigrants with Emergency Rental Assistance Program
application which provides rent and utility payments to applicants who have been
impacted directly by COVID-19.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Telephone Inquiries for assistance 6,500 5,500 6,500
Office visit assistance 1,820 3,000 2,000
Community outreach 31 45 45
Email for assistance 1 350 200 350
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Operations - 1,620 1,620
Program Total - 1,620 1,620
332
RESEARCH & DEVELOPMENT
_ _x_ .
WORKFORCE TION & OPPORTUNITY ACT a
Program Description
The Workforce Innovation&Opportunity Act(WIOA) program is designed to
strengthen and improve our county, state and nation's public workforce system and help
Americans, including youth and those with significant barriers to ernployment, obtain
high-quality jobs and careers. In addition, WIOA assists employers with hiring and
retaining skilled workers. Meeting workforce needs is critical to economic growth
through partnerships at the State, regional, and local levels. WIOA promotes the
alignment of workforce development programs, education and econoznic development
services including job-driven training, work-based learning, access to post-secondary
career tracks and employment in key sectors.
Program Objectives
1. The needs of businesses and workers drive workforce solutions and local boards are
accousztable to communities in which they are located.
2. The American Job Center provides excellent customer service to all jobseekers and
employers and focuses on continuous improvement.
3. Develop and/or implement education and training programs that respond to labor
market analysis within the region and relate directly to the sectors addressed in the
Local Area Plan.
4. The program services youth aged 16-24 who are not in school and are not working.
5. Meeting eligibility requirements of WIOA.
6. Oversees the management of the American Job Center Hawaii (AJCH) where
program participants and the public can access various services in a single location.
Program Highlights
• During Program Year 2020 assisted 196 adults who are 18 years of age and older and
met the income requirement, 69 dislocated workers who have recently been laid off
due to company closure, or who were given notice of layoff due to COVID, and 87
youth who were considered disadvantaged with at least one of the WIOA program
barriers.
• Provided Employer services through the AJCH including 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 pandemic. The AJCH
assisted 3,749 people.
• Provided recruitment campaigns for new business ventures of facilities needing a
large number of specialized workers.
RESEARCH & DEVELOPMENT
WORKFORCE INNOVATION & OPPORTUNITY ACT
Program ig `g is (continued)
• Utilized Rapid Response funding to assist with projected recession and anticipated
economic downturn.
• Held virtual job fairs—which used to be in person.
• Provided remote and in person assistance to almost 4,000 individuals who utilize the
AJCH resources and services.
Program Measures
FY 2020-21 FY 2021-H-1 EY 2022-23
Actual 13ud et Estimate
Adult Program
Employment 2nd Quarter - - 53%
Employment 4th Quarter - - 64%
Median Earnings 2nd Quarter After Exit - - $5,300
Credential attainment rate - - 65%
Measurable Skill Gain - - 50%
Dislocated worker Program - -
Employment 2"d Quarter - - 75%
Employment 4''Quarter - - 75%
Median Earnings 2nd Quarter After Exit - - $6,200
Credential attainment rate - - 50%
Measurable Skill Gain - - 50%
Youth Program - -
EmploymentfEducationlTraining after 2nd Quarter - - 75%
Employment/Education/Training after 41 Quarter - - 65%
Median Earnings 2nd Quarter After Exit - - $4,200
Credential attainment rate - - 65%
Measurable Skill Gain - - 50%
*WIOA transferred to R&D in FY 2021-22
334
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
Program Description
The Community Nell-Being Program is responsible for leading and ensuring the design,
strategy, and implementation support of innovative programs to improve the health and
well-being of Hawaii Island residents and communities. It identifies innovative models
of holistic and integrated systems to create opportunities to advance a well-being
zn
economy that nurtures our relationship with `aina; addresses economic inequality; and
supports individual and community health resilience.
Program Objectives
1. Define impact goals around equity and inclusion, community participation, and
community health that informs policymaking and implementation of development j
programs.
i
a. Develop metrics for evaluating progress against impact goals.
b. Establish data collection systems that rely on quantitative and qualitive data
points.
c. Provide regular feedback and continuous improvement recommendations to
inform inter-departmental actions.
2. In collaboration with community partners, review and assess relevant data and draft
short and long-term strategies to improve Hawaii Island's social, environmental, and {
economic health. �)
a. Develop and implement integrated holistic and sustainable community-based
approaches to community well-being and social justice.
3. Facilitate inter-departmental and multi-sector teams to develop and implement
collaborative actions that improve health, human services, and social and economic
determinants of health.
4. Assess and highlight the economic impact of the nonprofit and health and human
services sectors on Hawaii Island, including their contribution to the creation and
maintenance of quality living wage jobs.
5. Due to the COVID-19 Pandemic's health and economic impacts, address COVID-19
health disparities among Pacific Islander,Native Hawaiian, Filipino, and Hispanic
populations, ensuring geographically inclusive distribution of services.
a. Develop a Disparity Impact Statement, including COVID-19 public health
recommendations for testing, contact tracing, vaccination, and other mitigation
efforts.
b. Develop and implement a Health Literacy Plan that guides new and/or revised
policies for improving and sustaining adherence to COVID-19 and other public
health recommendations using evidence-based and culturally appropriate health
literacy strategies.
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RESEARCHE -
COMMUNITY WELL-BEING
Program Objectives (continued)
c. Address chronic disease disparities and increase telehealth literacy among
underserved ethnic and rural communities.
d. Work with the University of I-Iawai`i at Nilo to support quality improvement and
evaluation of the health literacy project.
Program Highlights
• Established and filled an Economic Development Specialist II position to develop and
lead the Cotntnunity Well-Being Program..
® Applied for and secured a$3,000,000 Department of health &Human Services grant
to support implementation of the health Literacy Project.
® Contracts executed with the Idawai`i Literacy Projects primary implementation
partners, Community First and University of Ilawai`i at Milo.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Programs
Research, compile,collect,organize, and maintain - - 6
relevant data onquality-of-life domains
Research,compile,identify the best practices/models - - 6
on community wellbeing programs
Participate in relevant meetings/webinars related to - - 20
health and community wellbeing
Prepare,update,and maintain local resources and - - 2
data related to health and community wellbeing via
the County's R&D website
Timely completion and submission of the health - - 0
literacy project deliverables to HHS. Ten
deliverables anticipated.
Timely completion and submission of the health - - 4
literacy project progress report to HHS.4-8 reports
anticipated,
i
Establish/maintain a formal partnership with the - - 7
project's consortium partners through a MOU/MOA
Expand/maintain the health literacy project scope - - 4
into 4 districts via consortium partners,District
Coordinators, and community boards
Successful completion and attendance by consortium - - 0
partner organization of trauma-informed care training
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RESEARCH & DEVELOPMENT
COMMUNITY JELL® E T
Program Measures (continued)
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Successful completion and attendance by - - 0
consortium partner organization of teach-back
method training
Access to professional interpretation/translation - 0
services by consortium partner organizations
Conduct the National Culturally and Linguistically - - 7
Appropriate Service(CLAS) Standard survey
(check-list)among all 7 consortium partners
Lead a monthly Kuleana Health champion meeting - - 12
Attend a monthly consortium partner meeting - - 12
Attend a monthly meeting with a project officer - - 12
from OMHIHHS
Cormnunity board meetings held monthly in 4 - - 46
districts
Conduct an initial/routine site visit for Community - - I
First,Inc.for programmatic and contractual
monitoring
Draft a press release on the health literacy project - - 1
for the County's announcement
Develop,initiate and execute new contracts related - - I
to community wellbeing(i.e., childcare,health, etc.)
pending availability of funds
*New Section added to R&D in FY 2021-22
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Actual Budget Request
Economic Development Specialist III(Tem )
Total
337
RESEARCH & DEVELOPMENT
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RESEARCH &DEVELOPMENT
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Program x enditures
3
EY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 19 20 21 i
Salaries and Wages 1,088,152.40 1,201,644 1,283,071
Operations 218,684.47 30,634 692,450
Equipment 1 697.29 150 150
Soil and Water Conservation District 306,000.00 306,000 306,000
3
Program Total 1,613,534.16 1,538,428 2,281,671 a
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Personnel Position Summary
FY 2020-21 FY 2021-22 EY 2022-23
3
Position Title Authorized Authorized Request
Director of Research&Development I 1 1 I
Deputy Director of Research&Development I 1 1
Asst. Account Clerk(114T)Temp 1 1
Asst.Account Clerk - - I i
Administrative Services Assistant I I 1 1
Administrative Assistant I 1 1
Clerk III 1 1 1
Economic Development Specialist 11 4 4 4
Economic Development Specialist III 5 6 6
Economic Development Tech I 1 1
Immigration Specialist 1 1 1
Private Secretary I i I
Student Helper 1 1 1 1
Total 19 20 1 20
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338
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filEiHWYAY FUND
PUBLIC WORKS
_- �.
HIGHWAYFUN
Program Description
The highway Fund involves the maintenance of roads and drainage systems for more
than 1,003 miles of public streets and highways. In addition, it includes installation,
operation, and maintenance of signs and road markings, traffic calming devices,
streetlights, and traffic signals.
Department Goals
1. To build a culture of safety through training, education, and policy development and
to maintain a safe work environment for our employees, customers, and the entire
public.
2. To treat our employees fairly and with respect, encourage growth and technical
development.
3. To communicate openly and honestly with our employees and the public.
4. To strive to provide high quality customer service.
5. To continuously improve in every aspect of our operations.
6. To provide safe roadways that allow the efficient movement of people and goods
around our island.
7. To provide the people and equipment to assist Civil Defense in all matters concerning
emergency response and disaster recovery.
8. To develop and maintain systems to efficiently manage the County's highway and
traffic control assets.
9. To develop and implement operational and technical programs for traffic control
devices.
10. 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.
11. To create and implement highway safety standards, and procedures.
Funding Source and Position Count
Highway Fund $43,120,060 Hi hway Fund 251
Grant Revenue S 1,708,256 Grant revenue l Other -
Total Budget: $44,828,316 Total Number of positions 251
339
PUBLIC WORKS
. Q. rte„�,. �
TRAFFIC IVI IO 3
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Program Description
The Traffic 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 (HCC). The Division is responsible for all traffic engineering projects for the
county and maintains a traffic education program. 3
Administration Section
3
I
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The responsibilities of this section include:
3
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.
I
3. Receiving and resolving complaints and answering inquiries.
4. Promoting traffic education. 3
5. Providing supervision and administrative support for the Division.
3
T'r'affic Safety and Suns and Markings Section
3
I
The responsibilities of the Traffic Safety section include:
I
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
3. Reviewing and inspecting new county traffic signs and markings projects.
i
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
3
analysis procedures.
6. Overseeing resurfacing restriping program.
7. Proposing traffic calming initiatives including driver feedback signs and speed ;
humps; and
8. Creating, maintaining, and improving programs to promote highway safety.
3
340
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PUBLIC WORKS
TRAFFIC DIVISION
Program Description (continued)
The responsibilities of the Traffic Signs and Markings section include:
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 responsibilities of this section include:
1. Maintaining and operating all county and state traffic signals and streetlights.
2. Establishing and applying routine maintenance programs and projects.
3. Designing and developing new traffic signal and streetlight installation projects.
4. Reviewing and inspecting new traffic signal and streetlight portions of county
projects.
5. Real-time monitoring of the traffic signal systems.
6. Maintaining a traffic signal and streetlight database.
7. Installing traffic signals.
S. 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.
341
PUBLIC S
TRAFFIC DIVISION
Program Ojectives
Traffic Safey Section
1. Investigate and process complaints and requests (not including projects) within 30
calendar days.
Traffic Sims & Marlins
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: 100% completion of annual inspections.
o Performance measurement: 80% completion of all open traffic markings maintenance
work orders.
2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year).
o Performance measurement: 100% compliant.
3. Install new, and modify existing, traffic signs and markings to address safety concerns
and work requests received from the public.
o Performance measurement: 90% completion of all open safety-related work orders.
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.
342
TRAFFIC DIVISION
Program Objectives (continued)
o Performance measurement: 100% completion.
Uninterruptable Power Supplies (UPS) annual inspections and/or replacement.
o Performance measurement: 100% completion.
Program ighhghts
Pr°olects Completed or In-Progress
1. Continuing with island-wide Street light upgrades/improvements to address failing
LED fixtures is in-progress, currently changing out fixtures in the S. Kilo and N.
Dona Districts.
Status:
Total Street Lights = 11,421 (9,947 county, 1,474 state).
Changed Out=2,106 Fixtures (35 W= 143, 70 W= 338, 85 W= 1,625} or 18%
completion.
2. 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=29.
Intersections Addressed = 19 (Inductive Loops = 7, Cameras = 12) or 66%
completion.
3. Installed new and modified existing traffic signs and markings to address safety
concerns and requests from the public.
Status:
Total Work Orders Generated= 148.
Work Orders Completed= 146 or 99% completion.
4. 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.
Total Signs Replaced per FY 2020-21 = 5,258 or 140%.
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PUBLIC WORKS
TRAFFIC I CS �
Program Highlights (continued)
5. Continuing with island wide traffic markings retro-reflectivity program as part of the
Division's asset management program.
J
Status:
i
Goal =250 centerline miles inspected per fiscal year.
Total Centerline Miles Inspected per FY 2020-21 =259 or 104%. �
Pro.glram Measures
i
EXISTING AINTENANCE FY 2020-21 FY 2021-22 FY 2022-23
Actual budget Estimate
Signal&Streetlight
Investigate and repair all streetlight failures within 32% nfa -
five working days.
Investigate and resolve all traffic signal timing and 90% nla
operational complaints within three working days.
Investigate and resolve all traffic signal timing and j
operational complaints within ten working days. 100°l° 100%
Preventative Maintenance Program
46 state signalized intersections two times per year. 8% - -
65 county signalized intersections one time per year. 95% - -
50 state signalized intersections two times per year. - 100% 100%
69 county signalized intersections one time per year. - 100% 100% 3
Conflict Monitor Units(CMU)IMalfanction 32°l0 100% 100%
Management Units(MMU)annual certification.
Uninterruptable Power Supplies(UPS)annual 29% 100°l° 100%
inspections and/or replacement.
344
PUBLIC WORKS
TRAFFIC DIVISION
Program Measures (continued)
Traffic Signs&Markings
Inspect and maintain as required 250 centerline miles 100%of
of county-maintained road per year(total of 1,000 annual
centerline miles over four-year maintenance cycle)to inspections.
address retro-reflectivity. 104% 80% 80%of all
open traffic
markings
maintenance
work orders.
Maintain all traffic signs on a seven-year 140% 100% 100%
replacement cycle(3,760 signs per year).
Install new and modify existing traffic signs and
markings to address safety concerns and requests nla n/a 90%
from the public.
SAFETY
Investigate and process complaints and requests(not 88% 100% 100%
including projects)within 30 calendar days.
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 48 48 50
Salaries and Wages 2,902,105.61 3,239,703 3,403,911
Operations 5,126,052.74 6,229,540 6,119,400
Equipment 267,909.96 649,360 634,500
Program Total 8,296,068.31 10,118,603 10,157,811
345
PUBLIC
WORKS
TRAFFIC I ISI
Personnel Position Summary
FY 2020-21 EY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Program Manager 1 I I
Civil Engineer IV 1 1 -
Civil Engineer V 2 2 2
Civil Engineer VI I I I
Clerk III I I 1
Electrical Engineer I I l I
Electrician I I I
Engineering Support Tech 111 2 2 2
Engineering Support Tech IV - - I
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 I I
Senior Account Clerk I 1 1
Student Helper I 1 I 1
Supervising Traffic Teehnician 1 I 1
Traffic Electrician(4 in Kona) 6 6 8
Traffic Electrician Supervisor 11 1 1 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 11 2 2 2
Traffic Signs&Markings Supervisor III 1 1 1
Traffic Technician IV 2 2 2
Total 48 48 50
346
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PUBLIC WORKS
HIGHWAY I TEN E DIVISION
Program escrlption
I�i�hwa�Administration
The Highway Maintenance Division oversees and directs maintenance of roadways,
drainage systems, and public flood control structures. The Division also completes in-
house resurfacing projects and responds to various road emergencies as well as natural
disasters.
District Baseyards
Each District baseyard maintains and repairs roads, streets, highways, bridges, storm
drains and other flood control structures in their respective geographical area.
Program Objectives
1. Continue island wide in-house resurfacing program and resurface a total of at least 25
road miles or 80 lane miles of pavement annually.
2. Perform grass cutting operations 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 ighlights
1. Highway Maintenance
Resurfaced 25.27 road miles of various 1, 2, and 4 lane county roads
a. South Hilo 5.44 miles
b. North Hilo/Hdmakua 2.32 miles
c. North/South Kohala 3.67 miles
d. North/South Kona 3.59 miles
e. Puna 10.25 miles
2. GIS Mapping Program
The Department of Public Works Highways Division continues to implement and
expand their Geographic Information System (GIS). GIS provides a valuable tool to
improve workflow processes including data collection and sharing throughout
Highway's operations. The program is well integrated with Public Safety and
Emergency Management and allows for better coordination between agencies.
347
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PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Program Highlights (continued)
Major highlights of the GIS Mapping Program include:
• Real-time Data Collection and Mapping
o Road maintainer/owner(in progress)
o Drywell inspection and maintenance (in progress)
a Bridge inspection and maintenance (in progress)
a Drainage and flood channel/canal inspection and maintenance (in progress)
• Fiscal Year End Inventory
o Asset management tracking
o Locations and photos of all Inventory Items
® Annual Paving Projects and Scheduling
• Herbicide Spraying
o Tracking of spray locations and locations with no spray agreements in place
• Emergency Operations Center Hazard Assessment Tool
• Revisions and Updates to the County of Hawaii Tsunami Evacuation Plan
o New evacuation plans and maps based on two scenarios
® Tsunami Evacuation Zone (Regular)
• Extreme Tsunami Evacuation Zone (Great Aleutian Tsunami—GAT)
J. Special Projects
Highways special projects have included responding to emergencies such as traffic
accidents, removing fallen trees or any debris from roadways, and providing
equipment and personnel to other county departments at a moment's notice (e.g., for
fighting wildfires, responding to tropical storms).
348
PUBLIC WORKS
HIGHWAY
., A T E DIVISION
Program Measures
FY 20'20-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Resurfacing Road Miles(Varying Widths) 25.27 27 28
South Hilo 5A4 5 5
North Hilo/Hamakua 2.32 4 4
North/South Kohala 3.67 5 5
North/South Kona 3.59 6 6
Ka`u - 2 2
Puna 10.25 5 6
Grass Cutting Operation(Cycle for Each District,in
Weeks):
South Hilo 3 to 6 5 5-
North
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`n 5 to 6 5 5
Puna 2 to-6 -C 5
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 201 201 201
Permanent/Temporary 165/36 165136 165136
Salaries and Wages 7,611,044.56 8,450,076 8,497,388
Operations 3,440,205.86 6,109,765 6,020,765
Equipment 982,518.19 1,568.700 1,657,700
Program Total12,033,768.61 16,128,541 16,175,853
349
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Personnel Position Surninary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Account Clerk I I I
Accountant 11 1 1 1
District Road Overseer 11 5 5 5
Equipment Operator 1 25 25 1 25
Equipment Operator 11 26 26 26
Equipment Operator 111 9 9 9
Equipment Operations Instructor I I I
Highway Division Chief I I I
Highway Superintendent I I I
Highways Technician IV I I I
Laborer 11 68 68 68
Lead Mason I I I
Mason I I I
Road Construction&Maintenance Supervisor 1 4 4 4
Road Construction&Maintenance Supervisor 11 10 10 10
Safety&Driver Improvement Coordinator I I I
Senior Account Clerk 6 6 6
Street Cleaning Supervisor I I I
Street Sweeper Operator I I I
Equipment Operations Instructor I I I
Subtotal 165 165 165
TEMPORARY POSITIONS:
Equipment Operations Instructor Temp 3 3 3
Equipment Operator I Temp 6 6 6
Equipment Operator 11 Temp 5 5 5
Equipment Operator III Temp 4 4 4
Lead Mason Temp I I I
Mason Temp 3 3 3
Road Constr&Maintenance Supervisor I Temp 6 6 6
Student Helper 11 1 1 1
Tree Trimmer Ternp 4 4 4
Worker's Compensation Position 3 3 3
(Temporary Positions) Subtotal 36 36 36
Total 201 201 201
'50
PUBLIC WORKS
ENGINEERING
Program Description
Refer to Department of Pudic 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 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Salaries and Wages 1,508,840.32 1,920,400 1,944,520
Operations 197,681.14 1,799,546 1,834,546
Equipment 290,724.25 123,600 152,600
Program Total 1,997,245.71 1 3,843,546 3,931,666
*Note: Bridge Inspection included with Engineering as of FY 2021-22.
351
POLICE
HIGHWAY FUS
Program Description
Refer to Police Department under the General Fund Section.
Program Objectives
Refer to Police Department under the General Fund Section.
Program ighlights
Refer to Police Department under the General Fund Section.
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Salaries and Wages 1,295,546.26 1,630,374 11669,240
Operations 28,200.00 64,800 212,000
Equipment - 320,000 184,958
Program Total 1,323,746.26 2,015,174 2,066,198
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PUBLIC WORKS
HIGHWAY FUND MISCELLANEOUS
FY 2.020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Roads in Limbo - 400,000 400,000
Brielge Inspection* 75,896.13 - -
Fringe Benefits
Health Fund 1,573,641.97 1,700,000 1,700,000
State Retirement System 3,406,598.90 3,600,000 3,600,000
FICA 910,952.52 1,000,000 1,000,000
Worker's Compensation 749,121.05 850,000 850,000
Total Fringe Benefits 6,640,314.44 7,150,000 7,150,000
Supplemental Transfers
Transfer to Capital Projects Fund 3,000,000.00 3,000,000 3,500,000
Other Costs
Provision for Compensation - - 821,788
Vacation Pay - 50,000 50,000
Public Safety DisasterlEmergency 75,249.58 575,000 575,000
Total Other Costs 75,249.58 625,000 1,446,788
Total Miscellaneous 9,791,460.15 11,175,000 12,496,788
*Note: Bridge Inspection included with Engineering as of FY 2021-22.
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MASS m. 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.
Agency Goals
1. Improve transportation mobility for the public, including service for the mobility
impaired
2. Make riding public transportation easier, reliable, and compatible with other multi-
modal options.
3. Assist the public in obtaining transportation alternatives to the private automobile
through the use of buses, ride sharing, bicycling, in a fiscally sustainable maturer.
4. Create a transit system responsive to the needs of all populations and those for whom
transit is a necessity.
5. 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.
6. Connect modes to enable a seamless integration of transit networks, bicycle, and
pedestrians by the use of transportation hubs and bus stops.
7. Implement technology to provide real time transportation information.
Funding Source and Position Count
GET Fund 501000,000 GET Fund 23
Grant Revenue - Grant Revenue 1 Other -
Total Budget: S 50,000,000 Total Number of Positions 23
354
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
�:�D,�
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Program escri tion j
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The Mass Transit Agency provides island wide public transportation for Hawaii County,
known as the Hele-On. Transit services operated daily from approximately 3:15 a.m. —
2:00 a.m., seven days a week on 23 routes. Hele-On Bus riders consist of the general
public, including seniors, students, and persons with disabilities and commuters. Many
of Hele-On riders are low income and have no other means of transportation. Individuals
with a disability who are unable to use the regular fixed Vele-On route services within
the Hilo, Puna, and Kailua- Kona service areas are afforded the opportunity to use
Paratransit services known as Hele-On Kako`o.
The Mass Transit Agency also provides specialized transportation services, including the
Hele-On Shared Ride Taxi Program available in the Hilo area up to nine miles of travel
each providing an ADA accessible vehicle.
Additionally, the Mass Transit Agency provides funding for HIBIKE, which allows for
Hele-On transit passengers to have free access on HIBIKE bikeshare bicycles in Hilo and
Kailua-Kona and for two specialized transportation providers—Brantley Center and
Hawai'i County Economic Opportunities Council. These providers will transport persons
with disabilities, seniors and low-income residents for door-to-door transportation needs
in areas where Hele-On bus and shared ride taxi services is limited on weekdays.
The County contracts with Roberts Hawaii to operate the Hele-On fixed route transit
system, Ace 1 Taxi to operate the Hele-On Kako`o Paratransit system, PATH to operate
the HIBIKE bikeshare system and HCEOC to provide lifeline specialized demand
response services. The County also has many other contracts to support Mass Transit
Agency operations including the Mo`oheau Bus Terminal, bus washing, security, bus
shelter cleaning, four taxi cab companies for the Shared Ride Program and specialized
demand response services in Honoka`a with the Brantley Center. Maintenance of Hele-
On vehicles are provided by County employees. Some of the contractors also provide
vehicles to supplement County owned transit vehicles.
The County owns 49 fixed route vehicles of which 28 are operable and 21 are under
repair to bring back to an operable condition. Additionally, the County owns seven
paratransit vehicles.
The Mass Transit Agency also provides administrative support for the Hawaii County
Transportation Commission and oversees taxicab operators for Hawaii Island. During
FY 2020-21, a total of 92 {36 in Hilo; 56 in Kona)taxicab companies were registered in
the County of Hawaii.
355
MASS TRANSIT AGENCY
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GENERAL EXCISE TAX FUND
Program Objectives
1. Mabe riding transit easier, reliable, and more desirable than other options.
2. Create a transit system to serve the employment and social needs of all people.
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3. Implement technology to provide real time transportation information.
4. Create transportation hubs and bus stops with amenities that provide rider comfort
and safety and that help support community and village gathering places.
5. Phase blaster Plan transit system implementation in a fiscally sustainable manner.
i
Program i hli is 3
I. Overall,the Novel Coronavirus (COVID-19) pandemic along with unreliable
operations resulted in further declines in passenger trips made on the Hele-On transit
system. Total passenger trips carried was 324,934.
i. Fixed Route Bus=254,890 (decrease of 161,836) I
ii. Shared-Ride Taxi = 67,445 (decrease of 23,502) a
iii. Paratransit=2,599 (decrease of 404)
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2. To comply with CDC requirements and public transit best practices, social distancing
continued on Hele-On transit services through March 2021, and assist buses were 3
added to routes to ensure passengers were not left behind. hand sanitizers and wipes
are available for the operators and riders. Sanitization procedures for high contact
areas were continued.
3. Additional FTA grants through HDOT were obtained to support the replacement of
the transit fleet. As a result, four additional Paratransit vans were ordered, as well as
two IFBs were released to procure up to eight transit buses ranging between 30- and
40-foot buses.
4. HDOT was awarded additional FTA grants through the Low-No program to allow the
County to receive four 35-foot battery electric buses and associated charging
infrastructure. The County will be the lead agency procuring these buses.
Zn
356
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MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
I
t
Program i hli hts (continued)
5. City and County of Honolulu donated ten 30-foot 1998 Gillig Phantom buses to
support the implementation of a hub and spoke transit system.
6. Continued work on the three-hydrogen bus project by U.S. Hybrid and Ilawai`i
Natural Energy Institute, School of Ocean and Earth Science and Technology.
7. Full transit services were restored by April 2021 as the island re-opened and
passengers started to return back to the transit system. In June 2021, additional routes
were expanded to serve the Kona International Airport on Routes 75 and 90.
8. SSFM assisted with facilitating public meetings with the public regarding the Kailua-
Kona and Pdhoa transit hubs, including identifying potential sites for consideration by
the Mass Transit Agency.
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9. Mock designs for the bus fleet as well as bus stop signs were developed by SSFM.
10. No new bus shelters and bus stops were installed in FY 2020-21; however, two
shelters were removed due to accidents. Island wide bus shelter program is ongoing.
Working with multiple developmental plans to request they include bus shelters on
any new builds.
11. An interim Mass Transit Administrator was hired in mid-June to implement activities
of the Transit and Multi-Modal Transportation Master Plan and provide leadership
activities.
12. Continued to implement the Idawai`i County Transit and Multi-Modal Transportation
Master Plan(TMP) as well as update the Capital, Staffing, Finance Plans of the TMP.
New initiatives of the TMP includes a vanpool program, partnerships with Ly$and
Uber, restructuring of the shared ride program, increasing FIIBIKE, bike share,
additional routes added in the Ka`u District connecting Volcano and South Kohala
resorts and in Kailua-Kona. From the capital side, new equipment, new vehicles, and
new technology to ensure the transit system is meeting FTA's state of good repair.
357
SSS TRANSIT AGENCY
GENERAL EXCISE TFUND
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Total Passengers-Systemwide 324,934 500,000 500,000
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual ;Budget Request
Number of Positions 17 17 23
Salaries and Wages 1,153,341.29 1,107,940 1,767,359
Operations 8,445,04939 12,986,500 23,248,438
Equipment 298,367.16 4,863,706 5,550,742
Program Total 9,896,757.84 18,958,146 30,566,539
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Personnel Position Summary
i
FY 2020-21 FY 2021-22 FY 2022-23
Position'Title Authorized Authorized Request
Mass Transit Administrator 1 1 1
Assistant Mass Transit Administrator - - 1
Account Clerk 2 2 3
Account Clerk(Temp) I 1 -
Administrative Services Asst I 1 1 1
Automotive Mechanic I 4 4 -
Automotive Mechanic II 2 2 -
Clerk Il 1 1 1
County Transportation Specialist 1 1 -
Garage Supervisor 1 1 1
Mass Transit Assistant I 1 1
Mass Transit Operations Assistant I 1 1
Program Manager 1 1 -
Transit Program Manager - - 2
Transit Vehicle Mechanic I - - 8
Transit Vehicle Mechanic II - - 3
Total 17 17 23
358
TRANSITMASS
AGENCY
MISCELLANEOUS
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Supplemental'Transfers
Transfer to Capital Projects Fund 9,368,912.00 9,586,854 10,283,163
Total Supplemental Transfers 9,368,912.00 9,586,854 10,283,163
Bond Issue/Debt Service
Int on GO Bonds—County 2,100,000.00 2,200,000 2,300,000
Gen Ser Bond Red—County 6,000,000.00 6,200,000 6,200,000
Total Bond Issue/Debt Service 8,100,000.00 8,400,000 8,500,000
Fringe Benefits
FICA 1 84,915.83 80,000 80,000
State Retirement System 243,937.43 250,000 200,000
Health Fund 102,153.83 200,000 250,000
Worker's Compensation 16,295.12 25,000 50,000
Total Fringe Benefits 447,302.21 555,000 580,000
Other Costs
Public Safety Disaster/Emergency - - -
Prov Compensation - - 70,298
Total Other Costs - - 70,298
Total Miscellaneous 17,916,214.21 18,541,854 19,433,461
359
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EIENVIRONMENTAL 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.
I
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 corninitted
workforce.
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Funding Source and Position Count
Sewer Fund $18,369,518 Sever Fund 92
Subsidy $ 2,083,396 Grant Revenue!Other -
Grant Revenue -
Total Budget: $20,452,914 Total Number of Positions: 92
360
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Description
The Administration program of the Wastewater Division(WWD) includes administration
and engineering functions. Administration manages the county-wide 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. Initiate activities to create a Pretreatment Branch that will oversee the implementation
of a Hawaii Department of Health (HDOH) Administrative Order of Consent(AOC)
enforcement action that requires WWD to have a Pretreatment Program.
2. Continue efforts for a new collection system and Wastewater Treatment Plant
(WWTP) for the Nd51ehu and Pdhala Large Capacity Cesspool (LCC) Replacement
projects under an Environmental Protection Agency (EPA) AOC enforcement action.
3. 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.
4. Continue to make progress on the Pua Force Main Replacement Project.
5. Evaluate the repair or replacement of the Hilo WWTP and possibly the Pdpa'ikou and
Kula'imano WWTPs.
6. Continue planning/design efforts for the cast iron force main replacement at Hate
Halawai SPS, Kebpu SPS and Force Main (FM), Project 19 SPS, Onekahakaha SPS
and FM, Kalea SPS and FM, Wailuku FM, and Pauka'a FM.
7. Continue the design and construction for the R-1 Project that will upgrade the
Kealakehe Wastewater Treatment to produce and distribute reuse water (recycled
wastewater for irrigation use).
8. Complete the Environmental Assessment(EA) for the North Kona SPS and Force
Main Project.
9. Initiate planning work for constructing a County WWTP for the Puak6 Community.
10. Initiate planning work to perform a Programmatic Environmental Impact Statement
(EIS) for a County-owned WWTP for the Puna Area.
361
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program ighlights
• Renewed the National Pollutant Discharge Elimination System (NPDES) Permit for
Hilo WWTP.
• Renewed the NPDES Permit for Papa`ikou WWTP.
• Added Geographical Information System (GIS) Analyst I and Database Analyst to the
new Asset Management System program.
• Submitted application to the United States Department of Agriculture (USDA) for
funding assistance on Pua Force Main Replacement project.
® Completed the Lanihau SPS Force Main Replacement project. j
Program easur°es
EY 2020-21 FY 2021-22 I+Y 2022-23
Actual Budget Estimate
REGULATORY COMPLIANCE PROGRAM
Number of NPDES Permit Violations 2 0 0
Number of Reportable Sewage Spills 7 3 3
Number of Reportable Treatment Bypass 4 2 2
Number of Hawaii Occupational Safety and Health Division 0 0 0
(HIOSH)Citations
SEWER CONNECTION PROGRAM
Number of Building/Plumbing Permits Processed 368 200 200
Number of Sewer Connection Plans Reviewed 28 30 30
Number of Sewer Connections Inspected 119 50 50
PRIVATE SEVER EXTENSION PROGRAM
Number of Private Sewer Extension Plans Reviewed 3 5 5
Number of Private Sewer Extensions Inspected 2 1 2
REPLACEMENT RESERVE ACCOUNT PROGRAM
Number of Design Projects Completed 1 1 5
Number of Construction Projects Completed 3 1 2 �
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ENVIRONMENTAL MANAGEMENT
WASTEWATER IVIS
OPERATIONS
TI€ N
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
I. Initiate training of 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 Occupational Safety and Health Administration
(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 Ultraviolet(UV) disinfection in lieu of
chlorination, and installation of remote Supervisory Control and Data Acquisition
(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 Department of Health (DOH)NPDES regulatory requirements.
Program Highlights
• Began set-up of the Computerized Maintenance Management System program as part
of the new Asset Management System program.
• Reorganizing Operations to include an island wide maintenance branch to perform
maintenance and repair projects at WWTPs and SPSs.
® Reorganizing Operations to include an island wide sewer collection system
maintenance branch (Line crew maintenance).
363
MANAGEMENT
ENVIRONMENTAL
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WASTEWATER ITISION
OPERATIONS
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Program Measures
3
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FY 2020-21 FY 2021.-22 FY 2022-23
Actual Budget Estimate
WASTEWATER TREATMENT PROGRAM
Percent of Wastewater Treatment Plants Receiving 60°1% 70% 70%
Acceptable or Conditional Rating from DOH ;
Hilo WWTP—Average Daily Flow(mgd) 3.04 3.1 3.1
Papa`ikou WWTP-Average Daily Flow(mgd) 0.1 0.1 0.1
Kula`imano WWTP-Average Daily Flow(mgd) 0.09 0.09 1.0
Kapehu WWTP-Average Daily Flow(mgd) 0.008 0.007 0.008
Kealakehe WWTP-Average Daily Flow(mgd) 1.325 1.7 1.7
Honoka`a WWTP—Average Daily Flow(mgd) 0.044 0.06 0.06
Kaloko WWTP—Average Daily Flow(mgd) 0.022 0.03 0.03
Pass EPA laboratory quality control test? Yes Yes Yes f
SEWER LINE MAINTENANCE PROGRAM
Miles of Sewer Lines Cleaned 12.6 20 25
Miles of Sewer Lines Video Inspected 10.6 10 20
Number of Point Repairs Completed 10 12 15
PLANT MAINTENANCE PROGRAM
Number of Work Orders Completed 322 150 150
Number of Outstanding Work Orders 51 50 50
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ENVIRONMENTAL
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WASTEWATER D_IVIS
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Program x enditures
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FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Number of Positions 71 85 92
Salaries and Wages 4,126,618.23 4,998,327 5,633,373
Operations 6,544,107.22 7,288,350 9,125,278
Equipment 1,137,147.89 718,476 2,067,071
Operator Training Facility 10,322.67 16,100 16,100
Program Total 11,818,196.01 13,021,253 16,841,822
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Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position'Title Authorized Authorized Request
Assistant Wastewater Treatment Plant Operator 6 5 5
Civil Engineer III 1 1 1
Civil Engineer IV 3 3 5
Civil Engineer V 1 1 2
Civil Engineer VII 1 1 1
Clerk III 1 1 I
Database Analyst - 1 1
Electronics Technician - I 1
Engineering Student 1 1 l
Engineering Support Tech IV 1 1 1
Environnental Compliance Manager - - 1
Environmental Compliance Specialist - 2 2
Environmental Mgt Engineer I - -
Environmental Mgmt Engineer III - 1 I
Equipment Operator III - 1 1
Geographic Systems Analyst I 1 1 1
Information Systems Analyst IV 1 - -
Lead Plant Electrician/Electronics Repairer 1 1 1
Mechanical Repairer 2 2 2 1
Mechanical Repairer-Welder - 2 2
Plant Electrician/Electronics Repairer 2 2 2
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Program Manager 2 1 1
Program Support Technician - 3 3
Projects Coordinator 1 1 1
Sanitary Chemist I 1 1 2 3
Sanitary Chemist III I 1 I
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Sewer Maintenance Repairer 7 7 11
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Sewer Maintenance Working Supervisor 2 2 2
Storekeeper 1 2 2
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Student Helper I 1 1 1
Student Helper 11 1 I 1 j
Trades Helper Temp 4 4 4
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Wastewater Deputy Division Chief 1 1 1
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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 Plant Working Supervisor IV
Wastewater Pretreatment Coordinator - - 1
Wastewater Treatment Plant Operator 1 4 4 3
Wastewater Treatment Plant Operator II 3 4 4
Wastewater Treatment Plant Operator 111 4 6 6
Wastewater Treatment Plant Operator IV 5 3 5
Wastewater Treatment Plant Supervisor III 1 1 I
Wastewater Treatment Plant Supervisor IV 1 1 I
Total 71 85 92
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Fringe Benefits
FICA 303,61293 369,500 400,200
State Retirement System 932,440.74 1,115,300 1,211,700
Health Fund 367,389.33 633,627 704,701
Worker's Compensation 102,280.02 100,000 105,000
Total Fringe Benefits 1,705,723.02 2,218,427 2,421,601
Other Costs
Provision for Compensation Adjustment - - 284,364
Replacement Reserve Account 78,563.98 975,000 905,127
Total Other Costs 78,563.98 975,000 1,189,491.00
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Total Miscellaneous 1,784,287.00 3,193,427 3,611,092
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RENTAL FUND
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUS
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 $602,0$7 Short-Terni Vacation Rental 7
Rental Enforcement Fund Enforcement Fund
Other - Other -
Total Budget: $602,087 'Total Number of Positions 7
367
PLANNING
SHORT-TERM T TTL
ENFORCEMENT FUN
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Program scription
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 14awai`i Island. Ordinance No. 2018-114 manages the impacts of these Short-
Term Vacation Rentals by:
1. Defining where this use will be allowed;
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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, Hawaii 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 Plamling Director. The purpose of the fund is to
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support efforts to enforce the County's Short-Term Vacation Rental law. This account j
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 Ilawai`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.
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PLANNING
ENFORCEMENT FUND
Program Highlights
STVR applications and Nonconforming Use Certificate (NUC) renewals are being
integrated into the new EnerGov/EPIC system. Applicants will be able to apply
online, make payment and track status of their applications.
Planned and implemented the pacing out STVR and NUC Renewals so that
submissions are spread out evenly throughout the year for better efficiency in
processing.
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Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Short-Term Vacation Rental Registrations 254 575 575
Non-Conforming Use Certificates 837 1,100 835
Special Permits 0 5 5
Program x en itures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 7 7 7
Salaries and Wages 316,810.89 332,168 328,724
Operations 46,242.22 149,000 94,000
Equipment 13,862.83 - H724 ProgramTotal 377,097.94 481,168 422
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PLANS
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SHORT-TERM
VACATION RENTAL
ENFORCEMENT FUN
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Personnel Position Summary
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FY 2020-21 FY 2021-22 FY 2022-23
Actual Budge Estimate
Clerk 11 - 1 1
Land Use Plans Checker I 2 1 1
Planner 111 3 3 3
Planning Inspector 1 2 2 2
Total 7 7 7
Miscellaneous
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FY 2020-21 FY 2021-22 FY 2022-23
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Actual Bud et Estimate
Fringe Benefits
Health Fund 37,813.56 60,000 60,000
State Retirement System 73,617.43 77,000 77,000
FICA 24,173.13 25,000 25,000
Total Fringe Benefits 135,604.62 162,000 162,000
Other Casts
Provision for Compensation Adjustment - - 17,363
Total Other Costs - - 17,363
Total Miscellaneous 135,604.62 162,000 179,363
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PARKS
CEMETERY FUND
Mission Statement
The Depar-iment of Parks and Recreation Cemetery Fund provides affordable burial
facilities for residents of Hawaii 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 bjectives
Conduct maintenance and repair activities by providing the necessary equipment and
services.
Program Highlights
a Maintenance and upkeep of the cemetery has been done on a daily basis.
• The Annual Ireito Hoyo Memorial Service to honor those immigrants that have
migrated to Hawaii cancelled due to COVID.
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Funding Source and Position Count
Cemetery Fund $10,000 Cemetery Fund -
Grant Revenue - Grant Revenue/Other -
Total Budget: $10,000 Total Number of Positions -
371
PARKS & RECREATION
CEMETERY J
Prouram Measures
EY 2024-21 EY 2021-22 EY 2022-23
Actual Budget Estimate
Acres Maintained 42.37 42.37 42.37
Program Expenditures
FY 2020-21 FY 2021-22 EY 2022-23
Actual budget Request
Operations - 10,000 10,000
Equipment 55,317.64 - -
Program Total 55,317.64 10,000 10,000
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BIKE---,-','WAY BUND
PARKS & RECREATION
BIKEWAY FUN
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Mission Statement
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The Department of Parks &Recreation Bikeway Fund promotes safe bicycling
transportation and recreation.
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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.
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Funding Source and Position Count
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Bikeway Fund $199,000 Bikeway Fund. -
Grant Revenue - Grant Revenue 1 Other -
Total Budget: $199,000 'Total Number of Positions -
373
PARKS & N
BIKEWAYI
Program Objectives
1. Conduct one recreational bike activity in each of five recreational districts by
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June 30, 2022.
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Program lg lights
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Program ensures
FY 2020-21 F3'2021-22 FY 2022-23
Actual Budget Estimate
Participants in Recreational Activities - - -
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Program xpen itures �
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FY 2020-21 F3'2021-22 FY 2022-23
Actual Budget Request
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Operations 15,325.00 199,000 199,000
Equipment - - - a
Program Total 15,325.00 199,000 199,000
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374
BEAUTIFI C.'ATION FUND
PUBLIC WORKS
BEAUTIFICC-ATIONTIS
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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 by installing and maintaining landscape, trees, and appropriate
facilities in order to enhance the travel 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. Control roadside trash by providing refuse containers and pick-up.
4. .Maintain median strips in the Kona district.
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Funding Source and Position Count
Beautification Fund $252,180 Beautification Fund -
Grant Revenue - Grant Revenue/Other -
Total Budget: $252,180 Total Number of Positions -
375
PUBLIC WORKS
BEAUTIFICATION FUND
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Program Highlights
1. Continued a cooperative program with the Department of Parks and Recreation to
better implement the beautification projects.
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I. Continued a cooperative program between the downtown associations in Hilo and
Kona and the Highways Division regarding trash bin installation and maintenance; I
supported the hotels on Banyan Drive by trimming the banyan trees, cutting grass
along the sidewalk, and maintaining the trash bins at the bus stops.
2. Continued landscaping of certain median strips in the Kona district as part of a
cooperative effort with the County and the Kailua Village.Business Improvement
District.
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Program Measures j
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FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate �
New Projects Initiated 1 2 2
Trees Planted 3 10 10 I
Additional Information:
Refuse Containers Provided Pahoa Village
(seven 55 gal Bins+seven 55 gal Bins for 7 7 7
recycling)
Refuse Containers Provided Puak6 Beach Road
(six 3 cu.yd.Bins) 6 6 6
Refuse Containers provided on Banyan Drive(two
regular trash bins at the bus stops fronting Naniloa 2 2 2
hotel) i
Program Expenditures j
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Salaries&Wages - - -
Operations 226,971.38 241,800 209,150
Equipment 71,581.76 1131030 43,030
Program Total 298,553.14 1 354,830 252,180
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MANAGEMENTENVIRONMENTAL
VEHICLE DISPOSAL FUND
Mission Statement I
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
I. 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 Hawaii 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 Hawaii Police Department,
Department of Land and Natural Resources, and Hawaii Volcanoes National Park 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 Hawaii
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 $7,071,039 Vehicle Disposal Fund 3
Grant Revenue - Grant revenue 1 Other -
Total Budget: $7,071,039 'Total Dumber of Positions 3
377
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUN
Program Objectives (continued)
4. Conduct at least one auction of eligible vehicles per year.
5, Provide Vehicle Disposal Assistance Programs for the public.
Program Highlights
• Investigated 2,827 Vehicle Incident Reports which resulted in 1,985 vehicles being
towed. A total of 1,111 vehicles were removed from Nest Hawaii and 602 vehicles
were removed from East Hawaii.
• In November 2020,the Vehicle Disposal Assistance Program- Private Property was
started. This program allows private property owners to dispose of up to two derelict
vehicles per property calendar year.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Vehicles Processed 1,485 1,300 2,000
Vehicles Investigated 2,827 2,000 3,000
Vehicles Disposed through Vehicle Disposal 270 350 500
Assistance Programs
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
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Actual Budget Request
Number of Positions 3 3 3
Salaries and Wages 127,586.42 133,664 133,664
Operations 1,672,653.45 2,836,500 3,225,700
Equipment 1,817.30 31,000 45,640
Program Total 1,802,057.17 3,001,164 3,405,004
Personnel Position Summary
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FY 2020-21 FY 2021-22 FY 2022-23 j
Position Title Authorized Authorized Request
Derelict/Abandoned Vehicle Coordinator 2 2 2
Clerk III 1 1 1
Total 3 3 3
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ENVIRONMENTAL MANAGEMENT
VEHICLE
I EE DISPOSAL FUND MISCELLANEOUS
FY 2020-21 FY 2021-22 F5'2022-23
Actual Budget Request
Fringe Benefits
FICA 9,134.91 10,187 10,200
State Retirement System 25,691.76 31,959 31,900
Health Fund 10,478.46 29,760 29,760
Worker's Compensation - 2,000 2,000
Total Fringe Benefits 45,305.13 73,906 73,860
Other Costs --
Provision for Compensation Adjustment - - 7,175
Transfer to Debt Service 302,194.00 585,000 585,000
Transfer to Cap Proj Fund—VD - 3,000,000 3,000,000
Total Other Costs 302,194.00 3,585,000 3,592,175
Total Miscellaneous 347,499.13 3,658,906 3,666,035
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Soc(-:)'OUD
ENVIRONMENTAL MANAGEMENT
SOLID WASTEFUN
Mission Statement
To protect public health and the environment by receiving, handling and properly
disposing of solid waste generated within the County of Hawaii, 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.
spar t ent foals
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. !
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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 plamling 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, Waimea, and South
Hilo landfills 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 $14,331,444 Solid Waste Fund. 132
Subsidy $26,499,048 Grant Revenue/Other 1
Grant Revenue ,S 734,600
Total Budget: $41,565,092 'Total Number of Positions 133
380
ENVIRONMENTAL
O MANAGEMENT
SOLI _ WASTE FUND
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Program Description
The Solid Waste Division operates and maintains all solid waste collection, disposal,
recycling and reuse facilities in the County of Hawaii, 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.
Prograin Objectives
1. Implement the update of the Integrated Solid Waste Management Plan for the County
of Hawaii.
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 Hawaii 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, Waimea, and South Hilo
landfills. I
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 Hawaii Regional Sort Station as the primary method for
consolidating refuse for transport to the West Hawaii Sanitary Landfill.
381
ENVIRONMENTAL MANAGEMENT
SOLID WASTEFUN
Program Highlights
Awarded a contract to conduct a Life-Cycle Assessment of the Solid Waste Division
Landfill Diversion Program.
Began post closure monitoring and maintenance of the South Hilo Sanitary Landfill.
Achieved a rate of redemption of 83% for the I-II-5 program in FY 2020-21.
Expanded hours of operation at the Oceanview Transfer Station from one day to three
days per week.
Continued Solid Waste Disposal for all sites during the COVID-19 pandemic.
Began site preparation for the Wai`6hinu Transfer Station improvements project.
Completed major revisions to the Department's Administrative Rules regarding Solid
Waste Operations.
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Additional Information
East Hawaii
Tons of Refuse Disposed at Transfer Stations 44,279.75 38,000 38,000
Transfer Stations Maintained 8 8 8
Total Chutes for Container Trailers 15 15 15
Total Container Trailers Available 42 40 42
Active Landfills Maintained - 1 -
Closed Landfills Maintained - - 1
Reuse Centers 3 2 3
Recycling Processing& Collection Centers 8 8 8
West Hawaii
Tons of Refuse Disposed at Transfer Stations 48,386.35 47,000 47,000
Transfer Stations Maintained 14 14 13
Total Chutes for Container Trailers 17 17 17
Total Container Trailers Available 41 39 41
Active Landfills Maintained 1 1 1
Reuse Centers 3 2 3
Closed Landfills Maintained 2 2 2
Recycling Processing&Collection Centers 14 14 13
Total Tonnage Disposal at West Hawaii Landfill 196,630.40 240,000 207,000
County-wide diversion from landfill rate* 22% 20% 22%
* Rates primarily reflect diversion through County programs and includes a limited amount of data
available on private recycling.
382
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Prograin Expenditures
EY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
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Number of Positions 132 131 133
Salaries and Wages 8,280,449.42 8,124,424 8,393,700
Operations 22,730,032.64 1 26,006,527 28,536,080
Equipment 456;376.42 18,000 19,500
Program Total 31,466,858.48 34,148,951 36,949,280
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383
ENVIRONMENTAL
SOLID WASTEFUND
Personnel Position Summary
Position Title FY 2020-21 FY 2021-22 FY 2022-23 I
Authorized Authorized Request
Civil Engineer III I 1 1
Cleric III 1 1 I
Construction Equipment Mechanic 2 2 2
Environmental Compliance Specialist I 1 1
Equipment Operator II Temp 1 I -
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Equipment Operator 11I 39 43 43
Equipment Operator III Temp 1 I I
Laborer 1I 1 - -
Lead Solid Waste Transfer Station Attendant 2 2 2
Program Support Technician 1 1 2
Projects Coordinator I I 1
Recycling Coordinator I 1 I
Recycling Specialist I I 1 1
Recycling Specialist II 3 3 3
Recycling Specialist III 1 1 1
Safety Driver Improvement Coordinator 1 - -
Scale Attendant 4 4 4
Solid Waste Deputy Operations Division Chief 1 I I
Solid Waste Facility Attendant 49 46 46
Solid Waste Facility Attendant Temp - - 2
Solid Waste Operations Division Chief 1 I I
Solid Waste Superintendent 2 2 2
Solid Waste Supervisor 4 4 4
Solid Waste Transfer Station Attendant Temp 2 2 -
Solid Waste Working Supervisor 5 5 5
Solid Waste Working Supervisor Temp 4 4 5
Student Helper I 1 I I
Student Helper II 1 1 1
Supervising Scale Attendant - - I
Total 132 131 133
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ENVIRONMENTAL MANAGEMENT
SOLID ESTE FUND MISCELLANEOUS
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Fringe Benefits
FICA 605,526.85 623,353 634,800
State Retirement System 1,784,65229 1,955,617 1,991,600
Health Fund 918,520.32 1,054,227 1,054,227
Vacation Pay - 30,000 30,000
Worker's Compensation 361,088.17 505,000 466,000
Total Fringe Benefits 3,669,787.63 4,168,197 4,176,627
Other Costs
Provision for Compensation Adjustment - - 439,185
Total Other Costs - - 439,185
Total Miscellaneous 3,669,787.63 4,168,197 4,615,812
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COLE COURSS/E FUND
PARKS & RECREATION
GOLF COURSE FUND
Mission Statement
The Department of Darks & 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
flawai`i. Activities include the maintenance of grounds and facilities, and the scheduling
of all golf activities.
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Funding Source and Position Count
Golf Course Fund $ 875,313 Golf Course Fund 20
Subsidy $ 778,175 Grant Revenue/Other -
Total Budget: $1,653,488 'Total Number of Positions 20
386
PARKS & RECREATION
GOLF COURSE FUND
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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. veiticut 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.
387
PARKS ATI
GOL
F COURSE FUN
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FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Acres Maintained 124 124 124
Rounds of Golf 67,831 65,000 70,000
Tournaments L 1 0 5
Aerated Greens 18 18 18
Course Closures 0 0 0
Play Suspensions 0 0 0
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Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 20 20 20
Salaries and Wages 931,264.60 935,516 945,034
Operations 180,126.02 198,334 200,334
Equipment 11,978.22 50 11,000
Program Total 1,123,368.84 1,133,900 1,156,368
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Equipment Operator I Temp 1 I 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 I 1
Golf Course Starter 1/2T 2 2
Mechanical Repairer-Welder 1 1 1
Total 20 20 20
i
388
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PARKS & RECREATION
GOLF COURSE FUND MISCELLANEOUS
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Fringe Benefits
FICA 69,034,.43 71,567 72,296
State Retirement System 218,997.09 224,524 226,809
Health Fund 126,233.58 137,000 142,000
Worker's Compensation 0.00 6,000 6,000
Total Fringe Benefits 414,265.10 439,091 447,105
Cather Costs
Provision for Compensation Adjustment - - 50,015
Total Other Costs - - 50,015
Total Miscellaneous 414,265.10 439,091 497,120
389
E, iE'OjTr{ � ?, 1N" AL
RE-1-1----,OJCATION
COM-LMIUNITYBENf-E--,-',,- ,Frl'IT�,(S-:/)
FUND
PLANNING
�Mz:TEMMIM GEOTHERMAL
_ ggi
OCATION & COMMUNITY
BENEFITS ETN
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 Plamzing 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 1 Other
Total Budget: 51,000,000 Total Dumber of Positions -
390
i
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 Hawaii 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.
391
PLANNING
x •_ � a,� u _ .. .. n ,�, a x,
GEOTHERMAL L C `I COMMUNITY
BENEFITS FUN
Program 1ghlights
The Department has not received any new applications for Community Benefits; and
has not received any action on applications for Relocation.
Proc,ram Measures
fn
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Community Benefits 0 1 1
Dwellings Acquired 0 1 1
Dwellings Sold 0 1 1
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Community Benefits - -
Operations - 1,000,000 1,000,000
Program Total - 1,000,000 1,000,000
392
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HOUSIN
G
OFFICE OF HOUSING & CST
DEVELOPMENT
Mission Statement
To provide for the development of viable communities in Hazvai`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.
Homeless Branch
To build a community that has the moral vision combined with sufficient affordable
housing, supportive services, funding, and staff to ensure that incidences of homelessness
are rare, brief, and non-recurring.
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.
Funding Source and Position Count
Housing Fund $ 1,498,090 Housing Fund—Federal/County Split 28
Subsidy 5 2,094,714 Grant Revenue 1 Other 32
Grant Revenue $28,836,537
Other $ 15376,703
Total Budget 533,806,044 Total Number of Positions 60
393
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HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
i
i
Department Goals (continued)
Existing I ousinz Division I
I
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.
Create positive public awareness and expand the level of family, owner, and community
3
support in accomplishing the OHCD`s mission.
I
Grants Management Division
I
To provide for maximum community development opportunities through the use of funds
from the U. S. Department of Housing and Urban Development(HUD), and other
appropriate grants and programs.
Program Description
Administrative Division
'3
The Administrative Division is responsible for the accounting, clerical, and technology !
support services to the department.
'I
The Homeless Branch is also currently under the Administrative Division and is
responsible to work in collaboration with community partners, public and private funders
to ensure that incidences of homelessness are rare, brief, and non-recurring.
I
Community Development Division �s
7
3
The Community Development Division is responsible for the data coordination,program/
policy compliance and support, project development and construction management for
programs and projects that benefit low to moderate-income residents, and asset
management of County housing projects including maintenance and repair.
The Planning Branch provides data coordination,program and policy compliance and
support, while the Development Branch provides project development and construction
management.
394
HOUSING
MUM
OFFICE OF HOUSINGCOMMUNITY
DEVELOPMENT
Program Description (continued)
The Asset Management Branch is responsible for the oversight of County housing
properties including annual inspections and general repair and maintenance activities.
Existing Housina Division
The Existing Housing Division(EHD) manages the Office of Housing and Community
Development's (OHCD) rental assistance programs. The EHD also monitors the
management of the Kula`imano Elderly Housing, Kaloko Housing Project (aka Na I�ahua
O Ulu Wini), and the `Ouli `Ekahi Housing Project.
The Family Self-Sufficiency Branch administers the Section 8 Family Self Sufficiency
Program and the Section 8 Homeownership Option Program.
The Rental Assistance Branch administers federal funding from the U.S. Department of
Housing and Urban Development for 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,
Foster Youth Initiative Program, Emergency Housing Vouchers 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 Investment and Opportunity Act (WIOA) grant has been transferred to
the County of Hawaii Department of Research and Development.
395
HOUSING
OFFICE U I: COMMUNITY
DEVELOPMENT
Program j ctives
Administrative Division
Homeless Branch
Homelessness
L Convene bi-monthly Coordinated Entry System meetings as required by the federal
and state funded homeless programs.
2. In partnership with community partners, implement at least one additional safe parking
site.
3. Complete Phase 1 of the Kukuiola Assessment Center and Emergency Shelter.
Financial Empowerment Centers
1. Secure funding to support the sustainability of the FECs.
2. Add at least 20 committed referral partners.
3. Add at least one co-location partner.
Community Engagement
I. Implement Phase 2 of the Emergency Rent Assistance Program.
2. Implement Phase 2 of the Homeowner Assistance Fund Program.
3. Host at least ten Learning Circle virtual webinars.
4. In partnership with Unite Hawaii platform, add at least 20 community partners to
referral partner listing.
Coin unity Development Division
Development Branch
1. Provide project development and construction management oversight for affordable
housing projects.
396
HOUSING
OFFICE OF HOUSINGUNITY
DEVELOPMENT
Program j ectives (continued)
Planning Branch
1. Execute three affordable housing agreements.
2. Implement portions of HRS 201H delegated to the County of Hawaii.
3. Provide 15 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.
6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair
Housing Officer.
Asset Management Branch
1. Complete inspections of County owned housing properties annually and complete
necessary improvements.
Existing Housing Division
Family Self Sufficiency Branch
Family Se f Sufficiency Program
1. Provide services to 50 Housing Choice Voucher program participants through its
Family Self-Sufficiency Program by June 30, 2023.
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.
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.
397
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HOUSING
OFFICE OF HU IN COMMUNITY
DEVELOPMENT
i
Program Objectives (continued)
Grants Management Division
Grants Administration Branch
CDBG
i
L Fund, monitor and/or complete approximately eight CDBG projects in accordance
with program regulations. Projects will primarily benefit at least 80% low- and
moderate-income (80% AMI and below) persons.
I
3
HOME
3
1. Fund, administer and/or complete approximately one HOME project in accordance
with program regulations. The Project will benefit 100% low-income households
(<80% of AMI and below), 90% (of rental units and Tenant Based Rental Assistance-
TBRA) for households at<60%AMI, AND 20% of rental units in projects of more
than 5 HOME units for households at<50%AMI.
— I
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 (30%
Area Median Income (AMI) and below) persons.
The Workforce Investment and Opportunity Act (WIOA) grant has been transferred to
the County of Hawaii Department of Research and Development.
Program Highlights
3
Homeless Branch
3
3
Homeless
• I
Worked with the Department of Public Works to complete renovation projects at the
Keolahou Assessment Center and Emergency Shelter located at 34 Rainbow Drive.
• In partnership with a community-based organization, secured funding to support the 3
continued operation of the temporary emergency shelters at Ka Lamaku in West
Hawaii and Hale Hanakahi in East Hawaii.
• Coordinated Entry System—continued to work with homeless services providers, as
required by federal and state homeless program funders, to ensure connectivity of
those experiencing homelessness or are at-risk of homelessness to appropriate
housing opportunities.
398
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HOUSING
OFFICE OF HOUSINGCOMMUNITY
DEVELOPMENT
Program ig li hts (continued)
Financial Empowennient Center
• Secured two-year funding from the Cities for Financial Empowerment Fund to
support the implementation of the Financial Empowerment Fund.
• In October 2021, in partnership with CFE Fund, Hawaii Community Foundation,
Hawaiian Community Assets and Hawaii First Federal Credit Union, launched the
Financial Empowerment Centers.
• Secured partnerships with ten committed referral partners.
Comnnunity Engagement
• Implemented Phase 1 of the Emergency Rent Assistance program.
• Implemented the Landlord 1 Tenant Mediation program.
• Implemented the Homeowner Assistance Fund program.
Co unity Development Division
• Kamakoa Nui Multi-Family: Site control and development agreements completed.
Lang-term lease is being finalized;
• Kula`imano Elderly Housing: Received final approval from Department of Health
(DOH) for the hazardous soil management plan. Installed new water heaters, energy
efficient refrigerators and ranges in all 50 units. Completed ADA parking
improvements and completed renovations of the Community Center. Nearly
completed installation of new group breakers for all units (delayed due to COVID-
19), and purchased new community center furnishings;
• `Ouli `Ekahi Housing: Completed the installation of new LED exterior lights at the
site;
• West Hawaii Homeless Emergency Shelter: Secured additional CDBG funds to
readvertise the construction project to complete health and safety upgrades to the
shelter and coordinated with flooring consultant to complete warranty repair work of
the kitchen floor.
• Completed negotiation of a multi-year lease for Pahala Elderly Housing and
Pdpa`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 Nut, Waikoloa;
• Processed four Affordable Housing Agreements;
399
HOUSING
x ,��• �._ t *=�a.. 3�,,,max. �.,r., .:a � �.�,�,�. . �a �v: to fm �: ,��,..: .tee, �..... .�.��,
OFFICE OF HOUSING COMMUNITY
DEVELOPMENT
Program Highlights (continued)
i
•
Provided seven Fair Housing trainings island wide via WEEEX/ZOOM and recruited
67 new landlords to receive training on the Fair Housing Act;
• Assisted 94 clients with Fair Housing inquires/issues;
• Received over 2,464 clients who pursued information and resources located on the
Fair Housing web page. 4
Existing Dousing Division
• Awarded Foster Youth Initiative funding of$143, 076.00 to provide Housing Choice
Voucher (HCV) assistance available to youth at least 18 years of age and not more
than 24 years of age who left foster care, or will leave foster care within 90 days, and
are homeless or are at risk of becoming homeless at age 16 or older.
• Awarded additional Mainstream voucher funding of$746,100.00 to assist 75 non-
elderly persons with disabilities.
® Awarded Emergency Housing Choice Voucher funding of$1,135,932.00 through the
American Rescue Plan Act(ARPA). Funding will provide assistance for 110
individuals and families who are homeless, at risk of homelessness, fleeing or
attempting to flee, domestic violence, sexual assault, stalking, or human trafficking
or were recently homeless or have a high risk of housing instability.
® Pending notification of award from HUD for additional HUD-VASH vouchers.
• Family Self Sufficiency Program: FY 2020-21 FSS Escrow deposits totaled
$118,713.00. There were five graduates with a disbursed escrow totaling $20,138.00.
® 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 included distributing 2,000 COVID-19 Prevention Kits,
providing 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. EHD utilized$250,000 to implement a
Landlord Incentive Program to increase owner participation, encourage housing
stability and minimize evictions.
• Utilized $368,483.00 of HCV funding to provide individuals and families through
portability the opportunity to relocate in order to pursue increased or new
employment opportunities, gain access to preferred schools for their children, ensure
that victims of domestic violence have access to relocate, and to move to areas with
relatively low concentrations of neighborhood poverty.
E
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HOUSING
577,M
OFFICE OF HOUSINGCOMMUNITY
D
EVELOPMENT
Program i lights (continued)
• Executed a Project-Based Agreement to Enter into Housing Assistance Payments
Contract for New Construction with A0674 Waikoloa L.P. for 15 project-based
voucher assistance units at Kaiaulu O Waikoloa, a multi-family complex.
• Executed a Project-Based Agreement to Enter into Housing Assistance Payments
Contract for New Construction with Papa`aloa Housing Inc. for the redevelopment of
ten units at Papa`aloa Elderly Housing.
• Selected West View Developments, LLC, for set aside funding for 44 project-based
units at the multifamily complex of Honua`ula Living Community in North Kona.
Grants Mana-ement Division
The Hawaii County OHCD is currently in the 2022 CDBG funding process. Public
hearings were conducted and completed to solicit project proposals from government and
non-profit agencies. The Hawaii County OHCD anticipates receiving $2,600,000 in
CDBG funds.
The Hawaii County OHCD executed a grant agreement with U. S. Department of
Housing and Urban Development(HUD) for 2021 CDBG funding for $2,739,143 and is
in the process of completing the environmental reviews for its 2021 selected projects.
The Hawaii County OHCD also executed a grant agreement with U. S. Department of
Housing and Urban Development (HUD) for the second and third tranche of CDBG-
Coronavirus (CDBG-CV) funds totaling $2,056,142 for the purpose of preventing,
preparing for, and responding to the Coronavirus. In the past fiscal year, the CDBG
funded projects that are in progress or have been completed include:
• Boys and Girls Club of the Big Island: Completed the construction of the gym
improvements and paving;
® Hale Maluhia Men's Shelter: Design and construction for the roof completed and
ADA improvements 95% complete;
• Hale `Ghana Domestic Abuse Shelter Renovations: Design and construction
completed;
• Kiheipua Family Shelter: Design and construction for the roof completed and
certified kitchen renovations 95% complete;
401
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Highlights (continued)
• Kula`imano Elderly Housing Project Phase 11: Construction of various improvements
95% complete;
• Kula`imano Elderly Housing Project Phase III: Design and improvements to parking
lot and community center completed;
• West Hawaii Domestic Abuse Shelter Renovations: Design and construction
completed;
• Mental Health Kokua: Cesspool closure and sewer connections in progress;
• gest Hawaii Homeless Emergency Shelter: Construction will begin in the fourth
quarter of 2021;
• (CDBG COVID) CV The Food Basket: Funding for their `Ohana Drop pandemic
food distribution program supported over 228,000 people affected by COVID-19;
• (CDBG COVID) CV Hope Services Hawaii: Funding for the Rent and Mortgage
Assistance Program assisted 106 households affected by COVID-19;
• (CDBG COVID) CV Hawaii County Economic Opportunity Council: Funding for
meal preparation and delivery assisted 250 people affected by COVID-19;
• (CDBG COVID) CV Boys and Girls Club of the Big Island: Funding for meal
preparation and delivery assisted 813 people affected by COVID-19;
• (CDBG COVID) CV Project Vision Hawaii: Continues to provide mobile health and
hygiene services including private hot showers, wound care and referral services for
the homeless communities affected by COVID-19;
• (CDBG COVID) CV Ulu Wini Community Center Improvements: Procuring an
architect for the design of the laundry room expansion and certified kitchen; and
• (CDBG COVID) CV Boys and Girls Club of the Big Island: Mobile Youth Outreach
services in progress.
For the HOME Investment Partnerships Program (HOME), the Hawaii County OHCD:
• Provided rental assistance to 86 families on its Tenant-Based Rental Assistance
Payments Program;
• Awarded the Kaloko Heights Affordable Housing Project which will provide 100
multi-family rental units; and
• Awarded Habitat for Humanity Hawaii Island to construct three Self-Help Houses in
the Puna area.
402
HOUSING
OFFICE OF HOUSINGCOMMUNITY
DEVELOPMENT
Program Highlights (continued)
For the National (lousing Trust Fund (HTF) Program, the Hawaii County O14CD:
Awarded the Kaloko Heights Affordable Project to construct a 100-unit multi-family
rental housing project.
W10A Division
• Assisted 196 adults who are 18 years of age and older and meet the income
requirement, 69 dislocated workers who have recently been laid off due to company
closure or who have been given notice of layoff, and 87 youth who are considered
disadvantaged with at least one of the W1OA program barriers; and
® AJCH provided assistance to 3,749 people.
Program Measures
Homeless Branch FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
#of implemented safe parking site NIA - 1
#of FEC committed referral partners NIA - 20
#of FEC co-location sites NIA - 1
#of learning circle workshops conducted N/A - 10
#of committed referral partners added to Unite
Hawaii platform NIA - 20
403
HOUSING
OFFICE OF HOUSINGCOMMUNITY
DEVELOPMENT
Program ensures (continued)
�� rnunity I�ev�lol� ent division FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
#of affordable housing agreements executed 4 3 3
#of affordable housing projects provided assistance 18 25 25
#of for-rent affordable housing units constructed 0 50 50
#of for—sale affordable housing units constructed 10 10 10
#of housing—related studies completed 0 0 1
#of FH awareness videos translated to another 0 1 0
language completed
#of FH#trainings for general audiences 7 20 15
#of FH trainings for non-/limited-English audiences+ 0 1 1
#of new landlords attending Fair Housing training+ 67 10 10
#of persons assisted with FH inquiries/issues 94 60 60
#of visitors to the County's dedicated Fair Housing
website 2,464 1,000 1,000
#of projects assisted with construction management 2 2 2
Workshop cancelled by HUD due to COVID-19
I
Existing Dousing Division FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Amt of funds Administered through the Housing
Choice Voucher Program $19,032,712 $21,000,000 $22,500,000
,i
Housing Choice Voucher Program:
%of funds utilized(total amount of rental assistance 100% 98% 98%
used as a percent of the budget authorized)
Tenant Rased Rental Assistance Program:
%of funds utilized(total amount of rental assistance 66% 98% 98%
used as a percent of the budget authorized)
Section 8 Family Self-Sufficiency Program: 16 25 25
#of participants on contract with program
Section 8 Homeownership Program:
#of participants who purchased a home through the 1 5 5
program
404
4
OFFICEHOUSING
.TSICOMMUNITY
DEVELOPMENT
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Program easures (continued)
E
Grant M na e ent Division FY 2020-21 FY 2021-22 FY 2022-23
Actual -Budget Estimate !
$ of grant funds received for the County. Solicit CDBG$2,710,365 t
CDBG$2,739,143
project proposal,review,rank,rate,make CDBG-Cv HOME CDBG$2,700,000
$2,056,142 HOME$0
recommendations for approval for grants and execute HOME$o $2,850,000 HTF$0 I
grant agreements HTF$0 HTF$3,306,921 WIOA
b WIOA$1,055,687 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
less than 80%of the median income as established by 100% 100% 100%
HUD a
%of HTF funds that will benefit persons earning less
than 30%of the median income as established by 100% 100% 100%
HUD
#of HUD projects administered/monitored 33 30 13
4
#of Adults served through the WIOA Program 196 180
#of Dislocated Workers served through WIOA 69 120
Program
#of Youth served through WIOA Program 87 125 **
** For the July 1,2022—June 30,2023 Budget,WIOA has been removed due to the transfer of the WIOA program to
the Department of Research&Development.
1
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Program Expenditures
4
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 53 60 60
Salaries and Wages 3,304,545.93 3,616,380 3,570,884
Operations 29,505,627.55 23,773,863.00 27,434,159
Equipment 196,289.88 35,900 73,669
Program Total 33,006,463.36 27,426,143 31,078,712
405
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HOUSING
KULA"IMANO ELDERLYI.TI FUND
3
Program xpendit res
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request 3
Operations 380,707.61 433,135 440,375
Equipment - 7,000 11,000
Program Total 1 380,707.61 1 440.135 1 451,375
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a
406
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HOUSING
fLI , I HOUSING FUND
Program Expenditures
hurts
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget die uest
Operations 332,976.80 392,250 430,553
Equipment - 10,000 9,000
Program Total 332,976.80 402,250 439,553
407
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HOUSING
DEVELOPMENT !
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Personnel Position Summary
I
FY 2020-21 FY 2021-22 EY 2022-23
Position Title Actual Budget Estimate
Housing Administrator I I 1
Assistant Housing Administrator I 1 1
Account Clerk 2 2 2
Accountant - I 1
Accountant 11 3 3 3
Accountant IV I I 1
Clerk H 2 2 2
Clerk III 2 2 2
Housing&Community Dev Specialist I - 2 -
Housing&Community Dev Specialist II 1 4 3
Housing&Community Dev Specialist III 12 7 10
Housing&Community Dev Specialist IV 3 8 8
Housing&Community Dev Specialist V 10 11 11
Housing&Community Dev Specialist VI 3 3 3
Housing&Cormnunity Development Technician 1I 2 3 3
Housing Administrative Assistant I 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 1 1
Student Helper 1 2 2 2
Total 53 60 60
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HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Miscellaneous
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate—
Fringe
stimateFriu e Benefits
FICA 382,345.98 473,023 464,215
State Retirement System 735,205.43 867,932 857,012
Health Fund 233,978.87 276,653 273,173
Workers Comp 28,932.52 10,000 12,342
Total Fringe Benefits 1,380,462.80 1,627,608 1,606,742
Other Costs
Provision for Compensation Adjustments - - 189,112
`Ouli`Ekahi Housing Proj Repl Reserve Acct - 11,550 11,550
Ulu Wini Repl Reserve Acct - 29,000 29,000
Total Other Costs - 40,550 229,662
Total Miscellaneous 1,380,462.80 1,668,158 1,836,404
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1.
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QEOTHERKMIJAL
SS' :
SS'E
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PLANNING
GEOTHERMAL ASSrT FUND
Mission Statement
The Geothermal Asset Fund shall be funded by payments made by Puna Geothermal
Venture, a Hawaii Partnership, its successors or assignees and the State of Hawaii for
the purpose of compensating persons impacted by geothermal energy development
activities pursuant to the provisions incorporated in Geothermal Resource Permit No. 2.
Department ent 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 Hawaii, 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 2020-21.
Funding Source and Position Gaunt
Geothermal Asset Fund $50,000 Geothermal Asset Fund
Grant Revenue - Grant Revenue t Other
Total Budget: $50,000 `total Number of Positions -
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PLANNING
GEOTHERMAL ASSET FUNS
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget E'stm ate
Claims 0 1 1
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Operations - 50,000 50,000
Program Total - 50,000 50,000
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