HomeMy WebLinkAboutCOM 0645.001 2020-2022 Mitchell D.Roth Deanna S. Sako
Mayor Director
Steven A. Hunt
Deputy Director
County of Hawai"i
Finance Department
25 Aupuni Street,Suite 2103 v Hilo,Hawaii 96720
(808)961-8234 • Fax(808)961-8569
-D
March 1, 2022
Maile Medeiros David, Council Chair and CD
Members of the Hawaii County Council
Hawaii County Council
7j
25 Aupuni Street
Hilo, Hawaii 96720
The budget and program reviews for the County of Hawai'i's Departments and Agencies
encies will
begin on April 12, 2022. 1 am enclosing a booklet containing the reports entitled, Six Month
Progress Report on Program Objectives for FY 2021-22 and Final Status Report oIr Program
Objectives for FY2020-21. These reports provide information to the members of the County
Council so they may evaluate our program accomplishments for the first six month: of the
current fiscal year and for the last fiscal year.
Should you have any questions or need more information,please don't hesitate to call Ted
Schrey, Budget Administrator at 961-8259. Thank you very much.
,A
Deanna S. Sako
Director of Finance
APPROVED:
Mitchell D. Roth
Mayor
Enc.
Comm. No.
Ref. To:
Hawai'i County is an Equal Opportunity Employer and provide,, Ref. Date- MAR 2-4W
COUNTY OF HAWAH
rTFOF N `�*,
Departmental & Agencies'
SIX MONTH PROGRESS REPORT ON
PROGRAM OBJECTIVES FOR FY 2021-22
and
FINAL STATUS REPORT ON
PROGRAM OBJECTIVES FOR FY 2020-21
{
Table of Contents
Within each of the following departmental, agency, or fund section, contains the:
• Six Month Progress Report on Program Objectives for FY 2021-22 (white pages)
• Final Status Report on Program Objectives for FY 2020-21 (yellow pages)
1. Aging
2. Civil Defense Agency
3. Corporation Counsel
4. County Auditor
5. County Council + County Clerk
6. County Physicians
7. Elderly Activities
8. Environmental Management
9. Finance
10. Fire
11. Human Resources
12. Information Technology
13. Liquor Control
14. Management
15. Miscellaneous Accounts
16. Parks & Recreation
17. Planning
18. Police
19. Prosecuting Attorney
20. Public Works
21. Research and Development
22. Highway Fund
23. General Excise Tax Fund
24. Sewer Fund
25. Short-Term Vacation Rental Enforcement Fund
26. Cemetery Fund
27. Bikeway Fund
28. Beautification Fund
29, Vehicle Disposal Fund
30. Solid Waste Fund
31. Golf Course Fund
32. Geothermal Relocation & Community Benefits Fund
33. Housing Fund
34. Geothermal Asset Fund
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1. Age Well: Maximizing opportunities for older adults to age well, remain active, and
enjoy quality lives while engaging in their communities.
• 1.1: Engage with the community through outreach, information and assistance
and utilization of the Aging & Disability Resource Center (ARRC)to keep
seniors active and socially engaged.
The ADRC continued with its regular practices of providing outreach,
information and assistance to all clientele. ARRC employees maintained
their regular work schedules and the ARRC was open for business on all
scheduled operating days.
ADRC interacted with over 3,465 seniors, caregivers and people with
disabilities during the first half of the year. ADRC followed COVID-19
protocols to protect employees and clients while continuing to offer in person
services when needed.
The ADRC utilized CARES funds to provide mental wellness kits to help
combat feelings of isolation and loneliness for at-risk, homebound seniors.
The goal was to provide homebound seniors with a wellness kit full of
activities and educational material to help combat feelings of isolation,
boredom, and depression. The distribution of the kits also provided a way
for social connection and check-in from the distributing party. 340 kits were
distributed in August and September. A post distribution questionnaire
revealed:
98.7 % of recipients enjoyed the wellness kit
97.5 % felt the kit provided some entertainment for them to enjoy in their
home
92% shared it helped thetas feel less isolated
® 93 % shared it helped them feel less lonely.
ADRC remained up to date on new and continued programs, resources,
support groups and shared the resources with interested parties.
• 1.2: Gather community input on the congregate meal program and ways to
maintain senior interest at each congregate meal site and assess community needs.
During the COVID-19 Emergency Proclamation period that began Marc
2020, our contracted service provider, The Hawaii County Nutrition
Program (HCNP),worked diligently in pivoting from providing five hot/cold
meals served per week at 17 congregate sites throughout the island to
Six Month Progress Report on Program Objectives for FY 2021-22 1
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delivering packages of five frozen meals to each participants' home every
week. HCNP also offered Grab'N'Go services as well. HCNP provided
health and nutritional information along with activities and ga es with the
meals to help their participants cope with the isolation caused by the
pandemic restrictions on social gatherings.
All congregate meal participates were contacted to gauge their interest in
returning to in-person services and to gather feedback from the community
on how best to serve them. Generally participates look forward to returning
to the congregate meal sites when it is safe to do so, but some felt
apprehensive with COVID-19 being the main concern.
i 1.3: Ensure that the Better Choices, Better Health Programs are available to
older adults throughout Hawaii County, which includes training of Lay Leaders.
During the pandemic this program has transitioned to a virtual program to
ensure the continuation of services. Nine individuals were provided health
aging training.
Multiple Lay Leader trainings have been scheduled and then cancelled, but
we hope to complete this training in the second half of the fiscal year.
0 1.4: Support opportunities for older adults to enhance their employment skills.
HCOA remains a host agency for the Senior'Training and Employment
program and refers eligible participants to the program which is now
administered by the State of Hawaii Department of Labor & Industrial
Relations.
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.
ADRC maintained relationships with local non-profits agencies that benefit
our senior and disabled population. ADRC enhanced its connections with
Six Month Progress Report on Program Objectives for FY 2021-22 2
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Hope Services, Community first, SHIP, SMP and the financial
Empowerment Center. Presentations from the listed organizations were
shared with the Aging and Disability Resource Center employees along with
materials and tips for the Aging Specialists to share with clients as
appropriate.
ARRC remains actively involved in the No Wrong Door (NWD) system
through attendance at all NWD meetings and regular use and follow up of
the NWD referral portal.
3. Enhance the ADRC: Participate in the statewide ARRC system for older adults and
their families to access and receive Long-Term Support Services (LTSS).
• 3.1: Maintain "fully functioning status" of the Hawaii County ARRC as required
by the State Executive Office on Aging.
ARRC retrained open and functioning as normal through the rise of the
Delta and Omicron COVID-19 variants. All aspects of the ARRC remained
fully functional.
Consumer satisfaction surveys showed the following:
95% strongly agreed/agreed that their experience with the ADRC was
professional and respectful
95% strongly agreed/agreed that their specialist actively listened,
understood and responded appropriately to the callers need
100% stated the ADS was knowledgeable about services and resources to
assist caller
95% strongly agreed/agreed that the specialist explained things in a way
the caller understood.
97.4% felt the ADRC helped connect them to beneficial resources/services
100% would recommend the Aging and Disability Resource Center to
family and friends.
• 3.2: Promote community awareness of the ADRC of services and supports
currently available.
ADRC provided six presentations to medical entities and local nonprofits
during the first half of the year. Presentations outlined the services provided
Six Month Progress Report on Program Objectives for FY 2021-22 3
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by the ADRC and outlined ways to connect those in need with the ADRC.
ARRC provided a review of the A RC referral process to two entities.
ARRC Kona office continues to host a monthly Community'Task Force
session which includes collaboration with Kona Community Hospital, Public
Health Nurses, Coordinated Services for the Elderly, and Hawaii Fire
Department Paramedicine program. The purpose of this Task Force is to
share resources and opportunities that benefit the aging and disabled
population. ARRC hosted five meetings since 7/1/2021.
The ARRC produced and delivered a total of 2,720 Silver Bulletin Senior
Newsletters each quarter. Between quarter one and quarter two of the year
an estimated total of 5,440 newsletters were sent to the Big Islands senior
population. The newsletters include information about AD►RC services, tips
to help with isolation/loneliness, activities, informational material to help
prevent falls and fraud and information about community resources and
services.
• 3.3: Provide relevant person-centered information, assistance, referrals, and
options counseling to consumers requesting services through the ADRC.
ARRC provided person centered services which resulted in the following:
250 referrals to Legal Aid
240 referrals to Kupuna Care Program
o 31 Public Health Nursing
o 209 Kupuna Care Case Management
■ 388 Option Counseling Sessions
■ 3,465 Recorded calls
Six Month Progress Report on Program Objectives for FY 2021-22 4
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4. Live with Dignity: Enabling older adults and people with disabilities to live within
the community with dignity through home and community-based services.
4.1: Provide effective home-based services via case management.
HCOA's contracted Kupuna Care Case Management agencies provided
person-centered care and support to seniors experiencing diminished
functioning capacities and/or cognitive limitations. Person-centered care
assists seniors and/or caregivers in establishing individualized support plans
by identifying unmet needs, client goals and assisting seniors and caregivers
with access to services and resources needed to effectively manage their
activities of daily living.
From July 1, 2021 to December 31, 2021, 372 seniors received case
management services. Case Managers ordered over 8,700 hours of services
such as personal care, homemaker services and adult day care from our
contracted home and community based service providers. 484 trips of
assisted transportation were also provided. In addition to the services
provided directly to seniors, 53 caregivers received 4,200 hours of respite
from their caregiving duties
These services were effective in providing supports to seniors while receiving
services through our program and also in developing long-term plans so that
seniors can continue to age safely in-place with dignity.
4.2: Provide active support for family caregivers through training, annual
conferences, respite, counseling, and informational materials.
HOCA and ADRC continues to provide support and training to caregivers.
Caregivers are assessed and provided respite services through Title III and
KC Caregiver programs. As shared above, 53 caregivers received 4,200
hours of respite.
ARRC shared information with caregivers regarding upcoming trainings
offered in the community. Connections for Caregiver support groups and
caregiver counseling are provided through the ADRC. ADRC maintains and
updates information in the resource library and provides materials to
caregivers based on their needs and situations.
HCOA provided the monthly Caregiver New newsletter to 540 individuals.
Six Month Progress Report on Program Objectives for FY 2021-22 5
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COA has contracted with the Alzheimer's Association to provide caregiver
counseling and training. 'Twelve Caregivers have benefited from this
resource in the past six months.
4.3: Ensure that during each year of the planning cycle that the resource directory
will be updated and available on the HCOA/ADRC website.
Approximately 640 copies of the Senior Service Directory have been
distributed since July, 2021. The ADRC staff updated the contents on
November 1 ,2021. The most recent version is always available online and
hardcopies are available for pick-up or can be mailed.
5. Disaster Preparedness:
5.1: Initiate dialogue with contracted service providers in assessing their role,
availability, and resource needs before, during, and after a disaster in providing
services to older adults and people with disabilities.
Our Aging and Disability Services Manager communicates regularly with
our service providers and addresses resource needs as appropriate. Staffing
shortages on the part of our contracted service providers continue to
negatively impact HCOA's ability to provide direct services to eligible older
adults and caregivers and this is exacerbated during emergencies. HCOA
continues to look for innovates ways to address these issues.
Six Month Progress Report on Program Objectives for FY 2021-22 6
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COMMITTEE ON PEOPLET S L, T S
I. Continue to advise administration on issues facing people with disabilities.
I Work with community to help improve education and public awareness.
3. Continue to improve accessibility of County facilities and programs for people with
disabilities.
The Committee on People Disabilities is formed at the discretion of the Mayor. To
date, this Committee has not been formed.
Six Month Progress Report on Program Objectives for FY 2021-22 7
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1. Age Well: Maximizing opportunities for older adults to age well, remain active, and
enjoy quality lives while engaging in their communities,
1.1: Engage with the community through outreach, information and assistance
and utilization of the Aging & Disability Resource Center(ADRC) to keep
seniors active and socially engaged.
The ADRC continued with its practices to provide outreach, information,
and assistance to seniors during the past year. Direct assistance was
provided through incoming and outgoing phone calls and face-to-face
assistance and counseling sessions.
The ADRC interacted with over 6,000 seniors, caregivers, and people with
disabilities during 2020-2021. This is an increase from the past two years.
ADRC focused on maintaining operations throughout the pandemic and
increased collaboration opportunities to support the needs of the population
during this unprecedented year.
ADRC provided information and outreach through several programs.
a) ADRC piloted a smart phone program to help connect seniors with their
families, friends, and support groups.
b) ADRC secured CARES funds and developed a Disaster/Pandemic
training program which included an online pre-recorded training, a
Person Centered Planning Workbook as well as a disaster preparedness
starter kit. 300 kits and workbooks were distributed to seniors island
wide through collaboration with other County programs and non-profit
agencies.
c) ADRC researched items to help decrease feelings of isolation, loneliness
and help increase mental stimulation. A mental wellness kit was
developed, and items purchased. 300 kits were in the final development
stage at the end of fiscal year with plans for distribution through
collaboration with the Hawaii County Nutrition program and other
partnerships.
d) ADRC provided outreach to help educate seniors on elder abuse.
Information on types of abuse and scams was provided through our
newsletter and elder abuse kits. 325 kits were distributed in collaboration
with the Hawaii County Nutrition Program, Coordinated Services for
the Elderly and case management agencies.
Final Status Report on Program Objectives for FY 2020-21 1
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e) ADRC collaborated with meaUfood programs,vaccination sites,
churches, and a utility company to help connect with seniors in need.
f) A IAC stayed up to date with activities and opportunities for engagement
and socialization through support groups, zoom activities, and shared
information with interested parties.
1.2: Gather community input on the congregate meal program and ways to
maintain senior interest at each congregate meal site and assess community needs.
Due to the COVID-19 pandemic,the congregate meal sites have been closed
since the end of March 2020. frozen meals have been delivered to nutrition
clients in all districts island wide to lessen food insecurity during the
pandemic. When the surge numbers go down, there is a plan to transition
back to opening of congregate sites. We can then move forward on ways to
maintain senior interest at the various sites and to assess the community
needs on our island.
L'): Ensure that the Better Choices, Better Health Programs are available to
older adults throughout Hawaii County, which includes training of Lay Leaders.
The Hawaii County Office of Aging (HCOA) was able to provide four
Chronic Disease Self-Management Program (CDSMP)Workshops. Due to
COVID-19 and to protect vulnerable participants, this program transitioned
away from in-person learning to telephonic instruction. Participants were
provided toolkits in advance so that they could follow along. Telephonic
workshops were limited to six participants at a time, so it was challenging to
reach as many people as in previous years, but we were able to provide this
service to 21 individuals.
Marketing the program to generate interest in the programs was also
challenging during the pandemic. Without the ability to attend in-person
informational sessions staff focused on sending out flyers, emails, following
up on referrals, and word of mouth to register participants.
The island of Hawaii currently has four Master Trainers and four Lay
Leaders. We are constantly looking for new facilitators and we offer a seven-
week Virtual Leader Training course for people who are interested.
Final Status Report on Program Objectives for FY 2020-21 2
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1.4: Support opportunities for older adults to enhance their employment skills.
On July 1, 2020, the State Department of Labor and Industrial Relations
transitioned to operating the Senior Training and Employment Program
(STEP) through the Workforce Development Division. The awai'i County
Office of Aging is no longer contracted to provide this service; however,we
continue to refer seniors to this program and remain a host agency providing
training and employment.
2. Develop and Maintain Partnerships: Building partnerships and alliances that will
give impetus to meeting Hawai`i's greatest challenges of the aging population.
2.1: As the Area Agency on Aging, the 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.
In July 2020, the ADRC started reviewing and updating Memorandums of
Agreements (MOA) with partnering agencies. MOAs were completed with
15 collaborating agencies including the Department of Health, Hawaii
County Nutrition Program,Alzheimer's Association, Coordinated Services
for the Elderly and Community First Foundation.
New partnerships were established with ten organizations. Partnerships
were focused around connections for COVID-19 resources and needs.
ARRC provided support to organizations to assist with grocery shopping,
testing sites,vaccination sites and setting up volunteer contacts to assist with
seniors feeling isolated due to COVID-19. The partnering agencies in turn,
provided information about the ADRC and encouraged contacts with
additional needs to reach out to the ADRC. Partnering agencies also
received training on ADRC referral process and provided referrals to ADRC
as appropriate. ADRC also partnered with Hawaii Electric Company,
Kupuna Wai, Mohouli Senior Housing,Holy Cross Church, Puna Covenant
Church and AARP. The purpose of the partnerships was to increase
knowledge to the community about HCOAIADRC.
ADRC remains actively involved in the No Wrong Door (NWD) system.
NWD meetings are attended regularly, NWD referrals are processed in a
timely fashion.
Final Status Report on Program Objectives for FY 2020-21 3
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Training curriculum vas developed to provide training to outside referral
sources such as provider agencies, hospitals, clinics, and rehab facilities to
help streamline incoming referral process.
3. Enhance the ARRC: Participate in the statewide ARRC system for older adults and
their families to access and receive Long Term Support Services (LTSS).
® 3.1: Maintain "fully functioning status" of the Hawa.i`i County ARRC as required
by the State Executive Office on Aging.
The Aging and Disability Resource Center remained open to the public using
COVID-19 safety guidelines throughout the pandemic. Services were
provided as usual and all aspects of the ARRC remained fully functional.
Operational protocols were adapted so that the needs of the senior and
disabled populations were met while ensuring safety to employees and
consumers.
ARRC provided information and assistance to over 6,000 individuals during
the past year. 520 option counseling sessions were held in person or via
phone. 462 referrals were made to the Legal Aid Society of Hawaii. 306
individuals were referred to Kupuna Care program.
ARRC employees maintained their Alliance of Information and Referral
certifications and participated in additional trainings to increase knowledge
base so capacity to provide information and assistance to callers with a
variety of needs was maintained throughout the year.
Consumer satisfaction survey results revealed that 98.5 % of survey takers
felt the specialist was knowledgeable about services and resources to assist
them. 88.06% felt they were connected to beneficial resources and services
and 97.10 %would recommend the ARRC to family and friends.
To maintain the status of a full functional ARRC, each ARRC must maintain
a Management Information System (MIS). The MIS is responsible for the
management and automation of the core ARRC operations. Such operations
include:
Receiving referrals
Information and referral
Intake
Final Status Report on Program Objectives for FY 2020-21 4
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Assessment
Support Planning
Case Management
Continuous Quality Improvement
As part of maintaining the MIS, the backing up of data and storing the
backup data off site was a requirement. At the beginning of the fiscal year,
the tape backup system for HCOA reached end-of-life (EOL). At EOL,
HCOA could no longer meet the MIS backup requirement. HCOA is happy
to report that at the end of the fiscal year, HCOA had replaced all EOL
backup equipment. All HCOA server systems are backed up each night to
the SwitchNAP data facility in Las Vegas, Nevada.
® 3.2: Promote community awareness of the ADRC of services and supports
available.
Community awareness and connections were achieved through outreach and
partnership with local non-profit organizations. Connections included
partnering with five local organizations to assist with free meal programs
focused on benefiting seniors during the pandemic and ensuring food
security for those in need. In addition, partnership with AA occurred
through participation in the AARP Caregiver Training Series and ADRC
provided an informational training to attendees outlining services and
supports provided by the Hawaii County ARRC.
The ADRC increased their connection with the Hawaii County Para
Medicine Program which resulted in additional referrals to the ADRC.
Ongoing communication with agencies providing support to seniors and
people with disabilities was a focus area resulting in additional support for
seniors to connect with the Supplemental Nutrition Assistance Program
(SNAP) program and volunteer programs such as Our Kupuna.
The ADRC Kailua Kona office developed a Task Force Group which meets
monthly. The group members include Kona Community Hospital,ADRC,
PHN, Para Medicine,West Hawaii Community Health Center. The focus of
the group is to share resources and collaborate on best practices to serving
our targeted population.
Final Status Report on Program Objectives for FY 2020-21 5
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The Senior Resource Directory was updated. The Silver Bulletin newsletter
as issued three times during the year. The Silver Bulletin was distributed
to over 2,400 island Kupuna Quarterly. Information provided included
resource sharing, abuse/scam alerts, importance of mental wellness and
activities to decrease feelings of social isolation, recipes,word searches and
information on community resources and programs.
3.3: Provide relevant person-centered information, assistance, referrals, and
options counseling to consumers requesting services through the ADRC.
About 1,000 referrals were completed by the ARRC for Kupuna Care
services, nutrition services, services through Coordinated Services for the
Elderly and legal support during the past 12 months. The ARRC provided
information and assistance through in-person and phone connections over
6,000 times. 520 option counseling sessions were completed throughout the
year. Sessions were held in-person and via phone.
4. Live with Dignity: Enabling older adults and people with disabilities to live within
the community with dignity through home and community-based services.
a 4.1: Provide effective home-based services via case management.
Due to the COVID-19 pandemic, HCOA implemented enhanced safety
guidelines for Case Managers servicing clients in our Kupuna Care program.
Case Managers were provided PPE to help mitigate exposure risk for
themselves as well as clients.
In the beginning of the fiscal, HCOA identified capacity issues with the
contracted case management service provider and had a waitlist of clients
who could not be served in a timely manner. In response, HCOA contracted
an in-house Case Manager to provide services to Kupuna in 'West Hawaii.
Additionally,HCOA requested an emergency procurement to increase access
to case management services for eligible Kupuna Care clients. These actions
helped enable kupuna to receive much needed services in a timelier manner.
HCOA provided training and met regularly with case management service
providers to perform case reviews and to address areas of concern. Despite
the challenges presented in FY 2020-21, a total of 428 individuals received
5,606.50 hours of case management. Case Managers ordered a variety of in-
home and community-based services from contracted service providers.
Final Status Report on Program Objectives for FY 2020-21 6
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These contractors provided over 15,000 hours of services and over 1,400 trips
of assisted transportation. Over 800 individuals received home delivered
meals through the awai`i County Nutrition Program. Obtaining these
services helped the older adults to live within the community safely and with
dignity.
4.2: Provide active support for family caregivers through training, annual
conferences, respite, counseling, and informational materials.
HCOA provides a monthly newsletter to over 500 caregivers throughout the
County. This newsletter provides tips on how to avoid burnout and improve
the health and safety of caregivers.
The ARRC staff was featured in a virtual presentation for caregivers
organized by AARP. During this presentation, staff members educated
caregivers on the services and supports available through the Office of
Aging's Aging and Disability Resource Center.
Through our contracted service providers, HCOA provided 57 caregivers
with 3,828 hours of respite services. HCOA also assisted four caregivers with
137 trips of assisted transportation services. These services, funded through
the Family Caregiver Support Program (FCSP) provided caregivers the
opportunity to detach from their caregiving duties. These brief periods of
rest allowed the caregiver to unwind their stress and recalibrate their focus.
Removing the stress from a caregiver's daily routine, allows the caregiver to
keep healthy and to avoid caregiver burnout. This small amount of funding
allows the caregiver to continue to provide the care needed for their care
recipient. Keeping a caregiver healthy leverages FCSP funding.
® 4.3: Ensure that each year of the planning period that the resource directory will
be updated and available on the HCOAIADRC website.
ARRC and HCOA have been actively working with website designers to
revamp the ADRC/HCOA website. The updates to the site include making it
more user-friendly and updating information relevant to years 2020-2021.
The website has a new look and feel to help connect to its users. The
resource directory is also being revised to add new information and delete
unavailable resources. The updated directory also has a new look to ensure
it is user friendly and easy to follow. The directory is available on the
website.
Final Status Report on Program Objectives for FY 2020-21 7
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5. Disaster Preparedness:
5.1: Initiate dialogue with contracted service providers in assessing their role,
availability, and resource needs before, during, and after a disaster in providing
services to older adults and people with disabilities.
With the onset of COVID-19, dialogue with contracted services providers has
accelerated. The COVID-19 pandemic brought into view an aspect of
disasters not experienced before. The pandemic's duration and
requirements for Personal Protective Equipment (PPE) highlighted the need
to assess the sustainability level of each provider to maintain the contractual
level of service during a disaster. To discover those needs, IICOA has been
in regular contact with each provider. Throughout the pandemic monitoring
the delivery of services, resources used, and staff capacity needed to be in
place before, during, and after a disaster has shown the importance of
assessing this role and having a plan in place before a disaster strikes.
Final Status Report on Program Objectives for FY 2020-21 8
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COMMITTEE ON PEOPLE WITH DISABILITIES
1. Continue to advise administration on issues facing people with disabilities.
During FY 2020-21, the Committee did not advise the administration on any issues
facing people with disabilities.
2. Work with community to help improve education and public awareness.
For the time period of July 1, 2020 through June 30, 2021, the Committee on
People with Disabilities met four times. Committee members continued to work in
their local communities to bring awareness to the challenges faced by people with
disabilities by identifying issues and bringing issues back to the committee for
discussion. The Committee identified the issue of illegal parking in disability
parking spaces as a focus and discussed the issuance of warning tickets.
3Continue to improve accessibility County facilities and programs for people with
ility of
disabilities.
During FY 2020-21, the Committee did not identify any issues related to County
facilities or programs which needed improvement.
Final Status Report on Program Objectives for FY 2020-21 9
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I
E
1
CIVIL DEFENSE AGENCY
II DEFENSE
1. Review and update the flawai`i County Emergency Operations Plan.
In progress; 10% complete. Incident Command System (ICS) structural
organization and the operational system to meet rational Incident Management
System (rIMS) requirements have been identified. The base plan and operational
coordination will be finalized in this year's version of the EOP.
2. Revise Chapter 7 of the County Code to define Civil Defense missions.
Not Started; 0% complete. Chapter 7 revision is scheduled to begin April 1, 2022
with a completion date in June 2022.
3. Assist County organizations in revising their Continuity of Operations Plans (COOP).
In progress; 10% complete. Prerequisite training, ICS 300 and ICS 400,was
completed by all staff. Additional training for Civil Defense Staff has been
requested through the State Department of Homeland Security. Awaiting
instructor confirmation.
4. Implement Project 364 in coordination with the Citizen's Corps Council. This outreach
effort will refer to the acronym "ICE"that highlights the tenets of Integration,
Communication/Coordination, and Empowerment. The intent is to create resilient
communities through individual preparedness and where practical a community
response plan.
In progress; 10% complete. Reference materials have been printed. An
assessment of Community Emergency Response Team (CERT) participation has
been completed. Will start engagement when the COVID-19 threat is determined
to be negligible.
5. Conduct an annual review and assessment of Civil Defense public notification and
warning systems to include but not limited to:
a. The use of the mass notification systems to provide timely digital platform public
information and outreach messaging with respect to the various types of hazards and
threats experienced.
100% complete. The Everbridge mass notification platform continues to meet
all expectations for reliability and timely message delivery.
Six Month Progress Report on Program Objectives for FY 2021-22 1
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
b. The expanded use of the mass notification system for other Departments in the
County.
1001® complete. All Departments that requested access to the Everbridge mass
notification system have been granted access. Users have been assigned at the
departments and training has been completed.
c. The use of various social media and web-based platforms to post and disseminate
emergency information.
100% complete. Civil]Defense purchased a graphic design platform, Canva, to
create content that complements Civil Defense mass notification. The Canva
created content is posted on Civil Defense social media sites Instagra ,
Facebook, and Twitter.
d. Create an informational webpage to provide current weather and road conditions to
the public.
In progress; 90% complete. A publicly accessible weather conditions map was
developed and activated in the last fiscal year. The content and ability to
interact with the map have been modified based on the assessments done after
each incident.
6. Conduct an annual assessment of all digital or electronic systems, software, and
platforms used to:
a. Maintain a Common Operating Picture (COP) for all emergencies.
In progress; 75% complete. The COP has been developed in using the ArcGIS
platform. The COP has been used for flooding and brush fire incidents. We
are in the process of refining the information requirements that will help focus
the information collection,which in turn,will provide a better COP.
b. Monitor and maintain situational awareness with emergency operations and incident
management.
In progress; 10% complete. Platforms for field units to provide real-time
information into the EOC have been developed using ArcGIS products. Testing
the system is underway via Ocean Safety and Department of Public Works
input.
Six Month Progress Report on Program Objectives for FY 2421-22 2
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
c. Facilitate, submit, track, and process requests for assistance(RFA's) and or requests
for information (BFI's) during emergency operations and the activation of the
Emergency Operation Center (EOC).
Not started; 0% complete. The development of an information management
process in the EOC is scheduled to begin once the LOP revision is completed.
d. Conduct and facilitate preliminary damage assessments during emergencies and
disasters.
In progress; 33% complete. The damage assessment system is established and
was recently used for the Dona Low wind incident. Refining the data
processing in the system is the next issue to address.
e. Inventory and track all local (Hawai`i Island) disaster response resources.
In progress; 50% complete. Civil Defense equipment and resources have been
entered into the Salamander Database. Additional capacity has been purchased
to allow additional County of Hawaii resources to be added to the database.
User training is the limiting factor in moving this project forward.
7. Maintaining County of Hawaii wireless radio network infrastructure.
In progress; 50% complete. The new Land Mobile Radio (LMR) tower has been
built in Ocean view. The replacement LMR tower at South Point has also been
constructed. Occupation of the new towers will happen later this year. The
multiprotocol label switching (MPLS) upgrade is mostly completed. The battery
stacks (back-up power) at all but one LMR location has been completed.
8. 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 enhance the
Emergency Operations Center(EOC), revise EOC policies and procedures, and develop
programs to integrate social media into our operations.
In progress; 50% complete. Renovation on the Hilo Emergency Operations Center
began. Electrical and communications lines and fixtures need to be completed and
then finish work on the interior can begin.
Six Month Progress Report on Program Objectives for FY 2021-22 3
CIVIL DEFENSE AGENCY
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CIVIL DEFENSE
9. Execute the multi-year-training and exercise program to develop capabilities and to
improve operational coordination among County departments and State and Federal
Agencies.
Not started; 0% complete. FEMA has changed theMulti-year Training and
Exercise program to the Integrated Preparedness Ilan (IPP), Revision of the
plan is scheduled to begin in April.
10. Reorganize the Civil Defense warehouse and bring the interior into OSHA
compliance.
Not started; 0% complete. Current warehouse operations support COV D-19
response is not conducive to warehouse reorganization. Project will begin when
COVID-19 support is reduced.
Six Month Progress Report on Program Objectives for FY 2021-22 4
CINTIL
CIVIL DEFENSE
1. Preview and update the Ilawai`i County Emergency Operations Plan.
Not started 0% complete. COVIN-19 response carried through the entire fiscal
year where the planning section was fully engaged in COVID-19 response. Because
the planning section was engaged in response, they gained invaluable experience in
County and State response operations. This knowledge will be used when the
revision process begins,with a completion date set for February 2022.
2. Assist County organizations in revising their Continuity of Operations Plans (COOP).
Not started; 0% complete. COVIN-19 Response: exemptions, screening testing,
airport passenger screening, personal protective equipment(PPE) and disinfection
supplies distribution, and vaccination missions were prioritized.
A request for a FEMA-funded workshop to train the Civil Defense Staff in COOP
preparation was made. This training will take place in 2022. Once completed, the
staff will begin to assist the Departmental Liaisons in revising their COOP plans.
3. Implement an inventory and accountability system for cache of emergency supplies
currently housed in the Civil Defense warehouse.
100% complete. All the equipment and supplies in the Civil Defense warehouse
have been inventoried and recorded in the Salamander resource management
system. The system is being used to track resources for COVID response.
4. Implement Project 360 in coordination with the Citizen's Corps Council. This outreach
effort will refer to the acronym "ICE" that highlights the tenets of Integration,
Communication/Coordination, and Empowerment. The intent is to create resilient
communities through individual preparedness and where practical a community
response plan.
20% complete. COVID-19 Response: exemptions, screening testing, airport
passenger screening, personal protective equipment(PPE) and disinfection supplies
distribution, and vaccination missions were prioritized.
Most Community Emergency Response Team (CERT) members are in the high-
risk category. Restricted group sizes and high-risk individuals limited the ability to
engage communities during this time.
Final Status Report on Program Objectives for FY 2420-21 ]
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
S. Conduct an annual review and assessment of Civil Defense public notification and
warning systems to include but not limited to:
a. The use of the mass notification systems to provide timely digital platform public
information and outreach messaging with respect to the various types of hazards and
threats experienced.
100% complete. The Everbridge mass notification system has become fully
operational. Emergency messaging has been delivered to over 10,000
individuals who have registered to receive emergency messaging. In addition,
the telephone book white pages are updated on an annual basis by Everbridge.
This includes over 80,000 unique entries. Messaging is done via telephone voice
message, email, text, postings to social media (Twitter and Facebook), and
posted to the Civil Defense webpage.
b, The expanded use of the mass notification system for other Departments in the
County.
In progress; 50% complete. The Hawaii Eire Department (personnel recall)
and Department of Environmental Management (Transfer Station Status) have
been provided access to the system and personnel have been trained. Access for
other Departments is delayed due to COVID-19 response.
c. The use of various social media and web-based platforms to post and disseminate
emergency information.
100% complete. The Civil Defense webpage reached around 20,000 persons
and each post received around 2,000 interactions (likes, shares, etc.). The Civil
Defense Twitter account has close to 9,000 followers. The interactive hazard
map is available to the public on the Civil Defense webpage.
b. Conduct an annual assessment of all digital or electronic systems, software, and
platforms used to:
a. Maintain a Common Operating Picture (COP) for all emergencies.
In progress? 50% complete. The internal situation dashboard has been
developed and is being repined during COVID-19 response. The public
situation dashboard is also complete and operational. The public dashboard is
regularly updated with the latest COVID information.
Final Status Report on Program Objectives for FY 2020-21 2
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
b. Monitor and maintain situational awareness with emergency operations and incident
management.
In progress; 50% complete. Data entry platforms for the public and County
Departments to submit field reports are completed and ready to use for training
and incident response. These platforms have been activated to provide the
common operating picture (COP) for the County's COVI -19 response.
c. Facilitate, submit, track, and process requests for assistance (R-FA's) and or requests
for information (PFI's) during emergency operations and the activation of the
Emergency Operation Center (EOC).
In progress; 25% complete. The automated incident report form has been
created. The dashboard to track reports through the system has not been
developed.
d. Conduct and facilitate preliminary damage assessments during emergencies and
disasters.
20% complete. Revised residential damage assessment basic course materials
to reflect changes at I+EA. Data collection system input for damage
assessment using Survey123 has been completed. This system is viable for
residential property, commercial property, and public property. Individuals
will be trained to use the revised damage assessment and Survey 123.
The damage assessment system and processes exist. Training and evaluation of
the system was not completed due to the State of Ilawai`i cancelling the Makani
Pahili exercise.
e. Inventory and track all local (Hawai`i Island) disaster response resources.
In progress; 50% complete. All Civil Defense equipment and supplies have
been entered in the Salamander inventory control system. Additional modules
have been purchased to allow the upload of additional County Departmental
equipment that may be used during emergency response. Equipment will be
loaded into the system at the conclusion of COVID-19 response.
Final Status Report on Program Objectives for FY 2020-21 3
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
7. Coordinate the county-wide emergency siren.warning system replacement/upgrade
project with the Hawaii Emergency Management Agency.
Not started; 0% complete. COVID-29 Responses exemptions, screening testing,
airport passenger screening, personal protective equipment (PPE) and disinfection
supplies distribution, and vaccination missions were prioritized.
State of Hawaii owned system; waiting on Hawaii Emergency Management
Agency to begin the next phase of upgrades.
& Maintaining County of Hawaii wireless radio network infrastructure.
In progress; 50% complete. Maintenance and pest control contracts were put in
place. Replaced seven of 13 air-conditioning systems which were at the end of their
useful life. Multiprotocol Label Switching(MPLS) and Microwave system up-
grade has been funded as a Capital Improvement Project and is moving forward.
Construction on Ocean View radio tower site has started. The retransmission site
on Haleakal5 has been reestablished in order to provide complete land mobile
radio (LMR) coverage to parts of the North Kohala District and H5m5kua
Districts.
9. 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 enhance the
Emergency Operations Center (EOC), revise EOC policies and procedures, and develop
programs to integrate social media into our operations.
In progress; 30% complete. The HSGP is the primary annual funding source for
multiple emergency operations projects. Multiple Police,Fire, and Information
Technology capability and capacity projects are funded by this program. The
County of Hawaii Citizen Corps,Neighborhood Watch, and CERT Programs only
receive $20,000.00 annually to operate and administer this program. Funding for
these programs is not sufficient to meet the demand for these community
programs. Hilo Emergency Operations Center (EOC) renovation was initiated.
Blueprints have been prepared, a vendor has been selected, and Civil Defense has
relocated to other sites.
Final Status Report on Program Objectives for FY 2020-21 4
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
10. Executing the multi-year training and exercise program to develop capabilities and to
improve operational coordination among County departments and State and Federal
Agencies.
In progress; 25°1 complete. Initial and Mid-Planning Meetings for the Vigilant
Guard and Makani Pahili exercises were held before the exercise was cancelled
by the State of Hawaii.
11. Expand the Emergency Operations Center to create additional office space (two), a
bunk area, and a planning room.
In progress; 251® complete. The HSGP is the primary funding source to expand
and renovate the Hilo Emergency Operations Center (EOC). Blueprints have been
prepared and potential vendors have toured the facility and submitted their bids.
Civil Defense relocated operations to Aunty Sally's Luau (administrative services)
and the Keaukaha Military.Reservation (KMR) in February of this year due to the
construction. The renovation project is projected to last six months.
12. Reorganize the Civil Defense warehouse and bring the interior into OSHA
compliance.
In progress; 25% complete. The internal structure repairs and replacement of
ingress/egress doors has been completed. The roof has not been replaced.
Reorganization to conform to OSHA requirements will be done once the roof is
completed as inventory will be moved around within the facility on a regular basis
while the roof is replaced in sections.
Final Status Report on Program Objectives for FY 2020-21 5
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CORITOR2,A
CORPORATION COUNSEL
LITIGATION DIVISION
L Offer training opportunities to each litigator at least twice a year, to provide them
with tools to effectively represent the County and its employees.
The training budget for our department is quite small. As a result, there -is quite
a bit of mentoring. In addition, lawyers are required to obtain three Bout's of
annual Continuing Legal Education to maintain their licenses. Each lawyer met
their requirements by self-selecting areas of interest and need. Next year's
proposed budget increases training without increasing the overall budget in
recognition of training as a priority.
2. Have at least monthly litigation meetings to review the status of cases, heex concerns
and provide training and guidance.
In addition to weepy attorney meetings, the Litigation Division meets monthly
on average. It also meets periodically to discuss cases of interest and/or
proposed settlements to County Council.
3. Responsibly monitor pending lawsuits by recommending settlement only when
quantifiable justifications exist.
The Litigation Division has had a solid calendaring system in place fojr a number
of years. It also responsibly evaluates cases for settlement. If County Council
approval is required to settle cases, deputies prepared detailed reporO and
recommendations upon which the Council may evaluate and either approve or
disapprove proposed settlements.
The Litigation Division is currently managing 198 cases.
Six Month Progress Report on Program Objectives for FY 2021-22 1
CORPORATION COUNSEL
COUNSELING A.FTIN DIVISION
1. Training Opportunities, Offer training opportunities to each counseling acid d--rafting
attorney at least twice a year so that they continue to sharpen their legal skills and
stay abreast of important developments in the law.
The training budget for our department is quite small, As a result, there pis quite
a bit of mentoring. In addition, lawyers are required to obtain three hones of
annual Continuing Legal Education to maintain their licenses. Each lawyer met
their requirements by self-selecting areas of interest and need. Next year"s
proposed budget increases training without increasing the overall budget in
recognition of training as a priority.
It should be noted, however, Counseling & Drafting(C&D) deputies wire tasked
with providing training to departments, boards, and commissions. Ask, a result,
they regularly provide training to others. We believe additional training
opportunities will not only increase the skill level of our deputies but also the
available resources to departments, boards, and commissions.
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.
948 documents were reviewed, of which 97.601® were 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.
502 requests to review and comment on documents were received, of which
72.10% of them were 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.
Seventy Four documents were drafted, of which 67.60% were completted within
21 business days.
Six Month Progress Report on Program Objectives for FY 2021-22 2
COUNSEL
CORPORATION
COUNSELING DRAFTING DIVISION
5. Legal Opinions. The Division will thoroughly research and draft legal opinions for
its County clients in a prompt manner. To the extent possible, 75% of requests shall
be completed within 21 business days.
204 legal opinions were prepared, of which 68.10% were completed within 21
business days.
6. Miscellaneous Requests for Legal Assistance, including Long-term Projects, 'The
Division will respond to departmental and agency requests for legal service that may
not involve a formal written response or extensive legal research. These
miscellaneous requests may also include long-term projects, which are tirne-and
resource-consuming. For requests not requiring a formal written response or
extensive research, to the extent possible, 50% of all requests shall be completed
within 21 business days. For long-term projects,to the extent possible, requests shall
be completed within the time frame allocated for the project.
Desponded to 120 long term, of which 0.80% were completed within the time
frame and 59 miscellaneous projects, of which 84.70% were complelted wiithin
the time frame allotted.
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 atterney will
conduct at least two training sessions.
Training has been provided to 77 County officers, employees, officials and
members of boards and commissions.
8. Risk Management/Mitigation. The Division will continue to work with their
respective clients in risk management activities, in conjunction with the County's
Risk Manager.
The County's Risk Manager is routinely advised regarding proposed settllements
and contracts perceived to carry unusual risk. In addition, Corporation Counsel
routinely meets with the County's Risk Manager.
Six Month Progress Report on Program Objectives for FY 2021-22 3
CORPORATION COUNSEL
BOARD OF ETHICS
1. Review all requests for opinions in a prompt manner.
The deputy assigned to the Board of Ethics routinely responds to Board of
Ethics requests, prepares for and attends meetings. Theamount of wc,rl.is
absorbed into the statistics of the C&D Division.
During the period of July 01, 2021 to December 31, 2021, the Board received
four new petitions and five informal advisory opinion requests. In this time
period, the following have occurred:
A decision was rendered on four petitions which were received during the
period July 01,2021 to December 31, 2021.
Decisions were rendered on four informal advisory opinions received
during the period July 01, 2021 to December 31, 2021.
One request for informal advisory opinion will be reviewed during the
next period.
A decision was rendered in two petitions that were filed during the period
January 01, 2021 to June 30, 2021.
A decision was rendered in one informal advisory opinion received during
the period January 01, 2021 to June 30,2021.
There were no investigations or investigative hearings held during this
period.
Six Month Progress Report on Program Objectives for FY 2021-22 4
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CORPORATION COUNSEL
LITIGATION I I I
1. Offer training opportunities to each litigator at least twice a year,to provide them
with tools to effectively represent the Count\, and its employees.
Litigators have received training.
2. Have at least monthly litigation meetings to review the status of cases, hear concerns
and provide training and guidance.
Meetings have taken dace, primarily to discuss strategy and status of cases.
3. Responsibly monitor pending lawsuits by recommending settlement only when
quant table justifications exist.
Pending lawsuits were being appropriately monitored and settlement was only
recommended when it was in the best interest of the County.
Final Status Report on Program Objectives for FY 2020-21 I
}
CORPORATION COUNSEL
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COUNSELING & DRAFTINGISI
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 shills
and stay abreast of important developments in the law.
Due to funding limitations and the COVID-19 pandemic, training opportunities
for Counseling & Drafting (C&D) attorneys were limited to web-based events.
The continuance of the pandemic meant that many excellent trainings were
offered online. C&D attorneys received appropriate training by availing
themselves of these quality web-based educational events.
2. Review and approve documents. The Division will review and approve legal
documents submitted by the various County departments and agencies promptly.
This review will include a thorough analysis of potential exposure and liability. To
the extent possible, 75% of legal documents shall be reviewed within seven business
days.
C D division reviewed 2,076 documents of which 98.20% were reviewed within
seven days.
3. Review and comment. The Division will review and comment on documents
submitted by the various County departments and agencies promptly. To the extent
possible, 75% of requests shall be completed within 21 business days.
C&D division reviewed and commented on 906 documents of which 85.30%
were reviewed within 21 days.
4. Drafting documents and legislation. The Division will draft documents and
legislation at the request of its County clients in a prompt manner. To the extent
possible, 75% of requests shall be completed within 21 business days.
C&D division drafted 120 documents of which 82.50% were completed within 21
days.
5. Legal Opinions. The Division will thoroughly research and draft legal opinions for
its County clients in a prompt manner. To the extent possible, 75% of requests shall
be completed within 21 business days.
C&D division provided 554 legal opinions of which 84.10% were completed
within 21 days.
Final Status Report on Program Objectives for FY 2020-21 2
CORPORATION COUNSEL
:,xf. ���h:. .�, .�. w .���Mme,:...,_ �. :x*.� .�w. . .. .. r.r, , :. � :.. .... ..N �,,.. .�• . �.,��nr�; �n ..,ffn
COUNSELING _ TIDIVISION
6. Miscellaneous Requests for Legal Assistance, including Long-term Projects. The
Division will respond to departmental and agency requests for legal service that may
not involve a formal written response or extensive legal research. These
miscellaneous requests may also include long-term projects, which are time-and
resource-consuming. For requests not requiring a formal written response or
extensive research;to the extent possible, 50% of all requests shall be completed
within 21 business days. For long-term projects, to the extent possible,requests shall
be completed within the time frame allocated for the project.
C&D division received 113 miscellaneous requests for legal assistance which
were researched and responded to of which 83.10% were completed within 21
days. In addition, 179 long term projects were worked on.
7. Training for County Officers and Employees, and Board and Commission
Members. The department(both litigators and counseling and drafting attorneys)
will provide training for at least 500 County officers, employees, officials, and
members of boards and commissions, on relevant requirements and changes in law.
Each attorney will conduct at least two training sessions.
C&D division provided training to 356 County officers, employees, officials and
members of boards and commissions.
8. Risk Management/Mitigation. The Division will continue to work with their
respective clients in risk management activities, in conjunction with the County's risk
manager.
C&D attorneys continued to assist departments with risk management and
mitigation on a case-by-case basis.
Final Status Report on Program Objectives for FY 2020-21 3
CORPORATION COUNSEL
BOARD OF ETHICS
ICS
1. Review all requests for opinions in a prompt manner.
During the period July 1, 2020 to June 30, 2021, the Board received five new
petitions and six informal advisory opinion requests. In this time period, the
following occurred:
■ Recisions were rendered on five petitions which were received during the
period July 1,2020 to June 30,2021.
■ Decisions were rendered on five informal advisory opinions received during
the period July 1, 2020 to June 30, 2021.
■ One request for informal advisory opinion was withdrawn.
■ Decisions were rendered on two petitions that were filed during the previous
fiscal period, during the period July 1, 2020 to June 30,2021.
■ A petition that was filed during the previous fiscal period was withdrawn
during the period July 1,2020 to June 30,2021.
■ There were no investigations or investigative hearings held during this
period.
Final Status Report on Program Objectives for FY 2020-21 4
COUNTY AUDITOR
COUNTY AUDITOR
7=M=
COUNTY AUDITOR
I 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).
The Office of the County Auditor has completed this objective. Utilizing
Professional Service on contract (REP 43544) NIS CPA is contracted with the
County of Hawai'i to conduct the Annual Comprehensive and Single Audit
currently in year five of a five-year contract. The contractual obligation for
these services is $ 237,000 per year and $10,500 for each additional program that
it is required to review.
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 (Hawal'i
County Charter §3-18).
The Office of the County Auditor has completed this objective. Following a
County-wide risk assessment, an annual audit plan was compiled and presented
to the Office of the Clerk, County Council, and the Mayor's office to meet its
charter requirements.
3. ance and/or financial audits of County
To conduct or cause to be conducted performance
agencies, programs, and/or operations in accordance with the annual audit plan, or as
determined necessary by the County Auditor(Hawai'i County Charter §3-18).
The Office of the County Auditor has partially completed this objective. The
Office has administered and continues to monitor progress of the Annual
Comprehensive and Single Audit. Additionally, our office has entranced and
has open engagements according to the audit plan with the following
departments:
• Department of Public Works contracts, change orders and supplements -In
progress
• Fire Department performance audit-In progress
• Real Property Tax Division delinquent collections -In progress
• Mass Transit follow up on cash handling-In progress
• Human Resources Department follow up on hiring practices - In progress
• County-wide inventory -Not Started
• Department of Water Supply cash handling - Not Started
• Department of Water Supply contingency plans -Not Started
Six Month Progress Report on Program Objectives for FY 2021-22 1
COUNTY AUDITOR
COUNTY AUDITOR
4. To conduct or cause to be conducted special studies or projects to ensure openness
and accountability in the expenditure of public funds.
None are applicable in the current review period.
Six Month Progress Report on Program Objectives for FY 2421-22 2
COUNTY AUDITOR
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COUNTY AUDITOR
1. To procure an independent certified public accountant to conduct an annual post-audit
of the County's accounts and financial transactions (HaNvai`i County Charter §10-13).
Annual Financial Audit. Hawaii County Charter §10-13 requires an
independent post-audit of the accounts and other evidences of financial
transactions of the County to be conducted at least once every year by a certified
public accountant or firm or certified public accountants, having no personal
interest, direct or indirect, in the fiscal affairs of the county.
Pursuant to this Charter requirement, the Office of the County Auditor (GCA)
procured an independent external auditor to conduct the annual financial audits
for the five-year period FY 2017-18 through FY 2021-22 and awarded Contract
No. c.006845 to NK CPAs, Inc. on February 14,2018. The GCA continues to
monitor the contract annually.
As part of this contract, N&K CPAs, Inc. commenced the following audit
activities and reports related to FY 2019-20:
• Audit of the County's Comprehensive Annual Financial Report;
• Audit of the Department of Water Supply's Financial Statement;
• Single Audit of Federal Financial Assistance Programs;
• Landfill Financial Assurance Report; and
• Office of Housing Section 8 Report.
In addition, N&K CPAs audited five required federal financial assistance
programs:
1. Emergency Watershed Protection Program (CFDA 10.923)
2, Community Development Block Grants/State's program and Non-
Entitlement Grants in Hawaii (CFDA 14.228)
3. Crime Victim Assistance (CFDA 16.575)
4. Highway Planning and Construction (CFDA 20.205)
5. Coronavirus Relief Fund (CFDA 21.019)
On August 5,2020,N&K CPAs,Inc. initiated its audit activities related to the
FY 2019-20 audits by conducting an entrance conference with the Department of
Water Supply.
On August 17, 2020, N&K CPAs, Inc. initiated its audit activities related to the
FY 2019-20 audits by conducting an entrance conference with the Department of
Finance.
Final Status Report on Program Objectives for FY 2020-21 1
COUNTY AUDITOR
COUNTYI
On December 30, 2020,N&K CPAs, Inc. issued their audit of the County's
Comprehensive Annual financial Report for the fiscal year ending on June 30,
2020.
On December 29, 2020, NeiK CPAs, Inc. issued their audit of the County's
Department of Water Supply (DWS) financial Statements and Supplemental
Information with Independent Auditor's Reports for fiscal years ending on June
30, 2020, and 2019.
2. To file an annual audit plan with the Council based on a County-wide risk assessment
of funds, programs, services, and operations of any County agency; executive agency,
or program, which is supported, in whole or in part, by County funds (Hawai`i
County Charter §3-18).
The Office of the County Auditor filed its annual audit plan with the Council on
June 30, 2020 and can be found at https://www.hawaiicounty.gov/our-
county/legislative/office-of the-county-auditor
3. To conduct or cause to be conducted performance and/or financial audits of County
agencies, programs, and/or operations in accordance with the annual audit plan, or as
determined necessary by the County Auditor (Hawai`i County Charter §3-18).
The Office of the County Auditor issued a performance audit of the Department
of Water's Contingency Plans for deep water wells.
This audit report is available on-line at:
httj2s://www.hawaiicounL.Izov/our-county/le4islative/office-of-the-county-
auditor
4. To conduct or cause to be conducted follow-up performance and/or financial reviews
of audited entities in accordance with the annual audit plan, or as determined
necessary by the County Auditor (Hawai`i County Charter §3-18).
The Office of the County Auditor issued a follow-up performance audit of the
County of Hawaii Information Technology Asset Management.
This audit report is available on-line at:
https://wN wv.hawaiicounty.gov/our-county/le-,islative/office-of-the-county-
auditor
Final Status Report on Program Objectives for FY 2020-21 2
COUNTY AUDITOR
COUNTY AUDITOR
In addition, OCA was working on a Follow-up Cash Handling at County of
awai`i's Mass Transit Agency and began survey work on the Department of
Parks and Recreation's work order process/facilities maintenance.
5. To conduct or cause to be conducted special studies or projects to ensure openness
and accountability in the expenditure of public funds.
Annual Audit Plan and Risk Assessment: The Office of the County Auditor
updated their Annual Audit Plan and performed a risk assessment to help
identify known or inherent risk factors.
Surprise Cash Count: The Office of the County Auditor conducted a surprise
cash count at the Mass Transit Agency on October 7, 2020 and found no
exceptions.
Final Status Report on Program Objectives for FY 2020-21 3
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zr® I
�l
COUNTY/
J
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Council and Committee Services Section
1. Fulfill legal notice requirements for all Council and Committee meetings, including
preparation of meeting agendas and posting and publication of meeting notices.
Legal notice requirements were met for 12 Council meetings and 49 Committee
meetings.
2. Facilitate meeting technological services required for videoconference to six sites
across the island which are available for public participation.
Due to the COVID-19 pandemic, courtesy sites remain closed and no in-person
participation can be provided. Council Services continues to facilitate video
participation for anyone wishing to testify or who is required to participate in
the County Council and Committee events.
3. Make Council and Committee meeting video archives available online within a
reasonable time after the meetings.
All Council and Committee meeting video archives were made available online
within two days after the meetings.
4. Make available online each bill and resolution received for consideration by the
Council or its Committees within a reasonable length of time.
In the first half of the fiscal year, 54 bills and 124 resolutions were trade
available online.
5. Provide final votes on Council and Committee agenda items within a reasonable
length of time after the meetings.
Final votes on Council and Committee agenda items were provided within two
days after the meetings.
6. Prepare Council and Committee meeting transcripts within the timeframe required by
law.
Council Services completed minutes for 12 Council meetings and 49 Committee
meetings within the timeframe required by Hawaii Revised Statutes §92-7.
Six Month Progress Report on Program Objectives for FY 2021-22 1
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
7. Process and prepare adopted resolutions and ordinances for inclusion in the public
archives of the Council within a reasonable length of time after the meetings.
Council Services processed 120 adopted resolutions and 42 ordinances for
placement on the public record and distribution to affected parties.
Support Services Division
1. Process all documents submitted by departments for reproduction within two business days,
unless the job requested is extremely large.
Support Services reproduced 941,823 black and white copies and 127,225 color copies.
2. Process all pieces of outgoing postal and interdepartmental mail collected from
departments or received by departments no later than 2:30 p.m. on the same business
day.
Support Services posted/mailed 151,437 pieces of mail.
Lc�j,islative Research Branch
1. Complete review and preparation of all amendments and subsequent drafts of the
Operating and Capital Budgets within established deadlines.
The budget review for FY 2022-23 will begin in the second half of the fiscal year
in March 2022; however,the budgets cannot be amended until May.
2. Complete review of non-complex bills, resolutions, and amendments initiated by a
Council Member for proper form within two weeks of receipt. Complex bills or
resolutions may require a longer review period.
In the first half of the fiscal year,LRB reviewed 14 bills, 66 resolutions, and 45
proposed amendments to legislation on Council and Committee agendas. All
reviews were completed in a timely manner based on the content and complexity
of the legislation.
3. Provide research assistance to the Clerk and Council, as requested and time
permitting, relating to substantive as well as procedural matters.
LRB conducted nine research assignments as requested by the Clerk and
Council related to proposed legislation and other miscellaneous matters.
Six Month Progress Report on Program Objectives for FY 2021-22 2
COUNTY COUNCIL/CLERK
:3 AAs.
COUNCIL/CLERK
4. Provide support to the administration, as requested and time permitting, with drafting,
analysis, and research assistance.
LRB assisted the administration with drafting various bills, such as a complex
bill that created two new chapters in the awai`i County Code: Chapter 5B,
Residential Building Code, and Chapter 5C, Existing wilding Code. LRB is
currently working with the administration on a bill to amend the Fire Code.
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.
In the first half of the fiscal year, the Hawaii County Code was updated seven
times on the Council-Clerk's website. Supplement 10 was published and
distributed in July 2021 and included all ordinances that took effect through
June 30, 2021. Supplement 11 will be published and distributed in January
2022,which will include ordinances that took effect through December 31,2021.
6. Update the Council-Clerk's website to include revisions to the Hawaii County Charter
pursuant to amendments that pass in the General Election as well as new or amended
Council Rules of Procedure and Organization.
There were no revisions to the I3awai`i County Charter or the Council Rules of
Procedure and Organization in the first half of the fiscal year.
7. Draft ballot questions during an election year for any proposed amendments to the
Hawaii County Charter to be placed on the General Election ballot and update the
Charter to incorporate any amendments passed by the voters.
This does not apply to the first half of the fiscal year as 2021 is a non-election
year.
8. Monitor the State Legislative Session, compile an extensive list of bills that are of
significant interest to the County, and provide daily reports to the Council on all
activity for those bills throughout the legislative session.
Tracking of the State Legislative Session will begin in January 2022, in the
second half of the fiscal year.
Six Month Progress Report on Program Objectives for FY 2021-22
COUNTY COUNCIL/CLERK
.. ,. ...:.. x..•.....-asvn:. .t- -ws.. ..zy�., .„. ., ,.,.�-.. =.xrs_w, -:«_. ...a.Mrsa_,
COUNCIL/CLERK
9. Conduct training classes for Council district staff on legislative drafting andbudget
procedures/amendments.
No training classes on legislative drafting were conducted in the first half of the
fiscal year. 'Training on budget procedures and amendments are typically held
in the second half of the fiscal year.
10. Prepare and distribute at least one informational brochure or other educational
material relating to the legislative process.
Educational materials are usually distributed to new district staff during
training classes; however, there were no new hires or requests for refresher
training in the first half of this fiscal year. In addition, there were no requests
for additional copies of the informational brochure, Your County Government.
Six Month Progress Report on Program Objectives for FY 2021-22 4
COUNTY COUNCIL/CLERK
ELECTIONS
1. Provide support to,the2021 Redistricting Commission.
• Conducted training sessions on using the redistricting software.
• Provided technical support to Commission members.
• Coordinated and attended 11 public hearings in all districts throughout the
island.
• Worked with the vendor to produce 10 maps of the nine Council districts and
an island view.
2. Provide voter education and voter registration presentations at all public and private
high schools in the County.
Voter education and voter registration presentations at public and private
schools are pending due to Covid-19; however,voter registration drives will be
conducted in Hilo, Paoa and Dona for the 2022 Primary and General Elections.
3. Do file maintenance on the voter registration file in preparation for reprecincting.
File maintenance will be conducted in the second half of the fiscal year.
4. Provide testimony on election related bills during the legislative session.
The State Legislative Session is set to begin in January 2022 in the second half of
the fiscal year.
Six Month Progress Report on Program Objectives for FY 2021-22 5
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COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Council and Committee Services Section
1. Fulfill legal notice requirements for all Council and Committee meetings, including
preparation of meeting agendas and posting and publication of meeting notices.
Legal notice requirements were met for 26 Council meetings, three Special
Council meetings, one emergency Council meeting, one Council public hearing,
101 Committee meetings, and one Special Committee on Finance meeting.
2. Facilitate meeting technological services required for videoconference to six sites
across the island which are available for public participation.
Due to COVID-19, all courtesy sites continue to be closed to the public. Council
Services facilitated internet-based videoconferencing to members of the public,
agenda stakeholders, and County officials.
3. Make Council and Committee meeting video archives available online within a
reasonable time after the meetings.
All Council and Committee meeting video archives were made available online
two days after the meetings.
4. Make available online each bill and resolution received for consideration by the
Council or its Committees.
During the fiscal year, 121 bills and 273 resolutions were made available online.
5. Provide final votes on Council and Committee agenda items within a reasonable
length of time after the meetings.
Final votes on Council and Committee agenda items were provided within two
days after the meetings.
6. Prepare Council and Committee meeting transcripts within the timeframe required by
law.
Council Services completed minutes for 26 Council meetings and 101 Committee
meetings within the timeframe required by Section 92-7,flawai`i Revised
Statutes.
Final Status Report on Program Objectives for FY 2020-21 1
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
7. Process and prepare adopted resolutions and ordinances for inclusion in the public
archives of the Council.
Council Services processed 250 adopted resolutions and 87 ordinances for
placement on the public record and distribution to affected parties.
Support Services Division
1. Process all documents submitted by departments for reproduction within two business
days, unless the job requested is extremely large.
Support Services reproduced 2,267,186 black and white copies and 118,577
color copies.
2. Process all pieces of outgoing postal and interdepartmental mail collected from
departments or received by departments no later than 2:30 p.m. on the same business
day.
Support Services posted/mailed 328,150 pieces of mail.
Legislative Research Branch
1. Complete review and preparation of all amendments and subsequent drafts of the
Operating and Capital Budgets within established deadlines.
Assisted the Council with the budget review process; provided review and
transmittal of 21 budget amendments and all subsequent drafts of the Operating
Budget and Capital Budget; and prepared an Operating Budget amendment to
distribute funds to 184 nonprofit programs.
2. Complete review of non-complex bills, resolutions, and amendments initiated by a
Council Member for proper form within two weeks of receipt. Complex bills or
resolutions may require a longer review period.
During the fiscal year, LRB reviewed 136 resolutions, 38 bills, 73 proposed
amendments to legislation before the Council, and seven miscellaneous reviews.
All reviews were completed in a timely manner based on the content and
complexity of the legislation.
Final Status Report on Program Objectives for FY 2020-21 2
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
3. Provide research assistance to the Clerk and Council, as requested and time
permitting, relating to substantive as well as procedural matters.
LRB conducted seven research assignments, provided extensive review of the
revised awai`i County Charter, and assisted with the review and update o
Chapter 5 (L ) of the Administrative Manual. LRB also concluded its staffing
of the 2018-2020 1=lawai`i County Charter Commission in December 2020.
Charter Commission members were officially discharged from their service
after the General Election on November 3, 2020, and L was tasked with
administrative work in processing requisite forms necessary to distribute
stipends and close files.
4. Provide support to the Administration, as requested and time permitting, with
drafting, analysis, and research assistance.
LRB assisted the Administration with drafting 15 bills to amend the Hawaii
County Code,which included assisting 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; 513 - residential building code; 5C - existing building
code; 5D - electrical code; 5E- energy conservation code; and 5F- plumbing code.
LRB also 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 updated chapter 21 - sewers.
5. Prepare semi-annual supplements to the County Code for distribution within eight
weeks of receipt of final adopted ordinances, pursuant to Section 2-153, Hawaii
County Code.
Supplement 8 was published and distributed in July 2020 and included all
ordinances that took effect through June 30,2020. Supplement 9 was published
and distributed in January 2021, which included ordinances that took effect
through December 31, 2020.
Final Status Report on Program Objectives for FY 2420-21 3
COUNTY COUNCIL/CLERK
A. M
COUNCIL/CLERK
6. Update the Council-Clerk's website to include revisions to the Hawaii County Code
in the interim between supplements, revisions to the Hawaii County Charter pursuant
to amendments that pass in the General Election, and new or amended Council Rules
of Procedure and Organization.
The awai`i County Code was updated eight times on the Council-Clerk's
website. The Hawaii County Charter was updated on the website to
incorporate the 14 charter amendments approved by the voters in the General
Election on November 3, 2020. The Council Rules of Procedure and
Organization was updated once to reflect Council term 2020-2022 with no
substantial changes.
7. Draft ballot questions during an election year for any proposed amendments to the
Hawaii County Charter to be placed on the General Election ballot and update the
Charter to incorporate any amendments passed by the voters.
A total of 16 proposed amendments to the Hawaii County Charter were placed
on the General Election ballot; 14 of the 16 proposed amendments were
approved by the voters on November 3, 2020. LRB updated the Hawaii County
Charter to include the 14 amendments that passed, uploaded the 2020 Edition to
the Council-Clerk's website, and printed 262 copies for distribution.
8. Monitor the State Legislative Session, compile an extensive list of bills that are of
significant interest to the County, and provide daily reports to the Council on all
activity for those bills throughout the legislative session.
LRB monitored the 311t State Legislative Session by compiling an extensive list
of 184 bills of significant interest to the County and provided daily reports to the
Council on legislative activity for those bills throughout the legislative session.
9. Conduct training classes for Council district staff on legislative drafting and budget
procedures/amendments.
LRB conducted 20 training classes on legislative drafting, procedures, and
processing for new Council district staff, as well as five training classes on budget
amendments and procedures.
Final Status Report on Program Objectives for FY 2020-21 4
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
10. Prepare and distribute at least one informational brochure or other educational
material relating to the legislative process.
Various educational materials were distributed to staff during training classes.
The informational brochure, Your County Government, was updated to include
the new Council Members, Mayor, and Prosecuting Attorney; 325 copies of the
brochure were printed and distributed.
Final Status Report on Program Objectives for FY 2020-21 5
COUNTY COUNCIL/CLERK
ELECTIONS
1. Recruit and train staff for implementation of all mail elections.
• Staff operated and utilized the Agilis Ballot Sorter to receive 158,964 ballots
for the 2020 Primary and General Elections.
• Staff utilized the signature verification training to verify voter signatures for
the 2020 Primary and General Elections.
• The warehouse staff was able to utilize their training to collect ballots from
eight drop boxes around the island.
• Recruited and trained ten individuals to operate two Voter Service Centers.
• Recruited approximately 60 volunteers to conduct operations at the Counting
Center.
2. Provide voter education and voter registration presentations at all public and private
high schools in the County.
Voter education and voter registration presentations at public and private
schools were cancelled due to C®VID-19; however,voter registration drives
were conducted in Hilo, Pahoa, and Dona for the 2020 Primary and General
Elections.
3. Begin preparations for 2021 redistricting.
• Executed a contract with the vendor to provide support for the redistricting
software.
• A secretary was assigned to the 2021 Redistricting Commission.
• The first redistricting meeting was conducted on March 1, 2021.
4. Provide testimony on election related bills during the legislative session.
Testimony was submitted on various legislative bills during the 2021 Legislative
Session.
Final Status Report on Program Objectives for FY 2020-21 6
6-
COUNTY-( PH-' YS8(-"ICIA-N'\fS
COUNTY PHYSICIANS
COUNTY PHYSICIANS
1. Continue to serve the County diligently as in the past.
Continues to serve the County diligently as in the gest, Responds to inquiries
regarding medical matters such as pre-employment, PITC and other physical
examinations for designated personnel.
Six Month Progress Report on Program Objectives for FY 2021-22 ]
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COUNTY PHYSICIANS
COUNTY PHYSICIANS
I. Continue to serve the County diligently as in the past.
Continues to serve the County diligently as in the past. Responds to inquiries
regarding medical matters such as pre-employment, PUC and other physical
examinations for designated personnel.
Final Status Report on Program Objectives for FY 2020-21
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i
R
L Du E LY C T I TJ E,S
ELDERLY ACTIVITIES
COORDINATED SERVIC_ S UNIT
The OSE staff will strive to promote maximum independence, optimum health, personal
dignity and self-enrichment by:
1. Provide Information and Assistance Services to 3,500 older adults.
CSE provided information and assistance to 3,365 seniors.
2. Provide Outreach Services to 900 adults.
CSE provided outreach services to 837 seniors.
3. Provide Transportation Services to 1,000 older adults and accomplishing 34,000 trips
annually.
CSE provide transportation services to 585 seniors and accomplished 14,157
trips.
4. Provide Transportation Services to 60 individuals less than 60 years of age with
disabilities and accomplishing 900 trips annually.
CSE provided transportation services to 41 disable individuals under 60 years of
age and accomplished 716 trips.
5. Provide and complete 3,500 Referrals.
CSE provided and completed 1,987 referrals.
6. Provide individuals with disabilities/older adults with 5,000 hours of chore services
annually.
CSE provide 1,686 chore hours.
Six Month Progress Report on Program Objectives for FY 2021-22 1
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER
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.
RSVP registered 1,047 volunteers.
2. Assist significantly in meeting community needs by providing 100,000 hours of
volunteer service.
RSVP volunteers provided 14,204 hours of volunteer service.
I Facilitate volunteer services through 150 volunteer stations.
RSVP facilitates volunteer services through 187 volunteer stations.
4. Provide 50 volunteers to assist in Food Basket Distribution.
Fifty RSVP volunteers assisted in Food Distribution.
5. Provide 25 volunteers to assist in Hawaii County Nutrition Meals—On-Wheels
Program.
One RSVP volunteer assisted in Hawaii County Nutrition Meals-On-Wheels
program.
6. Provide 25 volunteers to assist in AARP's Tax Preparation Program.
No RSVP volunteers assisted in AARP's Tax Preparation Program. This
program will begin in the third quarter.
7. Provide 900 volunteers in other community priorities.
996 RSVP volunteers were assigned in other community priorities.
Six Month Progress Report on Program Objectives for FY 2021-22 2
ELDERLY ACTIVITIES
NUTRITION
Congregate Nutrition Services
To provide 60,000 nutritious meals, each containing a third of the U.S. RBA,to 900 older
individuals, aged 60 and older, at 15 congregate nutrition sites throughout Hawaii
County by June 30, 2022.
As of December 31,2421, there were 25,046 congregate meals served to 523 seniors.
This is 42% of our objective for congregate meals and 5810 of our objective for
seniors served at congregate sites.
Nome Delivered Meal Service (Meals on Wheels)
To deliver 60,000 nutritious meals, each containing a third of the U.S. RBA, to 300 frail,
homebound older individuals, aged 60 and older, throughout Hawaii County by June 30,
2022.
As of December 30, 2021, there were 40,716 "Meals on Wheels" delivered to homes
of 493 homebound seniors. This is 68% of our objective for delivered meals and
164% of our objective for seniors served.
Six Month Progress Report on Program Objectives for FY 2021-22 3
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ELDERLY ACTIVITIES
COORDINATED ICES UNIT
The CSE staff will strive to promote maximum independence, optimum health, personal
dignity and self-enrichment by:
1. Provide Information and Assistance Services to 3.500 older adults.
CSE provided IA services to 5,207 seniors.
2. Provide Outreach Services to 900 adults.
CSE provided outreach services to 481 seniors.
3. Provide Transportation Services to 1,000 older adults and accomplishing 34,000 trips
annually.
CSE provided transportation services to 722 seniors and accomplished 25,169
trips.
4. Provide Transportation Services to 60 individuals less than 60 years of age with
disabilities and accomplishing 900 trips annually.
CSE provided transportation services to 59 disabled individuals less than 60
years of age and accomplished 1,611 trips.
5. Provide and complete 2,000 Referrals.
CSE provided and completed 4,067 referrals.
6. Provide individuals with disabilities/older adults with 5,000 hours of chore services
annually.
CSE provided 4,359 chore hours.
Final Status Report on Program Objectives for FIT 2020-21 1
ELDERLY ACTIVITIES
ET' _ SENIOR VOLU 'IEE
Provide a variety of opportunities for retired and senior persons aged 55 or older to
participate more fully in the life of their community through significant volunteer
services.
1. Plan and coordinate diverse and meaningful volunteer opportunities to 1,000 persons
55 years and older.
1,136 RSVP registered volunteers.
2. Assist significantly in meeting community needs by providing 100,000 hours of
volunteer service.
RSVP volunteers provided 26,391 hours of volunteer service.
3. Facilitate volunteer services through 150 volunteer stations.
RSVP facilitated volunteer services through 193 volunteer stations.
4. Provide 75 volunteers to assist in Food Basket Distribution.
Sixty-three RSVP volunteers assisted in Food Basket Distribution.
5. Provide 25 volunteers to assist in Hawaii County Nutrition Meals—On-Wheels
Program.
Zero RSVP volunteers assisted in Hawaii County Nutrition Meals-On-Wheels
program.
6. Provide 20 volunteers to assist in AARP's Tax Preparation Program.
Seventeen RSVP volunteers assisted in AARP's Tax Preparation Program.
Program started in the third quarter.
7. Provide 80 volunteers to assist the Blood Bank of Hawaii at community blood
drives.
Zero RSVP volunteers assisted the Blood Bank of Hawaii at community blood
drives.
Final Status Report on Program Objectives for FY 2020-21 2
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER
8. Provide 800 volunteers in other community priorities.
1,056 RSVP volunteers assigned in other community priorities.
Final Status Report on Program Objectives for FY 2020-21 3
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Conarei!ate 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 3)0, 2021
As of June 30,2021, there were 70,210 congregate meals served to 499 seniors. This
is 117% of our objective for congregate meals and 55% of our objective for seniors
served at congregate sites.
Home Delivered Meal Service (Meals on Wheels)
To deliver 60,000 nutritious meals, each containing a third of the U.S. RDA, to 300 frail,
homebound older individuals, aged 60 and older, throughout Hawaii County by June 30,
2021.
As of June 30, 2021, there were 100,370 "Meals on Wheels" delivered to homes of
803 homebound seniors. This is 16710 of our objective for home delivered meals
and 267% of our objective for seniors served.
Final Status Report on Program Objectives for FY 2020-21 4
ELDERLY ACTIVITIES
SENIOR COMMUNITY VICES EMPLOYMENT
1. Place five enrollees into unsubsidized jobs by fiscal year's end.
This program has been discontinued as of June 30,2020.
2. Provide services to a cumulative total of 38 enrollees by fiscal year's end.
This program has been discontinued as of Juane 30, 2020.
3. Visit each enrollee at his/her work site twice a year. Conduct 76 work site visits by
fiscal year's end.
This program has been discontinued as of June 30, 2020.
Final Status Report on Program Objectives for FY 2020-21 5
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IF i
E�IVx/tIlRONMIENTAL
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
I. Establish sewer fee rates at a level to cover expenses of operations, maintenance,
repairs and replacements.
New Sewer fee rates were established under Ordinance 1 -21 which set forth five
annual increases with the first one going into effect on April 1, 2019. Three of
the five increases have been implemented with the fourth scheduled on April 1,
2022. The scheduled increases are not expected to cover all planned expenses of
operations, repairs and maintenance in the initial years, but they are
progressively reducing the amount of subsidy needed from the General Fund
over the five-year period.
2. Maintain vehicle disposal fee system to assure financial self-sufficiency for Vehicle
Disposal program.
The Vehicle Disposal Fund and the fees collected with the annual registration of
vehicles are expected to be sufficient to maintain current operating expenses for
FY 2021-22.
3. Improve the status of Wastewater accounts receivable. Reduce the average number
of days in receivables by 5% annually. Reduce the percentage of balances over 90
days past due by 5% annually.
The average number of days in receivables for Wastewater has decreased by
7%, going from 60 days in FY 2020-21 to 56 days. The percentage of balances
over 90 days past due has increased by 3%, going from 32% in FY 2020-21 to
33%. Ordinance No. 14-136 was passed by the County Council and provides
authorization for the Department of Water Supply (DWS) to shut-off water for
non-payment of sewer fees after the effective date of December 31, 2015. In
December 2020, the Department established administrative rules for
implementing water shut-off for non-payment of sewer fees. While water shut-
off will provide significant leverage in the ability to collect sewer fees, actual
implementation has been deferred due to the pandemic. We continue to receive
judgments from lawsuits initiated by the Office of the Corporation Counsel and
have established numerous repayment plans to address delinquent balances in
advance of implementing water shut-off. We continue to work towards reducing
the past-due receivables by reviewing debt collection policies and other
opportunities to further reduce outstanding balances.
4. Maintain the status of Solid Waste accounts receivable with an average number of
days in receivables less than 35 days and a percentage of balances over 90 days past
due by less than 2%.
Six Month Progress Report on Program Objectives for FY 2021-22 1
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
The average number of days in receivables for Solid Waste has remained at 31
days from FY 2020-21. The percentage of balances over 90 days past due has
remained under 2%. We have received judgments from lawsuits initiated by the
Office of the Corporation Counsel. Delinquent customers are being denied
access to the landfills after proper notification. The Department continues to
work towards reducing the past-due receivables by reviewing debt collection
policies, procedures, and other opportunities to further reduce outstanding
balances.
Six Month Progress Report on Program Objectives for FY 2021-22 2
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
1. Establish sewer fee rates at a level to cover expenses of operations,maintenance.
repairs, and replacements.
New Sewer fee rates were established under Ordinance 19-21 which set forth five
annual increases with the first one going into effect on April 1,2019. The third
scheduled increase was implemented effective April 1, 2021. The scheduled
increases are not expected to cover all planned expenses of operations, repairs
and maintenance in the initial years, but they are progressively reducing the
amount of subsidy needed from the General Fund over the five-year period.
2. Maintain vehicle disposal fee system to assure financial self-sufficiency for Vehicle
Disposal program.
The Vehicle Disposal Fund and the fees collected with the annual registration of
vehicles were sufficient to maintain current operating expenses for FY 2020-21.
3. Improve the status of Wastewater accounts receivable. Reduce the average number
of days in receivables by 5% annually. Reduce the percentage of balances over 90
days past due by 5% annually.
The average number of days in receivables for Wastewater has remained at 60
days from FY 2019-20. The percentage of balances over 90 days past due has
remained at 32% from FY 2019-20. Ordinance No. 14-136 was passed by the
County Council and provides authorization for the Department of Water Supply
(DWS) to shut-off water for non-payment of sewer fees after the effective date of
December 31,2015. In December 2020, the Department established
administrative rules for implementing water shut-off for non-payment of sewer
fees. While water shut-off will provide significant leverage in the ability to
collect sewer fees, actual implementation has been deferred due to the pandemic.
We continue to receive judgments from lawsuits initiated by the Office of the
Corporation Counsel and have established numerous repayment plans to
address delinquent balances in advance of implementing water shut-off. We
continue to work towards reducing the past-due receivables by reviewing debt
collection policies and other opportunities to further reduce outstanding
balances.
Final Status Report on Program Objectives for FY 2020-21 1
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
_
4. Maintain the status of Solid Waste accounts receivable with an average number of
days in receivables less than 35 days and a percentage of balances over 90 days past
due by less than 2%.
The average number of days in receivables for Solid Waste has decreased by
11%, going from 35 days in FY 2019-20 to 31 days. The percentage of balances
over 90 days past due has remained at 2% from FY 2019-20. We have received
judgments from lawsuits initiated by the Office of the Corporation Counsel.
Delinquent customers are being denied access to the landfills after proper
notification. The Department continues to work towards reducing the past-due
receivables by reviewing debt collection policies, procedures, and other
opportunities to further reduce outstanding balances.
Final Status Report on Program Objectives for FY 2020-21 2
L9
FINA N CE
FINANCE
ADMINISTRATION/BUDGET
Administration
1. Conduct training sessions, large and small group settings as needed, for county
financial personnel. Desired outcome is to provide a training media for financial
support staff.
Twelve training sessions were conducted in the first six months of the fiscal year.
The sessions covered training for accounts payable, budget, general finance
department topics, inventory, payroll, and procurement. The Budget Kickoff
and Budget 101 trainings for all departments were held in September.
2. Maintain interaction and education for the public by participating in community
meetings and by conducting workshops on the various finance areas, including
budget, purchasing and real property tax related areas.
No educational outreach meetings were conducted in the first half of the fiscal
year.
3. Conduct informational sessions or distribute instructive materials to division
managers, supervisors and/or staff at least four times per year, covering new or
changing regulations, rules and procedures that affect employee relations or benefits.
Supervisory training and support materials were distributed to the division
managers monthly.
4. Refer procurement protests to Corporation Counsel within three working days of
receipt.
There were three protests filed during the first six months of the fiscal year. We
met the deadline as noted above.
Budget
1. Plan, direct and execute the formulation of the county's operating budget.
On September 16, 2021, the Finance Department initiated the FI' 2022-23
Budget season with a kick-off meeting/workshop via Zoom. A Budget 101 class
was held on September 23,2021, also via Zoom, to review the budget process.
Budget review and discussions with County Departments, Offices and Agencies
were initiated in December 2021.
Six Month Progress Report on Program Objectives for FY 2.021-22 1
FINANCE
ADMINISTRATION/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.
In the first half of FY 2020-22, the Office prepared 66 resolutions, 42 bills, five
donation letters and 114 transmittal letters on behalf of departments/agencies
for County Council action.
3. Provide guidance and assistance to departments/agencies to ensure the fiscal
responsibility and accountability in developing the operating budget.
On September 16, 2021, the kickoff meeting for the FY 2022-23 budget was held
via Zoom for department heads, budget liaisons and fiscal staff of County
departments and agencies. A Budget 101 class was held, also via Zoom, on
September 23, 2021 to provide training on completion of budget documents.
One-on-one training and ongoing assistance were provided to various
departments/agencies as requested.
4. Receive and process County of Hawaii nonprofit grant applications.
Grant applications for FY 2021-22 were prepared, advertised, and posted on the
county website. The deadline for FY 2022-23 grant applications is Monday,
January 31,2022. Applications will then be processed and routed to the Council
for final action.
Six Month Progress Report on Program Objectives for FY 2021-22 2
FINANCE
ADMINISTRATION/BUDGET
Internal Control
1. Review departmental policies and procedures related to financial controls and asset
protection.
No reviews were initiated to date.
2. Identify potential control weaknesses and develop enhanced security procedures to
reduce opportunities for fraud, create additional accountability, and build greater
public trust.
No procedures were developed to date.
Six Month Progress Report on Program Objectives for FY 2021-22 3
FINANCE
ACCOUNTS
1. Close FY 2020-21 books and issue final June 30 Budget Status Report by October 15,
2021 and determine the General Fund's fund balance by September 30, 2021.
General Fund was closed and fund balance determined on October 9,2021 and
the June 30 final Budget Status Report was issued on November 9,2021.
2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the
Government Finance Officers Association(GFOA) for the County's June 30, 2021
Comprehensive Annual Financial Report.
Certificate of Achievement is in the process of being obtained.
3. Close the books and have the monthly budget status reports available in FRESH
within ten working days after the end of the month or close of the previous month,
whichever is later, except for June, July, August, September and October.
After the books were closed on October 27, 2021,we began closing the months
for FY 2021-22. We anticipate being able to meet this objective beginning with
the March 2022 closing.
4. Support the FRESH (Financial and Resource Enterprise Software for Hawaii County)
system accounts payable, general ledger and payroll modules. This includes
maintaining and keeping abreast of changes to the current modules that Accounts is
responsible for, as well as,helping users and providing training when necessary.
Support is being provided on a continuous basis.
5. Ensure that all claim payments made are proper and legal by pre-auditing 100% of
payment requests for accuracy and propriety, returning items that are not accurate or
proper to departments for correction.
100% of payment requests are being pre-audited.
6. Provide certificate of the availability of funds on County contracts within three
working days of the contract's submission to Accounts Division.
Certifications are being provided within the necessary timeframe.
Six Month Progress Report on Program Objectives for FY 2021-22 4
FINANCE
ACCOUNTS
7. Pay vendors promptly by issuing all warrants for claims within seven working days of
the receipt of the invoice by Accounts Division.
All warrants for claims are being issued within seven working days of the receipt
of the invoice.
8. Ensure that all employees receive the correct amount of pay and related benefits by
pre-auditing 100% of payroll claims for accuracy and compliance with legal and
contractual requirements and filing all required payroll tax forms and returns on time.
100% of payroll claims are being pre-audited and all required payroll tax forms
and returns are being filed on time,
Six Month Progress Report on Program Objectives for FY 2021-22 5
FINANCE
I. Use technology effectively by processing-95% of all IFBs, RFPs and RFQs using
Public Purchase, the division's chosen e-procurement system.
Purchasing processes more than 95% of all IFBs, RFPs and s using Public
Purchase.
2. Conduct a minimum of two vendor outreach opportunities annually to promote
"doing business with the County" and to encourage competition for future
opportunities.
Due to the pandemic and safety precautions,Purchasing has not been able to
conduct vendor outreach however, the division will provide vendor outreach
through other media such as websites and possibly other social media outlets.
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.
Requests for quotes are completed within ten working days of receipt more than
95% of the time.
4. Provide outstanding customer service by processing 95% of routine documents
(invoice payment approvals, contracts, change orders and supplemental agreements)
within two working days of receipt, including electronic approvals.
95% of routine documents are processed within two working days of receipt.
5. Conduct a minimum of three internal procurement trainings annually with County
agencies to yield more effective procurement results.
Purchasing has conducted nine internal procurement trainings from July
through December.
Six Month Progress Report on Program Objectives for FY 2021-22 6
FINANCE
TREASURY
I. Invest 99 percent of all funds in interest-bearing accounts or certificates.
At least 99% of funds are invested in interest bearing accounts or certificates.
2. Maintain sufficient liquidity to meet cash requirements.
All obligations were met including vendor payments, bond payments, and
payroll expenses.
3. Maximize interest income by attaining budgeted projection while ensuring the safety
of County funds.
At halfway point, interest income is 95% of the budgeted goal.
4. Reconcile monthly statements within 30 days of receipt.
Bank statements are being reconciled on schedule.
Six Month Progress Report on Program Objectives for FY 2021-22 7
FINANCE
REAL PROPERTY TAX
1.. Maintain sales assessment mean ratio +1- 10% from the 100% assessment.
Sales ratio/assessment ratio for Tax Year 2021 is 97% which is within the+1-
10% range.
2. Maintain a co-efficient of dispersion at+I- 15% of the mean ratio.
The overall ratio for Tax Yar 2021 is 9.6% which is within the +1- 15% range.
I Conduct field inspections of 95% for all new construction.
Unable to maintain or calculate % as the Department of Public Works, Building
Division moved to a new permitting system in July 2021. Since the conversion,
Deal Property has been unable to obtain information on new permits issued,
status of current permits and permits finalized after July 22, 2021. RPT staff
are making every attempt to locate permits or new construction without the
assistance of DPW extracts, however, progress is minimal.
4. Maintain an active educational and informational program on real property taxation.
Completed four trainingsJpresentations to the public organizations via Zoom.
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.
Last tax sale was conducted in January 2020. Due to COVID-19, all other sales
were postponed. Currently trying to do a virtual tax sale for June 2022,
however,waiting on Finance Director for approval to move forward with this
option as COVID counts are currently high and a live in person tax sale this
June appears unlikely.
Six Month Progress Report on Program Objectives for FY 2021-22 8
FINANCE
RISK MANAGEMENT
1. Continue to develop the Risk Management Division and respond to inquiries, requests
for assistance and consult.
The Division continued to respond to various inquiries and requests from
departments. And afforded advice, information and/or recommendations on
insurance and risk concerns e.g. insurance contractual requirements.
2. Annually meet and collaborate with departments to discuss current risk issues, assess
the policies and procedures in place and make necessary modifications to reduce risk
and improve regulation compliance.
The Division continued to communicate and/or meet with departments to
respond and/or address assessing insurance, risk concerns and affording
recommendations where appropriate. Distribution of Risk Reminders to
departments were re-implemented to address health and safety issues and
concerns on a proactive basis.
3. Annually review the County's self-insurance program and research insurance industry
products to determine the most advantageous program to reduce potential financial loss
and provide adequate protection.
County's self-insured program structure was assessed to contemplate conceptual
options to mitigate the County's self-insured financial loss exposure. As directed,
preliminary action steps were initiated to pursue in 2022 being able to perform a
cost/benefit analysis of purchasing excess liability and excess workers' compensation
coverages. Both conditioned upon obtaining and compiling required insurance
underwriting exposure and historical loss data. Action was also taken to obtain
Water Safety Liability coverage in 2022.
4. Meet annually/semi-annually with Risk Management Committee to discuss activity
and current risk issues.
Re-implementation of Risk Management Committee meetings were placed on
hold subject to COVID-19 guidance allowing for larger gatherings.
Six Month Progress Report on Program Objectives for FY 2021-22 9
FINANCE
RISK MANAGEMENT
5. Meet monthly with Safety Division Administrator to discuss areas of safety Concern
and schedule safety and training programs to minimize the impact of such concerns.
Disk Management and Health & Safety met regularly informally (with bi-
monthly UPW Safety Committee meetings on hold due to COVI -19 guidance
on gatherings). Disk Management was also on hold with participation in
monthly
P&R Safety Committee meetings. Primary objective remained to establish a
meaningful safety awareness attitude in the County,while maintaining focus on
conducting safety trainings and performing informal mock-RIOS
walkthroughs. All to enhance safety awareness county wide.
Six Month Progress Report on Program Objectives for FY 2021-22 10
FINANCE
PROPERTY MANAGEMENT
1. Provide support for POMC in meeting its requirement of submitting its annual list of
prioritized properties to the Mayor by December 31, 2421.
The Annual Report to the Mayor for the year ending December 31 was pushed
back to January to implement the addition of POMC Maintenance as part of
Charter Changes.
2. Identify and initiate negotiations on the purchase of the next property pursuant to
recommendations by PONC, the Mayor and as authorized by the County Council.
During the 2021 calendar year, the County acquired Kapanai`a Day Area,N.
Kohala, Kaunamano, Ka`fi, and Wai`ele, Puna bringing the total number
acreage to 8,408.80, consisting of approximately 3,694.44 acres in Conservation
Easements and 4,714.36 acres in fee simple,which will remain in open space
protection in perpetuity. The total amount of these acquisitions from the FUND
was $7,773,581.95 and partnering funding for$1,452,000, for a total of
$9,225,581.95.
Presently, the County is in escrow for the Conservation Easement acquisition of
Mahukona, N. Kohala,with confirmed DoFW Grant of$4 million and finalizing
the Conservation Easement purchase agreement of Haloa `Aina,with confirmed
DQFW Grant of$3 million.
3. Provide support for PONC as they review,evaluate, and make recommendations to
the director of Parks and Recreation regarding applications for stewardship grants
from the PONC Maintenance Fund.
Effective August 19, 2021, the Hawaii County Council passed an ordinance
amending Chapter 2,Article 42 of the Hawaii County Code 1983 (2016 Edition,
as Amended), relating to the Public Access, Open Space, and Natural Resources
Preservation Maintenance Fund. The ordinance changes the administration,
management, and adequate staff from the Department of Parks and Recreation
to the Department of Finance.
This past year, the Commission received eight Stewardship Grant Applications
and processed each application. This process includes review, interview with the
applicants, hearing and reading public testimony, and making funding
recommendations to the Department of Finance.
Six Month Progress Report on Program Objectives for FY 2021-22 11
FINANCE
PROPERTY_ A 'T
4. Provide support for the land management and right-off way acquisition needs for all
County departments.
Propertyanage ent Division continued to provide support and assist all
departments regarding land type matters.
5. Provide administrative and fiscal management of County leased properties and ensure
leases are paid on time.
County leases continued to be maintained and monitored by Property
Management, including but not limited to renewals, amendments, new leases,
etc. Lease payments managed by Property Management were paid on time and
no late charges have been incurred.
6. Dispose of surplus real property as requested and authorized by the Director of
Finance
In the first six months of FY 2021-22, no County owned properties were
disposed.
`l. Maintain the fixed assets record system of County property and submit the annual
fixed asset report to the County Council.
Property Management maintained the Fixed Asset Detail report throughout the
fiscal year through the use of the County EDEN system. The Fiscal Year 2018-
19 annual County of Hawaii Fixed Asset Detail Report was submitted to the
County Council on Thursday,August 15,2021.
8. Hold at least one public auction for the disposal of useable surplus County owned
personal property
Sale of Equipment and Vehicle Auction is scheduled for March 18,2022.
Bidding forms, Terms and Conditions, and Public Notification have undergone a
complete review by Diane Mellon-Lacey and have been approved. Final
auctioned items under review by Randy Riley of the Department of Public
Works Automotive Division.
Six Month Progress Report on Program Objectives for FY 2021-22 12
FINANCE
VEHICLE REGISTRATIONLICENSING
Vehicle Registration
I. Process mail within three business days from date received.
The processing time for mail has averaged approximately two to three weeks.
Due to the pandemic,the office is experiencing an increase in mail-in requests.
Emails and phone calls have also increased,which has decreased the amount of
time clerks have to process transactions. Staffing shortages have also
contributed to a decrease in manpower and number of requests processed.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
The MVR division has implemented an inventory system to monitor stock of
supplies such as license plates, titles, and registration forms. This inventory
system will help ensure that stock is kept at a sufficient level to efficiently serve
the community.
3. To have 90 percent of`Service Excellence Surveys' indicate `Excellent" overall
efficiency rating in responding to customer concerns.
We have met or exceeded the 90% of Service Excellence Surveys,which gave an
overall "Excellent" efficiency rating.
Licensing
1. Respond to inquiries and requests for renewals/duplicates by mail within four
business days from date received.
The processing time for mail has been between seven to ten business days. Due
to the pandemic, email and USPS mail requests have more than tripled. The
daily average of email requests received ranges from 100 to 150 and the USPS
mail requests average about 50 per day. As with the MVR division, staffing
shortages have contributed to a decrease in manpower and number of requests
processed.
Six Month Progress Report on Program Objectives for FY 2021-22 13
FINANCE
VEHICLE REGISTRATION AND LICENSING
2. Recommend and implement at least one change in operations to enhance customer
service experience.
The Driver's Licensing division began accepting walk-ins for driver license
renewals that were expired or will be expiring within 30 days. Acceptitig'wralk-
ins allows the DL offices to assist a greater number of patrons.
3. To have 90 percent of`Service Excellence Surveys' indicate "Excellent" overall
efficiency rating in responding to customer concerns.
We have met or exceeded the 90% of Service Excellence Surveys,whi�zh gave an
overall "Excellent" efficiency rating. We have also received positive reinarks on
the online appointment scheduler.
Periodic Motor Vehicle Inspection
1. Conduct at least 560 inspections of stations issuing safety checks.
For the first half of the fiscal year, the P VI division conducted 252 inspeetions
of stations that issue safety checks.
Six Month Progress Report on Program Objectives for FY 2021-22 14
FINANCE
m
ADMINISTRATION/BUDGET
Administration
1. Conduct training sessions, large and small group settings as needed, for county
financial personnel, Desired outcome is to provide a training media for financial
support staff.
Twenty-six training sessions were conducted during the fiscal year. The sessions
covered training for accounts payable, general finance department topics,
inventory,yearend topics, real property tax, and procurement. The Budget
Kickoff and Budget 101 trainings for all departments were held in September.
2. Maintain interaction and education for the public by participating in community
meetings and by conducting workshops on the various finance areas, including
budget, purchasing and real property tax related areas.
The Vehicle Registration & Licensing and the Real Property Tax divisions
conducted four educational outreach meetings during the fiscal year.
3. Conduct informational sessions or distribute instructive materials to division
managers, supervisors and/or staff at least four times per year, covering new or
changing regulations, rules and procedures that affect employee relations or benefits.
Supervisory training and support materials were distributed to the division
managers monthly.
4. Refer procurement protests to Corporation Counsel within three working days of
receipt.
There were six protests filed during the fiscal year. We met the deadline as
noted above.
Final Status Report on Program Objectives for FY 2020-21 1
FINANCE
ADMINISTRATION/BUDGET
Bud6et
I. Plan, direct and execute the formulation of the county's operating budget.
On September 17,2020, the Finance Department initiated the FY 2021-22
Budget season with a kick-off meeting/workshop via Webex. A Budget 101 class
was held on September 24,2020, also via Webex, to review the budget process.
Budget review and discussions with County Departments, Offices and Agencies
were initiated in December 2019. The final budget bill was transmitted to
Council on May 5, 2021.
2. Prepare transmittal letters, resolutions, and/or bills for the appropriate approvals and
signatures for all fully completed requests for council action received three days prior
to the County Council's submittal deadlines.
In FY 2020-21 the Budget Office prepared 114 resolutions, 67 bills, 14 donation
letters, and 157 transmittal letters on behalf of departments/agencies for County
Council action.
3. Provide guidance and assistance to departments/agencies to ensure the fiscal
responsibility and accountability in developing the operating budget.
On September 17, 2020,the kickoff meeting for the FY 2021-22 budget was held
via Webex for department heads, budget liaisons and fiscal staff of County
departments and agencies. A Budget 101 class was held, also via Webex, on
September 24, 2020 to provide training on completion of budget documents.
One-on-one training and ongoing assistance were provided to various
departments/agencies as requested.
4. Receive and process County of 14awai`i nonprofit grant applications.
FY 2021-22 Nonprofit grant applications were prepared, advertised and posted
on the county website. The Budget Office received 247 applications. 184 grants
were awarded by the County Council.
Final Status Report on Program Objectives for FY 2020-21 2
FINANCE
Internal Control
1. Review departmental policies and procedures related to financial controls and asset
protection.
No reviews were initiated to date.
2. Identify potential control weaknesses and develop enhanced security procedures to
reduce opportunities for fraud, create additional accountability, and build greater
public trust.
No procedures were developed to date.
Final Status Report on Program Objectives for FY 2020-21 3
FINANCE
ACCOUNTS
1. Close FY 2019-20 books and issue final June 30 Budget Status Report by October 15,
2020 and determine the General Fund's fund balance by September 30, 2020.
General Fund was closed and fund balance determined on October 12, 2020 and
the June 30 final Budget Status Report was issued on November 13, 2020.
2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the
Government Finance Officers Association(GFOA)for the County's June 30, 2020
Comprehensive Annual Financial Report.
Certificate of Achievement was obtained.
3. Close the books and have the monthly budget status reports available in FRESH
within ten working days after the end of the month or close of the previous month,
whichever is later, except for June, July, August, September, and October.
After the books were closed on October 28,2020,we began closing the months
for fiscal year 2021.
4. Support the FRESH (Financial and Resource Enterprise Software for Hawaii County)
system accounts payable, general ledger and payroll modules. This includes
maintaining and keeping abreast of changes to the current modules that Accounts is
responsible for, as well as, helping users and providing training when necessary.
Support was provided on a continuous basis.
5. Ensure that all claim payments made are proper and legal by pre-auditing 100% of
payment requests for accuracy and propriety, returning items that are not accurate or
proper to departments for correction.
100% of payment requests were preaudited.
6. Provide certificate of the availability of funds on County contracts within three
working days of the contract's submission to Accounts Division.
Certifications were provided within the necessary timeframe.
Final Status Report on Program Objectives for FY 2020-21 4
FINANCE
ACCOUNTS
7. Pay vendors promptly by issuing all warrants for claims within seven working days of
the receipt of the invoice by Accounts Division.
All warrants for claims were issued within seven working days of the receipt of
the invoice.
8. Ensure that all employees receive the correct amount of pay and related benefits by
pre-auditing 100% of payroll claims for accuracy and compliance with legal and
contractual requirements and filing all required payroll tax forms and returns on time.
100% of payroll claims were preaudited and all required payroll tax forms and
returns were filed on time.
Final Status Report on Program Objectives for FY 2020-21 5
FINANCE
PURCHASING
1. Use technology effectively by processing 95% of all lFBs, RFPs and RFQs using
Public Purchase,the division's chosen e-procurement system.
95% of all IFB's, R P's and 's have utilized Public Purchase.
2. Conduct a minimum of two vendor outreach opportunities annually to promote
"doing business with the County" and to encourage competition for future
opportunities.
Due the COVID-1 9 pandemic we have not been able to conduct vendor outreach
however,we have posted additional information on the website and plan to
conduct additional vendor outreach in the coming months.
I Provide outstanding customer service to departments and agencies for purchases less
than the formal bidding limits, by completing the request for quotation process 95%
of the time within ten working days of receipt.
Request for quotations were completed within ten working days or less 95% of
the time.
4. Provide outstanding customer service by processing 95% of routine documents
(invoice payment approvals, contracts, change orders and supplemental agreements)
within two working days of receipt, including electronic approvals.
Routine documents for review including invoices, contracts, change orders and
supplemental agreements were completed within two days or less 95% of the
time.
5. Conduct a minimum of three internal procurement training annually with County
agencies to yield more effective procurement results.
Purchasing conducted more than 25 internal training opportunities. Almost
every County department and/or agency has participated in procurement
training.
Final Status Report on Program Objectives for FY 2020-21 6
FINANCE
TREASURY
1. Invest 99 per cent of all funds in interest-bearing accounts or certificates.
At least 99% of funds were invested in interest bearing accounts or certificates.
1 Maintain sufficient liquidity to meet cash requirements.
All obligations were met including vendor payments, bond payments, and
payroll expenses.
3. Maximize interest income by attaining budgeted projection while ensuring the safety
of County funds.
Interest income was 100% of the budgeted goal.
4. Reconcile monthly statements within 30 days of receipt.
Bank statements were reconciled on schedule.
Final Status Report on Program Objectives for FY 2020-21 7
FINANCE
REAL PROPERTY TAX
1. Maintain sales assessment mean ratio +/- 10% from the 100% assessment.
• Sales ratio/assessment ratio for Tax Year 2020-2021 was 96.8% which is
within the+/- 10% range.
2. Maintain a co-efficient of dispersion at+/- 15% of the mean ratio.
• The overall ratio for Tax Year 2020-2021 was 10.37% which is within the+J-
15% range.
3. Conduct field inspections of 100% of all building permits issued or on file for all new
construction.
* Field inspections for new permits was at 91.7%. Measured from the Building
Permit Issue date period of January 1, 2020 thru December 31, 2020. RPT
appraisers had until June 30,2021 to complete these inspections on permits
issued during that period. Of the outstanding permits yet to be inspected,
90% are Commercial permits. RPT has been without a Commercial
Appraiser for two years.
4. Maintain an active educational and informational program on real property taxation.
• This is an ongoing program within the division.
• Despite COVID-19,Real Property Administration continued to conduct
presentations at professional, community,University of Hawaii and club
meetings upon request via Zoom.
• Newspaper postings were continuously done throughout the year for
assessment, appeals and exemption/program deadlines.
5. Initiate proceedings for two real property tax foreclosure sales to reduce the number
of delinquent accounts and dollar amount of delinquent taxes owed to the County.
• Due to COVID-19, both tax sales for FIT 2020-21 were postponed to FIT 2021-
22 to maintain social distancing and due to limitations on number of
individuals gathered in one location.
Final Status Report on Program Objectives for FY 2020-21 S
FINANCE
RISK GE T
1. Continue to develop the Risk Management Division to be able to respond to inquiries
and requests for assistance within a reasonable time.
Division responded timely to inquiries made from both internal and external
parties being serviced. Division provided advice, information and/or
recommendations on insurance and risk concerns (e.g. insurance contractual
requirements).
2. Annually meet and collaborate with departments to discuss current risk issues, assess
the policies and procedures in place and make necessary modifications to reduce risk
and improve regulation compliance.
Risk Management assisted Departments and Divisions with risk assessments,
coverage analyses, and policy recommendations. Risk reminders were
proactively distributed to address identified areas of concern in coordination
with the Human Resources Health & Safety Division. Provided insurance
coverage consultation and cost-benefit analysis for the Department of Water
Supply related to their self-insured claims versus insurance coverage options on
both a per claim and/or aggregate basis.
3. Annually review the County's self-insurance program and research insurance industry
products to determine the most advantageous program to reduce potential financial loss
and provide adequate protection.
Analyzed the County's self-insured program structure to identify potential
alternatives for limiting the County's financial loss exposure and/or cost. Viable
options were conditioned upon the availability of both underwriting exposure
data (e.g. Payroll by WC Class Code) for insurance and loss payout data for
Liability and Workers' Compensation. Excess Liability insurance policies
require historical loss data by policy year reflecting paid, reserved, and incurred
losses to secure accurate quotes. Cost analysis of the County's historical self-
insured payouts versus the insurance industry's everchanging deductible limits
and policy premiums remains an ongoing exercise subject to getting additional
loss data.
Final Status Report on Program Objectives for FY 2024-21 9
FINANCE
n
RISK MANAGEMENT
4. Meet annually/semi-annually with Risk Management Committee to discuss activity
and current risk issues.
Risk Management Committee (RMC) meeting was delayed until July 2022 as a
result of gathering size limitations related to COVID-19 prevention. Meanwhile,
future RMC plans were initiated in partnership with Workers' Compensation
Division and Corporation Counsel. Planning objectives discussed involved
having RMC develop pre-loss plans and departmental ownership of safety (e.g.
proactive hazard correction based onmock-HIOS walktrough
recommendations in conjunction with focus on safety trainings). On a post-loss
basis, plans to have RMC facilitate enhanced Claims Management (e.g. improve
lag-time WC claim reporting) are underway.
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.
Risk Management and Safety Division met regularly. Primary focus was
establishing a meaningful safety awareness attitude in the County while also
conducting safety trainings and planning mock-NIOSH walkthroughs. In 2021,
Risk Management and Health & Safety initiated joint discussions with both the
Workers' Compensation Division and Corporation Counsel on safety, claims
and insurance.
Final Status Report on Program Objectives for FY 2020-21 10
FINANCE
PROPERTY MANAGEMENT
1. Provide support for PONC in meeting its requirement of submitting its annual list of
prioritized properties to the Mayor by December 31, 2020.
The 2020 Annual Report to the Mayor with the Prioritized List of Properties
was submitted on December 16, 2020.
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.
On July 24,2020, Property Management Division successfully closed escrow for
fee simple purchase of TMKs: (3) 7-5-020:022,024, 028 and 034, commonly
own as Puapua`a,North Kona.
Property Management Division worked though the due diligence documents
with the State of Hawaii, Board of Land and Natural Resources for the
approved $1,452,000.00 of Legacy Land Grant for the purchase of a portion of
the Kapanai`a Cultural Corridor TMKs (3) 5-2-007:004 & 027 and the deed was
signed by the Mayor Roth. We are expected to close before August 15,2021.
Property Management worked though the due diligence documents with the Ala
Kahakai Trail Association, Trust for Public Lands, and the State of Ilawai`i,
Board of Land and Natural Resources for a Conservation Easement purchase of
Kaunamano, Ka`u, TMKs (3) 9-5-011:01, 004, 006, and 9-5-012:001.
Property Management worked though the due diligence documents with Ilaloa
Aina LLC, Hawaii Land Trust,the State of Plawai`i, Board of Land and
Natural Resources, and the U.S. Department of Fish and Wildlife for a
Conservation Easement purchase of Haloa Aina, N. Kona, TMKs (3) 7-9-
001:013, 014, and 015.
The Resource Management Plan for Kahuku Coastal "Road to the Sea"was
contracted with Townscape,Inc. TMK (3) 9-2-001:075.
The Resource Management Plan for Waikapuna, Ka'u began the procurement
process.
Property Management Division has procured appraisal services for
Keakealaniwahine, N. Kona TMKs (3) 7-6-014:013,Magic Sands, N. Kona
TMKs (3) 7-7-004:063.
Final Status Report on Program Objectives for FY 2020-21 11
FINANCE
PROPERTY MANAGEMENT
I provide support for PONC as they review, evaluate, and make recommendations to
the director of Parks and Recreation regarding applications for stewardship grants
from the PONC Maintenance Fund.
Public Access, Open Space and Natural Resources Preservation Commission
submitted two recommendations for the stewardship grant request(s) to Roxcie
Waltjen, Director of Parks and Recreation. The first was on November 2,2420,
for three of the nine requestors and second on December 2,2020, for the last six
requestors.
4. Provide support for the land management and right-of way acquisition needs for all
County departments.
The following projects have been completed or cancelled:
Completed:
Environmental Management Kona Office - Lease
HELCO Easement on Koholalele
Kea`au Police & Fire Stn - Lease
Kea`au Transfer Stn - Lease
Kona Liquor Control Office -Lease
Police Second Warehouse - Lease
Cancelled:
AshidatMuramoto/Heaukulani- Donation
Carvalho, Dwayne—Sale
H®lualoa Parking Lot—Acquisition
D Nishibun—Donation
Queen Lili`uokalani Trust—Land Exchange
Police Warehouse Miranda- Lease
Zahara,Dwayne—Donation
The following projects are still in process:
Volcano Animal Control - Lease
Boner Remnant Parcel - Sale
Brotzman,Paul/Amy -Donation
COVID Lease and Land Projects—Mic.
Fineberg Property—Burial Treatment
Final Status Report on Program Objectives for FY 2020-21 12
FINANCE
PROPERTY MANAGEMENT _
Fire; Central Station - Lease
Hilo WWTP Easements -Easements
Homestead Road in Lauaoehoe Realignment- Acquisition
Ikaika `Oana Request Grade Change -
I Kitagawa LTD - Subdivision
Johnson, Debra - Donation
Kamiga ' Parking Lot Re-Subdivision
Keopu SPS Relocation
Kainaliu Municpal Parking Lot -Acquisition
Kainaliu Wastewater System—Acquisition
o ohana Street Extension -Easement
Mamalahoa Hwy Drainage Improvement-Acquisition
Mass Transit's Hub (Pahoa, Kona)—Acquisition
Monstronardo, Richard/Elise - Donation
Na`alehu Radio Tower-Lease
Na`alehu WWTP Easement and Land Acquisitions
Pahala WWTP Easement and Land Acquisitions
Pa`auilo Mauka Road Abandonment- Sale
Pohoiki Road Improvements Land - Acquisitions
P&R Nutrition HOVE - Lease
Pua Sewer Force Main Easements -Easement
Puainako Street Extension - Easement
Puna Lava Recovery—Acquisition Assistance
`O`okala Subdivision HELCO Easement-Easement
Oneo Lane-Acquisitions
Queen Lili`uokalani Trust Kealakekua Landfill—Acquisition
Rainbow Rangers - Lease
Roman Catholic Church—Acquisition
Schatshneider, Bohdan—Donation
Volcano Animal Shelter—Lease
West Hawaii Traffic Signals—Acquisition/Easement
5. Provide administrative and fiscal management of County leased properties and ensure
leases are paid on time.
County leases continued to be maintained and monitored by Property
Management, including but not limited to renewals, amendments, new leases,
etc. Lease payments managed by Property Management were paid on time and
no late charges have been incurred.
Final Status Report on Program Objectives for FY 2020-21 13
FINANCE
PROPERTY MANAGEMENT
6. Dispose of surplus real property as requested and authorized by the Director of
Finance.
Currently, there are no County owned properties are that are being disposed.
7. Maintain the fixed assets record system of County property and submit the annual
fixed asset report to the County Council.
Property Management maintained the Fixed Asset Detail report throughout the
fiscal year through the use of the County EDEN system. The FV 2019-20 annual
County of Hawaii Fixed Asset Detail Report was submitted to the County
Council on Monday, August 17, 2020.
8. Maintain the Construction Work in Progress Report for the County of Hawaii and
submit this report annually to the County of Hawaii Controller.
Property Management maintained the Construction Work in Progress Report
throughout the fiscal year. The report was submitted to the County Controller
on Monday,August 17,2020.
9. Hold at least one public auction for the disposal of useable surplus County owned
personal property.
Currently, no Vehicle and Heavy Equipment Auction has been held due to the
COVID Pandemic.
Final Status Report on Program Objectives for FY 2420-21 14
FINANCE
VEHICLE REGIS A AND LICENSING
Vehicle Registration
1. Process mail within three business days from date received.
During the FY 2020-21,we were unable to process mail within three business
days. Due to the pandemic, mail received had increased.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
We have initiated an online appointment schedule and installed a "drop-box" at
the West hlawai`i Civic Center for customers to drop off their transactions.
3. To have 90 percent of`Service Excellence Surveys' indicate "Excellent" overall
efficiency rating in responding to customer concerns.
We have met or exceeded the 90% of Service Excellence Surveys,which gave an
overall "Excellent" efficiency rating. We had received numerous positive
remarks on our online appointment schedule.
Licensing
1. Respond to inquiries and requests for renewals/duplicates by mail within four
business days from date received.
During FY 2020-21 we had been behind on processing mail and responding to
email. Due to the pandemic, mail received had increased.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
We have implemented an online appointment schedule for office visits and an
online appointment schedule for road tests. We also provided walk in service to
customers whose license had expired or would be expiring.
3. To have 90 percent of`Service Excellence Surveys' indicate "Excellent" overall
efficiency rating in responding to customer concerns.
We have met or exceeded the 90% of Service Excellence Surveys,which gave an
overall "Excellent" efficiency rating. We had received positive remarks on our
online appointment schedule.
Final Status Report on Program Objectives for FY 2020-21 15
FINANCE
VEHICLE REGISTRATION AND LICENSING
Periodic Motor Vehicle 1nsyection
1. Conduct at least 560 inspections of stations issuing safety checks.
For FY 2020-21,we conducted 559 inspections of stations issuing safety checks.
Final Status Report on Program Objectives for FY 2020-21 16
I
w
0
FIRE
EMERGENCY OPERATIONS DIVISION
1. Maintain staffing levels to its fullest capacities by filling all position vacancies with
transfers and promotions from current lists within two months of becoming vacant.
We have this objective 80% met.
2. Complete all upgrades with iPads for Ocean Safety to achieve digital reporting of
Incident Logs and Hazardous Conditions, and COVID-19 data utilizing the Survey
123 application by August 2021.
This objective has been met and completed.
3. Begin the plarllung and development of a Fire Equipment Operator training program
by November 2021.
This objective has not been worked on due to other priorities.
4. Continue the pursuit of Alternative Funding sources to supplement the needs of the
Fire Departments Operations Division and apply for at least two Grants; the AFG -
Assistance to Fire Fighters Grant by December 2021, and DHS Grant by February
2022.
This objective has been 50% met.AFG grant has been submitted. The DHS
grant was not offered to us this year.
5. Continue to work with Non-profit organizations such as the Daniel R. Sayre
Memorial Foundation and the Gregg Cameron Fireman's Fund to support the
department's needs throughout the year.
This objective has been met as best as possible. Due to the COVID-19 pandemic,
funds and opportunities aren't available as they normally are.
6. Provide Ocean Safety Personnel with assigned and activated email accounts, network
access, and logged into the department's web-based training program (Target
Solutions) by January 2022.
This objective has not been met. Due to DIT requirements and unavailable
access,we are not able to provide the opportunity to our Ocean Safety
personnel. All personnel who TA and are able to access office computers with
Network access have all been set up with email accounts.
Six Month Progress Report on Program Objectives for FY 2021-22 1
FIRE
.r..:
EMERGENCYT DIVISION
7. Have all Officer Development program training completed for the Fire Captain
position; and begin with the establishment of it being a requirement for promotion to
Fire Captain. This will be achieved by providing the training to Fire Equipment
Operators as they prepare for promotion to the position of Fire Captain by June 2022.
This objective is still a work in progress and is 40% met.
Six Month Progress Report on Program Objectives for FY 2021-22 2
FIRE
EMERGENCY _ EDIVISION
Emergency Medical Services (EMS) Bureau
1. The EMS Bureau will continue to expand our community paramedicine program. Our
island wide program continues to grow and network with multiple different agencies
throughout Hawaii Island. This program has assisted many individuals with a wide
variety of issues and connected them with services to help create a better living situation.
Our community paramedicine program continues to be very busy. The majority
of our referrals come from our operations branch. High system utilizers our
evaluated by our community paramedicine personnel and connected with local
resources to improve their current living condition. These objectives are
currently being met.
2. Over the past five years our community education and injury prevention efforts has really
flourished. One example of these efforts is how we have improved with our overall
increase in survival rates of cardiac arrest patients in the prehospital setting. We have
expanded with our community education in other important areas such as suicide
prevention, opioid addiction,vaping and human trafficking. We will continue to improve
in this area and expand our networking with various agencies island wide.
We continue to meet this objective. One topic that we have recently experienced
a lot of interest in is Fentanyl use in our community.
3. We will continue our paramedic recruitment and retention program. One operational issue
that we will look in to is enhancing our pro pay wage for ranked paramedics. This would
be an increased hourly wage for ranked paramedics when being used as a paramedic on an
ambulance on a regular scheduled workday.
This project continues to move forward, and proposals are currently with our
Human Resources Department and the HFFA.
4. Due to COVID we are facing some serious financial challenges. We will continue to work
closely with the State Department of Health(SDOH) and the three other counties on our
upcoming budgets.
We have received budget modification#6.
Six Month Progress Report on Program Objectives for FY 2021-22 3
FIRE
EMERGENCY OPERATIONS DIVISION
Emergency Medical Services (EMS) Bureau
5. Treat no transport is a new program that the SDOH is looking at implementing state wide.
We will be working with Dr. Alvin Bronstein and his administration on how we can
implement this new way of doing EMS here on Ha A ai`i Island.
Legal issues are currently moving forward at the State Dept. of Health level.
Once this is completed,we will then be updated on the implementation process.
6. The mental health and wellbeing of our personnel is very important to us. Our Critical
Incident Stress Management(CISM)team is a very crucial link in the support of our
personnel. We will work on increasing our CISM team members and to also increase the
knowledge of what CISM is and the importance of mental health first aid.
This objective is being met.
7. Continue to assist with COVID-19 issues:
a. Operations and Personal Protective Equipment(PPE)
b. Best practice and response protocols
c. Budget
d. Community outreach and testing
These objectives continue to move forward and are currently being met.
8. We will continue to look for alternative funding and support.
We continue to work with our community partners on funding assistance for
equipment and supplies. We are currently in the process of receiving a donation
of three CPR compression devices from the Hilo Medical Center Foundation
valued at approximately$52,000.
Six Month Progress Report on Program Objectives for FY 2021-22 4
FIRE
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EMERGENCY OPERATIONS DIVISION
SPECIAL P T CTS BUREAU
Rescue Operations
I. Create a detailed plan of action to identify timelines for replacing the engines/motors
for both Rescue Boats with a plan for continued replacements by August 2021.
This objective is 60% met.
2. Continue the pursuit to certify at least three personnel to be Dive Rescue International
Instructors to conduct in-house Public Safety Diver training by December 2021. This
was initially set a goal for 2020 but COVID hampered its progress.
This objective has been 50% met, C®VID again placed delays on the progress.
3. Develop a plan to increase staffing at the Waiakea Fire Station to accommodate the
requirements of staffing the Ladder truck according to NFPA standards by Feb 2022.
This objective was managed and temporarily met with a pilot staffing program
and was working well. However due to budgetary shortfalls,we had to cut the
program.
4. Complete the revision of the Rescue Standard Operating Procedures (SOP)by April
2022.
This objective has not seen any progress yet.
Six Month Progress Report on Program Objectives for FY 2021-22 5
FIRE
h�3 ',=a.'*..•, :a,'kia5., s .e. cn. .'� .s __ x". aq. `A#vxse#xu' w�s1&.i.' ..t` ..:Y'K.
EMERGENCY OPERATIONS DIVISION
SPECIAL OPERATIONS BUREAU
Hamat Operations
1. Continue to provide training for our Hazmat teams in a coordinated effort with the
93rd Civil Support Team, State RAD Team, Hazard Evaluation and Emergency
Response (HEER), and other outside agencies in the State; and identify opportunities
for partnerships and shared resources as the opportunities arise.
This objective has been met. We utilized and participated in every opportunity
that was made available to our personnel. Some in station with the 93r1 CST,
and others via virtual means due to COVID.
2. Acquire a new self-contained breathing apparatus (SOBA) filling compressor for
HAZIVIAT team response through the Puna Geothermal Ventures fund by September
2021.
This objective had to be realigned to meet the requirements of the PGV Fund.
We have applied for and was granted a new compressor,tow vehicle, and 20
spare bottles for the Pahoa Fire Station. Awaiting final processing with Council
member Kierkiewicz. It is 80% met.
3. Continue to pursue out of state training opportunities for our Hazmat teams through
grants and other supplemental funding sources by April 2022.
Due to COVID, there has not been many opportunities to travel and train
outside of the state. However,we have completed virtual training opportunities
and met the objective in that manner.
4. Design a more detailed and comprehensive Hazardous Materials training and
retraining parameters to align more closely with the rest of the state with regard to
requirements for Hazmat team's members and other technician personnel by
December 2021.
This objective is 60% met,we have been training all technicians with the same
curriculum as the rest of the state. We continue to work on the incumbent
training aspect.
5. Plan and prepare for a Hazmat Technician training course by June 2022 to be
delivered by December 2022.
This objective is 20% met with preliminary discussions.
Six Month Progress Report on Program Objectives for FY 2021-22 6
FIRE
OCEAN TY
I. Continue pursuit of target manpower goals of providing a minimum of two Water
Safety Officers daily per tower in accordance with our operational schedule.
This objective has been met. As identified in 43 we have submitted to increase
staffing through a Supplemental.Budet request to reallocate all PT positions to
FT positions.
2. Advocate for continued funding and maintain the contracts with DLNR to continue
daily staffing for Kua Bay and Hdpuna in July 2021.
This objective has been met for staffing. however,we were not provided with
any equipment or supplies funding. Just S&W for both beaches.
3. Work to justify and transition current part-time WSO positions to half time or full-
time positions to provide better coverage and easier management of personnel by
September 2021.
This objective has been met. The Supplemental Budget Request was submitted
to finance. We await the results of the request.
4. Continue to advocate to create three new WSO III (lieutenant)positions for adequate
supervision and better span of control in each district by December 2021.
This objective has been postponed due to department priorities. We hope to
reconsider this again in the future.
5. Continue to co-sponsor with Hawaiian Lifeguard Association (HLA)the Big Island
Junior Lifeguard program at five locations: Hilo, Punalu`u, Kailua-Kona, and
Hdpuna, to promote ocean safety through education and activities to youth ages 12-
17. Programs to be implemented during June and July 2021. If COVID pandemic
allows.
This objective was once again postponed due to program cancellation because of
COVID.
Six Month Progress Report on Program Objectives for FY 2021-22 7
FIRE
FIRE PREVENTION BUREAU
1. Changing the current 24-hour schedule pilot program to a permanent Prevention
Bureau schedule.
At this time, the schedule is headed for a four day a week, ten-hour day work
schedule. This coincides with other branches in Support Services such as the
Training Branch and EMS Branch.
2. Re-organization of the Prevention Bureau staff to include changing the two current
Lieutenant positions, one to a Captain and the other to an Inspector I.
In November 2021, two personnel were promoted from Fire Inspector I
(Sergeant) to Fire Inspector II (Lieutenant) positions. The Fire Inspector II
positions primary job duties are plan review. There is still`a re-organization
process going on at the moment to divide the workload, streamline processes,
and ensure accountability.
3. Pursue new avenues of public education including video and social media.
Currently, the department is utilizing social media, such as Instagram, for public
education topics.
4. Adopt NFPA 1, 2018 edition, with Ilawai`i County Amendments.
The 2018 edition of NFPA 1 with the Hawaii County Amendments hasn't been
adopted yet. There were a lot of deletions compared to the previous
amendments with some additions and amendments. Hoping to meet with
Dalilah from Corporation Counsel to go over the amendments and prepare to
submit to Legislative Research Board by mid to late February 2022.
Six Month Progress Report on Program Objectives for FY 2021-22 8
FIRE
AUXILIARY SERVICES BUREAU
Fire Egui ent Maintenance Section
1. Create an exterior covered work area to provide an additional space to work on
vehicles during inclement weather by June 2022.
Procurement for this project is done. Awaiting electrical permits.
2. Complete implementation of software to track vehicle repairs and statuses by June
2021
Still an ongoing project,working with Chief Mechanic.
Fire Communications Control Center
1. Implementation of Emergency Fire Dispatching protocols from International
Academy of Emergency Dispatch (IAED) by June 2022.
This has not been implemented due to severe shortages with manpower, unable
to offer training to start EFD.
2. Install new generator in Dispatch Center to replace aging unit, funding from E911, by
June 2022.
Suspended indefinitely.
Warehouse and Supply Section
1. Conversion of 100% of warehouse product to Tradegecko system for tracking and
ordering.
Greater than 95% of inventory into Tradegecko system.
2. Implementation of a better recycling system for disposal of used and broken
equipment, through the use of warehouse management systems, and 5S.
Work in progress, looking into various disposal options.
3. Completion of used goods storage area organization systems.
Have used good space allocated,will further organize space.
Six Month Progress Report on Program Objectives for FY 2021-22 9
FIRE
TRAINING BUREAU
1. Launch the new quarterly Driver Training documentation form on Target Solutions
January 1, 2021.,
Completed.
2. Propose to the Fire Commission the new Driver Training program including reduced
road time hours and annual driver audits.
Completed.
3. Continue converting paper documentation forms to digital forms to be added to
Target Solutions. This will create the ability to run reports and quickly pull up
personnel training and documentation.
Progress is being made and will continue in FY 2022-23.
4. Create a training cadre program to ensure proper training methods are delivered
throughout the department. Instructors would go out to the stations and perform
routine training on different skills.
This has been implemented with objective#1 above, through the creation of the
Driver Auditor Cadre. We will continue this approach with each training
discipline moving forward.
5. Get the Training Bureau staff to become certified as instructors for Pbhakuloa Fire's
live burn simulator and training grounds. This will give our department personnel
and future recruits valuable training and experience on fire behavior and tactics.
Training BC Patrick Springer, Captain Keone Roback, and RTO Jeremy
Tekurio were all certified in FY 2020-21, along with ten other personnel.
Six Month Progress Report on Program Objectives for FY 2021-22 10
FIRE
VOLUNTEER TRAINING SECTION
1. Recruit a long-term replacement Fire Captain for the West Flawai`i Volunteer
Training Captain position due to high turnover.
Captain Chas 'Taketa has been Promoted into the position and has voiced
interest in staying for at least one to two years.
2. Increase training opportunities between volunteer personnel and paid full-time HFD
personnel.
The'Training.bureau looks forward to further working towards integration for
all training opportunities.
3. Integrate volunteer personnel into non-operations (support services).
Conversations are on-going with facilitating this process.
4. Provide driver training opportunities to increase the number of driver-certified
volunteers.
We are also looking into running a 40-hour weekend class for volunteers who
need initial driver certification.
Six Month Progress Report on Program Objectives for FY 2021-22 ll
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FIRE
EMERGENCY OPERATIONS DIVISION
1. Review and re-evaluate all objectives that have not been met in the previous year by
September 2020. Make a determination if the objectives are still feasible and within
the scope of our current vision.
This has been completed and new objectives have been established for the
future.
2. Achieve full staffing of personnel for Emergency Operations positions in their full
capacities by November 2020.
This objective has been 100°! met. We have a recruit class that will be filling
current vacancies on February 1, 2021. The remaining vacancies after that will
be from 2020 end of year retirements.
3. Evaluate the Personnel Accountability System Pilot program and revise as needed for
full implementation by December 2020.
This objective has been 90% met but has been placed on hold due to some
changes in the Training Bureau and implementation challenges that came up.
Evaluation period has been completed but, adjustments need to be made.
4. Establish a grant writing team of ten or more personnel by August 2020, who will be
tasked with exploring as many opportunities as possible for supplemental funding and
apply for at least four grants to support the response needs and capabilities of our
emergency operations by April 2021.
This objective has been met.
5. Continue to work with partners such as the Daniel R. Sayre Memorial Foundation and
the Gregg Cameron Fireman's Fund to explore opportunities (both for equipment
acquisition and training opportunities) and take advantage of these opportunities as
they arise throughout the fiscal year.
This objective has been met. We have confirmed donations of apparatus and
equipment from the Daniel R. Sayre Memorial Foundation. Equipment is
currently being purchased.
Final Status Report on Program Objectives for FY 2020-21 1
FIRE
ERGENCY OPERATIONS DIVISION
6. Continue to evaluate current Operations Division staffing levels and anticipated
retirements by December 2020, then prepare for filling of respective vacancies with
promotional recruitments/assessments, and new hires by April 2021.
This objective has been met.
7. Have all vacant promotional positions (Battalion Chief, Fire Captain, Fire Equipment
Operator, Fire Rescue Specialist, Fire Hazardous Materials Specialist)filled by June
2021.
This objective has been met.
Final Status Report on Program Objectives for FY 2020-21 2
FIRE
EMERGENCY OPERATIONS
_ DIVISION
Emergency Medical Services (EMS) Bureau
1. Continue to expand our community paramedicine program along with tracking our cost
savings and impact on high system utilizers. We will also work with the State Dept. of
Health to streamline House Bill 1453.
a. Since COVID began to impact awai`i we have had minimal updates and
meetings with the Dept. of Health in regard to HB 1453.
b. Our community paramedicine program continues to flourish. During this fiscal
year we have been faced with many different challenges and request for
assistance. These requests were centered on COVID education, testing and
vaccinations. Our personnel were part of a multidisciplinary team that assisted
with COVID Mitigation Island wide.
2. We will continue to improve our cardiac arrest resuscitation program for our department.
One component of our targeted areas is the launch of our PulsePoint program in the
community.
a. Since the inception of this program, HPD has trained 163 tine officers with the
Heartsaver First Aid and CPR program certification. We have also recently
certified six HPD personnel in the Basic Life Support CPR program with the
American Heart Association which is the highest level of CPR that they offer.
b. Through partnerships with various community agencies,we have trained over
200 individuals in hands only CPR island wide. Through collaborative efforts we
were able to have Automated External Defibrillators placed in some of our rural
communities at zero cost to them.
3. Continue to promote recruitment and retention program for paramedics.
a. In February we promoted four personnel to the rank of Fire Medical Specialist II.
b. We currently have seven personnel in the internship phase of paramedic training
here on Hawaii Island. These seven individuals are projected to complete
training in January 2022.
c. We have five personnel that have registered for the possible upcoming paramedic
class tentatively scheduled to begin in August of this year.
Final Status Report on Program Objectives for FY 2020-21 3
FIRE
EMERGENCY OPERATIONS DIVISION
Emergency Medical Services (EMS) Bureau
4. Improvement with our vehicle replacement program.
a. Our new ambulance for Station 14 at South Kohala Fire Station will arrive here
in Hilo on July 23rd.
b. We are currently waiting for our budget modification#5 which will be for FY
2021-22. We hope to purchase two new ambulance units for this upcoming fiscal
year. The EMS Bureau is currently in discussion with our mechanic shop as to
where these units will be placed.
5. Continue to work with the State Department of Health and the other three County EMS
providers for support from the legislature for FY 2020-21 financial assistance. This is
crucial for the continuation of Medic 18 operations (Puna Ambulance).
a. We have received our budget modification 44 which was fully funded except for
our OCE. This budget modification will support the continuation of Medic 18.
b. We are currently waiting on our budget modification 95 which will be for the next
biennium budget.
Final Status Report on Program Objectives for FY 2020-21 4
FIRE
EMERGENCY OPERATIONS DIVISION
SPECIAL OPERATIONS BUREAU
Rescue Operations
1. Finalize Rescue Field Operating Guidelines/Response Policies for SCUBA,
Swiftwater, Wildland, and Rope Rescue by June 2021.
No changes with this objective.
2. Certify three personnel to be Dive Rescue International Instructors to conduct in-
house Public Safety Diver training by December 2020.
This objective is 60% complete. Planning ongoing with Dive Rescue
International for recertification.
3. Complete training of all our current and TA rescue personnel and implement an in-
house Confined Space Rescue training program that includes all of our personnel who
work as part of the Hazmat or rescue team by June 2021.
This objective has been delayed but is scheduled to be completed by October
2021. Training for all Rescue Personnel is scheduled.
Final Status Report on Program Objectives for FY 2020-21 5
FIRE
EMERGENCY OPERATIONS
DIVISION
SPECIAL OPERATIONS BUREAU
Ramat Operations
1. Develop and implement a Hazardous Materials Technician level recertification
training program for all Hazmat technician personnel by December 2020.
This objective has been met.
2. Host a Hazardous Materials Technician class by December 2020.
This objective has successfully been met,with 16 HFD personnel completing the
Hazardous Materials Technician level training course.
3. Review and revise Hazardous Materials Standard Operating Procedures (SOP) by
June 2021.
This objective continued to be worked on and is 10% complete at this time.
4. Continue to provide training for our Hazmat teams in a coordinated effort with the
93rd CST, State RAD Team, and other outside agencies, and identify opportunities
for partnerships and shared resources.
This objective has been met.
5. Procure updated chemical equipment with the capability to identify potentially
explosive and other unknown chemicals on-scene for public safety and environmental
protection by January 2021.
This objective has been met.
Final Status Report on Program Objectives for FY 2020-21 6
FIRE
OCEAN SAFETY
I. Continue pursuit of target manpower goals of providing a minimum of two Water
Safety Officers daily per tower in accordance with our operational schedule. Also, to
provide daily staffing at Onekahakaha, Carlsmith, Leleiwi, and Spencer beaches by
June 2021.
This objective has been postponed indefinitely due to significant budgetary
shortfalls due to the COVID-19 pandemic and inability to create additional
positions. Our department will continue to pursue the goals of achieving
adequate staffing levels when the time is right.
2. Transition Part-time WSO positions to Full-time positions to provide better coverage.
This objective has also been postponed indefinitely due to budget shortfalls and
will be pursued when the time is right, and budget allows.
3. Create three WSO III positions for adequate supervision in each district by December
2020.
This objective has been postponed due to budget shortfalls and the inability to
create additional positions.
4. Continue to co-sponsor with Hawaiian Lifeguard Association (HLA)the Big Island
Junior Lifeguard program at five locations: Hilo, Punalu'u, Kailua-Kona, and
Hdpuna, to promote ocean safety through education and activities to youth ages 12-
17. Programs to be implemented during June and July 2020.
2021 events were cancelled due to COVID.
5. Utilize grant funding from HTA to expand our RWC program to include coverage in
the additional districts of Kona and as funding allows, to include Punalu`u and Hilo
by June 2021.
We were able to fund two new RWC units for East and West HI replacements
(one each). The Daniel R. Sayre Foundation is also working to find funds to
expand the RWC program.
Final Status Report on Program Objectives for FY 2020-21 7
FIRE
FIRE PREVENTION
1. Take an aggressive approach to public education in regard to fire prevention and life
safety awareness. Main topics to include smoke alarm/home inspection program,
firefighter safety guide and school visit program, pre-emergency planning.
The Fire Prevention Bureau continues to loop for opportunities to increase our
public education efforts. Unfortunately, due to the COVID-19 pandemic our
public education programs have been limited. We have continued to come up
with alternatives including video-based training.
2. Provide assistance to the State Fire Council in the adoption process of the 2018 NFPA
I State Fire Code. Continue to work on the adoption process of the new Hawaii
County fire code.
The State adoption of the 2018 NFPA 1 continues to move forward. The
Prevention Bureau is in the process of reviewing the awai`i County
amendments for the 2018 NFPA 1.
3. Educate suppression personnel in conducting basic inspections related to preplanning
inspections, basic fire investigations and community risk reduction programs.
The Prevention Bureau has actively been involved with the education of our Fire
Suppression personnel. We have done so on a station and shift level, considering
the needs of the response district.
4. Focus efforts on inspecting and enforcing applicable fire and life safety codes at all
High-Risk Occupancies in our County.
a. Due to COVID-19 the Prevention Bureau has switched our inspection and
enforcement efforts to assisting business re-opening during these challenging
times. This includes assuring all fire protection equipment has been serviced
and is in a fully operational state.
b. Plan review has continued to be a top priority. To decrease review times
there are two full time fire plan review positions being filled. One in East
Hawaii and one in West Hawaii.
Final Status Report on Program Objectives for FY 2020-21 8
FIRE
AUXILIARY SERVICES BUREAU
Fire Equipment Maintenance Section
1. Create an exterior covered work area to provide an additional space to work on
vehicles during inclement weather by June 2021.
No progress has been made.
2. Complete implementation of software to track vehicle repairs and statuses by June
2021.
Starting a trial with Trello as a tracking solution.
Fire Communications Control Center
1. Implementation of Emergency Fire Dispatching protocols from International
Academy of Emergency Dispatch (IAED) by June 2021.
No progress has been made.
2. Install new generator in Dispatch Center to replace aging unit, funding from E911, by
June 2021.
No progress has been made.
Warehouse and Supply Section
1. Implementation of Eden as an electronic warehouse management system (E-WMS)
by end of FY 2020-21.
Program cancelled, switched to using tradegecko as an WMS and ordering
system.
2. Implementation of a tracking system for orders going from Warehouse to Fiscal.
a. Installation of Boards in Admin[Warehouse was cancelled.
b. Implementation of forms to start tracking process was cancelled.
Final Status Report on Program Objectives for FY 2020-21 9
FIRE
AUXILIARY SERVICES BUREAU
3. Completion of conversion of online ordering for requests coming into warehouse by
June 2021.
Project cancelled; online ordering is built into tradegecko system,
4. Finalization of Warehouse labeling project with Barcodes for all stocked items by
June 2021.
Project cancelled; barcodes are built into tradegecko system.
Final Status Report on Program Objectives for FY 2020-21 10
FIRE
TRAINING
1. Integrate RMS based tracking system to maintain training documentation and
administrative requirements for Fire Fighter required certifications throughout the
fiscal year.
Department wide training and certifications are being trached on Target
Solutions. The next logical step to capture and record company level training
within Target Solutions and transition away from drill reports.
2. Continue to integrate training record keeping and certification documentation to
Target Solutions, by July 2021.
All certifications and records continue to be updated at present. The Training
Bureau will continue provide training to personnel to upload certifications and
records at the company level where appropriate. Additional discussions shall
take place to generate reports for Company Officers and Battalion Chiefs to
ensure currency and compliance.
I Re-evaluate our Driver Training Program with the intent to design a more efficient
and effective program by decreasing quarterly driver training road time hours and
incorporate an annual road test audit by July 2021.
The adjustment of classroom and driving hours was to be embedded in a
revision of the HFD Driver Manual. This has been delayed due to the need for
significant edits to the manual. Target date to complete revisions is the end of
this calendar year.
4. Continue to host annual NFA two-day off-campus courses and maintain training
opportunities through the State Fire Council and the National Fire Academy when
scheduled throughout 2021.
The last two NFA two-day off campus courses were cancelled by the NFA due to
lack of instructor availability. The Training Bureau has gained approval for two
courses in the spring of 2022.
Final Status Report on Program Objectives for FY 2020-21 11
FIRE
TRAINING
5. Create Recruit Training Officer development program in order to encourage
participation in Training our Recruit Classes as well as to standardize instruction by
June 2021.
The Training Bureau has created a calendar for the current recruit class,which
will continue to be improved upon. The Fire Fighter Recruit Training
Procedures Manual has been updated again in consultation with HFA.
Recruit Training Officers received on-boarding training which included the
HFD Instructor Code of Conduct, and presentations on teaching and learning
methodologies.
Final Status Report on Program Objectives for FY 2020-21 12
FIRE
VOLUNTEER TRAINING..
1. Update training curriculum for volunteers from Essentials of Firefighting 6"' edition
to Essentials of Firefighting '7`h edition.
Partially completed. Monthly drills are now planned based on Essentials of
Firefighting 7' edition, but still need to update volunteer company's station
libraries with updated books.
2. Replacement of aging vehicle fleet with newer vehicles and better off-road
capabilities.
No progress. We continued to monitor availability of federal surplus vehicles
but have not found any that would suit our needs. funding is not available to
outright purchase new apparatus.
3. Continue Integration of Hawaii Fire Department operations personnel with Hawaii
Fire Department Volunteer fire companies.
Multi-company drills with volunteers and operations personnel have been
temporarily paused due to COVIN.
4. Conduct CPR training with all HFD volunteer companies.
CPR certification class was conducted with company IA. No other companies
have been certified due to time restrictions, lack of a second CPR instructor
within the volunteer training division, and denial of OT for volunteer CPR
certification classes.
Final Status Report on Program Objectives for FY 2020-21 13
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I V
t
HUMAN RESOURCES
HUMAN RESOURCES
Classification and Pav
1. Review and process position re-description reviews within five workdays of receipt.
One hundred ninety seven re-description review requests were received and all
were processed within five working days.
2. Review and process reallocations for recruitment within ten workdays of receipt.
One hundred nineteen reallocation requests for recruitment purposes were
received and all were processed within ten working days of receipt.
Labor Relations
1. Hear and respond to employer-level grievances within 60 days from receipt.
A total of twelve grievances were filed in the first half of fiscal year 2022. Five
grievances were heard and responded to within the 60-day timeframe. Three
grievances were heard and responded to beyond the 60-day timeframe. The
parties have mutually agreed to postpone one class action grievance until further
documents are obtained. Three grievances related to COVID-19 vaccination
and testing requirements have not been processed based on the Governor's
Emergency Proclamation (dated August 5,2021), suspending provisions of law
to ensure government can provide essential services safely.
2. Answer all written departmental inquiries relating to the administration and
interpretation of all collective bargaining agreements and executive orders within 14
days from date of receipt if it does not require inter-jurisdictional action, 30 days if it
does.
A total of 275 inquiries related to the administration and interpretation of
collective bargaining agreements and executive orders were received and
answered within the established timeframes.
3. Provide background and other technical information required by the Corporation
Counsel's Office for the arbitration of grievances within 14 days from the date of
request.
Notices of Intent to Arbitrate were received for four grievances during the first
half of this fiscal year. All information for three of these grievances were
Six Month Progress Report on Program Objectives for FY 2021-22 1
HUMAN RESOURCES
HUMAN RESOURCES
Labor Relations {continued)
transmitted to the Office of the Corporation Counsel within 14 days from the
date of receipt. Information for the fourth grievance was transmitted 30 days
from the date of receipt. No other requests for information were received.
Personnel and Organizational Development
1. Conduct the New Hire Orientation class once a month.
A total of eight New Hire Orientation sessions were held from July 1,2021 to
December 31,2021.
2. Provide at least 18 Supervisory Skills Training sessions annually.
A total of 14 Supervisory Skills Training sessions were conducted between July
1, 2021 and December 31, 2021.
3. By December 31, 2021, hold the annual Pre-retirement Workshop.
Although the 2021 Pre-Retirement Workshop was scheduled to be held online,it
was cancelled due to lack of registrations.
4. Issue the Fall 2021 and Spring 2022 Training Catalogues.
The Fall 2021 Training Catalog was issued on July 7,2021 and the Spring 2022
Training Catalog was issued on December 20,2021.
Equal Opportunity
1. Respond to inquiries and complaints while providing a high level of customer service
to employees and the public within 14 days of knowledge or receipt unless extensive
research, investigation, or action by another department is warranted.
Two inquiries and complaints were received and closed within 14 days.
(Note: this covers the second quarter of the fiscal year; data is unavailable for
the first quarter due to transitions within the division)
Six Month Progress Report on Program Objectives for FY 2021-22 2
HUMAN RESOURCES
HUMAN RESOURCES
Equal Opportunity (continued)
2. By June 30, 2022, deliver two supervisory and non-supervisory training classes
relating to Anti-discrimination and Harassment, ADA—Reasonable Accommodation
and other EO/ADA civil rights compliance classes, depending upon identified needs.
During the first half of the fiscal year, the following training classes were
delivered:
a One supervisory Anti-Discrimination and Harassment class
o One non-supervisory Anti-Discrimination and Harassment class
a Two supervisory/non-supervisory Anti-Discrimination and Harassment
classes
o One supervisory ADA Reasonable Accommodation class
o One non-supervisory ADA Reasonable Accommodation class
A total of seven supervisory and eighteen non-supervisory employees attended
these training sessions.
Administrative Services
1. Conduct two department/agency audits each quarter on personnel files, temporary
assignment records, postings, etc. to ensure compliance with personnel laws, rules,
policies and procedures, collective bargaining agreements and executive orders.
Department/agency audits were not conducted during the first half of the fiscal
year due to COVID-19 and short staffing.
2. With the exception of mass pay adjustments transactions, audit and approve properly
completed and submitted payroll certification forms within five workdays of receipt.
Audit and approve mass pay adjustment payroll certification forms within two weeks
of the last form received.
Audited and approved 1,690 payroll certification forms. All forms were
processed within five workdays of receipt. No mass pay adjustment payroll
certification forms were processed during this period.
3. Review and act upon properly completed and submitted Flexible Spending Plan
change in status forms within two workdays of receipt.
Reviewed 120 Flexible Spending Plan change in status forms. All forms were
processed within two workdays of receipt.
Six Month Progress Report on Program Objectives for FY 2021-22 3
HUMAN RESOURCES
HUMAN RESOURCES
Recruitment and Examination
1. Establish eligible lists to assist hiring departments fill their vacancies:
* Within one month for registration recruitments.
We established 4 of 4, or 10010, of eligible lists for registration recruitments
within the one month timeframe.
• Within three months for open-competitive recruitments requiring a written
examination.
We established 16 of 16, or 100%, of eligible lists for open-competitive
recruitments requiring a written examination within the three month
timeframe.
• Within three months for open-competitive recruitments requiring an education
and experience evaluation (E&E).
During the first half of the fiscal year, there were a total of 102 open-
competitive recruitments requiring an E&E evaluation.
We established 88 of 88, or 100%, of eligible lists within the three month
timeframe.
For the other 14 recruitments, eligible lists were not established due to the
following:
o Two recruitments are difficult to fill and are on continuous
recruitment
o Three recruitments were cancelled at the request of the department
o Nine recruitments are in progress and are on track to meet the three
month timeframe.
• Within four months for the Police Officer I recruitment requiring a written
examination and a performance test.
We conducted one recruitment for Police Officer I. This recruitment is in
progress and we are on track to establish an eligible list within the four month
timeframe.
Six Month Progress Report on Program Objectives for FY 2021-22 4
HUMAN RESOURCES
HUMAN RESOURCES
Recruitment and Examination (continued)
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.
During the first half of the fiscal year,there were a total of 84 internal
recruitments.
We established 67 of 67, or 100%, of internal lists within the one month
timeframe.
For the other 17 recruitments, internal lists were not established due to the
following:
o Eight internal recruitments resulted in no internal applicants
o Five internal recruitments resulted in no qualified applicants
a One internal recruitment was cancelled at the request of the
department
o Three internal recruitments are in progress and are on track to meet
the one month timeframe
3. Certify (refer)names from available eligible lists to hiring departments within four
workdays from receipt of the request for the list.
All 149, or 100%, of certifications (referrals)were made to hiring departments
within four workdays.
4. Coordinate the placement of Hawaii Community College Cooperative Vocational
Education(CVE) students within the County by October 31 of every year.
One CVE position was filled by October 31,2021. Fourteen CVE positions
remain vacant due to Hawaii Community College's difficulty in referring
interested students as a result of their low enrollment.
Health and Safety
1. Coordinate and/or conduct safety inspections of at least six County facilities.
Safety inspections of three County facilities were conducted. Facilities include:
Disaster Recovery Office at the American Savings Bank building,DPW
Automotive Hilo and DPW Highways S. Hilo Roads.
Six Month Progress Report on Program Objectives for FY 2021-22 5
HUMAN RESOURCES
HUMAN RESOURCES
Health and Safety (contihuedl
2. Provide requested safety and equipment training within two months of original
request.
A total of 135 training requests were received during the first half of FY2020-21.
Training was provided for 120 of the requests within two months of the original
request. Training for the 15 remaining requests,which were received in
November and December, have been scheduled for January and February.
3. Provide six HIOSH-required training programs per quarter.
NIOSH required training programs were provided in each quarter as follows:
lIt Quarter: Personal Protective Equipment, Respiratory Protection and Fit
Testing,Bloodborne Pathogens, Hearing Conservation, Hazard
Communication, Hazardous Materials Awareness
(Asbestos/Lead), Fire Safety Awareness, and Forklift training and
recertification.
2"d Quarter: Personal Protective Equipment, Hazard Communication, Fire
Safety Awareness, Bloodborne Pathogens,Hearing Conservation,
Respiratory Protection and Fit Testing, Fall Protection,Mobile
Elevated Work Platforms, and Forklift training and
recertification.
4. Provide at least six Defensive Driver Courses (DDC)to County employees during the
fiscal year.
Nine DDC training sessions were provided. Two Driver Improvement Program
training sessions were also provided.
5. Coordinate the annual flu shot clinics for County employees in the districts of Hilo,
Waimea,Ka`u, and Kona.
The annual flu shot clinics were conducted in the districts of Hilo (189
employees; 159 at Aupuni Center and 30 at S. Hilo Roads), Waimea (11
employees), Ka`u (8 employees), and Kona (43 employees) for a total of 251
employees.
Six Month Progress Report on Program Objectives for FY 2021-22 6
HUMAN RESOURCES
HUMAN RESOURCES
Health and Safety (continued)
6. Create the "Minimum Training Requirements for Entry-Level Commercial Motor
Vehicle Operators" (ELFT) program to meet the postponed deadline of February 7,
2022 for implementation by the Federal Motor Carrier Administration (FMCSA)
which will allow the County to become registered training provider.
The Health and Safety office has registered as a training provider with the
FMCSA and the ELDT program is ready to meet the compliance deadline of
February 7, 2022.
Workers' Compensation
1. Conduct quarterly workers' compensation claims reviews.
A claims review was conducted with the County of Hawai`i's Third Party
Administrator, AIMS, on 12/09/2021.
2. Provide WorkComp 101 and Return to Work Program training at least semi-annually.
Work Camp 101 /Return to Work Program Training was provided as part of
the Supervisory Training Program on 08/11/2021, and as part of the training for
the Mayor's Cabinet on 10/27/2021.
Six Month Progress Report on Program Objectives for FY 2021-22 7
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HUMAN RESOURCES
HUMAN RESOURCES
Classification and Pav
1. Review and process position re-description reviews within five workdays of receipt.
309 redescription review requests were received and all but 60 were processed
within five working days. The 60 requests were received on the same day and
could not be processed within the timeframe.
2. Review and process reallocations for recruitment within ten workdays of receipt.
306 reallocation requests for recruitment purposes were received and all were
processed within ten working days of receipt.
Labor Relations
1. hear and respond to employer-level grievances within 60 days from receipt.
A total of 23 grievances were filed in FY 2020-21. Seventeen grievances were
heard and responded to within the 60-day timeframe. Responses for the other
six grievances were delayed, in part, to conflicts between employer, union, and
employee schedules to schedule grievance meetings as required by the respective
collective bargaining agreements.
2. Answer all written departmental inquiries relating to the administration and
interpretation of all collective bargaining agreements and executive orders within 14
days from date of receipt if it does not require inter jurisdictional action, 30 days if it
does.
A total of 505 inquires related to the administration and interpretation of
collective bargaining agreements and executive orders were received and
answered within the established timeframes.
3. Provide background and other technical information required by the Corporation
Counsel's Office for the arbitration of grievances within 14 days from the date of
request.
Nine grievances were presented to arbitration during FY 2020-21. Information
related to six of these grievances was transmitted to the Office
Final Status Report on Program Objectives for FY 2020-21 1
HUMAN RESOURCES
HUMAN RESOURCES
Labor Relations (continued)
of the Corporation Counsel within 14 days from the date of receipt of the Notice
of Intent to Arbitrate, and information related to three other grievances was
transmitted within 25 days of receipt. leo other requests for information were
received.
Personnel and Organizational Development
1. Conduct the New Hire Orientation class once a month.
A total of 17 New Hire Orientation sessions were conducted from July 1, 2020 to
June 30, 2021.
2. Provide at least 18 Supervisory Skills Training sessions annually.
A total of 55 Supervisory Skills Training sessions were conducted between July
1, 2020 and June 30,2021.
3. By December 31, 2020, hold the annual Pre-retirement Workshop.
Unfortunately, due to COVID-19,we were unable to hold the Pre-Retirement
Workshop.
4. Issue the Fall 2020 and Spring 2021 Training Catalogues.
The Fall 2020 Training Catalog was issued in July 2020 and the Spring 2021
catalog was issued in December 2020.
Equal Opportunity
1. Respond to and resolve inquiries and complaints from the public and Hawaii County
employees regarding various civil rights laws within 14 days from date received
unless extensive research/investigation or action/information from other departments
is required to properly respond to the inquiries and complaints.
A total of 87 inquiries and complaints from individuals, departments, and the
public were received, and all were closed within 14 days.
Final Status Report on Program Objectives for FY 2020-21 2
J
HUMAN
OURCES
HUMAN CES
Equal Opportunity_(continued)
2. By June 30, 2021, deliver two supervisory training classes and two non-supervisory
training classes.
Fifty-two Anti-Discrimination and harassment and ADA Reasonable
Accommodation trainings were conducted in person, and six were conducted via
WebEX. A total of 96 supervisory and 403 non-supervisory employees attended
these training sessions.
Administrative Services
1. Conduct two department/agency audits each quarter on personnel files, temporary
assignment records, postings, etc. to ensure compliance with personnel laws, rules,
policies and procedures, collective bargaining agreements and executive orders.
Audits were not conducted during the fiscal year due to COVID-19 and
Administrative Services staff having to process hGEA retroactive pay increases.
2. With the exception of mass pay adjustments transactions, audit and approve properly
completed and submitted payroll certification forms within five workdays of receipt.
Audit and approve mass pay adjustment payroll certification forms within two weeks
of the last form received.
Audited and approved 4,714 payroll certification forms. 4,713 forms, or 99.9%,
were processed within five workdays of receipt. Audited and approved 4,718
mass pay adjustment payroll certification forms. All forms were processed
within two weeks of the last form received.
3. Review and act upon properly completed and submitted Flexible Spending Plan
change in status forms within two workdays of receipt.
Reviewed 257 Flexible Spending Plan change in status forms. 255 forms, or
99%,were processed within two workdays of receipt.
4. By December 31, 2020, hold an annual employee awards program.
An annual employee awards program was not held as funding for the program
was eliminated from our budget.
Final Status Report on Program Objectives for FY 2020-21 3
HUMAN RESOURCES
HUMAN RESOURCES
Recruitment and Examination
1. Establish eligible lists to assist hiring departments fill their vacancies:
• Within one month for registration recruitments.
We established 6 out of 8, or 75%, of eligible lists within one month.
• Within three months for open-competitive recruitments requiring a written
examination.
We established 4 out of 7 or 57%, of eligible lists within three months.
• Within three months for open-competitive recruitments requiring an education
and experience evaluation (E&E).
We established 81 out of 82, or 99%, of eligible lists within three months.
Thirty-two additional recruitments were conducted during the fiscal year:
o Seven recruitments resulted in no qualified applicants.
o Two recruitments were cancelled by request of the department.
o Twenty-three recruitments were opened on continuous and were difficult
to fill.
• Within four months for the Police Officer I recruitment requiring a written
examination and a performance test.
We established 2 out of 2, or 100%, of eligible lists within four months.
2. Establish internal recruitment lists to assist hiring departments fill their vacancies
within one month for internal recruitments within the department or internal
recruitments within the County.
We established 120 out of 132, or 91%, of eligible lists within one month.
Thirty additional recruitments were conducted during the reporting period:
■ Eleven recruitments resulted in no qualified applicants.
■ Sixteen recruitments resulted in no internal applicants.
■ Three recruitments were cancelled by request of the department.
Final Status Report on Program Objectives for FY 2020-21 4
HUMAN RESOURCES
141T AN RESOURCES
Recruitment and Examination (continued)
3. Certify (refer) names from available eligible lists to hiring departments within four
workdays from receipt of the request for the list.
For classes of work where eligible lists were available, 154 of 156, or 99%, of the
certifications (referrals)were made to hiring departments within four workdays.
4. Coordinate the placement of Hawaii Community College Cooperative Vocational
Education (CVE) students within the County by October 31 of every year.
Four CYE positions were filled by October 31, 2020. Eleven positions remained
vacant due to Hawaii Community College's difficulty in referring interested
students.
Health and SafetI
1. Coordinate and/or conduct safety inspections of at least six County facilities.
Safety inspections of seven County facilities were conducted.
Facilities include: DPW Building Repair and Maintenance Kona, DPW Traffic
Kona (Electricians),DPW Building Repair and Maintenance Hilo, Hilo
Wastewater Treatment Plant, Real Property Hilo,Hilo Municipal Golf Course
Maintenance Shop, and the Disaster Recovery office.
2. Provide requested safety and equipment training within two months of original
request.
A total of 149 requests were received during FY 2020-21 and all were provided
within two months of original request.
Final Status Report on Program Objectives for FY 2020-21 5
HUMAN RESOURCES
HUMAN CES
Health and Safety (continued)
3. Provide four H10SH-required training programs per quarter.
HIOSH required training programs were provided in each quarter as follows:
1st Quarter: Personal Protective Equipment, Respiratory Protection and Fit
Testing, Bloodborne Pathogens,Hearing Conservation, Hazard
Communication, Lock-out/Tag-out, Fire Safety Awareness, and
Forklift training and recertification.
2nd Quarter: Personal Protective Equipment, Hazard Communication, Fire
Safety Awareness, Bloodborne Pathogens, Hearing Conservation,
Respiratory Protection and Fit Testing, Hazardous Materials
Awareness (Lead/Asbestos), and Forklift training and
recertification.
3rd Quarter: Personal Protective Equipment,Respiratory Protection and Fit
Testing, Bloodborne Pathogens, Hearing Conservation, Hazard
Communication, Fire Safety Awareness,Hazardous Materials
Awareness (Lead/Asbestos),Fall Protection and Forklift training
and recertification.
4th Quarter: Personal Protective Equipment, Fire Safety Awareness,
Bloodborne Pathogens, Respiratory Protection and Fit Testing,
Hazardous Materials Awareness (Lead/Asbestos), Mobile Elevated
Work Platforms,Fall Protection, and Forklift training and
recertification.
4. Provide at least four Defensive Driver Courses (DDC)to County employees during
the fiscal year.
Fourteen DDC training sessions were provided. Two Driver Improvement
Program training sessions were also provided.
5. Coordinate the annual flu shot clinic/mini-health fair for County employees in the
districts of Hilo, Puna, Waimea, Ka`u, and Kona.
The annual flu shot clinics were conducted in the districts of Hilo (249
employees), Waimea (10 employees), Ka`u (7 employees), and Kona (49
employees) for a total of 315 employees.
Final Status Report on Program Objectives for FY 2020-21 6
HUMAN RESOURCES
HUMAN CE
Workers' Compensation
1. Conduct quarterly reviews of workers' compensation claims.
No formal quarterly claims reviews were held with the TPA AIMS during this
fiscal year. With the transition from the former TPA to AIMS in April 2020,
and C®VID restrictions,we did not hold any formal claims reviews during this
period. However, regular reporting of new claims, current number of open
claims, and claim status updates have been reviewed with Departments on a
monthly basis, and more frequently as questions arose.
2. Provide at least one workers' compensation training session annually
A total of six trainings were provided:
• Work Comp 101/Return to Work Program as part of the Supervisory
Training Program (September 2020)
• HPD HR staff training: Work Comp 1010/Return to Work Program
(September 2020)
• HR Representative Work Comp 101/Return to Work Program Refresher
and Q & A session (September 2020)
• HR Bootcamp: WorkComp 101/Return to Work Program (February
2021)
• Work Comp 101/Return to Work Program as part of the BU02
Supervisory Training Program (February 2021)
• Work Camp 101/Return to Work Program as part of the Supervisory
Training Program (March 2021)
Final Status Report on Program Objectives for FY 2020-21 7
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12
INFORNIr'47`IQN
TE/c�rNoLoGY
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
1. Provide a reliable and managed network for the County of Hawaii, implement higher
level protocols and improve the network to include faster and more reliable network
connectivity for County locations.
a. Provided redundancy with high-speed connections with different physical
routes.
■ The fiber project to close the island wide intergovernmental network
(INet)with Spectrum through the Ilawai`i Volcano National Park. Site
assessments have been completed and finishing procurement for purchase
of service. This will benefit the community and County by having a
redundant path for connectivity.
b. Implemented security methods to protect the County of awai`i information
assets.
c. Expanded wireless access in county buildings.
d. Implemented modern wide area network connectivity for remote locations.
■ Utilized CARES Act funding. Banyan Networks implemented Dense
Wavelength Division Multiplexing (DWDM) to increase the speed of the
network from one Gigabit to ten Gigabit.
■ In addition to DWDM technology,the Multiprotocol Label Switching
(MPLS) infrastructure was updated to ensure the redundant
communication mediums are utilized for data and radio networks.
2. Expand and maintain the County of Hawaii server and application support and assist
County Departments with application implementations and expand the use of cloud-
based technologies.
a. Assisted County departments with application implementations.
■ Assisted Department of Public Works and Planning Department with the
implementation of Tyler Technologies EnerGov system, known as
Electronic Processing and Information Center (EPIC). This system
provides public access to the electronic workflow of the planning and
permitting process.
■ Assisted Department of Finance and Department of Environmental
Management with the implementation of a new cashiering system from
Fairfax Software. This will replace the current payment system for
Treasury and Utility Billing.
b. Upgraded mission-critical data and application servers.
■ Completed updates to the Eden/Fresh financial system which included
both production and test environments in support of union agreements
for retroactive payments and yearly Affordable Care Act(ACA)
reporting.
Final Status Report on Program Objectives for FY 2021-22 1
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
c. Expanded the use of virtual server and client technologies.
■
Emergency procurement of Nutanix to provide a hyperconverge
infrastructure to replace ten aging GIS servers have been implemented.
3. Maintain and enhance the reliability, cyber security, and redundancy of the County's
information technology infrastructures and consolidate network security and external
threat management for all County Agencies.
a. Expanded alternate server and backup locations to provide mission critical
services in the event of a primary site disaster.
■ Worked with Ilawai`i Fire Department, Ilawai`i Police Department and
multiple vendors on the Mohouli Dispatch Center,which will create the
first ever shared hardened data center for the County.
b. Increased County employee communications with the deployment of
conference calling services.
■ In response to the COVID-19 pandemic, Zoom for Government was
distributed to all County departments to provide collaboration and
communication tools while maintaining health and security protocols.
4. Review and improve Information Technology's customer support and services and
expand the use of automated features to facilitate user setups and maintain current
software on client workstations.
a. Expanded use of service metrics to improve quality service and response.
■ Worked with Info-Tech Research Group,to create a comprehensive
information technology strategic plan to ensure pathways for
communication and collaboration of responding to departmental needs
for technology innovations and improvements.
5. Manage and monitor a County-wide Geographic Information System(GIS). Provide
training, expertise, and technical support to other county departments and agencies in
the development, design, and implementation of GIS software.
a. Increased and expanded service to County departments and public.
■ The Nutanix hyperconverged infrastructure provides the ability to
dynamically increase capabilities for GIS services and applications.
Final Status Report on Program Objectives for FY 2021-22 2
INFORMATION TECHNOLOGY
INFORMATION Y
1. Provide a reliable and managed network for the County of Hawaii, implement higher
level protocols and improve the network to include faster and more reliable network
connectivity for County locations.
a. Redesigned and reconfigured the network to implement higher level
protocols using professional and managed services.
■ Began working with Banyan Networks, Office of the Prosecuting
Attorney and Hawaii Police Department on analyzing the current
routing protocols in preparation for reconfiguring the network.
b. Provided redundancy with high-speed connections with different physical
routes.
c. Implemented security methods to protect the County of Hawaii information
assets.
d. Extended network to include high-speed access for all Departments where
possible.
■ All of the existing frame relay connections have been replaced with
wireline or cellular connectivity, increasing speed and accessibility for
rural or hard to reach locations.
e. Expanded wireless access in county buildings.
L Expanded public wireless access service in County buildings.
■ Partnered with State of Hawaii Department of Commerce and
Consumer Affairs to provide free Wi-Fi access at seven County buildings
in response to COVID-19.
g. Explored and implemented modern wide area network connectivity for
remote locations.
■ Utilizing CARES Act funding,worked with Banyan Networks to
implement Dense Wavelength Division Multiplexing (DWDM) to increase
the speed of the network from one Gigabit to ten Gigabit.
2. Expand and maintain the County of Hawaii server and application support and assist
County Departments with application implementations.
a. Assisted County departments with application implementations.
■ Assisted the Department of Public Works and the Planning Department
with the implementation of Tyler Technologies EnerGov system. This
system will provide public access to the electronic workflow of planning
and permitting. Dedicated an Information Systems Analyst IV position
to Planning Department, and multiple other Analysts and Program
Managers to assist with the project.
is Assisted multiple departments with Granicus CMS system which hosts
the hawaiicounty.gov public website.
Final Status Report on Program Objectives for FY 2020-21 1
INFORMATION TECHNOLOGY
INFORMATIONGY
b. Upgradedmission-critical data and application servers.
• Completed updates to the EdenTresh financial system which included
both production and test environments in support of union agreements
for retroactive payments and yearly Affordable Care Act (ACA)
reporting.
• Developed and implemented retroactive pay increase calculations based
on HGEA bargaining unit changes.
c. Increased County employee collaboration through the implementation of
collaboration technologies.
■ Assisted multiple departments with SharePoint development to increase
information sharing internally in the County.
d. Increased County employee communications.
• In response to the COVID-19 pandemic, Zoom for Government was
distributed to all County departments to provide collaboration and
communication tools while maintaining health and security protocols.
3. Maintain and enhance the reliability, cyber security, and redundancy of the County's
information technology infrastructures and consolidate network security and external
threat management for all County Agencies.
a. Expanded alternate server and backup locations to provide mission-critical
services in the event of primary site disaster.
• Worked with Hawaii Fire Department,Hawaii Police Department and
multiple vendors on the Mohouli Dispatch Center,which to create the
first ever shared hardened data center for the County.
b. Leveraged the use of current server and storage technologies.
c. Expanded the use of virtual server and client technologies.
■ Emergency procurement of Nutanix to provide a hyperconverged
infrastructure to replace ten aging GIS servers.
d. Increased cybersecurity protection for County network.
■ Developed new automated install and update packages for Microsoft
Windows and application updates, and third-party applications using the
PDQ deployment system.
• Continued use of Microsoft Endpoint Configuration Manager for
automated installation of update packages for Microsoft Windows and
Microsoft applications.
■ Continued monitoring of software and firmware updates for network and
server equipment, hypervisor systems and applications addressing
security flaws.
Final Status Report on Program Objectives for FY 2020-21 2
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
4. Review and improve Information Technology's customer support and services and
expand the use of automated features to facilitate user setups and maintain current
software on client workstations.
a. Expanded the use of HelpSpot support ticket software.
b. Expanded use of service metrics to improve quality service and response.
■ Dell ProDeploy was utilized to augment the helpdesk staff with the
deployment of over 200 laptop and desktop computers after employees
were allowed to work from home due to C - 9.
■ Working with Info-Tech Research Group, the helpdesk has participated
in training and best practices to improve support and establish baseline
metrics.
5. Manage and monitor a County-wide Geographic Information System (GIS). Provide
training, expertise, and technical support to other county departments and agencies in
the development, design, and implementation of GIS software.
a. Assisted County departments with GIS projects.
■ Dedicated the GIS Program Manager to ensure mapping was
implemented in the EnerGov project.
■ Assisted multiple County Departments with implementation and
modernization of data and best practices.
■ For departments without GIS staff, provided support and project
management.
b. Modernized GIS infrastructure.
Is Began working on a project to virtualize aging physical infrastructure
with a hyperconverged infrastructure, to enable the County to provide
more GIS services and applications to departments, employees and
public.
c. Provided GIS training for County staff.
■ Provided training on use of ArcGIS Pro for departments without GIS
staff.
Final Status Report on Program Objectives for FY 2020-21 3
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13
LIQUOR CONTROL
LIQUOR CONTROL
LIQUOR CONTROL
1. Licensing:
a. Conduct 75 interviews with new liquor license applicants.
35 interviews with new liquor license applicants were done.
b. Process 50 new license applications.
Twenty-two new liquor license applications were processed.
c. Conduct 50 site visits to applicant premises.
Twenty-two site visits were made to applicant premises.
2. Operations:
a. Hold minimum of 12 liquor card classes in Hilo and 24 in Kona/Waimea for
approximately 1,500 manager examinations administered to employees of
licensed establishments. Classes and examinations to be offered to all licensees'
staff, including minor-aged employees.
A total of 52 manager classes/examinations were held during the first six
months of FY2021-22, 16 in Hilo,26 in Kona and 10 special classes.
Approximately 652 employees of licensed establishments attended classes and
took the liquor card test. Requests for additional classes has been increasing
as licensees experience difficulty in finding employees and because of high
employee turnover. The Department is doing as much as possible to honor
these requests while maintaining COVID-19 health and safety protocol.
b. Conduct minimum of 2,000 licensee checks per month to promote compliance to
liquor laws by liquor licensees.
Although many of our dispenser licensees have re-opened, a majority
continue to have reduced business hours or limited service due to the
COVID-19 pandemic. An average of 1,370 licensee checks per month were
conducted during the period July 1,2021 to December 31, 2021.
c. Provide all staff, commissioners and board members education via county, state
and nationally sponsored programs.
In August 2021, three Adjudication Board members, one Liquor
Commissioner and the Director attended the first in-person training held in
nearly two years. The National Conference of State Liquor Administrators
(NCSLA) Annual conference was held in Reno, NV, August 26-29, 2021.
This conference was hosted by the State of Hawaii Liquor Commissions with
Six Month Progress Report on Program Objectives for FY 2021-22 1
LIQUOR CONTROL
LIQUOR CONTROL
the City & County of Honolulu and County of Hawaii taking the lead roles
in planning.
Leadership and supervisory training was provided to our newer investigator
supervisor and licensing clerk.
3. Public Programs:
a. Provide minimum of two youth,public and enforcement programs which promote
compliance to liquor laws.
The Department of Liquor Control processed 11 contingency fund grant
requests from our councilmembers. These grants have provided funding for
non-profit organizations whose alcohol-free and drug-free programs work
with our youth and our community members to build a safer and healthier
Hawaii Island. Programs and activities included holiday festivals and
parades, programs for youth leadership,youth health and safety programs,
food distribution and more.
On July 23, 24, and August 6, and August 13,2021, the Department of
Liquor Control conducted underage liquor purchase compliance checks
island-wide. These checks were done in collaboration with the University of
Hawaii School of Social Work and Public Health. These checks were for
RETAIL licensees only.
COMPLIANCE CHECK RESULTS (SUMMARY)
A total of 120 licensees were checked. Of the licensees checked, 22
sold liquor to the minor decoys. The table below provides the island-
wide numbers.
Checked No Sale Sale Pass % (981120)
120 98 22 81.66
Six Month Progress Report on Program Objectives for FY 2021-22 2
LIQUOR CONTROL
LIQUOR CONTROL
L Licensing:
a. Conduct 75 interviews with new liquor license applicants.
Seventy-nine interviews with new liquor license applicants were done.
b. Process 50 new license applications.
Thirty-five new license applications were processed.
c. Conduct 50 site visits to applicant premises.
Thirty-five site visits were made to applicant premises.
2. Operations:
a. Hold minimum of 12 liquor card classes in Hilo and 24 in Kona/Waimea for
approximately 1,500 manager examinations administered to employees of
licensed establishments. Classes and examinations to be offered to all licensees'
staff, including minor-aged employees.
A total of 130 manager class eslexainations were held during FY 2020-21, 52
in Hilo, 64 in Kona, and 14 special classes. Approximately 1,131 employees
of licensed establishments attended classes and took the liquor card test. Due
to the COVID-19 pandemic and the related social distancing mandate, class
size was reduced from 30 attendees to 12 attendees per class. In turn,
additional classes were conducted in order to meet the demand for
class esfexaminations.
b. Conduct minimum of 2,000 licensee checks per month to promote compliance to
liquor laws by liquor licensees.
As many of our dispenser licensees, including hotels, restaurants and bars
continued to have reduced hours or limited service due to the COVID-19
pandemic, an average of 1,515 licensee checks per month were done during
the period July 1, 2020 to June 30, 2021.
c. Provide all staff, commissioners and board members education via county, state
and nationally sponsored programs.
"Alcohol Home Deliveries and Enforcement Challenges" was a webinar
co-sponsored by NABCA (National Alcohol Beverage Control Association)
Final Status Report on Program Objectives for FY 2020-21 1
LIQUOR CONTROL
LIQUOR CONTROL
and the NLLEA(National Liquor Law Enforcement Association) in August
2020. The stay-at-home policies caused by COVID-19 spiked the request for
home deliveries of alcoholic beverages. The handling of orders and deliveries
while adhering to liquor laws created multiple challenges, one of which was
the possible sale and delivery of liquor to minors. This webinar was attended
by all Liquor Control Investigators and the Liquor Control Administrative
Officer.
NABCA (National Alcohol.Beverage Control Association) and the NLLEA
(National Liquor Law Enforcement Association) hosted another virtual
seminar in September 2020, "Direct to Consumer Alcohol Sales in the Era of
COVID-19." This seminar focused on the administration, licensing and
enforcement of alcohol home delivery and was attended by the Liquor
Control Administrative Officer.
CAP (Center for Alcohol Policy) presented a virtual series on alcohol law and
policy in September 2020. Topics included alcohol abuse problems,
epidemiology's role in alcohol policy and public health and safety, fake
alcohol and fake IDs and the impact COVID-19 has had on the alcohol
industry. This virtual series was attended by the Director and the Liquor
Control Administrative Officer.
In November 2020, the NCSLA (National Conference of State Liquor
Administrators) held a virtual regional conference. Attended by the Director
and Liquor Control Administrative Officer, major topics included the "new"
normal for both the industry and the industry regulators during the
COVID-19 pandemic and the effects of"blurred" product lines as hard
seltzers and hard kombucha, alcoholic popsicles and ice creams, etc. enter
the alcohol product line. The County of Hawaii had the honor of providing
the NCSLA with liquor regulator updates for the entire State of Hawaii.
Through the County's Department of Information Technology and ECS
Imaging, Laserfiche 101 training was offered to those interested in a
refresher course in digital record-keeping. One-half of the department's
staff was able to attend this training in December 2020.
The County of Hawaii Human Resources Department conducted training
for County's management and staff. A 3-day "HR Boot Camp" was attended
by the Administrative Services Assistant I in February 2021. "Conducting
an Effective Interview" and "Anti-Discrimination/Harassment training for
Supervisors" was attended by a Liquor Control Investigator IH in
Final Status Report on Program Objectives for FY 2020-21 2
LIQUOR CONTROL
LIQUOR
March 2021 and April 2021. He is now qualified to sit on an interview panel
for position recruitments.
Training for our commissioners, board members and staff has been limited
due to the COVID-19 pandemic. Although the national organizations
(NABCA, NCSLA, NLLLA and CAP) have been making every effort to
provide virtual training, time zone differences and the oftentimes weak
internet connections have made virtual training much less effective than in-
person training.
3. Public Programs:
a. Provide minimum of two youth, public and enforcement programs which promote
compliance to liquor laws.
The Department of Liquor Control processed 25 contingency fund grants
requested by our Councilebers. These grants brought food and meals
into communities hard hit by the COVID-19 pandemic and laptops for
students that are now distance learning. Other grants provided funding for
community safety, high school graduation events and activities for our youth
and elderly in alcohol-free and drug-free locations.
In January and February of 2021, the Department of Liquor Control
("DLC") conducted sale to minor compliance checks of various Hilo and
Kona licensees and/or businesses. The DLC 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 DLC 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 IO licensees and/or businesses were checked (seven in Hilo, three in
Kona). There was a sale of liquor to a minor by one licensee and/or business.
The passage rate was ninety percent (90%).
Final Status Report on Program Objectives for FY 2020-21
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14
MANAGEMJENVT
MANAGEMENT
AL)MINIS'TRATIO
Prudent Finances. Budget stringently to deliver services efficiently, pla--ifor long-
term liabilities and contingencies, and optimize revenue generation.
o Starting a year after the beginning of the term of the Mayor, obilb.'e 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.
o Conducted half-day Continuous Improvement meetings where the County
Directors and Administrators met as a group and the Deputy Directors met
as a group to discuss challenges, successes and needs and promote
collaboration between departments.
o Met Directors, Deputy Directors,Administrators and Executive Assistants in
the Mayor's Cabinet meeting to communicate among the agencies what
current challenges and successes are to provide support and solutions. The
Cabinet Meeting also provided an opportunity for the Mayor to share
immediate priorities and current status of his policies.
o Conducted `Leadership Brown Bag/Talk Story sessions open to ahL staff of
the county to encourage leadership, motivation and encouragement. This
provided staff at all levels an opportunity to improve leadership shills.
o Recorded Department Directors and Deputies and Agency Heads 'Kudos'
for employees in the county who deserved recognition for exceptional acts.
o Recognized and celebrated employment related milestones with the
Directors,Deputy Directors,Administrators, Executive Assistants and
clerical staff as a group, such as the one-year anniversary administration in
their current positions.
o The Managing Director provided regular supervision to the Direcl;o irs and
Administrators on a quarterly basis. The Deputy Managing Director
provided group supervision weekly. The Mayor's Private Secretary provided
supervision to the clerical staff weekly.
Six Month Progress Report on Program Objectives for FY 2021-22 1
MANAGEMENT
ADMINISTRATION
o Approximately every two weeks The Mayor visited county line staff at their
perspective various departments in a `boots on the ground' effort to hear
concerns and offer encouragement.
,Strategic Objectives. Collaborate and promote innovation among departments to
accomplish identified priorities.
o Facilitated half-day Continuous Improvement meetings with the County
Directors and Administrators and the Deputy Directors to discuss challenges,
successes and needs and promote collaboration between departments. During
o this process we began the process of having Departments review their
Missions, developing objectives goals and outcomes.
o Utilized the Mayor's Cabinet meetings to have each department
communicate to all cabinet members their goals and priorities. This provided
and continues to provide opportunities for inter-departmental collaboration
and support.
• Economic Initiatives. Partner with the nonprofit and private sectors to diversify
economic and employment opportunities.
o Awarded $1 million worth innovation grants to non-profit organizations in
economic sectors such as tourism and culture, energy, agriculture and food
safety, sustainability,film and creative arts. These grants support projects
designed to explore and examine innovative processes and structures for
economic sustainability and resilience.
o Engaged with Hawaii Executive Collaborative members in support of
opportunities in agriculture, energy, and other economic drivers, as well as
efforts to enhance long-term sustainability projects.
o Received $3 million "advancing health literacy" grant from US Department
of Health and Human Services designed to demonstrate the effectiveness of
working with local community-based organizations to develop health literacy
plans to increase the availability, acceptability, and use of COVID-19 public
health information and services by racial and ethnic minority populations,
and other populations considered vulnerable for not receiving and using
COVID-19 public health information. The project has been awarded to a
local healthcare coalition for implementation over the next two years.
Six Month Progress Report on Program Objectives for FY 2021-22 2
MANAGEMENT
ADMINISTRATION
a Received a $500,000 grant as part of US Economic Development
Administration Build Back Better Regional Challenge. The grant supports
submission of a second application that will enhance the regional agricultural
ecosystem. The County is serving as the lead institution of a coalition of local
non-profits, cooperatives and academic institutions.
o Supported the visitor/tourism sector during the COVID-19 pandemic
through the event request exemption process. Over a thousand requests have
been addressed,with safe conduct of activities providing employment and
economic benefits for the island.
• Resilient Community. Be knowledgeable,trained, and prepared for all types of
emergencies and disasters.
o Conducted training with USGS on eruption preparation and joint-
information processes
* Inclusive Governance. Encourage civic participation with appointments to boards
and commission, and an active community planning system that exemplifies
democracy at its best.
o Actively sought applicants to the County's Boards, Commissions and
Advisory Committees while encouraging public participation in making
critical decisions and recommendations that ultimately impact Hawaii
County. To achieve this goal, the office reached out to community via press
release, contacting Council Members, calling upon existing Boards and
Commissions staff, along with current members, and posting announcements
on the County's website and social media platforms.
o We currently have 30 active boards/commissions and committees with
approximately 188 total community member volunteers.
• open Communication. Communicate with the public with a two-way system that
informs and is responsive to suggestions,requests, and complaints.
o Worked to establish a County mobile application focused on providing real-
time, accurate information to the community.
o Implemented a County complaint intake system in the Office of the Mayor to
review and respond to varying complaints/messages from the community.
Six Month Progress Report on Program Objectives for FY 2021-22 3
MANAGEMENT
ADMINISTRATION
o Worked with the Department of Public Works to establish a system for
mobile app intake of issues (i.e. potholes, downed stop signs, faulty street
lights, etc.)
Sustainable Environment. Respect and sustain the natural and cultural heritage of
this County.
o Hosted the first ever TE xHawai`i County to share how local insights
(cultural and environmental) can create global solutions on a global
platform.
o Entered into a Trillion Trees agreement to work with likeinded
organizations worldwide to pledge to plant one trillion trees by 2050 in order
to reduce the harming effects of climate change.
o Assisted in the acquisition of the Gateway Center (at NELHA) to be used as a
global learning lab and think tank for ASU students studying in Hawaii.
o Partnered with the Hawaii Community Foundation,University of Hawaii,
and the University of Arizona to work toward ahapua`a-based solutions at
Vole in N. Kohala.
Six Month Progress Report on Program Objectives for FY 2021-22 4
MANAGEMENT
ST OF GOVERNMENT
1. Examine and investigate the organizations and methods of operations of all County
departments, commissions, boards, offices and other instrumentalities of all branches
of the County govermnent and determines and recommends changes, if any, by the
Charter-imposed deadline.
o No activity occurred this reporting period.
Six Month Progress Report on Program Objectives for FY 2021-22 5
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MANAGEMENT
ADMINISTRATION
® Prudent Finances. Budget stringently to deliver services efficiently, plan for long-
term liabilities and contingencies, and optimize revenue generation.
o Began analyzing alternative vehicular fleet management possibilities - R&D
is working with finance (Purchasing) to evaluate the State's master
agreement with a third party to determine whether to contract.
o Coordinated with State and other Counties for input to implement a Hawaii
County 3% GET surcharge.
o Leveraged federal CGVI -19 grants to provide assistance to individuals and
businesses.
o Promoted and supported grant applications wherever possible and
appropriate.
o Initiated and began promotion and use of sustainable practices in
government and in the community.
• Productive Workplace. Foster a work environment where County employees are
trained, managed, and appreciated to fulfill their duties to the best of their abilities.
a Promoted exploration of alternative hiring or contracting possibilities to
address temporary or chronic shortages that result in compromised County
services.
o Began regular individual meetings with Mayor and/or Managing Director
with Department Heads and Council Members.
® Strategic Objectives. Collaborate and promote innovation among departments to
accomplish identified priorities.
o Completed workshop with all Department Directors and Deputy Directors to
initiate open communication, coordinate problem solving, and a "team
approach" with the goal of continuous improvement at all levels in the
County.
o Coached Department Directors and Deputies to utilize "outside the box"
thinking in the problem-solving practices when working on issues and
bottlenecks.
Final Status Report on Program Objectives for FY 2020-21 1
MANAGEMENT
ADMINISTRATION
Economic Initiatives. Partner with the nonprofit and private sectors to diversify
economic and employment opportunities.
o Delivered of$34,370,888 million in Covid Relief Funds to support small
businesses, childcare operations, and rent and mortgage assistance.
Provided stability for families and landlords with essential income. The
delivery of the CARES Act funding was accomplished in partnership with
ore than 35 non-profit organizations and businesses,which also
strengthened their own networks and relationships to expedite the process.
A comprehensive communication effort was also stood up to pushout
evolving information, rules, and available resources.
o On-going contract and partnership with Community First organization.
They are providing a community led messaging campaign for the County
initiatives during the COVID-19 pandemic. They are focusing on community
safety and business support. All production and media buys are on Hawaii
Island. They have created the "Kuleana Partner's Program" to help
advertise businesses and their part in keeping our island safe during the
pandemic.
o On-going collaboration with Meadow Gold Dairies, Glover Inc.,Department
of Parks and Recreation, Department of Land and Natural Resources and
private businesses regarding expansion and relocating property lines to
benefit Meadow Gold's request for much needed land space due to the
moving of statewide operations to Hawaii Island. This has resurrected the
Hilo industrial park plan/concept with DLNR.
o Contracted and partnered with the non-profit, The Success Factory,which is
a coalition of local organizations, students, and supporters in the Science,
Technology,Engineering, and Math (STEM) community. They are
dedicated to providing innovative solutions to urgent problems on Hawaii
Island as a public service. "Keiki Heroes" is a community education
initiative for school health safety,focused on educating and empowering
keiki to adopt healthy practices that protect everyone in the school/home
setting and reduce spread of COVID-19. The basis of the campaign is
empowering keiki to "take care of the people who take care of you."
Community is an esoteric concept for keiki, but grounding the program in a
sense of`ohana and friendship makes it simple and understandable. Keiki
Heroes will provide simple, keiki-centric COVID-19 information, empower
keiki to develop health habits to protect our community, and reduce the
stigma for a COVID-19 diagnosis. The strategy also targets the parents with
Final Status Report on Program Objectives for FY 2020-21 2
MANAGEMENT
ADMINISTRATION
the same COVID-19 safety/education messages. The other value-added effect
of this program is that we are connecting local businesses and
children/families. This will help stimulate local business support and
encourage business involvement to raise/care for Hawaii island's next
generation.
o Finalized Design 1 Build agreement for KukuiOla Assessment Center and
Emergency Shelter.
o In partnership with the Finance and Research and Development
departments, administered $34,370,888 million in Coronavirus Relief Funds
that provided financial assistance and support to families and business that
were impacted by the coronavirus pandemic.
® Resilient Community. Be knowledgeable, trained, and prepared for all types of
emergencies and disasters.
o Participated in the completion of the update to the Hawaii County Multi-
Hazard Mitigation Plan. Provided input on key planning and
implementation decisions relating to 2018 Kilauea Eruption recovery,which
is prepared to pivot from the planning to implementation with significant
federal resources poised to be deployed to assist families and communities.
o Expeditiously secured essential health and healthcare knowledge typically
not located within the County's area of responsibility to address the
emergence and continued evolution of the COVID-19 Pandemic. Efforts
included the development of comprehensive COVID-19 strategies to monitor,
manage and control throughout communities, arriving visitors, and essential
workers. Key was the leadership and staffs ability to continuous learn,plan,
train, and implement in the uncertain and evolving environment of the
COVID-19 Pandemic.
a Provided communities, businesses and visitors with early and continuous
information and leadership relating to the COVID-19 Pandemic to assure
public safety and the public's commitment to community responsibility.
Significant communication included routine press releases, social media and
website with emerging and detailed resources. Multi-lingual handout
materials were developed to inform the public as to health concerns and
preventative measures, as well as to communicate current emergency rules.
Final Status Report on Program Objectives for FY 2020-21 3
MANAGEMENT
ADMINISTRATION
Inclusive Governance. Encourage civic participation with appointments to boards
and commission, and an active community planning system that exemplifies
democracy at its best.
o Actively sought applicants to the County's Boards, Commissions and
Advisory Committees and encouraged public participation in making critical
decisions and recommendations that ultimately impact Hawaii County. To
achieve this goal,the office reached out to the community via press releases,
contacting Council Members, calling upon existing Boards and Commissions
staff and current members, and posting announcements on the County's
website.
o The following appointments were made during this time:
Board of Appeals: 2
Board of Ethics: 2
Committee on Aging: 9
Committee on the Status of Women: 5
Cultural Resources Commission: 1
Environmental Management Commission: 3
Fire Commission: 4
Game Management Advisory Commission: 3
Leeward Planning Commission: I
Liquor Commission: 2
Liquor Adjudication Board: 2
Merit Appeals Board: 3
Pension Board: 2
Police Commission: 3
PONC: 4
Redistricting Commission: 1
Salary Commission: 2
Tax Board of Review: 2
Transportation Commission: 1
Veterans Advisory Commission: 3
Water Board: 2
Windward Planning Commission: 2
Final Status Report on Program Objectives for FY 2020-21 4
MANAGEMENT
ADMINISTRATION
Open Communication. Communicate with the public with a two-way system that
informs and is responsive to suggestions, requests, and complaints.
o Initiated research on alternative centralized one-stop call center for public
information and complaints.
o Researched upgrading the website to enable appointments and 2417
navigation with a chat bot.
o Began development on a county mobile application that will provide updates
to community via their mobile devices.
o Created a digital newsletter to be viewed internally and externally.
o Developed and produced a county podcast to inform the public on a myriad
of issues, including lava recovery.
o Established a talk-show, entitled "Our County," which informs members of
the public on resources and events available to them through digital media.
o Created county social media accounts to connect to the public in a common
and informal fashion.
o Established a complaint processor that takes complaints that come in
through the internet and sorts them to the appropriate county respondent
and tracks responses, etc.
• Sustainable Environment. Respect and sustain the natural and cultural heritage of this
County.
o The Kim administration:
■ At the request of the Governor, compiled a vision for a way forward to
resolve the Mauna Kea issue with dignity and respect.
o The Roth Administration:
■ 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.
■ Pledge to Trillion Trees Organization (lt.org) on behalf of County of
Hawaii to facilitate the planting of 1,000,000 trees from 2021-2030 in
Hawaii.
Final Status Report on Program Objectives for FY 2020-21 5
MANAGEMENT
S
OF GOVERNMENT
I. Examine and investigate the organizations and methods of operations of all County
departments, commissions, boards, offices and other instrumentalities of all branches
of the County government and determines and recommends changes, if any, by the
Charter-imposed deadline.
o No activity occurred this reporting period.
Final Status Report on Program Objectives for FY 2020-21 6
MISCELLANEOUS
MISCELLANEOUS
ANIMAL CONTROL
1. 90% of vicious dog calls will be responded to within two hours.
Of 30 calls received referencing vicious dogs, 30 calls were responded to within
o hours, or 100% of calls.
2. 90% of loose animal posing a public safety hazard calls will be responded to within
two hours.
Of 51 calls received referencing loose animals posing a safety hazard to the
public, 51 calls were responded to within two hours, or 100% of calls.
3. 90% of injured animal related calls will be responded to within two hours.
Of 152 calls received referencing injured animals, 152 calls were responded to
within two hours, or 100% of calls.
4. 90% of calls for animal control assistance by the police will be responded to within
three hours.
Of 88 calls for animal control assistance by the police, 88 calls were responded
to within three hours, or 100% of calls.
5. 90% of animal cruelty and neglect cases will be responded to in 24 hours and
resolved in 14 working days.
Of 41 calls received referencing animal cruelty and neglect, 41 calls were
responded to within 24 hours, or 100% of calls.
6. 90% of license, loose dog and any non-cruelty/neglect cases will be responded to in
48 hours and resolved in five working days.
Of 403 calls received of loose dogs and any non-cruelty cases, 398 calls were
responded to within 48 hours, or 98.8% of calls.
7. Eighty-four Sweeps of problem communities per year.
Conducted 80 sweeps in problem communities island wide, or 94%.
Six Month Progress Report on Program Objectives for FY 2021-22 1
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MISCELLANEOUS
ANIMAL L
1. 90% of vicious dog calls will be responded to within two hours.
Statistics not available, service not part of interim services agreement of new
contract provider.
2. 90%of loose animal posing a public safety hazard calls will be responded to within
two hours.
Of 34 calls received referencing loose animal posing aggressive behavior, 34
calls were responded to within two hours, or 100% of calls.
3. 90% of injured animal related calls will be responded to within two hours.
Of 49 calls received referencing an injured animal, 49 calls were responded to
within two hours, or 100% of calls.
4. 90%of calls for animal control assistance by the police will be responded to within
three hours.
Of 64 calls received referencing police requesting assistance, 58 were
responded to within three hours, or 91% of calls.
5. 90% of animal cruelty and neglect cases will be responded to in 24 hours and
resolved in 14 working days.
Statistics not available, service not part of interim services agreement of new
contract provider
6. 90% of license, loose dog and any non-cruelty/neglect cases will be responded to in
48 hours and resolved in five working days.
Of 537 calls created referencing licensing, loose dogs, and any non-cruelty/
neglect cases, 537 were responded to in 48 hours and 486 were resolved within
five working days, or 91%.
7. 84 Sweeps of problem communities per year.
Statistics not available, service not part of interim services agreement of new
contract provider.
The statistics provided are up to December 31, 2020. Final statistics were not provided by the
vendor upon the conclusions of the Animal Control agreement on June 30, 2021.
Final Status Report on Program Objectives for FY 2020-21 1
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Final Status Report on Program Objectives for FY 2020-21 2
I
E
P A K(So" I` �/ E/ ION
PARKS & RECREATION
mmm
CEMETERY
1. Conduct maintenance and repair activities.
Repairs and maintenance were done daily.
2. Assign and record all burials.
Location Number of Caskets Number of Urns
`Alae 25 20
Six Month Progress Report on Program Objectives for FY 2021-22 1
PARKS & RECREATION
VETERANS CEMETERIES - EASTAB _ ES_ HAWAPI
1. Continue to coordinate development of the East and West Hawaii Veterans
Cemeteries with the Veterans Advisory Committee and the Department of Defense.
Coordinated development between East and Nest awai`i Veterans Cemeteries,
Veterans Advisory Committee and the Department of Defense.
2. Continue maintenance of cemetery grounds.
Repairs and maintenance were done daily.
3. Assign and record all burials.
Location Number of Caskets Number of Urns
Vet Cemetery 1 4 3
Vet Cemetery 2 32 51
West Hawaii Vet Cemetery 1 25
Six Month Progress Report on Program Objectives for FY 2021-22 2
PARKS & RECREATION
RURAL CEMETERIES
1. Continue maintenance of cemetery grounds.
Repair and maintenance were done daily.
2. Assign and record all burials.
Location Number of Caskets Number of Urns
Hdwi 13 5
Honoka`a 0 0
Kainehe aka Kuka`iau 0 0
Kukuihaele 0 0
Na`alehu 13 0
Waimea 0 2
Six Month Progress Report on Program Objectives for FY 2021-22 3
PARKS & RECREATION
HAWAYI COUNTY BAND
1. Provide musical services for the island residents and visitors by working with
community organizations and providing 40 musical services annually (e.g. parades,
ceremonies, festivals, concerts and special events).
The Hawaii County band performed five services. Due to COVID restrictions
on outdoor gatherings, many of our performance services were cancelled or
postponed. Normal operations were resumed in mid-November, however some
events like holiday parades were still were not in operation.
2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational,
musically challenging, and historically significant.
The Hawaii County Band provided three monthly concerts. The September
and October concerts were cancelled due to COVID restrictions on outdoor
gatherings sizes.
3. Feature at least two young musicians as soloists at the April or May Mo`oheau
Bandstand Concert, which provides musically educating opportunities for the young
people of the County of Hawaii, annually.
Two musicians have been contacted about performing with the Hawaii County
Band later this fiscal year.
4. Introduce 20 new musical pieces per year to provide musical challenges to the band
members.
Ten new pieces were rehearsed and/or performed.
Six Month Progress Report on Program Objectives for FY 2021-22 4
PARKS & RECREATION
WEST HAWAII BAND
1. Provide musical services for island residents and visitors by working with community
organizations and providing 20—25 musical services annually (e.g. Parades,
ceremonies, festivals, concerts, and special events).
The West Hawaii band performed four services. Due to CO VID restrictions on
outdoor gatherings, many of our performance services were cancelled or
postponed. Normal operations were resumed in mid-November, however some
events like holiday parades were still were not in operation.
2. Provide six concerts that are entertaining, educational, musically challenging and
historically significant.
The West Hawaii Band provide two monthly concerts. The Band performed
concerts in November and December at the West Hawaii Civic Center and Hale
Halawai.
3. feature a young musician as soloist at the March or May monthly concert, to provide
music education opportunities for the young musicians of flawai`i County.
The Band is still in the process of finding a young qualified musician to perform
with the West Hawaii Band later this fiscal year.
4. Introduce 20 new pieces per year to provide musical challenges for the band.
Ten new pieces were rehearsed and/or performed.
Six Month Progress Report on Program Objectives for FY 2021-22 5
PARKS & RECREATION
ADMINISTRATION
1. Continue to distribute the P&R Service survey at all staffed facilities and activities/events
conducted by the department.
Survey results compiled quarterly and shared with employees. A total of 67 surveys
were received.
2. Continue to update information for Divisions and Sections on the County of Hawaii
website on a timely basis.
Our Departmental Data Processing Coordinator has continued to update the
department's website with quarterly guides and class schedules, special events
information, and departmental rules and regulations.
3. Continue implementation of the transition plan for accessibility to public facilities during
the fiscal year.
Modifications are in progress at various facilities for ADA accessibility and safety.
4. Continue implementation of the transition plan for playground safety and accessibility
during the fiscal year.
Modifications are in progress at various facilities for ADA accessibility and safety.
5. Maximize resources by encouraging the "Friends of the Park"program and identify a
minimum of five community service projects that focus on maintenance and/or
improvements to park facilities.
The Department executed two Friends of the Park agreements for various park
facilities.
6. Provide at least one technical job specific training for 50% of administrative staff.
At least ten job specific training was provided for 38% of administrative staff(8121
employees).
Six Month Progress Report on Program Objectives for FY 2021-22 6
PARKS & RECREATION
PARKS MAINTENANCE
I. Maintain completion range of approximately 1,800 work orders on an annual basis.
Work orders created 1,266 and work orders completed 927.
2. Undertake two park improvements projects per district, one of which involves a
community group.
Due to COVID-19 Park Maintenance had only a few community projects, and In-
house projects due to short staff because of COVID-19.
• South Milo—Crew A, B, C:
In-house: 2 Community Group Projects: 3
• Puna District:
In-house: 0 Community Group Projects: 0
• SIN Kona District:
In-house: 2 Community Group Projects: 0
• Ka`u District:
In-house: 0 Community Group Projects: 0
• North Kilo District:
In-house: 0 Community Group Projects: 0
• South Kohalatllamakua District:
In-house: 1 Community Group Projects: 0
• North Kohala District:
In-house: 0 Community Group Projects: 0
Total in-house: 5 Total Community Group Projects: 3
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.
Total number of complaints recorded 30.
Six Month Progress Report on Program Objectives for FY 2021-22 7
PARKS & RECREATION
PARKS MAINTENANCE
4. Provide communities with safe facilities and grounds.
• Conduct safety inspections of P&R facilities:
1. Every three months with responsible supervisor (nine crews),
Conducted safety inspections quarterly.
2. Every six months by the Park Superintendent.
Conducted safety inspection.
3. Playground and Skateboard Park inspections every month.
Conducted safety inspections.
5. Provide employees with a safe working environment.
• Participate with department safety committee and discuss and evaluate accident
reports.
Discussed with Safety Committee accidents that occurred and prevention of
further accidents.
• Correct any hazardous conditions or practices.
Any unsafe and damaged facilities discovered during inspections were
immediately addressed.
• Provide a minimum of one safety instructional session per crew each month.
Supervisors conducted monthly safety talks and,training classes for their crew.
• Review and upgrade Park Maintenance Safety and Health Programs.
Conducted a review of Park Maintenance Safety and Health Programs.
Six Month Progress Report on Program Objectives for FY 2021-22 8
PARKS & RECREATION
RECREATION
I. Provide introductory instruction in all recreational facilities in at least four of the
following athletic activities (basketball,baseball, volleyball, track and field, tennis,
flag football, badminton) for children and adults, one or more in each respective
season(i.e. Fall—basketball; Winter—baseball and track/field; Spring—volleyball;
Summer—tennis/physical fitness).
Introductory instruction for four athletic activities were completed at all
recreational facilities. Staff continues to provide activities as specified by our
guidelines for a diversified recreation program by modifying each activity
following our COVI -19 protocols.
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—
ValentineslSt. Patrick/Easter activities; Multi-media crafts etc.).
A minimum eight arts and craft activities were offered at all recreational
facilities. Staff continues to provide activities as specified by our guidelines for a
diversified recreation program by modifying each activity following our
COVID-19 protocols.
3. Maintain a safe facility, free of hazards for all activities,patrons and employees by
conducting daily safety inspections and remitting work orders as necessary to correct
unsafe conditions. A comprehensive safety inspection to be conducted on a semi-
annual basis.
Staff performed safety inspections daily at the sites they are assigned. A Safety
Inspection form is prepared and submitted for each facility under their
jurisdiction to the P&R Safety Committee January and June of each year.
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; Hamdkua District—Hdmakua Fun Day; etc.).
Due to COVID-19, the Recreation Division was unable to meet this task. We will
continue to monitor the situation and provide these events when is safe to do so.
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).
Six partnerships were developed.
Six Month Progress Report on Program Objectives for FY 2021-22 9
PARKS & RECREATION
RECREATION
6. Plan, organize and implement a-minimum of two island wide special events (i.e. keiki
triathlon, age group and exponent track meets, winter basketball tournament, etc.).
Due to C V1D-1 , the Recreation Division was unable to meet this task. We will
continue to monitor the situation and provide these events when is safe to do so.
Six Month Progress Report on Program Objectives for FY 2021-22 10
PARKS & RECREATION
SUMMER AND INTER-SESSION
_
1. Conduct a minimum of 20 Summer Fun programs island wide.
Twenty-two Summer Fun programs were offered island-wide.
2. Continue to conduct longer programs hours at majority of the sites.
All programs were scheduled for the hours of Sam through Spm. Exception
Papa`aloa Gym which partnered with Laupahoehoe Charter School Sam
through 12noon.
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.
Were able to provided meals for 13 sites.
4. Supplement the regular Summer Fun program with various enrichment-type programs
for those willing to pay the higher fee.
Three enrichment programs were offered: Pu`u`eo Teen Scene Program,
Richardson's Ike Kai Program and Summer Explorations Program at Hilo
Armory.
5. Develop and implement a teen-scene program at the Pu`u`eo Community Center in
East Idawai`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.
A Pu`u`eo Teen Scene Program was held.
b. Develop a minimum of two Winter Intersession programs island wide.
Three Winter Intersession Programs were offered.
7. Integrate children with disabilities into the summer and inter-session programs
wherever possible through the assistance of the Recreation Specialist II.
The Recreation Division has always integrated children with disabilities into our
programs and will continue to do so.
Six Month Progress Report on Program Objectives for FY 2021-22 11
PARKS & RECREATION
4
OLULU PARK COMPLEX
1. Provide clean, safe and well-maintained facilities:
a. Close each facility once per year for general clean up and minor repairs.
Afook-Chinen Civic Auditorium was closed from October 3-10, 2021.
Francis Wong Stadium was closed from November 2020 through September
2021 for an ADA renovation project.
b. Pressure-wash each facility semi-annually.
Facility pressure washed twice during this period.
c. Check for any potential safety hazards daily.
Day and night supervisors recorded any repair items or safety hazards on a
daily checklist form. Minor repairs were handled in-house. As needed,work
orders were generated and referred to the Parks Maintenance Division for
action.
d. Clean and sanitize facilities before and after events.
Facilities were cleaned and sanitized before and after each activity/event.
e. Work with Safety Committee to have courtesy safety inspection annually.
Quarterly consultations were held with the Safety Committee to insure
facilities were in compliance.
2. Provide a well-manicured playing surface at all ballfields (Wong Stadium and Walter
Victor Baseball Complex):
a. Mow lawn weekly, weather permitting.
Lawns were mowed weekly.
b. Close each ballfield at least one week annually for field renovations.
Walter Victor was closed for the month of September 2021.
Francis Wong Stadium was closed in November.
Six Month Progress Report on Program Objectives for FY 2021-22 12
PARKS & RECREATION
HO'OLULU PARK COMPLEX
c. Fertilize ballfields annually.
Francis Wong Stadium was fertilized on November 9,2021.
Walter Victor Complex fields was fertilized on September 8,2021.
3. Provide training for staff.
a. Conduct safety talks on different topics every month.
Safety talks on updated COVID disinfection and current safety protocols
were held monthly.
b. Retrain employees on equipment use semi-annually.
Due to COVID this has not be accomplished.
c. Have supervisors conduct equipment maintenance training and have equipment
maintained weekly.
Training on maintenance of equipment done per requirements. Equipment
checked and maintained weekly.
d. Provide refresher course on Material Safety Data Sheet annually.
Due to COVID this has not be accomplished.
4. Enforce rules and educate sponsors:
a. Comply with Federal ADA, State OSHA, County, Department and Complex rules
and regulations.
Applicable governmental regulations were discussed with sponsors.
Supervisors were trained to enforce all rules.
b. Revise rules annually.
A review of the rules has not been completed.
c. Distribute rules with all applications.
Rule sheets were distributed to all sponsors.
Six Month Progress Report on Program Objectives for FY 2421-22 13
PARKS & RECREATION
HO'OLULU PARK COMPLEX
5. Work with Hilo Jaycees, Intake Service, schools and community groups for
improvements to the Ho`olulu Complex:
a. Complete one major improvement project.
UHH Athletics resoded, airated and leveled Francis Wong Stadium.
b. Do beautification/landscaping project for each facility annually.
Due to COVID this has not been accomplished.
6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an
estimated 2,400 activities annually.
Ho`olulu Complex accommodated 2,429 activities.
'3
Six Month Progress Report on Program Objectives for FY 2021-22 14
PARKS & RECREATION
AQUATICS
1. Provide services at our nine pool facilities with at least two lifeguards on duty daily at
Kona Community Aquatics Center (KCAC), Pdhoa 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.
Currently, due to COVID protocols there are always a minimum of two
personnel on duty, so we can register all swimmers and mitigate the flow of
patrons in and out of the facilities. These tasks are in addition to the
lifeguarding and public safety duties.
2. Maintain safe and clean facilities, free of hazards for all activities,patrons and
employees by maintaining acceptable pool chemical levels, conducting daily safety
inspections and remitting work orders as necessary to correct unsafe conditions. A
comprehensive safety inspection to be conducted on a semi-annual basis.
At our 50 meter pools such as Kawamoto, Pahoa, and KCAL, our Senior
Lifeguards work with our pool custodians in providing maintenance of the
facility. At our rural pools, Honoka'a,Laupahoehoe,Kohala, Pahala, and
Konawaeana, each Senior Lifeguard is solely responsible for the daily
maintenance of the facility.
Senior Lifeguards are responsible in maintaining acceptable levels of pool
chemicals. This can be difficult to maintain, given the various factors at play,
including sunlight, bather load, rain, and wind. Senior Lifeguards are
responsible for patron surveillance, overall safety of the public, and chemical
levels in the pool, on a consistent basis.
Staff on-site conduct daily safety inspections and maintenance work orders are
sent to the Parks Maintenance Division. The Recreation Administrator reviews
semi-annual safety inspections reports before they are sent to Human Resources
Safety Division.
3. Offer recreational and lap swimming for approximately 850,000 patrons. Offer four
sessions of Learn to Swim in the summer at all pools and other water related courses
to approximately 3,000 patrons.
NAS and Honoka`a Pools remain closed, pending completion of repairs. Seven
of the nine pools are open currently to the public.
Six Month Progress Report on Program Objectives for FY 2021-22 15
PARKS & RECREATION
AQUATICS
All pools are open for 45-minute swim sessions, five days a week.. We were able
to offers all Parent and Child swim lessons and bring back recreational swim.
Due to limits on gathering,we expect totals to be less than historical stats.
Attendance total for sixmonths: 75,070
Lap Swim: 25,396
Rec Swim: 3,644
In Class: 1,877
Age Group: 11,814
Master's: 2,900
BIIF: 186
PE: 420
Govt: 2,884
In Area: 25,949
4. Develop and distribute a quarterly brochure of County of 14awai`i pool facilities
highlighting recreational and adult lap swimming hours as well as water aerobics,
swim lessons, special events, activities and programs.
Each Senior Lifeguard is required to develop a program guide, each quarter, for
their facility, and the Aquatics Specialist publishes it as a quarterly program
guide. We have resumed publishing a program guide, after being closed due to
the pandemic.
Six Month Progress Report on Program Objectives for FY 2021-22 16
PARKS & RECREATION
AQUATICS
5. Conduct nine American Red Cross LifeguardinglFirst Aid/CPR/AED Classes at each
of our nine pool facilities during the fiscal year.
Course offered Last day of Instructor
class
LGIT review 08.01.2021 Janie Wadahara
LG Instructor review 08.01.2021 Janie Wadahara
Lifeguarding Review 08.01.2021 Janie Wadahara
LG Instructor Review 08.02.2021 Alejandra Flores-Morikami
Lifeguarding Review 08.04.2021 Shae Kakos
Lifeguarding Review 08.06.2021 Alejandra Flores-Morikami
Lifeguarding Review 08.09.2021 Derek Simmons & Shae Kakos
Lifeguarding Review 08.17.2021 Shae Kakos
Lifeguarding Review 08.18.2021 Derek Simmons & Shae Kakos
Lifeguarding Review 08.31.2021 Derek Simmons & Shae Kakos
Lifeguarding Review 11.01.2021 Camille Benitez& Kayla Nishimura
Lifeguarding Course 11.12.2021 Shae Kakos
Lifeguarding Review 11.17.2021 Alejandra Flores-Morikami
LG Instructor Course 11.26.2021 Alejandra Flores-Morikami
Lifeguarding Course 12.09.2021 Kalani Kahalioumi
Lifeguarding Course 12.16.2021 Spencer Coakley & Lisa Nahuma
Water Safety Instructor 12.29.2021 Alejandra Flores-Morikami
6. Plan,promote and coordinate five Novice Swim Meets serving approximately 350
participants during the August through October season.
The Novice Swim Season for 2021 was,unfortunately, postponed due to the
COVID pandemic. It has been scheduled to begin February 28th, 2022.
7. Sponsor one open water swim competition.
The 2021 Richardson was held on August 8,2021,with 129 registered
participants. Due to COVID,we did not allow day-of registration and
implemented a series of`waves' to keep the groups smaller. All participants
were pre-screened upon arrival and no results/awards were announced the day-
of, in an effort to keep our community safe.
Six Month Progress Report on Program Objectives for FY 2021-22 17
PARKS & RECREATION
AQUATICS
8. Promote workplace safety for all staff by providing personal protective equipment
and safety training such as the blood borne pathogen training, on an ongoing basis.
Full-face respirators, rubber gloves, aprons, suits, and boots were provided for
pool lifeguards and pool custodians. Hazardous material training conducted to
promote safe work practices. Staff goes through Bloodborne Pathogens training
and respirator Bt tests, annually. Lifeguards provided with latex-free gloves,
pocket masks, and other protective equipment necessary when performing first
aid.
9. Conduct American Red Cross blood Borne pathogens training on an annual basis in
January or February for the entire division.
Bloodborne Pathogens training to be conducted on January 14, 2022 for all
Senior Lifeguard. All Aquatic Section personnel are to be trained by end of
January 2022.
10. Develop at least two partnerships with aquatics clubs to encourage competitive
aquatic sports throughout the island.
Partnerships with USA Swim and Dive, BIIF,Easter Seals, Boys & Girls Club,
and Hawaii Fire Dept. There are currently six USA swim teams and USA Dive
teams who utilize our pools year-round.
11. Reduce utility costs at all facilities by implementing green technologies and proactive
practices.
A Variable Frequency Drive (VFD) helps to save energy costs. VFD are installed
at all pools except NAS, Mala, Kohala and Honoka`a. Hope to have VFDs at
NAS and Pahala after renovations.
12. Reduce chemical costs at all facilities by prudent work practices, education and
technologies.
The Section is actively working to reduce chemical costs at all facilities; as long
as there is water in the pool, chemicals are necessary to maintain a balanced
water chemistry at all times.
Six Month Progress Report on Program Objectives for FY 2021-22 18
PARKS & RECREATION
CULTURE
1. Provide 98 workshops and classroom instructions in various disciplines,music,
dance, drama, arts, crafts, and natural sciences at established sites Countywide.
Conducted nine classes, or accomplished 9% of total goal. Classes resumed on
November 15.
2. Develop and enhance at least one core/major CulturallCommumt:y event per quarter
to preserve ethnic traditions and heritage, encourage craftsmanship and cottage
industry.
Conducted 4th of July Blast, Queen Lili`uokalani Birthday Blessing, King David
Kala aua Birthday Blessing, Aupuni Wreath Exhibit & Decorations,Magic of
the Season Festival of Trees, Christmas Tree Contest, assisted with "Tis the
Season"walk thru parade and monthly seasonal exhibits at the County Building
atrium.
Conducted scaled back events and programs, revised and revamped with social
distancing, masks and sanitation protocols in place.
Accomplished 25% of total goal.
I Market programs by securing community involvement and financial support through
six partnerships/sponsorships.
Programs and projects marketed through partnerships and collaborations with
Destination Hilo, Hawaii Pyrotechnics, State of HI—Dept. of Transportation,
State of HI—DLNRIDOCARE, Na Leo TV, Friends of Lili`uokalani Gardens,
Hawaiian Royal Order Societies, Lili`uokalani Trust, and Friends of Kalakaua
Park.
4. Advertise and promote the Cultural &Education programs and activities through our
quarterly "Arts Visions"newsletter and media such as radio, television, periodicals
and newspapers.
Advertised and promoted events and programs through our quarterly program
guide,Hawaii County website,Hawaii Tribune-Herald,West Hawaii Today,
Big Island Visitor's Bureau, Honolulu Star Advertiser,KITV, Hawaii News
Now, Hawaiian Airlines,Japanese Chamber of Commerce & Industry of
Hawaii, and Nd Leo TV.
Six Month Progress Report on Program Objectives for FY 2021-22 19
PARKS & RECREATION
ELDERLY CTI
EAD Administration
1. The division will provide and/or facilitate a wide array of services and opportunities
and evaluate the quality of services provided by coordinating a service delivery
system that addresses the needs and interests of older adults. This will be
accomplished by providing comprehensive and coordinated services that is
represented by the division's five major programs. These programs provide services
for over 10,800 seniors annually. An evaluation is conducted on each program
annually to ensure goals are met.
Provided services to 7,799 seniors and conducted no evaluations.
2. The division will pursue help from persons and groups to improve and maintain P&R
facilities and enhance programs, services, and activities. This will be maintained by
the EAD Advisory Council which is made up of representatives from the 25 senior
citizen clubs, 15 nutrition sites and the RSVP Advisory Council that will conduct at
least one general meeting in January and two meeting for east and west districts in
July of each fiscal year servicing 40 presidents/chairpersons island wide.
Meetings were suspended due to COVID-19 pandemic restriction.
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.
One safety meeting held. Fifty-three employees received safety training. No on-
site evaluations were conducted.
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.
Due to the COVID-19 pandemic,the 2021 Kupuna Hula Festival cancelled.
ERS has produced class videos for Na Leo,KFVE and websites for seniors to
engage in from their homes.
Six Month Progress Report on Program Objectives for FY 2021-22 20
PARKS & RECREATION
ELDERLY ACTIVITIES
Maintain the division's Kupuna News magazine by providing information on all
EAD program activities and printing at least 3,000 copies for distribution to over
200 organizations four times annually.
Due to the C V D-19 pandemic, senior programs, senior publications and
EAD programs/activities were suspended.
EAD Recreation
1. Provide and promote active and passive recreational, cultural and leisure
opportunities to 2,500 unduplicated individuals 55 years and older island wide.
Provided and promoted active and passive recreational, cultural and leisure
opportunities to 1,051 older adults 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.
Provided and promoted active and passive recreational, cultural and leisure
opportunities for 66 senior club members.
3. Serve 3,000 older adults in recreational, educational, health-related and cultural
classes island wide.
Served 1,512 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 Hilo,North and South Kona,North and South Kohala,
and Hamakua.
No activities district wide were provided.
EAD Special Program
1. Provide at least seven countywide, state, national and international events for 2,600
older adults.
Provided two county-wide, state, national and international events for 1,320
older adults.
Six Month Progress Report on Program Objectives for FY 2021-22 21
PARKS & RECREATION
ELDERLY ACTIVITIES
2. Serve a total of 1,350 older adults in at least four county-wide special events and
serve 800 older adults in one statewide event.
Provided one county-wide special event for 1.,100 older adults and one statewide
event for 220 older adults.
3. Provide one cultural event for 300 older individuals on a county, state, and
international level that will attract a total of 1,200 attendees.
No cultural events on a county, state and international level were provided.
Six Month Progress Report on Program Objectives for FY 2021-22 22
PARKS & RECREATION
COMPLEX
PANA'EWA RECREATIONAL
I. Focus on a natural rainforest theme by acquiring a minimum of one new rainforest
animal annually.
The Pana`ewa Zoo acquired seven rainforest animals. Five animals were
acquired through the Department of Agriculture: Leopard gecko, Spotted
Turtle, Green Iguana, Diamondback Terrapin and Bearded Dragon. Donated
were two hybrid pheasants.
2. Successfully breed at least one animal species for exhibit or to trade with other
facilities.
We have not had any offspring during the first six months of this fiscal year.
3. Work with Friends of the Zoo (FOZ)to host at least two events to promote the zoo
and increase the number of visitors.
Due to the COVID pandemic, there have been no public events.
4. Work with community groups to help facilitate four major volunteer projects to
maintain and improve the Zoo and/or Equestrian Center.
The Hawaiian Garden Club held a workday on December 31, 2021.
5. Increase community education and interest, and reinstitute a docent training program
by utilizing FOZ volunteers.
Due to COVID pandemic, the docent training program is on hold.
6. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian
Center:
a. Host two rodeo events annually.
All events were cancelled due to the pandemic.
b. Host two dressage events annually.
• American Cowboy Team Roping Assoc Eventing Fun Day- 7/17121
Six Month Progress Report on Program Objectives for FY 2021-22 23
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PARKS & RECREATION
'ALAE CEMETERY
1. Conduct maintenance and repair activities.
Repairs and maintenance were done daily.
2. Assign and record all burials.
Location Number of Caskets Number of Urns
`Alae 24 23
Final Status Report on Program Objectives for FY 2020-21
PARKS & RECREATION
VETERANS CEMETERIES. - EAST AND WEST
1. Continue to coordinate development of the East and West Hawaii Veterans
Cemeteries with the Veterans Advisory Committee and the Department of Defense.
Coordinated development between .Cast and West awai`i Veterans Cemeteries,
Veterans' advisory Committee and the Department of Defense.
2. Continue maintenance of cemetery grounds.
Repairs and maintenance were done daily.
3. Assign and record all burials.
Location Number of Caskets Number of Urns
Vet Cemetery 1 2 4
Vet Cemetery 2 48 109
West Hawaii Vet Cemetery 15 39
Final Status Report on Program Objectives for FY 2020-21 2
PARKS & RECREATION
RURAL CEMETERIES
1. Continue maintenance of cemetery grounds.
Repair and maintenance were done daily.
2. Assign and record all burials.
Location Number of Caskets Number of Urns
Hdwi 15 4
Honoka`a 0 1
Kainehe (aka Kuka`iau) 0 1
Kukuihaele 2 0
Na`alehu 15 0
Waimea 1 0
Final Status Report on Program Objectives for FY 2020-21 3
PARKS &- RECREATION
HAWAVI COUNTY BAND
1. Provide musical services for the island residents and visitors by working with
community organizations and providing 40 musical services annually (e.g. parades,
ceremonies, festivals, concerts, and special events).
Provided eight performance services. Due to COVID-19 restrictions, the
number of concerts, parades or other services were limited.
2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational,
musically challenging, and historically significant.
Provided six monthly o`oheau Park®pen Rehearsal Services that started in
January 2021. All events were well attended and received.
To ensure that the band plays a variety of quality music, pieces were chosen
from selected national lists such as the National Band Association, Music
Educators National Conference, The Instrumentalist, and the College Band
Directors National Association. Each monthly concert tries to incorporate a
featured solo or popular selection.
3. Feature at least two young musicians as soloists at the April or May Mo`oheau
Bandstand Concert, which provides musically educating opportunities for the young
people of the County of I4awai`i, annually.
Dalilah Martin from Kea`au high School performed Leroy Anderson's A
Trumpeters Lullaby during the May concert. Dalilah has been volunteering
with the Hawaii County Band since January 2021.
Logan Tsuji performed during the April concert. Logan is a former volunteer
with the Hawaii County Band. He is now completing his masters in trumpet
performance in Chicago. He is also the son of two long-time band members,
Reid and Jenifer Tsuji.
4. Introduce 20 new musical pieces per year to provide musical challenges to the band
members.
Ten new musical selections were introduced to the band.
Final Status Report on Program Objectives for FY 2020-21 4
PARKS & RECREATION
WEST HAWAII BAND
I. 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).
The West Hawaii Band was approved to begin "Open Rehearsal]Events" as of
February 2021 but for various reasons was not able to perform these services
until June of 2021. This was the only Open Rehearsal service for this fiscal year.
2. Provide six concerts that are entertaining, educational, musically challenging and
historically significant.
The West Hawaii Band accomplished one "Open Rehearsal Service" this fiscal
year. Due to Coronavirus restrictions, all concerts,parades, and performances
were either postponed or cancelled.
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.
No musicians were featured this fiscal year.
4. Introduce 20 new pieces per year to provide musical challenges for the band.
Ten new pieces were introduced to the band to add to its current repertoire.
Final Status Report on Program Objectives for FY 2020-21 5
PARKS & RECREATION
ADMINISTRATION
1. Continue to distribute the P&R Service survey at all staffed facilities and activities/events
conducted by the department.
Survey results compiled quarterly and shared with employees. A total of 88 surveys
were received.
2. Continue to update information for Divisions and Sections on the County of Hawaii
website on a timely basis.
Our Departmental Data Processing Coordinator has continued to update the
department's website with quarterly program guides and class schedules, special
events information, and departmental rules and regulations. Timely news releases,
campground information and event registration forms were posted for the benefit of
park patrons.
3. Continue implementation of the transition plan for accessibility to public facilities during
the fiscal year.
Modifications began at various facilities for ADA accessibility and safety.
4. Continue implementation of the transition plan for playground safety and accessibility
during the fiscal year.
Modifications began various facilities for ADA accessibility and safety.
5. Maximize resources by encouraging the "Friends of the Park"program and identify a
minimum of five community service projects that focus on maintenance and/or
improvements to park facilities.
The Department executed five Friends of the Park agreements for various parks
and facilities.
6. Provide at least one technical job specific training for 50% of administrative staff.
At least one job specific training was provided for 52.3% of administrative staff
(11./21 employees).
Final Status Report on Program Objectives for FY 2020-21 6
PARKS & RECREATION
PARKS MAINTENANCE
I. Maintain completion range of approximately 1,800 work orders on an annual basis.
Work orders created from July 1, 2020—June 30, 2021 =2,197
Work orders completed from July 1, 2020—June 30, 2021 = 1,824
2. Undertake two park improvements projects per district, one of which involves a
community group.
Due to COV -19 Park Maintenance did not have any community projects.
• South Hilo—Crew A, B, C:
In-house: 3 Community Group Projects: 0
• Puna District:
In-house: 2 Community Group Projects: 0
• SlN Kona District:
In-house: 2 Community Group Projects: 0
• Ka`u District:
In-house: 1 Community Group Projects: 0
• North Hilo District:
In-house: 1 Community Group Projects: 0
• South KohalalHamakua District:
In-house: 2 Community Group Projects: 0
• North Kohala District:
In-house: 1 Community Group Projects: 0
Total in-house: 12 Total Community Group Projects: 0
3. Monitor complaints filed for strategic planning purposes for maintenance and services
improvements.
• Record complaints by: type, number, district, etc., and implement necessary
maintenance procedures, standards,training, and discipline for corrections.
There was one major complaint and 20 minor complaints.
Final Status Report on Program Objectives for FY 2020-21 7
PARKS & RECREATION
PARKS MAINTENANCE
• Make annual inspections of facilities with responsible supervisor (nine districts).
Analyze and discuss methods of improvements.
Annual inspections of facilities conducted.
4. Provide communities with safe facilities and grounds.
• Conduct safety inspections of P&R facilities:
1. Weekly by district supervisors (52 per supervisor=468 total inspections/year);
Inspections conducted every three months with the responsible supervisor.
Playground and Skatepark inspections conducted every month.
2. Monthly by the Park Superintendent.
Inspections conducted every six months by the Park Superintendent.
5. Provide employees with a safe working environment.
• Participate with department safety committee and discuss and evaluate accident
reports.
Discussed with Safety Committee accidents that occurred and prevention of
further accidents. Due to the COVID-19 pandemic we did not have any safety
meetings.
• Correct any hazardous conditions or practices.
Any unsafe and/or damaged facilities discovered during inspections were
immediately addressed.
• Provide a minimum of one safety instructional session per crew each month.
Supervisors conducted monthly safety talks and training classes for their crew.
• Review and upgrade Park Maintenance Safety and Health Programs.
Conducted a review of Park Maintenance Safety and Health Programs.
Final Status Report on Program Objectives for FY 2020-21 8
RECREATION
1. Provide introductory instruction in all recreational facilities in at least four of the
following athletic activities (basketball,baseball, volleyball, track and field, tennis,
flag football, badminton) for children and adults, one or more in each respective
season(i.e. Fall—basketball; Winter—baseball and track/field; Spring—volleyball;
summer—tennis/physical fitness).
Due to COVID-19 rules and restrictions, staff was limited to the types of
activities and programs that were offered and the amount of participants per
activity. All athletic activities were held outdoors following the Mayor's Rules
and CDC Guidelines with approval from the Recreation Administrator in
consultation with the Director of Parks & Recreation.
Hilo District: Baseball Fundamentals; Strength & Agility; Volleyball Setting
Clinic; Volleyball Spiking Clinic; Fishing Skills; Hiking; 30 Minute Station;
Walk Healthy; Basketball Shooting 101; Advanced Basketball Skills;
Conditioning for Sport; Plyometrics; Rock Steady Boxing; Baseball Specific
Training; Baseball Glove Work; Fundamental Hitting; Track& Field;
Intermediate Outdoor Basketball; Basic Basketball; Ladder Drills; Speed for
Sports; Jump Rope; Beginning Stretching; Fundamentals of Baseball
Movements; Fundamentals of Pitching; Golf 101:Putting;
Hamakua District: Beginner T-Ball; Ultimate Frisbee; Kalopa Hiking Trail; Get
Healthy Get Fit; Crack Bat Hit Outdoor Game; Boys & Girls Triathlon; Beach
Ball Volleyball; Frisbee Hoop Race; Scramble Soccer; Kickball; Wellness
Fitness Walk; Weightlifting; Akaka Falls Hike; Basketball Fundamentals Clinic;
Three Cone Kickball; Basic Frisbee Golf; Agility Workout; Age Group Track&
Field; Pickle ball; Speed & Agility; Plyometric; Tennis; Softball Golf; Track&
Field; Putter Grass Course Golf; Frisbee Challenge; Outdoor Soft Baseball;
Strength Exercises; Honoka`a Town Walk; Agility Workouts for Adults;
Beginner Tennis; Horseshoe Toss; Outdoor Dodgeball;
Puna/Ka`u District: T-Ball; Pitch ball; Relay Races; Adult Movement; Pickle
ball; Sports Conditioning; Instructional Free play Basketball; Intro to Baseball
Fundamentals; Walk/Jog Fitness Program; EZ Walking; Walking for Better
Health; Senior Walking; Keiki Stretching; Keiki Bowling Game; Keiki Fitness
Walking; Walk for Life; Friday Morning Warm-up; X-Bax Just Dance; Chair
Aerobics; Stretching& Light Aerobics; Beginner Baseball Fundamentals;
Advance Baseball Fundamentals; Basic Soccer Skills; Intra to Ultimate Frisbee;
Keep on Walking; Instructional Tennis; Track& Field;
Final Status Report on Program Objectives for FY 2020-21 9
PARKS & RECREATION
RECREATION
North/South Kohala District: Instructional Golf; Instructional Fishing; Frisbee
Golf; Instructional Basketball; Pickle ball; Bocce Ball; Basic Fitness; 100 Mile
Club; Plyometric Training; Cross Country Winter Class; Long Distance Run
Technique Class; Track& Field; Golf Fundamentals; Instructional Tennis;
Intro to Pickle ball; igh-Intensity Interval Training; Sunrise Heart Walk;
Frisbee Golf;
North/South Kona: Cycling Mui; Go Take a hike; Beginners Basketball Clinic;
Beginners Volleyball Clinic; Disc Golf Beginners; Speed & Agility; 100 Mile
Walk/Jog Program; Basketball Individual Skills/Development/Shooting; Table
Tennis; Individual Skill Development/Shooting; Table Tennis; Basic Physical
Fitness; Track& Field; Ground Hog Gallop 5K/1mile; Instructional Juggling
Clinic;
2. Provide at least eight arts and craft activities for children and adults in all recreational
facilities (i.e. Fall—Halloween/Thanksgiving/Christmas craft activities; Winter—
Valentines/St. Patrick/Easter activities; Multi-media crafts etc.).
Hilo District: Thanksgiving Day Crafts; Christmas Tree Craft; Rex Lace Craft;
Christmas Craft; Kids' Sewing; Monster Rocks; Thanksgiving Craft Fall
Wreath; Xmas Ornament Making; Ice Cake With Uncle Shaka; 3D Paper
Snowflake; Custom Photo Coasters; Caramel Dipped Apple Bites; Thanksgiving
Hand Turkey Craft; Hot Chocolate Reindeers; hand Building Ceramics; After
School Crafts; Wreath Making; Pom Pam Pencils; Marshmallow Shooters;
Reindeer Card Holder; Christmas Card Craft; Bubble Wands; Super Ice Cream
Bowls; Calendar Crafts; Valentine's Day Craft; Girls Day Craft; Wind Chimes;
Sunflower Drawing; Lauhala Weaving; Spring Craft; Ti Leaf Making; Bunny
Wash Cloths; Five Thing I Love About Mom; Mirror Etching; Boys Day Craft;
Newspaper Bunny; Paper Plate Garden; Cotton Ball Rainbow; Easter Crafting;
Hawaiian Angel; Mom's Day Bouquet;
Hamakua District: Shaving Cream Notecard; Thanksgiving Card; Christmas
Tree Ornaments; Thanksgiving Stencil Art; Christmas Rainbow Scratch Art;
Keiki Mix Craft; Paper Bag Fall Trees; Fall Leaf Sun Catcher; Turkey Cones;
Q-Tip Snowflake; Craft Stick Snowman Bookmark; Reindeer Craft Stick Wall
Decor; Ohana Gifts; Stamped Art; Yarn Lei; Bead Bracelets/Gift Bag Making;
Luggage Tags; Fall Fingerprint Tree; Paper Plate Santa; Snow Bali That Don't
Melt; Valentines Sweet Tarts Wreath; Tie Dye Sharpie Bookmarker; Origami
Tsunami Crafts; Somewhere Over the Rainbow; Egg Carton Turtle Making;
Final Status Report on Program Objectives for FY 2020-21 10
PARKS & RECREATION
RECREATION
Rock Painting Craft; Paper Plate Rainbow Fish Making; Copper Frame
Etching; Paper Bag Monster Puppet Making; Clothespin Dragonflies Making;
Be My Valentine Card; Easter Basket Making; Press Leaves Art; Valentine
PuzzleHeart; Personal Door Hangers; Keiki Choice Craft; Bow Tie Pasta
Butterflies; Popsicle Stick Boomerangs; Build A Garden; Lei Making Series;
Gratitude Wreath; Cinco De Mayo Pinata; Pop Bottle Firefly; Jellyfish Salt
Painting Activity; Memorial Day Lei Making; Ice Cake Gummy Bear Freeze;
Custom Photo Magnets; Caramel Dipped Bites; Easter Bags; Merrie Monarch
Picture Frames; Mother's Day Notecard; PictureMagnet; Yarn Eggs; Rain
Cloud Mobile; Galaxy Bottle/Jars; Hot Air Balloon 6cor; Ribbon Lei;
PunalKa`u District: Foam Art; Xmas Poster; Nature Wreath; Pom Po
Wreath; Pilgrim Hat Place Cards; Turkey Placeats; Fall Bookmarks;
Snowman Crafts; Ornament Crafts; Handprint Christmas Trees; Thanksgiving
Card Making; Holiday Christmas Cards; New Year's Craft; Intermediate
Ukulele; Beginning Ukulele; Adult Hula; Keiki Hula; Capoeira; Thanksgiving
Turkey; Holiday Craft; Super Duper Coloring; "Welcome Fall" Craft Stick
Sign; Mason Jar Scarecrow; Edible Cornucopia Craft; "Happy Holiday" Craft
Sick Sign; Pinecone Tree Craft; Mini Gingerbread House; Dr. Martin Luther
King Jr. Craft; Valentine's Day Card Making; President's Day Craft; Girl's
Day Craft; Prince Jonah Kuhio Craft; Valentine's Day Heart Craft; Spring
Flower Craft; Easter Bunny Craft; Learn To Draw Sea life; St. Patrick's Day
Craft; Tear Art; Hinamatsuri Peach Blossom Craft; Mardi Gars Snacks;
Valentine Slime; Chinese New Year Lantern; Rainbow Dream Catcher-Peace;
Group Art Project; 2021 New Year's Calendar Making; St. Patrick's Day
Leprechaun Coloring; Hat Making for Lincoln; Shamrock Photo Craft; Spring
Flower Collage; Spring Wreath; Girl's Day Headband; Father' Day Card; Boys
Day Craft; Mother Day Card; Memorial Day Lei; Modge Podge; Cookie
Baking; Beady Melts; Earth Day Craft; Cinco De Mayo Taco Day; Tissue Paper
Rainbows; Dragonfly Craft; Super Duper Coloring; Introduction to Arts &
Crafts "All About Me"; Butterfly Folding Craft; Easter Egg Bag Craft; Ti-Leaf
Lei Making; Easter Egg Paintings; Flag Day Craft;
North/South Kohala District: Thanksgiving Baking; Christmas Ornaments &
Baking; Instructional Ukulele; Ceramics; Tie-Dye T-Shirts; Fish Prints;
Disguise A Turkey; Lava Lamp; Learn to Roll- Sushi Making; Exploring Pizza
Making; Pumpkin Pie; X-mas Cookie Baking & Decorations; New Year's
Resolution Board; Valentines Sugar Cookie Decoration; Spring Break Foam
Visor Decoration; Bringing in Spring; Popsicle Picture Frames; Bee My
Final Status Report on Program Objectives for FY 2020-21 11
PARKS & RECREATION
RECREATION
Valentine'zzz; Lucky Charm Necklace; OrigamiDinosaurs; Outdoor Aerial
Arts; Valentine's Day Cards; Girl's Day Key Chains; St. Patrick's Day Baking;
Mother's Day CardDecoration; Beach Umbrella Build andDecoration;
Tessellations; PoiBalls; Mother's Day Flower Arrangements;
North/South Kona District: Candy Cane Mice; Thanksgiving Puppets; Holiday
E oji's; Winter Wonderland with Felt and Sand Art; Coloring with Pencil;
Leather Crafting; Christmas Cards; Bead Creations; Valentine's Day Cards;
Lucky Charm Bracelets; Flower Arrangements; Sand Art; Coloring With
Pencil; Butterfly Mask; Rainbow Sidewalks; Water Color Painting; Block
Painting; Instructional Sewing Bean-Bag; Bubble Art; Scratch Paper Art;
Mother's Day Craft;
3. Maintain a safe facility, free of hazards for all activities, patrons and employees by
conducting daily safety inspections and remitting work orders as necessary to correct
unsafe conditions. A comprehensive safety inspection to be conducted on a semi-
annual basis.
Staff performed daily inspections of facilities and grounds and noted any
discrepancies on daily logs with work orders to follow.
Staff completed a Semi-Annual Checklist for Safety for all facilities and grounds
under their jurisdiction.
4. Plan, organize and implement a minimum of two district-wide events in each
respective district that is responsive to the respective community's needs and interests
(i.e. Hilo District; Hdmakua District—Hamakua Fun Day; etc.).
Our recreation staff assisted with other types of island wide projects that stayed
within COVID-19 restrictions.
• Assisted Hawaii Island Food Basket in their food drops.
• Assisted other groups to provide workers when called upon to assist in their
generosity in providing needs in their respective communities.
• Assisted the State Department of Health with the Wrap-Around Services that
delivered goods to families in quarantine due to COVID-19.
• Assisted Vibrant Hawaii with the Resilience Learning Hub held in April and
May 2021 at the following sites: Waiakea Uka Gym,Kawananakoa Gym,
Papa`ikou Gym, Waimea Regional Park;
• Held the Pilikulaiwi Spring 2021 in Collaboration with North/South Kohala
and Hilo District staff.
Final Status Report on Program Objectives for FY 2020-21 12
PARKS & RECREATION
RECREATION
5. Develop a minimum of six partnerships with other recreation providers as well as
community organizations to maximize service and activities to the public (i.e.
summer camping program in partnership with the YMCA).
Hilo District: Hawaii Island Food Basket; Vibrant Hawaii; Kama`dina Kids;
Civil Defense; State of awai`i Health Dept. Elderly Activity Division;
Hdmdkua District: Hawaii Island Food Basket; Vibrant Hawaii; Civil Defense;
State of awai`i Health Dept. Elderly Activity Division;
Puna/Ka`u District: Hawaii Island Food Basket; Vibrant Hawaii; Civil
Defense; State of Hawaii Health Dept. Elderly Activity Division;
North/South Kohala District: Hawaii Island Food Basket; Vibrant Hawaii;
Kama`dina Kids; Civil Defense; State of Hawaii Health Dept.; Elderly Activity
Division;
North/South Kona District: Hawaii Island Food Basket; Vibrant Hawaii; Civil
Defense; State of Hawaii Health Dept. Elderly Activity Division;
6. Plan, organize and implement a minimum of two island wide special events (i.e. keiki
triathlon, age group and exponent track meets, winter basketball tournament, etc.).
Modified track& field meets held in all districts in March 2021.
Final Status Report on Program Objectives for FY 2020-21 13
INTER-SESSIONPARKS RECREATION
SUMMER AND
1. Conduct a minimum of 20 Summer Fun programs island wide.
2020 Summer Fun:
Due to COVID-19, our Summer Fun program was modified from the usual 20
plus sites to 13 sites island wide. The program was scheduled for June 15, 2020
to July 17, 2020 but was extended until July 24, 2020.
Hilo District: Andrews Gym; ana`ewa Play courts; Kawananakoa Gym;
Carvalho Park; chardson's Ocean Park(Marine Program)
Hamakua District: Papa`ikou Gym; Honoka`a Sports Complex;
Puna/Ka'u: Pahoa Regional Park; Shipman Park; Ka`u Regional Gym;
North/South Kohala: Waimea Regional Park; Kamehameha Park Complex;
North/South Kona: Kekuaokalani Gym
Staffing at all sites provided by a consolidation of recreation staff and a limited
amount of contract hires.
Registration was free and limited to 30 participants per site with a five to one
ratio of staff to participants.
The "CARES Act" provided funding for the program.
The plan for the 2021 Summer Fun program is to go back to the 20 plus sites.
2021 Summer Fun:
We were able to offer the program at 22 different sites island wide with a few
modifications due to COVID. Twenty-one sites were limited to 30 participants,
with one site having only 15 due to the size of the facility. The hours of
operations were limited to 8:00am to 2:00pm to allow staff to sanitize
supplies/equipment before and after each day. Each site hired two summer staff
to assist with the program.
Hilo District: Carvalho Park,Hilo Armory,Andrews Gym, Pana`ewa Covered
Play Courts, Kawananakoa Gym, Waiakea Uka Gym,Pu`u`eo Teen Scene,
Richardson's Ocean Center, Wainaku;
Final Status Report on Program Objectives for FY 2020-21 14
PARKS & RECREATION
SUMMER ANJ) INTER-SESSION
Rural North ilolllamakua District: Papa`iou Gym, Honoka'a Sports
Complex, Laupahoehoe Charter School;
Puna/Ka`u: Na`alehu Community Center, Pahoa Park, Mt View,Kea`au
Armory, Ka`u Regional Park;
North/South Kohala District: Waimea Regional Park, Waikoloa, Ilisaoka Gym;
North/South KonaDistrict: Kekuaokalani Gym, "fano Mall;
Due to the lack of funds, field trips for 2021 were reduced from five to two.
Field trips gave the children an opportunity to visit various sites.
2. Continue to conduct longer programs hours at majority of the sites.
2020 Summer Fun:
All sites were limited to an 8:00am to a 12:00 noon schedule due to COVID-19
protocols.
2021 Summer Fun:
All sites were limited to an 8:00am to 2:00pm schedule due to COVID-19
protocols.
3. Work in partnership with the Department of Education Child Nutrition Program and
vendors with county meal contracts to sponsor free lunch programs for all summer
fun sites that qualify and meet the requirements for this program.
2020 Summer Fun:
Lunch & snacks provided for all sites through the "CARES Act".
2021 Summer Fun:
Lunch & snacks went through the procurement process this year as no Federal
funding was available. We were able to secure meals for only 12 sites. Some
sites benefited because of their location. Na`alehu and the Ka`u Regional Gym
summer fun programs were located right next to the respective community's
school cafeterias but were limited to five weeks of lunches. The problem with
the food service program is securing a certified kitchen for each or multiple
summer fun locations. Once we do secure a venue to purchase meals,the cost of
meals are almost twice the amount of what the Federal Government reimburses.
Final Status Report on Program Objectives for FY 2020-21 15
PARKS & RECREATION*
SUMMER AND INTER-SESSION
4. Supplement the regular Summer Fun program with various enrichment-type programs
for those willing to pay the higher fee.
In 2021,we offered a modified Teen Scene program at the Pu`u`eo Community
Center. The program was for six weeks Monday through Friday from 8am to
2pm. Enrollment was limited to 20.
5. Develop a minimum of two Winter Intersession programs island wide.
During the DOE winter break, four winter intersession programs were offered:
Andrews Gym (30), Waimea Regional Park(30), Pi`ihonua Gym/Carvalho Park
(30), Richardson's Ocean Program (10).
Resilience Learning Hub in conjunction with Vibrant Hawaii was held at the
following sites from April through May 2021: Waiakea Uka Gym, Kawananakoa
Gym,Papa`ikou Gym,Waimea Regional Park.
6. Integrate children with disabilities into the summer and inter-session programs
wherever possible, through the assistance of the Recreation Specialist Il.
The Recreation Division has always integrated children with disabilities into our
programs and will continue to do so. Our Recreation Specialist II for Adaptive
Programing came on-board in September of 2020. We look forward in
providing the stats as we move forward.
Specialist II visited Resilience Learning Hubs to assist Recreation Directors with
children in the program that have learning disabilities.
The Recreation Specialist II assessed the 2021 Summer Fun Program, assessed
sites island wide and initiated one modification to the program.
Final Status Report on Program Objectives for FY 2020-21 16
PARKS & RECREATION
p
OLULU PARK COMPLEX
1. Provide clean, safe and well-maintained facilities:
a. Close each facility once per year for general clean up and minor repairs.
Aook-Chinen Civic Auditorium was closed from July to Dec 2020.
Edith Kanaka`ole Multi-Purpose Stadium was closed from May 17 to 23,
2021. Francis Wong Stadium has been closed for ADA improvements.
b. Pressure-wash each facility semi-annually.
Completed in each quarter.
c. Check on safety hazards daily.
Day and night supervisors recorded repair items or safety hazards on a daily
checklist form. Minor repairs completed in-house. As needed,work orders
were generated and referred to the Parks Maintenance Division for action.
d. Clean and sanitize facilities before and after events.
Facilities cleaned and sanitized before and after each activity.
e. Work with Safety Committee to have courtesy safety inspection annually.
Quarterly consultations held with the Safety Committee to ensure facilities
were in compliance.
2. Provide a well-manicured playing surface at all ballfields (Wong Stadium and Walter
Victor Baseball Complex):
a. Mow lawn weekly, weather permitting.
Lawns mowed weekly.
b. Close each ballfield at least one week annually for field renovations.
Francis Wong Stadium has been closed for ADA improvements.
c. Fertilize ballfields annually.
Francis Wong Stadium was fertilized on December 17, 2020.
Final Status Report on Program Objectives for FY 2020-21 17
PARKS & RECREATION
HO'OLULU PARK COMPLEX
3. Provide training for staff:
a. Conduct safety talks on different topics every month.
Topics covered were disinfection and proper safety protocols for COVI -19.
b. Retrain employees on equipment use semi-annually.
Employees were retrained semi-annually as per equipment requirement.
c. Have supervisors conduct equipment maintenance training and have equipment
maintained weekly.
Employees performed in-house maintenance functions throughout the year.
Supervisor trained employees on equipment maintenance throughout the
year.
d. Provide refresher course on Material Safety Data Sheet annually.
Conducted MEDS training when products received.
4. Enforce rules and educate sponsors:
a. Comply with Federal ADA, State OSHA, County, Department and Complex rules
and regulations.
Applicable governmental regulations discussed with sponsors. Supervisors
trained to enforce all rules.
b. Revise rules annually.
As a result of COVID-19, rules were modified.
c. Distribute rules with all applications.
Rule sheets distributed to all sponsors.
Final Status Report on Program Objectives for FY 2020-21 18
PARKS & RECREATION
a
OLULU PARK COMPLEX
5. Work with Hilo Jaycees, Intake Service; schools and community groups for
improvements to the Ho`olulu Complex:
a. Complete one major improvement project.
The bleachers were painted by UHH.
b. Do beautification/landscaping project for each facility annually
Due to safety concerns, organizations were not approached for improvement
projects.
6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an
estimated 2,400 activities annually.
The Ho'olulu Complex accommodated 1,905 activities. The lowered activity
count was a reflection of venue closures and activity limitations per State and
County COVID-19 restrictions.
Final Status Report on Program Objectives for FY 2020-21 19
PARKS & RECREATION
AQUATICS
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.
Due to COVID protocols, there are always a minimum of two lifeguards on duty
to register all swimmers and mitigate the flow of patrons in and out of the
facilities. Lifeguards assist with these duties in addition to their lieguarding and
public safety duties. For the safety of the patrons, a pool was closed when there
was only one lifeguard on duty.
Certification and training classes require two lifeguards present to remove an
unconscious victim from the water to ensure adequate public safety and give a
victim the best chance of survival in the event of a cardiac emergency.
2. Maintain safe and clean facilities, free of hazards for all activities, patrons and
employees by maintaining acceptable pool chemical levels, conducting daily safety
inspections and remitting work orders as necessary to correct unsafe conditions. A
comprehensive safety inspection to be conducted on a semi-annual basis.
At our 54-meter pools such as Kawamoto, Pahoa and KCAC, our Senior
Lifeguards with our pool custodians provided maintenance of the facility. At
our rural pools,Honoka`a, Laupahoehoe, Kohala, Pahala and Konawaena the
Senior Lifeguard provided daily maintenance of the facility.
Senior lifeguards are responsible for maintaining acceptable levels of pool
chemicals. This can be a challenge to maintain, as various factors such as
sunlight, bather load, rain, and wind contribute to these levels.
Staff conducted daily safety inspections and completed maintenance work orders
forwarded to the Park Maintenance Division. The Recreation Administrator
reviewed semi-annual safety inspection reports before sending them to the
Human Resources Safety Division.
Fina] Status Report on Program Objectives for FY 2020-21 20
PARKS & RECREATION
AQUATICS
I Offer recreational and lap swimming for approximately 850,000 patrons. Offer four
sessions of Learn to Swim in the summer at all pools and other water related courses
to approximately 3,000 patrons.
**NAS and Honokaa Pools remain closed,pending completion of repairs. Seven of
the nine pools are currently open to the public.
Due to the ongoing pandemic, all pools were closed since March of 2020 and six
reopened in mid-duly of 2020, with modified operations and regulations in place.
The pools began operating three days a week,with six 45-minute swim sessions
allowing only one swimmer per lane. The Learn-to-Swim program was canceled
for the 2020 Summer season. Recreational swim, team practices, and PE began
in December 2020.
Our programs were expanded in early 2021 and offered more lap swim times,
added age group swim teams, swim lessons, and recreational swimming. We are
still limiting these programs, in order to ensure physical distancing and safe
practices for the public.
Seven of the nine pools have been successful in offering lap swimming,
recreational swim, swim lessons, and swim teams. We have also held a few
training opportunities for County Police, Fire, and our Lifeguard personnel.
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.
Program guides were not published due to the frequent changes in the program.
Swim lesson availability for the Summer of 2021 was uploaded. Typically, each
Senior Lifeguard is required to develop a program guide each quarter for their
facility and the Aquatic Specialist publishes it as a quarterly program guide.
Final Status Report on Program Objectives for FY 2020-21 21
PARKS & RECREATION
AQUATICS
5. Conduct nine American Red Cross Lifeguarding/First Aid/CPR/AED Class at each of
our nine pool facilities during the fiscal year.
Course offered Last day of class Instructor
Lifeguarding Review(for 07/10/2020 A. Flores-Morikami, B.
personnel) Carman, K. Nishimura, L
Walsh,N. Rowland
Lifeguarding Review 08/04/2020 S. Kakos
Lifeguarding Review 08/11/2020 S. Kakos
-Lifeguarding Review 09/01/2020 S. Kakos
Lifeguarding Review 09/07/2020 S. Kakos
Lifeguarding Review 09/14/2020 J. Wadahara
Lifeguarding Review 09/15/2020 D. Simmons
Lifeguarding Instructor 10/06/2020 J. Wadahara& A. Flores-
Morikami
Lifeguarding Review 02/05/2021 G. Litvaitis, K. Kahalioumi
Lifeguarding 02/12/2021 G. Litvaitis, K. Kahalioumi
Lifeguarding Review 02/21/2021 K. Kahalioumi, C. Benitez, L.
Walsh
Lifeguarding 03/01/2021 K. Nishimura
Lifeguarding Review 03/02/2021 M. Slayton, C. Benitez
Lifeguarding Instructor 03/03/2021 M. Slayton& A. Flores-Morikami
Review
Lifeguarding 03/11/2021 A. Flares-Morikami, G. Litvaitis,
C. Benitez, B. Carman, T.
Yakubowski,N. Rowland
Lifeguarding 4/13/2021 L.Nahuma& S. Coakley
6. Plan, promote and coordinate five Novice Swim Meets serving approximately 350
participants during the August through October season.
The Novice Swim Season for 2020 was cancelled due to the COVID pandemic.
7. Sponsor one open water swim competition.
The Richardson Roughwater Swim for 2020 was cancelled due to the COVID
pandemic.
Final Status Report on Program Objectives for FY 2020-21 22
-PARKS & RECREATION
AQUATICS
8. Promote workplace safety for all staff by providing personal protective equipment
and safety training such as the blood borne pathogen training, on an ongoing basis.
Full-face respirators, rubber gloves, aprons, suits, and boots were provided for
pool lifeguards and pool custodians. Hazardous material training was
conducted to promote safe work practices. Provided bloodborne pathogens
training and respirator fit tests. Provided Lifeguards with latex-free gloves,
pocket mask, and other protective equipment necessary when performing first
aid.
9. Conduct American Red Cross Bloodborne Pathogens training on an annual basis in
January or February for the entire division.
Conducted Bloodborne Pathogens training on January 14, 2021 for all Senior
Lifeguards. All other Aquatic Section personnel reviewed/trained by the end of
January 2021.
10. Develop at least two partnerships with aquatics clubs to encourage competitive
aquatic sports throughout the island.
Partnerships developed with USA Swim and Dive, BHF, Easter Seals, Boys &
Girls Club, and Hawaii Fire Dept.
Final Status Report on Program Objectives for FY 2020-21 23
PARKS & RECREATION
CULTURE & EDUCATION
1. Provide 115 workshops and classroom instructions in various disciplines, music,
dance, drama, arts, crafts, and natural sciences at established sites Countywide.
In an effort to minimize the spread of CGVID-19 and in response to the
numerous proclamations and mandates over the course of the past 12 months,
classes,workshops and activities were suspended from normal operations.
2. Develop and conduct at least one Cultural/Community event per quarter to preserve
ethnic traditions and heritage, encourage craftsmanship and cottage industry.
The Culture & Education division was able to complete several modified, scaled
down projects in accordance and in compliance with all COVI -19 mandates
and safety protocols.
We coordinated with DPW to continue holiday decorations in the atrium of the
Hawaii County Building for holidays throughout the year. The modified, scaled
down events included: blessings for the He Hali`a Aloha No Lili`uokalani
Festival , a Tribute to King David Kalakaua; the Annual Christmas Wreath
Exhibit; Hilo Palace Theater decorations; "Tis the Season" holiday drive thru
event and worked with Na Leo TV to produce the first ever Virtual Waimea
Cherry Blossom Heritage Festival. The 28th annual event was completed and
officially aired in March 2021 with multiple broadcast dates and online digital
access.
3. Market programs by securing community involvement and financial support through
six partnerships/sponsorships.
Despite COVID-19,programs and projects were marketed through partnerships
and collaborations with many of the same sponsors and partners such as; CJ's
Promotions,Fern Gavelek Communications,Hawaii County Mayor's office,
State Governor's office, Hawaii office of Japan Consul General,Na Leo TV,
Robert's Hawaii,Waimea Arts Council,Kamuela Hongwanji Mission, and
Friends of Lili`uokalani Gardens.
Final Status Report on Program Objectives for FY 2020-21 24
PARKS & RECREATION
CULTURE & EDUCATION
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.
We Produced, in conjunction with Na Leo TV,the first ever Virtual Waimea
Cherry Blossom Heritage Festival.
Programs and Projects advertised 1 Promoted through media venues: awai`i
Tribune-Herald,West awai`i Today,Na Leo TV and Fern Oavelek
Communications (includes contact to 90 media outlets/sources), and Mayor's
Office.
Final Status Report on Program Objectives for FY 2424-21 25
PARKS & RECREATION
ELDERLY
EAD Administration
1. The division will provide and/or facilitate a wide array of services and opportunities
and evaluate the quality of services provided by coordinating a service delivery
system that addresses the needs and interests of older adults. This will be
accomplished by providing comprehensive and coordinated services that is
represented by the division's six major programs. These programs provide services
for over 10,838 seniors annually. An evaluation is conducted on each program
annually to ensure goals are met.
Provided services to 10,048 seniors and conducted six annual evaluations.
2. The division will pursue help from persons and groups to improve and maintain P&R
facilities and enhance programs, services, and activities. This will be maintained by
the EAD Advisory Council which is made up of representatives from the 25 senior
citizen clubs, 15 nutrition sites and the RSVP Advisory Council that will conduct at
least one general meeting in January and six district meetings in July of each fiscal
year servicing 40 presidents/chairpersons island wide.
Due to COVID-19 restrictions, no Advisory Council district meetings were
conducted in July and one general meeting was conducted in January.
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.
The EAD Safety Committee met three times to review, enforce, and improve
safety procedures. Conducted no semi-annual safety on-site evaluations of 32
senior center facilities and 52 EAD staff received safety training.
4. In order to keep the public informed of its activities the division will:
• Produce at least one "Video Highlights" of the division's activities annually.
EAD produced ten Videos of Senior Recreation Classes on KFVE and Na
Leo TV.
Final Status Report on Program Objectives for FY 2020-21 26
PARKS & RECREATION
ELDERLY ACTIVITIES
Maintain the division's Kupuna News magazine by providing information on all
EAD program activities and printing at least 3,000 copies for distribution to over
200 organizations four times annually.
Due to COVID-19 restrictions, no Copies of the Kupunra News magazine were
distributed.
EAD Recreation
1. Provide and promote active and passive recreational, cultural and leisure
opportunities to 2,500 unduplicated individuals 55 years and older island wide.
Provided active and passive recreational, cultural and leisure opportunities to
904 unduplicated individuals 55 years and older.
2. Provide and promote active and passive recreational, cultural and leisure
opportunities for 1,000 senior club members 55 years and older at 26 senior
centers/sites.
Due to COVID-19 restrictions, no active and passive recreational, cultural and
leisure opportunities were provided for senior club members 55 years and older
at 26 senior centers/sites.
3. Serve 3,000 older adults in recreational, educational, health-related and cultural
classes island wide.
Served 904 older adults in recreational, educational, health-related and cultural
classes.
4. Provide at least ten district wide activities for a total of 1,500 older adults in
PunalKa`ii,North and South Hilo,North and South Kona,North and South Kohala,
and Hamakua.
Provided two district wide activities for 4,150 older adults.
Final Status Report on Program Objectives for FY 2020-21 27
PARKS & RECREATION
ELDERLY T
EA D Special Program
1. Provide at least seven countywide, state, national and international events for 2,600
older adults.
Provided two events for 1,500 older adults.
2. Serve a total of 1,350 older adults in at least four countywide special events and serve
800 older adults in one statewide event.
Served 1,500 older adults in two countywide special events and served zero older
adults in one statewide event.
3. Provide one cultural event for 300 older individuals on a county, state, and
international level that will attract a total of 1,200 attendees.
Provided no cultural events for older individuals on a county, state, and
international level.
Final Status Report on Program Objectives for FY 2020-21 28
PARKS & RECREATION
PANA"EWA RECREATIONALCOMPLEX
1. Focus on a natural rainforest theme by acquiring a minimum of one new rainforest
animal annually.
Due to the COVID-19 pandemic, the Zoo closed on March 25,2020. In May
2020, construction began for ADA improvements of the zoo and equestrian
center and continued throughout the entire fiscal year. Construction project is
still on-going, but the complex reopened to the public on July 19,2021. On
January 12,2021,two male Alala from Maui Bird Conservation Center were
transferred to our facility through San Diego Zoo Global and are now on public
exhibit.
2. Successfully breed at least one animal species for exhibit or to trade with other
facilities.
On November 8, 2020,we welcomed the second offspring of our Two-Toed Sloth
pair. Our female Akala will continue to be on exhibit with her baby.
3. Work with Friends of the Zoo (FOZ)to host at least two events to promote the zoo
and increase the number of visitors.
Since the zoo closure on March 25, 2020, there have been no public events. Tiger
Fun Day,which would have celebrated our tiger's summer birthday was
canceled. FOZ volunteers were determined to provide Christmas for the
animals and brought gifts and treats for all on Sunday,December 13,2020.
4. Work with community groups to help facilitate five major volunteer projects to
maintain and improve the Zoo and/or Equestrian Center.
With the zoo closed for construction and many areas of the zoo not accessible,
we only had one major volunteer project. On February 15,2021, Harrison
Marote completed his Eagle Scout project by planting eight Ruffled fan palms
and six Gold trees in the zoo and equestrian center. We continued to have
individual volunteers from the Orchid Society,Vireya Club and Hawaii Forest
Industry Association on a regular basis on weekends when construction work
was not in progress.
Final Status Report on Program Objectives for FY 2020-21 29
PARKS & RECREATION
RECREATIONAL L,
5. Ensure optimal care for zoo animals and exhibits in compliance with USDA APHIS
standards under the Animal Welfare Act (AWA) by creating an additional Animal
Keeper position for minimal staffing as the number of exhibits have expanded and
number of animals has increased over the 40+years the zoo has been in existence.
The construction of ADA improvements has made the zoo and equestrian center
much harder to maintain. There is far more work to maintain the sidewalks,
railings and steep slopes,which were constructed throughout the facility. With
our staff of one nursery worker and one building maintenance worker we are
not able to adequately maintain both facilities. We were not successful with our
supplemental budget request for a Park Caretaker position. Therefore, our Zoo
Animal Keepers must help with janitorial and grounds maintenance which will
make it even more difficult to maintain quality standards of care.
6. Increase community education and interest and reinstitute a docent training program
by securing funding for our Zoo Information& Education Specialist position.
For the same reason as item five, and knowing funding resources will be
extremely limited,we are not pursuing funding for this position at this time. For
public safety, our priority is to be able to adequately maintain the facility and
care for the animals.
7. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian
Center:
a. Host three rodeo events annually.
b. Host three dressage events annually.
There have been no dressage events or horse shows because of COVID-19
restrictions.
Final Status Report on Program Objectives for FY 2020-21 30
17
PLANNINQ
PLANNING
PLANNING
Administrative Permits
1-Public assistance and Land Use Information: Respond to land use inquiries and
confirming zoning requirements in the processing of building permits. Identify solutions
to streamline and improve customer service at the counter.
The EPIC system has made distribution of public inquiries more efficient and has
improved response times.
2-Short-'Perm Vacation Rental Permits: Process registration of Short-Term Vacation
Rentals in permitted districts and process Non-Conforming Use Certificate renewals. In
2018, the County Council adopted an ordinance to manage and register short-term
vacation rentals in the County of Hawaii. During the past year, the Department has
processed thousands of Short-Term Vacation Rental applications. We continue to
process applications in permitted zone districts and are beginning to process renewal
applications for Non-Conforming Use Certificates.
The EPIC system has made submitting applications, renewals and making payment much
more convenient for the public. We have streamlined some of our internal procedures in
order to make application processing smoother and quicker. We continue to process
between 50-90 Short Term Vacation Rental permits per month.
3-Permits and Subdivision: Review and process administrative permits in a timely and
efficient manner. Work cooperatively and collaboratively with applicants, other County
departments and government agencies in the permit and subdivision review process.
Create opportunities to increase communication and collaboration among Hilo and Kona
staff to develop standards for consistent processing of permits. Facilitate a
comprehensive review and update to the County's Zoning and Subdivision Codes.
We believe we have a very efficient team with numerous senior staff members processing
subdivision and other administrative permits like variances and plan approvals. We are
currently engaged in updating several of the rules that govern the processing of
applications to make the process more efficient and decision making more consistent.
4-Complaints and Investigation: Work cooperatively and collaboratively with other
divisions of the Department and government agencies in resolving complaints. Identify
sections within current codes, rules, and regulations that need further clarification,
interpretation, or revisions. Identify changes for managing,tracking, and streamlining
record keeping and monthly reporting of complaints.
Six Month Progress Report on Program Objectives for FY 2021-22 1
PLANNING
PLANNING
We continue to work towards resolving complaints, compliance on violations and
exploring options for serving notices.
Administrative Services
1-Records Management: Conversion of departmental files from physical to electronic
format facilitating easier and accurate access for the public which will reduce
expenditures in supplies and staff person-hours. Design,build and develop databases to
replace spreadsheet records for efficient data management, analysis and reporting.
Manage the Professional Services list for Planning-related disciplines.
Planning's inventory spreadsheets have been converted into an inventory database with
advance searches, ability to generate disposal forms, quarterly inventory addition reports,
etc. The inventory database is currently being expanded to assist in managing,not just
computer resources, but to track software and licenses. Another database has been
developed to assist with automating majority of the reconciling process and generating
treasury receipts for payments collected from the EPIC system for both Planning and
Public Works. This database has been an incredible resource and has saved countless
hours over the past six months.
2-Personnel: Recruit for positions when they become vacant. Continue to evaluate
department structure and organization to help increase planning and regulatory functions.
Sustain practice for consistent staff evaluation and performance management.
Recruitment is ongoing, working towards quickly filling positions. The County has had
some challenges filling positions in West Hawaii. We remain hopeful that people will
return to the workforce and seek employment with the County. We have completed the
reorganization of the Planning and Long Range Divisions. The realignment of these
positions and sections will even out workloads and help the divisions operate more
efficiently. Planning was provided, with funds through the budget process for an
Information Systems Analyst IV and a Clerk II position to help with support and
productivity. Information Systems Analyst IV position has been filled. The Clerk II in
West Hawaii has been allocated and will move into the recruitment process in January
2022.
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.
Six Month Progress Report on Program Objectives for FY 2421-22 2
PLANNING
PLANNING
Continuing to provide fiscal documents to all Managers during the monthly meetings.
Assist with managing surplus CZM funds; how these funds will be utilized this fiscal
year is being discussed.
Long Range
1-Environmental Planning: Review environmental assessments and environmental
impact statements. Collaborate with other county and state agencies on land preservation
opportunities. Develop a Kona Open Space Plan in accordance with the Community
Development Plan. Review and comment on County and State legislation. Develop an
outline and process for an Integrated Watershed Management Framework in cooperation
with related non-profits and government agencies. Develop a Climate Change
Adaptation Plan. Manage the FEMA hazard mitigation grant related to the
shoreline/riparian setback project.
Division staff collaborated with UHH Pacific Islands Climate Science Center efforts;
virtually participated in a presentation to the U.N. Climate Change Conference;reviewed
all public access inquiries and maintained public access records; managed the CZM and
FEMA hazard mitigation grant to conduct the research necessary to establish a new
shoreline setback policy and rule; reviewed all environmental assessments and
environmental impact statements as assigned; started the process for the Kona Open
Space Plan; and collaborated with R&D to kick off the Climate Change Adaptation
project.
2-Regional and Community Planning: Complete comprehensive review and update to
the County's General Plan. Implement and update Community Development
Plans. Work with Action Committees and community networks to prioritize and
implement community-based actions. Assist communities to develop and implement
town or village plans as needed. Initiate Pdhoa Master Plan. Continue to work with other
County departments, outside agencies, and the public on various long-range planning
initiatives.
The Administration continues to review the components of the General Plan
Comprehensive Review. Once their review is completed, they will work with staff to
update the timeline for the next phases which include public review, Planning
Commission hearings, and submittal to County Council for adoption.
All Action Committees (AC)meet on a regular quarterly schedule with an all-AC
meeting held twice per year. Staff continue to work with the Mayor's Office to fill AC
vacancies.
Six Month Progress Report on Program Objectives for FY 2021-22 3
PLANNING
PLANNING
3- Coastal Zone Management: Administer the Coastal Zone Management grant
contract and conduct research and analysis to support planning in the Special
Management Area. Manage the CZM grant related to the shoreline/riparian setback
project. Prepare the semi-annual and performance measure reports. Participate in the
Hawaii Climate Change Mitigation and Adaptation Commission and State Ocean
Resources Management Plan policy and working group meetings.
Division staff participated regularly in the Ocean Resources Management Plan(ORMP)
Coordinated Working Group meetings and Policy Council meetings; managed the
County's CZM contract and prepared the semi-annual progress reports; attended and
participated with the Hawaii Climate Change Mitigation and Adaptation Commission
and its subcommittees; managed the CZM grant related to the shoreline/riparian setback
project; and participated regularly in the South Kohala Coastal Partnership.
4-Administrative Programs: Coordinate the development of the County's Capital
Improvement Program. Provide administration for the Board of Appeals. Prepare and
submit the Fair Share Annual Report to Council.
The Division completed the preparation of the CIP and submitted it to Council. The
Division completed and submitted the Fair Share Annual Report to Council. The
Division staffed monthly public hearings for the Board of Appeals virtually. Staff
continued to participate in the long-range planning efforts relative to the 2018 Kilauea
Eruption recovery and resilience. This includes chairing two of the Recovery Action
Teams.
5-Access and Mobility: Collaborate with Department of Public Works on transportation
planning initiatives, including complete streets. Update codes and rules related to the
Complete Street's Program. Work with other agencies to implement Vision Zero.
Coordinate with Mass Transit Authority to better integrate transit routes and stations with
land use. Support other departments related to the implementation of local and regional
trails. Develop a comprehensive Public Access Program for an island wide trails
network.
The Division staff submitted the Vision Zero Action Plan to the American Planning
Association and won the Transportation Award on behalf of the County. Staff continue
to coordinate with Public Works on various transportation design and planning efforts,
attend and provide updates at monthly State Transit Oriented Development Commission
meetings; staffed and participated in meetings and ongoing projects for the Mayor's
Active Living Council, the Hilo Bayfront Trail Committee, and Waimea Trails and
Greenway Committee. Staff started two quick build transportation projects with a Dept.
of Health grant.
Six Month Progress Report on Program Objectives for FY 2021-22 4
PLANNING
PLANNING
Planning Commissions
1-Windward and Leeward Planning Commissions: Continue to provide background
and recommendation reports for the Planning Director for land use applications to the
Windward and Leeward Planning Commissions. Continue to amend the Planning
Commission's Rules of Practice and Procedures, as appropriate,to define and/or refine
processes and requirements to better address the legal, technical, functional and financial
obligations of our Commissions to ensure a fair, balanced and more effective approach in
the processing of requests or applications.
Held 11 Planning Commission meetings via the Zoom web platform.
During this six month period, staff processed 27 applications through the Planning
Commissions, consisting of: seven Change of Zones; four Amendments to Change of
Zone Ordinances; one Use Permit; one Use Permit Amendment; five SMA Major Use
Permits; two SMA Major Use Permit Amendments; five Special Permit; one Special
Permit Amendment; and one Special Permit Court Remand.
Amended Planning Commission Rules to implement the new EPIC permitting system.
2-Cultural Resource Commission (CRC) and Banyan Drive Hawaii Redevelopment
Authority (BDHRA): For the CRC, we will continue to seek new opportunities to allow
the expertise of the members of the CRC to review and comment on projects that could
have an impact on cultural, archaeological, and/or historical resources across the County
of Hawaii. For the BDHRA, we will continue to seek opportunities and advocate for
funding to allow the agency to operate under its own authority and management.
CRC/BDHRA were transferred to the Long-Range Planning Division in Spring 2021.
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.
Windward Planning Commission transmitted one Special Permit application to the State
LUC for its decision.
4-Special Management Area: Continue to process all Special Management Area
(SMA) Assessments within the specified 60-day time-period, which includes a 15-day
review to accept or reject applications. Continue to create and implement the new SMA
short form for exemption determinations for non-shoreline parcels for quicker SMA
reviews.
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Processed 40 SMA Assessment applications and issued seven SMA Minor Permits and
33 SMA exemption determinations. Issued 68 SMA exemptions using the Short Form
Assessment. Reviewed five environmental assessments related to the SMA/shoreline
area.
5-Administration: Continue to explore methods of providing improved management
and enforcement of land use permits and ordinances, including improved coordination
between the various divisions within the Planning Department and affected agencies,to
ensure that the requirements of these permits and ordinances are implemented in a timely,
complete and effective manner.
Transitioned all permitting into the new EPIC permitting system.
West Ilawai`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.
The EPIC system has made distribution of public inquiries more efficient and has
improved response times.
2-Short-Term Vacation Rental Permits: Initiate implementation of Short-Term
Vacation Rental permit requirements. In 2018,the County Council adopted an ordinance
to manage and register short-term vacation rentals in the County of Hawaii. The
Department will work to register short-term vacation rentals in permitted districts,
monitor units granted non-conforming use certificates, and take enforcement actions.
West Hawaii Division, STVR processing, for the period from July 2021 to December
2021 as follows: STVRS 105, STVR change of information 75, STVR-NUCs two.
{Note most STVR-NUCs are processed by the Hilo office.}
3-Permits and Subdivision: Review and process administrative permits in a timely and
efficient manner. Work cooperatively and collaboratively with applicants, other County
departments and government agencies in the permit and subdivision review process.
Create opportunities to increase communication and collaboration among Hilo and Kona
staff to develop standards for consistent processing of permits.
Applications,permits and other related requests and inquiries have been processed in a
timely manner. Staff has been assisting applicants with the new EPIC system to navigate
the submittal process and to submit required information. West Hawaii Division for July
Six Month Progress Report on Program Objectives for FY 2021-22 6
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2021 to December 2021 regulatory permit application processed is as follows: Plan
Approvals 37, Additional Farm Dwellings ten, `Ghana Dwelling two, De Minimis one,
and Variance 15. West Hawaii processing building permit applications and grading
permit applications through EPIC for July 2021 to December 2021, is as follows:
Building Permits 126, Grading Permits 109.
-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.
Investigation of alleged violations from complaints submitted by the public continue to
be standard operating procedure. All complaints of alleged violations are now required to
be submitted through the,stream-lined EPIC system, and then are forwarded to the
Planning Inspectors for investigation, and investigations are being conducted in a timely
manner. From July 2021 to December 2021,the estimate of the number of complaints
through EPIC is 101. Inspectors have been efficient in coordinating investigation
procedures with the Hilo inspectors, and together with the Hilo staff,the West Hawaii
Planning inspectors are responsible for SMA and shoreline inspection.
5-Other Planning Programs: Staff and support Kailua Village Design Commission
Staff continues to support the KVDC. Two West Hawaii Planners and Secretary support
the KVDC,making presentations of applications, and administering managing the
meetings. The KVDC now has virtual meetings with commissioners, applicants, and
staff meeting using the Zoom platform. KVDC has the potential to meet twice a month,
but for the period from July 2021 to December 2021, it is estimated that with the
applications submitted through the EPIC system,the KVDC has averaged one meeting a
month.
Six Month Progress Report on Program Objectives for FY 2021-22 7
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1. Process all SMA Assessments and Permit applications in the required time limit as
specified by law and the County's Rules and Regulations.
Ongoing and achieving.
2. Conduct site investigation of alleged violations within two weeks of receipt of
complaints.
Ongoing and achieving.
3. Monitor all CZM-related legislative bills during the State Legislative session and
provide testimonies as needed (January to May).
I
Ongoing and achieving.
4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC) meetings, which
are normally held every other month as budgetary constraints will allow.
Ongoing and achieving.
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.
Ongoing and achieving.
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.
Ongoing and achieving.
7. Continue to advertise Planning Commission agenda and hearing notices for all SMA
and SSV Permit applications as required by law.
Ongoing and achieving.
8. Provide the Office of Planning with semi-annual reports within seven days after
December 31st, and June 3Oth of the Fiscal year.
Ongoing and achieving.
Six Month Progress Report on Program Objectives for FY 2021-22 8
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9. Provide the Office of Planning with annual performance measure reports within seven
days after the June 301h end of the fiscal year.
Ongoing and achieving.
10. Continue to review Planning Commission and Planning Department Rules for
compliance with enacted State laws and draft amendments to the rules for adoption.
Ongoing and achieving.
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Administrative Permits
I-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.
Continued developing the new EPIC system and it will be going live on July 26,
2021. The EPIC system is an electronic paperless system that will allow the public
to submit applications,make payment electronically and track the status of their
application. The system will create an electronic workflow for staff and improve
efficiency. The Admin Permits Division will be tasked with assisting the public with
the new system. Kiosks are available in both East and West Hawaii offices for
members of the public that don't have a computer and/or need further assistance in
submitting applications. Instructional videos are also available.
2- Short Term Vacation Rental Permits: Initiate implementation of Short-Term
Vacation Rental permit requirements. In 2018, the County Council adopted an ordinance
to manage and register short-term vacation rentals in the County of Hawaii. The
Department will work to register short-term vacation rentals in permitted districts,
monitor units granted non-conforming use certificates, and take enforcement actions.
The STVR permits double the number of permits processed by the department per
year. Thus, the STVR renewal applications continue to be a large undertaking for
the department. The additional staff that was provided with the legislation has been
a help. However, the department continues to have difficulty with the volume of
permits. We will explore the option of reallocating one of the STVR positions to a
clerical position to provide clerical support for this program. Also,we are hopeful
that the new EPIC system will help with the processing of applications.
3-Permits and Subdivision: Review administrative permits decision templates (Plan
Approval, Variances, Farm Dwellings, Ohana, De Minimis,Non-significant Zoning,
Home Occupations) for improving form, content, and writing style. Work cooperatively
and collaboratively with other County Departments and government agencies in the
permit and subdivision review process. Create opportunities to increase communication
and collaboration among Hilo and Kona Planners to development standards for consistent
processing of Permits. Track subdivision deadlines for bond and agreements.
The launch of the EPIC system will make routing of applications to the Department
easier. We are worked with the software developers,DPW and IT on improving the
system and make it a robust paperless permitting system. Training for the
Department began at the end of June and will extend into July.
Final Status Report on Program Objectives for FY 2020-21 1
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4- Complaints Investigation: Work cooperatively and collaboratively with other
divisions of the Department and government agencies in resolving complaints. Identify
sections within current codes,rules, and regulations that need further clarification,
interpretation, or revisions. Identify changes for managing,tracking, and streamlining
record keeping and monthly reporting of complaints.
Complaints are still taken in on hard copy paper forms at this time. The complaints
are tracked in the EPIC system but to maintain confidentiality, the details of the
complaint are stored electronically in a separate database.
Administrative Services
1-Records Management: Conversion of departmental files from physical to electronic
format facilitating easier and accurate access for the public which will reduce
expenditures in supplies and staff person-hours.
The new EPIC system will help the Department transition into a workflow that
includes electronic processing and storage of files electronically. This will reduce
the amount of paper and physical storage space. The Department still has quite a
bit of paper files that needs to be converted to electronic documents. Planning has
started discussing building a retention schedule that will help with reducing the
amount of paper files and documents in storage.
2-Personnel: Recruit for positions when they become vacant. Continue to evaluate
department structure and organization to help increase planning and regulatory functions.
Sustain practice for consistent staff evaluation and performance management.
Planning has worked towards expanding the team to include an Information
Systems Analyst IV in the Admin Services Division and a Clerk II in West Ilawai`i.
The Information Systems Analyst IV will assist with configuring, improving and
maintaining the new EPIC Systeme along with providing tech support to the
Departmental users. The Clerk II will provide the much-needed clerical support to
our Dona staff and public.
Final Status Report on Program Objectives for FY 2020-21 2
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3-Financial Management: Track and provide additional or expanded fiscal expenditure
reports to be used as managerial tools in the management of fiscal budget, Geothermal
funding, and CZM funding; work with managers to seek other sources of revenue.
Continued to provide fiscal documents to all Managers during monthly meetings.
Awarded a Federal grant through HIEMA in the amount of$195,726.75 for hazard
mitigation. Federal grant funds in the amounts of$66,890,000 and $16,951,000 have
been awarded to support the Voluntary Housing Buyout Program and those
impacted by the 2018 Kilauea eruption. Surplus CZM funds have been used to
purchase equipment and fund a public access pilot project.
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Long Range
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1-Environmental Planning: Review all public access inquiries, environmental
assessments, and environmental impact statements. Create and approve an exemption list j
for HRS 343 in line with other county and state agencies. Maintain the public access
geodatabase, enforce shoreline setbacks, and manage public access easements.
Administer the Coastal Zone Management grant and conduct research and analysis to
support planning in the Special Management Area. Participate in the Hawaii Climate
Change Mitigation and Adaptation Commission and State Ocean Resources Management
Plan policy and working group meetings.
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Division staff participated regularly in the Ocean Resources Management Plan
(ORMP) Coordinated Working Group Meetings. In addition, staff managed the t
County's CZM contract and prepared the semi-annual progress reports. On behalf I
of the County, Division staff attended and participated with the Hawaii Climate I
Change Mitigation and Adaptation Commission and its subcommittees as required,
meeting schedules were impacted by COVID-19. Hawaii County continues to
collaborate with UHH Pacific Islands Climate Science Center efforts. Division staff
participated regularly in the South Kohala Coastal Partnership, including
attendance at the South Kohala All-Partners Gathering. Division staff attended
i
various CZM meetings related to SMA and shoreline setbacks. Division staff
attended the 2020 Pacific Islands Climate Adaptation Science Center (PI-CASC)
Science Summit Zoom webinar. Division staff attended the 27th Annual Hawaii
Conservation Conference: Ola ka `Aina Momona; Managing for Abundance.
Division staff reviewed all public access inquiries and maintained public access
records. Staff managed the CZM and FEMA hazard mitigation grants to conduct
the research necessary to establish a new shoreline setback policy and rule. Division
staff reviewed all environmental assessments and environmental impact statements
routed through the Department.
Final Status Report on Program Objectives for FY 2020-21 3
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2-Regional and Community Planning: Complete comprehensive review and update to
the County's General Plan. Adopt and implement Community Development Plans in
collaboration with each district's Action Committee. Assist communities to develop and
implement town or village plans as needed. Continue to work with other County
departments, outside agencies, and the public on various long range planning initiatives.
The Division continued to prioritize revisions to the August 2019 Draft General Plan
to create the recommended draft of the County of Hawaii General Plan. The
Division initiated revisions to the future land use map and facilitated an internal
review with Planning Department staff.
COVID-19 impacted our work with CDP Action Committees. However,the
Division held a series of informational meetings with CDP Action Committees on
September 21-25, 2020. These meetings were organized to share timely information
regarding CARES Act funding and allowed the AC members to brainstorm how,
within their role, AC members might shift to partner across districts and reach out
to the community to share this type of information and be organized for future
opportunities. These meetings included a presentation by Sharon Hirota and Diane
Ley about the various streams of CARES funds available.
The Division has resumed quarterly Action Committee meetings and bi-annual all
Action Committee meetings and are on track through the end of 2021. The Division
is snaking every effort to fill Action Committee vacancies and support the Mayor's
Office accordingly.
The Division staff prepared a Resolution and attended County Council meetings to
support the approval of the County of Hawaii Complete Streets Design Concepts on
December 23,2020. The Division staff supported the adoption of the Vision Zero
Action Plan by the County Council on November 6,2020. Staff managed ongoing
training and capacity building utilizing funds from Hawaii Department of Health
Chronic Disease Prevention and Health Promotion Division. The Division staffed
and participated in meetings and ongoing projects for the Mayor's Active Living
Council, the Hilo Bayfront Trail Committee, and the Waimea Trails and Greenway
Committee.
Final Status Report on Program Objectives for FY 2024-21 4
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3-Administrative Programs: Coordinate the development of the County's Capital
Improvement Program across departments and with the Administration. Manage the
Professional Services list for Planning-related disciplines. Provide administration for the
Board of Appeals.
The Division completed the preparation of the CIP budget and submitted it to
Council. The Division completed and submitted the Fair Share Annual Report to
Council. Division staff processed and managed the list of qualified providers of
Professional Services for the Department. The Division staffed five public hearings
for the Board of Appeals, all held online using the Webex platform and processed 30
appeals petitions, most of those appealing denials of the STVR permit. Regarding
recovery efforts from the 2018 Kilauea lava eruption, staff continued to participate
in the long-range planning efforts relative to the 2018 Kilauea Eruption recovery
and resilience.
Planning Commissions
1- Windward and Leeward Planning Commissions: Continue to provide background
and recommendation reports for the Planning Director for land use applications to the
Windward and Leeward Planning Commissions. Continue to amend the Planning
Commission's Rules of Practice and Procedures, as appropriate, to define and/or refine
processes and requirements to better address the legal, technical, functional and financial
obligations of our Commissions to ensure a fair, balanced and more effective approach in
the processing of requests or applications.
The Division has shifted all Planning Commission hearings to the Zoom platform
and continues coordinating the Windward and Leeward Planning Commission
hearings in accordance with Emergency Proclamations. The Division will continue
to make public information such as applications, recommendation reports, and
EAIEIS's available on the Department's website for public consumption.
The Division has shifted to paperless intake and processing of applications, requests
for agency comment, public and applicant communications, etc. The Division is
working on refining the Background and Recommendation process in anticipation
of Phase II of the EPIC project.
Final Status Report on Program Objectives for FY 2020-21 5
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2-Cultural Resource Commission (CRC) and Banyan Drive Hawaii Redevelopment
Authority (BDHRA): For the CRC, we will continue to seek new opportunities to allow
the expertise of the members of the CRC to review and comment on projects that could
have an impact on cultural, archaeological, and/or historical resources across the County
of Flawai`i. For the BDHRA, we will continue to seek opportunities and advocate for
funding to allow the agency to operate under its own authority and management.
CRC & BDHRA functions shifted to the Long-Range Division on or about May 1,
2421 with the CRC/BDHRA secretary switching divisions effective July 1, 2021.
The CRC met once in January 2021 via Zoom and will resume regular meetings in
September 2021. The BDHRA has yet to meet in 2021.
3-State Land Use Commission: Continue to support the Planning Director for State
Land Use Boundary Amendments, Special Permits, Order to Show Cause Motions, and
other SLU requests that are approved before the State Land Use Commission
LUC applications currently in process include:
• Ken Church- State Land Use Boundary Amendment(SLUBA) from
Conservation to Agricultural in the South Hilo district
• Hawai`i Island Land Trust-Amend the LUC Decision and Order to facilitate
HILT's forest management plan in the South Hilo district
• Kamehameha Schools- SLUBA from Conservation to Agricultural in the Puna
District
4-Special Management Area: Continue to process all Special Management Area
(SMA) Assessments within the specified 60-day time-period, which includes a 15-day
review to accept or reject applications. Continue to create and implement the new SMA
short form for exemption determinations for non-shoreline parcels for quicker SMA
reviews.
The Division continued to review all uses, activities, and structures located in the
SMA and shoreline setback area to ensure the objectives of HRS Chapter 205A
related to protection of coastal resources was achieved.
HRS 205A was updated by the Legislature via Act 16 on September 15, 2020. The
Division drafted rule and code changes to incorporate the change in State Law,
however, the Department is looking to contract the completion of those code/rule
updates in the future.
Final Status Report on Program Objectives for FY 2020-21 6
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5-Administration: Continue to explore methods of providing improved management
and enforcement of land use permits and ordinances, including improved coordination
between the various divisions within the Planning Department and affected agencies,to
ensure that the requirements of these permits and ordinances are implemented in a timely,
complete and effective manner.
The Division has updated the Chapter 25 (Zoning Code) and Planning Commission
Rules to incorporate changes needed to facilitate the EPIC (EnerGov) system. The
system should streamline the permitting process for those permits under Planning
Division purview and aid in permit condition compliance tracking once fully
implemented.
West Hawaii
1-Public Assistance and Land Use Information: Identify solutions to streamline and
improve customer service at the counter and responding to land use inquiries and
confirming zoning requirements in the processing of building permits.
The West Hawaii office continued to receive a high number of land use inquiries
over the counter, by email, and by phone, and continued to provide application
review and processing services.
We have adapted to the many shifts and challenges that came with the COVID-19
pandemic and how we service the public. Vacancies, staff shortages, processing of
applications and renewals of STVR's, etc. have made meeting this goal a bit more
challenging. We are continuously trying to fill vacancies. Planners have assisted the
public and provided land use information.
2-Short-Term Vacation Rental Permits: Initiate implementation of Short-Term
Vacation Rental permit requirements. In 2018, the County Council adopted an ordinance
to manage and register short-term vacation rentals in the County of I-Iawai`i. The
Department will work to register short-term vacation rentals in permitted districts,
monitor units granted non-conforming use certificates, and take enforcement actions
West Hawaii has been processing the STVR Nonconforming Use Certificate (NUC)
renewal applications. STVR's have doubled the volume of total permits that
Planning handles; the Division has been able to bring itself to pre-STVR levels of
efficiency and service. We are hopeful that the new EPIC system will help with the
processing of applications and streamline all permitting.
Final Status Report on Program Objectives for FY 2020-21 7
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3-Permits and Subdivision: Review and process administrative permits in a timely and
efficient manner. Work cooperatively and collaboratively with applicants, other County
departments and government agencies in the permit and subdivision review process.
Create opportunities to increase communication and collaboration among Nilo and Kona
staff to develop standards for consistent processing of permits.
The West Hawaii Division continued to receive and process variance approvals,
additional farm dwellings, `Ohana permits,variances, and Plan Approvals, and
Building permits.
The building permits backlog has been reduced due to an increase in staff training,
performance tracking and focused effort.
The launch of the EPIC system will make routing of applications to the Department
easier. We are working with the software developers, Department of Public Works
and Department of Information Technology on improving the system and make it a
robust paperless permitting system. Training for the Department has started in
June and will extend into July.
4-Complaints and Investigation: Work cooperatively and collaboratively with other
divisions of the Department and government agencies in resolving complaints. Identify
sections within current codes, rules, and regulations that need further clarification,
interpretation, or revisions. Identify changes for managing, tracking, and streamlining
record keeping and monthly reporting of complaints.
Planning Inspectors continue to receive complaints on alleged zoning code and SMA
violations, and to investigate and when necessary, issue Notice of Violations. Kona
and Hilo staff continue to meet via Zoom to discuss common enforcement issues on a
monthly basis.
One inspector has been tasked with participating in the EPIC system testing and
improvements.
Complaints are still taken in on hard copy paper forms at this time. The complaints
are tracked in the EPIC system but to maintain confidentiality, the details of the
complaint are stored electronically in separate database.
Final Status Report on Program Objectives for FY 2020-21 8
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5-Other Planning Programs: Staff and support Kailua Tillage Design Commission.
When COV D-19 began in March 2020, staff and the Kailua Village Design
Commission adapted from holding in-person meetings to virtual meetings in order
to maintain social distancing while keeping development in the County Kailua
Special District moving forward design review of buildings and signage consistent
with the Kailua Village Master Plan Design Guidelines. Meetings have continued
about once a month via Zoom and 'YouTube,which provides the public the ability to
view the live meeting.
Final Status Report on Program Objectives for FY 2020-21 9
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COASTAL ZONE
_ MANAGEMENT
1. Process all SMA Assessments and Permit applications in the required time limit as
specified by law and the County's Rules and Regulations.
Achieved and ongoing.
2. Conduct site investigation of alleged violations within two weeks of receipt of
complaints.
Achieved and ongoing.
3. Monitor all CZM-related legislative bills during the State Legislative session and
provide testimonies as needed (January to May).
Achieved and ongoing.
4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC) meetings, which
are normally held every other month as budgetary constraints will allow.
Achieved and ongoing.
5. Attend all State Office of Planning's CZM County Directors meetings, Ocean
Resources Management Plan policy and working group meetings and subcommittee
meetings as budgetary constraints will allow.
Achieved and ongoing.
6. As a public participation measure, provide a written report to the State Office of
Planning CZM Program of all SMA Permit applications and their status.
Achieved and ongoing.
7, Continue to advertise Planning Commission agenda and hearing notices for all SMA
and SSV Permit applications as required by law.
Achieved and ongoing.
8. Provide the Office of Planning with semi-annual reports within seven days after
December 31 st, and June 30`x' of the Fiscal year.
Achieved and ongoing.
Final Status Report on Program Objectives for FY 2020-21 10
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9. Continue to review Plamlin 4 Commission and Planning Department Rules for
compliance with enacted State laws and draft amendments to the rules for adoption.
Achieved and ongoing.
Final Status Report on Program Objectives for FY 2020-21 12
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1 �
POUCE
POLICE
ADMINISTRATIVE SIC _ BUREAU
Administrative Services Division
1. To accommodate at least 95% of requests for public safety/health talks from the
community.
Of 33 requests for public safety/health talks, accommodated 33 requests, or
100% of requests.
2. To accommodate at least 95% of requests for station tours for students and
community members.
There were no requests for station tours.
3. Conduct drug screening of all sworn personnel and initiate pre-employment testing
of civilian personnel.
With the exception of sworn personnel on extended leaves of absences, a total
of 287 (of 448) sworn personnel or 64% of sworn staffing were tested.
No approval from HGEA to initiate pre-employment drug testing of applicants
for civilian positions.
4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80%
vacancies for civilian positions by end of fiscal year.
Conducted constant recruitment and filled at least 93% of sworn positions (448
out of 483 authorized positions).
Conducted constant recruitment and filled at least 78% of civilian staffing(121
out of 155 positions filled).
5. Improve competence and professionalism of sworn and civilian personnel through
advanced equipment purchases and provide 25,000 hours of on-going training.
Department personnel received a total of 27,409.75 hours of training, achieving
an average of 109% of on-going training.
Six Month Progress Report on Program Objectives for FY 2021-22 1
POLICE
ADMINISTRATIVE -- ES BUREAU
Administrative Services Division
6. Maintain the level of proficiency in the Word Processing Center with a turnaround
time of less than nine days for processing reports.
The average turnaround time for police reports transcribed by the Word
Processing Center is 2.7 days.
7. Process 98% of requisitions received from districts and bureaus within a month.
Processed 3,426 out of 3,305 requisitions received or approximately 104% of
requisitions received.
8. Fill 90% of all special duty requests for officers.
Filled 2,482 out of 2,710 requests for special duty or 92% of requests.
9. Compile a listing of all outstanding leave papers and distribute to district
commanders bimonthly.
Collected and submitted to commanders a listing of 384 of 384 outstanding
leave applications, for a total of 100% outstanding leave applications.
10. Fill 90% of requests for storeroom supplies within the month.
Filled 2,246 out of 2,246 requests for storeroom supplies or 100% of requests.
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Six Month Progress Report on Program Objectives for FY 2021-22 2
POLICE
ADMINISTRATIVE SERVICES BUREAU
Technical ervices Division
1. Process and issue at least 95% of road closure permits within the month received.
Processed 14 out of 14 road closure permits within the month received, or
1001® of road closure permits.
2. Issue at least 95% of traffic violation letters to vehicle owners within a week.
Issued 99 out of 103 violation letters to vehicle owners within a week of receipt,
or 96.12% of violation letters.
3. Process at least 95% of firearms permits within two weeks.
Processed 2,200 out of 2,350 firearms permit applications, or 93.6%.
4. Conduct at least six radio site inspections per month.
Conducted 38 radio site inspections or 53% of radio site inspections.
5. Complete auto tuning of at least 40 portable or mobile radios per month.
Conducted 240 auto tuning of portable or mobile radios, or 50% of auto tuning
of portable or mobile radios.
6. Process and dispatch personnel to 100% of calls for service received.
The Dispatch Section processed and dispatched personnel to 88,051 of the
88,051 calls for service received, or 100% of calls for service.
Six Month Progress Report on Program Objectives for FY 2021-22 3
CRIMINALINTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Criminal Intelligence Unit
I. Complete 90% of assignments within 30 days.
Completed 255 out of 255 assignments received within 30 days, or 100% of
assignments.
2. Complete 90% of criminal history checks of prospective employees of the
department, as well as other federal, state and local law enforcement agencies
within 30 days.
Completed 156 out of 156 criminal history checks within the specified 30-day
limitation, or 100% of criminal history checks.
3. Develop, maintain and disseminate intelligence information, which can be utilized
to produce no less than I I criminal investigations per month.
Provided intelligence information,which in whole or in part, led to the
initiating of 99 criminal investigations, or 66% of criminal investigations.
4. Compile, produce, analyze and forward to police administrators no less than 32
intelligence reports per month.
Completed 191 control reports, or 99% of intelligence reports.
5. Provide assistance to other elements within the police department either through
intelligence briefings on current crime trends and/or through no less than 12
in-service training sessions per month.
Provided 84 in-service briefings and training sessions for departmental
personnel, or 116% of in-service briefings.
6. Conduct four presentations to semi-annual statewide Inter-County Criminal
Intelligence Unit (ICCIU) conferences on major criminal activity within this
jurisdiction, along with gathering criminal intelligence from other jurisdictions,
which may have a connection to our jurisdiction.
No presentations at semiannual statewide Inter-County Criminal Intelligence
Unit (ICCIU) conferences were conducted due to cancelation of conferences.
Six Month Progress Report on Program Objectives for FY 2021-22 4
POLICE
INTELLIGENCE - I F F
PROFESSIONAL STANDARDS
Office of Professional Standards
1, Conduct complete and thorough internal investigations seeking a monthly clearance
rate of 67%.
Of the 25 internal investigations initiated, completed 19 internal investigations,
or 76% of internal investigations.
2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate
of 85%.
Completed 23 of the 23 internal inquiries, or 100% of internal inquiries.
D. Provide no less than three monthly in-service training sessions to other elements
within the department to prevent and deter employee misconduct, as well as to
ensure procedural compliance in the investigation of employee misconduct.
Conducted a total of 18 in-service training sessions, or 50% of in-service
training sessions.
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.
Conducted 18 monthly inspections, or 75% of unannounced inspections.
5. Compile and provide a yearly report to the state legislature on certain specific
aspects of discipline meted out by the department as required by law.
The yearly report to the State Legislature will be submitted prior to the
January 31,2022 deadline.
Six Month Progress Report on Program Objectives for FY 2021-22 5
POLICE
OPERATIONS BUREAUS
1. To achieve a burglary clearance rate of 30%.
Of 366 burglary cases initiated, 102 cases were cleared, or 28% of burglary
clearance rate.
2. To achieve a theft/auto theft clearance rate of 30%.
Of 1,879 theft cases initiated, 609 cases were cleared, or 32.4% of theft
clearance rate.
3. To achieve a robbery clearance rate of 60%.
Of 33 robbery cases initiated,22 cases were cleared, or 67% robbery clearance
rate.
4. To maintain a sexual assault clearance rate of 80%.
Of 161 sexual assault investigations initiated, 140 cases were cleared, or 87%
sexual assault clearance rate.
5. To attain at least a 65% service of court documents received.
Served 3,159 court documents of the 5,463 received, or approximately 58%
service of court documents.
6. To conduct 760 hard drug investigations (heroin, cocaine and crystal
methamphetamine).
Initiated 297 hard drug cases, or 39.1% of hard drug investigations.
7. Crime Lab to achieve an assignment clearance rate of 90%.
Crime Lab cleared 345 cases of the 345 cases assigned for a total of 100%
clearance.
8. HI-PAL to serve 60 youths in three age groups for each month and a 30%participation
of"at-risk youths" out of all youths served.
Served a combined total of 120 youths for the three age groups; of this total, 17
or 14% were "at risk youths."
Six Month Progress Report on Program Objectives for FY 2021-22 6
POLICE
OPERATIONS
9. Community policing program to complete at least 40 problem-solving activities and 40
crime prevention activities annually through the development of partnerships directed
at resolving community-police problems, resulting in the improvement of the quality of
life for all citizens.
Completed 87 problem-solving activities or 218% of problem-solving activities
and 42 crime prevention activities, or 145% of crime prevention activities.
10. Community policing program to complete at least 96 abandoned vehicle/beautification
projects annually through the development of partnerships with the community.
Completed 56 abandoned vehicle/beautification projects, or 58% of projects.
11. To provide at least four D.A.R.E. curriculum(core classes) and/or training per
month through the department's school resource officer program.
Provided ten D.A.R.E. curriculum involving approximately 508 students from
six schools and zero training programs, or 25% of classes/training.
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Six Month Progress Report on Program Objectives for FY 2021-22 7
i
POLICE
GRANT REVENUES
1. HI IMPACT (Hawai`i HIDTA $390,100) - To combat the methamphetamine (ICE)
problem in the County of Hawaii by conducting various sting operations.
Of$390,100 expected,we received $221,901.
2. Occupant Protection(State Department of Transportation$124,000) - To conduct
seatbelt enforcement and child restraint roadblocks.
Of$124,000 expected,we received $48,562.
3. High Speed Enforcement (State Department of Transportation$246,000) - To
provide for additional enforcement dealing with speeding violations.
Of$246,000 expected,we received $82,089.
4. Roadblock Program (State Department of Transportation, Sobriety Checkpoint
$360,000)to conduct DUI roadblocks to minimize fatalities and injuries.
Of$360,000 expected,we received $96,599.
5. Traffic Investigation(State Department of Transportation$360,000) - To reduce the
number of alcohol-related fatalities and injuries, increase public awareness, and
provide a constant deterrence against drunk driving.
Of$360,000 expected,we received $52,173.
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.
Of$73,000 expected,we received $0.
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.
Of$84,000 expected,we received $0.
Six Month Progress Report on Program Objectives for FY 2021-22 8
POLICE
GRANT REVENUES
8. Distracted Driving (State Department of Transportation$74,000)—To reduce the
number of drivers using an electronic mobile device while operating a motor
vehicle by conducting checkpoints and issuing citations.
Of$74,000 expected, we received $33,350.
9. Department of Health—Tobacco Sting (State Department of Health$32,000)—To
provide continued enforcement of the State Law Prohibiting Alcohol Sales to
minors in the County of Hawaii.
O $32,000 expected,we received $4,517.
10. Increasing Quality Forensic Services—(State Department of the Attorney General
$65,000)—For the purpose of paying for quality Forensic Services by continuous
updated forensic sciences training and the purchase of a digital analytical balance
with data print out accessories.
Of$65,000 expected,we received $0.
11. Wireless E911 Fees—(Hawai`i Enhanced 911 Board $1,275,000)—For
expenditures associated with the deployment of Wireless Enhanced 911 System.
Of$1,275,000 expected,we received $314,961.
12. SANE/SART Training (State Department of the Attorney General $350,000)—
Provide SANE personnel training, technical assistance and information to respond
to violent crimes, physical abuse and crimes of violence against women.
Of$350,000 expected,we received $90,096.
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.
Of$12,000 expected,we received $0.
14. United State Secret Service ($10,000)—To assist in the enforcement and protection
of high governmental officials and the prevention of counterfeiting of U.S.
Currency and securing the nation's critical infrastructures, specifically in the areas
of cyber, banking and finance.
Of$10,000 expected,we received $1,948.
Six Month Progress Report on Program Objectives for FY 2021-22 9
POLICE
GRANT REVENUES
15. Safe Streets/Violent Crimes Task Force (Federal Bureau of investigation—FBI
$50,000)—For the purpose of identifying and targeting for prosecution criminal
enterprise groups responsible for drug trafficking, money laundering, alien
smuggling and other violent crimes.
Of$50,000 expected,we received $0.
16. State-wide Multi-Jurisdictional Drug Task Force (SMDTF)— State Department of
the Attorney General ($50,000)—For the purpose of reducing drug threats and drug
related crimes and incorporating multi-agency collaboration.
Of$50,000 expected,we received $44,856.
17. Priority Drug Analyses Productivity—State Department of the Attorney General
($175,000)—For the purpose of paying for Gas Chromatography/Mass
Spectrometry and Fourier Transform Infrared Spectroscopy instrumentation for the
identification of controlled drugs.
Of$175,000 expected,we received $175,000.
18. Local JAG Program—U.S. Department of Justice ($114,000)—For the purpose to
purchase a driving simulator for the Police Department's Emergency Vehicle
Operator Course.
Of$114,000 expected,we received $0.
19. Project Safe Neighborhood (PSN) Grant($31,000) - For the purpose of testing
backlogged firearms.
Of$31,000 expected,we received $29,924.
20. Hawaii Island COVID 19 Response (HI-CORE) Grant- ($50,000)—For the
purpose of upgrading existing infrastructure at various stations and purchasing
equipment to prevent,prepare for and respond to COVID-19.
Of$50,000 expected,we received $36,848.
Six Month Progress Report on Program Objectives for FY 2021-22 10
POLICE
ADMINISTRATIVE SERVICES A
ADMINISTRATIVE SERVICES DIVISION
ADMINISTRATIVE SERVICES DIVISION
1. To accommodate at least 95% of requests for public safety/health talks from the
community.
Of 62 requests for public safety/health talks, accommodated 62 requests, or
100% of requests.
2. To accommodate at least 95% of requests for station tours for students and
community members.
There were no requests for station tours.
I Conduct drug screening of all sworn personnel and initiate pre-employment testing
of civilian personnel.
With the exception of sworn personnel on extended leaves of absences, a total
of 313 (of 437) sworn personnel or 71.6% of sworn staffing was tested.
No approval from HGEA to initiate pre-employment drug testing of applicants
for civilian positions.
4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80%
vacancies for civilian positions by end of fiscal year.
Conducted constant recruitment and filled at least 92% of sworn positions (444
out of 483 authorized positions).
Conducted constant recruitment and filled at least 85% of civilian staffing (131
out of 155 positions filled).
5. Improve competence and professionalism of sworn and civilian personnel through
advanced equipment purchases and provide 25,000 hours of on-going training.
Department personnel received a total of 80,400 hours of training, achieving an
average of 321.6% of on-going training.
Final Status Report on Program Objectives for FY 2020-21 1
POLICE
ADMINISTRATIVE
ADMINISTRATIVE SERVICES DIVISION
6. Maintain the level of proficiency in the Word Processing Center with a turnaround
time of less than ten days for processing reports.
The average turnaround time for police reports transcribed by the Word
Processing Center is 2.1 days.
7. Process 85% of requisitions received from districts and bureaus within a month.
Processed 7,043 out of 7,043 requisitions received or 100% of requisitions
received.
8. Fill 90% of all special duty requests for officers.
Filled 4,809 out of 5,196 requests for special duty or 93% of requests.
9. Compile a listing of all outstanding leave papers and distribute to district
commanders bimonthly.
Collected and submitted to commanders a listing of 768 of 768 outstanding
leave applications, for a total of 100% outstanding leave applications.
10. Fill 90% of requests for storeroom supplies within the month.
Filled 4,937 out of 4,937 requests for storeroom supplies or 100% of requests.
Final Status Report on Program Objectives for FY 2020-21 2
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
TECHNICAL SERVICES DIVISION
1. Process and issue at least 95% of road closure permits within the month received.
Processed 44 out of 44 road closure permits within the month received, or
100% of road closure permits.
2. Issue at least 95% of traffic violation letters to vehicle owners within a week.
Issued 133 out of 135 violation letters to vehicle owners within a week of
receipt, or 98.5% of violation letters.
3. Process at least 95% of firearms permits within two weeks.
Processed 5,515 out of 5,853 firearms permits within two weeks, or 94% of
firearms permits.
4. Complete at least 95% of requests for mobile radio systems per month.
Completed 117 equipment installations out of 117 requested within 21 working
days of the date of request, or 100% of radio installations.
5. Conduct at least 96 radio site inspections.
Conducted 89 radio-site inspections or 93% of radio-site inspections.
6. Process and dispatch personnel to 100% of calls for service received.
The Dispatch Section processed and dispatched personnel to 167,832 of the
167,832 calls for service received, or 100% of calls for service.
Final Status Report on Program Objectives for FY 2020-21 3
POLICE
CRIMINAL INTELLIGENCE IT AND OFFICE
PROFESSIONAL
Criminal Intelligence Unit
I. Complete 90% of assignments within 30 days.
Completed 481 out of 481 assignments received within 30 days, or 100% of
assignments.
2. Complete 90% of criminal history checks of prospective employees of the
department, as well as other federal, state and local lav enforcement agencies
within 30 days.
Completed 335 out of 335 criminal history checks within the specified 30-day
limitation, or 100% of criminal history checks.
3. Develop, maintain and disseminate intelligence information, which can be utilized
to produce no less than I 1 criminal investigations per month.
Provided intelligence information,which in whole or in part led to the
initiating of 146 criminal investigations, or 110% of criminal investigations.
4. Compile, produce, analyze and forward to police administrators no less than 32
intelligence reports per month.
Completed 336 control reports, or 87.5% of intelligence reports.
5. Provide assistance to other elements within the police department either through
intelligence briefings on current crime trends and/or through no less than 12
in-service training sessions per month.
Provided 144 in-service briefings and training sessions for departmental
personnel, or 100% of in-service briefings.
b. Conduct four presentations to semi-annual statewide Inter-County Criminal
Intelligence Unit(ICCIU) conferences on major criminal activity within this
jurisdiction, along with gathering criminal intelligence from other jurisdictions,
which may have a connection to our jurisdiction.
No presentations at semi-annual statewide Inter-County Criminal Intelligence
Unit {ICCIU} conferences were conducted due to cancelation of conferences.
Final Status Report on Program Objectives for FY 2020-21 4
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Office of Professional Standards
1. Conduct complete and thorough internal investigations seeking a monthly clearance
rate of 67%.
Of the 49 internal investigations initiated, completed 15 internal investigations,
or 30% of internal investigations.
2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate
of 85%.
Completed 67 of the 67 internal inquiries, or 100% of internal inquiries.
3. Conduct no less than two monthly random and unannounced inspections of the
different elements within the department to ensure compliance with rules and
regulations.
Conducted 36 monthly inspections, or 150% of unannounced inspections.
4. Provide no less than three monthly in-service training sessions to other elements
within the department to prevent and deter employee misconduct, as well as to
ensure procedural compliance in the investigation of employee misconduct.
Conducted a total of 36 in-service training sessions, or 100% of in-service
training sessions.
5. Compile and provide a yearly report to the state legislature on certain specific
aspects of discipline meted out by the department as required by law.
Work was begun on the yearly report which was submitted to the State
Legislature on January 5, 2021.
Final Status Report on Program Objectives for FY 2020-21 5
POLICE
OPERATIONS
1. To achieve a burglary clearance rate of 30 %.
Of 707 burglary cases initiated, 250 cases were cleared, or 35.3% of burglary
clearance rate.
2. To achieve a theft/auto theft clearance rate of 30%.
Of 4,297 theft cases initiated, 1,647 cases were cleared, or 38.3% of theft
clearance rate.
3. To achieve a robbery clearance rate of 60%.
Of 62 robbery cases initiated, 48 cases were cleared, or 77.4% robbery
clearance rate.
4. To maintain a sexual assault clearance rate of 80%.
Of 206 sexual assault investigations initiated, 176 cases were cleared, or 85.4%
sexual assault clearance rate.
5. To attain at least a 65% service of court documents received.
Served 6,128 court documents of which 11,504 were received, or approximately
53.3% service of court documents.
6. To conduct 720 hard drug investigations (heroin, cocaine and crystal
methamphetamine).
Initiated 647 hard drug cases, or 899% of hard drug investigations.
7. Crime Lab to achieve an assignment clearance rate of 90%.
Cleared 1,128 cases of the 1,016 cases assigned for a total of 111% clearance.
8. HI-PAL to serve 60 youths in three age groups for each month and a 36%
participation of"at-risk youths" out of all youths served.
Served a combined total of 202 youths for the three age groups; of this total,30
or 4.2% were "at risk youths."
Final Status Report on Program Objectives for FY 2020-21 6
POLICE
OPERATIONS S
9. Community Policing Program to complete at least 40 problem-solving activities and
40 crime prevention activities annually, through the development of partnerships
directed at resolving community-police problems resulting in the improvement of
the quality of life for all citizens.
Completed 120 problem-solving activities or 300% of problem-solving
activities and 75 crime prevention activities or 188% of crime prevention
activities.
10. Community Policing Program to complete at least 96 abandoned vehicle/
beautification projects annually, through the development of partnerships with the
community.
Completed 122 abandoned vehicle/beautification projects, or 127% of projects.
11. To provide at least four D.A.R.E. curriculum (core classes) and/or training per
month through the department's School Resource Officer Program.
Provided 129 D.A.R.E. classes (virtual) involving approximately 503 students
from six schools and zero training programs, or 268.5% of classes/training.
Final Status Report on Program Objectives for FY 2020-21 7
POLICE
GRANT REVENUES
1. HI IMPACT (Hawai`i HIDTA $208,100) - To combat the methamphetamine(ICE)
problem in the County of Hawaii by conducting various sting operations.
Of$390,100 awarded,we received $222,076.69.
2. Occupant Protection (State Department of Transportation $90,000) - To conduct
seatbelt enforcement and child restraint roadblocks.
Of$90,000 awarded,we received $57,671.
3. High Speed Enforcement (State Department of Transportation$171,036) - To
provide for additional enforcement dealing with speeding violations.
Of$287,715 awarded,we received $255,545.
4. Roadblock Program (State Department of Transportation, Sobriety Checkpoint
$200,000) to conduct DUI roadblocks to minimize fatalities and injuries.
Of$200,000 awarded,we received $113,232.
5. Traffic Investigation(State Department of Transportation$105,840) - To reduce the
number of alcohol-related fatalities and injuries, increase public awareness, and
provide a constant deterrence against drunk driving.
Of$110,000 awarded,we received $5,975.
6. Data Records (State Department of Transportation$56,520) - 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.
Of$57,000 awarded,we received $4,384.
7. SAFE Standby Pay (State Department of the Attorney General $56,000) - To
improve the department's response to violent sex crimes, physical abuse and crimes
of violence against women.
Of$56,000 awarded,we received $20,088.
Final Status Report on Program Objectives for FY 2020-21 8
POLICE
GRANT REVENUES
8. Distracted Driving (State Department of Transportation $65,000)—To reduce the
number of drivers using an electronic mobile device while operating a motor
vehicle by conducting checkpoints and issuing citations.
Of$65,000 awarded,we received $37,266.07.
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.
Of$32,000 awarded,we received $4,517.
10. Increasing Quality Forensic Services—(State Department of the Attorney General
$65,000)—For the purpose of paying for quality Forensic Services by continuous
updated forensic sciences training and the purchase of a digital analytical balance
with data print out accessories.
Of the$65,000 awarded,we received $3,653.
11. Wireless E911 Fees—(Hawai`i Enhanced 911 Board $1,275,000)—For
expenditures associated with the deployment of Wireless Enhanced 911 System.
Of$1,500,000 awarded,we received 51,113,181.20.
12. SANE/SAFE Program Expansion&HPD Training (State Department of the
Attorney General $350,000)—Provide SANE personnel training, technical
assistance and information to respond to violent crimes, physical abuse and crimes
of violence against women.
Of$350,000 awarded,we received $90,097.
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.
Of$12,000 awarded,we received $0.
Final Status Report on Program Objectives for FY 2020-21 9
POLICE
GRANT REVENUES
14. United States Secret Service ($10,000)—To assist in the enforcement and
protection of high governmental officials and the prevention of counterfeiting of
U.S. Currency and securing the nation's critical infrastructures, specifically in the
areas of cyber, banking and finance.
Of$10,000 awarded, we received $0.
15. Safe Streets/Violent Crimes Task Force (Federal Bureau of investigation—FBI
$50,000)—For the purpose of identifying and targeting for prosecution criminal
enterprise groups responsible for drug trafficking, money laundering, alien
smuggling and other violent crimes.
Of$50,000 awarded,we received $0.
16. State-wide Multi-Jurisdictional Drug Task Force (SMDTF)— State Department of
the Attorney General ($50,000)—For the purpose of reducing drug threats and drug
related crimes and incorporating multi-agency collaboration.
Of$50,000 awarded,we received $18,663.
17. Priority Drug Analyses Productivity—State Department of the Attorney General
($175,000)—For the purpose of paying for Gas Chromatography/Mass
Spectrometry and Fourier Transform Infrared Spectroscopy instrumentation for the
identification of controlled drugs.
Of$175,000 awarded,we received $77,548.
18. Local JAG Program—U.S. Department of Justice ($114,000)—For the purpose to
purchase a driving simulator for the Police Department's Emergency Vehicle
Operator Course.
Of$114,000 awarded,we received $0.
Final Status Report on Program Objectives for FY 2020-21 10
t9
PROSE-l-'EUTING ATTIORNE-1-/Y
PROSECUTING ATTORNEY
GENERAL PROSECUTION
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.
Criminal cases were prosecuted in all Circuit, District, and Family courts in
Hilo, Kona,North and South Kohala,Haakua, and Ka`u. In addition,we
presented cases to the Grand Jury in Hilo and Dona and appeared in specialty
courts such as Big Island Mental Advocate calendar (BIMAC), Environmental
Court,Adult and Juvenile Drug Court,Veterans Treatment Court and in the
State Appellate Courts.
2. Maintain a professional, dedicated and trained staff to carry out the duties of the
Prosecuting Attorney as defined under the County Charter.
Our staff consists of deputy prosecuting attorneys, investigators,victim witness
counselors, clerical, special projects and administration. Staff are encouraged
and supported to participate in available appropriate training. Whenever
possible,we obtained scholarships and stipends to defray expenses. Staff
training is important to improve skills for specialized areas of prosecution. We
had staff cross trained among specialty areas.
3. Provide for a statewide Traffic Safety Resource Prosecutor to develop effective
enforcement strategies to reduce highway offenses,traffic collisions, and increase
traffic safety.
One of our deputy prosecuting attorneys serves as one of two Traffic Safety
Resource Prosecutors ('TSR-P') for the State of Hawaii and coordinated
enforcement strategies to reduce highway safety violations and traffic crashes.
This included being kept abreast of current issues related to traffic safety,
including legislation, case law, and trial practice. Strategies were developed in
collaboration with the Hawaii Police Department to maintain best practices in
enforcement actives relating to driving under the influence.
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.
Deputy prosecuting attorneys have been assigned to specialized units within the
Hawaii Police Department's Vice Section, Traffic Enforcement Unit, and
Six-Month Progress Report on Program Objectives for FY 2021-22 1
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Special Enforcement Unit, and also assist in specialized cases, including but not
limited to sexual assault and domestic violence cases. The sexual assault
prosecution unit consists of a supervisor and other specially-trained appointed
deputies who serve in circuit, district and family courts.
First Deputy Prosecuting Attorney leads the implementation of two federal
grants: 1) the 2019 Sexual Assault Kit Initiative (SAKI) to review all cases
involving sexual assault kits collected through June 30, 2018 and 2) the 2019
Innovative Prosecution Solutions for Combating Violent Crime Grant.
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.
Our Victim Assistance Unit provided assistance to 1,941 victims of crime,
witnesses of crime, and persons close to the victims/witnesses to help them
navigate the trauma of victimization and its potential to have lasting emotional,
psychological, and physical effects. Types of victimization experienced include
but are not limited to: homicide, negligent homicide and injury, sexual assault,
domestic violence, child abuse,violation of protective orders, assault, robbery,
and property crimes. There were 202 victims of sexual assault crimes served, of
which 79 were adults and 123 were children. Approximately 91 parents and/or
guardians of sexual assault victims were also served during this reporting
period. There were 1,010 victims of domestic/family violence-related crimes
served. Related crimes include but are not limited to: Abuse of
Family/Household,Violations of an Order for Protection, 48-hour Warning
Citation Violations, Terroristic Threatening, Property Damage, Child Abuse,
Assault, and homicide.
One hundred and ninety-five referrals were made to community service agencies
during this reporting period, including but not limited to: Child and Family
Service,YWCA Sexual Assault Support Services,Legal Aid Society of Hawaii,
Hale Kipa, Catholic Charities of Hawaii, and the Salvation Army Family
Intervention Services.
Staff also coordinated Crime Victim Compensation Commission (CVCC)
services for approximately 591 victims (The CVCC provides compensation to
victims of violent crimes for their crime-related injuries and losses, and to
Six-Month Progress Report on Program Objectives for FY 2021-22 2
PROSECUTING ATTORNEY
GENERAL PROSECUTION
4600d Samaritans" for injuries or property damage suffered in the prevention
of a crime or apprehension of a criminal https://dns.ha`vaii.s!ov/cvccl}.
2. Provide restorative justice options as appropriate.
During this reporting period, our Restorative Justice Program screened cases to
participate in Victim/Offender Conferences (VOC). Of 9 juvenile cases
screened, seven cases were approved to participate; of those approved,two cases
completed VOC successfully. Of 411 adult cases screened, 32 cases were
approved to participate; of those approved, 16 cases completed VOC
successfully. For Victim/Offender Dialogs (VOD), two cases were screened, five
cases are in VOD process, and one case has been completed.
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.
Staff participated in regular meetings of the East Hawaii Coalition to Prevent
Child Abuse and Neglect,Family Violence Interagency Committee (East and
West Hawaii), and Hawaii Coalition Against Human Trafficking. Staff also
facilitates and participates in the Family Violence Interagency Committee
(FVIC) monthly meetings in both East and West Hawaii,to include events held
during National Crime Victims' Rights Week in April, and National Domestic
Violence Awareness Month in October.
Improvine the criminal justice system
1. Coordinate continuing training/educational workshops to improve the criminal justice
system.
Trainings/educational workshops that improve the criminal justice have been
suspended due to COVID-19 social gathering restrictions.
2. Collaborate with the Hawaii Police Department to discuss joint initiatives, policies,
and procedures to strengthen investigations and prosecutions.
The Prosecutor's Office maintained an open line of communication at all levels
with the Hawaii Police Department. The Prosecutor, Chief of Police, First
Deputy, and Assistant Chief of Police met to establish procedures that control
the working dynamic between the two departments. Assigned Deputy
Six-Month Progress Report on Program Objectives for FY 2021-22 3
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Prosecutors meet with units within the Police Department for briefings,
conferrals on specific cases, training issues, case law updates, and best practices.
3. Meet with law enforcement, government agencies, and community service providers
to improve handling of domestic violence, child abuse, and sexual assault cases.
The staff of the Prosecutor's Office met monthly and/or quarterly with
members of a multi-disciplinary team which included Hawaii Police
Department, Sexual Assault Nurse Examiners (SANE), therapists, forensic
interviewers and others involved in the handling of cases that involve child
abuse and sexual assault. Meetings also include the Interagency Committee
(IAC),Investigative Team Meetings, Case Reviews,the Family Violence
Interagency Committee (FVIC),Youth with Sexual Behavior Problems and the
East Hawaii Child Sex Trafficking (CST) meetings.
In addition to the above, deputy prosecuting attorneys in Hawaii County attend
and observe Children's Justice Center (CJC) Interviews. Between July 1,2021
and December 31, 2021,DPA's attended a total of 30 CJC interviews (20 in East
Hawaii and 10 in West Hawai`i). Additionally, the Sexual Assault Unit
Supervisor(SAUS) attends statewide quarterly meetings with the Hawaii
Sexual Assault Response and Training (HSART) Team and the Statewide
Children's Justice Act(CJA) Team.
The First Deputy Prosecuting Attorney, the SAUS,the Sexual Assault Kit
Initiative (SAKI) DFA and the Victim Assistance Unit Supervisor met monthly
with members of the SAKI multi-disciplinary team which includes Hawaii
Police Department, Sexual Assault Nurse Examiners (SANE) and a criminalist
from the Honolulu Scientific Investigation Section laboratory. The SAKI staff
of the Prosecutor's Office also met quarterly with representatives from the
Division of Applied Justice Research (AJR) from RTI International.
4. Meet with Hawaii criminal justice agencies and State branches to discuss appropriate
interventions and consequences for offenders.
During this reporting period, staff participated in Big Island Mental Advocate
Calendar (BIMAC) 704 meetings and Community Partners—Judiciary
Administrative meetings.
Six-Month Progress Report on Program Objectives for FY 2021-22 4
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Improving the juvenile justice system
1. Coordinate continuing training/educational workshops to improve delivery of services
along the continuum of the juvenile justice system.
Trainingsleducational workshops that improve the juvenile justice system have
been suspended due to COVID-19 social gathering restrictions.
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.
Facilitated and participated in monthly Island-wide Big Island Juvenile Intake
and Assessment Center (BIJIAC) interagency meetings,East Hawaii Drug-Free
Coalition, Tobacco-Free Hawaii Island,Hawaii Community College Substance
Abuse Program Advisory Council, State of Hawaii Department of Health
Alcohol and Drug Abuse Division County and Provider meetings,Hawaii
Alcohol Policy Alliance, Substance Abuse Prevention Information Alliance,
Hawaii Opioid Initiative and HDART (Hawai`i Domestic Abuse Response
Team).
Communitv initiatives to promote crime prevention and intervention and other
efforts
1. Support prevention, education, and intervention initiatives directed at reducing crime
and increasing public safety on issues such as domestic abuse, including to reduce
child abuse and neglect, substance abuse, and impaired driving.
Deputy prosecuting attorneys were assigned to each of the nine County Council
Districts to focus on strengthening community connections and to promote
partnerships with community stakeholders,with the ultimate goal of reducing
crime and making our community a better and safer place.
Staff participated in regular meetings of the Family Violence Interagency
Committees in both East and West Hawaii,Veteran's Court Planning Team,
Hawaii Coalition Against Human Trafficking, and Domestic Violence
Intervention Program, and the Youth Career Opportunities Fair.
Staff also attended Coffee-with-a-Cop events (Hilo,Waimea, Hamakua, and
Kailua-Kona), Traffic Safety awareness events, and various community safety
meetings to include the Puna Neighborhood Watch Coordinators meeting, the
Six-Month Progress Report on Program Objectives for FY 2021-22 5
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Volcano Neighborhood Watch, the Leleiwi Neighborhood Watch, and the Men
of Pa`a.
Office of the Prosecuting Attorney social media pages were also created on both
Facebook and Instagram to promote awareness, education, and prevention of
impaired driving, substance misuse, traffic safety, domestic violence, sexual
violence, human trafficking, auto theft, and property crimes.
httj2s://-tNiN,Nv.facebook.com/HawaiiProsecutoi-s
httpso//`vww.insta ram.com/hawaii.pi-osecutors/
Staff facilitated and participated in monthly Island-wide Big Island Juvenile
Intake and Assessment Center(BIJIAC) interagency meetings, East Hawaii
Drug-Free Coalition, Tobacco-Free Hawaii Island,Hawaii Community College
Substance Abuse Program Advisory Council, State of Hawaii Department of
Health Alcohol and Drug Abuse Division County and Provider meetings,
Hawaii Alcohol Policy Alliance, Substance Abuse Prevention Information
Alliance,Hawai'i Opioid Initiative and HDART (Hawai`i Domestic Abuse
Response Team).
Staff also participated in regular meetings of the East Hawaii Coalition to
Prevent Child Abuse and Neglect, Family Violence Interagency Committee (East
and West Hawai`i),Domestic Violence Fatality Review,Veteran's Treatment
Court Planning Team, the Juvenile Justice Task Force and Hawaii Coalition
Against Human Trafficking. Staff also coordinates and facilitates the Family
Violence Interagency Committee (FVIC) monthly meetings in both East and
West Hawaii, to include events held during National Domestic Violence
Awareness Month in October.
2. Coordinate continuing training/educational workshops to promote healthy behaviors,
crime prevention and early intervention initiatives.
While adhering to COVID-19 protocols,the Prosecutor's Office partnered with
the Hawaii Fire Department to deliver 16 Mental Health First Aid (MHFA)
trainings,island-wide. A total of 251 participants that were representative of
various organizations and agencies to include the Hawaii Fire Department,
Parks and Recreation, Hawaii National Guard Youth Challenge Academy,
Big Island Substance Abuse Council (BISAC), and other valued community
stakeholders completed this day-long training and became certified to deliver
MHFA to individuals who may be in a time of crisis.
Six-Month Progress Report on Program Objectives for FY 2021-22 6
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Numerous online training opportunities (webinars) were shared with community
advocates, prevention providers, and agency partners. During Domestic
Violence Awareness Month (October), online island-wide vigils were coordinated
in remembrance of victims of domestic violence and promoted non-violence and
healthy relationships. In addition to various posts, there was a 22-minute video
played on October 30. Speakers represented various survivors and community
and county-based organizations. On Instagram there were 289 views, and on
I+acebook there were 1,169 views, unduplicated. Views on both sites increased
from the previous year by 54% and 64% respectively. In addition,virtual
participation was larger than many of the public events in the past.
https://www.facebook.com/dvpeacewalkandviail
https://www.instat4ram.com/dvpeacewalkandviaiU
3. Provide meeting coordination and fiscal support to the County of Hawaii Committee
on the Status of Women.
Provided meeting coordination and fiscal support for monthly meetings and
annual activities.
Six-Month Progress Report on Program Objectives for FY 2021-22 7
PROSECUTING ATTORNEY
GRANT REVENUES
I. 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.
Received: $8,779.75
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.
Received: $0
3. STOP Violence Against Women -U.S. Department of Justice, STOP Violence
Against Women Formula Grant Program, $98,772. One Employee—To improve
prosecution of domestic violence cases involving adult women by dedicating a deputy
to handle these cases.
Awarded: $82,672
4. Crime Victims Assistance Program (VOCA) -U.S. Department of Justice, Office
for Victims of Crime Formula Grant Program, $1,134,528. Twelve employees—To
assist victims of crime through the judicial process, focusing on crimes such as
homicide, sexual assault, child abuse and domestic violence.
Awarded: $1,005,892
5. Justice Assistance Grant (JAG)—U.S. Department of Justice funds for technology
improvements, $150,000.
Awarded: $0
h. Traffic Safety Training Grant—U.S. Department of Transportation, $150,000 - To
conduct statewide training to improve law enforcement system response to traffic
crash cases and improve highway safety.
Awarded: $0
7. East Hawaii Big Island Juvenile Intake and Assessment Center (BIJIAC)—
Hawai`i Office of Youth Services, $200,000—To support operation of a juvenile
intake and assessment center in East Hawaii.
Awarded: $200,000
Six-Month Progress Report on Program Objectives for FY 2021-22 8
PROSECUTING ATTORNEY
GRANT S
8. Substance Abuse Prevention Program —Hawai`i State Department of Health,
Alcohol and Drug Abuse Division, $150,000—To fund a community assessment and
strengthening of Substance Abuse Systems in the County of Hawaii.
Paid for staff salaries and contracted services.
Awarded: $0
9. Agricultural Crimes Project—Hawai`i State Department of Agriculture, $106,798.
One employee. To investigate agricultural crimes in Hawaii County.
ti
Awarded: $0
i
10. West Hawaii Juvenile Intake and Assessment Center (BIJIAC)—Hawai`i Office
of Youth Services, $210,000—To support operation of a juvenile intake and
assessment center in West Hawaii.
Awarded: $0
I
11. USSS Electronic Crimes Task Force—U.S. Secret Service, $15,000—To reimburse
overtime and other expenses related to official investigations by U.S. Secret Service's
Hawaii Electronic Crimes Task Force.
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Awarded: $0 j
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Six-Month Progress Report on Program Objectives for FY 2021-22 9
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PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
1. Sponsor and coordinate an island wide essay contest to increase awareness among
students on the accomplishments of women in Hawaii County.
Due to the lingering conditions associated with CVID-19,the Committee on the
Status of Women will not be hosting the essay contest this year. Malama
Makuahine, Year of the Mother,will be replacing this event for this year.
Mayor Roth provided a proclamation and the Hawaii County Council approved
a resolution recognizing 2022 as Year of the Mother. As part of this initiative,
the Committee on the Status of Women will host a variety of activities starting i
January 2022.
2. Promote awareness of Equal Pay for Equal Work for women.
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Equal Pay Day occurs each year in the month of April. Planning for this event #
will begin in January 2022.
1
3. Create and share a report on the status of women in Hawaii County.
I
An in-person presentation of the Status of Women Report was made to the
Human Services and Social Services Committee of the County Council on
September 7, 2021. A similar presentation was made to the University of
Hawaii at Hilo community via Zoom on November 10,2021.
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.
In-person participation was deferred for the time period of 07/01/21-12/31/21.
CSW members have been participating in Zoom and Webex when possible.
5. Update and disseminate the Hawaii Island Services Directory for Families across
Hawaii County.
Updates to the 2021 Family Services directories were finalized in October 2021.
Directories are being distributed by each member and our community partners.
Six-Month Progress Report on Program Objectives for FY 2021-22 10
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PROSECUTING-ATTORNEY
COMMITTEE ON THE STATUS
6. Promote Teen Dating Violence Prevention/Education.
The Committee continued to work on updating information on the Cell Phone
Safety card and plans to print another supply for distribution in the community.
We are working with the Office of the Prosecuting Attorney on procurement
details for this project.
7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate
with other organizations.
Committee on the Status of Women members virtually attended Family Violence
Interagency Committee meetings when possible. Chair Ryer has also been
participating as part of the Missing Murdered Native Hawaiian Women and
Girls Task Force.
8. To the extent that it is safe, hold rotating monthly meetings in East Hawaii,North
Hawaii, South Hawaii and West Hawaii to better allow participation from the
public.
Meetings have been held via Webex and Zoom since March 2020. Information
on meetings are submitted in advance to allow time to announce to the public so
they may participate.
9. Support, through sponsorship,planning, promotion and attendance, the Hawaii
Island Women's Leadership Summit.
The Committee on the Status of Women supported and continues to support this
event, however there is not an annual Hawaii Island Women's Leadership
Summit planned yet for this year.
10. Promote awareness of Human Trafficking across Hawaii County.
Posters from the U.S. Department of Homeland Security Blue Campaign were
received and posted around East,West and North Hawaii.
Six-Month Progress Report on Program Objectives for FY 2021-22 11
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Core prosecution and victim services
1. Attend all courts in the County and prosecute all violations of State and County laws;
ordinances and regulations.
We prosecuted criminal cases in all Circuit, District, and Family courts in Hilo,
Kona,North and South Kohala,Hamakua, and Ka`Fa. In addition,we presented
cases to the Grand Jury in Hilo and Kona and appeared in specialty courts such
as mental health calendar,Environmental Court, Adult and Juvenile Drug
Court, Veterans Court as well as the State Appellate Courts.
2. Maintain a professional, dedicated and trained staff to cavy out the duties of the
Prosecuting Attorney as defined under the County Charter.
Our staff consists of deputy prosecutors, investigators,victim witness counselors,
clerical, special projects, and administration. Staff are encouraged and
supported to participate in available appropriate training. Whenever possible,
we obtained scholarships and stipends to defray expenses. Staff training is
important to improve skills for specialized areas of prosecution. We had staff
cross trained among specialty areas.
3. Attend to the needs of victims and witnesses as they go through the criminal justice
system to include providing restorative justice options, case information, assistance
with restitution and crime victim compensation and referrals to appropriate agencies.
In our Victim's Assistance Unit,we provided assistance to 7,109 persons,which
included service to 4,954 victims of crime, 3,420 victims were 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,trespassing. 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.
In our Restorative Justice Program, 102 juvenile cases were screened for victim
offender conferencing. Thirty-eight were approved for possible conference; 24
conferences were completed, and one is in process. Eighty-nine district court
cases were screened for victim offender conferencing, 66 were approved for
conferences; 28 were completed, and 19 are still in process.
Final Status Report on Program Objectives for FY 2020-21 1
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Three cases were referred for post-conviction victim/offender dialogues. Two
cases were completed and six are in process.
Two Victim Impact Class were completed, and one partially completed at the
Hawaii County Community Correctional Center during FY 2020-21. Due to
COVID-19 restrictions,we developed new protocols and classes were done via
Zoom. Twenty-one inmates took part in these classes. Eleven victims
participated as speakers from our office with staff support via Zoom.
4. Expand criminal case processing improvements utilizing technology within the office
as well as among criminal justice system partners.
The office has been working on implementing a new case tracking system which
will replace the current system that was developed over 15 years ago. An
analysis is being conducted relating to switching discovery into a paperless
system with the goal of reducing material consumption.
5. Provide statewide Traffic Safety Resource Prosecutor to develop effective
enforcement strategies to reduce highway offenses and traffic crashes.
We have provided one of two Traffic Safety Resource Prosecutors (`TSRP') for
the State of Hawaii and coordinated enforcement strategies to reduce highway
safety violations and traffic crashes. This included being kept abreast of current
issues related to traffic safety, including legislation, case law, and trial practice.
Strategies were developed in collaboration with the Hawaii Police Department
to maintain best practices in enforcement actives relating to driving under the
influence.
6. Maintain a prosecution unit to continue working collaboratively with police
investigators and other agencies to improve the outcome for victims of violent crimes
and crimes against a person. Maintain a goal of holding these offenders accountable.
The Sexual Assault Prosecution Unit consists of a full-time supervisor funded by
a grant and specially trained appointed deputies in Circuit, District and Family
courts to prosecute sexual assault cases in those courts.
We were awarded two federal grants: 1) the 2019 Sexual Assault Kit Initiative
SAKI) federal funds grant to review all cases involving sexual assault kits
collected through June 30, 2018 and 2) the 2019 Innovative Prosecution
Solutions for Combating Violent Crime Grant.
Final Status Report on Program Objectives for FY 2020-2I 2
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Improving the criminal Justice syste
1. Coordinate two training/educational workshops to improve the criminal justice
system.
Trainings/educational workshops were canceled due to COVID-19.
2. Meet quarterly with the Hawaii County Police Department to discuss joint
initiatives, policies, and procedures to improve investigations and prosecutions.
The Prosecutor's Office maintains an open line of communication at all levels
with the Hawaii County Police Department. The Prosecutor, Chief of Police,
First Deputy, and Assistant Chief of Police met monthly to establish procedures
that control the worming dynamic between the two departments. Assigned
Deputy Prosecutors met with units within the Police Department for briefings,
conferrals on specific cases, training issue, case law updates, and best practices.
3. Meet monthly with the police, courts, Children's Justice Center, Sexual Assault
Nurse Examiners (SANE), Department of Health, service providers and others to
improve handling of domestic violence, child abuse and sexual assault cases.
The staff of the Prosecutor's Office met monthly with members of the multi-
disciplinary team which included police, Sexual Assault Nurse Examiners
(SANE),therapists,forensic interviewers and others involved in the handling of
cases that involved child abuse and sexual assault.
4. Meet quarterly with Hawaii criminal justice agencies to discuss appropriate
interventions and consequences for offenders.
Staff participated in regular meetings of the Statewide Coalition Against
Domestic Violence, Big Island Coalition Against Physical and Sexual Abuse
(BICAPSA), Children's Justice Center Inter-Agency Committee, Child Welfare
Services Advisory Committee, Family Violence Interagency Committee, SAVIN
Governance Committee,Visitor Aloha Society of Hawaii,Hawaii Coalition
Against Human Trafficking, Hawaii Re-entry Commission and Hawaii Going
Home.
I
Final Status Report on Program Objectives for FY 2020-21 3
ATTORNEY
PROSECUTIONPROSECUTING
GENERAL
Community initiatives to promote crime prevention and intervention and other
efforts
1. Support juvenile delinquency prevention and intervention initiatives.
Facilitated and participated in regular Island wide Big Island Juvenile Intake
and Assessment Center (BIJIAC) interagency meetings,East Hawaii Drug-Free
Coalition, Tobacco-Free Hawaii Island, Hawaii Community College Substance
Abuse Program Advisory Council, State of awai`i Department of Health
Alcohol and Drug Abuse Division County and Provider meetings, awai`i
Alcohol Policy Alliance, Substance Abuse Prevention Information Alliance,
Hawaii Opioid Initiative and HDAT (Hawai`i Domestic Abuse Response
Team).
2. Support domestic and family violence prevention and intervention initiatives.
Staff participated in regular meetings of the East Hawaii Coalition to Prevent
Child Abuse and Neglect, Family Violence Interagency Committee (East and
West Hawai`i), Domestic Violence Fatality Review, Veteran's Court Planning
Team, the Juvenile Justice Task Force and Hawaii Coalition Against Human
Trafficking.
3. Support neighborhood watch and other community-based crime prevention and
education initiatives.
Staff participated in regular meetings of the Family Violence Interagency
Committees in both East and West Hawaii,Faith Leaders, Veteran's Court
Planning Team,Hawaii Coalition Against Human Trafficking, and Domestic
Violence Intervention Program.
4. Coordinate two training/educational workshops to promote crime prevention and
early intervention initiatives.
In-person trainings were canceled due to COVID-19. Online training
opportunities (webinars)were shared with community advocates, prevention
providers, and agency partners. In May, a statewide training was held for
prosecutors and members of the public to provide current information and
training relating to witness intimidation. During Domestic Violence Awareness
Month (October), online island wide vigils were coordinated in remembrance of
victims of domestic violence and promoted non-violence and healthy
Final Status Report on Program Objectives for FY 2024-21 4
PROSECUTING ATTORNEY
GENERAL PROSECUTION
relationships. In addition to various posts, there was a 22-minute video played
on October 30. Speakers represented various survivors and community and
county-based organizations. On Instagram there were 218 views, on Facebook
one site had 188 views, and another site had 711 views. Each site does not
double count, the virtual participation was larger than many of the public events
in the past.
ttps:llwww.facebook.com/dvpeacewalkandvigil
5. Support the Committee on the Status of Women, formerly under the Mayor's Office.
Provided meeting coordination and fiscal support for monthly meetings and
annual activities.
Final Status Report on Program Objectives for FY 2020-21 5
PROSECUTING ATTORNEY
GRANT REVENUES
1. Career Criminal - State Department of the Attorney General, $670,807. Twelve
Employees—To provide quick identification,prosecution and conviction of those
persons making a career of crime.
Awarded: $324,512
2. Victim/Witness Assistance - State Department of the Attorney General, x',118,669.
Two employees—To assist crime victims and witnesses and their families by
providing information, counseling, and support services primarily to victims of
violent and property crimes.
Awarded: $93,371
3. State Forfeitures - $200,000. Department of the Attorney General, Civil Recoveries
Division, State of Hawaii. For use to assist crime prevention and healthy
communities at the discretion of the Hawaii County Prosecuting Attorney.
Received: $21,549
4. Federal Forfeitures - $50,000. United States Department of Justice and US
Treasury Department. For use to assist crime prevention and healthy communities at
the discretion of the Hawaii County Prosecuting Attorney.
Received: $0
5. STOP Violence Against Women -U.S. Dept. of Justice, STOP Violence Against
Women Formula Grant Program, $59,000. One Employee—To improve prosecution
of domestic violence cases involving adult women by dedicating a deputy to handle
these cases.
Awarded: $83,337
6. Crime Victims Assistance Program (VOCA) - U.S. Dept. of Justice, Office for
Victims of Crime Formula Grant Program, $1,142,222. Twelve employees —To
assist victims of crime through the judicial process, focusing on crimes su(,h_as
homicide, sexual assault, child abuse and domestic violence.
Awarded: S 986,188.
Final Status Report on Program Objectives for FY 2020-21 6
PROSECUTING ATTORNEY
GRANT REVENUES
7. Justice Assistance Grant (JAG)—U.S. Department of Justice funds for technology
improvements, $150,000.
Awarded: $75,388
8. Traffic Safety Training Grant—U.S. Department of Transportation, $150.:000 - To
conduct statewide training to improve law enforcement system response to traffic
crash cases and improve highway safety.
Awarded: $130,977.95
9. East Hawaii Big Island Juvenile Intake and Assessment Center(IIIJIAC)—
Hawai`i Office of Youth Services, $200,000—To support operation of a juvenile
intake and assessment center in East Hawaii.
Awarded: $200,000
10. Substance Abuse Prevention Program— $217,642 Hawaii State Department of
Health, Alcohol and Drug Abuse Division—To fund a community assessment and
strengthening of Substance Abuse Systems in the County of Hawaii. Paid for staff
salaries and contracted services.
Awarded: $110,000
11. Agricultural Crimes Project—$115,124. One employee. To investigate
agricultural crimes in Hawaii County.
Awarded: $0
12. West Hawaii Juvenile Intake and Assessment Center (BIJIAQ—Hawaii Office
of Youth Services, $210,000—To support operation of a juvenile intake and.
assessment center in West Hawaii.
Awarded: $1$0,000
13. USSS Electronic Crimes Task Force—US Secret Service, $15,000—To reimburse
overtime and other expenses related to official investigations by U.S. Secret Service's
Hawaii Electronic Crimes Task Force.
Fina] Status Report on Program Objectives for FY 2020-21 7
PROSECUTING ATTORNEY
ti
COMMITTEE ON THE S'TA'TUS OF WOMEN
1. Sponsor and coordinate an island wide essay contest to increase awareness arnong
students on the accomplishments of women in Hawaii County.
Due to the COVI - 19 Pandemic and schools being on distance learning, the
Committee decided on an alternative to the Essay Contest this year. The
Committee organized the campaign "Gratitude, Grace & Grit" to showcase
Hawaii County women during the pandemic. The CSW worked with vocal non-
profit organizations to identify women from around Hawaii Island who were
willing to share their story about how they were impacted by the pandemic. We
are now working with Na Leo TV on broadcasting some of the videos and once
the CSW Facebook page is up,we will post the videos online.
2. Promote awareness of Equal Pay for Equal Work for women.
The Hawaii County Status of Women Report, prepared by this Committee with
wage and employment data from our County, underscored the existenice of the
gender pay gap on Hawaii Island. The results of the report were pre9ented to
the County Council.
3. Participate in local and/or off-island meetings or conference by sending at leapt one
representative. The purpose of which will be to share information with the
Committee members on current programs, legislation or issues that affect the status of
women.
A committee member has regularly attended the monthly Family Violence
Interagency Committee in East Hawaii. CSW members have also participated
in Legislative Training, Women's Legislative Caucus, Ma`i Movement Event,
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given presentations to County Council on the Status of Women in Hawaii
County Report,Liliuokalani Trust, etc.
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4. Update and disseminate the Services Directory for Families across Hawaii County.
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The CSW has distributed over 1,500 copies of the Services Directory for
Families. The Directory was updated, and the Committee is waiting; on the
paper to be delivered in order for the 2020 version of the Directory to be sprinted
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Fina] Status Report on Program Objectives for FY 2020-21 8
PROSECUTING ATTORNEY
COMMITTEE TEE ON 'TETE STATUS OF WOMEN
5. Promote Teen Dating Violence Prevention/Education.
The Cell Phone Safety cards were updated, printed, and received for
distribution to the community in July 2020. In an effort to adapt to tLe COVID-
19 Pandemic, the Committee decided to send Cell Phone Cards to all liaivai`i
Island Schools (71 Schools total)with letters to the Principals, asking thern to
distribute to students.
6. Extend our reach on Domestic Violence Prevention, expanding efforts to collaborate
with other organizations.
Committee members continued to attend community meetings with other
organizations to promote collaboration with this Committee. One of our CSW
members was featured as a guest speaker at last year's Domestic Viol(-.nce
virtual conference in October. Other participations included monthly meetings
of the Family Violence Interagency Committee, Domestic Violence Vigil.
7. Hold rotating monthly meetings in East Hawaii,North Hawaii, South Hawaii and
West Hawaii to better allow participation from the public.
Monthly meetings were successfully held virtually via Zoom, in compliance with
COVID-19 County and State protocols.
8. Support, through sponsorship, planning, promotion and attendance, the annual.
Hawai'i Island Women's Leadership Summit.
Due to the COVID-19 Pandemic, this year's Women's Leadership Smnllni.t was
canceled.
9. Promote awareness of Human Trafficking across Hawaii County.
The Committee organized a Human Trafficking Awareness event scheduled for
July 30, 2021. Outcome of that event will be included in the next annual report.
Final Status Report on Program Objectives for FY 2020-21 9
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PUBLIC WORKS5
PUBLIC WORKS
ADMINISTRATION
1. Ensure core functions are accomplished within budget 90% of the time as measured
by monthly financial reports.
Core functions were accomplished within budget 90% of the time.
2. Reduce industrial accident claims by 10% by educating personnel through training
programs for personal and operational safety.
Industrial accident claims decreased by 9%. Total accident count of 10 in
FY 2021-22 from July 2021 to December 2021 decreased from FY 2020-21 which
had a total accident count of 11.
3. Achieve one third of our average employee count to participate in safety related
training/training per year.
224 employees or 62% of the total departmental employees received safety
related training in FY 2021-22 from July 2021 to December 2021.
Six Month Progress Report on Program Objectives for FY 2021-22 1
PUBLIC WORKS
BUILDING
1. Process building permits on a regular basis and complete the plan review of 90% of
residential permits within 20 calendar days.
Table 1: Number of residential applications submitted and completed for plan
review during 71112021-12131/2021:
Reviewed
by All
Permit Type/Sub-Permit Type Agencies Total %Meeting
<=20 days; Reviews Target
Buildin 68 . S2 ", 13%
Residential 58 498 12%
Residential Solar Water Heater 10 26 38%
ElectrieaY ' 163.- ; 582 28°�¢
Residential Multi Family 0 0 0%
Residential Single Family 163 582 28%
Plumbin (Residential) 1,64 408 40a1a
Total 395 11514 26%
With the launch of EPIC, the Building division found an opportunity to get a
baseline of the review duration for each permit type from application to
issuance as summarized in Table 2. We anticipated a slowdown and reduction
in service as we migrated to the EPIC permitting system. Many challenges were
experienced including configuration, data migration, staff training, and
managing legacy (paper) applications through the new EPIC software. The
division continues to find solutions to improve these values by reassessing the
EPIC configurations and looking to streamline processes.
Six Month Progress Report on Program Objectives for FY 2021-22 2
PUBLIC WORKS
BUILDING
Table 2: Permits applied for on or after 7/1/2021 and issued between 7/1/2021 -
12/31/2021:
Permits
Total Duration Issued
Permit Type, Permits (Days) <=20 days
PW Building
NonRes(Legacy) 11 98.4 0
Non-Residential Alteration(EPIC) 1 61.0 0
Non-Residential Electrical Only Permit(EPIC) 88 83.9 1
Non-Residential Plumbing Only Permit(EPIC) 16 53.1 3
Non-Residential PV Permit(EPIC) 1 85.0 0
Residential (Legacy) 179 105.1 11
Residential Alteration(EPIC) 2 80.5 0
Residential Demolition Permit(EPIC) 1 112.0 0
Residential Electrical Only Permit(EPIC) 270 58=1 24
Residential New Construction(EPIC) 19 122.4 0
Residential Plumbing Only Permit(EPIC) 169 51.2 20
Residential PV Permit(EPIC) 76 92.5 1
Residential Solar Water Neater Permit(EPIC) 6 98.0 0
Residential Swimming Pool/Hot Tub/Jacuzzi
(EPIC) 1 98.0 0
PW Electrical
NonRes (Legacy) 38 34.2 15
Residential Single Family(Legacy) 152 42.0 40
PW Plumbing 3
NonRes(Legacy) 16 72.9 1
3
Residential(Legacy) 131 39.4 37 3
;
PW Sign
Sign Permit 5 86.8 0
Grand Total 1,182 65.5 153
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Six Month Progress Report on Program Objectives for FY 2021-22 3
PUBLIC WORKS
BUILDING
2. Complete 90% of requested inspections within two working days.
Table: Inspections requested and completed during 7/1/2021 - 12/31/21
Completed in Total %Meeting
Permit Types {=2 days Inspections Target
Completed
Building 2,346 3,653 64%
Electrical 3,578 4,446 80%
Plumbing 1,506 2,182 69%
Sin 3 22 14%
Total 7,433 10,303 72%
Table: Average number of days to complete a requested inspection.
Average
Completion Time
Permit Types (days)
Building 2.5
Electrical 2.4
Plumbing 2.4
Sin 19.5
Total 2.5
3. Schedule and complete 90% of routine (non-critical)maintenance and repair requests
within 30 calendar days of receipt of request.
During FY 2021-22 from July 2021 to December 2021, the Repair&
Maintenance (R&M) section received 742 work requests by email, phone, and
DPW internal request. 78.5% or 581 work orders received were completed
within 30 calendar days. Another 24 were completed outside of 30 calendar
days. These 24 completed work orders and 137 pending work requests were
delayed and or deferred due to unavailable parts,time extensions on
procurement of equipment and materials, and re-prioritization of other
projects. Examples of such projects included COVID-19 protective plexiglass
and wooden barriers requested island-wide by departments. Work requests
Six Month Progress Report on Program Objectives for FY 2021-22 4
PUBLIC WORKS
BUILDING
were also deferred, or response delayed,when R&M received requests from the
Building Design and Engineering section that were larger in scope.
The R&M section continues to evaluate operations and identify opportunities to
provide support to our growing number of facilities and to provide a timely
response to RM work requests island-wide.
4. Improve processing of building, electrical, plumbing and sign permits, and the
public's access to information.
The Building Division went live with the online EnerGov EPIC system on July
26th, 2021. Customers can apply for permits and pay permit fees online.
Customers are also able to:
• Search all permit information stored by the Building Division.
• Attach files to online applications.
• Submission of electronic plans supports concurrent review by multiple
plans examiners.
• Receive email notifications as applications move through the approval
process.
• Monitor the progress of their application as it moves through the review
process.
• Request for and view the results of inspections of their projects.
The Building Division continues to identify ways to improve the customer's
online experience to easily access information and utilize the services offered.
As noted in program objective 41, many challenges were encountered for both
the Building division staff and the public at the onset of launching EPIC.
However, after 6 months of working with the system, the division has identified
opportunities for improvement and is focused on ramping up efficiency and
production.
i
The Department and Division have hosted two informational webinars on how
to apply for permits, check the statuses of permit applications, and respond to
i
comments through EPIC. Question and answer sessions were included to
support the public in navigating the system. These webinars have improved
customer interaction and provided clarification as to what is needed to
efficiently process permits. In addition, to further improve communication and
provide support for the EPIC system,the Department and Division monitor
3
Six Month Progress Report on Program Objectives for FY 2021-22 5
3
PUBLIC WORKS
BUILDING
and respond to support requests made via an EPIC support site. Responses are
provided within two days.
In addition to the launch of EPIC,to improve efficiency, the division has
implemented the "One-permit" system for all new permit applications.
Historically, once a building permit was issued, a subsequent electrical and
plumbing permit was required. This added additional processing and wait time
for a permitted project. The "tine-permit" system eliminated the requirement
for three individual (building, electrical, plumbing) permits for a single project
allowing construction to continue without the additional wait and staff
processing time.
Six Month Progress Report on Program Objectives for FY 2021-22 6
PUBLIC WORKS
ENGINEERING
1. Participate in the State/FHWA Statewide Transportation Improvement Program
(STIP).
In FY 2421-22, the construction of the$12 million Kilauea Avenue
Rehabilitation project is near completion and the $11 million Waianuenue
Avenue Rehabilitation began construction. Both projects are partially funded by
FHWA. Projects currently in design are the Kilauea Avenue/Keawe Street
Rehabilitation, the Old Mamalahoa Highway Rehabilitation (Kona), and the
Ane Keohokalole Phase III projects.
The Engineering Division also participates in the FEMA Disaster Relief and
Emergency Assistance Program. In FY 2021-22, the$81 million Lava Inundated
Recovery Projects are under FEMA review. Also,the $22 million Hurricane
Lane Recovery Projects are in various stages of design and/or under FEMA
review.
2. Complete County CIP drainage and Roadway projects in a timely manner.
Construction of the Kalaniana`ole Avenue Reconstruction Project is near
completion. Projects currently in the planning and design phases include the
Kawili Avenue Shoulder Improvement Project, the Manono Street Shoulder
Improvements, and the Waikoloa/Paniolo Avenue Intersection Project.
3. Prepare parcel maps in three months and process subdivision applications in three
months.
There were no parcel maps prepared and one subdivision application processed
with the Planning Department in December 2021.
4. Provide in-house construction management for all projects.
Engineering Division construction projects were managed by in-house staff.
5. Respond to or process 80% of all time-sensitive documents, such as subdivision,
change of zone, and variance applications, by stipulated deadlines.
All time-sensitive documents received were responded to or processed by the
stipulated deadlines.
Six Month Progress Report on Program Objectives for FY 2421-22 7
PUBLIC WORKS
ENGINEERING
6. Respond to or process 70% of all materials that do not have a stipulated deadline,
such as construction and grading plans, complaints, and environmental matters within
two weeks.
Responded to or processed 89% of the tasks that did not have a stipulated
deadline within two weeks.
7. Provide same day service for 75% of all permits issued by the Division, including
building permits.
76% of permits issued by the Division were processed on the same day it was
received.
8. Comply with the National Bridge Inspection(NBI) and other Federal, State, and
County of Hawaii bridge inspection regulations including preparation and
submission of bridge reports, by conducting 129 of the bridge inspections every two
years as they are due.
Completed bi-annual inspections on 23 bridges (18% of the total of 129) in FY
2021-22 from July 2021 to December 2021.
9. Performing bridge repair and maintenance projects on at least four bridges that have
been identified as requiring timely action due to deterioration, deficiencies, and
defects. Carry out bridge replacements and/or rehabilitations, as well as scour
analysis countermeasure implementation as needed. This includes implementing the
planning, design, construction management, and permitting processes of an average
of three to five per year, depending on the severity and complexity of the repair work
and available resources that needs to be done.
The following bridges are currently in the design phase:
Hakalau Bridge scour repair
Hanawi Stream Bridge scour repair
Honoli`i Stream Bridge rehabilitation
Ka`ahakini Bridge
Ka`ie`ie Stream Bridge scour repair
Kaiwiki Bridge#1 rehabilitation
Kaiwilahilahi Stream Bridge rehabilitation
Kolekole Stream Bridge scour repair
Laupahoehoe Gulch Bridge Repair
Ma`ili Stream Bridge scour repair
Makea Stream Permanent Bridge replacement
Six Month Progress Report on Program Objectives for FY 2021-22 8
PUBLIC WORKS
ENGINEERING
Nanue Stream Bridge scour repair
`Ope`a Bridge rehabilitation
`Ope`a Stream Bridge scour repair
Pahe`ehe`e Stream Bridge scour repair
Pauahi Street Bridge Rehabilitation replacement
Pi`ihonua Bridge scour repair
Waika`alulu Gulch Bridge Rehabilitation
Waima`au`au Stream Bridge replacement
Construction of the Makea Stream Temporary Bridge (temporary replacement)
was near completion at the end of December. 3
10. Comply with the Federal Highway Administration(FIHWA)requirements by
conducting structural analyses to determine the load rating (Inventory and Operating)
capacity of approximately 45 in-service bridges, registered in the National Bridge
Inventory (NBI). I
Bridge load rating was previously completed.
I
11. Comply with the Code of Federal Regulations (CFR)mandate by conducting
underwater inspections to two NBI registered in-service bridges.
There were no underwater inspections conducted in FY2021-22 from July 2021
to December 2021.
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Six Month Progress Report on Program Objectives for FY 2021-22 9
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PUBLIC WORKS
AUTOMOTIVE
1. Support the various County departments/agencies island wide with repair,
maintenance and welding services, and by performing at least 90% of these services
by staff(versus contract).
Completed 93%, or 1,831 of 1,959 work orders received. The remaining 128
work orders were serviced by contracted vendors.
2. Reduce the average monthly repair backlog for the Construction section from
previous fiscal year.
In FY 2020-21 there was an average monthly repair backlog of 86 in the
Construction Equipment section. In FY 2021-22 from July 2021 to December
2021, it increased by 4, bringing the average monthly repair backlog to 90.
3. Reduce the average monthly repair backlog for the Automotive section by from
previous fiscal year.
In FY2020-21 there was an average monthly repair backlog of 33 in the
Automotive section. In FY 2021-22 from July 2021 to December 2021,it
decreased by 19, bringing the average monthly repair backlog to 14.
Six Month Progress Report on Program Objectives for FY 2021-22 10
PUBLIC WORKS
FLOOD
CONTROL
1. Continue to conduct semi-annual inspections of flood control system.
Semi-annual inspections of various flood control systems were performed.
2. Continue to maintain flood control systems.
a. Prevent deterioration of structures by repairing within six months.
Maintenance and repair work of various flood control systems to prevent
deterioration of structures were performed throughout the past six months.
b. Clear debris such as mud, rocks, branches, etc. from channel within three months.
Maintenance and clearing of debris from channels were performed
throughout the past six months.
c. Control weed and brush growth by using herbicides and mowing quarterly.
Control of weed and brush growth within flood control systems were
performed quarterly.
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Six Month Progress Report on Program Objectives for FY 2021-22 11
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PUBLIC WORKS
ADMINISTRATION
1. Ensure core functions are accomplished within budget 90% of the time as measured
by monthly financial reports.
Core functions were accomplished within budget 90% of the time.
2. Reduce by 10% claims due to industrial accidents. To achieve this, educate personnel
through training programs for personal and operational safety.
Industrial accident claims increased by 6%. Total accident count of 19 in
FY 2020-21 increased from FY 2019-20 which had a total accident count of 1 .
3. Encourage at least one third of the total departmental employees to participate in
safety related training per year.
137 employees or 37% of the total departmental employees received safety
related training in FY 2020-21.
4. Improve customer service to the public by training one-third the total departmental
employees to participate in any customer service relate training.
Twenty-one employees attended customer service training that was offered
within the County of Hawai`i's Training Catalog in FY 2020-21.
5. Comply with the National Bridge Inspection (N131) and other Federal, State, and
County of Hawaii bridge inspection regulations including preparation and
submission of bridge reports, by conducting 129 of the bridge inspections every two
years as they are due.
Completed 85 or 66% of bridge inspections in FY 2020-21.
Final Status Report on Program Objectives for FY 2020-21 1
PUBLIC WORKS
Mm
ADMINISTRATION
6. Performing bridge repair and maintenance projects on at least four bridges that have
been identified as requiring timely action due to deterioration, deficiencies, and
defects. Carry out bridge replacements and/or rehabilitations, as well as scour
analysis countermeasure implementation as needed. This includes implementing the
planning, design, construction management, and permitting processes of an average
of three to five per year, depending on the severity and complexity of the repair work
and available resources that needs to be done.
Managed professional engineering consultant services of the rehabilitation of
four bridges- onoli`i Stream Bridge, Kaiwilahilahi Stream Bridge, Kaiwiki
Bridge 41 and `Ope`a Stream Bridge. 80% of the construction cost of these four
bridges will be funded by the FHWA.
7. Comply with the Federal Highway Administration (FHWA) requirements by
conducting structural analyses to determine the load rating (Inventory and Operating)
capacity of approximately 45 in-service bridges, registered in the National Bridge
Inventory (NBI).
Load rating was not done as it is set for our NBI bridges.
8. Comply with the Code of Federal Regulations (CFR)mandate by conducting
underwater inspections to two NBI registered in-service bridges.
Conducted an underwater inspection on one NBI registered bridge site, the
Keawe/Wailuku Bridge. Prepared and submitted reports which included
estimated cost and recommended repairs.
Final Status Report on Program Objectives for FY 2020-21 2
PUBLIC WORKS
BUILDING
1. Process building permits on a regular basis and complete the plan review of 90% of
residential permits within 20 calendar days.
Table: Number of residential applications submitted and completed for plan
review during 71112020—613012021:
Reviewed
by All
Permit Type/Sub-Permit Type Agencies Total % Meeting
<=20 days Reviews Target
N
Buiidin 2,762'; ::5,560 50°l0.
Residential 2,505 5,280 47%
Residential Solar Water Heater 257 280 92%
Electrical 3;046 3;496 8.7°J4
Residential Multi Family 47 54 87°%
Residential Single Family 2,999 3,442 87%
Plnmbin esideutial 1,731 1;851" 94°f0
Total 7,539 10,907 69%
Table: Average number of days a residential application is in plan review:
Average
Review Time
Permit Types (days)
Bw d
Residential 5 .9
Residential Solar Water Heater 17.4
Electrical .. 81;6
Residential Multi Family 30.5
Residential Single Family 84.8
`Pluinbin esidentiaf l 63<
Final Status Report on Program Objectives for FY 2020-21 3
PUBLIC WORKS
BUILDING
2. Complete 90% of requested inspections within two working days.
Table: Inspections requested and completed during 71112020—613012021:
Completed in 'Total %Meeting
Permit Types <=2 days Inspections Target
Building 6,855 8,540 80%
Electrical 9,716 10,535 92%
Plumbing 4,803 5,408 88%
Sin 25 30 83%
Total 1 21,399 24,513 87%
Table: Average number of days to complete a requested inspection:
Average
Completion Time
Permit Types (days)
Building 2.4
Electrical 1.9
Plumbing 2.2
Sin 3.6
3. Schedule and complete 90% of routine (non-critical) maintenance and repair requests
within 30 calendar days of receipt of request.
During FY 2020-21 the Repair& Maintenance (R&M) section received 1,162
work requests by email, phone, and DPW internal request. 97.5% or 1,133 work
orders received were completed within 30 calendar days, achieving the 90%
completion goal. The remaining 29 work requests were deferred when parts
were unavailable, procurement of equipment/materials required more time, and
other projects became a higher priority. Examples of such projects included
COVID-19 protective plexiglass and wooden barriers requested by departments
island wide. Work requests were also deferred, or response delayed,when R&M
received requests from the Building Design and Engineering section that were
larger in scope.
Final Status Report on Program Objectives for FY 2020-21 4
PUBLIC WORKS
BUILDING
The R&M section continues to evaluate operations and identify opportunities to
provide support to our growing facilities and a timely response to R&M work
requests island wide.
4. Improve processing of building, electrical,plumbing and sign permits, and the
public's access to information. Recently amended Hawaii County Code, Chapter 5,
Construction Administration Code prepared for the upcoming implementation of the
one permit process which is believed will improve processing of building permits.
The Building Division began rollout of the online EnerGov EPIC system. Once
implemented, customers will be able to apply for permits and pay permit fees
online. Customers will also be able to:
• Search all permit information stored by the Building Division.
• Attach files to online applications.
• Receive results of their plan reviews faster, as submission of electronic
plans supports concurrent review by multiple plans examiners.
• Receive email notifications as applications move through the approval
process.
• Monitor the progress of their application as it moves through the review
process.
• Request for and view the results of inspections of their projects.
The Building Division continues to identify ways to improve the customer's
online experience to easily access information and utilize the services offered.
The Division also implemented an electronic signature waiver program to
prepare the public and staff for electronic submittals into the EPIC system.
Final Status Report on Program Objectives for FY 2020-21 5
PUBLIC WORKS
ENGINEERING
1. Participate in the State/FIIWA Statewide Transportation Improvement Program
(STIP).
In FY 2020-21, the following FHWA funded projects were in construction: $12
million Kilauea Avenue Rehabilitation, $2 million Henry Street Rehabilitation,
$20 million Mamalahoa Highway Widening (Waimea), and S12 million AIN
Drive Culvert Replacement. The$12 million Waianuenue Avenue
Rehabilitation is currently being awarded. Projects currently in design are the
Kilauea Avenue/Kcawe Street Rehabilitation,the told Mamalahoa Highway
Rehabilitation (Kona), and the Ane Keohokalole Phase III projects.
The Engineering Division also participates in the FEMA Disaster Relief and
Emergency Assistance Program. In FY 2020-21, the $81 million Lava Inundated
Recovery Projects were in design and under FEMA review. Also, the $22
million Hurricane Lane Recovery Projects are in various stages of design and/or
under FEMA review.
2. Complete County CIP drainage and Roadway projects in a timely manner.
Projects completed in FY 2020-21 include the Plumeria Road Reconstruction
project and the Alii Drive Seawall Emergency Repair Project. Construction of
the Kalaniana`ole Avenue Reconstruction Project is on-going. Projects
currently in the planning and design phases include the Kawili Avenue Shoulder
Improvement Project, the Manono Street Shoulder Improvements, and the
Waikoloa/Paniolo Avenue Intersection Project.
3. Prepare,parcel maps in three months and process subdivision applications in three
months.
There was one parcel map prepared and 73 subdivision applications processed.
All were completed within three months.
4. Provide in-house construction management for all projects.
All Engineering Division construction projects were managed by in-house staff.
5. Respond to or process 80% of all time-sensitive documents, such as subdivision,
change of zone, and variance applications, by stipulated deadlines.
All time-sensitive documents received were responded to or processed by the
stipulated deadlines.
Final Status Report on Program Objectives for FY 2020-21 6
PUBLIC WORKS
ENGINEERING
6. Respond to or process 70% of all materials that do not have a stipulated deadline,
such as construction and grading plans, complaints, and environmental matters within
two weeks.
Responded to or processed 90% of the tasks that did not have a stipulated
deadline within two weeks.
7. Provide same day service for 75% of all permits issued by the Division, including
building permits.
80% of permits issued by the Division were processed on the same day it was
received.
Final Status Report on Program Objectives for FY 2020-21 7
PUBLIC WORKS
AUTOMOTIVE
1. Support the various County departments/agencies island wide with repair,
maintenance, and welding services, and by performing at least 90% of these services
by staff(versus contract).
Completed 97%, or 3,736 of 3,839 work orders received. The remaining 103
work orders were serviced by contracted vendors.
2. Reduce the average monthly repair backlog for the Construction section from
previous fiscal year.
In FY 2019-20 there was an average monthly repair backlog of 72 in the
Construction Equipment section. In FY 2020-21 it increased by 14, bringing the
average monthly repair backlog to 86.
3. Reduce the average monthly repair backlog for the Automotive section from previous
fiscal year.
In FY2019-20 there was an average monthly repair backlog of 23 in the
Automotive section. In FY 2020-21 it increased by 10, bringing the average
monthly repair backlog to 33.
Final Status Report on Program Objectives for FY 2020-21 8
PUBLIC WORKS
FLOOD CONTROL
1. Continue to conduct semi-annual inspections of flood control system.
Semi-annual inspections of various flood control systems were performed.
2. Continue to maintain flood control systems.
a. Prevent deterioration of structures by repairing within six months.
Maintenance and repair work of various flood control systems to prevent
deterioration of structures were performed throughout the year.
b. Clear debris such as mud, rocks, branches, etc. from channel within three months.
Maintenance and clearing of debris from channels were performed
throughout the year.
c. Control weed and brush growth by using herbicides and mowing quarterly.
Control of weed and brush growth within flood control systems were
performed quarterly.
Final Status Report on Program Objectives for FY 2020-21 9
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.2-11
RES� ARCfi &I
D�V£L0P14IENT
RESEARCH & DEVELOPMENT
AGRICULTURE
I. Increase consumption of local agricultural and value-added products at local, national
or international levels.
The department has been supporting the marketing and promotion of the floral
and foliage industries with the 2021 HFNA{Hawai`i Floriculture and Nursery
Association} Collaborative Educational Research & Import Replacement
Program and the 2021 Enhanced Branding& Promotion of Hawaii Tropical
Flowers & Foliage Program.
The department supported the development and implementation of the Kaukau
for Keiki program with Vibrant Hawaii and Statewide partners. Utilizing a
USDA Summer Meal program,the program fed 4,000 eligible students a week
for six weeks. Each student received ten pounds of locally sourced fruits and
vegetables a week. Feedback from families was positive and many mentioned
that they would eat these local foods regularly if they had access.
The department supported the development and execution of the 4th Annual
Community Food Summit. The summit highlighted local agriculture and efforts
to increase marketing efforts for Big Island Made products.
The department supported Hawaii Island Public Health Institute to collaborate
with Good Food Purchasing Institute to work with two local hospitals to increase
their local food purchasing.
The department has also been working with the Kohala Coast Resort
Association to support their efforts to increase local food purchasing.
2. Improve the quality, productivity and safety of agricultural producers, systems and
products through critical, effective and timely research, development and education.
The department has been supporting Ho`ola Veteran Services Program,
GoFarm Hawaii: Growing Veterans, to provide agricultural education and
experience to veterans. Hui Hoolako`s research into livestock feed with invasive
species has been supported by R&D. This project would utilize the Hawaii
Pacific University's feed mill to conduct research on different recipes for hogs.
The University of Hawaii project, Examining Korean Natural Farming in
Hawaii Floriculture and Foliage-Year 2, is seeking to strengthen the plant
system to resist pests, diseases and increase production. The inputs were
organic-based and the producer would be able to produce them.
Six Month Progress Report on Program Objectives for FY 2021-22 1
RESEARCH & DEVELOPMENT
AGRICULTURE
I Support the expansion of agricultural industries and methodology, such as
hydroponics or natural farming, with farmer training programs.
The department was and is supporting the Hawaii Agricultural Foundation's
program to expose students in public schools to agricultural concepts, techniques
and opportunities. The a`u High and Pahala Elementary Schools program,
Agripreneurship Academy Sustainable Food Systems Project,was a
multifaceted program to involve the students in a greenhouse hydroponic crop
production system that utilizes photovoltaic energy to power the production
system. The University of Hawaii has been looking at expanding the crops we
can grow on Hawaii Island with its research project, Evaluating Garlic
Production in Hawaii County. The University's program, GoFarm Hawaii:
Growing Sustainable Farmers for Hawaii Island, seeks to educate interested
residents to become productive farmers.
4. Reduce the negative impact of invasive species on agricultural crops through research
and educational programs.
The department has been supporting the detection of Devil Weed, a newly
introduced invasive species to Hawaii County, using canines trained to detect
the weed. Areas with confirmed populations will be targeted for eradication.
Little Fire Ants (LFA) have continued to be a serious problem in agricultural
settings. The Hawaii Ant Lab has been contracted to educate producers on
methodology to survey, control and eradicate LFA from their farms. The
department has been acting as a pass thru for Hawaii Department of
Agriculture funds to be used to reduce the cost of the approved fungicides to
reduce the impact of Coffee Leaf Rust.
5. Support the reduction of the number of incidences of agricultural theft through the
development of methodology and the education of producers and vendors.
The Specialist has been monitoring a situation of mislabeled avocados being sold
as Sharwil Avocado at Costco. The Hawaii Department of Agriculture's
Quality Assurance division was made aware of the situation.
6. Preserve agricultural lands by seeking improvements to existing systems designed to
conserve soil and water to include grubbing and grading policies and landscape level
programmatic application.
No activity.
Six Month Progress Report on Program Objectives for FY 2421-22 2
RESEARCH-& DEVELOPMENT
AGRICULTURE
7. Facilitate the development of affordable farm worker housing by developing
recommended reform, deployment strategies with existing government support
programs.
The department has been collaborating with The Kohala Center to identify
suitable County properties that may be used to develop into housing for
agricultural workers.
8. Support initiatives to identify and maximize the use of affordable and
environmentally appropriate control of invasive species.
The Food Access Coordinator(FAC) continued to facilitate the Hawaii Island
Food Alliance and serves as an executive team member of the Hawaii Island
Agriculture Partnership. The two networks have completed the Hawaii Island
Food System Study, a feasibility study for an agriculture innovation and
community food center, and an Emergency Food Plan. These efforts supported
the successful Phase I EDA Build Back Better Regional Challenge (BBBRC)
application.
9. Support the effective integration of the food system networks into local agricultural
networks, production systems and value chains.
The first Hawaii Island Emergency Food Plan was completed in September,
202E
10. Support the development of a strategic food system plan and an emergency food
access plan.
The FAC with Hawaii Island Food Alliance (HIFA) partners hosted the Annual
Community Food Summit, July 28th—August lst.
The department supported the development of the EDA BBBRC Phase 1
application focused on the Agricultural Economy that utilized the previous work
conducted by the network to develop a diverse coalition of members and partner
organizations.
The FAC worked with the Institutional Purchasing Hui a statewide effort aimed
at increasing local food purchasing.
Six Month Progress Report on Program Objectives for FY 2021-22 3
RESEARCH & DEVELOPMENT
AGRICULTURE
The FAC has been on the statewide advisory committee for the Transforming
awai`i's Food Systems Together project. This project did. a Statewide Food
System Map and has conducted a food and ag policy research, a network and
vulnerability assessment.
11. Support the development of projects, materials, and events that increase cooperation,
innovation, and sustainability within the local food system.
The department supported the promotion and execution of the USDA Summer
Feed program with Vibrant Hawaii and State partners.
12. 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.
Through the Hawaii Island Food Alliance (HIFA) email list, resources and
opportunities were shared and updated regularly.
13. Improve awareness and participation in food assistant programs.
The department supported the promotion and execution of the USDA Summer
Feed program with Vibrant Hawaii and State partners.
The department supported DHS efforts to share out information on what
updated documentation was required for eligible residents maintain their access
to SNAP.
14. Reduce food waste and increase the amount of unharvested fruits, vegetables, and
nuts diverted into local food assistance programs.
The department supported the Food Basket's USDA proposal for Community
Food Project to expand their Kokua Harvest Gleaning program.
Six Month Progress Report on Program Objectives for FY 2021-22 4
RESEARCH & DEVELOPMENT
TOURISM
Due to the COVID-19 Pandemic,the Tourism Program objectives will require creativity,
flexibility, and a go-slow and small approach to financial cormnitments 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).
The contract with the Island of Hawaii Visitors Bureau was executed and the
Island of Hawaii Visitor Promotions plan has been implemented.
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.
The Research and Development Innovation Grant contracts were awarded to
five programs that provide culture education,natural resource conservation
and research and documentation of place-based stories and histories.
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.
Pono Based Communication: The Pono Pledge video was launched in July
2021 which resulted in over 17,000 individuals signing the Pledge. The video
will also be featured on Hawaiian Airlines.
Place Based Education: The planning and outreach for the KIPA Indigenous
Alignment Certification pilot program began and implementation will begin
in March 2022. The "Re-imagine" Pohoiki initiative started in partnership
with the Kilauea Recovery Team through which outreach and engagement
was conducted,
Six Month Progress Report on Program Objectives for FY 2021-22 5
RESEARCH & DEVELOPMENT
TOURISM
and place-based content was gathered and shared with Pohoiki families. A
pilot interpretive project was implemented in Pololu Valley and will end in
June 2022.
Infrastructure: Discussions with Parks and Recreation,Finance,
Corporation Counsel and Planning have been initiated to develop pilot
projects for rotating park closures and collecting parking fees to support
education and stewardship efforts.
c. Supporting at least five opportunities by June 2022 that:
i. Build capacity of the R&D award recipients, HTA Kukulu Ola and Aloha
`Aina program participants, TSP Action Planning Cohorts, and visitor
industry stakeholders to sustain quality and culturally appropriate programs
and products, and sustainable destination management.
A "Resilience Capacity Area Working Group structure" was developed
and implementation began with Puna communities and some members of
the TSP Action Planning cohorts. This structure provided the space for
communities and government officials to discuss issues and projects,
identify and work toward solutions together, as well as match resources
to community organizations for project implementation.
ii. Promote "Pono Practices" and other efforts that address community needs and
natural resource conservation.
In partnership with the Edith Kanaka`ole Foundation,the Honuaiakea
Process will be developed and implemented to identify community
partners (lineal descendants, families, cultural practitioners), and engage
them with developing, documenting and sharing place specific pono
practices and rules.
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.
The "Hawai`i Island Resilience Coalition"was convened for the first time
in November 2021 to connect 17 county and state government officials
and non-governmental organizations statewide to build relationships
Six Month Progress Report on Program Objectives for FY 2021-22 6
RESEARCH & DEVELOPMENT
TOURISM
across collaborative efforts, discuss examples of resilience that need
support, and share resources and tools.
The awai`i Island Destination Management Action Plan (DMAP)
Steering Committee that consist of 23 representatives of visitor industry
stakeholders,Hawaiian culture practitioners, natural resource stewards,
transportation, business es/ch ambers and community members convened
twice to share updates on DAP implementation, discuss issues facing
the visitor industry and community.
iv. Engage international, national and local partners to promote sustainable and
responsible tourism on Hawaii Island.
No activity.
Six Month Progress Report on Program Objectives for FY 2021-22 7
RESEARCH & DEVELOPMENT
BUSINESS E E
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.
Refer to c. below.
b. Communicate trends and research findings and make related policy and program
recommendations, based on learning and insights.
Refer to c. below.
c. Support business resiliency and disseminate resources that enable small
businesses to withstand the impacts of disaster.
Trends in economic conditions, business opportunities and challenges were
monitored and reported out as required, including the Kilauea Eruption
recovery planning and early stages of response to the COVID-19 Pandemic.
On-going technical support was extended to businesses impacted by the lava
flows including road re-construction and the relocation and access to outside
funding sources for orchid producers. Support was provided to Hawaiian
Community Assets (HCA) to launch a business cohort to address the need to
pivot business models because of the COVID-19 Pandemic.
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.
No activity.
e. Due to the COVID-19 Pandemic's health and economic impacts, support ad hoc
outreach and engagement of business communities to support individual and
collective economic stability and the ability to evolve to meet changing conditions
and innovation.
No activity.
2. Identify and Promote Economic and Business Development Resources
a. Maintain directories of industry contacts and resources.
No activity.
Six Month Progress Report on Program Objectives for FY 2021-22 8
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
b. Support and/or attend industry meetings, workshops, festivals, conferences, or
trade shows.
No activity.
c. Provide support and resources to industry professionals, including but not limited
to permitting, referral and support services.
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.
d. Promote local, state, and federal programs and resources advancing economic and
business development.
No activity.
3. Collaborate to Advance Economic and Business Development Innovation
a. Administer the joint State/County Enterprise Zone program and increase business
participation.
Continued to provide information, outreach, and technical assistance
regarding the State's Enterprise Zone (EZ) Program.
b. Support business awareness of the benefits of participation in the Idawai`i
Foreign-Trade Zone No. 9 and the new option for single-use facilities.
No activity.
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.
Continued to provide information, outreach, and technical assistance
regarding the Opportunity Zone Program.
Six Month Progress Report on Program Objectives for FY 2021-22 9
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
_
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.
Provided funding and technical support to Hplan to convene an
international conference on tropical agriculture technology.
e. Coordinate resources, services, and economic and workforce development strategies,
initiatives, or projects with other government agencies and economic and business
development organizations.
Provided funding and technical support to Hawaii Island Economic
Development Board to develop the comprehensive Economic Development
strategy (CEDS)Hawai`i County 2021 —2025 Update.
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.
Provided funding and technical support to Family Support Hawaii to
conduct its Money Matters program for early Head Start families.
g. Administer County Council Contingency Relief Fund grant contracts that are aligned
with Departmental goals and objectives.
No activity.
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.
Managed four Soil and Nater 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.
Six Month Progress Report on Program Objectives for FY 2021-22 10
RESEARCH & DEVELOPMENT
ENERGY
1. Collaborate with HELCO and private developers to implement renewable energy
resilience projects for the County of Hawaii.
Monthly meetings with HELCO have been ongoing.
2. Respond to energy dockets at the Public Utilities Commission that may have
significant impacts in the County of plawai`i.
Bi-weekly discussions were held with Arizona State University and corporation
counsel to determine public positions and filings.
3. Identify and implement energy efficiency projects to reduce County energy expenses.
a. Ensure that the County's procurement takes into consideration lifetime energy
costs, including utilizing any rebates, incentives, or private partnerships available.
Performed as proposals were considered.
b. Collaborate with Hawaii Energy to implement Strategic Energy Management
strategies.
This dialogue has conintued to be ongoing and on an as-needed basis.
4. Plan and implement renewable energy projects for the County of Hawaii with
significant return-on-investment.
a. Explore enhancement of the Ldidmilo Wind Farm to increase the consumption of
electricity generated by the wind farm and incorporate a storage component to
allow more operational flexibility once the project has reach stabilization with the
developer regarding the existing PPA.
Continued ongoing discussions with the developer of the existing PPA to
utilize the energy output in multiple applications to generate energy and
storing water, hydrogen, and/or battery.
b. Explore the development of an energy revolving fund with savings from
efficiency programs,public-private-partnerships and performance contracting.
Continued to work with Finance and Hawaii Energy to advance this
concept.
Six Month Progress Report on Program Objectives for FY 2021-22 11
RESEARCH & DEVELOPMENT
ENERGY
c. Explore the development of a self-sustainable renewable energy base emergency
fuel source that is transportable and has extended shelf life.
The research and development has been and will be ongoing. The findings,
thus far, have been positive.
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.
This has progressed well and we have been determining the best and highest
use of County managed location, in relation to energy sources available, and
vehicle mobility energy required.
b. Support the Mass Transit Agency in the acquisition and deployment of zero
emission electric buses which use batteries and hydrogen as energy sources.
This has progressed well and we have been determining the best and highest
use of MTA managed and County managed locations, in relation to energy
sources available, and zero emission vehicle type, and mobility energy
required.
c. Explore the use of byproducts of the West hlawai`i Sanitary Landfill and
wastewater treatment facility as fuel sources.
Explored the use of bio-byproducts of the West Hawaii Sanitary Landfill,
Hilo Landfill, (closed), and Hilo wastewater treatment facility as fuel sources
for energy production.
I Support the expansion of the network of Eye charging stations, vehicle-to-grid
connections, and hydrogen fueling stations.
Continued to support.
e. Support the development of innovative, low-cost, efficient transportation systems
like transportation network, vanpools, autonomous vehicles, and car sharing.
Continued to support.
Six Month Progress Report on Program Objectives for FY 2421-22 12
RESEARCH & DEVELOPMENT
ENERGY
f. Support the refinement and implementation of energy-related General Plan and
Community Development Plan and Climate Action Plan strategies.
Supported the refinement and implementation of CIP projects to incorporate
reduction in energy use and sources of renewable energy which resulted in
G reduction.
Six Month Progress Report on Program Objectives for FY 2021-22 13
RESEARCH & DEVELOPMENT
RESOURCE CENTER
1. Manage Data, Information, and Knowledge Systems.
a. Develop and manage a data, information, and knowledge management system.
• Maintain the Hawaii County Data Portal, a repository of quantitative data
about and relevant to Hawaii Island.
Continued to maintain the Hawaii County Data Portal, developed in
collaboration with the University of awai`i Economic Research
Organization. The portal contained 206 indicators related to economic
development, agriculture, construction, energy, tourism, and population.
Data is viewable in table and trendline graphs, and downloadable in PNG
and JPEG images, SVG Vector images, and CSV and PDF formats.
Immediate data analysis is available via the portal's "analyzer" feature.
• Maintain and expand a Hawaii County knowledge management system,that
includes a library collection of printed and digital information, and a
collection of qualitative or intrinsic knowledge.
No activity.
• Explore the feasibility of additional digital government platforms.
Maintained the department's physical library of 1,680 titles. Continued
implementing digitization plan.
b. Provide data and referrals.
• Provide easy access to data, information, and knowledge about and relevant to
Hawaii Island.
No activity.
• Assist the public and other agencies with data, information, and knowledge
queries.
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.
Six Month Progress Report on Program Objectives for FY 2021-22 14
RESEARCH & DEVELOPMENT
RESOURCE CENTER
2. Collaborate to Advance Innovation.
a. Advance Collaboration.
• Maintain the department's internal Customer Relations Management system.
No activity.
• Develop and maintain a comprehensive and current directory of industry
contacts, programs, and resources for internal department use.
No activity.
b. Advance Communications.
• Manage the Department of Research and Development's web pages and
public documents.
Updated and maintained the department's website.
• Monitor trends and research relative to the department's work and
communicate findings for internal department use.
Maintained a departmental database of research and reports in a digital
document management system for internal use. The current catalog
contained 1,910 titles.
• Collaborate with other agencies to maintain guides for navigating
procurement,permitting, licensing, and other business-related services in
Idawai`i County.
No activity.
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.
No activity.
Six Month Progress Report on Program Objectives for FY 2021-22 15
RESEARCH & DEVELOPMENT
RESOURCE CENTER
d. Collaborate with other government agencies and economic and business
development organizations to host outreach events like Business Action Center
Days when practical.
No activity.
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 Hawaii Island.
No activity.
• Adapt program evaluation framework for use by the Department and its
partners.
No activity.
f. Advance Balanced Development.
• Coordinate County of Hawaii cross-agency initiatives focused on balancing
the environment, community, and economy.
Participated on the statewide Broadband Hui which focuses on
connectivity, reliability, and equitable distribution of broadband
infrastructure.
• Collaborate with local, state, national, and international networks focused on
balancing the environment, community, and economy.
No activity.
• Support the 2020 update of the Hawaii County Comprehensive Economic
Development Strategy.
No activity.
Six Month Progress Report on Program Objectives for FIT 2021-22 16
RESEARCH & DEVELOPMENT
RESOURCE TE
g. Collaborate to achieve local, state, national, and international targets for achieving
climate change mitigation and adaption goals.
• Update the community greenhouse gas (GHG) inventory for Hawaii Island
pending availability of data.
Completed the Published the Greenhouse Gas (GHG) Emissions
Inventory for 2017. The GHG Inventory was the first step towards
understanding emissions and will help prioritize sector specific carbon
mitigation and reduction strategies.
• Set near- and long-term targets to reduce GHG emissions on Hawaii Island.
No activity.
® Develop and implement a climate action plan aligned with the County's GHG
targets.
No activity.
• Collaborate on the development and implementation of plans for the County
of Hawaii climate change adaptation.
Developed and engaged diverse community stakeholders in a Climate
Action Simulation Game to increase participant awareness and
understanding of making Hawaii County carbon neutral by 2045.
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.
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.
Six Month Progress Report on Program Objectives for FY 2021-22 17
RESEARCH & DEVELOPMENT
RESOURCE CENTER
3. Advance Innovation in Funding and Financing.
a. Recommend funding opportunities.
• Identify and recommend strategic funding and financing opportunities for the
County of Hawaii and for collaborative programs.
Provided funding and other support to expand the Hawaii Technology
Development Corporation's (HTDC)Neighbor Island mentoring
program for Hawaii Island. This program provided technical and
business assistance to small and early-stage companies engaged in
technology-based products and services.
$ Seek opportunities to leverage funding with other agencies, foundations,
philanthropists, impact investors, and other public and private entities.
Collaborated to seek and secure $500,000 in Phase 1 Economic
Development Administration's (EDA) Build Back Better Regional
Challenge funds to strengthen the capacity of Hawaii Island's
Agricultural Cluster to sustainably generate jobs and income suited to the
Island's unique resources and communities.
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that advance balanced development.
Provided data assistance and funding support to Vibrant Hawaii, a multi-
sector collective impact initiative focused on alleviating poverty, to develop
vibrant communities.
Maintained a 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,Mobility Solutions,
Economic Recovery Solutions,food Access, Climate Action, and Recovery &
Resilience Capacity Building.
Six Month Progress Report on Program Objectives for FY 2021-22 18
RESEARCH & DEVELOPMENT
FILM
1. Strengthen and preserve Hawaii Island communities and natural resources as
outstanding film location by maintaining an active online presence and locations
information, and through strategic marketing and meetings with industry
professionals, in collaboration with industry partners.
a. Maintain the film program website with current content.
The Hawaii Island Film website has been updated with current content i
the locations, resources and filming pages.
b. Maintain the film program social media presence on Facebook, Twitter and
Instagram with current content for promotion and networking.
No update.
c. Using the LocationsHub tool, update and expand the photo library to include at
least five new albums to market and share.
No update.
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.
No update.
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.
No update.
Six Month Progress Report on Program Objectives for FY 2021-22 19
RESEARCH & DEVELOPMENT
FILM
b. Provide "on-island" support and resources, including by not limited to,
permitting, industry referral and support services to creative industry
professionals.
Provided support, resources and technical assistance to industry
professionals four times per week, including permit approvals for three to
five photography and video projects.
c. Maintain a comprehensive and current directory of creative industry contacts and
local production resources.
Ongoing.
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.
No update.
3. Develop local creative industries by advocating for tax incentives; through workforce
development, incubators, and accelerators; and by supporting local events and the
development of a multi-purpose creative economy facility, in collaboration with the
HTDC,Na Leo, the DBEDT Creative Industries Office, other government agencies,
and economic and business development organizations.
a. Coordinate resources, services, and industry development strategies with public,
private and government organizations and support programs and initiatives
consistent with statewide creative economy initiatives.
Will be attending two Film Tax Incentive working group meetings to provide
guidance and support for upcoming legislation on film tax credits.
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that build Hawaii Island's creative industries.
No update.
Six Month Progress Report on Program Objectives for FY 2021-22 20
RESEARCH & DEVELOPMENT
FILM
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.
Provided support and information on a daily basis to film and creative industry
companies on current COVID related rules and regulations and approve
appropriate event request exemptions.
i
Six Month Progress Report on Program Objectives for FY 2021-22 21
RESEARCH & DEVELOPMENT
IMMIGRATION
I. Proactively deliver information about immigration, citizenship and the naturalization
process to immigrants and to prospective and new citizens.
Providedmini-info sessions to constituents on how to complete various
immigration forms. Reviewed applications for naturalization and green card on
a daily basis.
Attended DHSIUSCIS quarterly stakeholder's virtual meetings to keep abreast
of new and amended immigration laws, procedures, and programs.
Continued to provide immigration information and answer to immigration
related issues to government agencies, service providers, employers and workers
in both Kona and Hilo.
Attended the Office of Language Access (OLA) strategic planning virtual
meetings to review OLA's mission and functions, create goals and objectives,
and establish an action plan that aligns with Department of Health's strategic
plan for a determined period.
Participated in the Mass Violence Workshop Planning Committee that was
hosted by the Prosecuting Attorney Office. The committee looked at ways to
support in the protocols and response efforts should the unlikely event of a mass
violence occur, such as a mass shooting or bombing happening in Hawaii
County.
Assisted immigrant farmers with the Federal Paycheck Protection Program loan
online application which was intended to provide economic relief to small
business adversely impacted under the COVID-19.
Helped organize a 2020 County of Hawaii COFA (Compact of Free Association)
COVID-19 Task Force to serve as a bridge between members of COFA
communities, government agencies, and non-profit organization by effectively
communicating pertinent information on COVID-19 regulations, services, and
resources in a culturally appropriate and sensitive manner.
Partnered with the AIN Health Center in Kona to provide COVID-19
educational materials to the Pacific Islanders and translated COVID-19
information to Kosraean language.
Six Month Progress Report on Program Objectives for FY 2021-22 22
RESEARCH & DEVELOPMENT
IMMIGRATION
Continued to support the Mayor's Office, Civil Defense, and Hawaii
Department of Health by providing resources, outreach and engagement of
immigrant communities to COVID-19 testing.
Attended a livestream conversation with Vivek Murthy, co-chair of President
Elect Joseph Biden's Covid Task Force, and former Surgeon General of
the United States. The event was entitled "Together in Crisis; How human
connection can help us navigate the pandemic and improve a sometimes-lonely
world."
Attended a live conversation on awai`i and U 's COVID-19 vaccination effort
hosted by University of Hawaii. The forum provided up-to-date information on
vaccine prioritization, logistics, efficacy and safety.
Attended the Hawaii Coalition for Immigrant Rights monthly meetings? an
organization advocating for immigrant rights on a policy level.
Partnered with the Ka`u Rural Health Community Association,Bay Clinic, and
Senator Kanuha's Office to organize the first COVID-19 vaccination event in
Ka`u for ages 75 and older. Over 150 individuals took their COVID -19 shots.
Attended virtual meetings with the Legal Aid Society of Hawaii, The Legal
Clinic,UH Refugee Clinic,Maui County Immigrant Services Office, and HI
Justice Center to share information and expand access to immigration services
in Hawaii.
Attended CIS Ombudsman's webinar series on services for noncitizen veterans.
Participated in a listening session on the VAWA Form I-360,Petition for
Amerasian,Widow(er), or Special Immigrant, self-petition program
administered by USCIS.
Attended a COVID-19 Public Health Action webinar on how to communicate
about vaccination.
Participated in the Listening Session on Public Charge for state, territorial,
local, and tribal benefits granting agencies and nonprofit organizations hosted
by USCIS.
Six Month Progress Report on Program Objectives for FY 2021-22 23
RESEARCH & DEVELOPMENT
IMMIGRATION
2. Expand partnerships supporting immigration and citizenship.
a. Expand network of partners supporting immigrants.
Provided information on immigration and related issues to Department of
Motor Vehicles and Social Security Office to better serve immigrant clients.
Provided public benefit information available to immigrants to health service
providers and government agencies on Hawaii Island.
Helped organize an Affordable Care Act Enrollment for Pacific Islander
migrants with the Ka'a Rural Health Community Association,Big Island
Kokua Service Program and West Hawaii Community Health Center.
Participated in the Emergency Broadband Benefit (EBB) program meetings
held by the Hawaii Department of Health. The program helped households
struggling to pay for internet service during the COVID-19 pandemic.
Helped translate the EBB information to Kosraean language.
b. Inform and engage community groups and other networks on immigration issues.
Continued to be the liaison for citizens of the Philippines, Mexico, Marshall
Islands, Federated States of Micronesia, and Republic of Palau with the
Consulates on Oahu and U.S Mainland. Assisted with renewal of passports,
I-9 issues, birth certificates, obtaining documents, travel documents, etc.
Continued discussions were initiated with consulate offices of Honduras,El
Salvador, Thailand and Vietnam to determine interest in participating in
future outreach events for citizens of these countries.
c. Work with consular offices to provide outreach services in Hawaii County.
No activity.
d. Due to the COVID-19 Pandemic's health and economic impacts support the
Mayor's Office, Civil Defense, and Hawaii Department of Health in ad hoc
outreach and engagement of immigrant communities.
No activity.
Six Month Progress Report on Program Objectives for FY 2021-22 24
RESEARCH & DEVELOPMENT
AGRICULTURE
1. Increased consumption of local agricultural and value-added products at local,
national, or international levels.
The department has supported the promotion of agricultural products for the
local, national, and international markets. Floral and ornamental foliage
markets are targeted by the Hawaii Tropical Flower Council and Hawaii
Floriculture & Nursery Association. Webinars were actively utilized to minimize
exposure to COVID-19. The Hawaii Coffee Association has aggressively
marketed coffee through social media.
The Agricultural Specialist supported the USDA Micro-Grant for Food Security
Program (MGFSP) by organizing a proposal review committee made up with
Extension Agents. The purpose of the grant program was to increase the amount
of food produced by individuals. The committee reviewed 306 grant proposals
for Hawaii County and recommended 95 for awards up to $5,000.
2. Improve the quality, productivity and safety of agricultural producers, systems and
products through critical, effective, and timely research, development and education.
Supported research by Hawaii Island Meat Cooperative for its project,
Innovation in Small-Scale Wastewater Disposal. This has been a critical project
which allows the mobile harvest unit to increase its throughput. The department
has also supported research into utilizing the Korean Natural Farming
methodology in a commercial floral enterprise to reduce costs and increase plant
health and vigor.
The Agricultural Specialist has been working with a new cacao organization, Big
Island Cacao Community,to help them achieve their goal of increased
production of cacao and sales of Hawaiian chocolate.
The department has been supporting the Extension Service of the College of
Tropical Agriculture and Human Resources (CTAHR) to meet with the
producers and to provide a special analytical service. One contract provided
support to repair and maintain their vehicles and mileage to connect with the
producers at their farms. Another contract allowed the service to lease a
fluorometer from the Hawaii Farm Bureau. The fluorometer quickly
determined if a banana bush is infected with the Banana Bunchy Top virus. The
producer would then remove the infected banana mat to minimize the spread of
the disease.
Final Status Report on Program Objectives for FY 2020-21 1
RESEARCH & DEVELOPMENT
AGRICULTURE
The Agricultural Specialist supported the operation of a hydroelectric plant and
distribution of water to a macadamia nut field in Pahala. Researched the steps to
run a water line under the road to water the macadamia nut field. The water
that went through the hydroelectric plant could not beemptied into a nearby
gulch because it was not originally from the gulch.
3. Support the expansion of agricultural industries and methodology, such as
hydroponics or natural farming, with farmer training programs.
The Agricultural Specialist has been a member of a committee looking at
increasing agricultural production and employment along the Hiiiniikiia coast.
4. Reduce the negative impact of invasive species on agricultural crops through research
and educational programs.
The department has been supporting two University of Hawaii projects to
minimize the impact of invasive species. Increasing Production of Novel
Floriculture Products for Import and Replacement has been a research project
to minimize accidental introductions. The ban on importing Myrtaceae family
products such as eucalyptus was to avoid future introductions of pathogens that
may increase the risk of infecting the `Ohi`a. Eucalyptus cultivars was
important to the ornamental industry so cultivation research to produce them
locally has been needed. Pansy was another imported flower that may be grown
locally and there are low elevation eymbidium cultivars may be produced at
lower elevations. Research has been needed to develop the cultivation practices
to allow these crops to be commercially produced in Hawaii.
The Little Fire Ant has continued to be a concern for agricultural producers.
The department has been supporting the Hawaii Ant Lab's work to work with
individual farms to develop a control plan for the specific farm and to educate
the producer on control measures.
The Agricultural Specialist has represented the County on the Gorse Task
Force. The State Legislature mandated the formation of the Task Force to
prepare a report on control measures, short, and long-term measures to
reduce/eradicate Gorse on Department of Hawaiian Home Lands on Mauna
Kea.
The department has been working with the Hawaii Department of Agriculture
to fund a Coqui control program in North Kohala and to extend the existing
Coffee Berry Borer Reimbursement program until it depletes all of its funds.
Final Status Report on Program Objectives for FY 2020-21 2
RESEARCH & DEVELOPMENT
AGRICULTURE
5. Support the reduction of the number of incidences of agricultural theft through the
development of methodology and the education of producers and vendors.
The Agricultural and Tourism Specialists have been working with the non-
profit, Pohaha I Kalani,who has leased a thousand acres in Waipi`o Valley.
They have endured numerous incidences of trespassing, agricultural theft, and
illegal dumping of trash. The Agricultural Specialist has brought in the
International Economic Development Council to work with Pohaha I Kalani to
develop a strategic plan and to build up the capacity of the organization.
b. Preserve agricultural lands by seeking improvements to existing systems designed to
conserve soil and water to include grubbing and grading policies and landscape level
programmatic application.
No activity.
7. Facilitate the development of affordable farm worker housing by developing
recommended reform, deployment strategies with existing government support
programs.
The department contracted The Kohala Center to prepare a report on
affordable farm worker housing. A report has been prepared and submitted for
review. The department issued a new contract to facilitate the next steps of the
process with community and government stakeholders.
8. Work with chemical distributers on programs for affordable control of invasive
species.
No activity.
9. Support the effective integration of the food system networks into local agricultural
networks, production systems and value chains.
The Food Access Coordinator(FAC) continued to facilitate the Hawaii Island
Food Alliance and be an executive team member of the Hawaii Island
Agriculture Partnership. The two networks have completed the Hawaii Island
Food System Study. The finding of the study will support a feasibility study for
an agriculture invocation center, a Food System Action Plan, and an Emergency
Food Plan.
Final Status Report on Program Objectives for FY 2020-21 3
RESEARCH & DEVELOPMENT
AGRICULTURE
10. Support the development of a strategic food system plan.
The FAC worked with community partners to develop a Food and Agriculture
System Study and continued to work with community stakeholders to develop a
comprehensive food system action plan.
11. Support the development of projects, materials, and events that increase cooperation,
innovation, and sustainability within the local food system.
The FAC with awai`i Island Food Alliance ( IFA) partners started planning
the 4'Annual Community Food Summit. It took place July 2811—August 11t.
The FAC worked with Institutional Purchasing Hui, a statewide effort aimed at
increasing local food purchasing. They were also on the statewide advisory
committee for the Transforming Hawai`i's Food Systems Together project. This
project did a Statewide Food System Map and is conducting a food and ag policy
research, a network and vulnerability assessment.
The Food Access Coordinator facilitated several sessions with diverse
stakeholders that work with improving waste resource management to increase
collaboration and effectiveness.
12. Support the development of projects, materials, and events that increase access,
consumption, education and awareness of fresh local foods.
The department supported Center for Getting Things Started and the Hawaii
Island School Garden Network to put on a series of local food promotion and
consumption virtual workshops for teachers and community members. All five
workshops have been completed and they secured additional funding to continue
the series. The Food Access Coordinator continued to facilitate collaboration
between network partners that were developing materials and online events to
collaborate, and cross promote their work to increase the quality of the offerings
and community participation.
The Food Access Coordinator worked with statewide partners to utilize funds
for a USDA Summer Feeding Program. Vibrant Hawaii agreed to be the
County sponsor and will be coordinating the program. The aim was to utilize as
much local produce for the program as possible.
Final Status Report on Program Objectives for FY 2020-21 4
RESEARCH & DEVELOPMENT
AGRICULTURE
13. Improve awareness and participation in food assistant programs.
Through theHaw-ai`i Island Food Alliance ( IFA) Website and email list,
resources related to Food Access and other resources were updated regularly.
14. Reduce food waste and increase the amount of unharvested fruits, vegetables, and
nuts diverted into local food assistance programs.
The Food Access Coordinator continues to support development and community
integration of the Food Basket's Program, K6kua Harvest and connected them
to the Master Gardener Program.
Final Status Report on Program Objectives for FY 2020-21 5
RESEARCH & DEVELOPMENT
TOURISM
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 maintaining
direct air service, Kama`aina visitor campaigns, and Conventions, Meetings, and
Incentives (CMI).
The FY 2019-20 contract with the Island of Hawaii Visitors Bureau (IHVB) was
extended from June 30,2020 to December 31,2020 in response to COVID-19
and the impacts on the visitor industry which ceased all marketing and
promotion efforts. In July—November 2020, IHVB assisted with the COV -19
call center and support airport activities.
The FY 2019-20 contract with the IHVB was extended from December 31, 2020
to June 30,2021 to allow the contractor to meet the objectives of the Hawaii
Island Visitors Promotions Plan that was developed to support and maintain
direct air service to the island, coordinate conventions, meetings and incentives
marketing initiatives, kama`aina visitor campaigns and targeted international
and niche marketing.
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 25 festivals, events and projects that build community,
conserve natural resources, strengthen cultural identity and practices, promote
economic development, and improve the visitor arrival and departure experiences
through the annual Hawaii Tourism Authority (HTA) Community Enrichment
(CEP),Aloha `Aina(conservation), Kukulu Ola(cultural)Programs, and the
Research and Development Innovation Grant.
Funding support was provided to 23 programs through the Hawwai`i Tourism
Authority (HTA) Community Enrichment(CEP),Aloha `Aina
(conservation), Kukulu Ola (cultural)Programs, and to seven programs
through the Research and Development Innovation Grant.
Final Status Report on Program Objectives for FY 2020-21 6
RESEARCH & DEVELOPMENT
TOURISM
b. Supporting at least five opportunities by June 2021 that:
i. Build capacity of HTA CEP, Kukulu Cla, Aloha `Aina and R&D award
recipients and visitor industry stakeholders to sustain quality and culturally
appropriate programs and products.
In partnership with HTA and the Hawaii AgTourism Association, the
AgTourism Webinar was provided to 100 participants in July 2020.
The following capacity building services were provided:
• One-on-one technical assistance for contractors on how to re-define
and re-organize their program in the COVID situation, and how to
build relationships with government—five sessions.
• One-on-one technical assistance for contractors whose funds were cut
by HTA on grant opportunities—five sessions.
• Convened and facilitated Hawaii Tourism Strategic Plan 2020-2025
(TSP) Action Cohort meetings to develop action plans for TSP
implementation of the four goals: Responsible Tourism,Pono Based
Communication, Place Based Education for Residents and
Infrastructure— 17 meetings.
• Convened and facilitated meetings with community groups to develop
action plans for interpretive programs at culturally and historically
significant site—ten sessions.
ii. Promote "Pono Practices" and other efforts that address community needs and
natural resource conservation.
Supported the designing and facilitation of the virtual tour of Kahalu`u
Bay and Maku`u Farmers' Market for the National Coalition for Asian
Pacific Americans Community Development annual conference which
featured pono practices for each of the areas and communities, as well as
responsible/regenerative tourism principles.
Convened and facilitated meetings with community groups,visitor
industry stakeholders and government officials to develop cross sector
partnerships that support the implementation of wahi pana stewardship
programs in Kahalu`u,Keaukaha, and Waipi`o, as well as the KIPA
Indigenous Alignment Certification program—seven sessions.
Final Status Report on Program Objectives for FY 2020-21 7
RESEARCH & DEVELOPMENT
TOURISM
iii. Grow the "Ho`okipa"Network comprised of community, private and public
stakeholders from the visitor industry and others to build health, education and
economic strength of communities.
The awai`i Island Tourism Strategic Plan 2020-2025 (TSP) was
launched in July 2020 and partners from the "Ho`okipa" Network
participated in cohort meetings to focus on action planning for
implementation of each of the four TSP goals: Responsible Tourism,
Pono Based Communication, Place Based Education for Residents and
Infrastructure. Over 80 representatives from community organizations,
visitor industry and government entities participated.
In partnership with the Hawaii Tourism Authority,the Hawaii Island
Destination Management Action Plan Initiative was launched and over
300 people from the community at large,visitor and various other
industries, and government officials participated in the outreach and
engagement phase.
iv. Engage international, national and local partners to promote sustainable and
responsible tourism on Hawaii Island.
Engaged 130 representatives from nonprofit organizations nationwide
that advocate for and organize in low-income Asian and Pacific Island
communities in a discussion on pond practices and responsible/
regenerative tourism principles, through the virtual tour of Kahalu`u Bay
and Maku`u Farmers' Market at the National Coalition for Asian Pacific
Americans Community Development annual conference.
Convened a total of 27 meetings that engaged over 90 visitor industry and
community stakeholders to develop action plans, build multi-sector
partnerships, and identify implementation roles for Responsible Tourism
and Pono Based Communication projects.
Participated in Vibrant Hawaii, County Warwhal, County Cultural
Resilience Action Group,IHVB Media Blitz, and Hawaii Best Podcast to
promote regenerative tourism principles,the Pono Pledge, and educate
on participants on stewardship and education programs at culturally and
historically significant sites.
Final Status Report on Program Objectives for FY 2020-21 8
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
1. Advance Economic and Business Development Knowledge
a. Monitor trends in economic development, business, and household finance, and
research related opportunities and challenges for Hawaii Island.
Continuously monitored trends in economic conditions, business
opportunities, and financial conditions.
b. Communicate trends and research findings and make related policy and program
recommendations, as appropriate, based on learning and insights.
Funded HIplan activities and trainings to help the success of small
entrepreneurial businesses; supported the responsible use of natural
resources through the work of a natural farming group which promoted the
use of indigenous micro-organisms rather than chemical fertilizers,
insecticides, and pesticides? addressed invasive species control through the
management of the North Kohala Coqui Control Program.
c. Build the local, national, and international reputation and exposure of Hawaii
Island, its businesses, and its products.
i. Maintain industry and program web pages with current content.
Provided content for the industry and program web page as new
information was identified.
2. Identify and Promote Economic and Business Development Resources
a. Maintain directories of industry contacts and resources.
Kept directory of industry contacts and resources current.
Through the CARES Act Funding, maintained a directory of over 2,500
small business, defined as those with less than 50 employees.
b. Support and/or attend industry meetings, workshops, festivals, conferences, or
trade shows.
Engaged with organizations which included Hawaii Island Chamber of
Commerce, Department of Business,Economic Development, and Tourism
(DBEDT), Hawaii Alliance for Community Based Economic Development
(CBED) and the Enterprise Zone Program.
Final Status Report on Program Objectives for FY 2020-21 9
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
c. Provide support and resources to industry professionals, including but not limited
to permitting, referral and support services.
Provided businesses with technical assistance, leads to resources and support
services, information, and data. Examples included assisting a business that
was opening a distribution center at the Kailua-Kona Airport, a business
requesting information on the Opportunity Zones Program; and interest in
developing a new business on Hawaii Island and looking for guidance and
information.
d. Promote local, state, and federal programs and resources advancing economic and
business development.
Promoted local, state, and federal programs and resources such as - but not
limited to - the College of Tropical Agriculture and Human Resources, Small
Business Development Center,Enterprise Zone, Opportunity Zone, Food
Safety Programs and Foreign Trade Zone.
3. Collaborate to Advance Economic and Business Development Innovation
a. Administer the joint State/County Enterprise Zone program and increase business
participation.
Six new businesses were enrolled in the Enterprise Zone Program, and 66
businesses participated in the program during July 1,2020 to June 30,2021.
b. Re-designate the Kohala Enterprise Zone for another 20 years in the Enterprise
Zone Program.
Completed.
c. 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.
Funded five projects that furthered economic development by supporting
industry to explore creative value-added ventures and by advancing
community-based economic development through annual RFP.
Final Status Report on Program Objectives for FY 2020-21 10
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
d. Coordinate resources, services, and economic and workforce development
strategies, initiatives, or projects with other government agencies and economic
and business development organizations.
Cost share funding was provided with the U.S. Department of
Transportation to Mokulele Airlines for Essential Air Services for 12 nonstop
round trips per week from Kamuela Airport to Kahului Airport; the last of
two years of inter-government cost sharing agreement ended June 30,2021.
Provided funding from the Hawaii Department of Agriculture to North
Kohala Community Resource Center for a North Kohala Coqui Frog
Control Project in support of agriculture, tourism, property values and the
community's quality of life.
Developed an Opportunity Zones (OZs) collaborative,which seeks to employ
public, private, and philanthropic partnerships to attract and steward
equitable community-aligned private investments to local businesses and
advance economic and business development efforts on the Island.
e. Improve household financial self-sufficiency and mobility by advancing
workforce development, through efforts to decrease household debt and expenses
and increase household income and wealth, and by advancing inclusive growth
and community-based economic development.
Served as a member of the Hawaii County Economic Opportunity Council
(HCEOC) Board of Directors, a Community Service Block Grant funded
organization that helps low-income individuals and families.
f. Administer County Council Contingency Relief Fund grant contracts that are aligned
with Departmental goals and objectives.
Administered six County Council Contingency Relief Fund grants for a wide
range of community-based initiatives.
g. Administer the Soil and Water Conservation District grants to advance
preparation of conservation plans that preserve essential land and water resources
and ensure compliance with the Grubbing and Grading ordinance.
Managed four Soil and Water Conservation District contracts which
supported the development of conservation plans for agricultural producers
who are required to meet the County's Grubbing and Grading Ordinance.
Final Status Report on Program Objectives for FY 2020-21 11
RESEARCH & DEVELOPMENT
ENERGY
I. Collaborate with HELCO and private developers to implement renewable energy
resilience projects for the County of Hawaii.
We have had discussions with HECO at least monthly regarding utilizing data
and load analysis based on geographic location versus meter type and/or
department financials,which ultimately could lead to the implementation of
additional renewable energy projects and energy saving initiatives at County
facilities.
Worked with Department of Environmental Management to define a scope of
work for a public private partnership relationship to lower the cost and use of
fossil fuel generated electricity.
2. Respond to energy dockets at the Public Utilities Commission that may have
significant impacts in the County of Hawaii.
County and Arizona State University (ASU) continued their partnership in
addressing energy-related dockets before the Hawaii Public Utilities
Commission (PUC) relating to:
• Performance-Based Regulation (PBR). The County and ASU remained
focused on stabilizing customer bills, incentivizing long-term utility cost
containment efforts, accelerating deployment of utility-scale renewable
generation, lowering market barriers to distributed energy resource (DER)
adoption, and encouraged Hawaiian Electric Company to communicate more
clearly about what its PBR scorecards and metrics mean to its customers.
The County and ASU have participated in a series of workgroup meetings
contributing to the PBR docket. The PUC in its phase 2 decision and order
issued on December 23rd,2020 reflected a strong alliance with the County's
position in our filings.
o On October 16,2020, the PUC transferred the Electrification of
Transportation (EOT) Innovation Pilot Framework Strategic Roadmap
into the PBR docket. ASU and County continued to monitor and
participated in any EOT-related work as part of the PBR docket.
Final Status Report on Program Objectives for FY 2020-21 12
RESEARCH & DEVELOPMENT
ENERGY
Integrated Grid Planning. Over the past year, the County and ASU have
participated in a series of Integrated Grid Planning (IGP) related workshops
and updated calls to monitor this docket; thus, ensuring the County's
interests are represented.
o Microgrid. Over the past year, the County and ASU have participated in
and monitored continuing progress in the Microgrid Docket (2018-0163).
Following Hawaiian Electric's draft Microgrid Services Tariff filing on
March 30, 2020,the Commission ordered another technical conference to
discuss the Company's Microgrid Services Tariff and required the
working group detail their final findings by January 25,2021; this
deadline was then moved to February 1,2021. The Commission also filed
an order on May 17, 2021, addressing the Microgrid process thus far. In
it, they discussed many measures which the Parties were in conflict over,
including hybrid microgrid provisions, ownership provisions,DER Rules,
security breaches, fair disclosure, and more. The Commission accepted
the Working Groups' final findings submitted on February 1,2021,with
revisions, and ordered that the Company file their revised Microgrid
Service Tariff with Appendices within ten days of the order. The
Commission also noted in the May 17, 2021 order that several issues
remain and requested that Phase 2 be initiated to discuss these
unresolved issues, including the Microgrid Resource Committee's issues
with the availability and appropriate compensation for services sections,
microgrid use in non-emergency situations, and "further collaboration on
streamlining the Microgrid Services Tariff, including added generation
applications." The Commission noted that further Working Group
meetings will be necessary and that a procedural schedule would be
f
forthcoming in a separate order.
3. Identify and implement energy efficiency projects to reduce County energy expenses.
a. Ensure that the County's procurement takes into consideration lifetime energy
costs, including utilizing any rebates, incentives, or private partnerships available.
The Energy Program progress could advance with the master agreement,
Contract#DOT-2020-044 fully executed. This would enable the County to
utilize third-party financial partners to advance renewable energy
technology implementation in facility,vehicle fleets,fueling and charging
infrastructure. The cost to the County was based on the lifetime of the assets.
Final Status Report on Program Objectives for FY 2020-21 13
ENERGY
b. Collaborate with Hawaii Energy to implement Strategic Energy Management
(SEM) strategies.
As the analysis in 3a. advanced, Hawaii Energy's contributions would be
elevated to finalize the Strategic Energy Management Roadmap. We
continued to work with Hawaii Energy to advance energy efficiency and
management in various County facilities.
4. Plan and implement renewable energy projects for the County of Hawaii with
significant Return-on-Investment.
a. Explore enhancement of the Lalamilo Wind Farm to increase the consumption of
electricity generated by the wind farm and incorporate a storage component to
allow more operational flexibility once the project has reach stabilization with the
developer regarding the existing PPA.
There was excess energy being generated by the wind farm that was not
being used by the Department of Water Supply. The excess energy was
under evaluation for possible use to generate a storable form of energy that is
portable and dispatchable,with an unlimited shelf life.
b. Explore the development of an energy revolving fund with savings from
efficiency programs, public-private-partnerships and performance contracting.
The establishment of an energy revolving fund would be explored in-depth
and include the analysis of Strategic Energy Management,(SEM), and the
value of the return on investments to the County made through private
financing. Work has been focused on the development of a request for
proposals for performance contracting as the analysis in 3a advances.
c. Explore the development of a self-sustainable renewable energy base emergency
fel source that is transportable and has extended shelf life.
Renewable energy generated fuel sources continued to be evaluated from
wind, photovoltaic (PV) solar, in-line hydro, anaerobic digestion, pyrolysis,
conventional gasification and geothermal. The fuels for production being
considered are hydrogen and methane. The expected outcome would be a
blend of the various technologies in which production facilities are located
across the island.
Final Status Report on Program Objectives for FY 2020-21 14
RESEARCH & DEVELOPMENT
ENERGY
5. Collaborate with governmental and private partners on programs and projects aligned
with energy goals
a. Support the expanded use of alternative fuel vehicles, including within the
County's fleet.
Act 144, formerly known as 1113441,was signed into law on June 26,2019,
and incorporated in the Hawaii Revised Statutes as Chapter 36-42. The law
provided authority for government agencies to enter an energy savings
contract with private partners for vehicles,vehicle fleet, fuel and charging
infrastructure. The fleet analysis was near final draft which would be used
as a tool to plan the disposal and replacement of County fleet vehicles with
zero emission vehicles.
The savings would be primarily in fuel cost per vehicle mile along with
operations and maintenance. The 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 have been on-going within the
administration as to how to best explore this opportunity.
b. Support the Mass Transit Agency in the acquisition and deployment of electric
and hydrogen buses, along with the fueling and charging infrastructure.
In collaboration with Mass Transit, the Energy Program a Memorandum of
Agreement, (MOA), has been entered into by Hawaii Natural Energy
Institute, (HNEI), and the County. This agreement allowed the County to
operate three fuel cell buses, including 29-passenger bus donated by the
University of Hawaii Natural Energy Institute. The bus would operate
initially in Kona routes in early 2021. Two 20-passenger buses have been
donated by the Volcano National Park. The MOA also provided that
approximately two years of fuel would be provided at no cost to the County
from the fuel production and fueling station has been constructed and
operational at the Natural Energy Laboratory of Hawaii Authority. Work
continued with the mass transit fleet analysis that would result in a decision-
making model based on current vehicle profile,which would provide the
basis of replacement recommendations that include fueling and fleet
replacement options for the Mass Transit Agency to transition to a zero-
emission fleet. Finally,work has been progressing on a zero-emission vehicle
maintenance curriculum to stand up a related workforce development
opportunity.
Final Status Report on Program Objectives for FY 2020-21 15
RESEARCH & DEVELOPMENT
ENERGY
c. Explore the use of byproducts of the West Hawaii Sanitary Landfill and
wastewater treatment facility as fuel sources.
The waste to energy fuel has been analyzed which considered land fill gas,
wastewater sludge, anaerobic digestion, pyrolysis, and conventional
gasification to produce a renewable energy generated fuel source. The fuels
being considered were hydrogen and methane. The expected outcome would
be a blend of the various technologies in which production facilities are
located across the island.
d. Support the expansion of the network of EV charging stations, vehicle-to-grid
connections, and hydrogen fueling stations.
Act 144, (formerly known as H13401),was signed into law on June 26t'',2019,
and now appears in the HRS as chapter 36-42. This enabled a government
agency to enter into an energy savings contract with private partners for fuel
and charging infrastructure. HRS 36-41 qualified venders selected by the
State Procurement Office managed RFP combine with HRS 36-42 selected
Sustainability Partners, LLC. The fueling and charging infrastructure
would be the result of the work being performed in objectives 1 and 3.
e. Support the development of innovative, low-cost, efficient transportation systems
like transportation network, autonomous vehicles, and car sharing.
Act 144, (formerly known as HB401),was signed into law on June 26',2019,
and appeared in the HRS as chapter 36-42. This enabled a government
agency to enter into an energy savings contract with private partners for fuel
and charging infrastructure. HRS 36-41 qualified venders selected by the
State Procurement Office managed RFP combine with HRS 36-42 selected
Sustainability Partners,LLC. Contract 9DOT-2020-044 fully executed. This
enabled the County to utilize third-party financial partners to advance
renewable energy technology implementation in facility,vehicle fleets, fueling
and charging infrastructure.
Final Status Report on Program Objectives for FY 2020-21 16
RESEARCH & DEVELOPMENT
ENERGY
f. Support the refinement and implementation of energy-related General Plan and
Community Development Plan strategies.
There have been meetings with the Recovery team and Planning department
to include renewable energy, load management, energy efficiency, and on-site
PV+ Stored Energy (PVSE). The optimal PVSE system would account for
the additional load generated by the vehicle fueling and charging
infrastructure utilized by both public and government agency vehicles. The
PVSE electricity could also be dispatched by HELCO for grid stability and
power outages. This provided grid support resulting in a more resilient
electrical network.
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Final Status Report on Program Objectives for FY 2020-21 17
RESEARCH & DEVELOPMENT
RESOURCE CENTER
1. Manage Data, Information, and Knowledge Systems.
a. Develop and manage a data, information, and knowledge management system.
• Maintain the Hawaii County Data Portal, a repository of quantitative data
about and relevant to Hawaii Island.
Continued supporting the Hawaii County Data Portal, developed by the
University of Hawaii Economic Research Organization. The portal
contained 206 indicators related to economic development, agriculture,
construction, energy, tourism, and population. Data has been viewable in
table and trendline graphs, and downloadable in PG and JPEG images,
SVG Vector images, CSV and PDF. Immediate data analysis has been
available through the portal's "analyzer" feature.
• Collaborate with the Department of Information Technology and other
agencies to develop and maintain a Hawaii County Open Data platform.
This project was pending availability of staff to develop a platform.
• Maintain and expand a Hawaii County knowledge management system,that
includes a library collection of printed and digital information, and a
collection of qualitative or intrinsic knowledge.
Continued maintenance of the County's physical library containing 1,680
titles and in the process of digitizing those titles having no copyright
restrictions into the online Librarika Catalog. Continued to use the
department's database of research and reports in the department's
Zotero academic document management system for internal use. The
current catalog contained 2,306 titles.
• Explore the feasibility of additional digital government platforms.
Investigated and assessed cost effectiveness of alternative platforms.
Final Status Report on Program Objectives for FY 2020-21 18
RESEARCH & DEVELOPMENT
RESOURCE CENTER
b. Provide data and referrals.
• Provide easy access to data, information, and knowledge about and relevant to
Hawaii Island.
The Department has published a compilation of monthly economic
statistics since 2000,which compares current year data with data from
the previous year. This compilation included data related to population,
building permits, tourism, labor force, transportation, tax collection, and
consumer price index. Monthly Economic Statistics have been available,
along with archives, on the department's website.
• Assist the public and other agencies with data, information, and knowledge
queries.
Provided daily responses to requests for information from the public and
other agencies. The Resource Center has been responsible for the design,
content creation, and maintenance of the department's webpages.
During the period January 1,2021, to June 30,2021, the department's
webpages received 49,184 unique views. Most views were of the
Department's pages devoted to COVID-19 travel rules, reopening
guidance, and CARES Act funding. These pages were retired during this
reporting period.
c. Develop and manage a Hawaii County research program.
• Maintain a research framework, including style guides and templates for
research requests and outputs.
Completed the draft style guide and templates for the Department to use
across program areas. Drafts were under review.
® Develop and advance a research agenda that informs program and policy
development for high-priority County issues, with a focus on output and
outcome measures.
Development of a research agenda was deferred due to additional priority
tasks related to the Kilauea Disaster and COVID-19.
Final Status Report on Program Objectives for FY 2020-21 19
-RESEARCH & DEVELOPMENT
RESOURCE CENTER
• Monitor trends relevant to the County of Hawaii.
Continued the practice of monitoring trends relevant to the Department's
mission and to the County and community by regular scans o
professional organization websites, online literature searches and Listsery
subscriptions. Findings were incorporated into theDepartment's
knowledge management system for internal use and shared with staff and
stakeholders when appropriate.
• Communicate trends and research findings, and make policy and program
recormnendations, as appropriate, based on learning and insights.
Continued monitoring trends relevant to the Department's mission and to
the County and community through weekly scans of professional
organization websites, online literature searches and Listsery
subscriptions. Findings were incorporated into the Department's
knowledge management system for internal use.
d. Collaborate to support programmatic monitoring and evaluation with indicator
dashboards.
• Support monitoring and evaluation of implementation of the Hawaii County
General Plan in collaboration with the Planning Department and other
agencies.
This objective has been pending availability of Planning Department staff
to begin implementation.
• Support the development of other indicator dashboards aligned with
international, national, and state goals_
As part of active collaboration with Hawaii Green Growth, continued to
coordinate with the development of the Aloha+ Challenge Dashboard
and, by extension, achievement of the United Nations Sustainable
Development Goals.
Collaborated with the Hawaii Data Collaborative, a project of the
Hawaii Leadership Forum intended to measure indicators of well-being
in Hawaii.
Final Status Report on Program Objectives for FY 2020-21 20
RESEARCH & DEVELOPMENT
RESOURCE CENTER
• Explore the feasibility of Hawaii County utilizing Performance Management
Indicators.
Began researching current initiatives nationwide and examples of best
practices to develop a feasibility study.
2. Collaborate to Advance Innovation
a. Advance Collaboration.
• Develop and maintain a Customer Relations Management system for internal
departmental use.
The Resource Center maintained a comprehensive database of
stakeholder contact information. A Customer Relationship Management
system was in development to ensure privacy controls and proper uses of
this information. The Department would not share the database outside
of its purview.
• Develop and maintain a comprehensive and current directory of industry
contacts, programs, and resources.
The Resource Center maintains a comprehensive directory for use by
department staff.
b. Advance Communications.
• Manage the Department of Research and Development's web pages and
public documents.
Continued managing web pages and content.
• Collaborate with other agencies to maintain guides for navigating
procurement, permitting, licensing, and other business-related services in
Hawaii County.
Served on the multi-agency EnerGov Executive Committee which was
guiding the development of the County's new online permitting system.
Final Status Report on Program Objectives for FY 2020-21 21
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Collaborate with other government agencies and economic and business
development organizations to host outreach events like Business Action
Center bays.
Continued participating in monthly meetings with a business
development stakeholder group to discuss trends and to frame
collaborative responses to immediate needs. Subjects explored included
disaster recovery for the business community, improving access to
capital, improving permitting processes for small business owners,
Opportunity Zone outreach, improved value-added mechanisms for
export, and Hawaii Island branding.
Business Action Center Days and other public facing events were
curtailed due to COVID-19.
c. Advance Innovation.
• Support public and private sector initiatives that examine innovative ways to
approach issues that affect quality of life—economic, social, and
environmental—on Ilawai`i Island.
Participated in the Statewide Broadband Hui which focuses on
connectivity, reliability, and equitable distribution of broadband
infrastructure.
Participated in the Access to Care—Hake Health Care Local initiative, a
collaboration of the Hawaii State Rural Health Association, Community
First, Inc., HMSA, Department of Health,Hilo Medical Center, and the
Department of R&D,which focuses on equitable health care service
delivery for Ilawai`i Island.
Participated in the Hanau Hou Hilo committee, a private sector-led
initiative working to secure investment in Downtown Hilo that will lead to
better employment, housing, and quality of life opportunities for
residents and businesses.
• Adapt program evaluation framework for use by the Department and its
partners.
In progress.
Final Status Report on Program Objectives for FY 2020-21 22
RESEARCH & DEVELOPMENT
RESOURCE CENTER
d. Advance Balanced Development.
• Coordinate County of Hawaii cross-agency initiatives focused on balancing
the environment, community, and economy.
Continued serving as the de facto sustainability, office for the County and
coordinated 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.
Joined and actively participated in the International Council on Local
Environmental Initiatives (ICLEI) Climate Action Planning Cohort to
collaborate on an equitable approach to climate action.
Joined and actively participated in the Four County Network Steering
committee to develop best practices and organization of the informal
group of four county representatives that coordinate local sustainability
initiatives.
• Support the 2020 update of the Hawaii County Comprehensive Economic
Development Strategy.
Awaited the State Department of Business,Economic Development and
Tourism's Office of Planning to begin the Statewide CEDE update
process.
e. .Collaborate to achieve local, state, national, and international targets for achieving
climate change mitigation and adaption goals.
• Develop and monitor a community greenhouse gas (GHG) inventory for
Hawaii Island.
Continued monitoring the 2015 Greenhouse Gas Emissions Inventory
developed in January 2020. Improved methodology and calculations for
a more accurate snapshot of Hawaii County's emissions in future
updates. 2017 Greenhouse Gas Emissions Inventory to be published in
the second half of 2021.
Final Status Report on Program Objectives for FY 2020-21 23
RESEARCH & DEVELOPMENT
RESOURCE CENTER
• Set near- and long-term targets to reduce GHG emissions on Hawaii Island.
Initial targets were proposed in the draft Hawaii County Climate Action
Plan. Science-based reduction targets would be developed near the end of
2021.
• Develop and implement a climate action plan aligned with the County's GHG
targets.
The first draft of the awai`i County Climate Action Plan was released
for public review in May 2020. Based on comments received on the first
draft of the Climate Action Plan, R&D has been revisiting the outreach
process to ensure the plan is centered in equity with a more robust
community engagement strategy. The Department has partnered with
the Planning Department to integrate information, resources, and
technical support from the International Council for Local
Environmental Initiatives (ICLEI) Integrated Climate Action Planning
Cohort on re-envisioning the process to produce a plan that has been
reflective and driven by communities of Hawaii Island.
• Collaborate on the development and implementation of plans for the County
of Hawaii climate change adaptation.
The Department of R&D partnered with Planning and joined the
International Council for Local Environmental Initiatives (ICLEI)
Integrated Climate Action Planning Cohort to produce a plan centered in
equity and incorporates both mitigation and adaptation.
f. Collaborate with state, national and international entities to advance
sustainability.
• Support interagency initiatives to promote sustainable development in hazard
mitigation, GHG Sequestration, Kilauea Eruption Recovery and Climate
Change.
Collaborated with Hawaii Green Growth to launch a Hawaii County
Aloha+ Challenge that encourages households to engage in actions that
reduce greenhouse gas emissions contributing to climate change.
Final Status Report on Program Objectives for FY 2020-21 24
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Collaborated with the University of awai`i at Hilo Data Visualization
class to initiate an interactive dashboard to visualize data from multiple
program areas to 1) engage the public with County-level information and
identify larger effects and opportunities of efforts we were advancing,
and 2) provide an entry point for deeper discussion, education, and
innovation within and across program areas.
3. Advance Innovation in Funding and Financing.
a. Manage grant research services available to other agencies and the public.
The Department offered free access to its GrantStation membership account
to any organization or resident in Hawaii County. GrantStation gave grant
seekers the ability to find grant opportunities through GrantStation
databases and develop winning proposals through GrantStation's grants
strategy planning resources, and grant writing tutorials.
The Resource Center reviewed new federal funding opportunities daily and
referred relevant programs to agencies and partners.
b. Recommend funding opportunities.
• Identify and recommend strategic funding and financing opportunities for the
County of Hawaii and for collaborative programs.
The Resource Center reviewed new federal funding opportunities for the
County and its partners daily.
Received award notification for three federal grants totaling $24 million:
The U.S. Department of Commerce Economic Development
Administration approved two grants submitted by the Resource Center
under the FDA's Disaster Supplemental Funding on behalf of the
Departments of Environmental Management and Planning. $2.5 million
of that funding has been received to implement the Puna Wastewater
Programmatic Environmental Impact Statement project. The EDA has
been finalizing its environmental and legal review for the approved $19
million North Kona Sewage Pump Station and Forcemain project. Both
projects would improve Hawaii County's infrastructure and protect
coastal and ground water and have the potential of attracting $61.6
million in private investment and add 1,172 jobs to the economy.
Final Status Report on Program Objectives for FY 2020-21 25
RESEARCH & DEVELOPMENT
RESOURCE CENTER
The U.S. Department of Health and Human Services Office of the
Secretary awarded $3 million under its Community Program to Improve
Minority Health to R&D for a project intended to advance health literacy
in response to COVI -1 , specifically for underserved racial and ethnic
minority populations and economically and socially underserved
communities.
Developed a proposal for a Sustainability Project Reinvestment Program,
a funding mechanism that enables project savings to be reinvested into
future projects that generate cost savings and present opportunities for
environmental justice benefits.
• Seek opportunities to leverage funding with other agencies, foundations,
philanthropists, impact investors, and other public and private entities.
The Resource Center has actively monitored and continued monitoring
funding opportunities that the department can leverage to finance
projects to assist the County.
c. Leverage and provide grant funding and/or technical assistance for collaborative
projects that advance balanced development.
Through an $18,900 Innovation Grant award, R&D supported the Waikoloa
Dry Forest Initiative's project to propagate and plant 2,000 native plants and
conduct restoration efforts in the 275-acre Waikoloa Dry Forest Reserve
through a series of community volunteer events. This grant award leveraged
$60,000 in outside grant and private funding provided by the applicant.
Leveraged $67,200 in outside grant and private funding with a $22,500
Innovation Grant award to the Kona Historical Society for its Development
and Implementation of the Preserving, Digitizing and Sharing Native Hawaiian
Language and History project. Through this project, the Kona Historical
Society would digitize its ane-of-a-kind collection of oral histories of Kona
paniolo families from the mid- to late-1800s, making the collection accessible
to all residents and researchers.
Final Status Report on Program Objectives for FY 2020-21 26
RESEARCH & DEVELOPMENT
FILM
1. Strengthen and preserve Hawaii Island communities and natural resources as
outstanding film location by maintaining an active online presence and locations
information, and through strategic marketing and meetings with industry
professionals, in collaboration with industry partners.
a. Maintain the film program website with current content.
The Film Office website was updated with five pertinent news stories which
promoted Hawaii Island locations, film industry events and opportunities.
b. Maintain the film program social media presence on Facebook, Twitter and
Instagram with current content for promotion and networking.
All the Film Office social media platforms were updated several times weekly
with current content including interacting and sharing of partner content-
not just from the film industry - but including the broader creative industries
as well.
c. Using the LocationsHub tool, update and expand the photo library to include at
least five new albums to market and share.
Due to COVID-19 restrictions, no new locations were added to the
LocationsHub tool.
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.
As of August 6,2021, advertising in the Creative Handbook has been
renewed.
2. Support local and incoming film and other creative economy projects by advising on
licensing, locations, crew identification, and other project-specific factors and by
publishing related guides and directories, in collaboration with permitting agencies
and the DBEDT Creative Industries Office.
a. Support and/or attend at least four festivals, conferences or trade shows to
promote the creative economy on Hawaii Island and provide networking
opportunities for those industries.
The program specialist participated in two conferences virtually and
provided financial support in the form of a grant to the Palace Theater for
film festivals.
Final Status Report on Program Objectives for FY 2020-21 27
RESEARCH & DEVELOPMENT
FILM
b. Provide "on-island" support and resources, including by not limited to,
permitting, industry referral and support services to creative industry
professionals.
A total of 89 inquiries were handled that required either permits, permitting
information or support for industry professionals and productions.
c. Maintain a comprehensive and current directory of creative industry contacts and
local production resources.
Frequent updates were made to contact and resources directories both on the
film office website and for mailing lists covering the film industry and wider
creative industries.
t
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.
}
i
The program specialist met virtually with four executives/producers/
filmmakers to discuss projects on Hawaii Island. Additionally, the interim
program specialist/film commissioner had bi-weekly meetings with two
studio developers to discuss the build-out of a new full-service film studio in
Dona. The studio developers were provided information and resources to
effectively complete due diligence and the interim program specialist also
connected the studio developers with various industry stakeholders/industry
experts on the island to efficiently get their project up and running.
3. Develop local creative industries by advocating for tax incentives; through workforce
development, incubators, and accelerators; and by supporting local events and the
development of a multi-purpose creative economy facility, in collaboration with the
HTDC,Na Leo, the DBEDT Creative Industries Office, other government agencies,
and economic and business development organizations.
a. Coordinate resources, services, and industry development strategies with public, }
private and government organizations and support programs and initiatives
consistent with statewide creative economy initiatives.
i
Fifty-three programs and events were promoted and supported including the
Hawaii Film and Entertainment Board, Film Offices of the Hawaiian
Islands, Creative Labs Hawaii, the Aloha Theater, the Palace Theater, the
Kahilu Theater, Aerial Arts Hawaii, and Hawaii Doe Club. Support
f
Final Status Report on Program Objectives for FY 2020-21 28
RESEARCH & DEVELOPMENT
I.
included extensive social media and online advertising, grant funding, and
virtual attendance/participation at events and meetings.
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that build Hawaii Island's creative industries.
Provided grant funding and technical assistance to the Palace'Theater Filen
Festival.
'f
I
'i
3
Final Status Report on Program Objectives for FY 2020-21 29
RESEARCH & DEVELOPMENT
IMMIGRATION
1. Proactively deliver information about immigration, citizenship; and the naturalization
process to immigrants and to prospective and new citizens.
a. Expand network of partners supporting immigrants.
Provided mini-info sessions to constituents on how to complete various
immigration forms, reviewed applications for naturalization and green card
on a daily basis.
Attended D SIUSCIS quarterly stakeholder's virtual meetings to keep
abreast of new and amended immigration laws, procedures, and programs.
Continued to provide immigration information and answers to immigration
related issues to government agencies, service providers, employers and
workers in both Kona and Hilo.
Attended the Office of Language Access (OLA) strategic planning virtual
meetings to review OLA's mission and functions, to create goals and
objectives, and to establish an action plan that aligns with Department of
Health's strategic plan for a determined period.
Participated in the Mass Violence Workshop Planning Committee that was
hosted by the Prosecuting Attorney Office. The committee looked at ways to
support in the protocols and response efforts should the unlikely event of a
mass violence, such as a mass shooting or bombing happening in Hawaii
County.
Assisted immigrant farmers with the Federal Paycheck Protection Program
loan online application which was intended to provide economic relief to
small business adversely impacted by COVID-19.
Helped organize a 2020 County of Hawai=i COFA (Compact of Free
Association) COVID-19 Task Force to serve as a bridge between members of
COFA communities, government agencies, and non-profit organization by
effectively communicating pertinent information on COVID-19 regulations,
services, and resources in a culturally appropriate and sensitive manner.
Partnered with the AIN Health Center in Kona to provide COVID-19
educational materials to the Pacific Islanders and translated COVID-19
information to Kosraean language.
Final Status Report on Program Objectives for FY 2020-21 30
RESEARCH & DEVELOPMENT
IMMIGRATION
Continued to support the Mayor's Office, Civil Defense, and awai`i
Department of Health by providing resources, outreach and engagement of
immigrant communities to COVI -19 testing.
Attended a livestream conversation with Vivek Murthy, co-chair of President
Elect Joseph Biden's Covid Task Force, and former Surgeon General of
the United States. The event, entitled "Together in Crisis; How human
connection can help us navigate the pandemic and improve a sometimes
lonely world."
Attended a live conversation on Hawaii and UH's COVI -19 vaccination
effort hosted by University of Hawaii. The forum provided up-to-date
information on vaccine prioritization, logistics, efficacy and safety.
Participated in a virtual stakeholder meeting with USCIS District 41 and the
Honolulu Field Office.
Attended the Hawaii Coalition for Immigrant Rights monthly meetings; an
organization advocating for immigrant rights on a policy level.
Partnered with the Ka`u Rural Health Community Association,Bay Clinic,
and Senator Kanuha Office and organized the first COVID-19 vaccination
event in Ka`u for age 75 and older. Over 150 individuals took their COVID -
19 shots.
2. Expand partnerships supporting immigration and citizenship.
a. Make presentations to community groups and other networks on immigration
issues.
Provided information on immigration and related issues to Department of
Motor Vehicles and Social Security Office to better serve immigrant clients.
Provided public benefit information available to immigrants to health service
providers and government agencies on Hawaii Island.
Helped organize an Affordable Care Act Enrollment for Pacific Islander
migrants with the Ka`u Rural Health Community Association, Big Island
Kokua Service Program and West Hawaii Community Health Center.
Final Status Report on Program Objectives for FY 2020-21 31
RESEARCH & DEVELOPMENT Ems==
IMMIGRATION
Participated in the Emergency Broadband Benefit (EE ) program meetings
held by the awai`i Department of Health. The program helped households
struggling to pay for internet service during the CAVI -19 pandemic.
Helped translated the EBB information to Kosraean language.
b. Work with consular offices to provide outreach services in flawai`i County.
Continued to be the liaison for citizens of the Philippines, Mexico, Marshall
Islands, Federated States of Micronesia, and Republic of Palau with the
Consulates on O'ahu and U.S. Mainland. Assisted with renewal of passports,
I-9 issues, birth certificates, obtaining documents, travel documents, etc.
Continued discussions were initiated with consulate offices of Honduras, El
Salvador, Thailand and Vietnam to determine an interest in participating in
future outreach events for citizens of these countries.
Final Status Report on Program Objectives for FY 2020-21 32
22
HIGHWAYFUND
PUBLIC WORKS
TRAFFIC DIVISION
Traffic Safety Section
1. Investigate and process complaints and requests (not including projects)within 30
calendar days.
o Performance measurement: 100% completion.
• A total of 58 of 73 complaints processed or 79% completed.
Existing-Maintenance
Traffic Suns & Markings
1. Inspect and maintain as required 250 miles of county-maintained road per year(total of
1,000 centerline miles over four-year maintenance cycle) to address retro-reflectivity.
o Performance measurement: 80% completion of all work orders generated from
annual inspections.
• Miles Inspected: 126.04 of 125 miles or 100.08% completed.
• Work Orders Completed: 31 of 66 work orders or 47% completed.
2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year).
o Performance measurement: 100% compliant.
• A total of 1,255 of 1,880 signs replaced or 67% completed.
Traffic Signals & Strectlil4hts
1. Investigate and repair all streetlight failures within ten working days.
o Performance measurement: 100% completion.
• A total of 185 of 303 work orders or 61% completed within 10 working
days.
2. Investigate and resolve all traffic signal timing and operational complaints within
three working days.
o Performance measurement: 100% completion.
• A total of 201 of 217 work orders or 93% completed within three working
days.
3. Preventative Maintenance Program:
Fifty state signalized intersections two times per year.
o Performance measurement: 100% completion.
• A total of 39 of 50 intersections or 78% completed two times per year.
Six Month Progress Report on Program Objectives for FY 2021-22 1
PUBLIC WORKS
TRAFFIC 5
Sixty-nine county signalized intersections one time per year.
o Performance measurement: 100% completion.
A total of 68 of 69 intersections or 99% completed.
Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual
certification.
o Performance measurement: 100% completion.
A total of 115 of 119 certifications or 97% completed.
Uninterruptable Power Supplies (UPS) annual inspections and/or replacement.
o Performance measurement: 100% completion.
A total of 47 of 119 inspections or 39% completed. (46 of 54 state
intersections, 1 of 69 county intersections)
Six Month Progress Report on Program Objectives for FY 2421-22 2
PUBLIC WORKS
_HIGHWAYCE DIVISION
1. Continue island-wide in-house resurfacing program and resurface a total of 20 miles.
Resurfaced 6.12 road miles of various 1, 2, and 4 lane county roads:
South Hilo 1.72 miles
North/South Kohala 1.90 miles
North/South Kona 0.87 miles
Puna 1.63 miles
2. Evaluate the grass cutting operation and maintain the standard of six miles (12 total) per
operator/equipment per workday and the goal of a five-week cycle per district.
For FY 2021-22 from July 2021 to December 2021, our grass cutting cycles were
as follows:
South Hilo 3 to 6 weeks
North Hilo/Hamakua 3 to 6 weeks
North/South Kohala 3 to 6 weeks
North/South Kona 3 to 6 weeks
Ka`u 5 to 6 weeks
Puna 2 to 6 weeks
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Six Month Progress Report on Program Objectives for FY 2021-22 3
!I
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PUBLIC WORKS
TRAFFIC
Traffic Safety Section
1. Investigate and process complaints and requests (not including projects) within 30
calendar days.
o Performance measurement: 100% completion.
• A total of 97 of 110 complaints processed or 88% completed.
Existing Maintenance
Traffic Suns & Markings
1. Inspect and maintain as required 250 miles of county-maintained road per year (total of
1,000 centerline miles over four-year maintenance cycle)to address retro-reflectivity.
o Performance measurement: 80% completion of all work orders generated from
annual inspections.
• Miles Inspected: 259 of 250 miles or 104% completed.
• Work Orders Completed: 61 of 116 work orders or 53% completed.
2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year).
o Performance measurement: 100% compliant.
• A total of 5,258 of 3,760 signs replaced or 140% completed.
Traffic Signals & Streetlillhts
1. Investigate and repair all streetlight failures within five working days.
o Performance measurement: 100% completion.
• A total of 121 of 379 work orders or 32% completed within five working
days.
2. Investigate and resolve all traffic signal timing and operational complaints within
three working days.
o Performance measurement.- 100% completion.
* A total of 414 of 459 work orders or 90% completed within three working
days.
3. Preventative Maintenance Program:
46 state signalized intersections two times per year.
o Performance measurement: 100% completion.
• A total of four of 46 intersections or 8% completed two times per,year.
Final Status Report on Program Objectives for FY 2020-21 1
PUBLIC WORKS
TRAFFIC DIVISION
65 county signalized intersections one time per year.
o Performance measurement: 100% completion.
a A total of 62 of 65 intersections or 95% completed.
Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual
certification.
o Performance measurement: 100% completion.
• A total of 38 of 119 certifications or 32% completed.
Uninterruptable Power Supplies (UPS) annual inspections and/or replacement.
o Performance Measurement: 100% completion.
A total of 35 of 119 inspections or 29% completed.
Final Status Report on Program Objectives for FY 2020-21 2
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
1. Continue island wide in-house resurfacing program and resurface a total of 20 miles.
Resurfaced 25.27 road miles of various 1, 2, and 4 lane county roads:
South Hilo 5.44 miles
North Hilo/Hamakua 2.32 miles
North/South Kohala 3.67 miles
North/South Kona 3.59 miles
Puna 10.25 miles
2. Evaluate the grass cutting operation and maintain the standard of six miles (12 total)
per operator/equipment per workday and the goal of a five-week cycle per district.
For FY 2020-21, our grass cutting cycles were as follows:
South Hilo 3 to 6 weeks
North Hilo/Hdmakua 3 to 6 weeks
North/South Kohala 3 to 6 weeks
North/South Kona 3 to 6 weeks
Ka`u 5 to 6 weeks
Puna 2 to 6 weeks
Final Status Report on Program Objectives for FY 2020-21 3
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233l
GENE ' L EXCISE TAX
FUND
-- --MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
1. Restore service reliability and increase system ridership from FY 2020-21.
Overall, the Novel Coronavirus (COVID-19) pandemic along with unreliable
operations resulted in further declines in passenger trips made on the I4ele-On
transit system. Total passenger trips carried was 324,934.
• Fixed Route Bus =254,890 (decrease of 161,836)
• Shared-Ride Taxi= 67,445 (decrease of 23,502)
• Paratransit=2,599 (decrease of 404)
2. Resolve and follow-up on all complaints within two weeks.
Fifty complaints were received this fiscal year which were responded within two
weeks.
3. Maintain the current level of services for public transportation.
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.
4. Continue expansion of official bus shelter and bus stop sign program.
Mock designs for the bus fleet as well as bus stop signs were developed by
SSFM. No new bus shelters and bus stops were installed in FY 2020-2021;
however, two shelters were removed due to accidents.
Six Month Progress Report on Program Objectives for FY 2021-22 1
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MASS TRANSIT AGENCY
GENERAL EXCISE
1. Restore service reliability and increase system ridership from FY 2019-20.
Total ridership from July 2020 —June 2021 is shown below, along with the
decrease compared to the same period last fiscal year:
Bus Ridership=254,890 (decrease of 161,836)
Shared-Ride Taxi Program =67,445 (decrease of 23,502)
Paratransit Program =2,599 (decrease of 404)
Ridership continues to decrease due to COVI -19. Despite the pandemic
affecting businesses and the need for social distancing and face masks, Mass
Transit Agency continues to evaluate programs and services, aiming to provide
a robust transit system.
2. Resolve and follow-up on all complaints within two weeks.
Mass Transit Agency continued to review, resolve, and follow up on complaints
within two weeks. Fifty complaints were received during period July 1,2020—
June 30,2021, compared to 44 during the same period in FY 2019-20.
3. Maintain the current level of services for public transportation.
Despite COVID-19 restrictions,Mass Transit Agency continued to provide the
current level of service with the use of independent contractors.
Mass Transit Agency put in a requisition for four new 40-foot buses and
received four new paratransit vans to update the current fleet. We continue to
confer with other county transportation facilities to improve our level of
service. In addition, three hydrogen buses continue to be worked on in Oahu
for delivery sometime in FY 2021-22.
Transit services were restored by April 2021 as the island re-opened and
passengers started to return to the transit system. In June 2021, additional
routes were expanded to serve the Kona International Airport.
4. Continue expansion of official bus shelter and bus stop sign program.
The Mass Transit Agency continued to work with our consultant, SSFM, and
other departments to meet the bus shelter and bus stop sign program as
identified in the Transit and Multi-Modal Transportation Master Plan. No new
bus shelters and bus stops were installed in FY 2020-21.
Final Status Report on Program Objectives for FY 2020-21 1
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2 4
BUND
ENVIRONMENTAL MANAGEMENT
WASTEWATER I
ADMINISTRATION
1. Continue to make progress on plans for construction renovation of the Pua Sewage
Pump Station(SPS)to mitigate pressure surge in the force main; replace valves and
electrical switchgear; and improve the odor control system components.
A consultant was selected and the scope of work has now been finalized for the
design of the Pua SPS renovations. Design work will begin as soon as the
contract is executed.
2. Continue to make progress on the Pua Force Main Replacement Project.
The design work began and preliminary design alignment review by the State
Department of Transportation Airports Division (Airports) is requiring a re-
alignment of the existing force main and effluent gravity line in the area of the
Airport's proposed for extension of the runway. The runway extension will
result in 3,000 lineal feet(LF) of new pipe added to the existing force main and
effluent outfall pipe lengths.
3. Evaluate the repair or replacement of the Hilo WWTP and possibly the Pdpa`ikou and
Kula`imano WWTPs.
Following the condition assessment,work to identify alternatives began to
determine what renovations will be needed restoring Hilo,Kula`imano, and
Papa`ikou Wastewater Treatment Plants (WWTP). This work includes
assessing the WWTP's individual unit processes which will help in identifying
alternatives to renovate and/or upgrade the performance of the WWTP in terms
of chemicals, electrical usage, and on-going manpower requirements. Once
selective alternatives have been identified, a cost estimate will be prepared along
with an evaluation of impacts to the sewer fees.
4. Continue design efforts for the force main replacement at Hale Halawai SPS, Keopu
SPS and FM, Onekahakaha SPS and FM, Kolea SPS and FM, Wailuku FM, and
Pauka`a FM.
The design contract for the force main replacement at Hale Halawai SPS has
been prepared and is awaiting funding. Design is to replace the 900 LF force
main with a new pipe.
The project scope of work for Keopu SPS and FM is being developed.
Six Month Progress Report on Program Objectives for FY 2021-22 1
ENVIRONMENTAL MANAGEMENT
WASTEWATER I ISI
ADMINISTRATION
5. Continue efforts for a new collection system and wastewater treatment plant for the
Nd`dlehu and Pdhala Large Capacity Cesspool (LCC) Replacement projects under an
EPA Administrative Order of Consent(AOC) enforcement action.
Collection System Phase 2 Design continued progressing for Pahala LCC project
and is expected to be completed by the January 2022 deadline. Discussions
between United States Environmental Protection Agency (EPA) and the
Department of Environmental Management(DEM) regarding the
treatment/disposal system are ongoing.
Na`alehu LCC project is in the planning phase. After the State Historic
Preservation Division (SHPD) issues approval of the Archaeological Inventory
Survey (AIS),work will progress to complete the Draft Environmental
Assessment report by August/September 2022.
6. Continue the design and construction for the R-1 Project that will upgrade the
Kealakehe Wastewater Treatment to produce and distribute reuse water(recycled
wastewater for irrigation use).
The work to finalize the Environmental Impact Statement(EIS) for the R-1
Project continues to wait for SHPD's approval of the AIS. At issue is verifying
through field work for cultural sites that native Hawaiian groups identified as
culturally important sites.
The design work for the R-1 distribution pipelines to carry reuse water to
customers located to the north and south of the Kealakehe WWTP continues.
Expected completion date of the design effort is anticipated to be in October
2023.
At Kealakehe WWTP, installation of sand filters, that was received via a gift
from Hawaii Water Service, for upgrading effluent quality to R-2 or R-1 for
reuse is in progress. Process modifications will be implemented to determine
whether R-1 quality can be consistently achieved.
Six Month Progress Report on Program Objectives for FY 2021-22 2
ENVIRONMENTAL MANAGEMENT
WASTEWATER SI
ADMINISTRATION
7. Complete the Environmental Assessment(EA) for the Forth Kona SPS and Force
Main Project.
The EA's AIS is currently under review by SHPD. Comments received on the
Draft EA raised questions on the old historical trail that runs through the SPS
site. The SHPD is working with DEM- D to resolve issues that were raised
by the comments.
Once the EA is completed, DEM- D anticipates that the United States
Department of Commerce Economic Development Agency (EDA)will award a
$19 million grant for this project.
8. Initiate planning work for constructing a County WWTP for the Puako Community.
Project is pending release of funding from the State of Hawaii for this project.
DEM-WWD is willing to prepare a Facility Plan for the community that would
include a site selection study for a small wastewater treatment plant. Included
as part of the Facility Plan effort, an Environmental Assessment document will
be prepared that will help to evaluate the alternatives for this Community's
Facility Pian.
9. Initiate planning work to perform a Programmatic EIS for a County-owned WWTP
for the Puna Area.
The planning effort is underway for this EDA funded project. Anticipated
completion date of the Programmatic EIS is December 2024.
Six Month Progress Report on Program Objectives for FY 2021-22 3
ENVIRONMENTAL MANAGEMENT
. r
WASTEWATERI I
OPERATIONS
1. Work with Consultants on administering training to staff to begin inventory of parts
and supplies; and tracking the condition and long-term performance of wastewater
assets.
The Asset Management System (AMS) staffing under the Wastewater Division
had begun the process of laying out a procedure for inventorying parts and
supplies using the Computerized Maintenance Management System (CMMS)
software. A Program Support Technician was allocated to perform the work of
inventorying parts and supplies and to track wastewater asset conditions. At
this time,training to use the CMMS program can be provided by the AMS staff.
2. Select and implement electrical assessment recommendations on various wastewater
facilities to maintain compliance with OSHA regulatory requirements.
Work was performed at Pua Sewage Pump Station (SPS), Kealakehe SPS,Hale
Halawai SPS, and Lanihau SPS to upgrade the pump control and electrical
panels which also addresses the electrical hazards identified by the electrical
condition assessments findings.
3. Continue preventative maintenance efforts on electrical generators and energy
transfer devices.
Preventive maintenance work was performed at Pahoehoe SPS, Waiaha SPS,
Kealakehe Wastewater Treatment Plant (WWTP), and Kulaimano WWTP.
Preventive Maintenance work is starting on the generator at Pua SPS.
4. Continue to identify and implement upgrades or replacements to facility process
equipment including,but not limited to UV disinfection in lieu of chlorination, and
installation of remote SCADA control where practical.
Efforts are underway with the installation of a new wastewater treatment train
at the Kaloko WWTP. The new train will be designed to handle 40,000 gallons
per day (gpd)versus the current trains' 32,000 gpd capacity (@ 16,000 gpd
capacity each).
Efforts continue on replacing the Hilo WWTP's solids dewatering centrifuge.
Original equipment manufacturer (OEM) is no longer in business so additional
time is required to identify a different manufacturer of the replacement
centrifuge.
Six Month Progress Report on Program Objectives for FY 2021-22 4
ENVIRONMENTAL MANAGEMENT
WASTEWATER I SI
OPERATIONS
At Kealakehe WWTP, sand filters will be installed which were received via a
County Council approved donation from awai`i Water Service for upgrading
effluent to R-2 or -1 for reuse. Process modifications will be implemented to
determine whether -1 quality can be consistently achieved.
Work is in-progress with evaluating alternatives to renovate Hilo, Kulaiano,
and Papaikou WWTPs. The work includes an assessment of the WWTP's
individual unit processes and identifying alternatives to renovate and/or upgrade
the performance of the WWTP in terms of chemicals, electrical usage, and on-
going manpower requirements. Once selective alternatives have been identified
a cost estimate will be prepared along with an evaluation on the impact to sewer
fees.
5. Continue to implement procedures and monitor process operations to maintain a
required level of safety at the wastewater facilities to maintain compliance with
OSHA, HIOSH and DOH NPDES regulatory requirements.
Corrective action work and procedures development progressed along for safety
issues identified at the east and west side wastewater treatment and pumping
facilities. The safety issues were identified by a certified industrial hygienist
hired on contract to conduct mock NIOSH inspections at all facilities in May
2021. Completed corrective work was at 68% for east side facilities; and 35%
for west side facilities.
Existing Standard Safety procedures for wastewater operations were also
reviewed and updated during this time.
Six Month Progress Report on Program Objectives for FY 2021-22 5
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ENVIRONMENTAL MANAGEMENT
_ DIVISIONWASTEWATER
ADMINISTRATION
I. Continue to make progress on plans for construction renovation of the Pua Sewage
Pump Station (SPS)to mitigate pressure surge in the force main; replace valves and
electrical switchgear; and improve the odor control system components.
Worked with Department of Health (DOH) Clean Water State Revolving Fund
(CWSRF) for funding of the project. CWSRF loan approval requires a
preliminary engineering report (PER) on which work was begun. Design
contract to begin after the design for the Pua Force Main Replacement Project
has begun (see item 2 below). Some of the technical information developed for
the force main can be used in the PER for the SPS project.
Consultant has been selected and negotiations on scoping the project's
requirements are in progress.
2. Continue to make progress on the Pua Force Main Replacement Project.
Received DOH CWSRF loan commitment for the design phase of project.
Consultant was selected and design contract was executed in January 2021.
Project is planned for a two phase construction. First phase will be a design to
install new force main. Second phase will be designed to rehabilitate existing
pipes so SPS will have some redundancy.
State Department of Transportation (DOT) Airports has informed the County of
their plan to extend the runway. Extension of the runway requires the County
to realign our wastewater piping (both the force main and effluent outfall
gravity sewer). A supplemental agreement is being worked on with the
consultant that will satisfy State DOT Airports requirements to move our sewers
out of the "blast"zone.
3. Make progress on the Hilo Headworks Rehabilitation or Replacement Project.
A repair/replace study began (see item 4 below) to help plan for this
rehabilitation effort. Design is in-progress under the Hilo Wastewater
Treatment Plant (WWTP) Phase 1 Renovation and Upgrade project. Design
completion is anticipated by March 2023.
Fina] Status Report on Program Objectives for FY 2020-21 1
ENVIRONMENTAL MANAGEMENT
WASTEWATER
ADMINISTRATION
4. Evaluate the repair or replacement of the Hilo WWTP and possibly the Papa`ikou and
Kula`imano WWTPs.
Condition assessments on these three WWTPs were completed in May 2021.
The consultant is preparing a financial strategy for upgrading/renovating these
three WWTPs after condition assessments showed that all three require
substantial renovation.
5. Continue design efforts for the force main replacement at Hale Halawai SPS and
Keopu SPS.
Project planning and preliminary engineering report(PER) for Hale Halawai
has been submitted to DOH CWSRF for potential project funding for
construction. Consultant was selected for the design work and contract
preparation was initiated.
For Keopu SPS and Force Main Relocation,the County is working on securing
the adjacent property that will be used for the new SPS site. The site is owned
by the State so the County is working on an Executive Order that would give us
permission to use the property to relocate our SPS and force main relocation
away from Alii Drive.
6. Continue efforts for a new collection system and wastewater treatment plant for the
Na`alehu and Pahala Large Capacity Cesspool (LCC) Replacement projects.
A resolution to engage in negotiations with landowner for the Pahala VVWTP site
was passed by Council. WWTP parcel is now in condemnation proceedings.
Design of Phase 1 collection system was completed by the Administrative Oder
of Consent(AOC) deadline milestone date.
Na'alehu Environmental Assessment planning effort is underway with the recent
review (12!112020) by SHPD of the Initiation of Consultation and Request for
Concurrence that requires an Archaeological Inventory Survey (AIS). The
consultant continues to work on the Draft Environmental Assessment report.
Final Status Report on Program Objectives for FY 2020-21 2
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
7. Continue the design and construction for the R-1 Project that will upgrade the
Kealakehe Wastewater Treatment to produce and distribute reuse water(recycled
wastewater for irrigation use).
Continued work on preparing the Final EIS while awaiting AIS approval from
the State Historic Preservation District (SHPD). Design work has been initiated
on the north and south R-1 distribution pipelines. Work has begun on installing
Waikoloa TP's sand filters at Kealakehe in-lieu of the disc fabric filters.
Continuing to review and observe enforcement action on the Lahaina WWTP
Underground Injection Control(UIC) effluent disposal situation based on the
Supreme Court of the United States (SCOTUS) Decision.
8. Complete the EA for the North Kona SPS and Force Main Project.
SHPD site walk through was completed in August and consultant completed the
draft EA with publication in April 2021. The County is in the process of
preparing responses to the comments received by the public's review of the draft
EA. Awaiting notification on grant application/funding from the Department of
Commerce's Economic Development Administration (EDA). Award of this EDA
grant would fund the entire SPS project.
Final Status Report on Program Objectives for FY 2020-21 3
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
1. Work with Consultants on administering training to staff to begin inventory of parts
and supplies; and tracking the condition and long-term performance of wastewater
assets.
Asset management system was rolled out in April 2021. Various working
branches are now being trained on implementing the much-needed work order
section of this asset management system. Inventory tracking is now being
developed with primary focus on primary vertical assets for maintaining
operations.
2. Select and implement electrical assessment recommendations on various wastewater
facilities to maintain compliance with OSHA regulatory requirements.
Completed work on critical safety hazards identified from assessment. Preparing
repair project contractor package for replacing Wailoa SPS obsolete flow
matcher system.
3. Continue preventative maintenance efforts on electrical generators and energy
transfer devices.
Generators and transfer devices continued to be tested weekly and any repair
work is placed on a work order status for getting backup power restored.
Emergency alarms continued to be tested on a bi-monthly basis.
4. Continue to identify and implement upgrades or replacements to facility process
equipment including, but not limited to UV disinfection in lieu of chlorination, and
installation of remote SCADA control where practical.
Replacement pumps for Kealakehe SPS and Hale Halawai SPS were ordered. A
new solids dewatering centrifuge was identified for purchasing. Contractor has
been awarded project to replace the biotower arms. Replacing the biotowers
influent pumps also are part of this project.
Final Status Report on Program Objectives for FY 2020-21 4
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
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, NIOSH and DOH NPDES regulatory requirements.
Performed a mock NIOSH Safety Inspection at the Hilo WWTP to identify any
safety concerns. Conducted confined space training in Kona and Hilo for
operations personnel. Training also included fall protection training while
entering into SPS. With the results of the mock HIOSH Safety Inspection
conducted at the Hilo WWTP, the County performed similar inspections at all
other WWTPs and SPSs island`'vide. Work is now in progress to correct any
safety issues identified by the mock inspection.
Final Status Report on Program Objectives for FY 2020-21 5
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2.5
StIOR,T-TEr-/,,RMJ VACikTION
RENITAL EN`F`OJRKCENIENT
FUND
PLANNING
SHORT TERMT T L
ENFORCEMENT
1. The Short-Term Vacation Rental Enforcement Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
Online STVR applications and renewals have been integrated into the County's
new EPIC system that launched on July 26, 2021. The EPIC system has made
submitting applications, renewals and making payment much more convenient
for the public. We have streamlined some of our internal procedures to make
application processing smoother and quicker.
Six Month Progress Report on Program Objectives for FY 2021-22 1
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PLANNING
SHORT TERM VACATION
RENTAL
ENFORCEMENT FUND
1. The Short-Term Vacation Rental Enforcement Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
STVR's have doubled the volume of total permits that Planning handles. Even
with the seven positions that the STVR ordinance provided, additional Land
Use Plan Checkers and Inspectors within the Admin Permits division have been
tasked with helping with the processing for the first half of the year. The
second half of the year involved streamlining the processes. Due to COVI -19
various STVR Nonconforming Use Certificates (NUC) have not been renewed,
as such the annual recurring revenue is less. The fund is not sustainable in the
long-term without new STVR registrations every year which would need to be
over 550.
Final Status Report on Program Objectives for FY 2020-21 ]
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CEM, JE---,-/,,TE---,-/,,RY
PARKS & RECREATION
CEMETERY F
1. Conduct maintenance and repair activities by providing the necessary equipment and
services.
Maintenance and repairs of facility were addressed daily.
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PARKS & RECREATION
CEMETERY FUND
1. Conduct maintenance and repair activities.
Maintenance and repairs of facility were addressed daily.
Final Status Report on Program Objectives for FY 2020-21 1
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27,
BIIf EWAY BUND
PARKS & RECREATION
BIKEWAY FUND
1. Conduct one recreational bike activity in each of five recreational districts by
June 30, 2022.
No bike activity was conducted during July 2021 through December 2021.
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PARKS & RECREATION
BIKEWAY FUND
1. Conduct one recreational bike activity in each of five recreational districts by
June 30, 2021.
No hike activity was conducted during July 2020 through June 2021°
Final Status Report on Program Objectives for FY 2020-21 1
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283,
$ EAU'TIF'ICrkTIQN BUND
PUBLIC WORKS
BEAUTIFICATIONFUND
1. Continue to initiate two roadside planting projects every year.
The Department of Parks and Recreation did not conduct a roadside planting
project as of 12/3112021. However, a roadside planting project will be taking
place in March 2022 at the Hilo Municipal Golf Course.
2. Continue to plant or replant a minimum of ten trees each year.
No trees were planted as of 12131/2021.
3. Enhance and continue the existing Litter Pick-up along County Roads Program with
the Highways Division of the Department of Public Works.
As part of the Roadside Maintenance Program, the Highway Maintenance
Division continued litter pick-up and rubbish removal of trash receptacles
located in Downtown Hilo and Kailua Village.
The Highway Maintenance Division continued to provide trash bags to volunteer
groups organizing litter pick-up projects along other County roads.
Six Month Progress Report on Program Objectives for FY 2021-22 1
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PUBLIC WORKS
BEAUTIFICATION FUND
I. Continue to initiate two roadside planting projects every year.
The Department of Parks and Recreation conducted one roadside planting
project. Three Shower trees were planted as part of an Eagle Scout project at
Malama Park.
2. Continue to plant or replant a minimum of ten trees each year.
A total of three Shower trees were planted.
3. Enhance and continue the existing Litter Pick-up along County Roads Program with
the Highways Division of the Department of Public Works.
As part of the Roadside Maintenance Program, the Highway Maintenance
Division continued litter pick-up and rubbish removal of trash receptacles
located in Downtown Hilo and Railua Village.
The Highway Maintenance Division continued to provide trash bags to volunteer
groups organizing litter pick-up projects along other County roads.
Final Status Report on Program Objectives for FY 2020-21 1
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29
V�ffICL� DISPQSAL FUND
ENVIRONMENTAL MANAGEMENT
VEHICLE IS SA
1. Coordinate the removal of vehicles from public and private roadways that the Hawaii
County Police Department have classified as derelict or abandoned.
The program received 2,186 Vehicle Incident Reports from the Hawaii County
Police Department,Department of Land and Natural Resources, Hawaii
Volcanoes National Park, and the Derelict/Abandoned Vehicle Program from
July 01, 2021 through December 30,2021. Of the 2,186 reports, 552 of them
were either duplicate reports, on private property, or towed by a private tow
company. Tow requests were issued to contractors to remove the vehicles for the
remaining balance of 1,634 reports. Of the 1,634 reports, 436 vehicles were
removed from Nest awai`i and 954 vehicles were removed from East Hawaii.
The remaining balance of 244 reports, that were requested to be towed through
the program,were not on location when the contractor arrived.
2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are
being processed and recycled in compliance with Hawaii Revised Statutes, Hawaii
County Code, and Department of Health requirements.
The AV Coordinators work with both the towing and disposal contractors to
ensure all vehicles are being towed and processed in a timely manner and within
the parameters of our contract and their operations plan.
3. Continue the planning and design phases for the remediation of the Hilo Scrap Metal
Facility.
An EA has been completed for this site which resulted in a finding of no
significant impact(FONSI). The next step will be for the consultant to put
together the remediation plan which will be submitted to the DOH.
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4. Conduct at least one auction of eligible vehicles.
The DAV Section held an abandoned vehicle auction in September 2021.
5. Provide a Vehicle Disposal Assistance Program for the public.
The Section offers two Vehicle Disposal Assistance Programs that run year-
round. One program is for registered owners of vehicles who would like to
dispose of their vehicles properly and the other is for private property owners
who have derelict vehicles left on their property.
Six Month Progress Report on Program Objectives for FY 2021-22 1
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ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
1. Coordinate the removal of vehicles from public and private roadways that the Hawaii
County Police Department have classified as derelict or abandoned.
The program received 2,827 Vehicle Incident Reports from the awai`i County
Police Department,Department of Land and Natural Resources, Hawaii
Volcanoes National Park, and the Derelict/Abandoned Vehicle Program from
July 01,2420 through June 30,2021. Of the 2,827 reports, 842 of them were
either duplicate reports, on private property, or towed by a private tow
company. Tow requests were issued to contractors to remove the vehicles for the
remaining balance of 1,985 reports. Of the 1,985 reports, 1,111 vehicles were
removed from West Hawaii and 602 vehicles were removed from East Hawaii.
The remaining balance of 272 reports that were requested to be towed through
the program,were not on location when the contractor arrived.
2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are
being processed and recycled in compliance with Hawaii Revised Statutes, Hawaii
County Code, and Department of Health requirements.
The AV Coordinators worked with both the towing and disposal contractors to
make sure that the vehicles were towed and processed in a timely manner and
within the parameters of our contract and their operations plan.
3. Start the planning and design phases for the remediation of the Hilo Scrap Metal
Facility.
An EA was completed for this site which resulted in a finding of no significant
impact(FONSI). The next step will be for the consultant to put together the
remediation pian which will be submitted to the DOH.
4. Conduct at least one auction of eligible vehicles.
There were no auctions held during this fiscal year due to concerns regarding
COVID-19.
5. Provide a Vehicle Disposal Assistance Program for the public.
The Section offers two Vehicle Disposal Assistance Programs that run year-
round. One program is for registered owners of vehicles who would like to
dispose of their vehicles properly and the other is for private property owners
who have derelict vehicles left on their property.
Final Status Report on Program Objectives for FY 2020-21 1
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300
SQLID WYASTl E---,-/, FUND
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
1. Implement the update of the Integrated Solid Waste Management Plan for the County
of Hawaii.
The Integrated Solid Waste Management Plan was adopted by Council on April
21, 2021. The Division will prioritize the top six recommendations identified in
this plan which are:
1) Conduct Education, Outreach, and Public Awareness.
2) Regularly review and,when appropriate, renegotiate the W SL contract.
3) Conduct additional Household Hazardous Waste Collection Events.
4) Change the County Code to allow "small businesses" to drop off recyclables
at recycling and transfer stations.
5) Establish goals that are expressed and measured in terms of environmental
impacts and consider full life cycle impacts in addition to tonnage-based
landfill diversion or waste recovery goals.
6) Develop County policy and ordinances related to source reduction and
recycling.
2. Continue repairs and enhancement services at all County transfer stations.
Repairs were completed at the Pahoa Transfer Station to repair a concrete pier,
metal handrails, and metal siding. New roadway signage was installed at the
Hilo Transfer Station. The Division is currently reviewing its design plan for the
Oceanview Transfer Station. Additional grading work was completed on the
Waiohinu Transfer Station Improvements project.
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.
The Division continued to prioritize equipment replacement based on repair cost
history, incorporating an equipment inspection program (such as a daily
enhanced equipment maintenance checklist) to improve tracking of common
repair issues to better plan for long term item purchases. The Division has two
Construction Equipment Mechanic positions to help maintain the Division's
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Six Month Progress Report on Program Objectives for FY 2021-22 1
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ENVI-RONMENTAL MANAGEMENT
SOLID WASTE FUND
fleet, however, these positions are difficult to fill and are currently on a
continuous recruitment.
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.
The Division reopened greenwaste collection at all of its facilities that offer
greenwaste collection in 2021 but continues to provide collection only on a three-
days per week basis.
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.
a
The Division continued to identify ways in which it can offer green waste
collection at additional Transfer Stations while working through Covid-19
Pandemic constraints but have not been able to expand services yet.
6. Continue post-closure maintenance and monitoring of Kailua and old Waimea landfills.
Begin post-closure maintenance and monitoring of the South Hilo Sanitary Landfill.
The Division continued to utilize consultants, contractors and SWD staff to perform
post closure maintenance at the Kailua site and conducted quarterly inspections of
its closed Waimea site. The Division has begun post-closure monitoring of the South
Hilo Sanitary Landfill (SHSL). Maintenance work completed includes repairs to
the SHSL drainage channel rip-rap due to damage caused by rain events and
remediation of a sink hole at the Kailua site.
7. Continue to provide recycling education, glass and mixed recyclables, e-waste
collections, used motor oil collection,reuse centers and household hazardous waste
collections.
Recychne Education Program—Public education efforts included presentations
(currently virtual), radio, TV, newspaper ads, media releases, active website
updates, etc..
Non HI-5 Glass and Other Recyciables (currently corrugated cardboard and brown
paper bags)—drop-off recycling bins have been operating at 18 of the island's 22
transfer stations/convenience centers, and bins for Non HI-5 Glass are located at 17
Six Month Progress Report on Program Objectives for FY 2021-22 2
ENVIRONMENTAL MANAGEMENT
SOLID WASTEUN
of the transfer stations. Metal cans are accepted at the 13 transfer stations that
accept scrap metal.
-Waste Program—Residential e-waste collections were provided at the Kealakehe
Transfer Station the second Saturday of the month. The Division currently has a
contract with a private vendor in Hilo who accepts e-waste from self-hauled
residential customers without any charge to the customer during the second &
fourth Saturdays of each month. For a fee, the vendor will accept e-waste during
other days of the week from both residential and commercial customers.
Used Motor Oil Collection—The Department awarded a contract to a vendor to
collect and properly manage the Do-It-Yourself Used Motor Oil(UO) from the
seven volunteer drop-off stations. The UMO is being utilized in the County of
Hawaii.
Household Hazardous Waste Collection—Two Household Hazardous Waste
Collection events were held and continued to collect large volumes of household
hazardous waste with record participation in Hilo and Kona collecting over 30 tons
of materials.
8. Continue to support the State DOH HI-5 programs and redemption centers for the
public.
There are 19 HI-5 Certified Redemption Centers in the County of Hawaii, of
which 11 of them are contracted by the County. As required by the State DOH,
the Division's HI-5 staff inspects 16 retail establishments, 10 certified
redemption centers per month and four recyclers per year along with five
closeout inspections per year.
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.
The Division continued to utilize the Reload Facility for accepting and
consolidating refuse in East Hawaii. During the first six months of FY21-22,
approximately 25,599 tons of refuse were consolidated and transported to the
WHSL.
Six Month Progress Report on Program Objectives for FY 2021-22 3
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ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
1. Implement the update of the Integrated Solid Waste Management Plan for the County
of Hawaii.
The Integrated Solid Waste Management Plan was finalized, and Resolution 73-
21 was passed by the County Council accepting the plan and authorizing
submittal to the Hawaii State Department of Health, Office of Solid Waste
Management.
2. Continue repairs and enhancement services at all County transfer stations.
The Division began the Phase II Design for the Oceanview Transfer Station. An
Environmental Assessment for the Waiohinu Transfer Station Improvements
was completed, and a Grading and Grubbing Permit was submitted for the work
to begin. Initial grading work has begun.
3. Fleet Maintenance - continue a daily maintenance checklist and recurring replacement
schedule on our heavy equipment based on age and repair costs. Incorporate
equipment inspection program for heavy equipment.
Daily maintenance checklists continued to be utilized at all baseyards. We
continued to enhance our checklists and inspections in order to improve
maintenance of the equipment. Replacement of equipment has been prioritized
based on equipment mileage and overall repair cost history. The equipment
inspection program for heavy equipment continued to be utilized at the
baseyards.
4. Continue to comply with Department of Health Chapter 58.1 Hawaii Administrative
Rules to ban or require source separation of green waste from entering County disposal
facilities.
Continued to offer green waste collection at five transfer stations, in addition to the
East Hawaii Organics Facility and the West Hawaii Organics Facility to divert
green waste from the landfill.
Final Status Report on Program Objectives for FY 2020-21 1
ENVIRONMENTAL MANAGEMENT
SOLID
5. Continue to expand the County's green waste collection to additional Transfer Stations
island wide. Improve the County's ability to process green waste into usable
commodities such as compost and mulch for residential and agricultural use.
The Division continued to identify ways in which it can offer green waste collection
at additional Transfer Stations but due to the COVI -19 Pandemic we have not
been able to expand these services yet. The successful green waste to mulch
program continues to be the largest landfill diversion program for the County.
6. Construct a new Compost Facility in East Hawaii. This facility will be used to compost
greenwaste, food waste and contaminated paper.
The construction of the new Compost Facility in East Hawaii has been indefinitely
suspended.
7. Continue to communicate with tire vendors within Hawaii County regarding the
County's ban on disposal of tires within solid waste facilities and the obligation they have
to collect appropriate disposal fees.
The Division fulfilled its commitment and concluded this educational program with
tire retailers. Oversight of the tire retailers' obligations remain with the State.
S. Continue post-closure maintenance and monitoring of Kailua and old Waimea landfills.
Begin post-closure maintenance and monitoring of the South Hilo Sanitary Landfill.
The Division has continued to utilize a consultant, Contractors and SWD staff to
perform post closure maintenance at the Kailua site. The Division conducts
quarterly inspections for the Waimea site. The Division finalized the closure of the
South Hilo Sanitary Landfill and has begun post closure monitoring of the site.
9. Continue to provide recycling education, glass and mixed recyclables, e-waste
collections, used motor oil collection, reuse centers and household hazardous waste
collections.
a) Recyclina Education Prollram—Public education efforts included presentations,
radio, TV, newspaper ads, media releases, active website updates, etc.
Final Status Report on Program Objectives for FY 2020-21 2
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
b) Non I-5 Glass and Mixed Recyclables (corrugated cardboard and brown paper
bags) - Bins for Mixed Recyclables have been operating at 18 of the island's 22
transfer stations/convenience centers and bins for Non HI-5 Glass are located at
17 of the transfer stations. Metal cans are accepted at the 13 transfer stations
that accept scrap metal.
c) E-Waste Prozram -Residential e-waste collections were provided at the
Kealakehe Transfer Station the second Saturday of the month. The Division
currently has a contract with a private vendor in Hilo who accepts e-waste from
self-hauled residential customers without any charge to the customer during the
2111 & 41h Saturdays of the month. For a fee, the vender will accept e-waste
during other days of the week from both residential and commercial customers.
d) Used Motor Oil Collection—The Department has awarded a contract to a
vendor to collect and properly manage the Do-It-Yourself Used Motor Oil
(UMO) from the seven volunteer drop-off stations. The UMO is being utilized in
the County of Hawaii.
e) Household Hazardous Waste Collection—The highly popular Household
Hazardous Waste Collection Event again has collected large volumes of
household hazardous waste with high participation in Hilo,Waimea, and Pahoa.
Unfortunately, the Kealakehe event had to be cancelled due to COVID-19
concerns.
10. Continue to support the State DOH HI-5 programs and redemption centers for the
public.
There are 19 HI-5 Certified Redemption Centers in the County of Hawaii, of
which 11 of them have been contracted by the County. As required by the State
DOH, the Division's HI-5 staff inspected 16 retail establishments, 10 certified
redemption centers per month and four recyclers per year along with five
closeout inspections per year.
11. Continue use of the East Hawaii Regional Sort Station as the primary method for
consolidating refuse for transport to the West Hawaii Sanitary Landfill
The Division continued to utilize the Reload Facility for accepting and
consolidating refuse in East Hawaii. During FY 2020-21, approximately 52,895
tons of refuse were consolidated and transported to the WHSL.
Final Status Report on Program Objectives for FY 2020-21 3
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3t
GOLF" COUR5'- E FUND
PARKS & RECREATION
GOLF COURSEFUND
1. Improve, beautify and maintain the greens, tees and fairways at the Hilo Municipal
Golf Course by:
a. aerating all golf course greens in October and May, weather permitting;
Greens were aerated in October 2021.
b. verticut and de-thatch all greens in July, October, January, and April, weather
permitting, or as needed;
Greens were verticutted in October 2021.
c. controlling application of fertilizer and pesticide to greens, fairways and tees
weekly, or as needed;
Fertilizer and pesticides were applied weekly as needed.
d. controlling application of herbicide to greens,tees, stream beds, ditches and
course boundaries weekly, or as needed;
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Herbicides were applied weekly as needed.
e. daily mowing of greens;
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Greens were mowed daily.
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f. mowing of tee tops every Thursday,weather permitting;
Tee tops were mowed weekly as weather permitted.
g. mowing of fairways Monday through Friday, weather permitting;
Fairways were mowed weekly as weather permitted.
h. top dressing greens monthly, weather permitting;
Greens top dressed monthly.
i. rolling of greens on a weekly basis, or as needed.
Greens rolled weekly.
Six Month Progress Report on Program Objectives for FY 2021-22 1
PARKS & RECREATION
GOLF COURSE FUND
2. Schedule and assign tee times for:
a. individuals and groups on a daily basis;
Tee times scheduled daily.
b. club tournaments every six months;
Club tournament have been scheduled.
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c. larger fundraising tournaments on an annual basis Targeting, but not limited to
six fundraisers per fiscal year.
Fundraising tournaments have been scheduled.
3. Schedule inspection and repairs of course structures, clubhouse facilities and
maintenance warehouse during the months of July, October, January, and April.
Inspections and repairs completed.
4. Daily routine inspections and maintenance of equipment, course vehicles and safety
equipment.
Equipment inspections and maintenance done daily.
5. 100% of employees will be exposed to safety talks at least once per month.
Safety talks completed in small group and individual settings.
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Six Month Progress Report on Program Objectives for FY 2021-22 2
PARKS & RECREATION
GOLF SE FUND
1. Improve, beautify and maintain the greens,tees and fairways at the Nilo Municipal
Golf Course by:
a. aerating all golf course greens in October and May, weather permitting;
Greens were aerated in May 2021. However,weather did not allow us to
aerate greens in October 2020.
b. verticut and de-thatch all greens in July, October, January, and April, weather
permitting, or as needed;
Greens were verticut and de-thatched in July 2020, October 2020, January
2021 and April 2021.
c. controlling application of fertilizer and pesticide to greens, fairways and tees
weekly, or as needed;
3
Application of fertilizer and pesticide were done weekly, as needed.
d. controlling application of herbicide to greens, tees, stream beds, ditches and
course boundaries weekly, or as needed;
Application of herbicides were done weekly as needed.
e. daily mowing of greens;
Greens were mowed daily.
f. mowing of tee tops every Thursday, weather permitting;
Tee tops were mowed every Thursday as weather permitted.
g. mowing of fairways Monday through Friday, weather permitting;
Fairways were mowed Monday through Friday as weather permitted.
h. top dressing greens monthly, weather permitting;
Greens were top dressed monthly as weather permitted.
Final Status Report on Program Objectives for FY 2020-21 1
PARKS & RECREATION
GOLF COURSE FUND
i. rolling of greens on a weekly basis, or as needed.
Greens were rolled on a weekly basis as needed.
2. Schedule and assign tee times for:
a. individuals and groups on a daily basis;
Tee times were scheduled for individuals and groups daily.
b. club tournaments every six months;
Due to the COVID rules, club play or tournaments were not allowed.
c. larger fundraising tournaments on an annual basis Targeting, but not limited to
six fundraisers per fiscal year.
Due to the COVID rules, only one fundraising event was held.
3. Schedule inspection and repairs of course structures, clubhouse facilities and
maintenance warehouse during the months of July, October, January, and April.
Inspected facility structures and maintenance warehouse in July 2020, October
2020, January 2021 and April 2021.
4. Daily routine inspections and maintenance of equipment, course vehicles and safety
equipment.
Equipment and course vehicles were inspected daily.
5. 100% of employees will be exposed to safety talks at least once per month.
Safety talks were done monthly in small groups and individual settings.
Final Status Report on Program Objectives for FY 2020-21 2
3 2
(iE`,OJTHEI---l-RMIr1L
RE---,-',L---,,OJCAiTION
COMMUNITY B--)ENfE----/,F,/ITS
FUND
PLANNING
EO TH ER MAL R EL 0 CA TION COMMU N ITY
BENEFITS FUND
1. The Geothermal Relocation and Community Benefits Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
We received one application for the Geothermal Relocation & Community
Benefits Fund.
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!3
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Six Month Progress Report on Program Objectives for FY 2021-22 1
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PLANNING
GEOTHERMAL RELOCATION TY
BENEFITS
1. The Geothermal Relocation and Community Benefits Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
No new applications to the Community Benefits Fund were received.
Final Status Report on Program Objectives for FY 2020-21 1
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33
HOUSINQ FUND
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Community Development Division
Development Branch
1. Provide project development and construction management oversight for affordable
housing projects.
There are four projects with active oversight from Community Development staff.
• Na Kahua Hale O Ulu Wini
OHCD is working with a consultant to finalize plans for expansion of both the
laundry room and kitchen in the Community Center at Na Kahua Hale O Ulu Wim.
The laundry expansion will activate hot wash services and allow additional machines.
The kitchen expansion will convert the existing unused kitchen to meet the
Department of Health Certified Kitchen standards so that it may be used to serve the
residents.
• West Hawaii Homeless Emergency Shelter—Health & Safety Improvements
Notice to Proceed was issued for the West Hawaii Homeless Emergency Shelter
Improvements (Job# H-4535R) on December 12, 2021. Improvements include:
installation of a fire sprinkler system, overhead fans in dormitory.area, additional
lighting to enhance security in parking areas, repair and reinstallation of solar water
heater elements and roof flashing, and a water cooler to provide residents with
refrigerated drinking water. OHCD is overseeing the project which is scheduled by
contract to be completed April 22, 2022.
• West Ha-vvai`i Homeless Emergency Shelter—Fence Installation
OHCD will be overseeing the installation of new cyclone fence with privacy slat
(Job#H-4655R) at West Hawaii Homeless Emergency Shelter. In addition to
enhanced security,the new run of fence will provide enhanced privacy for residents
of the shelter and patrons of adjacent commercial operation. Bid opening is
scheduled to take place on January 18, 2022.
• Kula`imano Elderly Housing Various Improvements
Kula`imano Elderly Housing Various Improvements (Job#H-4472)has been
completed subject to verification of final punch list item. All billings less retention
for H-4472 have been processed by the County. Subject to verification of final punch
list item OHCD will oversee the close out of the project.
Six Month Progress Report on Program Objectives for FY 2021-22 1
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Planning Branch
1. Execute three affordable housing agreements;
The Community Development Division has executed five Affordable Housing
Agreements.
• Garver Development developed the Affordable Housing Agreement for this
development located at Kalaoa,North Kona, which proposes to subdivide a
3.13-acre parcel into six finished residential lots for sale. The affordable housing
requirement will be satisfied through the property owner's acquisition of one
affordable housing credit from another developer.
• Kaiaulu O Kapi`olani developed the Affordable Housing Agreement for this
development which will make this 64 multi-family rental unit complex, located in
Hilo on 5.05 acres,that will target renters at 60%AMI and below.
• Kona Vistas/Kona Three developed the Affordable Housing Agreement for this
development which will make available 450 residential units on approximately
68.836 acres of real property at H61ualoa, Kona, Hawaii,
• Waiakea Nani Estates, located in Hilo on 12.7280 acres,this development's
affordable housing agreement involves the sale of 30 finished residential lots in
the Waidkea Uka area.
• Waikoloa Family Affordable developed the Affordable Housing Agreement for
this affordable housing rental developments which will have 110 units, and one
on-site residential manager unit, located on 8.003 acres that will target 60% and
below AMI. There will be 39 one-bedroom units and 71 two-bedroom units.
Residents will also have access to the amenities of the Waikoloa Homeowners
Association which include a community pool, community center, tennis courts,
and 18-hole golf course.
2. Implement portions of HRS 201H delegated to the County of Hawaii:
In accordance with §201H-38, received three applications from developers requesting
exemptions to their Affordable Housing projects. One application has been approved
by County Council, with two pending.
Six Month Progress Report on Program Objectives for FY 2021-22 2
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
• Honua`ula hiving Community: A 201H application was processed and
approved for requested exemptions of the Honua`ula Living Community project
in September of 2021, assisting the developer in creating 112 Affordable Housing
units.
• Waikoloa Village Center: OHCD is currently reviewing a 201H application
submitted by Waikoloa Village Center, LLC in December of 2021. If approved
by County Council,this project will create 200 Affordable Housing units.
• Hale Ola O Mohouli: OHCD is currently reviewing a revised 201 H application
submitted by Hale Ola O Mohouli in July 2021. If approved by County Council,
this project proposes to develop 90 multi-family affordable rental units on 9.091
acres of land for families and seniors at the 60% and below AMI.
3. Provide 20 Fair Housing trainings for general audiences;
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OHCD is working in partnership with Fair Housing coordinators around the state to
conduct a five-part virtual training series in April 2022 for the annual Fair Housing
Seminar. The remaining training sessions will be conducted internally with staff and
community partners.
4. Provide one Fair Housing training for a non-/limited-English audience;
No non-/limited-English training has been conducted.
5. Recruit ten new landlords to attend the Fair Housing trainings; and
OHCD will promote the Fair Housing Seminar with all members of the community
and encourage landlords and property managers to attend. It is expected that at least
10 new landlords will attend.
I
6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair
Housing Officer.
j
The OHCD's Fair Housing Officer has assisted with each of the 22 Fair Housing
inquiries by phone and email.
3
i
Six Month Progress Report on Program Objectives for FY 2021-22 3
i
HOUSING
OFFICE OF HOUSINGCOMMUNITY
Existing Housing Division
Family Self Sufficiency Branch
Family Self Sufficiency Program
1. Provide services to 50 Housing Choice Voucher program participants through its
Family Self-Sufficiency Program by June 30, 2021
• Sixty active Family Self-Sufficiency participants were served.
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.
• Six active Homeownership Option Program participants with one family
pending final building inspection
Housing Programs Branch
Residential Repair Program
1. Pending approval of grant application, provide loans and complete home
rehabilitation and/or repairs for up to ten low- and moderate-income homeowners.
• Funding application submitted in November 2021. Waiting for determination
from program funder.
• One application pending final approval and the notice to proceed is scheduled to
be issued in early January 2022.
• One applicant searching for a Contractor to complete repair work. Funding for
the program is exhausted once this contract is finalized and moved to start of
work.
Rental Assistance Branch
Housing Choice Voucher (Section 8)Program
1. Maintain a 98%utilization rate of HUD provided funding for the Housing Choice
Voucher (Section 8) Program. Increase authorized budget authority by applying for
available HUD funds.
• OHCD is currently at 97%utilization rate.
Six Month Progress Report on Program Objectives for FY 2021-22 4
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
HOME Tenant Based Rental Assistance ProgrRarn
1. Maintain 98%utilization rate of funding for Tenant Based Rental Assistance
Program.
• Twenty families issued vouchers and searching for units.
Grants Management Division
Grants Administration Branch
CDBG
1. Fund,monitor and/or complete approximately ten CDBG projects in accordance with
program regulations. Projects will benefit at least 80% low- and moderate-income
persons.
The Hawaii County OHCD executed a Grant Agreement with the U.S. Department
of Housing and Urban Development(HUD) for its 2021 CDBG funding for
$2,739,143 and conducted the environmental reviews for its CDBG projects. In the
past six months, 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 and ADA
improvements 95% complete;
• Hale `Ghana Domestic Abuse Shelter Renovations: Completed the design and
construction;
• Kiheipua Family Shelter: Design and construction for the roof and kitchen
renovations 95% complete;
• Kula`imano Elderly Housing Project Phase II: Construction of various
improvements 95% complete;
• Mental Health Kokua: Construction of facility sewer connection 95% complete;
• Ulu Wim Low Income Housing Wastewater Treatment Plant: Design and
construction to repair plant 15% complete;
• Ulu Wini Low Income Housing Certified Kitchen: Design and construction of
kitchen 10% complete;
• Hale `Ghana Domestic Abuse Shelter: Design and construction of
interior/exterior renovations 15% complete; and
Six Month Progress Report on Program Objectives for FY 2021-22 5
HOUSING
OFFICE _OF HOUSING & COMMUNITY
DEVELOPMENT
• West Hawaii Domestic Abuse Shelter: Design and construction of
interior/exterior renovations 15% complete.
HOME
1. Fund, administer and/or complete approximately two HOME projects in accordance
with program regulations. Projects will benefit 100% low- and moderate-income
persons.
• Provided rental assistance to 83 families on its Tenant-Based rental Assistance
Payments Program; "
• Selected the Kaloko Heights Affordable Housing project to receive 2018 HOME
funds. The project is in the final stages of the environmental review process. The
project will provide 100 multi-family rental units; and
• Selected Habitat for Humanity Hawaii Island to construct three Self-Help Houses
in the Puna area. The project is currently working with two families in the
construction of the Self-Help Houses and are finalizing the selection of the third
family.
NATIONAL HOUSING TRUST FUND
1. Fund, administer and/or complete one rental housing project in accordance with
program regulations. The project will benefit 100% of extremely low-income
persons. 3
i
• Selected the Kaloko Heights Affordable project to receive 2018 HTF funds for the
construction of the 100-unit multi-family rental housing project. The project is in
the final stages of the environmental review process.
Workforce Development Branch
WIOA
1. Provide services to: 225 adults who are 18 years of age and older and meet the
income requirement, 100 dislocated workers who have recently been laid off due to
company closure or who have been given notice of layoff, 61 in-school youth (ages
14-18) and 96 out-of-school youth(ages 14-21)who are considered disadvantaged
with at least one of the WIOA program barriers;
Six Month Progress Report on Program Objectives for FY 2021-22 6
HOUSING
OFFICE OF HOUSING _COMMUNITY
DEVELOPMENT
• Assisted 114 adults who are 18 years of age and older and meet the income
requirement, 227 dislocated workers who have recently been laid off due to
company closure or who have been given notice of layoff, 27 in-school youth
(ages 14-18) and 54 out-of-school youth (ages 14-21) who are considered
disadvantaged with at least one of the WIOA program barriers.
2. Oversee management of the American Job Center Hawaii (AJCH)where clients can
access various services in one location;
• In the first quarter of 2021, oversaw management of the seven programs at the
AJCH where clients can access various services in one location.
3
3. Provide Employer services through the AJCH. Provide free services such as labor
market trend information to help plan for business expansion, relocation, future hiring
and training needs due to the recovery of COVID-19;
i
• Provided Employer services to 12 employees through the AJCH.
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4. Provide recruitment campaigns for new business ventures or facilities needing a large
i
number of specialized workers;
• Recruitment campaign for new business ventures or facilities needing a large
number of specialized workers is on-going.
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5. Utilize Rapid Response funding to assist with projected recession and anticipated
3
economic downturn;
• Rapid Response funding to assist employers affected by recession and economic
downturn is on-going.
6. Hold two virtual or drive through job fairs, one in East Hawaii and one in West
Hawaii; and
i
• One virtual job fair was held due to COVID-19.
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7. Provided remote and in person assistance to over 5,000 people who will utilize the
AJCH resources and services.
• AJCH provided services to 875 people.
Six Month Progress Report on Program Objectives for FY 2021-22 7
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.
OFFICE IT
DEVELOPMENT
Community Development Division
Development Branch
1. Provide construction management oversight for affordable housing projects.
• §201H of the Hawaii Revised Statutes (HRS) Housing Development through
the exemption from statutes, ordinances, charter provisions, and rules.
a. Continued to verify eligibility under §201H-36 of the HRS for State of
Hawaii General Excise Tax Exemptions for certified or approved
housing projects within the County of awai`i.
1. Verified and certified eligibility of eight affordable housing projects
for
G-37 exemptions that included a total of 48 general contractors,
subcontractors, and/or consultants working on various aspects of each
affordable housing projects and an additional 50 that are pending
approval.
b. Continued to process §201H-38 of the HRS housing development
exemptions from statutes, ordinances, charter provisions and rules.
1. County Council approved two §201H-38 applications for exemptions
and received two new §201H-38 application for certain exemptions by
developers.
2. Circulated 201H-38 rules for Department comments.
• Ainakea Elderly Housing
a. Negotiated lease from County Council to enter into a multi-year lease for
property renovations and management which will be executed when the
funding package is complete in Fall 2021.
b. Prepared support letters for federal and state financing applications.
• `Aina Lea Villages
a. Executed an Affordable Housing Agreement for this project.
• Hale Ola O Mohouli
a. Reviewed revised 201H application submitted for certain County
exemptions from Developer.
b. Prepared support letters for federal and state financing applications.
• Kai`aulu O Waikoloa Proiect
a. Executed an Affordable Housing Agreement for this project.
Final Status Report on Program Objectives for FY 2020-21 1
HOUSING
OFFICE OF HOUSINGCOMMUNITY
DEVELOPMENT
• Kalawa 40 Housing Proiect
a. Construction nearly completed on six affordable housing units in Kailua-
Kona.
• aloko Housing Proiect—"The Homes of Ulu Wini"
a. Consultant completed technical review of the sewer system and has
received refurbishment approval by Department of Health with the
Department of Environmental Management.
b. CDBG funding of$1.4 million awarded for the repairs of the wastewater
treatment plant. CDBG funds will replace the CIP funding.
c. Awarded CDBG COVID 2/3 funds to add hot water to the laundry
facility, purchase a pumper truck for the Wastewater Treatment Plant to
replace a service provider to save costs, and to renovate the kitchen into a
certified commercial kitchen.
d. Selected professional service design consultant for the laundry facility
and certified kitchen renovation and began negotiating contract.
• Kamakoa Nui—Waikoloa Workforce Housing Proiect
a. Completed one resale transaction for one first-time home buyer.
b. Completed refinance for one homeowner and began processing refinances
for ten homeowners.
c. Lease negotiation with affordable housing provider to build and occupy
120 units at the multi-family workforce housing site nearly complete.
d. USACE clarified area of clearance to be 169 acres. Survey and removal
of unexploded ordinances continues.
e. Selected consultant to review the master pian for Kamakoa Nui and
began negotiating contract.
• Kuakini Heights Proiect
a. Began discussions with affordable housing developer to build a new
affordable housing project with about 120 units.
• Kuakini Senior Livine Proiect
a. County Council approved 201H-38 application for certain County
exemptions through Resolution 717-20 on 9/16/2020 for this 101-bedroom
assisted living/memory care facility and 155 bed skilled nursing and
employee housing project in Kailua Kona.
b. Project stalled due to increased costs.
Final Status Report on Program Objectives for FY 2020-21 2
HOUSING
OFFICE OF HOUSINGCOMMUNITY
DEVELOPMENT
• Kula`i ano Elderly HousinlZ Project
a. Received final approval from. the Department of Health of the
Environmental Hazard Management Plan for hazardous soils identified
at the site.
b. Completed various ADA improvements for the community center and
parking areas.
c. Began installation of breaker boxes/cans on buildings.
d. Authorized purchase of new community center furnishings.
• Ouli Ekahi Housin14
a. Completed the installation of new energy saving LED exterior lights at
the site.
b. Acquired funds to complete a physical needs assessment for the property.
• Pahala Elderly Housing Project
a. Renovation of all units completed.
• Papa`aloa Elderly Housing Project
a. Executed a multi-year lease for property renovations and management.
b. Secured funding for phased demolition of existing units, and construction
of 20 units and a community center.
• Waikoloa Family Affordable Project
a. Began negotiation of an Affordable Housing Agreement for this 110-unit
project.
• Waikoloa Gardens Apartment Project
a. Negotiated a multi-year lease for property renovations and management,
which will be executed when the funding package is complete.
b. Prepared support letters for federal and state financing applications.
• West Hawaii Emergency Shelter Campus
a. Monitored condition of the commercial kitchen at the West Hawaii
Emergency Shelter during COVID-19 meal preparation for 400 residents.
b. Coordinated with flooring consultant to complete warranty repair of
kitchen floor.
c. Consultant completed design work for Emergency Shelter campus to
install an overhead fire sprinkler system,photovoltaic water heating
system,water fountain, security fencing and lighting improvements.
Final Status Report on Program Objectives for FY 2020-21 3
OFFICE OF HOUSINGCOMMUNITY
DEVELOPMENT
• West Kiwili Senior and Veterans Housin
a. Drafted easement for the parcel and circulated to Departments for
comments.
. Executed Affordable Housing Agreement for this project.
c. Received approval from County Council on 201H packet for certain
County exemptions through Resolution 733-20 on 1012112020.
d. Prepared support letters for federal and state financing applications.
• West View Development Housing Project
a. Executed Affordable Housing Agreement for the project.
b. Received revised 201H application for certain County exemptions from
Developer and submitted to Departments for their review.
c. Prepared support letters for federal and state financing applications.
Planning Branch
1. Execute three affordable housing agreements.
• Executed a total of four new Affordable Housing Agreements and drafted
three new Affordable Housing Agreements.
2. Provide 20 Fair Housing trainings for general audiences.
• Seven Fair Housing trainings have been completed via WEBEX/ZOOM due
to COVID-19 social distancing requirements.
• A partnership with HOPE Services Hawaii was established to implement
regular/ongoing Fair Housing training with landlords who are new to
HOPE's housing programs.
• Section 8 will also incorporate Fair Housing training with their landlord
recruitment program when it launches.
• The first annual virtual Fair Housing seminar was completed in April,with a
total of five sessions. There were 833 participants from Hawaii County,with
OHCD personnel providing technical support during three sessions.
• Two virtual specialized Fair Housing trainings were also held for 88
homeless service providers and homeless shelter providers from Hawaii
County.
Final Status Report on Program Objectives for FY 2020-21 4
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
3. Provide one Fair Housing training for a non-1limited-English audience.
• o training was planned during this time.
4. Recruit ten new landlords to attend the Fair Housing trainings.
• A total of 67 new landlords received training through the on-line sessions,
compared to no landlords the previous year due to COVID.
5. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair
Housing Officer.
• All 94 Fair Housing inquires have received assistance and guidance by phone
and/or email. This is an increase from last year's inquiries,which was a total
of 50 inquiries for the entire year. The County's Fair Housing webpage
received 2,464 hits from July 1, 2020—June 30,2021,with over 424 hits
during the month of March when the 2111 eviction moratorium was slated to
end. This was an increase from last year which received 1,986 hits.
Existing Housing Division
Family Self Sufficiency Branch
Family Self Sufficiency Program
1. Provide services to at least ten new participants through the Section 8 Family Self-
Sufficiency Program by June 30, 2021.
• Added 16 new participants.
Section 8 Homeownership Option Program
1. Complete one Section 8 Homeownership Option Program transaction with an eligible
program participant.
• Closed escrow on two of five applicants.
Final Status Report on Program Objectives for FY 2020-21 5
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Housing Programs Branch
Residential Repair Program
1. Pending approval of grant application, provide loans and complete home repairs for
up to ten low- and moderate-income homeowners.
• One completed Project.
• Seven Interested Applicants: Four Eligible Applicants
o Three Eligible Searching
o One Eligible pending LEAD Clearance
o Three Pending Eligibility/Inspection
• Expended funds = $48,469.00
• Available funds
o 2016 funds
■ Loans = $32,924.00
o 2017 funds
■ Loans = $69,003.41
o 2020 funds (Awarded)
■ Loans =$143,051.00 (to be reallocated to another project)
■ HPG Funds = $175,421.00 to be reallocated to RRP
o 2021 funds (not Awarded) r
z
s
Rental Assistance Branch
Housing Choice Voucher (Section 8) Program
1. Maintain a 98% utilization rate of HUD provided funding for the Housing Choice
Voucher (Section 8) Program.
I
• Housing Choice Voucher program 97% utilization
• Mainstream Vouchers 77°I°
o Awarded an additional 75 vouchers with annual funding of$756,100.00 !
under CARES Act
• Veterans Supportive Housing Vouchers (HUD VASH) 70%
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f
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Final Status Report on Program Objectives for FY 2020-21 6
3
f
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
HOME Tenant Based Rental Assistance Program
1. Maintain 98%utilization rate of funding for Tenant Based Rental Assistance
Program.
• Utilized 80% of funding to assist 171 participant families.
Grants Management Division
i
Grants Administration Branch
CDBG
1. Fund, monitor and/or complete approximately ten CDBG projects in accordance with
program regulations. Projects will benefit at least 80% low- and moderate-income
persons.
i
• West Hawaii Certified Kitchen: Completed 90% of the design and
construction.
• West Hawaii Homeless Emergency Shelter: Completed the security fencing
project.
I
i
• Boys and Girls Club of the Big Island: Completed the gym improvements
and paving.
x
E
• Hale Maluhia Men's Shelter: Completed 95% of the design and construction
for the roof and ADA improvements.
k
• Hale `Ohana Domestic Abuse Shelter Renovations: Completed the design
and construction.
t
k
r
• Kiheipua Family Shelter: Completed 95% of the design and construction for
the roof and kitchen renovations.
t
• Kula`imano Elderly Housing Project Phase II: Completed 95% of the
construction of various improvements.
• West Hawaii Domestic Abuse Shelter Renovations: Completed the design
and construction.
i
Final Status Report on Program objectives for FY 2020-21 7
OFFICE OF HOUSING
DEVELOPMENT
HOME
1. Fund, administer and/or complete approximately two HOME projects in accordance
with program regulations. Projects will benefit 100% low- and moderate-income
persons.
• Provided rental assistance to 83 families on its Tenant-Based rental
Assistance Payments Program. 80% Complete.
• Selected the Kaloko Heights Affordable Housing project to receive 2018
HOME funds. The project is in the final stages of the environmental review
process. 90% complete. The project will provide 100 multi-family rental
units; and
• Selected Habitat for Humanity Hawaii Island to construct three Self-Help
Houses in the Puna area. 25% complete.
NATIONAL HOUSING TRUST FUND
1. Fund, administer and/or complete one rental housing project in accordance with
program regulations. The project will benefit 100% of extremely low-income
persons.
• Selected the Kaloko Heights Affordable project to receive 2018 funds for the
construction of the 100-unit multi-family rental housing project. The project
is in the final stages of the environmental review process. 90% complete.
Workforce Development Branch
WIOA
1. Provide services to: 180 adults who are 18 years of age and older and meet the
income requirement, 120 dislocated workers who have recently been laid off due to
company closure or who have been given notice of layoff, 50 in-school youth(ages
14-18) and 75 out-of-school youth (ages 14-21) who are considered disadvantaged
with at least one of the WIOA program barriers;
• Assisted 196 adults who are 18 years of age and older and meet the income
requirement, 69 dislocated workers who have been recently been laid off due
to company closure or who have been given notice of layoff, and 87 youth
who are considered disadvantaged with at least one of the WIOA program
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barriers.
Final Status Report on Program Objectives for FY 2020-21 8
HOUSING
OFFICE
DEVELOPMENT
• Youth and dislocated worker numbers were down due to virtual activities
and limited outreach and unemployment benefits being extended.
2. Manage the American Job Center Hawaii {AJCH} where clients can access various
services in one location;
• In FY 2020-21, oversaw management of the AJCH where jobseekers could
access various employment related services.
• Based on COVID-19,the AJCH was closed to walk-in customers but service
was provided by appointment, remotely via telephone and virtual services.
3. Provide Employer services through the AJCH. Provide free services such as labor
market trend information to help plan for business expansion,relocation, future hiring
and training needs;
+ Provided Employer services to 60 employers through the AJCH. Provided
free services such as labor market trend information to help plan for
business expansion, relocation,future hiring and training needs due to the
recovery of CQVID-19.
4. Provide recruitment campaigns for new business ventures or facilities needing a large
number of specialized workers;
• Provided recruitment campaigns for one new business ventures or facilities
needing a large number of specialized workers.
5. Utilize Rapid Response funding to assist with projected recession and anticipated
economic downturn;
• Utilized Rapid Response funding to assist with 36 Big Island employers,
affected by recession and economic downturn. Affecting 2,348 employees on
the Big Island.
6. Hold two job fairs, one in East Hawaii and one in West Hawaii;
• No job fairs were held due to COVID-19.
Final Status Report on Program Objectives for FY 2020-21 9
HOUSING
OFFICE S T
DEVELOPMENT
7. Provide assistance to over 5,000 people who will utilize the AJCH resources and
services.
• AJCH provided assistance to 5,429 people.
Final Status Report on Program Objectives for FY 2020-2I 10
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PLANNING
GEOTHERMAL FUND
1. The Geothermal Asset Fund shall be administered in an efficient and responsible
manner complying with all applicable ordinances and rules.
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No new claims were submitted to the Geothermal Asset Fund. j
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Six Month Progress Report on Program Objectives for FY 2021-22 1
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PLANNING
GEOTHERMAL ASSET FUND
1. The Geothermal Asset Fund shall be administered in an efficient and responsible
manner complying with all applicable ordinances and rules.
No new claims were submitted to the Geothermal Asset Fund.
Final Status Report on Program Objectives for FY 2020-21 1
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