HomeMy WebLinkAboutCOM 0135.000 2022-2024 - Part 1, Vol. 2-Program Portion COUNTY OF HAWAII
.... . .. . . .
__oJN�V os H,4Y .
PART
VOLUME II
The Proposed Operating Budget
FY 2023 - 2024
March 1 , 2023
4 btl 3o)
TABLE OF CONTENTS
Page
Aging 1
Civil Defense Agency 12
Corporation Counsel 17
County Auditor 27
County Council 31
County Physicians 40
Elderly Activities 42
Environmental Management 53
Finance 57
Fire 82
Human Resources 136
Information Technology 144
Liquor Control 153
Management 159
Mass Transit Agency 166
Miscellaneous Accounts 168
Parks & Recreation 174
Planning 222
Police 233
Prosecuting Attorney 270
Public Works 285
Research and Development 307
Highway Fund 342
General Excise Tax Fund 356
Sewer Fund 363
Short Term Vacation Rental Enforcement Fund 371
Cemetery Fund 375
Bikeway Fund 377
Beautification Fund 379
Vehicle Disposal Fund 381
Solid Waste Fund 384
Golf Course Fund 389
Geothermal Relocation & Community Benefits Fund 393
Housing Fund 396
Geothermal Asset Fund 412
AGING
AGING
DEPARTMENT SUMMARY
Mission Statement
_ As the designated Area Agency on Aging,the Hawai`i County Office of Aging is part of
a national network with a common mission—a mission with the goal of ensuring the
dignity, independence, and the ability for older individuals to remain in their homes, and
communities for as long as possible. The Hawai`i County Office of Aging will serve as
the principle advocate for older individuals, caregivers and service providers to ensure
the fulfillment of the mission entrusted to us.
Department Goals
In cooperation with the State Executive Office on Aging (EOA),the Hawaii County
Office of Aging (HCOA) will participate in meeting the following statewide goals:
1) Aging Well: Provide multiple opportunities for older adults to age with dignity,
remain active and independent, increase the quality of life, and continue to engage in
their communities.
2) Developing Partnerships: To develop partnerships and supportive coalitions in the
prevention and detection of, elder abuse, addressing malnutrition, age and dementia
friendly efforts, and expanding or enhancing Older Americans Act core Home and
Community Based Services (HCBS).
3) Aging and Disability Resource Center(ADRC): Continue to participate in the
Statewide ADRC initiative for older adults and their families. Participation will
ensure enhanced and uniform access to HCBS, and Long-Term Support Services
(LTSS) across the state.
•
Funding Source and Position Count
General Fund $ 823,386 General Fund 13
Grant Revenue $3,970,000 Grant Revenue/Other 7
Other $ 7,500 -
Total Budget: $4,800,886 Total Number of Positions 20
1
AGING
AGING
Department Goals (continued)
4) Enhancing Caregiver Supports: Addressing the needs of informal caregivers who
provide primary care to older adults and people with disabilities. Through planning
and service supports of the National Family Caregiver Support Program(NFCSP),
HCBS, Long-Term Services and Supports (LTSS), and the recommendations of the
Family Caregiving Advisory Council,the informal caregiver can continue to provide
the primary care needed.
5) Quality Management: To ensure quality management of service programs through,
data collection, remediation of identified problem areas, and continuous
improvement. To continuously, review data, refine identified challenges, and
integrate corrective measures.
Program Description
The Hawai`i County Office of Aging (HCOA) operates on a budget of approximately 4.7
million dollars. Grant funds account for about 83.3% of this budget,with County
funding accounting for about 16.7%. The management of these funds allows HCOA to
administer 30 service contracts. These service contracts include the following:Nutrition
Services, Transportation, Case Management, Healthy Aging, Adult Day Care,
Homemaker, Personal Care, Chore, Caregiver Support Services, Legal Services,Elder
Abuse, Education and Training, and Information Dissemination.
Function of the Area Agency on Aging(AAA)
The Older Americans Act, as amended in 2020, designates that the AAA shall be the
leaders relative to all aging issues on behalf of all older persons in their respective areas.
Under this directive,the AAA shall proactively carry out,under the leadership and
direction of the State Unit on Aging (SUA), a wide range of functions. These functions
may entail, advocacy,planning, coordination, inter-agency linkages, information sharing,
brokering, monitoring, and evaluation designed to lead to the development and
enhancement of a comprehensive and coordinated home and community-based system of
services. These functions and services will enable older individuals to lead independent,
meaningful, and dignified lives in their own homes and communities for as long as
possible. (HRS §1321.53)
The Aging & Disability Resource Center (ADRC)
The ADRC is a collaborative effort of the Administration for Community Living (ACL)
and the Centers for Medicare&Medicaid Services (CMS) designed to streamline access
to long-term care services. The ADRC initiative is part of a nationwide effort to
restructure services and supports for older adults and younger persons with disabilities.
2
AGING
AGING
Program Description (continued)
The goal of the ADRC is to empower individuals to make informed choices and to
provide easier access to long-term care support. The vision is to have a resource
connection in every community, serving as a highly visible and trusted place where .
people can turn for information on the full range of long-term care support options. The
ADRC serves as an integrated point of entry into the long-term care system, commonly
referred to as a"one-stop shop."
The design of the"One-stop shop" eliminates many of the hurdles consumers and
families' experience, reducing consumer confusion,building trust, and creating respect in
the decision-making process.
Other Supportive Activities of the Hawaii County Office of Aging
Following is a list of activities that the Hawai`i County Office of Aging undertakes to
fulfill its mission:
Assessment and Data Maintenance
1. Continuously assessing the needs of older individuals through outreach efforts
involving the gathering of demographic,health and social data;
2. Assessing and identifying the service gaps and needs of older individuals in their
respective communities through public hearings, data analysis, and
consumer/provider feedback;
Program Development
1. Coordinate planning with other agencies and organizations to promote new or
expanded benefits and opportunities for older persons;
2. Develop and administer an Area Plan on Aging for a comprehensive and coordinated
service delivery system in Hawai`i County;
Contract Development and Monitoring
1. Provide technical assistance,monitor, and periodically evaluate the performance of
all service providers under the Area Plan;
2. Enter into sub-grants or contracts for the provision of services outlined in the Area
Plan; and
Advocacy
1. Represent the interests of older persons to public officials and public and private
agencies;
2. Develop and maintain a public awareness program for older persons;
3. Monitor, evaluate, and comment on policies,programs, hearings, and community
actions that may affect older persons.
3
AGING
AGING
Program Description (continued)
Advisory Councils
The Mayor of Hawai`i County and HCOA have established two advisory committees.
These Committees are as follows:
The Committee on Aging serves as an advisory committee to advise the Mayor and
HCOA on the development and administration of the area plan, conduct public hearings,
represent the interests of older persons, and receive and comment on all community
policies,programs, and actions which affect older persons of Hawai`i County. The
Committee on Aging is a mandated function by the Older Americans Act and a
requirement for the approval and acceptance of the Area Plan on Aging for Hawai`i
County.
HCOA also assists the Mayor's Committee on People with Disabilities. The function of
this committee is to advise the Mayor on all matters related to persons with disabilities in
Hawai`i County. As its primary goal,the committee reviews and recommends actions,
solutions, and guidelines to improve the quality of life for all people with disabilities.
Program Objectives
1. Age Well: Maximizing opportunities for older adults to age well, remain active, and
enjoy quality lives while engaging in their communities while remaining at home.
• 1.1: Engage with the community through outreach, information and assistance,
and utilization of the Aging &Disability Resource Center(ADRC)to keep
seniors active and socially engaged.
• 1.2: Gather community feedback on Home and Community Based Services
(HCBS)provided through HCOA. The feedback gathered from the community
will assist in determining if HCOA is building capacity and improving program
quality.
• 1.3: Ensure that the Better Choices, Better Health Programs are available to
older adults throughout Hawai`i County, which includes recruitment and training
of new and current Lay Leaders.
• 1.4: Support opportunities for older adults to enhance their cognitive and social
skills and increase their awareness of the need to plan for future disasters.
4
AGING
AGING
Program Objectives (continued)
2. Develop and Maintain Partnerships: Building partnerships and alliances that will
address the growing elderly population, and to develop a safety net for Hawai`i's
aging population.
• 2.1: As the Area Agency on Aging,the Hawai`i County Office of Aging will be
the one-stop access point for all aging and disability related issues through the
continued development of partnerships between the aging network and private
non-profit networks.
3. Aging and Disability Resource Center(ADRC): Participate in the statewide
ADRC system for older adults and their families to access and receive Long-Term
Support Services (LTSS).
• 3.1: Maintain"fully functioning status" of the Hawai`i County ADRC as required
by the State Executive Office on Aging.
• 3.2: Promote community awareness of the services and supports currently
available through the ADRC.
• 3.3: Provide relevant person-centered information, assistance,referrals, and
options counseling to consumers requesting services through the ADRC.
4. Caregiver support systems: Enabling caregivers to continue to be the support
backbone for care recipients entrusted to their care.
• 4.1: At the direction of the caregiver,the Case Manager, an individual who is
trained or experienced in case management, will develop and implement a service
plan through a comprehensive assessment of the caregiver.
• 4.2: Provide active support for family caregivers through training, counseling,
respite services, caregiver workshops or annual conferences, and the
dissemination of informational and educational materials.
• 4.3: Ensure that during the year public and media activity conveys information to
caregivers about service availability.
5
AGING
AGING
Program Objectives (continued)
5. Diversity,Equity, and Inclusion within services:
• 5.1 Encouraging a broad approach across target populations of individuals with
greatest economic and social needs that diversity, equity, and inclusion are
ensured in all aspects of service administration and delivery.
Program Highlights
AGING AND DISABILITY RESOURCE CENTER(ADRC)
• The Hawai`i County Office of Aging supports two Aging and Disability Resource
Centers in Hawai`i County. These centers provided services to all consumers
regardless of age. These services included information, assistance,referral, and
options counseling for home and community-based services. In the past year,the
ADRC provided information, assistance, and referral to approximately 6,000
unduplicated callers, and in-depth options counseling to an average of 520
consumers and their families.
• In addition,the office processes and issues disabled parking placards: On the
average,the office processed 125 parking placard applications per month in East
Hawai`i, and 82 per month in West Hawai`i.
PUBLIC EDUCATION AND TRAINING
• The Office continued to put out a quarterly Silver Bulletin newsletter with a
subscription list of 2,500.
• HCOA also provides a monthly caregiver newsletter mail-out, "The Comfort of
Home Caregiver Assistance News, Caring for You, and Caring for Others." The
newsletter distribution reaches approximately 520 caregivers monthly. The letter
covers an array of subjects that addressed caregiver needs. The newsletter provides
suggestions on self-care, inspirational quotes, safety tips and a monthly quiz.
• Through the Chronic Disease Self-Management Program(CDSMP), 21 participants
learned how making healthy lifestyle choices can affect positive changes in their
health.
6
AGING
AGING
Program Highlights (continued)
OUTSTANDING OLDER AMERICANS
• In cooperation with the State Policy Advisory Board on Elderly Affairs (PABEA),
the office produced a virtual presentation of the male and female honorees receiving
their awards presented by the Mayor. Due to the continued COVID-19 pandemic,
this virtual presentation aired on Public TV channel 53 with the honorees of the
other four counties. We look forward to continuing this time-honored tradition and
returning to our in-person event with the decline of COVID-19.
CAREGIVER SERVICES
• Caregiver services continue to provide the necessary education and respite to
caregivers to keep them healthy. These services include individual counseling,peer
support groups, in and out of home respite, supplemental services, and conferences
and training workshops to help caregiver's better cope with the burdens of caregiving
and provides a temporary relief from their caregiving responsibilities at home. The
Office was able to assist 57 caregivers with approximately 3,965 hours of respite
service and 24 requests for supplemental services.
LEGAL SERVICES
• During the fiscal year, HCOA contracted with the Legal Aid Society of Hawai`i for
the provision of legal services. These services were provided at no cost, or at low-
cost to assist with issues such as Wills, Power of Attorneys, evictions, debt collection,
Social Security benefits, Advance Healthcare Directives,Divorce, and Guardianships.
The Office assisted approximately 386 individuals with 2,524 units of legal service at
an approximate cost of$151,422.00.
NUTRITION SERVICES
• Hawai`i County Office of Aging contracted for Nutrition Services with the Hawai`i
County Nutrition Program(HCNP). Services procured were, congregate meals
(provided at congregate meal sites located throughout the county),home delivered
meals (delivered directly to the consumer's home), and Nutrition transportation
(offers the consumer access to the meal sites). The Nutrition program offered
nutritious meals,nutrition and health education information, and other activities.
These other activities included essential shopping, socialization activities and events
reducing isolation, depression, malnutrition, and chronic health condition
management. The Nutrition program provides services island wide. The following is
a breakdown of services procured:
Kupuna Care Home Delivered Meals 34 individuals, 612 meals, $3,366
Title III Home Delivered Meals 593 individuals, 76,976 meals, $461,242
7
AGING
AGING
Program Highlights (continued)
Title III Congregate Meals 669 individuals,38,827 meals, $227,305
Title III Nutrition Education 1,079 individuals, 5,827 sessions, $7,284
Total 1,100 unduplicated consumers, 122,242 units of service, $699,197
TRANSPORTATION SERVICES
• Transportation is one of the most requested service in the aging network. Through
our contracted providers, 1,286 seniors received 45,159 trips at a cost of$209,731.
These transportation trips included to-and-from congregate meal sites,medical and
health, shopping and banking, and related visits to other community resource
services.
KUPUNA CARE PROGRAM
• The Kupuna Care program is a state funded program providing home and
community-based services to our most frail and vulnerable Kupuna. Through case
management, consumer needs are assessed, identified, and a support plan
developed. By exploring options, mobilizing informal as well as formal supports
the Kupuna Care Program achieves the highest possible level of client support
provided. This support allows consumers to maintain their independence as long as
possible with the most efficient use of program funds. The following are some of
the wrap around services provided through the Kupuna Care Program. These
services assisted seniors who were unable to perform essential Activities of Daily
Living (ADL's) such as (eating, dressing, or bathing) or Instrumental Activities of
Daily Living(IADL's) like (shopping,transportation, or light housework).
Personal Care 101 individuals, 8,125 hours, $236,537
Homemaker 168 individuals, 6,958 hours, $191,834
Chore Services 15 individuals, 158 hours, $4,721
Assisted Transportation 41 individuals,2,043 trips, $72,030
Adult Day Care 20 individuals,4,370 hours,$65,554
Case Management Services 483 individuals, 9,005 hours, $540,314
Total 516 unduplicated consumers,30,659 units of service, $1,110,990
8
AGING
AGING
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Grants Received(millions) 3.7 3.9 4.7
Contracts Administered 35 35 30
Title Ill—Services
Transportation 1,286 ind./45,159 trips 1,480 ind./72,340 trips 1485 ind./55,000 trips
Legal Services 386 ind./$151,422.00 320 ind./$116,700 450 ind./$131,700
Public Education 1,900 ind./$5,000 2,000 ind./$5,700 2,200 ind./$5,500
Home Modification 159 ind./834 request 125 ind./275 requests 170 ind./850 request
Community-Based 47 ind./38 workshops 48 ind./34 workshops 48 ind./36 workshops
Planning—Healthy Aging
Caregiver Support
Program
GROUP 1 SERVICES
Counseling&Training+ 17 ind./35 sessions 25 ind./ 100 hrs. 40 ind./ 160 hrs.
Respite** 84 ind./9659 units 95 ind./9,500 units 100 ind./ 10,000 units
Supplemental Services 25 ind./347 request 20 ind./32 requests 30 ind./375 request
GROUP 2 SERVICES
* Information Services 25 ind./347 request 600 ind./2 activities 550 ind./ 12 Activities
Kupuna Care Services
Case Management 483 ind./$540,314 550 ind./$560,000 550 ind./$591,000
Kupuna Care HCBS 192 ind./$680,714 431 ind./$1,035,371 300 ind./$850,000 .
* Information statistics include educational and training presentations
** A unit of service depends on the nature of the service. For example,a unit of personal care services is measured per hour while
a unit of transportation is measured per one-way trip
ind=individuals
Note:Unit of service is a request.A request could be a trip,equipment,meal,or any other allowable item approved by ACL
+ Unit definition change by ACL beginning FFY23
9
AGING
AGING
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 20 20 20
Salaries and Wages 885,582.44 1,247,384 1,389,494
Operations 1,784,562.24 3,438,166 3,397,805
Equipment 47,536.56 13,750 10,675
Program Total 2,717,681.24 4,699,300 4,797,974
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
County Executive on Aging1 1 1
Administrative Services Assistant I 1 1 1
Aging and Disability Services Manager 2 2 2
Aging and Disability Specialist I(1/2 time) 1 1 1
Aging and Disability Specialist I 5 5 5
Aging and Disability Specialist II 1 1 1
Aging Program Planner II 2 2 2
Aging Program Planner III 1 1 1
Clerk III 1 1 1
Computer Operator I 1 1 1
Database Analyst 1 1 1
Information and Assistance Clerk 3 3 3
Information Systems Analyst IV - - -
Total 20 20 20
10
AGING
COMMITTEE ON PEOPLE WITH DISABILITIES
Program Description
The Mayor's Committee on People with Disabilities is a volunteer committee appointed at
the discretion of the Mayor to advise him/her on matters related to people with disabilities.
The committee's primary function is to review and make recommendations and provide
guidelines to improve the quality of life for people with disabilities in the County of
Hawai`i.
Program Objectives
1. Continue to advise the administration on issues facing people with disabilities.
2. Work with communities to help improve the education and public awareness of
people with disabilities.
3. Continue to improve accessibility of County facilities and programs for people with
disabilities.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Number of Meetings Held 0 6 6
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations - 2,912 2,912
Total -
Program2,912 2,912
11
This page intentionally left blank
CML DEFENSE AGCxf
CIVIL DEFENSE AGENCY
DEPARTMENT SUMMARY
Mission Statement
To protect the community from and lessen the impact of natural and man-made hazards
by improving core capabilities in five mission areas: Prevention, Protection, Mitigation,
Response, and Recovery. To strengthen and promote whole community resiliency
through community collaboration, engagement, and empowerment.
Department Goals
1. Prevention. Develop the relationships,plans, organization, and resources necessary
to gain proficiency in the critical tasks that support the prevention core capabilities of
planning,public information and warning, and operational coordination.
2. Protection. Develop the plans and systems necessary to secure the County of Hawai`i
against man-made or natural disasters. Focus is on the core capability of planning.
3. Mitigation. Develop the organization, systems, and training necessary to reduce the
loss of life and property by limiting the chance of cascading effects during a disaster.
Focus is on the core capability of community resilience.
4. Response. Create response proficiency by developing and exercising the core
capabilities necessary to save lives,protect property, and meet basic human needs
during a disaster. Focus is on the core capabilities of infrastructure systems, logistics
and supply chain management, operational communications, and situational
assessment.
5. Recovery. Develop the policies and procedures necessary to facilitate affected
communities' efficient return to a normal pre-disaster state. Focus is on the core
capabilities of operational coordination and infrastructure systems.
Funding Source and Position Count
General Fund $1,952,165 General Fund 10
Grant Revenue $ 925,000 Grant Revenue/Other 0
Total Budget: $2,877,165 Total Number of Positions 10
12
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Description
The Hawai`i County Civil Defense Agency administers hazard mitigation,homeland
security, emergency preparedness, response, and recovery programs for the County of
Hawaii. This responsibility involves coordinating all resources to achieve a unified effort,
improving training programs, leveraging and enhancing our science and technology
capacity, and ensuring that the administrative, finance, and logistics systems are in place to
support these capabilities. The Civil Defense Agency also administers and manages the
Department of Homeland Security Grant Program, as the subrecipient for all first responder
agencies in the County,to include Citizen Corps activities.
Program Objectives
1. Review and update the Hawai`i County Civil Defense Plans.
2. Assist County organizations in revising their Continuity of Operations Plans (COOP).
3. Reinvigorate community engagement through the Project 360 program. The intent is to
create resilient communities through individual preparedness and where practical a
community response plan.
4. Provide Public Information and Warning:
a. Provide public information through the mass notification system using cell phone,
email, social media, and commercial radio stations.
b. Provide warning for emergency situations via the Integrated Public Alert& Warning
System(IPAWS).
c. Provide interactive maps identifying hazard areas and emphasizing preparation
actions using ArcGIS platforms Civil Defense information web pages.
5. Execute the Integrated Preparedness Program to develop capabilities and to achieve staff
qualification requirements:
a. 100% of current and new staff complete basic Incident Command System(ICS)
classes via independent study: ICS 100, ICS 200, ICS 300, ICS 400, ICS 700, ICS
800, ICS 2200, and ICS 2901.
b. 100% of current staff complete the Emergency Management Institute's Profession
Development series via independent study: IS 120c, IS 230e, IS 235c, IS 240c, IS
241c, IS 242c, and IS 244b.
c. Complete Emergency Management Assistant Compact(EMAC) Incident Command
System certification plan.
13
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Objectives (continued)
6. Maintaining County of Hawai`i Land Mobile Radio (LMR) wireless network
infrastructure:
a. Conduct maintenance inspection of infrastructure at seven LMR sites.
b. Facilitate quarterly patching of LMR radio systems.
c. Replace one LMR site air conditioning system.
d. Replace South Point LMR site equipment shed.
7. Continue to administer the Department of Homeland Security Grant Program for the
County of Hawai`i as administered by the Hawai`i Emergency Management Agency and
the State Department of Defense:
a. Complete quarterly, close-out, and end-of-year reports.
b. Close-out one HSGP account
Program Highlights
• FY 2021-22 Coronavirus response:
o Test kit distribution: 7,590 test kits given to County employees.
o Testing:
• County-sponsored test events: 543.
• County-sponsored PCR tests administered: 52,719.
• Number of test vendors: 3.
o Vaccination:
• County-sponsored vaccine events: 415.
• County-sponsored vaccines administered: 26,222.
• Number of vaccine vendors supported: 11.
• The Ciyil Defense Agency authorization document, Chapter 7 of the County Code,
revision was drafted and will go before the County Council in the next fiscal year.
• We adopted the University of Utah CERT curriculum which allows residents to
complete CERT training at their own pace via online classes. Practical application
required for certification is done once a quarter across the island. Recertification is
done in conjunction with practical application certification.
• The 2019 Homeland Security Grant was closed this year.
o All grant expenditures were for the Emergency Operations Center renovation
project.
14
CIVIL DEFENSE AGENCY
... CIVIL DEFENSE
_...._
Program Highlights (continued)
• The Land Mobile Radio (LMR) system:
o The multiprotocol labeling switching (MPLS) equipment and the battery stacks
required to up-grade the LMR system were installed at all MPLS LMR locations.
o One Air conditioning system was replaced at the LMR radio tower site.
o Construction completed at the Ocean View radio tower site located at Fire Station
#20. The site will go active in the next fiscal year.
o The South Point radio tower construction was completed. The new tower will be
occupied in the next fiscal year.
• The Civil Defense Agency activated 11 times for disaster response.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Emergency Plans Updated 1 2 4
Emergency Preparedness and Training Events 2 2 2
Exercises Conducted 0 6 _ 4
Grants Acquired 1 2 2
Number of Staff Personnel Receiving Training 2 10 10
Program Expenditures
FY 2021-22 FY 2022-23 ' FY 2023-24
Actual Budget Request
Number of Personnel 10 10 10
Salaries and Wages 859,921.87 884,720 964,014
Operations 1,950,079.08 1,671,151 1,693,651
Equipment 276,987.82 46,650 219,500
Program Total _3,086,988.77 _ _2,602,521 2,877,165
15
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Authorized Request
Civil Defense Administrator 1 1 1
Administrative Services Assistant I 1 1 1
Account Clerk 1 1 1
CD Administrative Officer 2 2 2
CD Staff Officer 3 3 3
Radio Program Manager 1 1 1
Secretary 1 1 1
Total 10 10 10
16
This page intentionally left blank
CORPORATION COUNSEL
CORPORATION COUNSEL
DEPARTMENT SUMMARY
Mission Statement
The mission of the Office of the Corporation Counsel is to support County government
by providing proactive and effective legal representation while maintaining the highest
standards of professionalism and always acting in furtherance of the public interest.
Department Goals
1. Provide legal advice and representation to County clients in a manner that promotes
countywide goals and priorities.
a. Complete West Hawai`i office build-out.
b. Explore options for office space in Waimea.
c. Increase types of training opportunities to County employees.
d. Incorporate discussion of countywide goals into deputy meetings and workgroups.
2. Establish an environment that cultivates and encourages department's core values of
teamwork, accountability,professionalism,progress, and service.
a. Continue cross-division round tables as quarterly meetings.
b. Identify and fund case management software. (see also 4e)
c. Highlight achievements and milestones.
d. Update training for new deputies.
3. Support professional development of employees and provide a healthy working
environment based on mutual respect.
a. Adopt a budget that includes meaningful training opportunities.
b. Provide membership and encourage greater participation in national municipal
lawyers' organization.
c. Encourage more interaction with neighbor island colleagues.
d. Provide training opportunities for support staff.
e. Finalize a telecommute policy that supports deputies without sacrifice to
department culture and availability to clients.
•
Funding Source and Position Count
General Fund $4,023,159 General Fund 34
Grant Revenue - Grant Revenue/Other
Total Budget: $4,023,159 Total Number of Positions 34
17
CORPORATION COUNSEL
DEPARTMENT SUMMARY
Department Goals (continued)
4. Always strive for improvement, embracing new technology and other changes that
enable the department to perform work more efficiently and effectively.
a. Take advantage of upgrades in legal research technology that does not adversely
affect the department budget.
b. Implement an equipment replacement schedule.
c. Add software licenses that include electronic signature options and more
document editing capabilities.
d. Increase the number of participants for County trainings through use of Zoom.
e. Identify and fund case management software.
f. Update standard contracts and County general terms and conditions.
5. Provide diverse training opportunities for at least 500 County officers and employees,
to be proactive and keep clients informed of relevant legal requirements and changes
inlaw.
a. Increase training opportunities through Zoom.
b. Update trainings to reflect changes in law(see also 4.f).
c. Partner with other departments where training subject areas intersect.
6. Work with Risk Management to determine desirability and feasibility of insurance.
18
CORPORATION COUNSEL
_..._.-..LITIGATION DIVISION
Program Description
The Litigation Division provides legal representation on behalf of the County of Hawai`i,
its officers,representatives, and employees in disputes such as lawsuits, arbitration,
mediation and claims. The division also represents the County of Hawaii in judicial
actions brought by the County of Hawai`i in matters such as collections, code
enforcement actions and eminent domain proceedings.
Program Objectives
1. Offer training opportunities to each litigator at least twice a year,to provide them
with tools to effectively represent the County and its employees.
2. Hold at least monthly litigation meetings to review the status of cases, hear concerns
and provide training and guidance.
3. Responsibly monitor pending lawsuits by recommending settlement only when
quantifiable justifications exist.
a. Implement system of early case assessment.
b. Convene settlement assessment meetings.
4. Highlight litigation division successes and achievements.
Program Highlights
1. The litigators appeared at 475 hearings/meetings, including depositions, on behalf of
the County.
2. The litigators resolved 29 cases by settlement or final judgment. They also obtained
dismissals in multiple lawsuits including in Burton, a wrongful death case, as well as
Challenges of the County's emergency COVID-19 restrictions.
3. The litigators also participated in three interest arbitrations for BU 11 (fire), BU 15
(water safety officers), and BU 12 (police). Each arbitration required the use of
economic, financial, and comparability experts in addition to working closely with
the Departments of Human Resources and Finance. The arbitrators awarded pay
raises which were less than the amounts the respective unions asked for.
19
CORPORATION COUNSEL
LITIGATION DIVISION�����
Program Highlights (continued)
4. The litigators prevailed in an appeal to the Ninth Circuit Court of Appeals in the
Larkin case which involved the application of qualified immunity for public
employees.
5. Fifty-two new claims against the County for damage or injury were investigated by
our office. Fifteen of these claims were denied. Payments on claims totaled
$48,767.89. This amount includes payments on new claims filed, as well as claims
continuing from previous fiscal years.
6. The litigators were also responsible for collecting $139,506.46 in outstanding solid
waste,water service fees, and property damages owed to the County.
20
CORPORATION COUNSEL
COUNSELING & DRAFTING
Program Description
The Counseling and Drafting Division provides legal advice and assistance to all County
departments and County boards and commissions, including the County Council. The
Division also provides legal representation on behalf of the County in administrative
proceedings, including contested case hearings and agency appeals.
Program Objectives
1. Training Opportunities. Offer training opportunities to each counseling and drafting
attorney at least twice a year so that they continue to sharpen their legal skills and
stay abreast of important developments in the law.
2. Review and approve documents. The Division will review and approve legal
documents submitted by the various County departments and agencies promptly.
This review will include a thorough analysis of potential exposure and liability. To
the extent possible, 75% of legal documents shall be reviewed within seven business
days.
3. Review and comment. The Division will review and comment on documents
submitted by the various County departments and agencies promptly. To the extent
possible, 75% of requests shall be completed within 21 business days.
4. Drafting documents and legislation. The Division will draft documents and
legislation at the request of its County clients in a prompt manner. To the extent
possible, 75% of requests shall be completed within 21 business days.
5. Legal Opinions. The Division will thoroughly research and draft legal opinions for
its County clients in a timely manner. To the extent possible, 75% of requests shall
be completed within 21 business days.
6. Miscellaneous Requests for Legal Assistance, including Long-term Projects. The
Division also responds to departmental and agency requests for legal services that
may not involve a formal written response or extensive legal research. Miscellaneous
requests may include long-term projects, which involve longer time commitments
and/or a more intensive investment of resources. For requests not requiring a formal
written response or extensive research,to the extent possible, 50% of all requests
shall be completed within 21 business days. For long-term projects,to the extent
possible,requests shall be completed within the time frame allocated for the project.
21
CORPORATION COUNSEL
COUNSELING & DRAFTING
Program Objectives (continued)
7. Training for County Officers and Employees, and Board and Commission Members.
The department(both litigators and counseling and drafting attorneys)will provide
training for at least 500 County officers, employees, officials, and members of boards
and commissions, on relevant requirements and changes in law. Each attorney will
conduct at least two training sessions.
8. Risk Management/Mitigation. The Division will continue to work with their
respective clients in risk management activities, in conjunction with the County's
Risk Manager.
Program Highlights
1. FY 2021-22 brought policy adjustments in living with COVID-19 as the pandemic
shifted from an emergency to an endemic mode, and this adjustment occupied a
significant amount of time for Counseling and Drafting attorneys in the last fiscal
year. This shift impacted daily functions as departments,boards and commissions
moved from exclusively online meetings to a new hybrid meeting format
encompassing simultaneous in-person and remote meeting participation. Counseling
and Drafting attorneys assisted their departments and assigned boards and
commissions, aiding them in navigating changing requirements within the Sunshine
Law.
2. In FY 2021-22, Counseling and Drafting attorneys reviewed 1,876 contracts, drafted
116 general and legislative documents,reviewed and commented on 1,171 documents
and issued 318 legal opinions. There were 300 long-term projects of a varied nature,
and 105 miscellaneous projects for which Counseling and Drafting attorneys provided
research and recommendations during this time period. All categories of work were
completed within the allotted time.
Deputies actively engaged with their assigned County departments, boards and
commissions, attending 1,807 meetings and providing legal guidance and advice.
3. Continuing its philosophy of"preventive lawyering," Counseling and Drafting
attorneys conducted 31 training sessions on various topics,ranging from Ethics and
Sunshine Law to Rule Making and the Uniform Information Practices Act. These
trainings were attended by both County employees and Board and Commission
members.
22
CORPORATION COUNSEL
LITIGATION/COUNSELING & DRAFTING
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Requests for Legal Representation(Includes litigation,
administration hearings,arbitration and claims in which the 2,277 2,000 2,000
County is named as a party,collections and Boards and
Commissions representation.)
Requests for Legal Services(Includes all administrative
requests such as approval of documents,drafting legislation, 5,693 4,000 4,000
opinions,etc.)
Trainings held for County officers,employees,officials,and
members of boards and commissions on relevant 31 250 250
requirements and changes in law
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 31 34 34
Salaries and Wages 2,240,882.43 3,087,994 3,185,279
Operations 370,795.26 619,760 717,960
Equipment 13,486.69 4,600 114,600
Program Total 2,625,164.38 3,712,354 4,017,839
23
CORPORATION COUNSEL
LITIGATION/COUNSELING & DRAFTING
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Corporation Counsel 1 1 1
Administrative Services Assistant I - 1 1
Assistant Corporation Counsel 1 1 1
Administrative Assistant - 1 1
Accountant I 1 - -
Claims Investigator-Adjustor 1 1 1
Clerk III 1 1 1
Deputy Corporation Counsel 12 15 15
Deputy Corporation Counsel Section Chief 2 2 2
Legal Assistant II 2 2 2
Legal Technician I 6 6 6
Legal Technician II 1 1 1
Private Secretary 1 1 1
Sr. Clerk Stenographer 1 - -
Supervising Legal Technician 1 1 1
Total 31 34 34
24
CORPORATION COUNSEL
BOARD OF ETHICS
Program Description
The Board of Ethics administers and enforces the County Code of Ethics. It receives
administrative support from the Office of the Corporation Counsel.
Program Objectives
1. Review all requests for opinions in a prompt manner.
Program Highlights
In FY 2021-22,the Board continued efforts to educate County personnel to conform to
the requirements of the County Code of Ethics. During the FY 2021-22, the Board
received 22 new petitions and 12 informal advisory opinion requests. In this time period,
the following occurred:
1. Two petitions are pending fmal order dismissing petition.
2. Four petitions were withdrawn.
3. Nine petitions were dismissed.
4. Decisions were rendered on nine requested informal advisory opinions.
5. Decisions were rendered on five petitions that were received during FY 2021-22.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Requests for Opinion 10 5 9
Informal Advisory Opinions 12 8 11
Investigations and Investigative Hearings 0 1 1
Formal Opinions and Hearings 0 1 1
25
CORPORATION COUNSEL
BOARD OF ETHICS
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations 1,139.67 5,320 5,320
Program Total 1,139.67 5,320 5,320
26
COUNTY AUDITOR
COUNTY AUDITOR
DEPARTMENT SUMMARY
Mission Statement
Hawai`i County Charter Section 3-18 establishes an independent audit function within
the Legislative Branch through the Office of the County Auditor. It is our mission to
serve the Council and citizens of Hawai`i County by promoting accountability, fiscal
integrity, and openness in local government and to serve as a catalyst for improving
County government. Through performance and/or financial audits of County agencies
and programs,the Office of the County Auditor examines the use of public funds,
evaluates operations and activities, and provides findings and recommendations to
elected officials and citizens in an objective manner. Our work is intended to assist
County government in its management of public resources, delivery of public services,
and stewardship of public trust.
Department Goals
1. To procure an external certified public accountant to conduct an annual independent
post-audit of the County's financial transactions to assist the Council in complying
with requirements of the Hawai`i County Charter.
2. To conduct or cause to be conducted performance and/or fmancial audits and special
studies of the funds, services, and operations of any County agency, executive
agency, and/or program, as set forth by the County Auditor in an annual audit plan
that shall be transmitted to the Council and the Mayor and filed with the County
Clerk as a public record.
3. To conduct or cause to be conducted follow-up performance reviews to monitor and
evaluate the implementation of audit recommendations by audited County entities.
4. To assist the County in its efforts to ensure openness and accountability in the
expenditure of public funds.
Funding Source and Position Count
General Fund $801,126 General Fund 5
Grant Revenue - Grant Revenue/Other
Total Budget: $801,126 Total Number of Positions 5
27
COUNTY AUDITOR
__..COUNTY AUDITOR
Program Description
The Office of the County Auditor (OCA) developed an internal audit manual, which was
adopted by the Council in 2006 and updated in 2013 and 2016, to provide consistency
and conformance with generally accepted government auditing standards (GAGAS) in
the performance of our audit responsibilities and reporting procedures. The OCA
develops an annual audit plan based on a risk assessment of County agencies, programs,
and funds utilizing objective methodology to identify priority areas for assignment of
audit resources.
To assist the Council in complying with requirements of the Hawai`i County Charter,
OCA is responsible for the procurement of an external certified public accountant to
conduct an annual independent post-audit of the County's accounts and financial
transactions.
Program Objectives
1. To procure an independent certified public accountant to conduct an annual post-audit
of the County's accounts and financial transactions (Hawai`i County Charter §10-13).
2. To file an annual audit plan with the Council based on a County-wide risk assessment
of funds,programs, services, and operations of any County agency, executive agency,
or program, which is supported, in whole or in part, by County funds (Hawai`i
County Charter §3-18).
3. To conduct or cause to be conducted performance and/or financial audits of County
agencies,programs, and/or operations in accordance with the annual audit plan, or as
determined necessary by the County Auditor(Hawai`i County Charter §3-18).
4. To conduct or cause to be conducted follow-up performance and/or financial reviews
of audited entities in accordance with the annual audit plan, or as determined
necessary by the County Auditor(Hawai`i County Charter §3-18).
5. To conduct or cause to be conducted special studies or projects to ensure openness
and accountability in the expenditure of public funds.
28
COUNTY AUDITOR
COUNTY AUDITOR
Program Highlights
Financial Audits. Pursuant to Hawai`i County Charter §10-13, OCA procured an
independent external auditor to conduct the annual financial audits for the five-year
period from fiscal year ending June 30, 2018 through fiscal year ending June 30, 2022
and awarded Contract No. c.006845 to N&K CPAs,Inc. on February 14, 2018. OCA
continues to monitor the contract annually. As the contract is in its final year, OCA is
actively working with procurement to draft a Request For Proposal (RFP) for a new
contract period. As part of this contract,the scope of work includes an audit of the
County's Annual Comprehensive Financial Report, an audit of the Department of Water
Supply's Financial Statement, a Single Audit of Federal Financial Assistance Programs,
Landfill Financial Assurance Report, and Office of Housing Section 8 Report.
Performance Audits:
The Office of the County Auditor concluded three performance audits and one follow-up
audits in the following departments:
1. Mass Transit, Cash HandlingFollow-up
P
Report No. 2022-03,Aug 9,2022
2. Department of Water Supply, Cash Handling Follow-up
Report No. 2022-04, Sept 2,2022
•
3. Department of Finance, Real Property Tax Division,Revenue Cycle
Management
Report No.2022-05, Sept 14,2022
4. Department of Water Supply, Contingency Plans,Follow-up
Report No.2022-06, Oct 20,2022
Our audit reports are available on-line at
https://www.hawaiicounty.gov/our-county/legislative/office-of-the-county-auditor
29
COUNTY AUDITOR
_ _. _.._...�
�_.�,COUNTY AUDITOR _ _ �.
Program Highlights (continued)
Special Studies or Projects:
Annual Audit Plan and Risk Assessment: OCA maintains whistleblower,fraud, waste,
and abuse hotline(s).
Program Measures
' FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Annual Audit Plan Filed with Council Yes Yes Yes
Performance and/or Financial Audits Completed 2 4 4
Performance and/or Financial Audits Ongoing 0 2 0
Special Studies or Projects Completed 0 1 0
Special Studies or Projects Ongoing 0 1 0
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual _ Budget Request
Number of Positions 5 5 5
Salaries and Wages 345,448.42 423,794 462,816
Operations(includes external audit of County finances) 194,436.66 337,310 337,310
Equipment 227.26 1,000 1,000
Program Total 540,112.34 1 762,104 801,126
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
County Auditor - 1 1
Legislative Auditor 1 - -
Administrative Assistant to the County Auditor - 1 1
Administrative Assistant to the Legislative Auditor 1 - -
Audit Analyst 3 3 3
Total 5 5 5
30
COUNTY CO[INCIL +
COUNTY COUNCIL/CLERK
DEPARTMENT SUMMARY
Mission Statement
The Office of the County Clerk shall provide the highest quality resources, staff, and
support to the Hawai`i County Council so that it can create effective and thoughtful policy
for the betterment of our community. We will work diligently to connect the people of
Hawai`i Island with their County government by providing information, documents, and
access to legislative proceedings in a timely and comprehensive manner. Our Office
commits to ensuring secure, convenient, and equitable access to our voters for all Federal,
State, and County election contests and questions. We will support each and every
County agency by providing reliable and efficient mail,parcel delivery, and printing
services. We will work in partnership and unity with the vast array of people who serve as
your County government.
Department Goals
1. To ensure the Council complies with all legal notice requirements for its meetings.
2. To ensure the timely processing of all proposals received for consideration by the
Council.
3. To assist the Council with the technical requirements of Council and Committee
meetings, maintain live streaming services, and to facilitate videoconferencing
services in order to provide effective participation in and viewing of the legislative
process to all individuals.
4. To provide the actions and video recordings of the Council and Committee meetings to
the public in a timely manner.
5. To process resolutions and bills adopted by the Council for distribution to the affected
parties in the applicable timeframe.
6. To prepare minutes of all Council and Committee meetings.
7. To conduct research on historical documents in a timely manner,provide copies of
public records, and assist the public with filing claims and registering as lobbyists.
8. To provide prompt and efficient reprographic services for all County departments and
agencies.
Funding Source and Position Count
General Fund $5,942,570 General Fund 85
Other Revenue - Grant Revenue/Other
Total Budget: $5,942,570 Total Number of Positions 85
31
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Department Goals (continued)
9. Distribute incoming mail within two hours from receipt. This includes distribution
and pick up of mail and interdepartmental envelopes to various County offices located
in Hilo proper.
10. To provide prompt posting of all outgoing mail and to expedite delivery of
interdepartmental and postal mailing services to all County departments and agencies.
11. Assist departments in complying with U.S. Postal Service regulations.
12. To conduct secure, open, and honest elections in the County of Hawai`i.
13. To make voter registration convenient and accessible for the public.
14. To make voting convenient and accessible for all voters.
15. To abide by all election related laws.
16. Work in collaboration with the administration to amend and finalize the annual
Operating and Capital Budgets for the County of Hawai`i.
17. Provide nonpartisan review, drafting, and research assistance to the Council to ensure
that legislation is clearly articulated, comprehensive, and appropriately formatted.
18. Work in collaboration with the Office of the Corporation Counsel and all agencies of
the County by providing drafting,review, and research assistance,upon request,to
facilitate the introduction of sound legislation by the administration.
19. Maintain the Hawai`i County Code and Hawai`i County Charter by applying
systematic practices to ensure accurate upkeep and maintenance in a timely manner.
20. Provide convenient and user-friendly public access to the laws of our County by
maintaining accurate and up-to-date versions of the Hawai`i County Code and Hawai`i
County Charter on the County website.
21. Foster the professional development of Legislative Assistants and facilitate the quality
of work product from district staff by providing relevant training on legislative
drafting, fiscal procedures and practices, and other related matters.
22. Enhance the ability of the County Council to actively participate in the actions of the
State Legislature by providing timely updates to the Council of legislative actions,
hearings, and opportunities to testify on matters that affect the County of Hawai`i.
Program Description
County Council
The Hawai`i County Charter vests the legislative powers of the County with the County
Council, which is comprised of nine members, each elected from one of the nine Council
districts. The Council's primary functions are legislative and public policy formulation.
32
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Description (continued)
Council Services Section
The Council Services Section performs seven functions imposed by the Hawai`i State
Constitution, Hawai`i Revised Statutes, Hawai`i County Charter, and Hawai`i County
Code: (1)prepare and make public all documents received for the Council's consideration;
(2)provide professional and effective reception service to all parties requesting assistance
from the department; (3)provide administrative and technical support for the Council and
Committee meetings; (4)provide the public with timely and adequate notice of meetings
and actions pending before the Council; (5)prepare all measures adopted by the Council
for transition to official documents and laws; (6)prepare official minutes; and(7) archive
and provide public access to over 100 years of County records and documents.
Support Services Division
The Support Services Division is responsible for reproducing, scanning, and binding
documents for all County departments and agencies; metering of outgoing postal mail; and
sorting and distributing incoming postal mail/interdepartmental envelopes.
Administrative Services
Administrative Services performs personnel and accounting functions for the Council-
Clerk's Office as well as support during the annual budget cycle.
Legislative Research Branch
The Legislative Research Branch(LRB) assists the Clerk and.Council with matters
involving the Operating and Capital Budgets; provides impartial research, consultation,
drafting assistance, and review of bills and resolutions; maintains the Hawai`i County
Code,Hawai`i County Charter, and the Council's Rules of Procedure and Organization;
and conducts training classes for Council district staff.
Program Objectives
Council Services Section
1.—Ftri fri legal notice requireme is ror-a1i Council anzdCtrin itree meetings, incl ing
preparation of meeting agendas and posting and publication of meeting notices.
33
COUNTY COUNCIL/CLERK
µ.. COUNCIL/CLERK
Program Objectives (continued)
2. Make available online each item received for consideration by the Council or its
Committees within a reasonable length of time.
3. Facilitate technical services to allow more flexibility for officials and members of the
public to participate in Council and Committee meetings.
4. Provide final votes of Council and Committee agenda items and make video archives
of Council and Committee meetings available online within a reasonable time after the
meetings.
5. Process and prepare adopted resolutions and ordinances for distribution to affected
parties within the timeframe provided in the Council Rules of Procedure and
Organization.
6. Prepare Council and Committee meeting transcripts within the timeframe required by law.
7. Conduct requests for current and historic records in compliance with OIP, UIPA, and
FOIA timeframe and requirements.
Support Services Division
1. Process all documents submitted by departments for reproduction within two business days,
unless the job requested is extremely large.
2. Process all pieces of outgoing postal and interdepartmental mail collected from
departments or received by departments no later than 2:30 p.m. on the same business day.
Legislative Research Branch
1. Complete review and preparation of all amendments and subsequent drafts of the
Operating and Capital Budgets within established deadlines.
2. Complete review of non-complex bills, resolutions, and amendments initiated by a
Council Member for proper form within two weeks of receipt. Complex bills or
resolutions may require a longer review period.
3. Provide research assistance to the Clerk and Council, as requested and time permitting,
relating to substantive as well as procedural matters.
4. Provide support to the administration, as requested and time permitting,with drafting,
analysis, and research assistance.
5. Revise and supplement the County Code pursuant to Section 2-153. Update the Council-
Clerk's website to include revisions and prepare semi-annual supplements to the County
Code for distribution within eight weeks of receipt of final adopted ordinances.
6. Update the Council-Clerk's website to include revisions to the Hawai`i County Charter
pursuant to amendments that pass in the General Election as well as new or amended
Council Rules of Procedure and Organization.
34
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
•
Program Objectives (continued)
7. Draft ballot questions during an election year for any proposed amendments to the
Hawai`i County Charter to be placed on the General Election ballot and update the
Charter to incorporate any amendments passed by the voters.
8. Monitor the State Legislative Session, compile an extensive list of bills that are of
significant interest to the County, and provide daily reports to the Council on all
activity for those bills throughout the legislative session.
9. Conduct training classes for Council district staff on legislative drafting and budget
procedures and amendments.
10. Prepare and distribute at least one informational brochure or other educational material
relating to the legislative process.
Program Highlights
Below are program highlights for the Office of the County Clerk and the Hawai`i County
Council for FY 2021-22:
1. Council Services provided technical and administrative support during 25 Council
meetings,three Special Council meetings,three Council public hearings, 117
Committee meetings,and a three-day Special Session of the Finance Committee.
2. Council Services controlled technological equipment to provide live streaming of
meetings, archived recordings of meetings online, and live participation via
videoconference by the public and government officials for all meetings.
3. The 122 bills adopted by the Council were prepared for certification and transitioned into
ordinances,then official copies were made public, distributed to affected departments,
and placed in the historic archives.
4. The 279 resolutions adopted by the Council were prepared for certification,then official
copies were made public, distributed to affected entities, and placed in the historic
archives.
5. Approximately 3,918 documents received by the Council as well as hundreds of
documents held by the Office of the County Clerk, such as administrative rules,
lobbyist registration forms, financial disclosure forms, and claims were processed,
scanned, and made available to the public.
6. The 209 Committee reports adopted by the Council were finalized and prepared for
signature, then official copies were made public and placed in the historic archives.
35
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Highlights (continued)
7. To improve efficiency,the Council Services Section procured a project to provide an
electronic document management system for processing agenda items,which will
eliminate time consuming paper logs and document scanning. This new system will
also provide electronic meeting packets, greatly decreasing copying expenses and the
amount of paper being used.
8. LRB assisted in the drafting of complex legislation to update Chapter 4,Animal Code;
Chapter 5B, Residential Building Code; Chapter 5C, Existing Building Code; Chapter 7,
Disaster and Emergency Management; and Chapter 26, Hawai`i County Fire Code.
9. LRB reviewed and provided drafting assistance for 161 resolutions, 47 bills, 155
proposed amendments to legislation before the Council, six administration bills, and 11
miscellaneous reviews. Staff also completed 11 research assignments.
10. LRB monitored the 31' State Legislative Session by compiling an extensive list of 142
bills of significant interest to the County,provided daily reports to the Council on
legislative activity for those bills throughout the legislative session.
11. Updated the online version of the County Code 11 times to include 122 ordinances
that passed and took effect during the fiscal year. Published, distributed, and placed
online Supplements 10 and 11 of the County Code.
12. LRB reviewed five bills to amend the Hawaii County Charter, of which three were
approved by the Council for placement on the 2022 General Election ballot.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Council Meetings 25 26 26
Council Special Meetings 3 2 2
Committee Meetings 117 110 110
Committee Site Visits 0 1 1
Committee Special Meetings 1 1 1
Council Public Hearings 3 3 3
Committee Public Hearings 0 1 1
Number of Committee Reports 209 160 160
Number of Ordinances Enacted 122 90 100
Number of Resolutions Adopted 279 300 300
Number of Copies Duplicated 2,313,646 3,000,000 3,000,000
Number of Pieces Mailed 299,914 350,000 350,000
36
COUNTY COUNCIL/CLERK
..,ti._ __ _ _ COUNCIL/CLERK�..�.._ .�...� _......�.�.� .. __._�
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 56 56 56
Salaries and Wages 2,900,661.54 3,144,606 3,224,098
Operations 550,858.09 887,970 727,950
Equipment 9,509.15 37,500 37,500
Contingency Relief Fund - 900,000 900,000
Program Total 3,461,028.78 4,970,076 4,889,548
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Council Chairperson • 1 1 1
Council Member 8 8 8
County Clerk 1 1 1
Deputy County Clerk 1 1 1
Accountant I 1 1 1
Council Administrative Services Supervisor 1 1 1
Council Aide 10 10 10
Council Legislative Assistant 9 9 9
Council Services Assistant I 2 2 2
Council Services Assistant II 3 3 3
Council Services Assistant III 1 1 1
Council Services Coordinator 1 1 1
Deputy Executive Assistant to the Council Chair 1 1 1
Executive Assistant to the Council Chair 1 1 1
Human Resources Technician II 1 1 1
Legal Specialist 1 1 1
Legislative Analyst III 1 1 1
Legislative Information&Reference Technician 1 1 1
Legislative Specialist 4 4 4
Private Secretary 1 1 1
Special Assistant 1 1 1
Support Services Clerk I 3 3 3
Support Services Clerk II 1 1 1
Support Services Supervisor 1 1 1
Total 56 56 56
37
COUNTY COUNCIL/CLERK
ELECTIONS DIVISION
Program Description
The Elections Division is responsible for all election activities in the County, including
administering Elections By Mail for Federal, State, and County elections;voter
registration; voter education; establishing new voter service centers and places of deposit;
recruiting and training election officials; redefining district boundaries during
redistricting; proposing election legislation; verifying signatories on mail ballot
envelopes,petitions, and nomination papers; and maintaining the voter register.
Program Objectives
1. Establish additional drop box locations for the 2024 Elections.
2. Provide voter education to all public and private high schools around the County.
3. Provide testimony on election related bills during the legislative session.
4. Implement a ballot curing platform for the 2024 Elections.
Program Highlights
Below are program highlights for the Elections Division for FY 2021-22:
1. Recruited individuals to operate voter service centers and conduct operations at the
Counting Center.
2. Established one new drop box location in Waikoloa.
3. Processed 8,174 voter registration affidavits.
4. Mailed out 125,707 notification cards to all registered voters for the 2022 Elections.
5. Provided technical support the 2021 Hawai`i County Redistricting Commission.
6. Audited the newly drawn Council districts in the voter registration street file and
reassigned voters to their appropriate district in accordance with the final plan
approved by the 2021 Hawaii County Redistricting Commission.
7. Issued 74 and filed 63 nomination papers.
38
COUNTY COUNCIL/CLERK
ELECTIONS DIVISION
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Registered Voters 8,258 10,000 10,000
Voter Registration Satellite Stations 14 14 14
Certificates of Registration Issued 57 150 150 _
Cancellations of Registration 610 1,000 1,000
Deceased Voters Deleted 1,631 1,500 1,700
Number of High School Students Registered 295 150 300
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 29 29 29
Salaries and Wages 408,019.00 594,864 494,972
Operations 394,862.09 613,850 544,950
Equipment 1,030.90 9,600 13,100
Program Total 803,911.99 1,218,314 1,053,022
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Elections Assistant 1 1 1
Election Clerk II 2 2 2
Election Clerk III 3 3 3
Election Official I(hourly) - - 2
Election Official II(hourly) - - 2
Election Official III(hourly) - - 2
Election Warehouse Worker I(Temporary) 4 4 4
Election Warehouse Worker II 1 1 1
Elections Program Administrator 1 1 1
Elections Program Specialist I 1 1 1
Precinct Official I 1 1 -
Precinct Official II 3 3 -
Precinct Official III 1 1 -
Temporary Election Clerk 10 10 10
Temporary Precinct Official III 1 1 -
Total 29 29 29
39
This page intentionally left blank
couwrY PHYSIcIANS
•
COUNTY PHYSICIANS
DEPARTMENT SUMMARY
Mission Statement
To render medical opinions, advise on medical matters and conduct physical
examinations as requested by the Mayor's Office and other agencies of the County.
Department Goals
Assist the County in creating a safe and healthy environment for its employees by
providing professional medical service.
Program Description
1. Provides pre-employment, PUC and other authorized physical examinations.
2. Provides review of workers' compensation claims.
3. Reviews certain sick leave cases.
4. Assists in police investigations and coroner's cases.
5. Advises County on medical matters.
Program Objectives
Continue to serve the County diligently as in the past.
Funding Source and Position Count
General Fund $133,826 General Fund 4
Grant Revenue - Grant Revenue
Total Budget: $133,826 Total Number of Positions 4
40
COUNTY PHYSICIANS
COUNTY PHYSICIANS
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Estimate Estimate
Number of Positions 4 4 4
Salaries and Wages 133,825.18 133,826 133,826
Program Total 133,825.18 133,826 133,826
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Estimate Estimate
County Physician 1 1 1
Assistant County Physician 1/2T 1 1 1
Assistant County Physician 1/4T 2 2 2
Total 4 4 4
41
ELDERLY ACTMTWS
ELDERLY ACTIVITIES
DEPARTMENT SUMMARY
Mission Statement
To provide a wide array of services for the public with excellence, integrity and aloha.
Department Goals
Coordinated Services Unit
1. To promote self-sufficiency by providing services to help recipients achieve,restore,
or maintain independent living and self-direction.
2. To prevent or reduce premature or inappropriate institutional care through the
provision of home-based care which would allow the recipient to remain in or return
home.
Retired & Senior Volunteer Program
1. To address critical community needs through significant volunteer services.
2. To provide a high quality volunteer experience and opportunities for persons 55 and
older.
3. To ensure that volunteers are provided the needed orientation, in-service instructions,
appropriate assignments, individual support and supervision, and recognition for their
volunteer services.
Nutrition—Congregate Nutrition Services
1. To provide meals to individuals 60 years of age and older in congregate settings.
Each meal shall meet the recommended dietary allowance (RDA) as established by
the Food and Nutrition Board of the National Academy of Sciences.
Funding Source and Position Count
General Fund $2,378,843 General Fund 56
Grant Revenue $1,489,109 Grant Revenue/Other 6
Other $ 251,086
Total Budget: $4,119,038 Total Number of Positions 62
42
ELDERLY ACTIVITIES
DEPARTMENT SUMMARY
Department Goals (continued)
Nutrition—Home Delivered Meal Service
1. To deliver meals to the homes of individuals 60 years of age and older who are
homebound due to illness or disability. Each meal shall meet the Recommended
Dietary Allowance RDA as established by the Food and Nutrition Board of the
National Academy of Sciences.
43
ELDERLY ACTIVITIES
A...............a......»..w» ..».....,»w,.......,.....e,...«a»»..m.w,».,.,.».».»»»»-....»...,»a.»»..».»»»......«.»»»»..._«..........,..»............,..._,......»... »,.._.�.....�+.w-.»-.,.e.,.».»..»w.«....».,.,»,,..»«.....».»..».....,.....»»».»..,.»»»..»»»»»»...... ..»»..w.,�».wmJ
COORDINATED SERVICES UNIT
Program Description
The Coordinated Services Program for the Elderly (CSE)provides comprehensive and
coordinated services for adults 60 years and older, with the exception of CSE's
Chore/Transportation contract,which serves individuals 18 years and older with
disabilities. CSE's 31 full-time staff is responsible for providing Information and
Assistance, Outreach, Chore, Transportation, and Other Support Services, including ID
Card Issuance,Advocacy,Personal Care, Financial Management, etc.
Program Objectives
The CSE staff will promote maximum independence, optimum health,personal dignity
and self-enrichment by:
1. Providing information and assistance services to 3,500 older adults.
2. Providing outreach services to 900 adults.
3. Providing transportation services to 1,000 older adults and accomplishing 34,000 trips
annually.
4. Providing transportation services to 60 individuals less than 60 years of age with
disabilities and accomplishing 1,000 trips annually.
5. Providing and completing 3,500 referrals.
6. Providing individuals with disabilities/older adults with 3,000 hours of chore services
annually.
Program Highlights
• Staff provided 5,629 seniors with information and assistance services and 1,344
seniors with outreach services. There were 3,506 referrals which included food
stamps, Medicaid, SSI benefits,housing assistance, legal aid, energy assistance, etc.
• Staff provided transportation services to 56 individuals under 60 years with
disabilities and accomplished 1,596 trips.
• Staff provided transportation services to 848 seniors and accomplished 29,052 trips.
• Staff issued the Hawaii County Senior Identification Cards to 688 seniors.
• Staff assisted clients with in-home chore services and provided a total of 3,313 hours.
• As of 3/28/22, CSE returned to normal operations due to the lifting of COVID
mandates.
• During the months of February to March, CSE East Hawai`i staff assisted AARP with
tax preparations. As a result, over 800 preparations were completed.
44
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
*Information and Assistance
Unduplicated Number of Seniors Served 5,629 3,500 3,500
*Outreach
Number of Seniors Served 1,344 500 900
*Transportation
Unduplicated Number of Seniors Served 848 800 1,000
Total Trips 29,052 25,000 34,000
Unduplicated Number of Persons w/Disabilities
Under 60 years of age served 56 60 60
Total trips 1,596 1,000 1,000
*Referrals 3,506 3,500 3,500
*Chore
Total Hours 3,313 5,000 3,000
*Contract Purchase of Service Objectives for Title III
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 31 31 31
Salaries and Wages 1,141,836.53 1,215,784 1,306,520
Operations 180,657.40 246,844 244,844
Equipment 37,291.65 39,000 41,000
Program Total 1,359,785.58 1,501,628 1,592,364
45
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Clerk III 1 1 1
Community Service Program Assistant I 8 8 8
Community Service Program Assistant I(Temp) 1 1 1
Community Service Worker I 8 8 8 _
Community Service Worker II 1 1 1
Community Service Worker III 6 6 6
Community Service Worker III(Temp) 1 1 1
Departmental Data Processing Coordinator I 1 1 1
Elderly Activities Operations Assistant Director 1 1 1
Program Director III(Older Adults) 2 2 2
Total 31 31 31
46
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Program Description
Mission- To improve lives, strengthen communities, and foster civic engagements
a
p g g g
through volunteer service.
The Retired and Senior Volunteer Program(RSVP)provides diverse and meaningful
volunteer opportunities for persons 55 years and older. Through volunteering, RSVP
volunteers are able to remain active, contributing members of the community thereby
enhancing the overall quality of their lives. Their volunteer services also help private,
non-profit, and public agencies (volunteer stations)to deliver services to meet a wide
range of community needs.
Some examples of RSVP volunteer assignments include: tutoring elementary students;
helping in libraries; delivering meals on wheels; screening blood pressures; instructing
senior crafts and activities; assisting with senior transportation; doing friendly visiting;
entertaining in hospitals and care homes; helping at blood banks, food banks, non-profit
health agencies and museums; staffing public information booths; helping in hospitals;
beautifying public areas; and assisting with community events and special projects of
agencies.
Program Objectives
Provide a variety of opportunities for retired and senior persons aged 55 or older to
participate more fully in the life of their community through significant volunteer
services.
1. Plan and coordinate diverse and meaningful volunteer opportunities to 1,000 persons
55 years and older.
2. Assist significantly in meeting community needs by providing 100,000 hours of
volunteer service.
3. Facilitate volunteer services through 150 volunteer stations.
4. Provide 55 volunteers to assist in Food Basket Distribution.
5. Provide 25 volunteers to assist in Hawai`i County Nutrition Meals—On-Wheels
Program.
6. Provide 20 volunteers to assist in AARP's Tax Preparation Program.
7. Provide 900 volunteers in other community priorities.
47
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Program Highlights
• Due to COVID-19, we used an alternative method of volunteer recognition, which
was approved by the federal grantor. Gift cards from various restaurants were
provided to RSVP volunteers in place of a luncheon.
• The RSVP program provided Accidental liability insurance to provide coverage for
the volunteers.
• Mileage reimbursements were processed for approximately 350 volunteers.
• Ensured compliance with the Corporation for National and Community Service,
AmeriCorps Seniors.
• Worked in partnership on food distribution to provide volunteers for Food Basket and
other agencies,volunteer support for Meals On Wheels, and Tax Aide assistance as
specified under successful impact project per the Federal grant.
• RSVP volunteers assisted with special projects such as the Hawai`i Island Adult Day
Care Fundraiser and the Hawai`i County Office of Aging's mass mailing. RSVP also
provided volunteer support to other Elderly Activities Divisions.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Number of Volunteers 928 1,000 1,000
Number of Volunteer Hours 42,914 100,000 100,000
Number of Volunteer Stations 197 150 150
Number of Food Basket Volunteers-Kupuna Pantry 53 55 55
Number of Meals On Wheels Volunteers 7 25 25
Number of AARP Tax Prep Volunteers 19 20 20
Number of Other Community Priorities Volunteers 906 900 900
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 5 4 4
Salaries and Wages 239,353.39 221,824 228,796
Operations 74,281.28 157,861 157,861
Equipment 2,124.79 4,242 4,242
Program Total 315,759.46 383,927 390,899
48
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Community Service Program Assistant I 2 2 2
Program Director IV(Older Adults) 1 1 1
Van Driver 1 - -
Total 5 4 4
49
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Program Description
Congregate Nutrition Services
The Older Americans Act authorized funding for local community programs to provide
nutrition services to the elderly. The congregate meal program is designed to provide
older individuals, aged 60 and older, with at least one low cost, nutritious meal, five days
a week in a congregate setting. The program includes nutrition and health education,
health assessments, recreational activities and other appropriate services for older
individuals.
Home Delivered Meal Service
The Older Americans Act authorized funding for local community programs to provide
nutrition services to the elderly. The home delivered meals program or"Meals On
Wheels"is an integral part of a community based health care system. Participants
receiving home delivered meals are aged 60 and older and homebound due to illness or
disability. The home delivered meals program provides at least one low cost, nutritious
meal, five or more days a week, delivered directly to the participants' home.
Program Objectives
Congregate Nutrition Services
To provide 60,000 nutritious meals, each containing a third of the U.S. RDA,to 900 older
individuals, aged 60 and older, at 15 congregate nutrition sites throughout Hawai`i
County.
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.
50
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Program Highlights
• The Hilo, Pahoa, Pahala, Captain Cook, Kealakekua,Holualoa,Kohala, Waimea, and
Honoka`a congregate sites were open for the seniors around the island. Seniors were
able to gather to socialize, play mahjong, exercise, sing, do arts and crafts, listen to
guest speakers and enjoy lunch.
• The Meals On Wheels West Hawai`i vendor,Big Island Grill and East Hawai`i
vendor, Hawaii County Economic Opportunity Council (HCEOC) continued to
adhere to federal requirements by providing modified meals lower in sodium, sugars,
and fats.
• The Program Director IV,Account Clerk, and a Community Service Worker III
retired at the end of FY 2021-22. There are four Community Service Worker IIIs,
two Home Delivered Meals Workers, one Program Director IV, one Community
Service Program Assistant II, and one Account Clerk vacancies that remain unfilled.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Congregate Nutrition Services
Unduplicated Elderly Served 669 900 900
Total Meals Served 38,827 60,000 60,000
Home Delivered Meal Service
Unduplicated Elderly Served 593 300 300
Total Meals Served 76,976 60,000 60,000
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 27 27 27
Salaries and Wages . 573,347.78 711,706 745,018
Operations 793,254.04 1,3 89,132 1,389,132
Equipment - 1,625 1,625
Program Total 1,366,601.82 2,102,463 2,135,775
51
•
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request,
Account Clerk 1 1 1
Clerk III 1 1 1
Community Service Program Assistant H 1 1 1
Community Service Worker III 1/2T 15 15 15
Home Delivered Meals Worker Hrly 6 6 6
Program Director IV(Older Adults) 1 1 1
Van Driver 1 1 1
Van Driver 1/2T 1 1 1
Total 27 27 27
52
This page intentionally left blank
,11'
1
ENVIRONMENTAL
MANAGEMENT
ENVIRONMENTAL MANAGEMENT
DEPARTMENT SUMMARY .
Mission Statement
To maintain a clean,healthy island environment and promote stewardship and sustainability
by managing wastewater and solid waste services, waste reduction and resource recovery in a
comprehensive,responsive, safe and efficient manner.
Department Goals
1. To improve infrastructure, operations and procedures at the 21 transfer stations and to
increase recycling rates, facility efficiency and reduce costs.
2. To educate the public regarding the department's facilities and approach to management
of solid waste via public outreach methods.
3. To continue to educate the public on current recycling programs and the importance of
reduce, reuse, and recycle. Make recycling easy, which helps with landfill diversion on
the path to zero waste.
4. Continue to encourage and support the diversion of solid waste from existing landfills
and maximize the reuse, reclamation, or re-purposing of our solid waste stream.
5. To repair, replace, or rehabilitate existing sewer infrastructure.
6. To continue the Wastewater Division's Asset Management Program to ensure efficient
and effective operations.
7. To provide reuse water to the community to put treated wastewater effluent to beneficial
use.
8. Maintain a continuous improvement environment within the department so as to
encourage increased productivity and efficiency.
9. Investigate and implement, where economically feasible, alternative wastewater
treatment technologies.
10. Participate in the State and local effort on the cesspools conversion to ensure compliance
by 2050.
establish more robust self-sufficient fundingprograms To s p grams for both solid waste and
wastewater services.
Funding Source and Position Count
General Fund $1,889,752 General Fund 27
Grant Revenue - Grant Revenue/Other 2
Split Funding 1
Total Budget: $1,889,752 Total Number of Positions 30
53
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Program Description
The Environmental Management Director serves as technical advisor to the Mayor,
Managing Director, Environmental Management Commission, and County Council on
matters pertaining to wastewater treatment and disposal, solid waste processing and
disposal, resource recovery,the recycling and disposal of all vehicles, and the removal of
the derelict and abandoned vehicles.
The Environmental Management Administration Office provides personnel management,
accounting and billing support services as well as providing general supervision and
control of the administration and operation of the Wastewater and Solid Waste Divisions
and the Business Services Section.
The Environmental Management Administration Office also provides personnel, clerical,
technical and financial support for the Environmental Management Commission.
Program Objectives
1. Establish sewer fee rates at a level to cover expenses of operations,maintenance,
repairs, and replacements.
2. Maintain vehicle disposal fee system to assure financial self-sufficiency for the
Vehicle Disposal program.
3. Improve the status of Wastewater accounts receivable. Reduce the average number
of days in receivables by 5%annually. Reduce the percentage of balances over 90
days past due by 5% annually.
4. Maintain the status of Solid Waste accounts receivable with an average number of
days in receivables less than 35 days and a percentage of balances over 90 days past
due less than 2%.
Program Highlights
• Secured funding and initiated design for phase one of the Hilo Wastewater Treatment
Plant Upgrades.
• Successfully renegotiated the Administrative Order on Consent for the Pahala and
Na`alehu Large Capacity Cesspool Closure Projects.
• Completed the closure and remediation of the Miloli`i Transfer Station to comply
with Act 73.
• Completed implementation of the Asset Management System.
54
•
ENVIRONMENTAL MANAGEMENT
—
ADMINISTRATION ��.a.�. n�
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Tipping fees as%of Solid Waste Fund expenditures 35% 35% 30%
Vehicle Disposal Fund Fee paying for%of program 100% 100% 100%
Days in Accounts Receivable in Wastewater Division 55 54 52
Days in Accounts Receivable in Solid Waste Division 32 31 31
%of Accounts Receivable over 90 days,Wastewater 32% 29% 28%
%of Accounts Receivable over 90 days, Solid Waste 3% 2% 2%
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 26 30 30
Salaries and Wages 1,242,228.06 1,551,860 1,694,567
Operations 199,129.51 176,090 191,535
Equipment 22,887.27 92,445 . 3,650
Program Total 1,464,244.84 1,820,395 1,889,752
55
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Director of Environmental Mgmt 1 1 1 _
Deputy Director of Environmental Mgmt 1 1 1
Account Clerk 4 4 4 _
Accountant I 3 3 3
Accountant III - 1 1
Accountant IV 1 1 1
Business Manager 1 1 1
Clerk III 1 2 2
Contracts Clerk 1 1 1
Credit&Collections Clerk 1 1 1
Environmental Mgmt Planner - 1 1
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Information&Education Specialist II - 1 1
Planner V 1 - -
Private Secretary 1 1 1
Safety&Driver Improvement Coordinator 1 1 1
Safety&Driver Improvement Supervisor - 1 1
Senior Account Clerk 3 3 3
Student Helper I 3 3 3
Student Helper II 1 1 1
Total 26 30 30
56
FINANCE
FINANCE
DEPARTMENT SUMMARY
Mission Statement
The Department of Finance provides efficient and effective financial services fairly,
accurately and courteously. We serve our customers with pride and respect and enable
other departments to carry out their mission.
Department Goals
1. To facilitate an integrated county-wide financial needs plan.
2. To continue development and maintenance of fiscal policies and procedures for the
County of Hawaii.
3. To encourage networking to facilitate intra and inter-governmental working
relationships.
4. To continue an ongoing customer service and public relations program that facilitates
interaction with the public and other departments.
5. To continue an ongoing training program to improve employee skills, including
technical training and mentoring for all personnel.
6. To continue a cross-training plan for employees for all core areas.
7. To develop and maintain written operational procedures that address the various
functions of the Finance Department to promote proper and consistent service.
Funding Source and Position Count
General Fund $16,804,469 General Fund 145
Grant Revenue $ 1,945,783 Grant Revenue/Other 18
Other $ 915,000
Total Budget: $19,665,252 Total Number of Positions 163
57
FINANCE
ADMINISTRATION/BUDGET
Program Description
Administration
The Office of the Director plans, directs, controls and coordinates activities of the
Finance Department. The department head and staff advise the Mayor of the development
and execution of administrative policies and assist the Mayor in the preparation and
execution of the operating and capital budgets. In addition,the Finance administration
section provides certain auxiliary services to departments and agencies.
The Budget Division plans, directs, and coordinates the formulation,preparation,
execution,review and analysis of the County's operating budget and operating program.
Budget also monitors budget appropriations and actual expenditures to ensure compliance
with the law and also advises County officials on budgetary and long-range planning
matters.
Program Objectives
Administration
1. Conduct training sessions, large and small group settings as needed, for county
financial personnel. Desired outcome is to provide a training media for financial
support staff.
2. Maintain interaction and education for the public by participating in community
meetings and by conducting workshops on the various finance areas, including
budget,purchasing and real property tax related areas.
3. Conduct informational sessions or distribute instructive materials to division
managers, supervisors and/or staff at least four times per year, covering new or
changing regulations, rules and procedures that affect employee relations or benefits.
4. Refer procurement protests to Corporation Counsel within three working days of
receipt.
Budget
1. Plan, direct and execute the formulation of the county's operating budget.
2. Prepare transmittal letters, resolutions, and/or bills for the appropriate approvals and
signatures for all fully-completed requests for council action received three days prior
to the County Council's submittal deadlines.
3. Provide guidance and assistance to departments/agencies to ensure the fiscal
responsibility and accountability in developing the operating budget.
58
FINANCE
ADMINISTRATION/BUDGET
Program Objectives (continued)
4. Receive and process County of Hawai`i nonprofit grant applications.
Program Highlights
Administration
1. Supported the various Finance Divisions during the pandemic. All divisions saw an
increase in workload, some examples include additional reporting and the growth in
purchases of protective equipment and supplies.
2. Supported the Treasury Division as they worked on a new Community Facilities
District(CFD), which should be completed in Spring 2023. This will most likely be
the first successful CFD for the County of Hawai`i.
Budget
1. A balanced budget of$785,944,069 was approved for FY 2022-23 in June 2022.
2. The Budget Office continued to provide guidance and assistance on budget/fmance
issues and items requiring legislative action. In FY 2021-22 the Office prepared 125
resolutions, 89 bills, and 197 transmittal letters on behalf of departments/agencies for
County Council action.
3. The Budget Office processed 209 nonprofit grant applications for FY 2022-23. 133
grants were awarded by the County Council totaling $3,440,000.
59
FINANCE
ADMINISTRATION/BUDGET
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Nonprofit Grant Agreements Processed 133 175 150
Request for Council Action Forms Processed 182 160 170
Training Sessions Held for County Fiscal Personnel 25 10 15
Surprise Cash Counts Conducted 0 n/a* n/a*
Division/Agency Policy&Procedure Reviews 0 n/a* n/a*
*TAT implemented as of January 1,2022. Program Measures for Internal Control&TAT Division moved
to new Division section.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 9 8 8
Salaries and Wages 664,345.03 653,276 704,713
Operations 13,271.88 13,870 13,870
Equipment 3,396.24 500 500
Program Total 681,013.15 667,646 719,083
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
e
Position Title Authorized Authorized Request
Director of Finance 1 1 1
Deputy Director of Finance 1 1 1
Budget Administrator 1 1 1
Budget Specialist 1 1 1
' Clerk III 1 1 1
Human Resources Specialist II 1 1 1
Human Resources Technician I 1 1 1
Internal Control Manager 1 - -
Private Secretary 1 1 1
Total 9 8 8
60 •
FINANCE
ACCOUNTS
Program Description
The Accounts Division maintains general accounting and fixed asset depreciation records
of the County;provides useful, accurate and timely financial reports to the public and
agencies; prepares payrolls and pension rolls;pays all obligations of the County; supports
the Pension Board.
Program Objectives
1. Close FY 2022-23 books and issue final June 30 Budget Status Report by October 15,
2023, and determine the General Fund's fund balance by September 30, 2023.
2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the
Government Finance Officers Association(GFOA)for the County's June 30, 2023
Annual Comprehensive Financial Report.
3. Close the books and have the monthly budget status reports available in FRESH
within ten working days after the end of the month or close of the previous month,
whichever is later, except for June, July,August, September, and October.
4. Support the FRESH (Financial and Resource Enterprise Software for Hawaii County)
system accounts payable, general ledger and payroll modules. This includes
maintaining and keeping abreast of changes to the current modules that Accounts is
responsible for, as well as,helping users and providing training when necessary.
5. Ensure that all claim payments made are proper and legal by pre-auditing 100% of
payment requests for accuracy and propriety, returning items that are not accurate or
proper to departments for correction.
6. Provide certificate of the availability of funds on County contracts within three
working days of the contract's submission to Accounts Division.
7. Pay vendors promptly by issuing all warrants for claims within seven working days of
the receipt of the invoice by Accounts Division.
8. Ensure that all employees receive the correct amount of pay and related benefits by
pre-auditing 100% of payroll claims for accuracy and compliance with legal and
contractual requirements and filing all required payroll tax forms and returns on time.
61
FINANCE
_..ACCOUNTS
_ -_.-_�.__aM
Program Highlights
1. The County received a Certificate of Achievement for Excellence in Financial
Reporting from the Government Finance Officers Association for its June 30, 2020
Annual Comprehensive Financial Report.
2. The Accounts Division staff was actively involved in the continued support of our
financial software, FRESH.
3. The Accounts Division staff continues to be an ongoing resource to all County
departments for financial related matters.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Claims Checks&Electronic Funds Transfers Issued 34,950 40,000 38,000
Payroll Checks Issued 3,307 4,500 3,400
Direct Deposit Stubs Issued 60,026 63,000 61,500
Funds Maintained 44 44 44
Contracts,Amendments&Change Orders Certified 862 1,000 950
Pensioners 15 18 15
Regular&Part-Time Employees 2,613 2,700 2,650
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 12 13 13
Salaries and Wages 711,251.69 828,552 890,106
Operations 157,240.83 954,195 3,140,195
Equipment 482.66 100 100
Program Total 868,975.18 1,782,847 4,030,401
62
FINANCE
_. _ _ �,� _ ACCOUNTS ....�
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant II 1 2 2
Accountant V 1 1 1
Accounts Payable Supervisor 1 1 1
Controller 1 1 1
Financial Systems Analyst 1 1 1
Payroll Specialist II 1 1 1
Pre-Audit Clerk I 3 3 3
Program Manager 1 1 1
Senior Account Clerk 1 1 1
Total 12 13 13
63
FINANCE
INTERNAL CONTROL & TAT
Program Description
The Internal Control&TAT Division conducts periodic compliance checks related cash
handling procedures, inventory control policies, fraud detection, and other related
financial security protocols. This division also established a transient accommodations
tax collection and compliance section to receive, process, and reconcile Hawai`i County
Transient Accommodation Tax(HCTAT)payments as well as initiate collection actions
when required.
Program Objectives
Internal Control
1. Review departmental policies and procedures related to financial controls and asset
protection.
2. Identify potential control weaknesses and develop enhanced security procedures to
reduce opportunities for fraud, create additional accountability, and build greater
public trust.
Transient Accommodations Tax
1. Develop office procedures for reconciling payments and contacting and collecting on
delinquent taxpayers with the establishment of the Sturgis Payment Portal Backoffice
features.
2. Draft proposed Director of Finance rules.
Program Highlights
• Established the Hawai`i County Transient Accommodations Tax office in the Internal
Control and Transient Accommodation Tax Division.
• Began collecting payments for the Hawai`i County portion of the Transient
Accommodations Tax offering online,mail in, and bulk payment options.
64
FINANCE
INTERNAL CONTROL & TAT
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
IC-Surprise Cash Counts Conducted n/a* 6 6
IC-Division/Agency Policy&Procedure Reviews n/a* 4 4
TAT-Payments Received/Processed n/a* 33,000 33,000
TAT-Delinquency Notices Issued n/a* 1,500 1,500
TAT-Formal Collection Actions Initiated n/a* 10 10
TAT-Appeals Filed n/a* 30 30
*TAT implemented as of January 1,2022. IC actuals included in Administration/Budget section.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions - 4 4
Salaries and Wages - 262,952 273,822
Operations - 7,250 6,250 _
Equipment - 200 1,200
Program Total - 270,402 281,272
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Accountant I - 1 1
Internal Control Manager - 1 1
Senior Account Clerk - 2 2
Total - 4 4
65
FINANCE
PROPERTY MANAGEMENT
Program Description
The Property Management Division is responsible for the acquisition and disposal of the
County's real property including land,remnants, easements, sale of abandoned roads,
buildings, other miscellaneous real property assets, equipment, and vehicles. This
includes the acquisition of Right-of-Ways, Governor's Executive Orders for State owned
lands, easements,right-of-entries, and other types of real estate interests in connection
with the Department of Public Works, Department of Environmental Management,
Department of Parks and Recreation and other general County purposes.
The Property Management Division is responsible for being the office of record for the
maintenance of records related to the County's acquisition and disposal of real and
personal property assets.
The division manages, administers, and maintains the fiscal responsibility for leasing of
private lands for County use in addition to leasing County land and buildings to private
users.
The division is responsible for the negotiation and acquisition of easements or land
authorized by the County Council utilizing the Public Access, Open Space and Natural
Resources Preservation Fund(FUND). Once land or easement is acquired with the
FUND,the division is responsible to review, evaluate,recommend, and contract grant
funding for the maintenance,management, and stewardship of these acquisitions to
eligible stewardship grant applicants. This grant funding comes from the Preservation
Maintenance Fund(MNT FUND). The financial public posting of both funds is the
responsibility of the Property Management Division.
The division supports the Public Access, Open Space and Natural Resources Preservation
Commission(PONC) and transmits annual recommendations to the Mayor. In addition,
PONC reviews and forwards recommendations to the Department of Finance on MNT
FUND applicants.
Program Objectives
1. Provide support for PONC in meeting its requirement of submitting its annual list of
prioritized properties to the Mayor by December 31, 2023.
2. Provide support and maintain public posting of meetings, forms, information,
financial reports, etc. on the county website for public documents.
66
FINANCE
PROPERTY MANAGEMENT
Program Objectives (continued)
3. 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.
4. Provide support for PONC as they review, evaluate, and make recommendations to
the Director of Finance regarding applications for stewardship grants from the MNT
Fund.
5. Provide support for grant awardees in the maintenance, stewardship, and management
of properties acquired by the fund.
6. Provide support for the land management and right-of way acquisition needs for all
County departments.
7. Provide administrative and fiscal management of County leased properties and ensure
leases are paid on time.
8. Dispose of surplus real property as requested by departments and authorized by the
Director of Finance.
9. Dispose of used equipment or vehicles as requested by departments and authorized by
the Director of Finance.
10. Maintain the Personal Use of vehicles as requested by departments and authorized by
the Director of Finance.
11. Maintain the fixed assets of vehicles quarterly status reporting as requested by Risk
Management and County Corporation Counsel.
12. Maintain the fixed assets record system of County property and submit the annual
fixed asset report to the County Council.
13. Hold at least one public auction for the disposal of useable surplus County owned
personal property.
14. Maintain all public posting on public website or legal advertising relating to PONC
and other Property Management events.
Program Highlights
The County acquired the fee simple property known as Kapanai`a,North Kohala. The
property consists of 93.1 acres in North Kohala preserving a heiau, the Bay, and
numerous cultural significant sites, with the fund and a$1.45 million land grant.
Presently,the division is working with the Ala Kahakai National Historical Trail in
connecting the coastal historical trail.
The County acquired the fee simple property known as Kapalama,North Kohala. The
property consists of 18.9 acres in North Kohala preserving a heiau and numerous cultural
significant sites. Presently,the division is working with the Ala Kahakai National
Historical Trail in connecting the coastal historical trail.
67
FINANCE
PROPERTY MANAGEMENT
Program Highlights (continued)
The County acquired a Conservation Easement with Ala Kahakai Trails Association for
Kaunamano in Ka`u. The property consists of five parcels consisting of 1,363.893 acres
dedicated to the preservation of the Ka`u lands,history, and culture, especially the Ala
Kahakai National Historical Trail.
The County is anticipating to co-hold a Conservation Easement with the Department of
Forestry and Wildlife (DOFAW). The property consists of 2,780 acres in Kealakekua
dedicated to the preservation of native dryland forests and will provide water shed
protection.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Surplus personal property auctions 1 1 1
Surplus real property sales 1 1 1
Real property transactions 20 20 20
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 4 4 6
Salaries and Wages 271,196.78 294,444 321,389
Operations 1,689,743.70 2,131,585 2,792,435
Equipment 3,819.89 100 100
PONC—Open Space Commission 2,745.76 4,945 5,140
Program Total 1,967,506.13 2,431,074 3,119,064
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Property Management Specialist 1 1 1
Property Manager 1 1 1
Property Management Technician 1 1 1
Senior Account Clerk 1 1 3
Total 4 4 6
68
FINANCE
PURCHASING
Program Description
The Purchasing Division assists all County agencies and programs in the purchasing of
required goods and services in accordance with Hawai`i Revised Statute 103D, Finance
q
Director Rules and Hawaii County Purchasing Procedures. It is the mission of the
Purchasing Division to procure quality goods and services that meet the user's needs, at a
reasonable cost, in a fair and impartial manner, and with the maximum feasible amount of
competition. Construction projects are procured through the Public Works Department.
•
Program Objectives
1. Use technology effectively by processing 95% of all IFBs, RFPs and RFQs using
Public Purchase,the division's chosen e-procurement system.
2. Conduct a minimum of three vendor outreach opportunities annually to promote
"doing business with the County" and to encourage competition for future
opportunities.
3. Provide outstanding customer service to departments and agencies for purchases less
than the formal bidding limits,by completing the request for quotation process 95%
of the time within ten working days of receipt.
4. Provide outstanding customer service by processing 95% of routine documents
(invoice payment approvals, contracts, change orders and supplemental agreements)
within two working days of receipt, including electronic approvals.
5. Conduct a minimum of three internal procurement trainings annually with County
agencies to yield more effective procurement results.
Program Highlights
1. The Purchasing Division prioritized training departments by conducting more than 25
training opportunities in the past year. Procurement training included an overview of
all types of procurement methods,processes, and procedures for submitting requests
and required documentation.
2. The COVID-19 pandemic significantly shifted the priorities of the Purchasing
Division. There is a strong desire to work collaboratively with other counties in the
State to leverage better buying power(larger volume can equal lower costs) and for
efficiencies in processing requirements from County departments. This proactive
approach allows the team the ability to dedicate time and effort to the education of
local and small businesses on how to do business with government.
69
FINANCE
PURCHASING
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Purchase Orders Issued 2,108 2,000 2,000
Invoice Payment Approvals 9,603 9,500 9,500
Requisitions Received 2,265 2,000 2,000
Contracts Completed 194 150 150
Advertised Formal Bids and Requests for Proposals 115 125 125
Informal Written Requests for Quotations 642 700 700
Contract,Change Order&Supplemental Agreement 418 375 375
Review for Compliance
Sole Source Approvals(Exceeding$25,000) 29 10 10
Professional Services exceeding$5,000 41 30 30
*Note:Criteria and tracking for Contract,Change Order&Supplemental Agreement Review for Compliance updated in FY 2019-20.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 6 6 6
Salaries and Wages 336,100.07 302,876 392,396
Operations 78,171.58 85,200 166,200
Equipment - 250 250
Program Total 414,271.65 388,326 558,846
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Buyer I 1 1 1
Buyer III 1 1 1
Contracts Clerk 1 1 1
Procurement&Specifications Specialist 1 1 1
Purchasing Agent 1 1 1 •
Student Helper I 1 1 1
Total 6 6 6
70
FINANCE
REAL PROPERTY TAX
Program Description
The role of the Real Property Tax Division is to assess all real property in a uniform and
equitable basis for purposes of real property taxation. All real property is assessed based
on fair market value as of January 1. The division is also responsible for collecting all
taxes,processing exemptions,programs, dedications and coordinating the appeals as
imposed by Chapter 19, Hawai`i County Code, as amended.
Program Objectives
1. Attain sales assessment mean ratio+1- 10%from the 100% assessment and attain a
co-efficient of dispersion at+1- 15% of the mean ratio.
2. Maintain an active educational and informational program on real property taxation:
a. Create two informational videos utilizing powtoons or similar
b. Implement new owner notification mailing
3. 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.
4. Mail 1,000 preliminary tax sale letters.
5. Close 1,000 delinquent accounts.
6. Attain processing of documents within four weeks of receipt from State of Hawai`i,
Bureau of Conveyances.
Program Highlights
1. The number of appeals increased this past year. The past three years appeal counts
were 750 in FY 202Q-21, 345 in FY 2021-22 and 835 in FY 2022-23. Given the
current economic outlook and real estate trends indicating a decrease by years end,
the Division is anticipating a decrease in the number of appeals filed during FY 2023-
24. There was one vacancy on the Board of Review during the FY 2022-23 appeal
season and there will be an additional vacancy which needs to be filled prior to the
next appeals season(FY 2023-24).
2. The Division continues to work on the compliance review process for the
homeowner's program. In the past three years,the compliance analyst has recaptured
over three million dollars. This process is expected to continue and recapture
additional revenue.
3. In 2022, County Council approved an update to the Kuleana program and increases in
the homeowner exemptions that go into effect in 2023. Real Property Tax staff have
updated the internal process and modifications needed for both changes.
71
FINANCE
REAL PROPERTY TAX
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Parcel Count(taxable) 140,693 140,700 141,000
Parcel Count(non-taxable) 6,236 6,300 6,300
Number of Tax Bills(1st and 2nd half) 227,506 230,000 230,000
Number of Agency Records(1st and 2nd half) 63,715 63,000 64,000
Assessment Appeals 345 1,000 600
Number of Condominium Units 13,113 12,200 13,200
Current Year Balance at 6/30(millions) 16.1 10.0 15.0
Prior Year Balance at 6/30(millions) 8.1 12.5 10.0
Delinquent Taxes at 6/30(millions) 24.2 36.0 25.0
Sales Assessment Median Ratio 98% 97% 90%
Coefficient of Dispersion 11% 10% 11%
Appraisal Section
Agricultural and Land Inspections 3,677 1,500 3,700
Building Inspections 7,620 10,000 2,000
Appeal Inspections 345 1,000 600
Clerical Section
Exemptions Processed 4,887 4,500 5,000
Telephone Inquiries** 17,220 15,000 -
Over-the-Counter Inquiries** 11,020 8,000 -
Address Changes** 6,528 7,000 -
Amended Assessment Notices Prepared 716 3,500 800
Half Year Exemptions Processed* - - 1,200
Collections Section
Current Year Collection(Targeted Revenue) 367,629,757 361,500,000 430,000,000
Prior Year Collection(Targeted Revenue) 28,415,979 6,000,000 15,000,000
Delinquent Accounts Closed 1,585 400 1,000
Foreclosure Action: 1 2 2
Properties Sold 66 400 225
RPT Revenues Collected(not including surplus) 336,024 800,000 800,000
Mapping Section
Total Documents Processed 16,864 17,000 14,000
Ownership Changes 16,342 16,300 13,400
Revised Parcels 522 700 600
*New Measure implemented as of FY 2023-24.
**Measure not tracked as of FY 2022-23.
72
FINANCE
REAL PROPERTY TAX
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 48 47 51
Salaries and Wages 2,380,005.87 2,563,676 2,959,361
Operations 83 8,992.57 1,791,160 1,847,135
Equipment 1,029.91 72,170 164,170
Program Total 3,220,028.35 4,427,006 4,970,666
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Abstractor I 5 4 4
Abstractor II 1 1 1
Accountant II 1 1 1
Assistant County RP Tax Administrator 1 1 1
Cashier II 2 2 2
County Real Property Tax Administrator 1 1 1
Geographic Information System Analyst II 1 1 1
Real Property Appeals Board Clerk 1 1 1
Real Property Appraiser IV 12 12 12
Real Property Appraiser V 2 2 2
Real Property Appraiser VI 1 1 1
Real Property Tax Appraisal Assistant I - - 1
Real Property Tax Clerk 12 12 12
Real Property Technical Officer - - 1
Real Property Valuation Analyst III 3 3 3
Senior Account Clerk 1 1 1
Supervising Real Property Tax Clerk II 1 1 1
Tax Collection Assistant 3 3 4
Valuation Analyst Assistant Clerk - - 1
Total 48 47 51
73
FINANCE
RISK MANAGEMENT
Program Description
The Risk Management Division is responsible for developing and implementing a
program to manage risk in order to protect County assets,minimize the interruption of
vital services, provide a safe environment for the public and County employees, and
reduce the cost of accidents and other financial losses.
Program Objectives
1. Continue to develop the Risk Management Division and respond to inquiries, requests
for assistance and consult.
2. Annually meet/communicate and collaborate with departments to discuss current risk
issues, assess the policies and procedures in place and make necessary modifications
to reduce risk and improve regulation compliance.
3. Annually review the County's self-insurance program and research insurance industry
products to determine the most advantageous program to reduce potential financial loss
and provide adequate protection.
4. Meet annually/semi-annually with Risk Management Committee to discuss activity
and current risk issues.
5. Meet monthly with Safety Division Administrator to discuss areas of safety concern
and schedule safety and training programs to minimize the impact of such concerns.
Program Highlights
• Insurance procurements for FY 2021-22 included restoring property insurance
coverage limits back to $25MM in lieu of$10MM facilitated by budget planning.
• Continued enhancement of statement of values/locations for property insurance. Both
for record purposes and to proactively address heightened scrutiny by insurance
underwriters.
• Maintain database for liability losses enhanced with litigated cases by Corporation
Counsel. Utilized database for incidents/accidents to identify and target areas for
potential accident investigation and hazard correction.
• Reviewed and submitted claims as needed including property damages for potential
recovery on bridges which sustained hurricane related damages. i.e. Pahe`ehe`e
Stream Bridge, `Ope`a Stream Bridge, Ka`ula Gulch Bridge. Also reviewed for
potential claims coverage was the Kolekole Stream Bridge.
• Contractual review of insurance requirements heightened with increased number of
contracts afforded.
74
FINANCE
RISK MANAGEMENT
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Department consultations held re risk factors 20 20 20
New risk management initiatives carried out 6 6 6
Risk Management Committee meetings 1 1 1
Insurance evaluation and procurement 17 17 17
Safety Division meetings re:training 12 12 12
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 1 1 1
Salaries and Wages 107,856.00 107,956 115,888
Operations 315.00 925 925
Equipment - 100 100
Program Total 108,171.00 108,981 116,913
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Risk Management Officer 1 1 1
Total 1 1 1
75
FINANCE
TREASURY
Program Description
The Treasury Division collects, manages, and invests the County's cash. Treasury
arranges financing (municipal bonds) for capital improvement projects and improvement
districts. This office assists in the improvement district(ID) and Community Facilities
District(CFD)formation process and administers the ID/CFD after the loan/bonds are
issued. Major accounting functions performed include the receipting of all revenues,
reconciliation of bank accounts, and accounting of tax-exempt capital improvement
expenditures.
Program Objectives
1. Invest 99 percent of all funds in interest-bearing accounts or certificates.
2. Maintain sufficient liquidity to meet cash requirements.
3. Maximize interest income by attaining budgeted projection while ensuring the safety
of County funds.
4. Reconcile monthly statements within 30 days of receipt.
Program Highlights
We issued our sixth series of bond anticipation notes and continued working with five
institutional buyers in order to lessen our dependence on a single purchaser. Note
financing saves the county substantial interest costs in contrast to immediately issuing
long term bonds. It also increases our compliance with IRS regulations by ensuring we
meet the spenddown requirements for tax exempt monies.
Treasury is working with the Department of Water Supply on their proposed water
improvement district projects.
76
FINANCE
_ TREASURY
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Improvement District 3 3 3
General Obligation Bonds 17 17 18
Petty Cash Vouchers Paid 57 50 50
Treasury Receipts Handled 15,493 14,500 16,000
State Revolving Fund(SRF)Loans 9 9 10
Percent of Cash Invested 100.00% 99.99% 100.00%
Rate of Return on Amount Invested 0.17% 0.25% 0.75%
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 6 6 6
Salaries and Wages 347,013.89 347,612 371,060
Operations 15,030.20 37,003 44,778
Equipment 82,521.85 100 1,000
Program Total 444,565.94 384,715 416,838
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant I 1 1 1
Accountant III 1 1 1
Pre-Audit Clerk I 1 1 1
Senior Account Clerk 1 1 1
Treasurer 1 1 1
Total 6 6 6
77
FINANCE
VEHICLE REGISTRATION AND LICENSING
Program Description
The Vehicle Registration and Licensing Division administers the functions of driver
licensing, commercial driver licensing, motor vehicle registration,periodic motor vehicle
inspections, and issues bicycle, dog, and business licenses. The Driver's License Section
issues Driver's Licenses, Commercial Driver's Licenses and State Civil Identification.
The Motor Vehicle Registration Section issues vehicle,bicycle, select business
registrations and dog licenses. The Motor Vehicle Control Section authorizes and
monitors Vehicle Inspection providers.
Program Objectives
Vehicle Registration
1. Process mail within three business days from date received.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent" overall
efficiency rating in responding to customer concerns.
Licensing
1. Respond to inquiries and requests for renewals/duplicates by mail within four
business days from date received.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent"overall
efficiency rating in responding to customer concerns.
Periodic Motor Vehicle Inspection
1. Conduct at least 560 inspections of stations issuing safety checks.
78
FINANCE
VEHICLE REGISTRATION AND LICENSING
Program Highlights
• The total number of licensed drivers shows an increase of 850 licensed drivers
bringing the total licensed drivers at the end of 2021 to 137,414. Individuals holding
a motorcycle license increased by 135 licensed drivers bringing the total number of
motorcycle licenses to 9,890.
• We saw a decrease of 129 licensed commercial drivers,the total commercial driver
license at the end of 2021 was 2,699.
• The enforcement of REAL ID compliant driver's license and state identification
credentials marked with a white star within a gold circle is scheduled to take place on
May 7, 2025. Travelers may continue to use current credentials without the white star
within a gold circle until May 7, 2025.
• State identification issuance decreased by 92. Total State IDs issued at the end of
2021 was 21,083.
• 31,740 individuals utilized our vehicle registration online renewal application, a
decrease of 1,793 users.
• 53,361 individuals utilized our registration renewal kiosks located at various sites
around the island.
79
FINANCE
_ VEHICLE REGISTRATION AND LICENSING
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Vehicles(Registrations Processed) 211,202 205,853 207,912
MV Transfers 39,476 67,068 43,423
Duplicate Certificates 6,804 6,500 6,500
Non-Resident Permits 35 45 30
Business and Occupation Licenses 90 30 45
Bicycle Licenses 3,013 5,500 3,000
Dog Licenses 648 2,200 2,200
Subpoena Certificates 960 1,800 950
Written Driver's Tests 6,888 5,200 6,956
Driver Road Tests 6,762 4,930 6,500
Driver's License Issued 25,917 22,000 23,000
CDL Written Driver's Tests 1,282 995 1,100
State Identification Cards 4,834 3,100 3,500
Inspections of Safety Check Issuers 492 560 560
• Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 68 68 68
Salaries and Wages 2,594,829.75 3,419,034 3,786,192
Operations 890,966.48 1,197,976 1,616,537
Equipment 28,776.99 89,900 49,440 .
Program Total 3,514,573.22 4,706,910 5,452,169
80
FINANCE
VEHICLE REGISTRATION AND LICENSING
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Accountant I 1 1 1
Account Clerk 1 - -
Clerk III 4 4 4 ,
Driver License Examiner I 9 9 9
Driver License Examiner II 3 3 3
Motor Vehicle Control Inspector I 2 2 2
Motor Vehicle Control Inspector II 2 2 2
Motor Vehicle Registration Clerk I 2 2 1
MV Financial Responsibility Clerk I 2 2 2
Senior Account Clerk - 1 1
Student Helper I 1 1 1
Supervising Driver License Examiner 1 1 1
Supervising DL Financial Responsibility Clerk 1 1 1
Supervising Motor Vehicle Registration Clerk 1 1 1
Supervising Vehicle Registration&Licensing Clerk 2 2 2
Vehicle Registration&Licensing Administrator 1 1 1
Vehicle Registration&Licensing Clerk 35 35 36
Total 68 68 68
Cost for one of the Motor Vehicle Registration Clerk I, eight of the Vehicle Registration&Licensing
Clerk,two Driver License Clerk III,one MV Financial Responsibility Clerk,two Driver License Examiner
II and four Motor Vehicle Control Inspector(I&II)positions are reimbursed by the State Department of
Transportation.
81
This page intentionally left blank
FIRE
FIRE
DEPARTMENT SUMMARY
Mission Statement
First in fire protection and emergency services with trained professionals—dedicated to
serve with pride,honor, and compassion.
Department Goals
1. Provide a safe, efficient, and appropriate environment for members of the department
to work and excel in and provide our customers with the best possible service.
2. Ensure that the Hawai`i Fire Department Strategic Plan is relevant and being utilized
as a guiding document.
3. Develop a health and wellness program that considers the holistic wellbeing of the
department employees.
4. Codify fiscal requirements through a robust needs analysis and develop an itemized
budget to account for requirements; identify potential funding sources and cost
sharing opportunities.
5. Conduct a Community Risk Assessment to determine the stakeholders and County
Governments' expectations of the department.
6. Publish an updated and consolidated policy and procedures manual.
7. Update and establish as needed, all memorandum of understandings and
memorandum of agreements.
8. Develop a process to capture and justify future plans and expenditures in relation to
the Capital Improvement Plan,repairs, equipment replacement, etc.
9. Create a workforce focused on trends and statistical analysis of performance with the
goal of identifying inefficiencies and comparing budgetary expenditures with like
sized departments and jurisdictions.
10. Provide for the effective management of fire and emergency services, encompassing
all related activities to include fire prevention, special services, and ocean safety.
Funding Source and Position Count
General Fund $37,527,668 General Fund 415
EMS Contract Revenue $24,944,904 Grant Revenue/Other 137
Hapuna/Kua Bay
Lifeguard Contract $ 919,103 Split Funding: GF/Grant/Other 28
Grant Revenue $ 2,050,051
Other $ 162,000
Total Budget: $65,603,726 Total Number of Positions 580
82
FIRE
DEPARTMENT SUMMARY
Department Objectives
Goal 1: Ensure that the Hawai`i Fire Department is providing a safe, efficient, and
appropriate environment for the members of the department to work and excel in.
1. Identify areas of concern in relation to working conditions, establish an abatement
program and develop a priority list which resolves the concerns, within the 1st quarter
of FY 2023-24.
2. Have the plan staffed and updated as required by September 2023.
Goal 2: Ensure that the Hawai`i Fire Department Strategic Plan is relevant and being
utilized as a guiding document.
1. Publish the Strategic Plan, incorporating the lessons learned and positive points of the
most recent Strategic Plan,within the lst quarter of FY 2023-24.
2. Have the plan staffed and updated as required by September 2023.
3. Publish the updated Strategic Plan by the 2nd quarter of FY 2023-24.
Goal 3: Develop a health and wellness program that considers the holistic wellbeing of
the department employees.
1. Establish a committee to develop a needs analysis and policy on how the Wellness
Fitness Initiative (WFI)will be implemented by the department by July 2023.
2. Establish a base line cost for the WFI and immunization initiatives recommended by
the WFI Committee by August 2023.
3. Prepare purchases of required testing and physical fitness equipment by July 2023.
4. Implement the WFI program by July 2023.
Goal 4: Codify fiscal requirements through a robust needs analysis and develop an
itemized budget to account for requirements, identify potential funding sources and cost
sharing opportunities.
1. Have branches provide input for operational budgets within their area of
responsibility and submit updated numbers by the 1st quarter of FY 2023-24.
2. Develop shovel ready projects for exploiting funding opportunities by October 2023.
3. Identify funding streams from grants and outside sources, and have managers
appointed to track deadlines and program development by August 2023.
83
FIRE
DEPARTMENT SUMMARY
Department Objectives (continued)
Goal 5: Conduct a Community Risk Assessment to determine the stakeholders and
County Governments' expectations of the department.
1. Have an action team/committee to assist with Community Risk Assessment contract
in data collection and analysis.
2. Have a finalized report prepared to help initiate the development of the Standards of
Cover by the 2nd quarter of FY 2023-24.
Goal 6: Publish an updated and consolidated policy and procedures manual.
1. Have the first four chapters of the updated policy, which will replace the rules and
regulations manual, published by the 2nd quarter of FY 2023-24.
2. Develop a rules committee to update the operational and response related standard
operating procedures by July 2023.
3. Eliminate redundant, outdated, and non-applicable standards,memos, and guides
from the existing documents by July 2022.
Goal 7: Update and establish as needed, all lease agreements, memorandum of
understandings and memorandum of agreements.
1. Collect, identify, and validate the required memorandum of understandings and
memorandum of agreements for the administration and operational aspects of the
department by the 1st quarter of FY 2023-24.
2. Collect, identify, and validate the required lease agreements for the department by the
1st quarter of FY 2023-24.
3. Coordinate with external agencies to implement recommended changes and receive
legal review and approval for endorsement by the 1st quarter of FY 2023-24.
4. Schedule signing dates to put memorandum of understandings and memorandum of
agreements into effect by November 2023.
Goal 8: Develop a process to capture and justify future plans and expenditures in
relation to the Capital Improvement Plan, repairs, equipment replacement, etc.
1. Develop and prioritize a comprehensive list of current requirements, emerging needs
and future projects which would be part of the Capital Improvement Plan process by
the 1st quarter of FY 2023-24.
2. Develop and prioritize a comprehensive list of current requirements, emerging needs
and future projects which would be part of the apparatus and major equipment
replacement process by the 1St quarter of FY 2023-24.
84
FIRE
DEPARTMENT SUMMARY
Department Objectives (continued)
Goal 9: Create a workforce focused on trends and statistical analysis of performance
with the goal of identifying inefficiencies and comparing budgetary expenditures with
like sized departments and jurisdictions.
1. Develop reporting criteria that allows for the trends analysis of program management
and project deliverables in a timely manner to assist in program focus and direction
by the 1st quarter of FY 2023-24.
Goal 10: Provide for the effective management of fire and emergency services,
encompassing all related activities to include fire prevention, special services, and ocean
safety.
1. Ensure all sections, branches, and divisions are coordinating activities to meet the
administration's goals and reporting on routine program management, status of
efforts, and identifying any roadblocks or issues preventing successful completion of
objectives,monthly.
•
85
FIRE
EMERGENCY OPERATIONS DIVISION
(Division No Longer Exists with FY 2022-23 Reorganization)
Program Measures
FY 2021-22 FY 2022-23 ; FY 2023-24
Number of Responses: Actual Budget Estimate
Fire 1,065 **** ****
EMS/Rescue 21,007 **** ****
Hazardous Material Conditions 308 **** ****
Others/Needless/Special Service 6,478 **** ****
****FY 2022-23—Fire Department Reorganization
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 462 **** ****
Salaries and Wages 42,610,565.02 **** ****
Operations 4,349,390.89 **** ****
Operations-Federal/Private 43,767.53 **** ****
Equipment 592,918.97 **** ****
Equipment-Federal/Private - ****
LEPC 3,944.47 **** ****
Program Total 47,600,586.88 **** ****
****FY2022-23—Fire Department Reorganization
86
FIRE --
EMERGENCY
EMERGENCY OPERATIONS DIVISION
(Division No Longer Exists with FY 2022-23 Reorganization)
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request _
Fire Chief 1 **** ****
Deputy Fire Chief 1
Account Clerk 3 **** ****
Accountant I 3 **** ****
Accountant IV 1 **** ****
Aeromedical Helicopter Pilot 3
Assistant Fire Chief 2 **** ****
Battalion Chief 9 **** ****
Chief Aeromedical Helicopter Pilot 1 ****
Clerk III 1 **** ****
Fire Captain 52 **** ****
Fire Communications Supervisor 1 **** ****
Fire Equipment Operator 60
Fire Fighter 152 **** ****
Fire Fighter Recruit(Temp) 60 **** ****
Fire Radio Dispatcher II 12 ****
Fire Radio Dispatcher III 3 **** ****
Fire Rescue Specialist 18 **** **
Fire/EMS Specialist I 1 **** ****
Fire/EMS Specialist II 48 **** ****
Fire/EMS Specialist III 4 **** ****
Fire/Hazardous Materials Specialist 18 **** ****
Human Resources Assistant 1 ****
Human Resources Program Specialist 1 **** ****
Human Resources Technician I 1 **** ****
Private Secretary 1 ****
Senior Account Clerk 2 **** ****
Storekeeper 2 **** ****
Total 462 **** ****
****FY 2022-23—Fire Department Reorganization
87
FIRE
OCEAN SAFETY
(Division No Longer Exists with FY 2022-23 Reorganization)
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Beaches with WSO Staff/Patrolled 12 **** ****
Persons Served at Beaches 3,707,709 **** ****
Beach/Park Rule Violations 4,995 **** ****
Preventative Actions 571,848 **** ****
Minor First Aid 9,129 **** ****
Public Contacts 520,411 ****
Individuals Rescued at Beaches 317
Major First Aid Given at Beaches 200 **** ****
Resuscitations 2 **** ****
Drownings 4 **** ****
Surfing Accidents 33 **** ****
Scuba Accidents 0 **** ****
Jump Dive Accidents 2 **** ****
I.R.B.Assistance 12 **** ****
Ambulance Assistance 75 **** ****
Fire Assistance 20 **** ****
Helicopter Assistance 1 **** ****
Police Assistance 3 **** ****
Lost Child 2 **** ****
Shark Attack 0 **** ****
Jellyfish/Man o`War Sting 35 **** ****
****FY 2022-23—Fire Department Reorganization
88
FIRE
OCEAN SAFETY
(Division No Longer Exists with FY 2022-23 Reorganization)
Beach Attendance
Location Total Count Total Count Total Count
2019-20 2020-21 2021-22
Kahalu`u Beach Park 439,627 **** **** .
La'aloa Beach Park(Magic Sands) 294,707 **** ****
Kua Bay n/a **** ****
HapunaBeach State Park 898,528 **** ****
Spencer Beach Park** 80,959 **** ****
Honoli`i Beach Park 165,079 **** ****
Onekahakaha Beach Park** 147,321 **** ****
Carlsmith Beach Park** 106,408 **** ****
Leleiwi Beach Park** 39,067 **** ****
Richardson's Ocean Park 221,555 **** ****
Ahalanui Beach Park n/a **** ****
Isaac Hale Memorial Beach Park 332,623 **** ****
Punalu`u Blacksands Beach Park 299,612 **** ****
Total 3,025,522 **** ****
**Not guarded daily
****FY2022-23—Fire Department Reorganization
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 62 **** ****
Salaries and Wages 3,368,040.90 **** ****
Operations 34,757.51 **** ****
Equipment 59,884.57 **** ****
Program Total 3,462,682.98 **** ****
****FY 2022-23—Fire Department Reorganization
89
FIRE
OCEAN SAFETY
(Division No Longer Exists with FY 2022-23 Reorganization)
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
Water Safety Officer I Temp 5/12T 5 **** ****
Water Safety Officer II 38 **** ****
Water Safety Officer II 3/4T 3 **** ****
Water Safety Officer II 1/2T 12 **** ****
Water Safety Officer II 3/5T 1 **** ****
Water Safety Officer III 1 **** ****
Water Safety Officer IV 2 **** **** _
Total 62 **** ****
****FY 2022-23—Fire Department Reorganization
•
•
90
FIRE
FIRE PREVENTION BUREAU
(Division No Longer Exists with FY 2022-23 Reorganization)
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate*
Inspections—Occupancy 763 **** ****
-Fire Protection Equipment 196 **** ****
Building Plans 874 **** ****
Fire Safety and Extinguisher Training Classes 31 **** ****
Meetings,Training,and Conference(') 194 **** ****
Complaints Investigated 35 **** **
Arson K9 Team-Deployment 0 **** ****
*Note: These figures represent projections based on an average of previous years'statistics.
****FY2022-23—Fire Department Reorganization
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 8 **** ****
Salaries and Wages 754,937.39 **** ****
Operations 13,652.50 **** ****
Equipment - **** ****
Program Total 768,589.89 **** ****
****FY 2022-23—Fire Department Reorganization
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
Fire Captain 2 **** ****
Fire Prevention Inspector I 3 ****
Fire Prevention Inspector II 2 . **** ****
Battalion Chief 1 **** ****
Total 8 **** ****
****FY2022-23—Fire Department Reorganization
91
FIRE
AUXILIARY SERVICES BUREAU
(Division No Longer Exists with FY 2022-23 Reorganization)
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate*
Shop—Vehicle Repairs 864 **** ****
Contractual—Vehicle Repairs 108 **** ****
Annual PUC Safety Inspections 264 **** ****
*Note: These figures represent projections based on an average ofprevious years'statistics.
****FY2022-23—Fire Department Reorganization
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 7 **** ****
Salaries and Wages 400,571.02 **** ****
Operations 425,996.37 **** ****
Equipment - **** ****
Program Total 826,567.39 **** ****
****FY2022-23—Fire Department Reorganization
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
Chief Mechanic,HFD 1 **** _ ****
Fire Equipment Mechanic 5 _ **** ****
Helicopter Mechanic 1 **** _ ****
Total 7 **** ****
****FY2022-23—Fire Department Reorganization •
•
•
92
• FIRE
TRAINING BUREAU
(Division No Longer Exists with FY 2022-23 Reorganization)
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual* Budget Estimate**
Fire Training Bureau Program Delivery(Hours):
Fire Fighter Recruit Training 83,200 **** ****
Fire/Rescue Training(Operations) 19,700 **** ****
Public Education Training(Fire Extinguisher Tmg) 3,650
Hazardous Material Training 465 **** ****
Medical First Responder Training 360 ****
Incident Command/Officer Training 180
Driver Improvement Training 6,821
Wildland Training 220 **** ****
Administrative Duties*** 3,247 **** ****
*Note: It should be noted that the program delivery hours depicted represent instructor hours, and those same hours
reflect, on occasion, multiple instructors delivering the curriculum concurrently. For example,various modules for the
fire fighter recruit training curriculum require multiple instructors monitoring training program delivery.
**These figures represent projections based on an average of previous years'statistics.
***Administrative duties include hours aside from actual program curriculum delivery and includes documentation of
program mandates in compliance with HIOSH and other regulatory mandates.
****FY2022-23—Fire Department Reorganization
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 5 **** ****
Salaries and Wages 442,173.69 **** ****
Operations 133,771.71 **** ****
Equipment - **** ****
Program Total 575,945.40
(Vacation 11/2 to 12/21)
Note: Includes Training Bureau/Volunteer Fire Service
****FY 2022-23—Fire Department Reorganization
93
•
FIRE
TRAINING BUREAU
(Division No Longer Exists with FY 2022-23 Reorganization)
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
Fire Captain 3 **** ****
' Fire Equipment Operator 1 **** ****
Student Helper I 1
Total 5 **** ****
Note: Includes Training Bureau/Volunteer Fire Service
****FY 2022-23—Fire Department Reorganization
•
94
FIRE
VOLUNTEER TRAINING SECTION
(Division No Longer Exists with FY 2022-23 Reorganization)
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate**
Volunteer Training:
Admin.,Research,Prep.(Hrs.) 2,768 **** ****
Volunteer Company Training(Hrs.) 468
Volunteer Companies 18 **** ****
Volunteer Fire Fighters 150 **** ****
Note: These figures represent projections based on an average ofprevious years'statistics.
****FY 2022-23—Fire Department Reorganization
Program Expenditures
Refer to Training Bureau.
Personnel Position Summary
Refer to Training Bureau.
•
95
FIRE
MISCELLANEOUS
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Helicopter Services 1,302,136.95 **** ****
Basic EMT Training - **** ****
Fire Grants 461,069.78 **** ****
Fire Depts Private Contributions 7,049.37
Total 1,770,256.10 **** ****
****FY 2022-23—Fire Department Reorganization
96
FIRE
ORGANIZATIONAL CHART
Division Branch Section
Fiscal Branch
- Administrative Division —
Human Resources Branch
Fire Response Section
EmergencyOperations —
Branch
EMS Response Section
East Hawai'i OS Section
Emergency Operations Ocean Safety Operations—
Division Branch
West Hawai'i OS Section
Office of the Fire Chief — Volunteer Operations
-
Branch
Rescue Response Section
d ,
Special Operations
Branch
Hazmat Response
Section
EMS Services Branch Vehicle Maintenance
Section
-Auxiliary Services Branch Emergency
Communications Section
— Support Service Division Volunteer Services Logistics Section
Branch
Training Branch
- Fire Prevention Branch
97
FIRE
ADMINISTRATIVE DIVISION ���
Program Description
The Hawai`i Fire Department's Administrative Services Division is responsible for the
Fiscal and Human Resources Branches. This Division operates in support of the
department and the underlying mission of all-hazards response. The goal of the division
is to provide the administrative documentation and accountability for the effective
management of personnel, services, and equipment.
The Fiscal Branch is responsible for all aspects of the department's finances, including
billing, collection,procurement of goods and services, equipment and apparatuses,
accounts payable,payroll, management of grant and private funds, and recovery of
disaster relief funds. It provides short- and long-range financial planning and prepares
and manages the department's operating and capital program and budget; and provides
reports and information pertaining to the financial status of the various funds. The Fiscal
Branch provides fiscal and administrative support to 20 fire stations, a mechanic shop, a
warehouse, a communications center, volunteer stations, and the Ocean Safety Division.
The Human Resources Branch is responsible for the proper documentation and
preparation of personnel records/actions to include but not limited to the coordination of
employee's benefits such as health coverages, the Premium Conversion Plan as well as
Flexible Spending Plan, dependent care enrollment, Employees Retirement System
enrollment, beneficiary designations, Family Medical Leave Act(FMLA)requests,
workers' compensation, Total Administrative Services Corporation(TASC)benefits,
reallocations, preparation of various departmental reports for the Occupational Safety and
Health Administration(OSHA) and Federal Aviation Administration(FAA),promotions,
recruitment, and personnel files. Additionally,the branch is responsible for the
preparation and disposition of investigations, drug and alcohol testing, and disciplinary
actions as necessary.
Program Objectives
Fiscal Branch:
1. Process and pay invoices within 30 days of receipt at least 90% of the time.
2. Payout cash in lieu of vacation(CILV) within 90 days of termination at least 95% of
the time.
3. Update the records retention schedule by mid-year.
4. Move from paper records to electronic records in Laserfiche at least 25%per quarter.
5. Update and manage option years for contracts that may be expiring at least 45 days
prior to the expiration date.
98
FIRE
ADMINISTRATIVE DIVISION
Program Objectives (continued)
Human Resources Branch:
1. Process personnel actions within 15 working days of receipt.
2. Continue to process HR-related items in an efficient manner to meet scheduled
deadlines countywide and fulfill the needs of our depaitment. Successfully meet 95%
of processing deadlines.
3. Develop a department recruitment program and participate in 75% of job fairs and
recruiting meetings scheduled by the Directorate of Human Resources.
4. Manage the recruitment of new personnel and promotional actions at least 30 days
prior to the effective date in 90% of the actions.
5. Manage personnel actions of employees within 30 days of receipt and with less than a
10% error rate.
Program Highlights
• The Fiscal Branch was able to fill several positions which has enhanced the branch's
ability to process and complete fiscal documents in a timely manner.
• A reorganization of the department's budget has allowed for greater control and
accounting of funding allocation.
• Several of the staff have attended training and seminars which has contributed to a
more efficient process.
• The Human Resource Branch has had great success in providing the necessary
paperwork for numerous hiring actions and promotional opportunities in the past
year. This work has been accomplished on time.
• The Human Resources Branch has assisted in the development of over 16 new
positions.
• The Human Resources Branch has handled all COVID-19 mandates and testing
criteria for over 400 personnel.
99
FIRE
__,_
ADMINISTRATIVE DIVISION
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Fiscal Branch: Actual Budget Estimate
1.Invoice Settlement within 30-days,90% **** 90% 90%
2.Pay-out of CILV's within 90 days,90% **** . 95% 95%
3.Records Retention Schedule **** Mid-Year Mid-Year
4.Transition to Electronic Records 25%per Qtr. **** 25%per Qtr. , 25%per Qtr.
5.Option Years for Contracts 45-days **** 45-Days 45-Days
Human Resources Branch:
1.Process Actions within 15 working days **** 100% 100%
2.Process Deadlines **** 95% 95%
3.Recruitment Plan and Job Fair Participation **** 75% 75%
4.Recruitment and Promotion Actions>30 days **** 90% 90%
5.Personnel Actions within 30 days,<10%Error **** 10% 10%
****FY2022-23—Fire Department Reorganization
Program Expenditures
*See Fire Operations Branch
100
FIRE
ADMINISTRATIVE DIVISION
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget
Position Title � Request
County Funded(FIRE)27 positions
Fire Chief **** 1 1
Deputy Fire Chief **** 1 1
Account Clerk **** 2 2
Accountant I **** 1 1
Accountant III **** 1 1
Accountant IV **** 1 1
Assistant Fire Chief **** 2 2
Clerk III **** 2 1
Fire Captain **** 6 6
Fire Equipment Operator **** 6 6
Human Resources Assistant **** 1 1
Human Resources Program Specialist **** 1 1
Private Secretary **** 1 1
Safety Specialist II **** 1 1
Student Helper **** 1 1
State Funded(EMS) 4 positions
Accountant I **** 1 1
Clerk III **** 1 -
Human Resources Technician I **** 1 1
Senior Account Clerk **** 2 2
Split Funding 2 positions
Accountant I(.5Fire/.50S) **** 1 1
Account Clerk(.5Fire/.5EMS) **** 1 1
Total **** 35 33
****FY 2022-23—Fire Department Reorganization
101
FIRE
FIRE RESPONSE SECTION
Program Description
The Emergency Operations Division represents the service delivery of emergency response
and emergency mission performance components (all-hazards)of the Hawai`i Fire
Department. The Emergency Operations Division is dependent upon the support and
assistance of other divisions,branches, and sections of the organization, in the development
of the program budget.
The Emergency Operations Division is tasked with the delivery and performance of fire
and emergency response to natural and manmade incidents on the Island of Hawaii.
In addition to public sentiment or customer satisfaction and expectations,the various
programs are measured against recognized industry standards such as those established
by the National Fire Protection Association(NFPA). Such standards support a more
qualitative and quantitative assessment of program performance.
Program Objectives
1. Provide adequate manpower and equipment to respond to 90% of alarms within the
turnout and aggregate response times as adopted by the State of Hawaii and industry
standards if specific response criteria are not established.
2. Maintain minimum staffing in accordance with approved levels for 95%of the year.
3. Establish a required equipment list, life cycle replacement program, and maintenance
cycle criteria for emergency response and support functions by the end of the 2°d
quarter of FY 2023-24.
4. Develop, staff, and utilize a Promotion, Transfer, and Recruit standard operating
procedure by the 1St quarter of FY 2023-24 with a less than 10% annual error rate.
5. Establish a comprehensive annual budget to ensure that operational needs are
captured and programmed for resolution 30 days prior to the budget input deadlines.
Program Highlights
• The Response Division published the first minimum staffing criteria for emergency
response. This has established minimum service level objectives in accordance with
the industry standard.
• Secured numerous apparatuses to include a big dog tanker,brush truck and class A
pumper through donations.
• Establishment of mobile data terminals within all primary response apparatus.
102
FIRE
___ _ _ FIRE RESPONSE SECTION � �
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Statistical Relevant Data: Actual Budget Estimate
Fire Calls **** 1,200 1,400
EMS/Rescue Calls **** 22,000 22,500
Hazardous Conditions **** 350 400
Special Service **** 2,200 2,500
Good Intent **** 4,200 4,500
False **** 450 500
Other/Weather/Disasters **** 35 50
Total: **** 30,435 31,850
Objective Measures of Success:
1.Manpower/Equipment for 90%of ART **** 90% 90%
2.Maintain minimum staffmg levels **** 95% 95%
3.Equipment and Life Cycle Plan **** 2nd Qtr.FY23 2nd Qtr.FY23
4.Develop a Promotion,Transfer,&Recruit Plan **** <10%Error <10%Error
5.Annual Budget Submittals Deadlines **** >30 Days >30 Days
****FY2022-23—Fire Department Reorganization
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions **** 204 204
Salaries and Wages **** 30,518,892 31,990,729
Operations **** 3,754,167 3,630,313
Equipment **** 27,628 26,500
Program Total **** 34,300,687 35,647,542
****FY2022-23—Fire Department Reorganization
103
FIRE
FIRE RESPONSE SECTION
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
County Funded(FIRE) 180 positions
Battalion Chief **** 6 6
Fire Captain **** 36 36
Fire Equipment Operator **** 48 48
Fire Fighter **** 90 90
Federal Funded(SAFER Grant)9 positions
Fire Captain **** 6 6
Fire Fighter **** 3 3
Split Funding(FIRE 50%/EMS 50%) 15 positions
Fire Fighter **** 15 15
Total **** 204 204
****FY2022-23—Fire Department Reorganization
104
FIRE
EMS RESPONSE SECTION
Program Description
The Emergency Medical Service Response Section is a part of the Emergency Operations
Division. However, it is solely responsible and contracted by the State of Hawai`i to provide
Emergency Medical Service (EMS) ambulance service for the County of Hawai`i. Although
personnel in this section are trained in the disciplines of fire and other all hazards response,
their main focus is to provide Emergency Medical Service (EMS)response,treatment and
transport.
Program Objectives
1. Provide for the arrival of an advanced life support(ALS) company within an eight-
minute response time to 90% of incidents in urban settings and 15 minutes in rural
settings.
2. Meet return of spontaneous circulation(ROSC)rate for 10% of witnessed and
cardiopulmonary resuscitation(CPR) initiated cardiac events.
3. Provide for full time advanced life support(ALS) coverage on medic units for 90%
of calls.
4. Ensure body substance isolation is used on responses with a less than 5% exposure
or needle stick risk.
5. Provide response to the community with a less than 5% instance of complaints.
Program Highlights
• The Emergency Medical Services Branch has been a leader and participant in the
Fentanyl Awareness Education Initiative. This has included multiple community
educational presentations.
• The Emergency Medical Services Branch has assisted in the training of two recruit
classes for Emergency Medical Technicians and assisted the Kapi`olani Community
College Emergency Medical Technician Registration Process.
• The Emergency Medical Services Branch assisted with Fire/hazardous Materials
Specialist II (FMS II)vacancies island wide. Several initiatives have been developed
by the Emergency Medical Services Branch to alleviate staffing issues.
105
FIRE
EMS RESPONSE SECTION
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Number of Responses: Actual _ Budget Estimate
EMS/Rescue **** _ 22,000 22,500 _
Total **** 22,000 22,500
Objective Measures of Success:
1.Manpower/Equipment for 90%of ART **** 90% 90%
2.ROSC for 10%of Cardiac Events **** 10% 10%
3.ALS Coverage for 90% **** 90% 90%
4.Body Substance Isolation Issues for<5% **** <5% <5%
5.Complaints<5% **** <5% <5%
****FY2022-23—Fire Department Reorganization
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions **** 96 96
Salaries and Wages **** 12,944,645 14,799,686
Operations **** 2,368,548 2,608,282
Equipment **** 1,700,000 1,400,000
Program Total **** 17,013,193 18,807,968
****FY2022-23—Fire Department Reorganization
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
State Funded(EMS)96 positions
Aeromedical Helicopter Pilot **** - -
Chief Aeromedical Helicopter Pilot **** - -
Fire/EMS Specialist I **** 2 2
Fire/EMS Specialist II **** 48 48
Fire Fighter(EMT) **** 46 46
Total **** 96 96
****FY2022-23—Fire Department Reorganization
106
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Program Description
The Ocean Safety Branch is tasked with the development and delivery of ocean safety
operations and public safety education programs utilizing a team of highly skilled and
dedicated Water Safety Officers. It maintains safety services,promotes preventative actions,
and facilitates basic emergency life support functions. The Branch is the principal resource
and consultant on all matters relating to ocean safety on the Island of Hawai`i.
Program Objectives
1. Provide for the safety of the public through maintaining tower staffing 90% of the
time during normal park hours for all publicly guarded beaches.
2. Manage,prepare, and participate in the Big Island Junior Lifeguard program with the
Hawaiian Lifeguard Association(HLA) at four locations: Hilo,Punalu'u,N/S Kona,
and Hapuna and ensure that employee participation is available 95% of the time.
3. Identify,inspect and repair all equipment to maintain readiness for 95% of all
publicly guarded beaches.
4. Provide response to the community with a less than 5%instance of complaints.
5. Maintain electronic records on beach management and public contacts, which shall be
reported by the first week of the month with less than a 5% error rate.
Program Highlights
• The Ocean Safety Branch has been responsible for numerous life-saving activities.
The ability to be flexible in staffing has allowed lifeguard coverage for most of the
established requirements.
• Has entered consultation with the Collective Bargaining Unit to convert part time
positions into full time positions.
• Received and fielded two new rescue watercrafts (jet skis and trailers)to beaches on
the island.
107
FIRE
OCEAN SAFETY OPERATIONS BRANCH
II
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Current Goal
1. Tower Staffmg **** 90% 90%
2.Junior Life Guard Program Staffing **** 95% 95%
3.Equipment Maintenance Program Readiness **** 95% 95%
4. Complaints **** <5% <5%
5.Electronic Reports Error Rate **** <5% <5%
****FY 2022-23—Fire Department Reorganization
Program Metrics
Statistical Relevant Data: FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Beaches with WSO Staff/Patrolled **** 12 12
Persons Served at Beaches **** 4,000,000 4,000,000
Beach/Park Rule Violations **** 15,000 15,000
Preventative Actions **** 900,000 900,000
Minor First Aid **** 10,000 10,000
Public Contacts **** 700,000 700,000
Individuals Rescued at Beaches **** 550 550
Major First Aid Given at Beaches **** 300 300
Resuscitations **** 25 25
Drownings **** 10 10 1
Surfing Accidents **** 140 140
Scuba Accidents **** 5 5
Jump Dive Accidents **** 5 5
I.R.B.Assistance **** 5 5
Ambulance Assistance **** 150 150
Helicopter Assistance **** 10 10
Police Assistance **** 10 10
Lost Child **** 3 3
Shark Attack **** 2 2
Jellyfish/Man oWar Sting **** 10 10
****FY2022-23—Fire Department Reorganization
108
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Beach Attendance
Location FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Kahalu`u Beach Park **** 350,000 350,000
La'aloa Beach Park(Magic Sands) **** 350,000 350,000
KuaBay **** 500,000 500,000
Hapuna Beach State Park **** 1,000,000 1,000,000
Spencer Beach Park* **** 80,000 80,000
Honoli`i Beach Park **** 220,000 220,000
Onekahakaha Beach Park* **** 110,000 110,000
Carlsmith Beach Park* **** 110,000 110,000
Leleiwi Beach Park* **** 50,000 50,000
Richardson's Ocean Park **** 250,000 250,000
• Isaac Hale Memorial Beach Park **** 250,000 250,000
Punalu`u Blacksands Beach Park **** 350,000 350,000
Total **** 3,620,000 3,620,000
*Not guarded daily, numbers reflect tracking during staffed days.
****FY2022-23—Fire Department Reorganization
Program Expenditures
• FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
•
Number of Positions **** 62 62
Salaries and Wages **** 4,210,350 4,231,449
Operations **** 222,427 248,597
Equipment **** 19,954 19,954
Program Total **** 4,452,731 4,500,000
****FY2022-23—Fire Department Reorganization
109
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
County Funded(O/S)49 positions
Water Safety Officer I Temp 5/12T **** 5 5
Water Safety Officer II **** 37 37
Water Safety Officer II 1/2T **** 5 5
Water Safety Officer IV **** 2 2
State Funded(O/S) 13 positions
Water Safety Officer II **** 12 12
Water Safety Officer III **** 1 1
Total **** 62 62
****FY 2022-23—Fire Department Reorganization
110
FIRE
VOLUNTEER OPERATIONS BRANCH
Program Description
The Volunteer Operations Branch responds to all hazard incidents in combination with
the Fire Operations Branch to extinguish fires,protect life,property, and the
environment.
Program Objectives
1. Have at least 75% attendance at all scheduled training and special meetings.
2. Have at least one unit respond within 15 minutes of the initial dispatch 80% of the
time.
3. Conduct monthly equipment checks and maintain equipment in an operational status
for 90% of the time.
4. Have six personnel respond within 14 minutes to 80% of calls in rural areas and four
personnel respond within 20 minutes (dependent on travel distance) in remote areas
90% of the time.
5. Volunteer stations shall identify and develop pre-fire plans for target hazards located
within their response districts and report quarterly on percentage of completion.
Program Highlights
• Has increased training and drill times within the past year to bring more firefighters
within the provisions of the positions they hold.
• Enacted the Driver Improvement Program and have had several drivers commence
with this process.
• Restructured the operating picture of the volunteer program and the rank structure.
111
FIRE
VOLUNTEER OPERATIONS BRANCH
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Statistical Relevant Data: Actual Budget Estimate
Responses by volunteer companies **** 265 265
Hours of work completed **** 5000 5000
Objective Measures of Success:
Training Attendance **** 75% 75%
Initial Response Within 15 Minutes **** 80% 80%
Monthly Equipment Checks **** 90% 90%
6 Personnel in 14-Min Rural and 4 Personnel within ****
20-Min Remote 80%/90% 80%/90%
Develop Target Hazards and Report Quarterly **** Quarterly Quarterly
****FY2022-23—Fire Department Reorganization
Program Expenditures
*See Volunteer Services Branch
Volunteer Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Goal
Volunteers(Not County Employee Positions)
Firefighter(Volunteer) **** 150 200
Total **** 150 200
****FY2022-23—Fire Department Reorganization
112
FIRE
SEARCH & RESCUE OPERATIONS SECTION
Program Description
The Search and Rescue Operations Section is part of the overall Emergency Operations
Division and shares duties and responsibilities in the Fire Response Section with Fire and
Emergency Medical Services response. They are also the primary section responsible for the
delivery of services in the disciplines of search and rescue,to include all aspects of land, air,
and sea. Specializing in technical rescue with low angle,high angle, swift water, and
trench/below grade and confined space rescue.
Program Objectives
1. Provide adequate manpower and equipment to respond to 90% of alarms within the
turnout and aggregate response times as adopted by the State of Hawai`i and industry
standards if specific response criteria are not established.
2. Identify and create a structured equipment replacement schedule on an electronic
platform to assure the timely replacement of apparatus and equipment to assure
continuity of services and minimize service disruptions due to equipment failure by
the 2nd quarter of FY 2023-24.
3. Meet service level objectives on 85% of search and rescue responses with adequate
personnel.
4. Develop funding requirements for the cyclic and refresher training for the search and
rescue program, and ensure required training is provided for at least of 90% of the
search and rescue personnel.
5. Maintain at least 85%of rescue personnel at required certification and qualification
levels.
Program Highlights
• Held Confined Space Rescue Training for all personnel.
• Have developed specifications for the purchase of a new rescue boat.
• Have conducted open water and land-based search and rescue training.
113
•
FIRE
SEARCH & RESCUE OPERATIONS SECTION
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Objective Measures of Success: Actual Budget Estimate
ART for Equipment and Personnel **** 90% 90%
Equipment Replacement Schedule **** 2nd Qtr.FY23 2nd Qtr.FY23
Service Level Objectives SAR **** 90% 90%
SAR Training Requirements **** 90% 90%
Rescue Personnel Certification **** 85% 85%
****FY2022-23—Fire Department Reorganization
Program Expenditures
*See Fire Operations Branch
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
County Funded(FIRE)30 positions
Fire Captain **** 6 6
Fire Equipment Operator **** 6 6
Fire Rescue Specialist **** 18 18
Total **** 30 30
****FY 2022-23—Fire Department Reorganization
114
FIRE
- � � HAZMAT OPERATIONS SECTION
Program Description
The Hazardous Materials (HazMat) Operations Section is part of the overall Emergency
Operations Division and shares duties and responsibilities in the Fire Response Section with
Fire and Emergency Medical Services response. They are also the primary section
responsible for the delivery of specialized services in the discipline of hazardous materials
response and mitigation.
Program Objectives
1. Provide the Battalion Chief with hazardous materials reports for all specialized
responses with detailed analysis of operations and tactical considerations within 30
days of the event for 90% of such calls.
2. Provide adequate manpower and equipment to respond to 90% of alarms within the
turnout and aggregate response times as adopted by the State of Hawai`i and industry
standards if specific response criteria are not established.
3. Establish an incident command system with a full staff on 90% of calls requiring
multiple companies or outside agencies.
4. Identify and create a structured equipment replacement schedule on an electronic
platform to ensure the timely replacement of apparatus and equipment to assure
continuity of services and minimize service disruptions due to equipment failure by
the 2nd quarter of FY 2023-24.
5. Maintain at least 85%of personnel at the Hazardous Technician level and perform
HazMat Technician training course to expand the availability of technician level
certified personnel in the department by end of the 3rd quarter of FY 2023-24.
Program Highlights
• Four personnel were able to attend Chemical Safety Days on Oahu and bring back
updated industry standard policies and procedures on response.
• Attended training on hydrogen fuel storage and principles of response at the Natural
Energy Laboratory of Hawai'i Authority (NELHA) and Blue Planet Research.
• Developed a needs analysis for emerging threats and modernized equipment
requirements.
•
115
FIRE •
HAZMAT OPERATIONS SECTION
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Number of Responses: Actual Actual Estimate
Hazardous Material Conditions **** 350 358
Others/Needless/Special Service **** 40 42
Total: **** 390 400
Objective Measures of Success:
Detailed Analysis within 30-days **** 90% 90%
Adequate Staffmg and Equipment ART **** 90% 90%
ICS Establishment for Complex Calls **** 90% 90%
Equipment Replacement Program **** 2ND Qtr.FY23 2ND Qtr.FY23
HazMat Training **** 85% 85%
****FY2022-23—Fire Department Reorganization
Program Expenditures
*See Fire Operations Branch
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
County Funded(FIRE)30 positions
Fire Captain **** 6 6
Fire Equipment Operator **** 6 6
Fire/Hazardous Materials Specialist **** 18 18
Total **** 30 30
****FY2022-23—Fire Department Reorganization
116
FIRE
FIRE PREVENTION BRANCH
Program Description
The mission of Hawai`i Fire Department's Fire Prevention Branch is to save lives and
property by taking a proactive approach to prevent fires and emergencies from occurring.
We take pride in providing residents and businesses the education they need to protect
themselves. We accomplish this by enforcing building and life safety codes via
inspections, fire origin and cause investigations,plans review for new commercial
construction and existing building remodeling or renovations, and public education aimed
at the preservation of life and property.
Program Objectives
1. Approval or disapproval of construction plans within 14 days from when the plan(s)
was/were received by a Hawai`i Fire Department Plan Reviewer.
2. Conduct fire investigations with a 70%rate of incendiary, accidental, or natural
dispositions rather than"undetermined." Currently, "undetermined", as a cause,
accounts for 40-50% of fires post investigation.
3. Expand on public education by the introduction, implementation, and maintenance of
new or existing social media and radio programs to promote life safety topics,with
the goal of increasing public contact by 15% and reporting stats every month.
4. Adopt updates to the National Fire Protection Association 1,with Hawai`i County
Code Amendments within the two-year time limit and report on the progress monthly.
5. Increase Code Enforcement Inspections by 10% over the previous year.
Program Highlights
• Has reestablished the Fire Investigation Section which has been responsible for
numerous investigations and fire cause determinations.
• Has reduced overall turnaround time on plans reviews and construction approvals.
• Has increased total number of inspections and recommended corrective actions.
117
FIRE
j
FIRE PREVENTION BRANCH
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Plans Review Within 14 days **** 90% 90%
Origin and Cause Determined **** 70% 70%
Public Education and Contact Increase **** 15% 15%
Code Amendments Adoption Monthly Report **** 90% 90%
Code Enforcement Inspections Increase **** 10% 10%
****FY 2022-23—Fire Department Reorganization
Program Metrics
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Inspections—Occupancy **** 800 800
Public Education-(Social Media&in-person) **** 15 15
Building Plans **** 1,250 1,250
Fire Investigations **** 50 50
Permits(Ag,Tent,Tank) **** 400 400
Complaints Investigated **** 50 50
***FY 2022-23—Fire Department Reorganization
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions **** 8 9
Salaries and Wages **** 923,585 994,023
Operations **** 23,516 24,016
Equipment ****
Program Total **** 947,101 1,018,039
****FY2022-23—Fire Department Reorganization
•
118
FIRE
FIRE PREVENTION BRANCH
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
County Funded(FIRE)9 positions
Battalion Chief **** 1 1
Clerk III **** - 1
Fire Captain **** 2 2
Fire Prevention Inspector I **** 3 3
Fire Prevention Inspector II **** 2 2
Total **** 8 9
****FY 2022-23—Fire Department Reorganization
119
FIRE
TRAINING SERVICES BRANCH WW �
Program Description
The Training Services Branch is responsible for the overall training of the Hawai`i Fire
Department personnel. We provide the foundation from which the department
establishes its standards of operation and conduct. The primary function of the Training
Bureau is to support the continued training and evaluation of all personnel to ensure the
highest level of competency and proficiency to our community.
The primary focus of the Training Services Branch is fire suppression operations. Our
secondary focus is the identification, adoption, delivery, and maintenance of specialty
training including but not limited to: HazMat, rescue, and ocean safety. Our goals are to
provide exceptional public service, promote career development, optimize operational
effectiveness, and to provide a safe working environment in compliance with all
standards associated with our profession.
Program Objectives
1. Fire Instructor I and II Training
• Certify Hawai`i Fire Department personnel in accordance with National Fire
Protection Association 1041, "Standard for Fire Service Instructor Professional
Qualifications."
• Develop the capacity to deliver the Fire Instructor I certification to all company
officers and cadre members. Program managers of existing programs must be
trained and certified to the level of Fire Instructor II.
• Provide a total of 7,200 hours of training to certify a minimum of 40 personnel to
Fire Instructor I and II.
• Secure funding for Vector Evaluations+software to provide point of contact data
entry and performance analysis for all 595 employees. This software application
will quantify training program impacts on operational effectiveness as key
performance indicators.
2. Company Level Training
• Develop and implement back to basics, captain-led training supported by cadres.
• Provide supervisory personnel with resources such as online courses, video
demonstrations, and reference materials.
• Provide monthly four-hour firefighting drills,targeting 16,320 documented
training hours to each fire company per month.
•• Document skills performance and drills on Target Solutions.
120
FIRE
TRAINING SERVICES BRANCH
Program Objectives (continued)
•
3. Engine Company Operations
• Provide three days of training for 40 fire suppression personnel in the"Nozzle
Forward"methodology to introduce a system of size up,hose deployment, water
application, and hose advancement techniques:
• Assign UL Firefighter Safety Research Institute modules on Target Solutions.
• Provide engine company evolutions to companies aligned with National Fire
Protection Association 1410.
• Research and develop live fire instruction,training, and evolutions with site visits
to other fire departments and training centers locally and nationally.
4. Truck Company Operations
• Provide cadre-led training with an initial focus on rescue of trapped occupants on
the topics of conventional and through the lock forcible entry, ladders, and vent-
enter-isolate-search(VEIS).
• Secure funding for commercially built conventional forcible entry props, and
material to build through the lock and vent-enter-isolate-search props.
• Deliver eight hours of on-duty training, in station to all fire companies with a
target of 9,768 total documented training hours.
5. Blue Card Command
• Provide training and certification aligned with best practices for common, local,
everyday strategic and tactical emergency operations conducted on National
Incident Management System (NIMS) Type 4 & Type 5 events.
• Build capacity to instruct 60 supervisory personnel per year and a computer
simulation lab Command Training Center. Certify ten in-house Blue Card
Command instructors to deliver 7,200 hours of annual training.
• Produce Incident Commanders that make better decisions to potentially eliminate
lethal and/or costly mistakes that cause injury, death, and unnecessary fire.losses
in the local response area. Provide Incident Command training opportunities to
supervisory and temporary assignment personnel. Provide company officers with
the education and ability to effectively command and mitigate incidents, and
provide Battalion Chiefs' with the ability to command and,mitigate complex,high
risk incidents.
121
FIRE
TRAINING SERVICES BRANCH
Program Objectives (continued)_
6. Special Operations
p p
• Coordinate with Assistant Fire Chief 1, Rescue, and HazMat coordinators on
needed trainings,to include Confined Space Rescue, Dive Rescue International,
Trench Rescue, California Mountain Company(CMC)Rope Rescue Technician,
and Swift Water Rescue.
Program Highlights
g
• Has graduated the 50th recruit class,which hadall attendees receive their Pro-Board
Certifications.
• Developed and are conducting bi-monthly Mobile Intensive Care Technician(MICT)
prep classes which has had great participation.
• Has fostered a partnership with Pohakuloa Training Area for Class A fire burn
simulations, roof venting props, firefighter confidence scenarios as well as wildland
firefighting principles.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Target Estimated
Statistical Relevant Data: Hours Hours Hours
Fire Fighter Recruit Training **** 41,600 41,600
Fire/Rescue Training(Operations) **** 19,700 149,912
Public Education Training(Provided by TB and **** 4,000 10,000
Ops)
Hazardous Material Training(FRO/TECH Refr.) **** 2,842 2,842
Objective Measures of Success:
1.Instructor I&ll for 7200hrs **** 40 personnel 40 personnel
2. 12 monthly 4-hr training sessions per company **** 16,320 hours 16,320 hours
3.Nozzle Forward 3-Day Training **** 40 Personnel 40 Personnel
4. 8-hours of Truck Operations all companies **** 9,768 hours 9,768 hours
5.Certify 10 Blue Card Command instructors **** 7,200 hours 7,200 hours
6. Coordinate Specialty Training **** Pt Qtr.FY23 1St Qtr.FY23
****FY2022-23—Fire Department Reorganization
•
122
FIRE
TRAINING SERVICES BRANCH
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions **** 68 68
Salaries and Wages **** 379,674 408,172
Operations **** 58,571 60,584
Equipment **** - 100
Program Total **** 438,245 468,856
****FY 2022-23—Fire Department Reorganization
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
County Funded(FIRE)4 positions
Battalion Chief **** 1 1
Clerk III **** 1 1
Fire Captain **** 1 1
Fire Equipment Operator **** 1 1
Temp positions, Unfunded(funding source from vacant positions FIRE) 64 positions
Fire Fighter Recruit(Temp) **** 60 60
Fire Training Specialist **** 4 4
Total **** 68 68
****FY2022-23—Fire Department Reorganization
•
123
FIRE
EMS SERVICES BRANCH
Program Description
The Emergency Medical Services (EMS)Branch is directly aligned with the Emergency
Operations Division and provides program support and coordination. The Emergency Medical
Services Branch participates in the development of recommendations relating to program
budgets, equipment acquisition,policy and procedure establishment and acts as the
department's liaison with the many health care agencies of our community. Another essential
function of the Emergency Medical Services Branch is coordination of Emergency Medical
Technician(EMT) and Mobile Intensive Care Technician(MICT or Paramedic)training. As
the department's liaison, the Emergency Medical Services Branch assists our community
health organizations in the prevention,treatment, and recovery from community health
hazards.
Program Objectives
1. Maintain a minimum of 75% staffing levels of Mobile Intensive Care Technicians.
2. Conduct at least one Paramedic Class a year with an 80%passing goal of candidates.
3. Maintain an operational frontline fleet of 16 ambulances with a minimum reserve
fleet of 75%.
4. Review and provide feedback for 100% of pediatric critical calls, mass casualty
incidents, and traumatic injuries involving a significant mechanism of injury.
5. Increase the operational budget from the State of Hawai`i by 10%for the fleet
replacement program,preventative maintenance program, contract increases, and
other operational increases.
Program Highlights
• Was able to secure additional funding from the State of Hawai`i to purchase six new
ambulances to replace outdated and non-operational units.
• Successfully managed the Emergency Medical Services (EMS) Week in which this
year's theme was "Rising to the Challenge". This was especially appropriate due to
the previous two years of COVID-19 response.
• Updated all laptops with patient reporting documentation. This initiative was in
conjunction with the State Department of Health.
124
FIRE
EMS SERVICES BRANCH
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Statistical Relevant Data: Actual Budget Estimate _
Cardiac Events with ROSC **** 10% 11%
Objective Measures of Success:
Maintain Paramedic Staffing **** 75% 75%
Paramedic Class with Passing Scores **** 80% 80%
Operational Fleet with Reserves **** 75% 75%
Review of stated responses **** 100% 100%
Secure of an additional 10%of funding **** 10% 10%
****FY2022-23—Fire Department Reorganization
Program Expenditures
*See EMS Response Branch
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
State Funded(EMS) 10 positions
Aeromedical Helicopter Pilot(Unfunded) **** 3 3
Battalion Chief **** 1 1
Chief Aeromedical Helicopter Pilot(Unfunded) **** 1 1
Clerk III **** - 1
Fire/EMS Specialist III **** 3 3
Fire/EMS Specialist III(Unfunded) **** 1 1
Total **** 9 10
****FY 2022-23—Fire Department Reorganization
125
FIRE
VOLUNTEER SERVICES BRANCH
Program Description
The Volunteer Training Section provides direction, coordination, support, and oversight
of the Volunteer Firefighting training program.
The Hawai`i Fire Department is the only fire department in the State of Hawai`i that is
considered to be a combination fire department whereby the emergency response
workforce is comprised of both paid career and volunteer responders. The primary
function of the Volunteer Training Section is to train all volunteers to the highest level,
promoting safety and adherence to the core values of the Hawai`i Fire Department.
Program Objectives
1. Have 100% of volunteer personnel attend their annual physical assessment.
2. Have 65% of the volunteers trained and certified in first aid and cardiopulmonary
resuscitation(CPR).
3. Have 85% of Volunteer Captain's obtain Incident Command System 100 and 200
training.
4. Develop an apparatus requirement status list and maintain at least 75%response
capability.
5. Identify volunteer station requirements through a needs analysis and submit
corrective actions by the end of the 2nd quarter of FY 2023-24.
Program
• The commander position was redefined and given more authority in making
decisions for the Volunteer Section. This included a new philosophy on how the
Volunteer Section was split into three areas. These include Response, Supportand
Specialty Functions.
• The training cycles and base course requirements were evaluated, and a new one-
year training cycle was developed. This has standardized the training schedule for
all Volunteer Companies.
• An updated standard operating procedure for the Volunteer Core has been developed
and is being reviewed for required edits. This new document shall be the governing
document for the Volunteer Section.
126
FIRE
_ ,..,.. � VOLUNTEER SERVICES BRANCH
Program Measures •
FY 2021-22 FY 2022-23 FY 2023-24
Statistical Relevant Data: Actual Budget Estimate
Newly recruited personnel this fiscal year **** 20 20
Retention percentage of volunteers **** 75% 75%
Total number of volunteer fire personnel **** 150 150
Fire Engines **** 90% 90%
Brush Trucks **** 90% 90%
Water Tankers **** 90% 90%
Total Volunteers **** 150 200
Objective Measures of Success:
Annual Medical Assessment **** 100% 100%
First Aid/CPR **** 65% 65%
ICS 100/200 for Captains **** 85% 85%
Develop Apparatus List and Maintain 75% **** 75% 75%
Identify Station Deficiencies **** 2nd Qtr.FY 23 2nd Qtr.FY 23
****FY 2022-23—Fire Department Reorganization
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions _ **** 2 2
Salaries and Wages **** 237,549 235,545
Operations **** 134,956 158,598
Equipment **** - -
Program Total **** 372,505 394,143
****FY2022-23—Fire Department Reorganization
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request _
County Funded(FIRE)2 positions
Fire Captain **** 2 2 _
Total **** 2 2
****FY2022-23—Fire Department Reorganization
127
FIRE
VEHICLE MAINTENANCE SECTION
Program Description
The Vehicle Maintenance Section provides the repair and support services for all
department vehicles, apparatus, and portable equipment. Personnel also participate in the
design and specification of new equipment and apparatus to be acquired. This support
section is an essential component in the maintenance of emergency services and mission
readiness of Hawai`i Fire Department and is critical to the success of the department in
meeting its goals and objectives. As Hawai`i Fire Department's mission and service
delivery demands continue to increase,the maintenance and repair of the department's
vehicle and apparatus fleet continue to grow at exponential rates. As our fleet of vehicles
continues to age, with limited funding for replacements,the sustainability of emergency
operations is dependent upon the service and maintenance of our apparatus and
equipment.
Program Objectives
1. Routine preventive maintenance for apparatus will be conducted within ten business
days 75% of the time.
2. Average out of service time shall be reduced by 5%.
3. Frontline primary response apparatus will be maintained in a state of readiness for
90% of the time.
4. Emergency work shall be initiated the same day of the issue for 80% of the time.
5. Monthly reports will be submitted on time and with an error rate of less than 5%.
Program Highlights
• The Maintenance Section has been able to dispose of outdated and uneconomically
repairable apparatus from behind Station 2. This resulted in a much safer work
environment and has eliminated an unsightly component.
• The out of service average for the past year has decreased, despite several large-scale
repair challenges.
• The final designs for a renovation have been approved. Additionally, a site for a
future maintenance facility has been identified and negotiations for the land continue.
128
FIRE
_..
VEHICLE MAINTENANCE SECTION
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Statistical Relevant Data: Actual Budget - Estimate
Shop—Vehicle Repairs **** 1,100 1,100
Contractual—Vehicle Repairs **** 120 120
Calls for Service—Trouble Calls **** 300 300
Objective Measures of Success:
1.Routine Maintenance in 10 business days **** 75% 75%
2.Out of Service Time reduced by 5% **** 5% 5%
3.Primary Response Apparatus Readiness **** 90% 90%
4.Emergency Work on the same day **** 80% 80%
5. Submittal of Monthly Reports with errors **** <5% <5%
****FY 2022-23—Fire Department Reorganization
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Number of Positions **** 7 7
Salaries and Wages **** 286,357 309,634
Operations **** 331,752 383,752
Equipment **** - -
Program Total **** 618,109 693,386
****FY 2022-23—Fire Department Reorganization
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Estimate
County Funded(FIRE)5 positions
Chief Mechanic,HFD **** 1 1
Fire Equipment Mechanic **** 3 3
Helicopter Mechanic(Unfunded,contracted) **** 1 1
State Funded(EMS)2 positions
Fire Equipment Mechanic **** 2 2
Total **** 7 7
****FY2022-23—Fire Department Reorganization
129
FIRE
EMERGENCY COMMUNICATION SECTION
Program Description
The Fire Communications Control Center is the focal point through which all emergency
service requests are made via the telephone as well as via the radio communications
system. In addition, all Fire Department operational activities and communications are
coordinated through the Fire Communication Control Center to include flight following for
our two helicopters. Fire Radio Dispatchers also provide online pre arrival medical
instruction or emergency medical dispatching services to persons placing 911 calls and are
able to instruct members of the public in basic lifesaving maneuvers and techniques. It
cannot be stressed enough that the roles and responsibilities of the Fire Radio Dispatchers
and the department's emergency communication section extends far beyond that of a
simple call taking and routing center. Fire Radio Dispatchers facilitate a critical
communications network and system that provides essential lifesaving instructions and
directions to persons in crisis as well as serving as a conduit for all operational
communication needs.
Program Objectives
1. Emergency Medical System alarm to dispatch in accordance with response criteria for
90% of calls.
2. Fire suppression alarm to dispatch in accordance with response criteria for 90%of
calls.
3. Average process time in accordance with response criteria for 90% of calls.
4. Provide service to the community with a less than 5%instance of complaints.
Program Highlights
• Implemented an air tracking module that allows the real time tracking of aerial assets
from a central location. This allows for better dependability of monitoring aviation
operations during emergencies.
• Restructured the command-and-control positions of the FCCC to have a better
distribution of responsibilities and span of control.
• Have established a uniformed Captain Position within the dispatch to assist with the
management of the section.
130
FIRE
EMERGENCY COMMUNICATION SECTION
Program Measures 1
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
911 Calls for service **** 30,000 _ 31,000
Objective Measures of Success:
1.EMS Alarm to Dispatch IAW criteria **** 90% 90%
2.Fire Suppression Alarm to Dispatch IAW criteria **** 90% 90%
3.Average Process Time IAW criteria **** 90% 90%
4. Complaints **** <5% <5%
* Data is in Fractals
****FY 2022-23—Fire Department Reorganization
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual _ Budget Request
Number of Positions • **** 21 23
Salaries and Wages **** 862,698 853,031
Operations **** - -
.
Equipment **** - -
Program Total **** 862,698 853,031
****FY 2022-23—Fire Department Reorganization
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
County Funded(FIRE) 11 positions
Fire Captain **** 1 1
Supervising Fire Communications Officer **** 4 4
Fire Communications Officer III(Temp)* **** - 3
Fire Radio Dispatcher III **** 1 1
Fire Communications Officer II(1/2T) **** 2 2
Clerk III **** 1 -
State Funded(EMS)2 positions
Fire Communications Officer II* **** 2 2
Fire Radio Dispatcher II **** - -
Split Funded(FIRE 30%/EMS 70%) 10 positions
Fire Communications Officer II* **** 10 10
Fire Radio Dispatcher II **** - -
Total **** 21 23
****FY2022-23—Fire Department Reorganization
131
•
FIRE
LOGISTICS SECTION
Program Description
The Logistics Section provides a lifeline of support to all divisions,branches, and
sections of the Hawai`i Fire Department. This includes the procurement,receipt,
inventory, and distribution of all emergency operations and ancillary supplies and
equipment.
Program Objectives
1. Reported service and work orders are processed and submitted within five business
days 90% of the time.
2. Requests for supplies on hand shall be distributed within five business days 90% of
the time.
3. Purchase requests for supplies or services will be initiated within five days of
identification of need for 75% of the time.
4. Life Cycle Replacement purchasing shall be accomplished within the 1St quarter of
FY 2023-24.
5. 100% annual inventory with a variance rate of less than 5%.
Program Highlights
• We were able to fill the Fire Auxiliary Services Officer position which had been
vacated. This resulted in having a single point ordering specialist to handle the
department's needs.
• The Logistics Section transitioned from Tradegecko to Quicken E-Commerce. This
allows for better tracking of stock inventory and materials ordering.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Objective Measures of Success: Actual Budget Estimate
1. Service&Work order processing **** 90% 90%
2.On-hand supply requests in 5 business days **** 90% 90%
3.Purchase Requests initiated in 5-days **** 75% 75%
4.Life-Cycle replacement purchasing **** Pt Qtr.FY23 1St Qtr.FY23
5.Annual Inventory with<5%variance **** <5% <5%
****FY2022-23—Fire Department Reorganization
132
FIRE
LOGISTICS SECTION
•
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions **** 5 6
Salaries and Wages **** 325,404 364,346
Operations **** 870,407 991,563
Equipment **** 227,628 244,801
Total **** 1,423,439 1,600,710
****FY 2022-23—Fire Department Reorganization
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
County Funded(FIRE)5 positions
Battalion Chief **** 1 1
Clerk III **** - 1
Fire Maintenance Worker **** 1 1
Information Systems Analyst IV **** 1 1
Storekeeper **** 1 1
State Funded(EMS) 1 position
Storekeeper **** 1 1 _
Total **** 5 6
****FY2022-23—Fire Department Reorganization
•
•
133
FIRE
GRANT REVENUES
1. Local Emergency Planning Commission- Tier II reporting fees to support the
Local Emergency Planning Commission, $45,000. Hazard Evaluation and
Emergency Response (HEER) Office at the State of Hawai`i Department of Health.
Funding is managed by the Local Emergency Planning Commission.
2. Fire Dept Private Contributions—Private contributions from non-governmental
sources for Fire Department use, $25,000.
3. Rescue Equipment—Private—Private contributions from non-governmental
sources for rescue equipment, $25,000.
4. Rural Fire Assistance- The Rural Fire Assistance (RFA)program funds are a grant
through the US Department of the Interior to enhance the fire protection capabilities
of rural and volunteer fire departments through training, equipment purchases, and
fire prevention work on a cost-shared basis, $50,000. The DOI assistance program
targets rural and volunteer fire departments that routinely help fight fire on or near
DOI lands.
5. Volunteer Fire Assistance—The Volunteer Fire Assistance (VFA)is a federal grant
program that provides funds for fire equipment,training, and initial fire department
organization to fire departments serving small communities under 10,000 in
population. The USDA Forest Service grants this money to needful volunteer fire
departments.
6. SAFER Grant-The Staffing for Adequate Fire and Emergency Response Grants
(SAFER)was created to provide funding directly to fire departments and volunteer
firefighter interest organizations to help them increase or maintain the number of
trained, "front line" firefighters available in their communities. Hawai`i County has
been awarded this Federal Emergency Management Agency (FEMA) funding to
provide salaries and wages for six Fire Captains, and three Fire Fighters.
134
FIRE
GRANT REVENUES
Grant Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Salaries and Wages **** 1,381,713 1,385,051
Operations **** 25,000 70,000
Equipment **** 165,000 120,000
LEPC **** 45,000 45,000
Program Total **** 1,616,713 1,620,051
****FY2022-23—Fire Department Reorganization
135
HUMAN RESOURCES
HUMAN RESOURCES
DEPARTMENT SUMMARY
Mission Statement
The Department of Human Resources provides support and guidance to assist departments
in achieving their missions. Through strategic partnerships,we build a culture of intention,
focused on innovation to attract, support, engage, and retain a competitive workforce. We
encourage a positive,inclusive,and rewarding work environment that values and advocates
for all.
Department Goals
1. To provide names of qualified individuals to hiring departments on a timely basis for
the filling of their civil service vacancies.
2. To provide a classification and pay system that ensures an equitable compensation system.
3. To provide timely advice and assistance to all County agencies consistent with
applicable laws affecting human resource management.
4. To identify County training needs and provide training and personnel development
programs that will enhance the skills of County employees,provide a safe working
environment, and, ensure compliance with applicable laws affecting human resource
management.
5. To recognize County employees for their accomplishments.
6. To support the Merit Appeals Board and the Salary Commission with their duties and
functions.
7. To develop, implement, and maintain appropriate policies,procedures, and reports
required by law or by operational needs.
8. To negotiate and provide adjustments in wages, hours, and terms and conditions of
employment for County employees.
9. To identify and pursue appropriate changes in law,rules, contracts,policies and
procedures affecting human resource management.
10. To identify and reduce/eliminate unsafe and hazardous working conditions and work
practices in an effort to reduce the number of work place injuries and illnesses.
11. To process workers' compensation claims in accordance with the law, demonstrating
respect, compassion, and fiscal responsibility,with the ultimate goal of returning the
employee to regular full employment as soon as it is deemed to be appropriate.
Funding Source and Position Count
General Fund $3,691,872 General Fund • 64
Grant Revenue - Grant Revenue/Other 1
Total Budget: $3,691,872 Total Number of Positions 65
136
HUMAN RESOURCES
HUMAN RESOURCES
Department Goals (continued)
12. To ensure departments and agencies are in compliance with applicable laws affecting
human resource management.
13. To assist, encourage, and insure, County compliance with laws,rules, and policies
relative to equal opportunity and employment.
Program Description
The Department of Human Resources is the central human resource agency for the
County of Hawai`i whose functions include administering the civil service laws as they
apply to the County. As the central human resource agency for the County,the
department has responsibility for strategic planning,workforce planning and
employment, equal opportunity,personnel development, compensation and benefits,
employee and labor relations, and occupational health and safety.
Program Objectives
Classification and Pay
1. Review and process position re-description reviews within five workdays of receipt.
2. Review and process reallocations for recruitment within ten workdays of receipt.
Labor Relations
1. Hear and respond to employer-level grievances within 60 days from receipt.
2. Answer all written departmental inquiries relating to the administration and
interpretation of all collective bargaining agreements and executive orders within 14
days from date of receipt if it does not require inter jurisdictional action, 30 days if it
does.
3. Provide background and other technical information required by the Corporation
Counsel's Office for the arbitration of grievances within 14 days from the date of
request.
Personnel and Organizational Development
1. Conduct the New Hire Orientation class once a month.
2. Provide at least 12 Supervisory Skills Training sessions annually.
3. Issue the Fall 2023 and Spring 2024 Training Catalogues.
4. By December 31, 2023, hold an annual employee awards program.
137
HUMAN RESOURCES
HUMAN RESOURCES
Program Objectives (continued)
Equal Opportunity
1. Respond to inquiries and complaints while providing a high level of customer service
to employees and the public within 14 days of knowledge or receipt unless extensive
research, investigation, or action by another department is warranted.
2. By June 30, 2023, deliver two supervisory and non-supervisory training classes
relating to Anti-discrimination and Harassment,ADA—Reasonable Accommodation
and other EO/ADA civil rights compliance classes, depending upon identified needs.
Administrative Services
1. Conduct two department/agency audits each quarter on personnel files,temporary
assignment records,postings, etc. to ensure compliance with personnel laws, rules,
policies and procedures, collective bargaining agreements and executive orders.
2. With the exception of mass pay adjustments transactions, audit and approve properly
completed and submitted payroll certification forms within five workdays of receipt.
Audit and approve mass pay adjustment payroll certification forms within two weeks
of the last form received.
3. Review and act upon properly completed and submitted Flexible Spending Plan
change in status forms within two workdays of receipt.
4. By December 31, 2023, hold the annual Pre-retirement Workshop.
Recruitment and Examination
1. Establish eligible lists to assist hiring departments fill their vacancies:
• Within two months for registration recruitments and small/medium size open-
competitive recruitments.
• Within three months for large size open-competitive recruitments.
• Within four months for the'Police Officer I recruitment requiring a written
examination and a performance test.
2. Establish internal recruitment lists to assist hiring departments fill their vacancies
within one month for internal recruitments within the department or internal
recruitments within the County.
3. Certify (refer)names from available eligible lists to hiring departments within four
workdays from receipt of the request for the list.
138
HUMAN RESOURCES
HUMAN RESOURCES
Program Objectives (continued)
Recruitment and Examination (continued)
4. Coordinate the placement of Hawai`i Community College Cooperative Vocational
Education(CVE) students within the County by October 31 of every year.
Health and Safety
1. Coordinate and/or conduct safety inspections of at least 16 County facilities.
2. Provide requested safety and equipment training within two months of original
request.
3. Provide ten HIOSH-required training programs per quarter.
4. Provide at least 12 Defensive Driver Courses (DDC)to County employees during the
fiscal year.
5. Coordinate the annual flu shot clinics for County employees in the districts of Hilo,
Waimea,Ka`u, and Kona.
Workers' Compensation
1. Conduct semi-annual workers' compensation claims reviews.
2. Provide WorkComp 101 and Return to Work Program training at least semi-annually.
Program Highlights
• Cabinet training was offered in a two-day event for Directors, Deputies, and Agency
Heads and which took an in-depth look at each of the human resources functional
areas in the County. A total of 22 participants attended the sessions.
• Conducted two major departmental audits to assist with identifying staffing needs,
workflow recommendations, and overall organizational restructuring.
• Provided ongoing technical guidance regarding classification issues to address
various concerns from the operating departments.
• Participated in negotiations and interest arbitrations for the eight bargaining units
representing County employees.
139
HUMAN RESOURCES
HUMAN RESOURCES
Program Highlights (continued)
• Performance Appraisal Review Training was mandated with the revised policy for
supervisors that are required to complete performance evaluations. A total of 25
sessions were conducted with 399 participants trained.
• The Summer/Fall 2021 Supervisory Training class was completed at the end of 2021
with nine participants completing the program. Two more Supervisory Training
classes started in 2022, and which are still in progress.
• Reasonable Suspicion Training was provided by Employee Assistance of the Pacific
for 97 managers and supervisors. Three four-hour sessions were conducted to train
managers and supervisors on the basics of reasonable suspicion assessment.
• A Violence in the Workplace Prevention Training was provided by Employee
Assistance of the Pacific for 37 participants. The training was provided to both
employees and supervisors to provide basic information on the prevention of violence
in the workplace.
• Provided technical assistance to County departments on issues related to civil rights
matters and the Americans with Disabilities Act(ADA).
• Delivered 32 trainings island wide to 411 County employees consisting of
supervisory and non-supervisory personnel, including Summer Fun employees.
Trainings included anti-discrimination and harassment, as well as ADA Title I
(including reasonable accommodations) and Title II.
• Coordinated County's Leave Sharing Program: Eight requests for shared leave hours
were approved; 80 employees donated 3,081 hours of vacation leave.
• Facilitated Flexible Spending Plan: As a cafeteria plan under section 125 of the
Internal Revenue Service Code,the County's Flexible Spending Plan allows
participants to pay for health insurance premiums and medical and dependent care
expenses with pretax dollars. As a result, participants realize both state and federal
income tax savings as well as FICA tax savings. In Plan Year 2021-22,the County
saved approximately $392,529 in FICA taxes. During this period, 1,850 employees
participated in the plan.
140
HUMAN RESOURCES
HUMAN RESOURCES
Program Highlights (continued)
• Worked with the Office of the County Auditor to conclude the follow-up audit of the
County's Hiring Practices. The Recruitment&Examination Division conferred with
Auditors,provided documentation of practices and procedures implemented as well
as test data to validate compliance with established rules,policy and procedures. The
Auditor's follow-up report found the County of Hawai`i's hiring practices to be non-
discriminatory in accordance with federal and state laws and the department was
found to be committed to the impartial selection of individuals for public services by
means of competitive tests which are fair, objective, and practical.
• Conducted 305 Open-competitive recruitments and 185 internal recruitments.
• 523 positions were filled.
• Certified 222 County employees in First Aid/CPR/AED.
• Along with KTA pharmacy, coordinated influenza vaccination clinics island wide for
251 employees.
• There were 206 new workers' compensation claims during FY 2021-22. During the
same period, we were able to close 215 claims. The total number of open workers'
compensation claims at the end of FY 2021-22 was 301.
• Workers' compensation training provided during the period included Work Comp
101 and the Return to Work Program. .
141
HUMAN RESOURCES
HUMAN RESOURCES
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
No.of Positions
Permanent Full-Time 3,004 2,969 3,014
Permanent Part-Time 206 207 206
Temporary Full-Time 288 285 288
Temporary Part-Time 12 12 12
Total No.of Positions 3,510 3,473 3,520
Applications Reviewed 7,425 8,000 8,000
Internal Recruitments Conducted 185 200 200
Open Competitive Recruitments Conducted 305 150 150
Examinations Administered 59 200 30
Certifications Completed 759 575 575
Personnel Transactions Processed 3,995 7,500 7,000
FSP Change Forms Reviewed/Processed 242 300 250
No.of POD*Training Programs Offered 5 5 5
No.of POD Training Sessions Conducted 85 40 50
No.of Employees Who Attended POD Training 1,045 . 500 500
CVE Students Placed 1 15 15
Initial Allocations 41 10 10
Reallocations** 460 300 400
New Classes 18 3 5
Position Redescription Reviews 348 300 350
Class Specification Amendments 25 30 20
Employer-Level Grievances Heard 29 10 10
Merit Appeals Board Meetings 13 8 12
Merit Appeals Board Hearings 5 4 4
Salary Commission Meetings 0 6 6
Tool Testing 2 2 2
Monthly Reports-Accidents 12 12 12
Safety Inspections 7 8 16
First Aid Classes—Trained Employees 222 150 150
Driver Training&Equipment(No.of Employees) 143 60 60
* Personnel and Organizational Development(POD)
** Includes 294 reallocations for recruitment purposes
• 142
HUMAN RESOURCES
_� .___.._ ___.._HUMAN RESOURCES����_ ��.��,.���_ _._ ...
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 51 54 65
Salaries and Wages 1,722,564.93 2,144,153 2,341,985
Operations _ 196,176.15 428,637 928,637
Equipment 19,548.77 8,990 5,250
. Skills Development Program - - 416,000
Program Total 1,938,289.85 2,581,780 3,691,872 I
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Director of Human Resources 1 1 1
Deputy Director of Human Resources 1 1 1
Account Clerk 2 2 2
Administrative Services Officer II 1 1 1
Administrative Services Program Specialist - - 1
Clerk III 1 1 1
Equal Opportunity Officer/ADA Coordinator 1 1 1
Equipment Operations Instructor(Temporary) 1 1 1
Human Resources Assistant 2 3 3
Human Resources Manager I 1 1 1
Human Resources Manager II 5 5 5
Human Resources Program Specialist 2 2 2
Human Resources Specialist I 4 5 5
Human Resources Technician I 1 1 1 _
Human Resources Technician II 3 3 3
Professional Intern(Temporary) - - 10
Safety Specialist 1 - -
Safety Specialist I - 1 1
Safety Specialist II - 1 1
Secretary-Reporter 1 1 1
Student Helper I 1 1 1
Workers' Compensation Claims Specialist II 1 - -
Workers' Compensation Claims Specialist III 1 2 2
P P
Workers' Compensation Position 20 20 20
Total 51 54 65
143
INFORMATION
TECHNOLOGY
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Mission Statement
To empower the County of Hawai`i with modern technologies that will enable County
employees to serve our citizens efficiently, effectively, and with aloha.
Department Goals
1. To manage, expand and enhance countywide computer networks to enable computer
system interconnectivity and information sharing among all departments and
agencies.
2. To keep critical information systems available(VoIP phones, e-mail, Emergency
Operations Centers,Video Conferencing and Network availability) during times of
disaster.
3. To coordinate and assist other County department and agency's efforts in
implementing computer systems and applications consistent with the County's overall
priorities and available resources.
4. To plan, coordinate, and assist with the development of a countywide Geographic
Information System.
5. To improve individual employee's capabilities and productivity through training.
6. To provide online opportunities for citizens to access County government records as
well as conduct business with the County.
7. To continue to develop and improve common Information Technology policies,
standards, and procedures to guide County departments and agencies.
Funding Source and Position Count
General Fund $9,306,656 General Fund 35
Grant Revenue - Grant Revenue
Total Budget: $9,306,656 Total Number of Positions 35
144
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Description
Information Technology (IT)provides the technical leadership in all aspects of computer
use for the County of Hawai`i. This includes financial and departmental applications,
hardware and software support,telecommunications and network functions and the
Geographic Information System(GIS).
Additionally, Information Technology also provides advice and support for computer
systems and applications utilized by various other County departments and agencies. IT
performs programming functions, conducts system analysis, maintains data security, and
conducts in-house computer training classes.
User Support Section
Help Desk:
Coordinates and supports the use and installation of desktop computers, laptops,mobile
devices,peripherals, and audio/visual equipment. Provides technical advice and resolves
problems for all users of the County of Hawai`i network and electronic resources.
Provides help desk services and assists with training County staff. Provides guidance and
assistance with common office functions such as printing, scanning, copying, word
processing, spreadsheets, e-mail, and multi-media presentations.
Applications:
Analyzes, designs, develops,tests, implements, and supports computer applications
running on the County network. Assists County departments with the evaluation,
selection, and implementation of applications and information systems. Provides
technical advice, custom reports, and resolves problems for designated computer
applications such as FRESH, Utility Billing, Laserfiche Document Management,
FireRMS and Building Permits. Provides systems analysis,programming support, and
coordinates all departmental use of the County of Hawai`i website and SharePoint
Intranet sites. Coordinates and provides software training for County staff.
Systems Support Section
Network:
Implements,monitors, and manages the County information systems and network.
Coordinates maintenance, provides support, and resolves problems with the system
servers. Oversees all network communications, Voice over Internet Protocol (VoIP)
systems, Firewalls, and related equipment that protect the County information systems.
Researches and implements new technologies for information systems.
145
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Description (continued)
Shared Services:
Evaluates, designs, selects, purchases, implements, and administers the County of
Hawai`i shared services. Oversees all network security, virus protection, email servers,
file storage and data backup. Analyzes, identifies, and conducts problem resolution for
systems. Researches and implements
all network, server, and workstation-based softwarep
Y
new technologies for information systems.
Geographical Information System (GIS) Support Section
Manages and monitors the County's GIS platform. Plans,researches, evaluates, and
implements cross-departmental GIS. Develops,troubleshoots, and deploys innovative
GIS software applications and workflows to extend and enhance the capabilities of GIS
software. Develops and manages short-term and long-range plans for County's GIS.
Manages, evaluates, and sets standards for hardware, software and integration of County
GIS and solutions. Manages integration of County GIS with third party solutions and
products utilized by departments and agencies countywide. Evaluates GIS program
performance and monitors contractual service. Manages, evaluates, and sets security
standards for County GIS services and infrastructure. Develops policies and procedures
for GIS. Coordinates the development and periodic evaluation of goals and objectives for
countywide GIS software and services. Provides training, expertise, and technical
support to other County departments and agencies in the development, design, and
implementation of GIS software.
Program Objectives
1. Provide a reliable and managed network for the County of Hawai`i. Implement
higher level protocols and improve the network to include faster,more reliable
network connectivity for County locations.
2. Expand and maintain the County of Hawai`i server and application support. Assist
County Departments with Application implementations and expand the use of cloud-
based technologies.
3. Maintain and enhance the reliability, cyber security, and redundancy of the County's
information technology infrastructures. Also, for all County agencies, consolidate
network security and monitor external threat management.
4. Review and improve Information Technology's customer support and services and
expand the use of automated features to facilitate user setups and maintain current
software on client workstations.
146
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Objectives (continued)
5. Manage and monitor a countywide Geographic Information System(GIS). Provide
training, expertise, and technical support to other County departments and agencies in
the development, design, and implementation of GIS software.
Program Highlights
Network& Security
• Completed primary upgrades to all network backbone segments from 1G to 10G.
This allows faster,more efficient network data traffic to flow between sites. The
Nokia Dense Wavelength Division Multiplexing (DWDM)improvements allows
increased speed and bandwidth and provides improved availability and data response
for County user's workflow.
• Added new network devices at multiple County facilities to replace aged equipment.
• Expanded the County network to Hanama Place to accommodate Liquor Control's
location move in West Hawai`i. The INET fiber was extended and Liquor Control
was brought online with full security and data services from the primary network. In
conjunction,network capabilities were extended to support staff of the Department of
Environmental Management as they moved into an adjacent office space.
• Conducted numerous security updates for cybersecurity and equipment to ensure
timely responses to new and emerging threats.
Customer Support& Services
• Microsoft Endpoint Configuration Manager(MECM) clients were installed on
County endpoint devices. IT ensured Microsoft Office Suite and Microsoft Operating
Systems were kept and updated on all user's devices. Windows 10, Office 2013,
Office 2016 and Office 2019 were regularly updated when security patches were
released by Microsoft. There is a great need to keep our software and network
patched with the latest protection.
• Installed VoIP 911 Gateway Routers to upgrade existing VoIP infrastructure. This
supports a majority of the County telephone solutions used at multiple facilities
throughout the island.
147
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Highlights (continued)
Applications, Customer&Departmental Support
• The Applications Branch provided support to the County of Hawai`i website's
Content Managers by assisting with content posts, sub site creations, and
maintenance. Support was provided in the form of database maintenance, report
writing, report production, software license management, software deployment, and
configuration.
• Support was provided for the following systems used by County of Hawai`i
departments:
o Electronic Permitting and Information Center(EPIC)—used to track and issue
permits and plans.
o Fairfax-replacement for the Core cashiering system.
o Eden—financial system used by all departments.
o FireRMS—record management system for tracking fire incidents.
• The Help Desk provided end-users with software deployment, configuration,
maintenance, guidance, and troubleshooting.
• The Help Desk provided maintenance to over 1,700 PCs and laptops as well as
installed and configured PC peripherals such as scanners and printers used by various
departments. The Help Desk performed physical layer troubleshooting and provided
solutions for end-user network connectivity across different locations.
•
Geographic Information Systems GIS
• Provided strategic scoping, logistical,technical, and quality assurance GIS support to
multiple County programs including Elections' ballot tracking,EnerGov's online
permitting, Mass Transit's General Transit Feed Specifications (GTFS), Planning's
Recovery teams, Research and Development's teams, Liquor's team, Planning
Department's Public Access, Riparian, and Shoreline GIS,DEM, Clerks Redistricting
public engagement mapping, Police's team, and the NASA DEVELOP disaster,
vulnerability, and risk project coordinated by the Mayor's Office and enacted through
the Planning Department.
• Worked with federal agencies and private contract partners to scope new data
acquisition, analysis, and modeling projects to implement Metadata standards, and to
ensure data Quality Control requirements are met on existing projects delivering new
GIS data, modeling, and analysis to the County under contract.
148
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
o ram Highlights (continued)
hts g g g ( )
• Provided immediate security response and completed Log4J threat mitigation and
remediation that included analyses and impact assessments of the Log4J exploit on
County GIS system infrastructure and recommendations for network enhancements to
harden the counties security profile against future threats of a similar nature.
• Initialized the IT system enhancement project to virtualize and migrate the existing IT
GIS infrastructure to newer hardware, software, and technology implementation
standards, increasing system performance, reliability and up-time, and reducing
system operational and maintenance costs.
• Provided front end GIS support,training, account management, and data accessibility
support to users of both internal and public facing County GIS software products.
149
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Computer Systems
Servers(Physical):Retired/New/Total 4/6/48 8/6/46 4/6/54
Servers(Virtual):Retired/New/Total 0/40/116 0/6/76 5/10/126
New network nodes added/Total nodes 5/101 _ 4/96 3/107
New/replacement PC's setup 150 250 600
Total workstations supported 1,650 1,500 1,850
GIS Licensed Users
Desktop Non-Maintenance 69 300 300
Device Software Non-Maintenance* - 200 -
Portal Named Users, 330 500 500
ArcGIS Online Named Users 173 500 500
GIS Enterprise Deployment
GIS Portal—CMS entryway 2 5 3
GIS Server—Map,Imagery,Notebook,Dev Roles. 9 11 11
GIS DataStore—Relational,Tile,SpatioTemporal Roles 5 5 6
GIS SQL Server 2 4 4
GIS File Storage 3 5 5
GIS Gateway 3 6 6
GIS Data Layers
Public Domain In-House GIS Server Services 39 75 75
Public Domain ArcGIS Online Services 50 150 150
In-House/County of Hawai`i File System and SQL Server Data 500 750 750
Layers estimated
Data Layers hosted through Pictometry Online estimated 20 20 20
Imagery/Percent of Island covered 100% 100% 100%
**Measure not tracked as of FY 2023-24.
150
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Measures (continued)
Other Work Statistics
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Primary Computer System Uptime During Normal Work Hours o 0 0
(247 days x 8.75 hrs.) 99/0 99/0 99/o
Face to Face IT Training Classes and Workshops Offered 2 75 20
Face to Face IT Training Classes Attendees 3 375 90
Virtual Training Classes and Workshops Offered 2,800 2,800 3,100
Virtual Training Classes and Workshops Attendees 0 250 300
Service Desk Calls 8,096 7,500 3,000
Average Service Desk Calls/Day 32.78 30 20 _
Average number of days a support call is Open .8.79 8 5 _
Voice Over IP
Numbers Supported 960 960 1,000
Call Manager Servers 3 3 3
Voicemail Servers 2 2 I 2
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Number of Positions 22 25 35
Salaries and Wages 1,266,356.31 1,612,812 2,391,434
Operations 1,686,767.80 2,786,820 2,654,031
Equipment 47,502.58 211,446 4,261,191
Program Total 3,000,626.69 4,611,078 9,306,656
151
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Authorized Request
Director of Information Technology 1 1 1
Geographic Information Systems Manager 1 1 1
Geographic Information Systems Analyst II - 2 2
Information Systems Analyst III 7 7 9
Information Systems Analyst IV 3 3 6
Information Systems Analyst V 6 6 7
Information Systems Program Manager 2 2 2
Information Systems Technician II - 1 2
Information Systems Technician II(Temporary) - - 3
IT Systems Manager 1 1 1
Private Secretary 1 1 1
Total 22 25 35
152
This page intentionally left blank
LIQUOR CONTROL
LIQUOR CONTROL
DEPARTMENT SUMMARY
Mission Statement
To promote the health, safety and welfare of the general public by regulating the
importation,manufacture, distribution, sale and service of alcoholic liquors in the County
of Hawai`i.
Department Goals
1. To govern operations of liquor licenses which promote reasonable practices in the
sale or service of liquors by Rules of the Liquor Commission and/or implementation
of programs which promote compliance to liquor laws.
2. To enforce the liquor laws of the United States, State of Hawai`i and County of
Hawai`i.
3. To grant,renew or deny liquor license applications and permits in accordance to law.
4. To provide efficient administrative services.
5. To educate licensees, staff, commission,board members and the public on liquor laws
and issues affecting their activities.
6. To conduct and/or support public and youth programs whether through education,
enforcement, or activities which promote compliance to liquor laws and responsible
drinking.
7. To help support businesses and industries involved in the sale of liquor,by
streamlining and updating current licensing and enforcement practices and
procedures.
8. To help alleviate financial burden on licensees during the COVID-19 pandemic by
temporarily modifying collection practices and other rules.
Funding Source and Position Count
General Fund - General Fund
Grant Revenue - Grant Revenue/Other
License Fees $2,327,123 License Fees 20
Total Budget $2,327,123 Total Number of Positions 20
153
LIQUOR CONTROL
LIQUOR CONTROL
Program Description
1. To grant,renew and refuse applications or liquor licenses for the manufacture,
importation and sale of liquor.
2. To amend or adopt rules having the force and effect of law in the county.
3. To enforce federal, state and county liquor laws by inspections of licensed premises
and investigations of complaints or violations for referral to the Liquor Control
Adjudication Board.
4. To provide services to and on behalf of the Liquor Commission and Liquor Control
Adjudication Board, including the review and amendment of procedures and duties.
5. To provide education to licensees, staff, Commission,Board and the public.
6. To review federal, state and county liquor laws for uniformity.
7. To conduct and/or support public and youth programs whether through education,
enforcement, or activities which promote compliance to liquor laws.
8. To help support businesses and industries involved in the sale of liquor,by
streamlining and updating current licensing and enforcement practices and
procedures.
9. To help licensees through the COVID-19 pandemic by temporarily modifying rules
and providing assistance with securing PPE and equipment(disinfectant foggers) as
well as modifying collections to help ease financial burdens.
Program Objectives
1. Licensing:
a. Conduct 75 interviews with new liquor license applicants.
b. Process 50 new license applications.
c. Conduct 50 site visits to applicant premises.
2. Operations:
a. Hold minimum of 12 liquor card classes in Hilo and 24 in Kona/Waimea for
approximately 1,500 manager examinations administered to employees of
licensed establishments. Classes and examinations to be offered to all licensees'
staff, including minor-aged employees.
b. Conduct minimum of 2,000 licensee checks per month to promote compliance to
liquor laws by liquor licensees.
c. Provide all staff, commissioners and board members education via county, state,
and nationally sponsored programs.
3. Public Programs:
a. Provide minimum of two youth, public, and enforcement programs which
promote compliance to liquor laws.
154
LIQUOR CONTROL
LIQUOR CONTROL
Program Highlights
1. The Department of Liquor Control processed 36 contingency fund grants requested
by our Councilmembers. These grants have provided funding for non-profit
organizations who's alcohol-free and drug-free programs work with our youth and
our community members to build a safer and healthier Hawai`i Island. Programs and
activities included holiday festivals and parades,programs for youth leadership,youth
health and safety programs, food distribution and more.
2. During the COVID-19 pandemic,the County of Hawai`i Department of Liquor
Control temporarily modified our procedures to allow licensees to stay in business.
For example, off-premises (retail) licensees were allowed liquor sales via drive-
through, curbside pick-up and/or delivery. On-premises (dispenser) licensees were
allowed to sell "to go"beer, wine, and cocktails with the sale of food. Upon request
and approval of the Liquor Commission, licensees were also granted temporary
increases to utilize outdoor seating to help meet social distancing requirements. After
much positive feedback and gratitude expressed from the licensees,the Department is
considering adopting these rule changes permanently.
3. 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 Hawai`i 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 % (98/120)
120 98 22 81.66
155
LIQUOR CONTROL
LIQUOR CONTROL
Program Highlights (continued)
4. The Department continues to improve its website and online presence by working
with Hawai`i Information Consortium, LLC. Enhancements to our online licensing
and permitting modules has been ongoing to improve communication with our liquor
licensees and with the public. This year,we were able to activate online percentage
fee collections for our licensees. It has been a successful and convenient
enhancement for our licensees.
5. In the beginning of FY 2021-22,the Department of Liquor Control's Kona office
moved from the West Hawai`i Civic Center to 75-5706 Kuakini Highway, Suites 103
and 107. The completion of the move continues to be delayed due to the lack of
phone equipment and internet capabilities. The Department continues to work with
vendors for the completion of these services.
6. The County of Hawai`i,Department of Liquor Control hosted the 2022 State
Conference of Liquor and Industry Representatives in Kailua-Kona,November 13-
16, 2022 as well as the 2022 State Liquor Investigators' Workshop in Hilo,
November 16-18, 2022. This was the first in-person State conference and workshop
since 2019. Both events were well attended.
156
LIQUOR CONTROL
LIQUOR CONTROL
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Estimate Estimate
Licensing
Applications for Licenses
Interviews for Applications 81 75 75
Regular 41 50 50
Renewal 400 380 380
Special 73 130 130
Transient Vessel 24 100 100
Catered Functions 60 150 150
Miscellaneous Applications 32 100 100
Permit Applications 1,081 1,500 1,500
Site Inspection 41 50 50
Liquor Commission
Public Hearings on Rules and Regulations 0 0 0
Meetings(Public Hearings,Preliminary Hearings, 12 12 12
Special Meetings,Workshops)
Site Visitations 0 2 2
Liquor Control Adjudication Board
Public Hearings on Rules and Regulations 0 0 0
Meetings(Public Hearings, Special meetings, 6 6 6
Workshops)
Violations to Board 37 30 30
_ Operations
Warning and Citations 13 30 30
Manager Examinations 1,286 1,500 1,500
Manager Registration(activateexisting manager 483 600 600
cards)
Audio Surveillance Checks 6 25 25
Field Inspections Per Month 1,722 2,000 2,000
Public Complaints 8 20 20
Investigations 31 100 100
157
LIQUOR CONTROL
LIQUOR CONTROL
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 20 20 20
Salaries and Wages 1,059,435.16 1,160,950 1,223,003
Operations 774,914.55 991,803 1,053,520
Equipment 72,914.60 6,000 8,600
Public Programs 100,295.00 42,000 42,000
Program Total 2,007,559.31 2,200,753 2,327,123
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Director of Liquor Control 1 1 1
Administrative Assistant 1 1 1
Administrative Services Assistant I 1 1 1
Clerk III 1 1 1
Liquor Control Administrative Officer 1 1 1
Liquor Control Investigator Trainee 1/2T , 2 2 2
Liquor Control Investigator II 6 6 6
Liquor Control Investigator III 2 2 2
Liquor Control Licensing Officer 1 1 1
Liquor Control Licensing Technician II 1 1 1
Liquor Licensing Clerk 1 1 1
Private Secretary 1 1 1
Secretary to Board and Commission 1 1 1
Total 20 20 20
158
MANAGEMENT
MANAGEMENT
OFFICE OF THE MAYOR
Mission Statement
To foster a sustainable Hawai`i Island where our keiki and their keiki can thrive and
succeed for generations to come.
Department Goals
To accomplish the following strategic priorities by working collaboratively and
constantly striving to be better by improving:
• Public Safety: Support hiring, equipment purchases, and capital improvements for
Police, Fire, Civil Defense, and Environmental Management to equally service each
district,to harden critical facilities as needed for resilient response to emergencies
and disasters,to reduce crime, and to quicken response times.
• Infrastructure: Prioritize key capital infrastructure projects that promote affordable
housing and economic development consistent with the General Plan.
• Waste Management: Update and invest in waste infrastructure to ensure prudent
management, while working to minimize waste disposal through innovative
conversion of waste streams to assets, such as composting and reclaimed effluent.
• Culture& Recreation: Celebrate our multi-cultural community with programs and
facilities that promote an active lifestyle, lifelong learning, inter-generational
interaction, and mutually respectful conflict resolution.
• Health& Welfare: Address complex issues that are not considered core County
responsibilities but fall between the cracks of jurisdiction and have major impacts on
our community such as healthcare, affordable housing,homelessness,human
services,transportation alternatives, and workforce development.
• Governance: Balance the budget with optimized revenue source management and
expenditure controls. Develop a strategic communication system to facilitate public
information and feedback. Encourage public involvement through community
planning and commission appointments.
Funding Source and Position Count
General Fund _ $1,865,635 General Fund 19
Grant Revenue - Grant Revenue/Other 2
Total Budget: $1,865,635 Total Number of Positions 21
159
MANAGEMENT
OFFICE OF THE MAYOR
Program Description
The Office of Management provides leadership, direction and supervision for
departments and agencies of the County of Hawaii, and ensures that the duties and
responsibilities of the executive branch are faithfully discharged in accordance with the
provisions of the County Charter, and addresses the needs, concerns, and interests of the
people of the Island of Hawai`i.
Program Objectives
• Prudent Finances: Budget stringently to deliver services efficiently,plan for long-
term liabilities and contingencies, and optimize revenue generation.
• Productive Workplace: Foster a work environment where County employees are
trained, managed, and appreciated to fulfill their duties to the best of their abilities.
• Strategic Objectives: Collaborate and promote innovation among departments to
accomplish identified priorities.
• Economic Initiatives: Partner with the nonprofit and private sectors to diversify
economic and employment opportunities.
• Resilient Community: Be knowledgeable,trained, and prepared for all types of
emergencies and disasters.
• Inclusive Governance: Encourage civic participation with appointments to boards
and commission, and an active community planning system that exemplifies
democracy at its best.
• Open Communication: Communicate with the public with a two-way system that
informs and is responsive to suggestions,requests, and complaints.
• Sustainable Environment: Respect and sustain the natural and cultural heritage of
this County.
Program Highlights
• Presented a balanced budget for FY 2022-23 by the end of FY 2021-22.
• Supported the North Kohala community through an elongated drought by delivering up to
$30,000 in water to ranchers and farmers to sustain livelihoods and industries.
• Visited four Sister Cities throughout Japan and successfully celebrated our 60-year
anniversary with our longest Sister City, Oshima.
160
MANAGEMENT
OFFICE OF THE MAYOR
Program Highlights (continued)
• Worked with Community First and other non-profit partners to assess healthcare inequities
on Hawai`i Island through the "Access to Care" survey.
• Partnered with Hawai`i Green Growth to revitalize the Aloha+ Challenge and re-affirm our
commitments to the United Nations Sustainable Goals.
• Successfully partnered with non-profit agencies and first responders to establish the
Fentanyl Taskforce aimed at protecting our residents from a rapid-growing Fentanyl
epidemic.
• Hosted community job fairs to promote County jobs and grow our workforce.
• Hired a new Film Commissioner to bolster the island's film industry and generate
jobs/revenue.
• Conducted meetings with Directors and Deputy Directors focusing on organizational
development, continuous improvement, and leadership. Work culminated with each
department and agency reviewing and revising their mission, vision, goals, objectives, and
plans with actionable items.
• Stood up the first ever student pipeline in partnership with the Department of Education
(DOE), which gave high school students island wide the opportunity to gain real job
experience within the County, while getting paid as part of a DOE stipend.
• Coordinated with hospitals and care providers island wide to ensure reasonable occupancy
of hospitals and care facilities to minimize inundation through COVID.
• Hosted a series of TEDx talks which aimed at promoting Hawaii-based sustainable ideas
with the world.
• Conducted `Leadership Brown Bag/Talk Story' sessions open to all staff of the County to
encourage leadership, motivation, and encouragement. This provided staff at all levels an
opportunity to improve leadership skills.
• Awarded$1 million worth of 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.
• Engaged with Hawai`i Executive Collaborative members in support of opportunities in
agriculture, energy, and other economic drivers, as well as efforts to enhance long-term
sustainability projects.
161
MANAGEMENT
OFFICE OF THE MAYOR,
Program Highlights (continued)
• Received a$3 million"advancing health literacy" grant from the United States 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.
• Received a$500,000 grant as part of US Economic Development.
• Administered the 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.
• 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.
• 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 releases, 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.
• Worked to establish a County mobile application focused on providing real-time, accurate
information to the community.
• Implemented a county complaint intake system in the Office of the Mayor to review and
respond to varying complaints/messages from the community.
• Worked with the Department of Public Works to establish a system for mobile app intake
of issues (i.e.,potholes, downed stop signs, faulty streetlights, etc.).
• Hosted the first ever"TEDxCountyofHawai`i"to share how local insights (cultural and
environmental) can create global solutions on a global platform.
• Entered into a Trillion Trees agreement to work with likeminded organizations worldwide
to pledge to plant one trillion trees by 2050 in order to reduce the harming effects of
climate change.
•. Assisted in the acquisition of the Gateway Center (at the Natural Energy Lab Hawai`i)to
be used as a global learning lab and think tank for Arizona State University students
studying in Hawai`i.
• Partnered with the Hawai`i Community Foundation, University of Hawai`i, and the
University of Arizona to work toward ahapua`a-based solutions at I`ole in North Kohala.
162
MANAGEMENT
OFFICE OF THE MAYOR
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Incoming Correspondence 563 2,000 1,000
Appointments to Boards and Commissions 93 40 50
Proclamations issued 88 102 120
Mayor's Messages 40 80 90
Certificates 75 140 160
Mayor's Event Requests N/A 115 130
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Request
Number of Positions 21 20 21
Salaries and Wages 1,434,182.28 1,455,346 1,545,558
Operations 1,122,826.99 254,054 316,702
Equipment 1,961.09 3,375 3,375
Program Total 2,559,774.89 1,716,775 1,865,635
Personnel Position Summary
FY 2020-21 FY 2021-22 FY 2022-23
Position Title Authorized Authorized Request
Mayor 1 1 1
Managing Director 1 1 1
Deputy Managing Director 1 1 1
Administrative Services Assistant I 1 1 1
Administrative Specialist 1 1 1
Clerical Services Assistant 3 3 3
Data Processing Control Clerk I 1 1 1
Executives Assistant Aide 1 I 1
Executive Assistant II(1/2T) 1 1 1
Executive Assistant III 4 4 4
Homeless Program Specialist 1 - -
Organizational Development Specialist(1/2T) - - 1
Private Secretary to the Managing Director 1 1 1
Private Secretary to the Mayor 1 1 1
Program Manager(Temp) 1 1 1
Public Relations Specialist 1 1 1 _
Student Helper I 1 1 1
Total 21 20 21
163
MANAGEMENT
COST OF GOVERNMENT
Program Description
The Cost of Government Commission(COGC) studies and investigates the organizations
and methods of operations of all County departments, commissions, boards, offices, and
other instrumentalities of all branches of the County government and determines what
changes, if any,may be desirable.
Program Objectives
1. Examine and investigate the organizations and methods of operations of all County
departments, commissions, boards, offices, and other instrumentalities of all branches
of the County government and determine and recommend changes, if any, by the
Charter-imposed deadline.
Program Highlights
The current Hawai`i County COGC was appointed and confirmed at the end of 2021.
pursuant to Chapter 2 of the Hawai`i County Charter(2020). The Charter authorizes nine
members to represent each of the nine council districts in Hawai`i County. After each of
the nine members took their Oath of Office, COGC held its first meeting on January 27,
2022.
Commissioners defined priority areas to focus their attention. It was determined that the
primary focus areas would be 1)permitting/construction/licensing; 2) environmental
management/solid waste/wastewater; and 3) information technology/automation/
electronic records/digital payments. A secondary focus area of car and vehicle costs/
vehicle types/vehicle maintenance was also created. Lastly, within a tertiary focus area,
1) water system efficiency/well and pipe maintenance; 2)public access, open space, and
natural resources (PONC) expenditures; 3) roads/transportation/public works; and 4)
optimizing number of commissions/boards.
Throughout the year, COGC invited the directors of each department to share an
overview of their department, cost savings and efficiency opportunities within those
departments, and answer questions from each commissioner. COGC also invited other
county resources, such as the newly appointed County Auditor,to participate in meetings.
164
MANAGEMENT
COST OF GOVERNMENT
Program Highlights (continued)
The community also participated with the COGC throughout the year. At several
meetings, community members participated in-person,provided written testimony, or
appeared before the Commission via the Zoom meeting platform. To streamline the
process of getting specific recommendations, the COGC established Permitted Interaction
Groups (PIGs) during the summer and used those insights and findings in the Fall to
come to conclusions captured within their report, which is posted to the Boards and
Commissions page on the county website.
https://records.hawaiicounty.gov/weblink/l/doc/118555/Pagel.aspx
Program Measures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Departments/boards/commissions reviewed N/A N/A N/A
Program Expenditures
FY 2020-21 FY 2021-22 FY 2022-23
Actual Budget Estimate
Operations N/A 4,000
Program Total N/A 4,000
165
This page intentionally left blank
MASS TRANSIT AGENCY
MASS TRANSIT AGENCY
_. ...... .__._��. ... .�GENERAL FUND
Program Description
Refer to Mass Transit Agency under the General Excise Tax(GET) Fund Section.
Program Objectives
Refer to Mass Transit Agency under the GET Fund Section.
Program Highlights
Refer to Mass Transit Agency under the GET Fund Section.
Funding Source and Position Count
General Fund $ 20,000 General Fund
Grant Revenue $14,644,039 Grant Revenue/Other
Total Budget: $14,664,039 Total Number of Positions
166
MASS TRANSIT AGENCY
GENERAL FUND
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions - - -
Salaries and Wages 22,525.16 190,144 242,212
Operations 5,646,597.52 2,376,606 1,346,663
Equipment - 6,561,431 13,075,164
Program Total 5,669,122.68 9,128,181 14,664,039
•
•
•
•
167
miscELLimEotjs
MISCELLANEOUS
ANIMAL CONTROL
Program Description
The program management staff is responsible for the County of Hawai`i Animal Control
Program,which involves enforcing Hawai`i County Code Chapter 4 Animal Control
related laws and State of Hawaii Laws (Hawai`i Revised Statutes Chapters 143, and
portions of Chapter 711). These laws currently include ordinances related to the
following:
• Dangerous/Vicious Dogs
• Stray Animals/Impoundment
• Animal Licensing/microchipping
• Cruelty and Neglect Investigations
The Animal Control Officers (ACOs) are badged through training provided by the
Hawai`i Police Department and County agencies. The ACOs respond and resolve animal
control situations by educating the public about responsible pet ownership, appropriate
animal control laws and penalties, as well as issuing complaint and comply notices,
citations, and dangerous/vicious dog designations. ACOs are available 24-hours a day,
seven days a week to respond to animal related emergencies.
The Animal Control Program(ACP) accepts domesticated animals, regardless of
condition, into its shelters as applicable by law. Staff is responsible for the sheltering and
caring of animals in their care under the terms of the Hawaii Revised Statutes and
providing opportunity for reunification with the animal owners.
Program Objectives
1. 90% of vicious dog calls will be responded to within two hours.
2. 90%of loose animals posing a public safety hazard calls will be responded to within
two hours.
3. 90%of injured animal related calls will be responded to within two hours.
4. 90% of calls for animal control assistance by the police will be responded to within
three hours.
5. 90% of animal cruelty and neglect cases will be responded to in 24 hours and
resolved in 14 working days.
6. 90% of license, loose dog and any non-cruelty/neglect cases will be responded to in
48 hours and resolved in five working days.
7. Eighty-four Sweeps of problem communities per year.
168
MISCELLANEOUS
ANIMAL CONTROL
Program Highlights
In late June 2021,the Hawai`i Police Department was tasked with the management of the
County of Hawai`i Animal Control Program,pending the County's assessment and
determination on future management of the Animal Control Program(ACP).
During the FY 2021-22,the program operated at an interim level due to the limited
staffing, resources, and shelter site availability. Hiring efforts will continue to bring
staffing to sufficient levels to successfully manage the program.
In June 2022, the County of Hawai`i purchased a shelter facility in Orchid Land,
affording the ACP additional space to operate as a permanent County owned shelter. To
allow for further evaluation and buildup of the ACP,the pilot project was extended to the
end of the FY 2023-24.
169
MISCELLANEOUS
ANIMAL CONTROL
Program Measures
*FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate _
Percentage of vicious dog calls will be responded to within 168 calls/ 90% 90%
two hours 100%
Percentage of loose animals posing a public safety hazard 112 calls/ 90% 90%
calls will be responded to within two hours 100%
Percentage of injured animal related calls will be responded to 561 calls/ 90% 90%
within two hours 100%
Percentage of animal control assistance by the police will be 178 calls/ 90% 90%
responded to within three hours 100%
Percentage of animal cruelty and neglect cases will be 150 calls/ 90% 90%
responded to in 24 hours and resolved in 14 working days 100%
Percentage of license,loose dog and any non-cruelty/neglect 923 calls/ 90% 90%
cases will be responded to in 48 hours and resolved in five 99%
working days
Number of sweeps of problem communities per year 124 100 100
Animal Intake
Stray/Feral 1,865* 10,000 5,000
Owner Surrendered 297 2,500 1,000
Total Intake 2,162 12,500 6,000 _
Redeemed 413 1,000 1,000
Adopted 977 3,500 2,500
Adopted animal returned for health reasons 0 20 20
Adoption percentage(Based on total intake numbers) 45.2% 40.0% 40%
Adoption percentage(Based on Adoptable Animals) 92.3% 100.0% 95%
Animal control related calls 10,195 8,250 8,250
Dog license issued 301 7,500 7,500
Dog license fees collected $789.20** $20,750 $20,750
Cat licenses issued 0 1,000 0
After-hour emergency call-outs 317 1,200 1,200
Miles traveled 195,578 210,000 210,000
Dead animals collected N/A*** 600 N/A
Complaint/comply notices issued 3 1,000 1,000
*Under HIHS,intake statistics included feral cats,mongoose,chickens and other livestock that the
Hawai`i County Code,Chapter 4,does not require intake of healthy feral animals.
**Dog licenses were not issued until January 2022
***N/A=Not Available since transition to COH Animal Control pick-up of deceased animals are being
conducted by County Department of Public Works and State Highways personnel.
170
MISCELLANEOUS
ANIMAL CONTROL
Program Measures (continued)
Citations issued
HCC 4-30 Dog Running Loose 3 250 250
HRS 143-2 License Violation 0 50 50
HRS 7-11-1109 Cruelty to Animals 0 35 35
Other(inc.Vicious Dog) 0 90 90
Total Citations 3 425 425
Citations issued to repeat offenders 0 40 40
Number of animal pickups 1,313 400 400
Number of trap rentals 0 1,000 1,000
Spay/neuter coupons issued 0 3,500 0
Number of Animal Control Officers
Kea'au(also serving Hilo,Hamakua,Kea'au,Puna, 8 5 8
Ka`u)
Kona(also serving South Kona,Oceanview) 3 3 7
Waimea(also serving Honoka`a,Waikoloa,.Kohala) N/A**** 4 N/A****
Total Animal Control Officers 11 12 15
****During FY 2021-22,COH Animal Control did not have a shelter in Waimea. We do not currently
have a shelter in Waimea.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations 1,467,885.39 3,414,013 3,528,325
Program Total 1,467,885.39 3,414,013 3,528,325
171
MISCELLANEOUS
HOMELESSNESS
Program Description
The Office of Housing and Community Development shall establish and administer
programs addressing homelessness within the County of Hawai`i utilizing designated
funds deriving from a percentage of revenue collected annually from the real property tax
on residential tier two properties.
Program Objectives
1. Execute and manage contracts that are in alignment with the Homelessness and
Housing Strategic Roadmap that will work in ensuring that the number of households
experiencing homelessness is rare, brief, and non-recurring.
2. Design and implement a system that collects, measures and documents outcomes
achieved by entities who receive funding through the County Homelessness and
Housing fund.
3. Complete Phase 1 of the Kukuiola Assessment Center and Emergency Shelter.
4. Leverage existing funding sources to support resources needed to ensure families
continue to move towards increased self-sufficiency.
5. Build the capacity and delivery of Financial Empowerment Services.
Program Highlights
• Program began on July 1, 2022.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations n/a 9,939,925 9,938,025
Equipment n/a 10,075 11,975
Program Total n/a 9,950,000 9,950,000
172
MISCELLANEOUS
MISCELLANEOUS/COUNTYWIDE COSTS
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Animal Control 1,467,885.39 3,528,325 3,528,325
Nonprofit Grants 2,485,262.50 3,115,000 2,500,000
Schools 15,528.75 52,650 52,650
Homelessness n/a 9,950,000 9,950,000
Fringe Benefits
State Retirement System 56,171,032.57 64,500,000 65,500,000
FICA 6,708,277.44 7,500,000 8,000,000
• County Pensions 38,048.29 66,000 66,000
Health Fund 16,762,402.18 20,000,000 20,500,000
Post-employment Benefits 38,318,871.70 42,946,000 44,136,000
Worker's Compensation 4,946,430.23 4,457,289 4,957,289
Unemployment Compensation 200,708.94 425,174 425,174
Vacation Pay - 1,000,000 1,000,000
Total Fringe Benefits 123,145,771.35 140,894,463 144,584,463
Bond Issue/Debt Service
Interest 17,253,116.00 15,973,612 16,319,434
Bond Redemption 28,542,236.00 33,525,518 31,641,499
Total Bond Issue/Debt Service 45,795,352.00 49,499,130 47,960,933
Supplemental Transfers
Transfer to Capital Project Fund 41,384.03 - -
Transfer to Housing Fund 1,912,102.00 11,141,320 11,381,033_
Transfer to Self-Insurance Fund - 1,000,000 2,000,000
Transfer to Solid Waste Fund 23,975,360.00 28,916,044 29,552,658
Transfer to Golf Course Fund 743,160.00 790,367 895,681
Transfer to Disaster/Emergency Fund 3,676,153.18 4,260,000 4,313,500
Transfer to Public Access/Open Space Preserve Fund 7,454,023.49 8,588,000 8,695,000
Transfer to Pub Acc/Open Space Preserve Maint Fund 284,894.16 1,073,500 1,086,875
Transfer to Budget Stabilization Fund 250,000.00 250,000 250,000
Transfer to Sewer Fund 1,620,686.00 3,446,553 3,946,553
Trans to Community Benefit Fund - 250,000 250,000
Total Supplemental Transfers 39,957,762.86 59,715,784 62,371,300
Other Costs
Provision for Compensation Adjustment - 14,701,372 3,500,000
Sundry Refund (279.98) 15,000 15,000
Provision for Reallocation - 35,000 35,000
Miscellaneous Insurance Claims&Judgments 3,480,973.71 4,925,000 5,425,000
Public Safety Disaster/Emergency 299,870.30 1,000,000 1,000,000
Provision for Energy&Fuel - - 2,000,000
Provision for Training - - 1,000,000
Miscellaneous(Block&Housing Grants,Home Pgm) 5,667,325.06 350,000 350,000
Total Other Costs 9,447,889.09 21,026,372 13,325,000
173
PARKS & RECREATION
PARKS & RECREATION
DEPARTMENT SUMMARY
Mission Statement
To provide a wide array of services for the public with excellence, integrity and aloha.
Department Goals
Service
• Provide and/or facilitate a wide array of recreational opportunities, services and
opportunities that meet the needs of the Big Island community while maintaining the
cultural uniqueness of our rich heritage, diversity and the aloha spirit.
• Conduct the P&R"Service Survey" to evaluate the quality of services provided and
report the results quarterly.
• Keep the public informed of the availability of programs and facilities via various
media outlets including a departmental website.
Facilities
• Provide safe, clean, enjoyable, accessible and aesthetically pleasing facilities by:
o Implementing the transition plan for ADA compliance.
o Implementing the transition plan for playground safety and equipment.
o Continuing to develop and implement maintenance standards.
o Maintaining a five-year plan for repairs and maintenance.
o Providing regular facility and safety inspections and monitoring the results and
recommendations.
o Determining the need for additional recreational facilities throughout the Big
Island via public meetings and service surveys.
o Assessing current facility use and analyzing for optimum utilization.
Fiscal Responsibility
• Refine fiscal management and performance of the department.
• Develop alternative strategies to generate supplemental resources in order to maintain
and enhance operations (grants, cost sharing, donations, etc.).
Funding Source and Position Count
General Fund $27,927,118 General Fund 419
Grant Revenue $ 1,478,150 Grant Revenue/Other 2
Other $ 646,750
Total Budget: $30,052,018 Total Number of Positions 421
174
PARKS & RECREATION
DEPARTMENT SUMMARY
Department Goals (continued)
Partnerships
• Create public/private partnerships to improve and maintain recreational facilities and
enhance programs.
Safety
• Provide proper safety equipment for all employees.
• Maintain, update and keep all employees current with health and safety requirements
and testing, such as hearing tests,hepatitis immunization for covered individuals,
CDL licenses, etc.
• Perform regular safety inspections of all facilities.
• Provide a mechanism to address safety concerns of all employees.
Training
• Provide for personal and professional growth opportunities for all staff.
175
PARKS & RECREATION
'ALAE CEMETERY
Program Description
The 'Alae Cemetery provides an affordable and accessible public memorial park to
accommodate the burials of the general public.
Program Objectives
1. Conduct maintenance and repair activities.
2. Assign and record all burials.
Program Highlights
Custodial facility for the Annual Ireito Hoyo Service was held on August 28, 2022.
Removed vegetation needed to fence the entire unfenced area along the perimeter of the
cemetery.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget. Estimate
Total Acreage 42.37 42.37 42.37
Burials 79 70 110
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Number of Positions 4 4 4
Salaries and Wages 160,045.54 190,394 206,378
Operations 8,131.95 6,516 6,315
Equipment - 225 426
Program Total 168,177.49 197,135 213,119
Personnel Position Summary
•
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Park Caretaker I 2 2 2
Power Mower Operator 2 2 2
Total 4 4 4
176
PARKS & RECREATION
VETERANS CEMETERIES - EAST AND WEST HAWAI'I
Program Description
The East and West Hawai`i Veterans Cemeteries accommodate the local burial needs of
Big Island Armed Forces Veterans and eligible family members.
Program Objectives
1. Continue to coordinate development of the East and West Hawai`i Veterans
Cemeteries with the Veterans Advisory Committee and the Department of Defense.
• Address the findings of the recent Department of Veteran's Affairs, Office of the
Inspector General Compliance Inspection conducted in June 2021; currently 90%
compliant.
2. Performs interments, grounds maintenance and facilities maintenance in accordance
with the National Cemetery Administration(NCA)Veterans Cemeteries standards.
3. Assign and record all burials.
4. Foster a customer service culture.
Program Highlights
Implemented NCA Procedures for:
- Receiving and inspecting headstones,markers and niche covers.
- Cleaning and storing headstones, markers and niche covers.
- Setting and installing
- Placing and aligning headstones and markers in first and second interments.
- Placing and aligning headstones and markers in existing sections, including fine tune
alignment.
The International Association of Lions Clubs volunteered to clean headstones.
Changed from doing one plot with one reserve for spouse to double depth.
177
•
PARKS & RECREATION
VETERANS CEMETERIES - EAST AND WEST HAWAII
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Total Acreage 78.78 78.78 78.78
Burials 236 250 250
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Number of Positions 5 5 5
Salaries and Wages 139,745.81 183,940 199,972
Operations 74,024.68 66,822 91,846
Equipment - 450 426
Program Total 213,770.49 251,212 292,244
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Equipment Operator II Temp 1 1 1
Park Caretaker I 3 3 3
Veterans Cemetery Caretaker/Equip Operator 1 1 1
Total 5 5 5
178
PARKS & RECREATION
RURAL CEMETERIES
Program Description
The Parks Maintenance Division ensures that the grounds and facilities of cemeteries in
Hamakua,Kohala, and Kona are properly maintained.
Program Objectives
1. Continue maintenance of cemetery grounds.
2. Assign and record all burials.
Program Highlights
No projects done at this time.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate _
Cemeteries Burials
North Hilo/Hamakua District: 7 4 5
Honoka`a,Kukuihaele,Kuka`iau,Laupahoehoe
North/South Kohala District: 34 16 16
Hawr.,Waimea
North/South Kona District: 28 20 20
Keopu,Na`alehu
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Operations 1,183.33 1,200 1,200
Program Total 1,183.33 1,200 1,200
179
PARKS & RECREATION
HAWAI'I COUNTY BAND
Program Description
The Hawai`i County Band was established in 1883 and has provided music for parades,
concerts, festivals, ceremonies, and other special events County-wide for the past 139
years. The Hawai`i County Band performs as a representative of the County of Hawai`i
and continues to enhance events by providing live music performances. The band also
serves as a musical resource for the County and State of Hawai`i.
Program Objectives
1. Provide musical services for island residents and visitors by working with community
organizations and providing 40 musical services annually (e.g. parades, ceremonies,
festivals, concerts and special events).
2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational,
musically challenging, and historically significant.
3. Feature at least two young musicians as soloists at the April or May Mo`oheau
Bandstand Concert,which provides musical education opportunities for the youth of
the County of Hawai`i.
4. Introduce 20 new musical pieces per year to provide musical challenges to the band
members.
Program Highlights
• Provided 20 performance services. A considerable number of our performances were
cancelled due to COVD-19 restrictions.
• Featured nine monthly Mo`oheau Bandstand Concerts which is a 100 plus year
tradition.
• Mo`oheau Bandstand April and May Concerts featured young musicians as soloists.
• Participated in July 4th Mo`oheau Bandstand Concert in conjunction with the
Fireworks Display.
180
PARKS & RECREATION
HAWAI'I COUNTY BAND
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Performance Services 20 40 40
Rehearsals 95 95 95
Number of Events:
Parades 1 5 5
Ceremonies 3 6 6
Concerts 12 15 15
Special Events 4 6 6
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 40 40 40
Salaries and Wages 187,204.48 261,691 280,158
Operations 3,910.77 4,322 13,133
Equipment - 50 70,050
Program Total 191,115.25 266,063 363,341
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Band Director 1 1 1
Assistant Band Director(Hrly) 1 1 1
Musician I(Hrly) 4 4 4
Musician II (Hrly) 7 7 7
Musician III (Hrly) 10 10 10
Musician IV(Hrly) 9 9 9
Musician V(Hrly) 8 8 8
Total 40 40 40
Note: All positions are part-time with the exception of the Band Director.
181
PARKS & RECREATION
��
WEST HAWAII SAND
Program Description
The West Hawai`i Band provides music for parades, ceremonies and other events,
principally in the Hamakua, Kohala and Kona districts,to support and inspire traditional
and emerging cultural, charitable, educational,recreational and economic activities, and
provides musical enjoyment and satisfaction for residents and visitors of diverse ages and
backgrounds,through performance and rehearsal.
Program Objectives
1. Provide musical services for island residents and visitors by working with community
organizations and providing 20—25 musical services annually (e.g. parades,
ceremonies, festivals, concerts, and special events).
2. Provide six concerts that are entertaining, educational, musically challenging and
historically significant.
3. Feature a young musician as soloist at the March or May monthly concert, to provide
music education opportunities for the young musicians of Hawai`i County.
4. Introduce 20 new pieces per year to provide musical challenges for the band.
Program Highlights
• The West Hawai`i Band provided fifteen performance services as many services were
cancelled due to COVID-19 restrictions.
• The band continued to rehearse on a weekly basis at the West Hawai`i Civic Center.
• The West Hawai`i Band has introduced ten new pieces.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Performances 15 20 20
Rehearsals 45 45 45
182
PARKS & RECREATION
WEST HAWAI'I BAND
Program Expenditures
g P
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 19 19 19
Salaries and Wages 21,283.90 43,666 46,464
Program Total 21,283.90 43,666 46,464
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Assistant Band Director (Hrly) 1 1 1
Musician I(Hrly) 4 4 4
Musician II(Hrly) 7 7 7
Musician III(Hrly) 6 6 6
Musician IV(Hrly) 1 1 1
Total 19 19 19
Note: All positions are part-time.
183
PARKS & RECREATION
ADMINISTRATION
Program Description
The Parks &Recreation Administration provides organizational support services to all
the divisions/sections to achieve the development and implementation of the
p p
department's mission.
Program Objectives
1. Continue to update information for Divisions and Sections on the County of Hawai`i
website on an as needed basis.
2. Continue implementation of the transition plan for accessibility to public facilities
during the fiscal year.
3. Continue implementation of the transition plan for playground safety and accessibility
during the fiscal year.
4. 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.
5. Provide at least one technical job specific training for 50% of administrative staff.
Program Highlights
• Conducted a cash handling and internal controls training for various Parks and
Recreation staff.
• Reopened the Honoka`a Swimming Pool after completion of extension renovations.
• Reopened the Pana`ewa Zoo after the completion of the Pana`ewa Zoo and Pana`ewa
Equestrian Center Accessibility Improvements-project.
• Completed the Na`alehu Park and Community Center Accessibility Improvements
project.
• Completed the Pahala Ballfield Facility Accessibility Improvements project.
• Transitioned out of COVID-19 emergency operations and modified programs with
the end of governmental emergency proclamations.
• Executed 37 Recreation Educator contracts for our Elderly Activities and Culture and
Education programs and 48 employee contracts for Summer/Intersession programs.
•
184
PARKS & RECREATION
ADMINISTRATION
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Camping Permits Issued 8,011 7,000 7,700
Pavilion Permits Issued 1,432 2,500 2,500
No of Completed Service Surveys 292 500 400
Surveys Rating Quality of Service as Satisfactory or 98.6% 85% 85%
greater
Surveys Rating Facilities as Adequately Maintained 100% 90% 90%
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 26 27 27
Salaries and Wages 1,493.376.19 1,645,688 1,824,574
Operations 862,982.53 1,019,173 887,491
Equipment 8,547.37 1,816,900 53,182
Program Total 2,364,906.09 4,481,761 2,765,247
185
PARKS & RECREATION
ADMINISTRATION
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Parks&Recreation Director 1 1 1
&Recreation Director 1 1
Deputy Parks1
Account Clerk 3 3 3
Accountant I 2 2 2
Accountant IV 1 1 1 1
Architectural Drafting Tech I 1 1 1
Architectural Drafting Tech II 1 1 1
Business Manager 1 1 1
Clerk II 1 1 1
Clerk III 2 2 2
Department Contracts Assistant 1 1 1
Human Resources Assistant 1 1 1
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Information&Education Specialist I - 1 1
Park Planner 1 1 1
Park Projects Manager 4 4 4
Private Secretary 1 1 1
Projects Administrator 1 1 1
Student Helper I 1 1 1
Total 26 27 27
186
PARKS & RECREATION
PARKS MAINTENANCE
Program Description
The Parks Maintenance Division maintains inland parks,beach parks,playgrounds, ball
fields, and other recreational facilities;undertakes construction,repairs and renovation
projects for buildings, equipment and grounds; and operates a storeroom for departmental
maintenance supplies.
Program Objectives
1. Maintain completion range of approximately 2,300 work orders on an annual basis.
2. Undertake two park improvements projects per district, one of which involves a
community group.
3. Monitor complaints filed for strategic planning purposes for maintenance and services
improvements.
• Record complaints by: received date&time,name, contact information,
description, referred district supervisor, date completed and minor/major.
4. Provide park users with safe facilities and grounds.
• Conduct safety inspections of P&R facilities:
1. Every three months with responsible supervisor(nine crews).
2. Every six months by the Park Superintendent.
3. Playground and Skateboard Park inspections every month.
5. Provide employees with a safe working environment.
• Participate with department safety committee and discuss and evaluate
accident/incident reports.
• Correct any hazardous conditions or practices.
• Provide a minimum of one safety instructional session per crew each month.
• Review and upgrade Park Maintenance Safety and Health Programs.
Program Highlights
• Park Maintenance—Maintain and Repair Existing Facilities
The Parks Maintenance Division maintained inland parks,beach parks,playgrounds,
ball fields, County cemeteries, East and West Hawai`i Veterans Cemeteries,
Community Centers and other departmental facilities. We provide the public with
safe repair and renovation projects for buildings, equipment, grounds and support
landscaping and beautification projects.
Beautification projects and beach cleanups were accomplished with assistance from
public/private partnerships and volunteer projects.
187
PARKS & RECREATION
PARKS MAINTENANCE
Program Highlights (continued)
• Plumbers
Total Work Order Generated: 339
Work Orders Completed: 330
• Fencing and Waxing Crew
Total Work Orders Generated: 96
Works Ordered Completed: 54
• Electricians
Total Work Order Generated: 272
Work Ordered Completed: 260
• Pump Mechanic
Total Work Orders Generated: 1
Work Orders Completed: 1
• Painters
Total Work Orders Generated: 76
Work Orders Completed: 38
• Carpenter Shop
Total Work Orders Generated: 525
Work Orders Completed: 460
• Waimea/S Kohala B & G
Total Work Orders Generated: 27
Work Orders Completed : 20
• Kona B & G
Total Work Orders Generated: 412
Work Orders Completed : 401
• Construction Crew
Total Work Orders Generated: 171
Work Orders Completed : 90
• Mechanic/Welding Shop
Total Work Orders Generated: 564
Work Orders Completed: 504
188
PARKS & RECREATION
PARKS MAINTENANCE
Program Highlights (continued)
• Tree Trimming
Total Work Orders Generated: 106
Work Orders Completed : 22
• Vector Control
Total Work Orders Generated: 35
Work Orders Completed : 33
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Facilities Maintained: Actual Budget Estimate
Beach Parks 39 39 39
Parks&Playgrounds 65 65 65
Gyms&Recreation Centers,Baseball Fields 98 36 98
Swimming Pools 9 9 9
Tennis Courts 30 20 30
Other Facilities 43 43 43
Complaints Received 45 - 20
Beautification Projects 21 10 25
Work Orders Completed 2,719 1,800 2,300
Safety Instructional Sessions 168 168 168
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 170 170 170
Salaries and Wages 7,135,561.88 7,713,820 8,387,530
Operations 3,854,446.69 6,417,490 6,959,124
Equipment 112,399.47 19,058 18,880
Program Total 11,102,408.04 14,150,368 15,365,534
189
PARKS & RECREATION
PARKS MAINTENANCE
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Building&Grounds Utility Worker 5 5 5
Building&Grounds Utility Worker-Temp 2 2 2
Building Maintenance Worker 3 3 3
Building Maintenance Worker-Temp 1 1 1
Building Repair and Maintenance Supervisor 1 1 1
Carpenter-Cabinet Maker
2 2 2
Clerk II 1 1 1
Custodian/Groundskeeper I 7 7 7
Electrical Pump-Mechanical Electrician 1 1 1
Electronic Equipment Repairer 1 1 1
Equipment Operator I 1 1 1
Equipment Operator II 6 6 6
Equipment Operator II-Temp 2 2 2
Laborer II 6 6 6'
Laborer II-Temp 3 3 3
Lead Carpenter-Cabinet Maker 1 1 1
Lead Electronic Equipment Repairer 1 1 1
Lead Painter 1 1 1
Lead Plumber 1 1 1
Mechanical Repair Welding Supervisor 1 1 1
Mechanical Repairer-Temp 1 1 1
Mechanical Repairer-Welder 3 3 3
Painter 1 1 1
Park Caretaker I 63 63 63
Park Caretaker I—1/2T 1 1 1
Park Caretaker I—2/5T 1 1 1
Park Caretaker I—3/5T 1 1 1
Park Caretaker II 5 5 5
Park Caretaker III 1 1 1
Park Construction&Maintenance Supervisor 1 1 1
Park Facilities Refuse Collector 3 3 3
Park Maintenance Manager 1 1 1
Park Maintenance Supervisor I 2 2 2
Park Maintenance Supervisor II 3 3 3
Park Maintenance Supervisor III 1 1 1
Park Maintenance Supervisor IV 1 1 1
Park Maintenance Supervisor V 1 1 1
Parks District Superintendent 1 1 1
Plumber 2 2 2
Power Mower Operator 11 11 11
190
PARKS & RECREATION
_____.___w_._____.__.._ _ _ _ ._ _______ _-_..1
PARKS MAINTENANCE
Personnel Position Summary(continued)
Power Mower Operator-Temp 1 1 1
Senior Account Clerk 1 1 1
Storekeeper 1 1 1
Tractor Mower Operator 4 4 4
Tractor Mower Operator-Temp 1 1 1
Tree Trimmer 3 3 3
Tree Trimmer-Equipment Operator II 1 1 1
Tree Trimmer-Heavy Truck Driver 1 1 1
Tree Trimming Crew Supervisor 1 1 1
Tree Trimming—Park Maintenance Supervisor 1 1 1
Vector Control Specialist 3 3 3
Total 170 170 170
191
PARKS & RECREATION
RECREATION
Program Description
The Recreation Division plans and coordinates organized recreation, athletics, aquatics and
arts and crafts activities for all age groups at recreation centers and aquatic facilities
throughout the County of Hawai`i.
Program Objectives
1. Provide or assist in the facilitation of a minimum of four types of organized athletic
activities in each district. Athletic activities shall include basketball,baseball/softball,
volleyball,football,track and field,pickleball,futsal, etc. These activities shall be
provided on a quarterly basis with the intent of servicing at least 500 youth and 200 adults
per district.
a. Provide a minimum of one athletic activity per recreation facility cluster,with the
specific purpose of introductory level instruction. These introductory athletic activities
shall be provided on a quarterly basis with the intent of servicing at least 100 youth
and/or adults per recreation facility cluster.
2. Provide or assist in the facilitation of a minimum of six arts and craft activities per district,
for youth and/or adults. Arts and crafts activities include, seasonal crafts,hobby crafts,
culture art practices, introductory art lessons, lessons in craftsmanship, etc. These
activities shall be provided on a quarterly basis with the intent of servicing at least 100 •
youth and 50 adults per district.
a. Provide a minimum of one arts and crafts activity per recreation facility cluster, for
youth and/or adults. These activities shall be provided on a quarterly basis with the
intent of servicing at least 25 youth and/or adults per recreation facility cluster.
3. Provide a minimum of two district-wide events with the intent of servicing at least 200
youth and 200 adults per year. These events shall include holiday/seasonal events and
community resource fairs.
4. Provide a minimum of two island wide special events with the intent of servicing at least
1,000 youths and 500 adults per year. These events shall include track and field meets,
`Ohana shoreline Fishing Tournament, etc.
5. Develop a minimum of six partnerships with other recreation providers, as well as
community organizations to maximize service and activities to the public. These
partnerships could include working with the Department of Land and Natural Resources
for hiking, malama `aina(conservation)projects, Hawai`i Island Food Basket in services
provided to the community,the Ironman organization for a youth triathlon, etc.
192
PARKS & RECREATION
RECREATION
Program Objectives (continued)
6. Maintain safe recreation facilities for all activities,patrons, and employees. Conducting
daily facility safety inspections and completing work orders as necessary to correct unsafe
conditions. A comprehensive safety inspection shall be conducted on a semi-annual basis
(July and December).
Program Highlights
Track& Field Meets (4 Annual Events)
The Track&Field program has been extremely successful for many years. Two events are
typically held per year—Age Group Track Meet and Exponent Track Meet. Both events are
held on the east side and west side for a total of four track&field meets. Averaging 750
participants per event with at least 1,000 in attendance. The track& field program which dates
back to the 1940's allowed us to showcase the many talented youth of our island.
In FY 2021-22,the annual Track&Field programs were cancelled due to the ongoing
COVID-19 pandemic and the unavailability of Department of Education facilities (Konawaena
and Waiakea High School Tracks). Personnel were tasked to provide a modified program for
each district. In March and April 2022,Puna/Ka`u, Hilo, Hamakua, and North/South Kohala
districts provided modified track&field meets.
Food Distribution Events
Staff assisted in numerous events that provided island wide support. Event partnerships were
formed with the Hawai`i Island Food Basket, Ironman Foundation—Kahiau Together, and
Hamakua-Kohala Health.
During the event, Recreation staff assisted with traffic control and ensured all recipients
followed COVID protocols. All five districts assisted with the program.
2021 Richardson's Roughwater Swim
This event was held on August 8, 2021 at Richardson's Ocean Park. The registration and
event protocols were modified to accommodate as many participants as possible. There were a
total of 129 registered participants, who started the race in a series of waves to allow for more
efficient social distancing.
193
PARKS & RECREATION
RECREATION
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Program/Events Countywide Countywide Countywide
Participants Participants Participants
Actual Budget Estimate
Instructional Sports Program(Baseball, Softball,
Basketball,Floor Hockey,Pickle Ball,Volleyball, 57,051 2,000,000 500,000
Tennis,Track&Field,Croquette)
Arts&Crafts 29,149 35,000 35,000
Organized P&R Sports Games/Clinics(Baseball,
Basketball,Volleyball) 11,764 1,100,000 200,000
Music and Dance 32,896 50,000 50,000
Drama, Storytelling,Puppetry 16,750 22,000 20,000
Physical Fitness/Aerobic for Tots to Senior Citizens 226,477 500,000 300,000
Outdoor/Nature Activities/Hiking Programs 92,436 105,000 105,000
Special Events 160,850 180,000 180,000
TOTAL 2,274,584 4,890,000 3,000,000
Persons Utilizing Facilities—Total 3,027,390 4,500,000 4,500,000
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 52 52 52
Salaries and Wages 2,329,964.92 2,634,285 2,822,352
Operations 549,928.53 841,605 871,413
Equipment 20,276.01 5,000 5,000
Program Total 2,900,169.46 3,480,890 3,698,765
194
PARKS & RECREATION
RECREATION
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Clerk II 1 - - _
Clerk III 1 __ 2 2
Recreation Administrator 1 1 1
Recreation Director II 22 22 22 __
Recreation Director II—1/2T 1 1 1 _
Recreation Director IV 5 5 5
Recreation Specialist II 3 3 3
Recreation Technician II 6 6 6
Recreation Technician II—1/2T _ 3 3 3
Recreation Technician III 4 4 4
Recreation Technician III—1/2T 2 2 2
_Recreation Technician III—3/4T 1 1 1
Senior Account Clerk1 1 1
Total 52 52 52
195
PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Description
Summer and intersession programs are provided for elementary-aged children. These
enrichment programs incorporate team sports, games, arts and crafts, drama,music,
dance and excursions.
Program Objectives
L Provide a minimum of 20, six-week Summer Fun programs island wide.
2. 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.
a. Provide free meals to a minimum of 75% of Summer Fun program participants.
3. Provide a minimum of two special summer enrichment programs such as ocean
awareness and teen programs. Programs offered will operate for the same six-week
period as Summer Fun programs; with the intent of teaching life skills with emphasis
on leadership training.
4. Provide a minimum of two Winter Intersession programs island wide. These two-
week programs will incorporate enrichment activities such as arts and crafts, athletic
activities, physical fitness, outdoor activities.
5. Provide a minimum of two Fall and two Spring Intersession programs. These one-
week programs will provide enrichment opportunities focused on outdoor activities,
service learning and malama `aina.
6. Integrate children with disabilities into the summer and intersession programs
wherever possible.
Program Highlights
`Ike Kai Intersession Programs
As part of the 'Ike Kai Enrichment Program series,there were three intersession
programs held.
• During the Fall Intersession,the 'Ike Kai program was held from October 4-7, 2021.
There were 30 participants between the ages of 8-12 years old.
• The Winter Intersession program was held December 20-30, 2021. The first week
participant's ages ranged from 6-8 years old. During the second week,the
participants were 9-12 years old. There were 25 participants registered for each
week.
• The Spring Intersession program was held March 14-18, 2022. The program serviced
30 participants between the ages of 8-12.
196
PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Highlights (continued)
The `Ike Kai program goals are to engage the participants in activities focused on ocean
awareness and safety. This program incorporates malama `aina principles and other
Hawaiian practices such as lawai`a(fisherman). We focus on the health of the coastal
ecosystem through education and outreach. The program was held at the Richardson's
Ocean Center and Reed's Bay in Keaukaha.
Pilikulaiwi Intersession Programs
The Pilikulaiwi program typically held during the Fall Intersession was cancelled due to
the COVID-19 pandemic.
The Spring Intersession program was held March 12-14, 2022. A total of 25 participants
were registered, between grades 6th-12th. Utilizing the Gilbert Kahele Recreation Area
bunkhouses as its home base,the program travelled to different parts of the island.
Activities were organized to learn more about our island and participate in service
learning projects. Partnerships with various community resources and organizations were
a key component- local historian,Lokelani Brandt; Ocean/Recreation Specialist, Kalani
Kahalioumi; and personnel from the Department of Land and Natural Resources.
2021-22 Winter Intersession Programs
Winter Intersession programs were held at Pi`ihonua Gym, Waiakea Uka Gym and the
Waimea District Park from December 20-30, 2021. Registration at the respective sites
were—Pi`ihonua Gym(13), Waiakea Uka Gym (32), and Waimea District Park(26).
2022 Summer Fun Program
There were a total of 18 Summer Fun program sites island wide which ran from June 6-
July 15, 2022. Maximum registration amounts were determined by the Recreation
Division site staff dependent on safe operation limitations.
Hilo: Andrews Gym(70),Pana`ewa Gym(41),Kawananakoa Gym (59), Pi`ihonua Gym
(49), Hilo Armory (46), Waiakea Uka Gym(80)
Hamakua: Papa`ikou Gym(64), Honoka`a Sports Complex(61)
Puna/Ka`n: Pahoa Regional Park(55), Kea'au Armory (41), Ka`u Regional Gym(26),
Mt.View Gym(14),Na`alehu Community Center(19)
North/South Kohala: Waimea District Park(41), Hisaoka Gym(18),Pu'unui Park(17)
North/South Kona: Kekuaokalani Gym(76), Yano Hall (19)
197
PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Highlights (continued)
The planned Summer Fun program at the Wainaku Gym was cancelled due to low
registration numbers and a shortage of summer contract hires/staffing. Typically
programs are also held at the Pa'auilo Gym and Papa`aloa Gym, however both sites were
closed due to ongoing construction.
The free lunch program was offered at 13 summer program sites (All Hilo District sites-
including the Pu`u`eo Teen program and `Ike Kai program, Papa`ikou Gym, Honoka`a
Sports Complex,Pahoa Regional Park, Kea'au Armory, Mt. View Gym). A combined
total of 704 summer program participants (75.7%)were enrolled in the free lunch
program provided in partnership with the U.S. Department of Agriculture—Food Service
Federal Grant Program.
2022 Special Summer Enrichment Programs
There were a total of three special enrichment programs that occurred in the summer,
which were also participants in the free lunch program.
Two of these programs were teen enrichment programs which operated the same six-
week period as the Summer Fun programs. The Teen Scene program at the Pu'u'eo
Community Center registered 17 participants. The Waimea Teen Program registered 11
participants. Both programs focused on life skills development and leadership training
with activities such as cooking and meal planning and higher education and trade school
visitations.
The 'Ike Kai program held one-week sessions with a six-week total of 107 participants.
Each week there were approximately 20 participants.
198
PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Persons Served—Summer Fun/Intersession 930 1,700 1,500
PROJECTED SITES/POTENTIAL ENROLLMENT INCLUDING
SUMMER/INTER-SESSION/AFTERNOON PROGRAMS
i o
v k' E R E d E . '- E §.212r.
i
� d � 'u E ,, Vgv. s e E. m �, 'u a; a. E � � �
H g.
no E e c E e E c e %•u a E g 4c a .412b0 ,3 a .0 *E-4.
C
A x Ea rn =.-z. �%dw « `e a` ��' "w mea` ea` a F" f
ri, ¢w � H
Hilo 6 1 1 9 0 4 2 9 2,000
Puna/Ka`u 5 _ 0 0 _ 8 0 1 1 8 1,000
Hamakua 4 0 0 6 2 1 1 6 1,000
N/S Kona 2 _ 0 0 3 1 1 1 3 1,000
N/S Kohala 3 1 0 4 0 1 1 4 1,000 .
TOTAL 20 2 1 30 3 8 6 30 6,000
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Salaries and Wages* 150,948.40 202,005 202,052
Operations 107,245.09 369,180 369,180
Program Total • 258,193.49 571,185 571,232
199
PARKS & RECREATION
HOOLULU PARK COMPLEX
Program Description
The Ho`olulu Complex assures the safe and efficient use of all facilities at the Ho`olulu
Complex(Dr. Francis F. C. Wong Stadium,Afook-Chinen Civic Auditorium, Edith
Kanaka`ole Multi-Purpose Stadium, Walter Victor Baseball Complex,Aunty Sally
Kaleohano's Luau Hale, Butler Building and Hilo Drag Strip).
We maximize the use of all facilities by ensuring service in an equitable and fair manner
and through careful scheduling and accommodating of:
1. Public requests for private parties and sports activities.
2. Professional or non-profit agencies.
3. School activities and sporting events.
4. Agencies that promote activities for statewide,national or international participants.
5. County and department functions.
Program Objectives
1. Provide clean, safe and well-maintained facilities:
a. Close each facility once per year for general clean up and minor repairs.
b. Pressure-wash each facility semi-annually.
c. Inspect for any potential safety hazards daily.
d. Clean and sanitize facilities before and after events.
e. Work with Safety Committee to have courtesy safety inspections annually.
2. Provide a well-manicured playing surface at Wong Stadium and Walter Victor
Baseball Complex:
a. Mow fields weekly, weather permitting.
b. Close each ballfield at least one week annually for field renovations.
c. Fertilize ballfields annually.
3. Provide training for staff:
a. Conduct safety talks on different topics every month.
b. Train employees on equipment use semi-annually.
c. Have supervisors conduct equipment maintenance training and have equipment
maintained weekly.
d. Provide courses on Safety Data Sheet annually.
200
PARKS & RECREATION
HOOLULU PARK COMPLEX
Program Objectives (continued)
4. Enforce rules and educate sponsors:
a. Comply with ADA, OSHA, County,Department and Complex rules and
regulations.
b. Review and revise rules annually.
c. Distribute rules with all applications.
5. Work with Intake Service, schools and community groups for improvements to the
Ho`olulu Complex:
a. Complete one major improvement project.
b. Do one beautification/landscaping project annually.
6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an
estimated 3,800 activities annually.
Program Highlights
The following were the major events held at the Ho`olulu Complex:
• Hilo Little League State Tournament: 7/2-5/2021
• Hilo Community Players Stage Productions: 7/9-25/2021, 10/22-31/2021
• USTA 18 & Over State Tennis Sectionals: 7/17-18/2021, 6/25-26/2022
• Plant Shows & Sales: 7/30-31/2021, 5/6-7/2022
• Covid Testing and Vaccination Events: August 2021 —March 2022
• Hilo High School Football Season Games: 11/6/2021, 11/12/2021
• University of Hawai`i at Hilo Basketball Games: 11/12/2021 -2/25/2022
• Dog Shows: 12/11-12/2021, 6/11-12/2022
• Hawai`i AJA Memorial Baseball League Games: 12/5/2021 - 3/27/2022
• University of Hawai`i at Hilo Baseball Season Games: 2/4/2022— 4/9/2022
• BIIF Girls and Boys Basketball Championships: 2/9/2022, 2/19/2022
• Hilo High School Baseball Season Games: 1/22/2022—4/2/2022
• Showmakers Super American Circus: 4/14-16/2022
• 59th Annual Merrie Monarch Festival: 4/20-23/2022
• Hawai`i Federation of Brazilian Ju-Jitsu Tournament: 5/1/2022
• HHSAA State DII Baseball Championships: 5/5-7/2022
• Memorial Service for Johnny Lum Ho: 5/7/2022
201
PARKS & RECREATION
HOOLULU PARK COMPLEX
Program Highlights (continued)
hts g g ( )
• HCC/UHH Commencements: 5/13-14/2022
• Hawai`i Youth Challenge Academy Commencement: 6/17/2022
• High School Commencements: 5/20-21/2022, 5/28/2022
• Hilo Little League District 4 Tournament: 6/24-27/2022
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Persons Served—Aggregate Total 276,362 500,000 325,000
Activities Accommodated: 4,731 3,295 4,045
Afook-Chinen Auditorium&Butler Building:
Revenue Generating 135 120 130
Fees Waived/Exempt 453 50 100
Edith Kanaka`ole Multi-Purpose Stadium:
Revenue Generating 1,552 1,200 1,300
Fee Waived/Exempt 206 100 120
Wong&Victor Stadiums:
Revenue Generating 176 240 180
Fee Waived/Exempt 1,757 1,000 1,700
Aunty Sally Kaleohano's Luau Hale:
Revenue Generating 0 150 120
Fee Waived/Exempt 359 300 300
Hilo Drag Strip
Revenue Generating 59 60 60
Fee Waived/Exempt 34 75 35
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 17 17 17
Salaries and Wages 697,316.74 717,718 777,414
Operations 301,850.99 494,244 502,244
Equipment 36,996.03 1,000 1,000
Program Total 1,036,163.76 1,212,962 1,280,658
202
PARKS & RECREATION
HOOLULU PARK COMPLEX
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Building Maintenance Worker 1 1 1
Facilities Maintenance and Service Worker I 10 10 10
Facilities Maintenance and Service Worker II 3 3 3
Ho`olulu Complex Maintenance Supervisor 1 1 1
Recreation Specialist II 1 1 1
Total 17 17 17
203
PARKS & RECREATION
AQUATICS
Program Description
The Aquatics Section develops and implements water safety operations and programs.
The Aquatic Section promotes water safety to the public by conducting American Red
Cross Learn-to-Swim classes, certification courses in Lifeguarding, CPR,AED, First Aid
and Basic Water Rescue. Instructor certification courses are also offered for
Lifeguarding Instructors and Water Safety Instructors. It conducts introductory
competitions for beginners (novice swim and intro to water polo programs) and advanced
(open water competitions) swimmers.
Aquatics maintains safety services and initiates preventative actions,progressively
implementing advanced safety equipment and strategies to meet our goals and act as a
resource and consultant on matters relating to water safety.
Program Objectives
1. Provide services at our nine aquatic facilities with at least two lifeguards on duty
daily at all County pools.
2. Maintain safe and clean facilities, free of hazards for all activities,patrons and
employees by maintaining acceptable pool chemical levels, conducting daily safety
inspections and remitting work orders as necessary to correct unsafe conditions. A
comprehensive safety inspection to be conducted on a semi-annual basis.
3. Offer recreational and lap swimming for approximately 850,000 patrons. Offer four
sessions of Learn to Swim in the summer at all pools and other water related courses
to approximately 3,000 patrons.
4. Develop and distribute a quarterly brochure of County of Hawai`i pool facilities
highlighting recreational and adult lap swimming hours as well as water aerobics,
swim lessons, special events, activities and programs.
5. Conduct nine American Red Cross Lifeguarding/First Aid/CPR/AED Classes during
the fiscal year.
6. Plan,promote and coordinate five Novice Swim Meets serving approximately 350
participants during the three month season.
7. Sponsor one open ocean water swim competition.
204
PARKS & RECREATION
AQUATICS
Program Objectives (continued)
8. Promote workplace safety for all staff by providing personal protective equipment
and safety training on an ongoing basis.
9. Conduct American Red Cross blood Borne pathogens training on an annual basis in
January or February for all staff.
10. Develop at least two partnerships with aquatics clubs to encourage competitive
aquatic sports throughout the island.
•
11. Reduce cost through implementing sustainable technologies and prudent practices.
Program Highlights
LEARN TO SWIM(LTS)
Conducted Learn-to-Swim during both the 2021 and 2022 summer seasons. Summer of
2021,we had `keiki and me' classes, with a responsible adult in the pool with the keiki
(to maintain physical distancing). Summer 2022 saw the return of`traditional style'
swim lessons and we were able to teach more swim lessons to more participants than we
had since 2020. Fall of 2022 also brought back school swim lessons.
NOVICE SWIM SEASON
The Novice Swim Season for 2021 was postponed to February 28th,2022 and May 21,
2022. There were approximately 150 participants on four teams.
ANNUAL RICHARDSON'S OCEAN SWIM
The 2021 Richardson swim 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. The
2022 Richardson swim was not held due to renovations at Richardson Ocean Park.
205
PARKS & RECREATION
AQUATICS
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24 .
Actual Budget Estimate
Swimming Pools 9 9 9
Persons Served at Pools 219,425 600,000 600,000
Novice Meets/Participants 4/150 5/400 5/400
Learn to Swim(participants) 500 1,300 1,300
Instructional Courses by Aquatics Division 400 400 400
American Red Cross Lifeguarding Certification Crs 17 5 5
Partnership with Aquatic Clubs 9 9 9
Pool Attendance
Location Total Count Total Count Total Count
2019-20 2020-21 2021-22
Honoka`a* 0 0 2,200
Kawamoto 164,949 37,071 57,438
Kohala 26,859 8,438 2,192
Konawaena 28,682 7,793 12,212
Laupahoehoe 30,019 485 12,983
NAS ** 17,167 0 0
Pahala 11,986 2,678 4,003
Pahoa 105,961 30,358 64,661
Kona Community Aquatic Ctr 56,579 25,995 63,736
Total 442,202 112,818 219,425
*Openned May 2022
**Closed March 2020
Program Expenditures
• FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 51 58 58
Salaries and Wages 1,390,837.73 1,866,922 2,020,328
Operations 737,948.21 1,032,707 1,045,478
Equipment 28,883.93 20,950 20,950
Program Total 2,157,669.87 2,920,579 3,086,756
206
•
PARKS & RECREATION
AQUATICS
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Aquatics Recreation Specialist - 1 1
Pool Lifeguard 16 24 24
Pool Lifeguard 1/2T 2 2 2
Pool Lifeguard 1/2T Temp 6 6 6
Pool Lifeguard 3/5T 4 3 3
Recreation Specialist I 1 - -
Senior Pool Lifeguard 9 9 9
Swimming Instructor 1/2T Temp 3 3 3
Swimming Instructor Temp 3 3 3
Swimming Pool Custodian 3 3 3
Swimming Pool Custodian 1/2T 3 3 3
Total 51 58 58
207
PARKS & RECREATION
CULTURE & EDUCATION
Program Description
The Culture&Education Division promotes,perpetuates and encourages activities and
programs in culture, art, history and the humanities.
Program Objectives
1. Provide 105 workshops and classroom instructions in various disciplines, music,
dance, drama, arts, crafts, and natural sciences at established sites Countywide.
2. Develop and enhance at least one core/major Cultural/Community event per quarter
to preserve ethnic traditions and heritage, encourage craftsmanship and cottage
industry.
3. Market programs by securing community involvement and financial support through
six partnerships/sponsorships.
4. Advertise and promote the Cultural&Education programs and activities through our
quarterly "Arts Visions"newsletter and media such as radio,television,periodicals
and newspapers.
Program Highlights
First Quarter:
• Fourth of July—Hilo Bay Blast July 4, 2021 (modified)
o In-person event cancelled,however,the County Band held their evening
performance, followed by the fireworks display over Hilo Bay.
• Queen Lili`uokalani Festival September 2, 2021 (modified)
o In-person event cancelled,however,the committee held a tribute and blessing at
Lili`uokalani Gardens in honor and recognition of the Queen's birthday and
legacy.
Second Quarter:
• King Kalakaua Tribute November 16, 2021
o Blessing at Kalakaua Park in honor and recognition of the King's birthday and
legacy.
• Hilo Palace Theater
o Assisted with holiday decorations for return of the in-person holiday event.
208
PARKS & RECREATION
CULTURE & EDUCATIONm
Program Highlights (continued)
• 'Tis the Season Holiday Walk-Thru Event(Afook-Chinen)
o Assisted with the coordination of activities/setup for event.
• Christmas Wreath Exhibition at Aupuni Center
• "Magic of the Season"Holiday Event (modified)
o In-person event cancelled,however, completed the setup of holiday decorations at
County building. Achieved participation of all departments in a themed
Christmas tree decorating display and contest.
Third Quarter:
• 2022 Waimea Cherry Blossom Heritage Festival (cancelled)
o After months of planning,the in-person event was cancelled in January. The
committee decided to proceed with a special newspaper insert to perpetuate the
event.
• Waimea Cherry Blossom Heritage Festival honorees
o Presentation of certificates of recognition for community involvement and
contributions to the festival over the many years. Presentation of certificates and
photos held at Church Row Park with Mayor Mitch Roth.
• 175th Anniversary of Washington Place
o Assisted with logistics and support for a hula performance by groups of 4th grade
students at Lili`uokalani Gardens. The performance was part of a simultaneous
statewide hula by 4th graders that was live-streamed for event.
o Event organized by the Governor's Office and First Lady Dawn Ige. On,March
31st,the Governor signed a proclamation commemorating the anniversary and
recognizing the history and importance of the home. A simultaneous statewide
hula by 4th graders was also performed.
Fourth Quarter:
• 2022 Waimea Cherry Blossom Heritage Festival—Special Insert
o Produced the first-ever,printed and digital, commemorative special newspaper
insert to honor the history and culture of the festival, its origins and growth, and
the collaborative efforts of all those involved. The printed edition was circulated
to over 21,000 households. The digital version was accessible on the Hawai`i
Tribune-Herald and West Hawaii Today sites (for one year).
209
PARKS & RECREATION
CULTURE & EDUCATION
Program Highlights (continued)
• Hawai`i and Shibukawa Sister Cities Children's Art Exchange Aupuni Center
o Setup and displayed artwork from 5th grade elementary students in Japan and
Hawaii. There were 53 pieces from students at 13 different schools around
Shibukawa, and there were 28 pieces from students at E.B. DeSilva school.
• Merrie Monarch Festival
o Assisted with logistics and support. Coordinated delivery and usage of palms for
decorations, as well as provided printed shirts for staff working the event.
• May Day Celebration
o Assisted with logistics and support. The event is normally held at Kalakaua Park
but was moved to the East Hawai`i Cultural Center due to weather.
• King Kamehameha Awesome Athletes Inclusive Canoe Race
o Assisted with logistics, supplies and support for this inaugural event.
• Tribute to Our Heroes display at the County Building (Patriotic Salute Display of
American flags in a patriotic salute to those that have served).
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Classes/Workshops(Countywide) 51 115 105
East Hawai`i 51 95 95
West Hawai`i 0 10 10
Participants in Classes/Workshops(Countywide) 81 1,700 1,000
East Hawai`i 81 1,300 700
West Hawai`i(includes Waimea District) 0 400 300
Total Participants Served Countywide 73,500 130,000 110,000
East Hawai`i 53,500 85,000 85,000
West Hawai`i(includes Waimea District) 20,000 25,000 25,000
Number of Festivals/Major Events 6 8 8
*No classes held due to COVID
210
PARKS & RECREATION
CULTURE & EDUCATION
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 5 5 5
Salaries and Wages 291,713.25 291,150 281,522
Operations 81,036.05 205,028 135,028
Equipment - 50 50
Program Total 372,749.30 496,228 416,600
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Culture and Education Administrator 1 1 1
Park Interpretive Tech 1 1 1
Park Interpretive Tech(1/2T) 1 1 1
Recreation Specialist II 1 1 1
Recreation Specialist I 1 1 1
Total 5 5 5
•
211
PARKS & RECREATION
ELDERLY ACTIVITIES
Program Description
EAD Administration
The Elderly Activities Division's (EAD)Administration oversees five programs: Retired
Senior Volunteer Program(RSVP), Coordinated Services,Nutrition,Recreation and
Special Programs. The Division provides comprehensive and coordinated services for
older individuals,which promote maximum independence, optimum health,personal
dignity and self-enrichment. The EAD staff offers adults 55 years and older many
educational and recreational choices,various opportunities and services to enhance their
quality of life, including volunteer opportunities,transportation, escort, information and
assistance, in-home services (chore,personal care),recreational activities, congregate
meals and home-delivered meals and island wide, statewide,national and international
activities (Kupuna Hula,bowling, softball,health fair, etc.).
EAD Recreation
The Elderly Recreation Services (ERS)provides comprehensive recreational,
educational, health related and leisure activities for adults 55 years and older,which
promote maximum independence, optimum health,personal dignity and self-enrichment.
The ERS staff provide and promote active and passive recreational, cultural,leisure
opportunities, special interest programs, island wide and maintain independence, quality
of life and dignity to older adults. Services are provided county-wide at 25 senior
centers, including district-wide activities and recreational, educational, and health-related
classes.
EAD Special Programs
The Special Programs branch provides individuals 55 years and older with a variety of
special events such as recreational, sports (golf and softball),health(Wellness Fair),
leisure time,performing arts (Kupuna Hula), and other support services county-wide, as
well as senior participating in state,national, and international events.
212
PARKS & RECREATION
ELDERLY ACTIVITIES
Program Objectives
EAD Administration
1. The division will provide and/or facilitate a wide array of services and opportunities
and evaluate the quality of services provided by coordinating a service delivery
system that addresses the needs and interests of older adults. This will be
accomplished by providing comprehensive and coordinated services are represented
by the division's five major programs. The Elderly Activities Division provides
services to over 10,800 seniors annually. An evaluation is conducted on each
program annually to ensure goals are met.
2. The division will pursue assistance from persons and groups to improve and maintain
P&R facilities and enhance programs, services, and activities. This will be
maintained by the EAD Advisory Council which is made up of representatives from
the 25 senior citizen clubs, 15 nutrition sites and the RSVP Advisory Council that
will conduct at least one general meeting in January and two meetings for east and
west districts in July of each fiscal year servicing 40 presidents/chairpersons island
wide.
3. The division will provide regular facility and safety inspections and training for staff
by maintaining an EAD Safety Committee with at least one representative of each
program meeting quarterly to enforce safety procedures, improve unsafe conditions
affecting staff and seniors and give feedback to the department safety committee, as
needed. Additionally, they will conduct a safety on-site evaluation semi-annually
(January and July) of 32 senior center facilities and conduct safety evaluations and
training for 50 EAD staff.
4. In order to keep the public informed of its activities the division will:
• Produce at least one "Video Highlights" of the division's activities annually.
• Maintain the division's Kupuna News magazine by providing information on all
EAD program activities and printing at least 3,000 copies for distribution to over
200 organizations, four times quarterly.
213
PARKS &
RECREATION
ELDERLY ACTIVITIES
Program Objectives (continued)
EAD Recreation
1. Provide and promote active and passive recreational, cultural and leisure
opportunities to 2,500 unduplicated individuals 55 years and older island wide.
2. Provide and promote active and passive recreational, cultural and leisure
opportunities for 1,000 senior club members 55 years and older at 26 senior
centers/sites.
3. Serve 3,000 older adults in recreational, educational,health-related and cultural
classes island wide.
4. Provide at least ten district wide activities for a total of 1,500 older adults in
Puna/Ka`u,North and South Hilo,North and South Kona,North and South Kohala,
and Hamakua.
EAD Special Program
1. Provide at least six county-wide, state, national and international events for 2,450
older adults.
2. Serve a total of 1,350 older adults in at least four county-wide special events and
serve 800 older adults in one statewide event.
3. Provide one cultural event for 300 older individuals on a county, state, and
international level that will attract a total of 1,200 attendees.
Program Highlights
• The Hilo, Pahoa, Pahala, Captain Cook, Kealakekua,Holualoa, Kohala, Waimea, and
Honoka`a congregate sites were open for the seniors around the island. Seniors were
able to gather to socialize,play mahjong, exercise, sing, do arts and crafts, listen to
guest speakers and enjoy lunch.
• On June 21, 2022, the Elderly Recreation Services received 700 pineapples from
KTA and Dole Plantation to distribute to seniors in the EAD program. Pineapples
were given to senior programs (Elderly Recreation Services, Coordinated Services
Division,Retired Senior Volunteer Program&Nutrition) around the island.
• Coordinated the County of Hawai`i Kupuna Softball League games with 420 players
and 22 teams participating.
214
PARKS & RECREATION
ELDERLY ACTIVITIES
Program Highlights (continued)
• CSE completed 5,629 referrals for seniors needing services/benefits including,
supplemental security income, Medicare, Medicaid,tax assistance, food stamps,
transportation, etc.
• CSE provided 3,313 chore service hours to the qualified seniors.
• CSE provided 56 individuals with disabilities under 60 years were provided with
transportation island wide and accomplished 1,596 trips.
• CSE provided 848 seniors transportation services by the CSE staff and completed
29,052 trips.
• During the months of February to March, CSE East Hawai`i staff assisted with AARP
tax assistance. As a result, 11 volunteers completed over 800 preparations and
donated 750+hours of volunteer time.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Unduplicated Number of Older Adults Serviced:
RSVP 985 1,000 1,000
Coordinated Services 5,629 3,500 3,500
Nutrition 1,262 1,200 1,262
Elderly Recreation 2,596 2,500 2,500
Special Programs 1,799 2,450 2,450
EAD Recreation
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
No.of Senior Centers 26 26 26
No. of Unduplicated Elderly at Senior Ctrs 2,596 2,500 2,500
215
PARKS & RECREATION
ELDERLY ACTIVITIES
EAD Special Programs
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Total Number of Participants Served: 1,799 2,450 2,450
Total Number of Events: 2 6 6
County-wide Events:
Number of Events: 1 4 4
Number of Participants: 1,579 1,350 1,350
Big Island Senior Golf Tournament 0 100 100 1
Hawai`i Kupuna Softball League&Tournament 479 400 400
East Hawai`i Akamai Living Fair* 1,100 650 650
West Hawai`i Akamai Living Fair* 0 200 200
State/National/International Events:
Number of Events: 1 3 3
Number of Participants: 220 1,100 1,100
Number of Attendees:*** 0 1,200 1,200
State Senior Softball Tournament 220 800 800
Hawai`i Kupuna Hula Festival 0 300 300
(#of Performers)
Hawai`i Kupuna Hula Festival** 0 1,200 1,200
(#of Attendees—2 nights)
Hawaiian Cultural Workshop(Japan)* 0 0 0
*Sponsored event,EAD manpower
**Not calculated in Number of Participants total
***New measure as of FY 2022-23
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 11 12 12
Salaries and Wages 549,857.88 622,552 665,263
Operations 137,623.36 259,066 286,066
Equipment 1,193.72 11,725 4,725
Program Total 688,674.96 893,343 956,054
216
PARKS & RECREATION
ELDERLY ACTIVITIES
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 2 2 2
Elderly Activities Operations Director 1 1 1
Program Director I(Older Adults) 1 1 1
Program Director II(Older Adults) 3 3 3
Program Director III(Older Adults) 1 1 1
Program Director IV(Older Adults) 1 1 1
Recreation Aid 1 1 1
Van Driver - 1 1
Student Helper I 1 1 1
Total 11 12 12
217
PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Program Description
The Pana`ewa Recreational Complex is comprised of two facilities,the Pana`ewa
Rainforest Zoo & Gardens and the Pana`ewa Equestrian Center. Together they provide
varied recreational opportunities that are open to the public.
Pana`ewa Rainforest Zoo
The Pana`ewa Rainforest Zoo & Gardens is the only zoo in the United States that is set in
a tropical rainforest. This provides the unique opportunity to exhibit various species in a
natural rainforest environment. An abundance of lush flora enhances the animal
experience and transforms the zoo into a diverse botanical park. The Pana`ewa
Rainforest Zoo & Gardens provides a welcome form of alternate recreation and education
for all ages to enjoy. The zoo is open daily from 10:00 a.m. to 3:00 p.m.,with closures on
the first Thursday of the month, Christmas, and New Year's Day, and on maintenance
and zoo orientation days. There is currently no admission charge.
Contemporary zoos strive to provide and promote a theme of conservation through
education and recreational activities. Conservation of world wildlife and rainforests will
affect many future generations. Continuing education and awareness are vital for
preserving our natural resources, and the zoo affords the perfect opportunity to combine
this education through enhanced recreation.
Our program is achieved by meeting Federal USDA Animal Welfare Act regulatory
standards and requirements to maintain Federal licensure, and acquisition of State and
Federal permits necessary to import,transport and house restricted animals. Volunteers
and community involvement is vital to the program's success and future expansion.
Friends of the Pana`ewa Zoo (FOZ) is a 501(c)3 not for profit volunteer organization
which provides financial support for both projects and supplemental animal care. FOZ is
an integral part of the zoo and they maintain a zoo website and Facebook page that
provides news and public information to increase visitor awareness.
The Pana`ewa Equestrian Center
The Pana`ewa Equestrian Center is located adjacent to the zoo and has the capacity to
house 56 horses. Horse stalls are rented to the public for a nominal cost and the arena is
rented for appropriate events,training, and practices.
218
PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Program Description (continued)
The Pana`ewa Equestrian Center was developed and is maintained for a wide variety of
equestrian related facilities, which include a 5/8 mile race track, rodeo arena,wash racks,
and 56 rental stalls with attached paddocks. The center is open for public use seven days
a week.
Program Objectives
1. Focus on maintaining a healthy rainforest animal collection with 12 scheduled
preventative health exams with license veterinarians and a new quantified nutrition
program.
2. Successfully breed at least one animal species for population maintenance or to trade
with other facilities.
3. Work with FOZ to host at least two events to promote the zoo and increase the
number of visitors.
4. Work with community groups to help facilitate four major volunteer projects to
maintain and improve the Zoo and/or Equestrian Center.
5. Increase community education and interest, and reinstitute a docent training program
by utilizing FOZ volunteers.
6. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian
Center:
a. Host two rodeo events annually.
b. Host two dressage events annually.
Program Highlights
• The zoo received two leopard geckos; one bearded dragon, one blue phase green
iguana; one spotted turtle,two diamondback terrapins,two hybrid golden pheasants
and one donkey.
• Bred to maintain peacock flock and dart frog collection to breed.
• Christmas at the Zoo celebration held on December 4, 2021.
• FOZ annual plant sale held March 19, 2022.
• The Palm Society held a workday on July 10, 2021.
• The Hawaiian Garden Club held a workday on December 31, 2021.
• Heliconia Club implemented the Heliconia/Ginger Garden Project on May 6, 2022.
The Project continues to date.
• Volunteer recruitment has resumed. New FOZ petting zoo volunteer trained to
reopen Petting Zoo mid-July 2022.
219
PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Program Highlights (continued)
• Stampede Rodeo was held August 20-22,2021 and February 19-20, 2022.
• Keiki Rodeo held February 25-27, 2022 and March 22-24, 2022.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Attendance 362,000* 290,000** 362,000
Acres Maintained 57 57 57
Equestrian Center—Stalls 56 56 56
Equestrian Center—Rodeos, Shows,Clinics&Races 3 5 6
Community&Volunteer Projects Completed 3 4 4
New animals acquired 11 2 2
Educational presentations(field trips,school visits, 20 25 25
etc.)
Species(Current Actual Count as of Jun 2022) 78 87 80
Birds 31
Primates 6
Mammals 14
Amphibians 7
Reptiles 20
*As of July 2021,there is currently no attendance counter. We are in the process of installing a new
counter. Numbers are based on estimates by gift shop staff.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 11 12 12
Salaries and Wages 511,145.99 649,168 687,664
Operations 289,876.80 296,650 305,640
Equipment 1,405.56 500 1,500
Program Total 802,428.35 945,318 994,804
220
PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Building and Grounds Utility Worker 1 1 1
Nursery Worker I 1 1 1
Pane ewa Recreation Complex Administrator 1 1 1
Pana`ewa Recreation Complex Supervisor 1 1 1
Park Caretaker I - 1 1
Zoo Animal Keeper II 6 6 6
Zoo information/Education Specialist I 1 1 1
Total 11 12 12
221
PLANNING
PLANNING
DEPARTMENT SUMMARY
Mission Statement
To foster an improved quality of life for the Island of Hawai`i's communities through
responsible and progressive planning programs and initiatives that are shaped by values
that respects our past while laying the foundation for our future.
Department Goals
1. Long-Range Planning. To support and sustain the community's vision, facilitate
public participation, and drive the policy foundation that helps shape a more
equitable,resilient, and sustainable future for Hawai`i Island;
2. Regulatory System. To refine and enhance our existing land use management
systems to provide for clear and objective standards and efficient process;
3. Public Participation/Information. To develop effective methods to seek community
and interagency input that encourages broad-based participation in planning and
regulatory decision making;
4. Organizational Capacity. To strive for competence, sensitivity, and responsiveness in
the delivery of planning services to the people and institutions of this County and to
partner governmental agencies at the Federal, State and County levels.
Funding Source and Position Count
General Fund $4,262,648 General Fund 58
Grant Revenue $ 657,676 Grant Revenue/Other 9
Total Budget: $4,920,324 Total Number of Positions 67
222
PLANNING
PLANNINGm.�..W.._��...��. .�_w.._._ �......�.....��_�_.we._..e.._
Program Description
The Planning Department carries out its responsibilities through its offices in East and West
Hawai`i. The department administers and staffs several boards/commissions/committees which
have jurisdiction over various land use and related permits or designations. They are:
1. Hawai`i County Windward Planning Commission
2. Hawai`i County Leeward Planning Commission
3. Cultural Resources Commission
4. Board of Appeals (BOA)
5. Banyan Drive Hawai`i Redevelopment Agency
6. Kailua Village Design Commission
7. Puna Community Development Plan Action Committee
8. Kona Community Development Plan Action Committee
9. Ka`u Community Development Plan Action Committee
10. South Kohala Community Development Plan Action Committee
11.North Kohala Community Development Plan Action Committee
12. Hamakua Community Development Plan Action Committee
13. Arborist Advisory Committee
The Planning Director serves as the chief planning officer of the County and the technical advisor
to the Mayor, Planning Commissions and Council on all planning and related matters. These
include: prepares and implements the general plan and amendments;prepares and implements the
community development plans;prepares proposed zoning and subdivision ordinances and any
amendments and modifications;reviews and prioritizes proposed capital improvements;
administers the subdivision and zoning ordinances and related regulations; approves proposed
subdivision plans; approves variances as provided by law; and receives,processes and
recommends to the Planning Commissions appropriate action regarding rezoning applications,
land use boundary amendments, special permits, use permits, special management area permits
and other similar requests.
223
PLANNING
PLANNING
Program Objectives
Administrative Permits
1-Public Assistance and Land Use Information: Respond to land use inquiries and
confirming zoning requirements in the processing of building permits. Identify solutions to
streamline and improve customer service at the,counter.
2-Electronic Processing and Information Center(EPIC) System: Continuous
development and improvements to the EPIC permitting system. Some of the planned
improvements include creating fillable application fields to streamline the application
process,templating of letters,placards and permits. Additional management tools, systemic
efficiencies and automation will need to be built into the system as well. The division will
continue to play a part in the development and improvement of the EPIC system.
3-Permits and Subdivision: Review and process administrative permits in a timely and
efficient manner. Work cooperatively and collaboratively with applicants, other County
departments and government agencies in the permit and subdivision review process. Create
opportunities to increase communication and collaboration among Hilo and Kona staff to
develop standards for consistent processing of permits. Facilitate a comprehensive review
and update to the County's Zoning and Subdivision Codes.
4-Complaints and Investigation: Work cooperatively and collaboratively with other
divisions of the Department and government agencies in resolving complaints. Identify
sections within current codes, rules, and.regulations that need further clarification,
interpretation, or revisions. Identify changes for managing,tracking, and streamlining record
keeping and monthly reporting of complaints.
Administrative Services
1-Technology: Build and develop the Department's internal Information Systems section.
The Information Systems Analyst IV position will take the lead in identifying areas that
software/databases can be used to improve efficiency and productivity. Support
Department's shift towards going paperless, electronic signatures,EPIC system
improvements, etc. This section will maintain our technology inventory; plan out
replacement of old computers and replace with laptops. Continue to backup and secure
Departmental data in-house.
2-Personnel: Plan for and getting ahead of vacancies,reducing the time it takes to fill
positions. Continue to evaluate department structure and organization to help increase
planning and regulatory functions. Sustain practice for consistent staff evaluation and
performance management.
224
PLANNING
PLANNING
Program Objectives (continued)
3-Financial Management: Track and provide additional or expanded fiscal expenditure
reports to be used as managerial tools in the management of fiscal budget, Geothermal
funding, and Coastal Zone Management(CZM) funding; work with managers to seek other
sources of revenue. Include and encourage Division Managers to participate in budgetary
discussions and process.
Long Range
1-Natural and Cultural Resource Planning: Review environmental assessments and
environmental impact statements. Review and comment on County and State legislation, as
appropriate. Continue to implement the Public Access mauka and makai island wide.
Manage the Federal Emergency Management Agency (FEMA)hazard mitigation grant
related to the shoreline/riparian setback project. Manage the CZM grant related to the
shoreline/riparian setback project. Prepare the CZM semi-annual and performance measure
reports. Participate in the Hawai`i Climate Change Mitigation and Adaptation Commission
and State Ocean Resources Management Plan policy and working group meetings. Manage
the FEMA hazard mitigation grant related to the Climate Change Action Plan and collaborate
with other departments. Support the Cultural Resources Commission and coordinate efforts
with the Department of Land and Natural Resources (DLNR) State Historic Preservation
Division(SHPD) and the National Park Service (NPS). Review and comment on Section
106 requests.
2-Regional and Community Planning: Implement the Community Development
Plans. Work with Action Committees and community networks to prioritize and implement
community-based actions. Assist communities to develop and implement town or village
plans as needed. Support the Puna Resilience Action Teams in coordination with the
Recovery Division. Continue to work with other County departments, outside agencies, and
the public on various community learning series and network initiatives. Review and
comment on County and State legislation, as appropriate.
3-Infrastructure and Design Planning: Collaborate with Department of Public Works on
transportation planning initiatives, including complete streets. Update codes and rules
related to the Complete Street's Program. Work with other agencies to implement Vision
Zero. Coordinate with Mass Transit Authority to better integrate transit routes and stations
with land use. Develop a Kona Open Space Plan in accordance with the Community
Development Plan. Coordinate the development of the County's Capital Improvement
Program. Prepare and submit the Fair Share Annual Report to Council. Review and
comment on County and State legislation, as appropriate. Collaborate with other
departments related to infrastructure planning. Participate in the State Transit-Oriented
Development(TOD) Council.
225
PLANNING
PLANNING
Program Objectives (continued)
4-Administrative Programs: Complete comprehensive review and update to the County's
General Plan. Administer the Coastal Zone Management grant contract. Review and seek
grant funding opportunities for long-range priority projects consistent with the General Plan
and Community Development Plans. Support county code amendment opportunities.
Review and comment on County and State legislation, as appropriate. Provide
administration for the Board of Appeals. Continue to amend BOA Rules of Practice and
Procedure, as appropriate.
Planning
1-Windward and Leeward Planning Commissions: Continue to provide background and
recommendation reports for the Planning Director for land use applications to the Windward
and Leeward Planning Commissions. Provide continued administrative support to the
Leeward and Windward Planning Commissions in fulfilling their duties to advise the
Planning Director and County Council on land use matters. Provide technical training to the
Planning Commissions on land use planning, coastal zone management,parliamentary
procedure, Sunshine law, and the County Ethics Code. Continue to improve public
participation in discretionary land use permitting decisions.
2-Special Management Area and Shoreline Regulatory Permitting: Continue to process
all Special Management Area(SMA) assessments, exemptions and permits and shoreline
permits within the County. Continue to implement the new SMA short form for exemption
determinations for non-shoreline parcels for quicker SMA reviews. Work cooperatively and
collaboratively with other divisions of the Department and government agencies in resolving
complaints and enforcing the SMA and shoreline laws. Work collaboratively with the Long-
Range Division to implement State CZM Program initiatives through rule and code changes
to improve the protection of coastal resources and reduce coastal hazards to life and property,
such as low-impact development and adaption to sea level rise.
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 State
Land Use (SLU)requests that are approved before the State Land Use Commission.
•
226
PLANNING
PLANNING
Program Objectives (continued)
4-Environmental Planning: Serve as approving agency by reviewing and issuing
environmental exemptions, environmental assessments and environmental impact statements
for projects related to Planning Commission permits and SMA/Shoreline permits.
Collaborate with affected agencies, organizations, and the public in reviewing traffic impact
analysis reports, archaeological studies, flora and fauna studies, cultural studies, and socio-
economic studies related to the Division's projects. Review and comment on County and
State legislation related to land use matters.
5-Administration: Complete a comprehensive update of the Division's application forms to
integrate with the new EPIC permitting system so that the public and applicants can better
understand the permitting process and timelines. Amend the Planning Commission's and
Planning Department's Rules of Practice and Procedures to address changes to shoreline
management law and to address new application forms. Update SMA application form to
create one master application. Update Planning Commission(PC) application forms to
create one master PC application form. Create new shoreline setback determination
application form. Improve Planning Department website for PC and SMA functions.
Continue to explore methods of providing improved enforcement of land use permits and
ordinances,to ensure that the requirements of these permits and ordinances are implemented
in a timely and effective manner,which may include a comprehensive audit of these permits
and approvals.
West 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.
2-Permits and Subdivision: Review and process administrative permits in a timely and
efficient manner. Work cooperatively and collaboratively with applicants, other County
departments and government agencies in the permit and subdivision review process. Create
opportunities to increase communication and collaboration among Hilo and Kona staff to
develop standards for consistent processing of permits.
3-Complaints and Investigation: Work cooperatively and collaboratively with other
divisions of the department and government agencies in resolving complaints. Identify
sections within current codes,rules, and regulations that need further clarification,
interpretation, or revisions. Identify changes for managing,tracking, and streamlining record
keeping and monthly reporting of complaints.
4-Other Planning Programs: Staff and support Kailua Village Design Commission.
227
PLANNING
PLANNING
Program Highlights
• The Department's Disaster Recovery Division achieved several milestones in
supporting Puna's communities recovering from the 2018 Kilauea eruption in terms
of planning,housing assistance, infrastructure restoration and building community
resilience. Following the launch of the Voluntary Housing Buyout Program in April
2021 the Division received nearly 300 applications for assistance from owners of
primary homes and nearly 200 from owners of secondary homes. This program was
made possible by a$107 million grant in Community Development Block Grant—
Disaster Recovery (CDBG-DR) funds from the U.S. Department of Housing and
Urban Development and saw nearly 100%participation among eligible properties by
the end of this first phase. In January 2022 the County worked with FEMA to begin
an environmental assessment for the work to restore roads and waterlines along
Pohoiki Road, Highway 137 and Kumukahi-Lighthouse Road. This environmental
assessment will take slightly over one year to complete. The Division also worked
with the Department of Water Supply to plan for the re-investment of$40 million in
infrastructure through projects across the Puna district with a grant from FEMA. To
support the work of the Department of Parks and Recreation,the Division worked
with Council District 4 to launch the Revitalize Pohoiki initiative to plan for the
restoration of Isaac Kepo`okalani Hale Beach Park and long-term stewardship of
Pohoiki with area families and community members. Finally,the Division received a
$225,000 grant from the United States Department of Agriculture's Rural
Placemaking Innovation Challenge to launch Revitalize Puna in partnership with
Council District 4.
• The Long Range Division managed the CZM and FEMA hazard mitigation grant to
conduct the research necessary to establish a new shoreline setback policy and rule.
• The County's Vision Zero Action Plan won a transportation award with American
Planning Association.
• Executed a contract for the comprehensive review and to amend the zoning and
subdivision codes.
• Completed the re-organization of the Long Range and Planning Divisions.
• Completed a six-month long project to clean out the office and individual
workstations, purge old documents/files,transfer unused office supplies/equipment
and converted paper documents into electronic records at the average rate of 30,000
pages a week.
228
PLANNING
_ _ PLANNING�
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
PERMITS
`Ghana Permits 8 10 10
Plan Approval Reviewed 112 140 140
AGREEMENTS
Farm Dwelling Agreement 25 30 30
Subdivision—New Application 70 60 60
Consolidation—New Application 23 20 20
APPLICATIONS PROCESSED
General Plan Amendment 0 2 2
Change of Zone 28 20 20
Special Permit 17 15 15
Use Permit 3 10 10
Special Management Area Major Permit 12 12 12
Special Management Area Minor Permit 19 25 25
Special Management Area Assessment 81 180 180
Special Management Area Short-Form Exemptions 145 0 125
State Land Use Boundary Amendments(<15 acres) 6 5 5
State Land Use Boundary Amendments(>15 acres) 0 2 2
Shoreline Setback Variance 0 8 8
County Council Initiated Code Amendments 1 0 2
Planning Director Initiated Actions 3 0 4
Other Miscellaneous Applications 5 6 6
_ Administrative Variance 34 60 60
Planned Unit Development 2 2 2
Non-significant Zoning Change 0 2 2
Appeals Processed 43 30 30
Boards/Commission/Committee Meetings 53 120 120
Contested Case Hearings—PC 6 5 5
Contested Case Hearings—BOA 5 12 12
ENFORCEMENT
Complaints 104 400 400
CADASTRAL MAPPING
New/Updated Plat Maps . 258 250 260
%Plat Maps in CADD(260 out of 2,375) 11% 10% 11%
Copies of Tax Maps Requested 228 500 300
The Department's regulatory functions can be measured in terms of volume and
responsiveness. The previous table provides an indication of volume, which should be
considered relative to the number of personnel. The Zoning and Subdivision Codes,
Planning Commission Rules and Planning Department Rules provide for time limits
which the Department is required follow in processing these applications and permits.
229
PLANNING
___� ___
PLANNING
.w� _. �_.�_
Program Expenditures
FY 2021-22 FY 2022-23FY 2023-24
Actual Budget Request
Number of Positions 59 60 61
Salaries and Wages 3,257,887.67 3,514,308 3,839,298
Operations 483,589.52 1,036,168 386,168
Equipment 70,349.55 13,850 13,850
Program Total 3,811,826.74 4,564,326 4,239,316
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Planning Director 1 1 1
Deputy Planning Director 1 1 1
Accountant I 1 1 1
Accountant II(TEMP) 1 1 1
Administrative Services Officer I 1 1 1
Clerk II 1 1 1
Clerk III 4 4 4
Geographic Information Systems Analyst I 1 1 1
Geographic Information Systems Analyst II 1 1 1
Information Systems Analyst IV 1 1 1
Land Use Plans Checker III 7 7 7
Land Use Plans Checker IV 2 2 2
Planner I 2 2 2
Planner IV 7 7 7
Planner V 6 7 8
Planner VI 3 3 3
Planning Commission Support Tech 1 1 1
Planning Inspector II 3 3 3
Planning Program Manager 4 4 4
Private Secretary 1 1 1
Program Manager(TEMP) 1 1 1
Program Support Technician(TEMP) 1 1 1
Secretary to Board/Commissions 3 3 3
Subdivision Applications Clerk 1 1 1
Tax Maps&Records Supervisor II 1 1 1
Tax Maps&Records Tech I 1 1 1
Tax Maps&Records Tech II 1 1 1
Tax Maps&Records Tech III 1 1 1
Total 59 60 61
230
PLANNING
COASTAL ZONE MANAGEMENT
Program Description
The Hawai`i Coastal Zone Management(CZM)Program is established by Chapter 205A,
Hawai`i Revised Statutes (HRS). It is a comprehensive management guide for the
beneficial use, protection, and development of Hawai`i's land and water resources. The
State Legislature created the CZM Program as a shared management system with the
State and County regulatory agencies. Through an agreement, the State of Hawai`i
Department of Economic Development and Tourism, Office of Planning provides funds
(State and Federal)to the County of Hawai`i to implement the CZM Program through the
regulation of development in the Special Management Area(SMA) and Shoreline
Setback Area(SSA). The Department assesses development proposals within the SMA
and SSA for compliance with the CZM objectives and policies articulated in the HRS and
determine whether the issuance of a SMA and/or Shoreline Setback Variance (SSV)
permit is appropriate. As part of the agreement with the State, the County's
responsibilities include:
1. Administration of the SMA and SSV permits,non-point source pollution issues, and
other CZM-related matters.
2. Administer an ongoing monitoring and enforcement program.
3. Facilitate and support public participation in the CZM Program, as may be necessary.
4. Attend all CZM-related meetings,workshops, and seminars.
5. Coordinate, facilitate, and where possible, streamline the development review process.
6. Submit status and performance reports on a semi-annual basis to the Office of Planning.
7. Submit CZM performance measures report on an annual basis to the Office of Planning.
Program Objectives
1. Process all SMA Assessments and Permit applications in the required time limit as
specified by law and the County's Rules and Regulations.
2. Conduct site investigation of alleged violations within two weeks of receipt of
complaints.
3. Monitor all CZM-related legislative bills during the State Legislative session and
provide testimonies as needed(January to May).
4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC)meetings, which
are normally held every other month as budgetary constraints will allow.
5. Attend all State Office of Planning's CZM County Directors meetings, Ocean
Resources Management Plan policy and working group meetings and subcommittee
meetings as budgetary constraints will allow.
231
PLANNING
COASTAL ZONE MANAGEMENT
Program Objectives (continued)
6. As a public participation measure,provide a written report to the State Office of
Planning CZM Program of all SMA Permit applications and their status.
7. Continue to advertise Planning Commission agenda and hearing notices for all SMA
and SSV Permit applications as required by law.
8. Provide the Office of Planning with semi-annual reports within seven days after
December 31st, and June 30th of the Fiscal year.
9. Provide the Office of Planning with annual performance measure reports within seven
days after the June 30th end of the fiscal year.
10. Continue to review Planning Commission and Planning Department Rules for
compliance with enacted State laws and draft amendments to the rules for adoption.
Program Measures
Program measures are included in the Administration and Planning program.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 6 6 6
Salaries and Wages 251,375.94 501,468 564,476
Operations 100,629.00 110,532 110,532
Equipment 6,237.55 6,000 6,000
Program Total 358,242.49 618,000 681,008
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Administrative Assistant - - 1
Clerk III 1 1 1
Planner IV 2 2 2
Planner V 1 1 1
Planning Inspector II 1 . 1 1
Senior Account Clerk 1 1 -
Total 6 6 6
•
232
This page intentionally left blank
POLICE
POLICE
DEPARTMENT SUMMARY
Mission Statement
The employees of the Hawai`i Police Department are committed to preserving the spirit
of aloha.
We will work cooperatively with the community to enforce the laws, preserve peace, and
provide a safe environment.
Department Goals
1. To protect life and property and serve the community.
2. To actively involve the community in crime prevention programs.
3. To gather necessary evidence quickly for successful prosecution.
4. To expeditiously recover stolen property and contraband.
5. To enforce traffic laws.
6. To provide other services as necessary to promote efficient operation of the Police
Department and provide for the overall safety of the community.
Funding Source and Position Count
General Fund $77,859,136 General Fund 759
Grant Revenue $ 6,132,961 Grant Revenue/Other 56
Other $ 846,036
Total Budget: $84,838,133 Total Number of Positions 815
233
POLICE
POLICE COMMISSION
Program Description
The Police Commission is established under the Hawai`i County Charter to oversee the
activities of the Police Department. It consists of nine citizens appointed by the Mayor
from each of the nine County Council districts and confirmed by the County Council.
The members volunteer their services and serve staggered terms of five years each.
The Police Commission has the following mandated responsibilities under the Charter:
1. To appoint and to remove the Police Chief.
2. To review the annual budget prepared by the Police Chief and possibly make
recommendations about it to the Mayor and Managing Director.
3. To receive, consider and investigate charges brought by members of the public
against the conduct of the Police Department or any of its members and to submit a
written report of its findings to the Police Chief.
4. To advise the Police Chief on police-community relations.
5. To review the department's operations, as deemed necessary, for the purpose of
recommending improvements to the Police Chief and the Managing Director.
6. To evaluate, at least annually,the performance of the Police Chief and submit a report
to the Mayor, Managing Director, and the Council.
Program Expenditures
• FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 1 1 1
Salaries and Wages 54,014.79 61,364 57,176
Operations 2,790.33 6,171 6,171
Program Total 56,805.12 67,535 63,347
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Secretary 1 1 1
Total 1 1 1
234
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Description
The division,under the direction of a Police Major, provides island wide administration,
direction and planning control and coordination of police services; and supports operating
units through the centralized Administrative Services Division. The division's support
sections include the Training/Safety Section,the Finance Section,the Human Resources
Section,the Word Processing Center, and Commission on Accreditation for Law
Enforcement Agencies (CALEA).
Training Section/Safety Section
The Training Section is responsible for training of both sworn and civilian personnel;
facilitating and providing all entry level training for all police recruit officers; and
facilitating the training of personnel. This section also maintains and manages the
training files for all department personnel.
The Safety Section is responsible for the duties associated with reviewing and
investigating workers' compensation cases for alleged abuse; conducting department
random drug testing; coordinating and scheduling mandatory annual physicals; providing
timely and comprehensive information on safety and health issues; and planning and
conducting training classes on employee safety matters.
As part of research and development,this section involves addressing the overall needs
and equipment requirements for the department; conducting research and evaluation of
equipment,uniforms,protective devices;providing recommendations to minimize injury
to personnel; researching and tracking of legislation that deal primarily with law
enforcement issues; and preparation of testimony for submittal.
Finance Section
The Finance Section,under the direction of the Accountant IV, is in charge of preparing
the department's budget, maintaining its accounts, inventory control,processing payroll,
maintaining personnel attendance records,purchasing supplies and equipment,
distributing supplies to districts and bureaus, furnishing custodial and maintenance
services, providing messenger and delivery service, providing department and subsidized
vehicles with fuel and administering the special duty program.
235
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Description (continued)
Human Resources Section
The Human Resources Section is responsible for all personnel actions,to include both
external and internal recruitments for appointments to positions;management of
personnel files; management of safety and workers' compensation files; conducting
research to address issues facing the department; legislative actions; maintaining and
updating departmental policies, rules, and regulations; and other duties associated with
providing administrative support to operational units.
Personnel duties include managing and maintaining personnel files for employees;
processing all documents and correspondences relating to personnel actions;providing
management with recommendations and courses of actions involving personnel actions;
and all related duties involving personnel issues.
Accreditation Section
The Accreditation Section maintains accreditation for the Department through the
Advanced Law Enforcement Accreditation program offered by the Commission on
Accreditation for Law Enforcement Agencies (CALEA®). CALEA® sets forth a total of
484 standards, and the Accreditation Section ensures compliance with the standards
applicable to the Department. The program consists of an annual Web-Based Review,
(years one thru four) and a Site-Based Assessment(year four only). Upon successful
completion of these reviews and assessment,the Department is awarded accreditation on
year four.
Word Processing Center
Under the direction of a Clerical Services Supervisor and Assistant Clerical Supervisor,
12 clerical personnel are responsible for the transcription of all narrative police reports
dictated onto a digital recording system by sworn personnel. These reports, after
approval, become the official document detailing criminal investigations conducted by
the department.
236
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Objectives
1. To accommodate at least 95% of requests for public safety/health talks from the
community.
2. To accommodate at least 95% of requests for station tours for students and
community members.
3. Conduct drug screening of all sworn personnel and initiate pre-employment testing
of civilian personnel.
4. Conduct constant recruitment and fill at least 90%of vacancies for sworn and 80%
vacancies for civilian positions by end of fiscal year.
5. Improve competence and professionalism of sworn and civilian personnel through
advanced equipment purchases and provide 25,000 hours of on-going training.
6. Maintain the level of proficiency in the Word Processing Center with a turnaround
time of less than nine days for processing reports.
7. Process 98%of requisitions received from districts and bureaus within a month.
8. Fill 90% of all special duty requests for officers.
9. Compile a listing of all outstanding leave papers and distribute to district
commanders bimonthly.
10. Fill 90% of requests for storeroom supplies within the month.
Program Highlights
Training Section
In FY 2021-22,the Training Section provided 40,372.25 hours of training to existing
personnel, and there was a total of two recruit classes in session during this time period:
• 94th Police Recruit Class: June 1, 2021, to December 15, 2021; Field Training from
December 16, 2021,to April 15, 2022.
• 95th Police Recruit Class: December 16, 2021, to June 30, 2022; Field Training from
July 1,2022 to October 31, 2022.
Finance Section
In FY 2021-22,the Finance Section continued to operate the payroll, accounts payable,
special duty, and storeroom sections. Accounts payable processed approximately 7,048
invoices, special duty filled 5,343 special duty requests, and the storeroom filled 4,260
orders.
237 •
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION .•
Program Highlights (continued)
Human Resources Section
In FY 2021-22,the Human Resources Section, in conjunction with the Hawai`i County
Department of Human Resources, conducted various open and internal recruitments for
sworn and civilian vacancies. This resulted in the hiring of 28 Police Officer recruits,
five Police Communications Officer I's, four Clerk III's,two Police Evidence Specialists,
two Custodian/Groundkeeper I's, one Information Systems Analyst VI, one Information
Systems Analyst IV, one Information Systems Analyst III, one Polygraph Examiner, and
one Radio Technician I. Internally,there were two promotions to Assistant Police Chief,
two promotions to Police Major, six promotions to Police Lieutenant, one promotion to
Radio Technician II, and one promotion to Police Investigative Operations Clerk. There
were 20 temporary promotions to Police Officer III and one temporary promotion to
Police Lieutenant. In addition,the following employment contracts were conducted, two
Lead Kennel Technicians, one Lead Animal Control Officer,nine Kennel Technicians,
eight Animal Control Officers, and one Animal Control Officer Trainee.
Accreditation
During the four-year accreditation award cycle,the Hawai`i Police Department must
maintain compliance with applicable standards, keep up-to-date proof of its compliance,
strive to operate in the spirit of those standards and submit an annual report.
In FY 2021-22,the Accreditation Section prepared for year 2 of the re-accreditation
process with the Commission on Accreditation for Law Enforcement Agencies
(CALEA®), which was renewed on November 16, 2019. A web-based assessment took
place from November 25, 2021 to December 3, 2021. CALEA® Compliance Service
Member Lou Moreto,retired police chief of the Manalapan Township Police Department,
conducted a web-based assessment of compliance proof files and supportive
documentation to determine compliance with standards. The results and findings of his
review were submitted to the CALEA® Commission and approved.
Word Processing Center
In FY 2021-22 the Word Processing Center transcribed 16,800 reports,totaling more than
191,700 minutes and 1,395,158 completed lines of dictation.
238
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Public Safety/Health Talks 100% >=95% >=95%
Station Tours 100% >=95% >=95%
Students&Community Members 573 >=3,600 >=3,600
Drug Screening(Sworn Personnel)* 99% 100% 100%
Recruitment(%of Staffmg Sworn/Civilian) 88% 80% 80%
Training Hours 40,372.25 25,000 25,000
Word Processing Center -turnaround time 4.9 Days 9 Days 9 Days
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate _
Finance Section _
Process Requisitions within the month 100% 98% 98%
Fill Special duty requests 92.8% 90% 90%
Collect/reconcile 85%of leave applications within month 100% 85% 85%
Compile a listing of all outstanding leave papers and 100% 100% 100%
distribute to district commanders bimonthly
Fill 90%of requests for storeroom supplies within month 100% 90% 90%
* Percentage does not include those sworn personnel unavailable for testing due to extended leave for
entire calendar year.
239
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Expenditures (Special Duty)
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 2 2 2
Salaries and Wages 39,540 97,569 98,121_
Operations - 27,915 27,915
Program Total 39,540 125,484 126,036
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 2 2 2
Total 2 2 2
Program Expenditures (Administrative Services)
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 272 303 308
Salaries and Wages 10,053,354.37 8,936,935 9,828,131
Operations 9,201,840.10 9,519,927 10,494,746
Equipment 299,614.63 1,790,000 2,300,000
Program Total 19,554,809.10 20,246,862 22,622,877
240
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Authorized Request
Police Chief 1 1 1
Deputy Police Chief 1 1 1
Assistant Police Chief 1 1 1
Account Clerk 3 3 3
Account Clerk(Temporary) - - 1
Accountant I 1 1 1
Accountant III 1 1 1
Accountant IV 1 1 1
Assistant Clerical Supervisor 1 1 1
Clerical Services Supervisor I 1 1 1
Clerical Services Supervisor II 1 1 1
Clerk III 16 16 17 _
Clerk III(Temp) 1 1 2
Clerk-Dispatcher I - - 1
Fingerprint Classifier II 1 1 1
Fingerprint Technician 1 1 1
Firearms Registration Clerk 2 2 3
Human Resources Assistant 1 1 1
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Information Systems Analyst III 2 2 1 _
Information Systems Analyst IV 1 1 1
Information Systems Analyst V 1 1 1
Information Systems Analyst VI 1 1 1
Police Cadet(Hrly) 24 24 24
Police Captain 1 1 1
Police Communications Officer II - - 39
Police Communications Officer III(Temporary) - - 6
Police Documents Clerk 1 1 1
Police Evidence Custodian 2 2 2
Police Lieutenant 4 4 4
Police Major 2 2 2
Police Officer I(Temp) 37 67 67 _
Police Officer II 4 4 5
Police Officer III(Temp) 30 30 30
Police Radio Dispatcher II 39 39 -
Police Radio Dispatcher III(Temp) 6 6 -
• Police Records Analyst 1 1 1
Police Records Clerk 9 9 9
Police Sergeant 9 9 9
Program Manager 1 1 1
•
241
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Personnel Position Summary (continued)
Public Relations Specialist 1 1 1
Radio Technician I 4 4 4
Radio Technician II 1 1 1
School Crossing Guard(Hrly) 40 40 40
Secretary 2 2 2
Secretary to the Chief of Police 1 1- 1
Senior Account Clerk 1 1 1
Senior Clerk-Stenographer 2 2 2
Senior Police Records Clerk 1 1 1
Storekeeper 1 1 1
Student Helper I 2 2 2
Supervising Police Communications Officer - - 5
Supervising Police Radio Dispatcher 5 5 -
Traffic Safety Coordinator - 1 1
Total 272 303 308
242
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Description
The Technical Services Division,under the direction of a Police Major, consists of the
Traffic Services,Records and Identification, Communications Maintenance,
Communications Dispatch, and the Computer Sections. The division provides technical
assistance on traffic and motor vehicle safety and training; manages police records and
evidence storage; assists in the maintenance of the county's microwave radio system and
the installation and maintenance of police mobile radios; administers central dispatch
functions and provides technical support to the department's computer software and
hardware systems.
Communications-Dispatch Center
All requests for police service are recorded, logged, and assigned by Dispatch personnel
using a computer-aided dispatch system,with six to seven dispatchers on shift at any
given time.
Records and Identification Section
The Records and Identification Section has several internal subsections composing of
records, identification, firearms, and evidence. The major responsibilities of the section
are the maintenance of police records; processing evidence; conducting fmgerprint
examinations; processing subpoenas and court documents; compiling and disseminating
statistical information; and processing firearms permit applications and registrations,
which include thorough background checks on each individual applying for a long gun or
handgun permit.
The Body Worn Camera(BWC)project is incorporated into the Records Section. This
project is staffed with a sergeant and two information systems analysts.
Traffic Services Section
The Traffic Services Section oversees the grants for traffic enforcement, equipment
purchases, and training to improve traffic safety. They also oversee the School Crossing
Guards, who are assigned at various schools throughout the island.
243
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Description (continued)
Computer Center
The Computer Center is responsible for interconnectivity between all police stations and
substations to assure a secured networking infrastructure,to include installing and
maintaining computer equipment, installing and troubleshooting software systems, and
providing technical assistance for various computer issues.
Communications Maintenance
The Radio Maintenance Section is responsible for assisting with the maintenance and
repair of all county-owned radio sites. This includes towers, shelters,microwave radios,
repeaters, base radios,mobile radios, and handheld portable radios.
The Communications Maintenance Section installs and maintains all radio and
emergency warning equipment in the Police Department's fleet and subsidized vehicles.
This section also performs auto tuning for all Department mobile and portable radios,
which includes the inspection of the radio (hardware), updating the firmware(software),
and bringing the radio back into factory specifications.
Program Objectives
1. Process and issue at least 95% of road closure permits within the month received.
2. Issue at least 95% of traffic violation letters to vehicle owners within a week.
3. Process at least 95% of firearms permits within two weeks.
4. Conduct at least six radio site inspections per month.
5. Complete auto tuning of at least 40 portable or mobile radios per month.
6. Process and dispatch personnel to 100% of calls for service received.
Program Highlights
Communications Dispatch Center
In FY 2021-22,the Communications Dispatch Center received 211,894 "911" calls, an
8.04 percent increase over the previous fiscal year (196,123), with 23.84 percent of them
transferred to the Hawai`i Fire Department.
244
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Highlights (continued)
The Dispatch Center documented 175,769 calls for service (events), a 4.72 percent
increase over the previous year(167,832).
Records and Identification Section
In FY 2021-22,the Records and Identification Section recorded the following:
Records Section:
• Processed requests for 11,810 copies of criminal and traffic accident reports
• Fingerprinted 746 individuals
Firearms Section:
• Issued 3,895 firearms permits
• Registered 10,140 firearms
Identification Section:
• Processed 10,377 court documents
Evidence Section:
• Processed 14,142 property receipts
The Body Worn Camera(BWC)processed 100 internal, 92 media/public, and 1,724
Prosecutor requests for BWC footage.
Traffic Services Section
In FY 2021-22,the Traffic Services Section requested reimbursement of$680,735.37 in
federal grant funds.
The Traffic Services Section also recorded the following:
• 44 road closure permits issued;
• 223 violation letters sent out to motorists;
• 229 school crossing guard checks conducted; and
• 3,230 abandoned vehicle cases routed to the Department of Environmental
Management.
245
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Highlights (continued)
Computer Center
In FY 2021-22,the Computer Center received 2,918 requests via the Helpdesk system
and closed 2,901 of these requests.
Communications Maintenance (Radio Shop)
In FY 2021-22,the Radio Shop personnel, amongst their other assignments, completed
124 radio installations for Hawai`i Police Department vehicles, three radio installations
for the County of Hawai`i Fire Department, and one radio installation for the County of
Hawai`i Coordinated Services Section. Radio Shop personnel were further tasked with
the installation and programming of the AirGain Connect High Power User Equipment
(HPUE) along with Cradlepoint wireless routers. The AirGain equipment provides
extended coverage of AT&T's First Net cellular communications providing data and cell
phone services to police mobile data terminals andcell phones in remote areas where
there are little to no cellular and radio communications.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Road closure permits within a month 100% _ >=95% >=95%
Traffic Violation Letters within a week 97.75% >=95% >=95%
Firearms permits within two weeks 96% >=95% >=95%
Radio site inspections 76 >=72 >=72
Auto Tuning 480 >=480 >=480
Dispatch to calls for service 100% 100% 100%
246
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Description
The Criminal Intelligence Unit(CIU) and Office of Professional Standards (OPS)
Division are under the direct management of the Police Chief. It is commanded by a
Police Captain and maintains offices in Hilo and Kona.
The Criminal Intelligence Unit gathers,maintains, and analyzes intelligence for the
purpose of keeping police administrators informed about the extent,nature and
characteristics of organized crime activity, drug trafficking organizations, as well as
issues dealing with Homeland defense and dignitary protection assistance. The unit is
also responsible for conducting criminal history checks for the department.
The Office of Professional Standards investigates allegations of misconduct by
department members. These investigations seek to determine if not only misconduct
occurred, but also the underlying reasons for errant behavior on the part of the employee.
Investigations are also used to indicate the need for additional training and/or procedural
changes.
Program Objectives
Criminal Intelligence Unit
1. Complete 90% of assignments within 30
P gdays.
2. Complete 90% of criminal history checks of prospective employees of the
department, as well as other federal, state and local law enforcement agencies within
30 days.
3. Develop, maintain and disseminate intelligence information, which can be utilized to
produce no less than eleven criminal investigations per month.
4. Compile,produce, analyze and forward to police administrators no less than 32
intelligence reports per month.
5. Provide assistance to other elements within the police department either through
intelligence briefings on current crime trends and/or through no less than 12 in-
service training sessions per month.
6. Conduct four presentations to semi-annual Statewide Inter-County Criminal
Intelligence Unit(ICCIU) conferences on major criminal activity within this
jurisdiction, along with gathering criminal intelligence from other jurisdictions, which
may have a connection to our jurisdiction.
247
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Objectives (continued)
Office of Professional Standards
1. Conduct complete and thorough internal investigations seeking a monthly clearance
rate of 67%.
2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate
of 85%.
3. Provide no less than three monthly in-service training sessions to other elements
within the department to prevent and deter employee misconduct, as well as to ensure
procedural compliance in the investigation of employee misconduct.
4. Conduct no less than two monthly random and unannounced inspections of the
different elements within the department to ensure compliance with rules and
regulations.
5. Compile and provide a yearly report to the state legislature on certain specific aspects
of discipline meted out by the department as required by law.
Program Highlights
Criminal Intelligence Unit(CIU)
In FY 2021-22,the Criminal Intelligence Unit provided intelligence information,which
in whole or in part led to the initiation of 182 criminal investigations. The unit also
submitted 382 intelligence reports. The unit conducted 377 criminal history
investigations for prospective department employees, other designated employees, and
prospective employees of other county, state, and federal law enforcement agencies.
Office of Professional Standards (OPS)
In FY 2021-22,the Office of Professional Standards (OPS) conducted 47 administrative
investigations, 67 internal inquiries into actions by police department personnel, and
provided 36 in-service training sessions to employees. OPS also conducted 36
compliance inspections of various elements of the department to prevent the abuse,
misuse, fraud and waste of department resources. The yearly report to the State
Legislature was submitted on January 26, 2022.
248
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Criminal Intelligence Unit Actual Budget Estimate
Other Assignments 100% >=90% >=90%
Criminal History Checks 100% >=90% >=90%
Numbered Cases 182 >=132 >=132
Intelligence Reports 382 >=384 >=384
In-service Presentations 144 >=144 >=144
Presentations to ICCIU 0 >=4 >=4
FY 2021-22 FY 2022-23 FY 2023-24
Office of Professional Standards Actual Budget Estimate
Internal Investigations 70% >=67% >=67%
Internal Inquiries 80% >=85% >=85%
In-service Presentations 36 36 36
Random Inspections 36 24 24
Yearly Legislative Report1 1 1
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 9 9 9
Salaries&Wages 844,151.04 953,385 1,051,844
Operations 6,454.19 7,850 7,850
Program Total 850,605.23 961,235 1,059,694
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Authorized Request
Detective 4 4 4
Police Captain 1 1 1
Police Officer II 4 4 4
Total 9 9 9
249
POLICE
OPERATIONS BUREAUS
Program Description
CRIMINAL INVESTIGATION DIVISION (CID)
The Criminal Investigations Division investigates crimes of violence,theft, fraud,
commercialized vice and narcotics; apprehends perpetrators of these crimes; and
compiles evidence and information for the prosecution of all persons charged with
violations of criminal statutes. The division is also responsible for criminal
investigations of police officers,while internal affairs conduct concurrent administrative
investigations.
This division is under the command of a Police Captain who oversees the operations of
the respective sections to include the Criminal Investigations Section(CIS),which
includes the Crime Lab; the Juvenile Aid Section(JAS); and the Vice Section,which
includes the"Ice"Task Force(ITF) and the Drug Interdiction Task Force (DITF).
Criminal Investigation Section (CIS)
The Criminal Investigation Section(CIS),under the command of a Police Lieutenant, is
responsible for the investigation of major crimes to include homicides, suspicious deaths,
assaults,property crimes, identity thefts and fraud. In addition, CIS Detectives respond
to all reported suicides, child deaths and other deaths with questionable circumstances.
Juvenile Aid Section (JAS)
The Juvenile Aid Section(JAS),under the command of a Police Lieutenant,is
responsible for the investigation of cases involving juveniles as victims or perpetrators.
Investigations conducted include assaults, property crimes, sexual assaults, domestic
violence, gang activity and status offenses.
JAS also maintains two specialized units consisting of the Sex Crimes Unit, specializing
in sexual assault investigations; and the Domestic Violence Unit, specializing in domestic
abuse cases.
Vice Section
The Vice Section is responsible for the prevention and suppression of all forms of
commercialized vice activity,to include prostitution, gambling and illegal trafficking of
narcotics. Special operations and covert programs are in place to combat the distribution
of illegal drugs on the Big Island. Federal and state grants provide the necessary funding
to accomplish these objectives.
250
POLICE
OPERATIONS BUREAUS
Program Description (continued)
Vice officers belong to the Statewide Narcotics Task Force and are involved in joint
operations with the Drug Enforcement Administration; Bureau of Alcohol, Tobacco and
Firearms; Bureau of Immigration and Customs Enforcement; United States Postal
Service; and the Federal Bureau of Investigation. The Vice Section is also part of the
Hawai`i High Intensity Drug Trafficking Area(HIDTA)Task Force.
The Vice Sections are augmented with an"ice"task force (ITF),whose primary goals are
to identify, disrupt,prosecute and ultimately dismantle street mid- and upper-level drug
trafficking organizations dealing crystal methamphetamine ("ice").
The Area II Vice Section is supplemented with the Drug Interdiction Task Force(DITF),
primarily responsible for investigating drug smuggling through the airports and other
venues. The department DITF personnel is comprised of three officers who are federally
deputized to investigate, identify, and apprehend individuals and organizations involved
in the smuggling of illicit drugs into the County of Hawai`i.
Crime Lab
The Crime Lab performs a variety of physical, chemical, instrumental and microscopic
analysis of evidence in connection with crime detection and law enforcement work. In
addition, all of the criminalists/evidence specialists assigned are required to provide court
testimony whenever necessary in both state and federal courts.
Patrol Divisions
The Patrol Divisions, each under the command of a Police Captain,plan,proactively
direct and coordinate functions towards the enforcement of federal, state, and county
laws, the prevention of crime,the apprehension and custody of law violators and the
development of partnerships between the community and the Hawai`i Police Department.
These divisions include the operating units from each of the police districts, Community
Policing,the Police Reserve Officers Program, and the Traffic Enforcement Unit.
The Patrol Divisions continue enforcement efforts through special projects such as
sobriety checkpoints, seatbelt/child restraint checkpoints,high-speed enforcement,
underage drinking deterrent programs, and truancy deterrent programs.
251
POLICE
OPERATIONS BUREAUS
Program Description (continued)
Community Policing Officers
The Area I Community Policing Unit is coordinated by a Police Lieutenant and consists
of 14 PO-III positions, distributed as follows: Eight in the South Hilo District, four in the
Puna District, one in the North Hilo District, and one in the Hamakua District.
The Area II Community Policing Unit is coordinated by a Police Sergeant and consists of
15 PO-III positions, distributed as follows: Nine in the Kona District,three in the South
Kohala District,two in the Ka`u District, and one in the North Kohala District.
The School Resource Officer Program consists of eight PO-III positions, distributed as
follows: One at Hilo Intermediate School, one at Waiakea Intermediate School, one at
Honoka`a High&Intermediate School, one at Pahoa High&Intermediate School, one at
Kealakehe Intermediate School, one at Konawaena Middle School, one at Keacau
Intermediate School, and one at Waimea Intermediate School.
These officers are tasked with providing law-related education, counseling, and
enforcement at their respective school campuses.
The Community Policing Unit Officers facilitate the activities of the Hawai`i Isle Police
Activities League(HI-PAL), which is a proactive program designed to encourage and
engage youths to participate in constructive and supervised athletic activities. The goals
of the program are to promote sportsmanship, benevolence, friendship, sociability, good
will,tolerance and to provide a meeting place for the promotion of common interest of
youths.
Traffic Enforcement Unit
The Area I Traffic Enforcement Unit(TEU)is comprised of a supervising Sergeant and
four PO-III positions; and the Area II TEU is comprised of a supervising Sergeant and
four PO-III positions. The major responsibilities of TEU are to enforce traffic laws and
investigate traffic deaths utilizing specialized skills (i.e., computerized diagramming of
accident scenes).
252
POLICE
OPERATIONS BUREAUS
Program Objectives
1. To achieve a burglary clearance rate of 30%.
2. To achieve a theft/auto theft clearance rate of 30%.
3. To achieve a robbery clearance rate of 60%.
4. To maintain a sexual assault clearance rate of 80%.
5. To attain at least a 65% service of court documents received.
6. To conduct 760 hard drug investigations (heroin, cocaine and crystal methamphetamine).
7. Crime Lab to achieve an assignment clearance rate of 90%.
8. HI-PAL to serve 60 youths in three age groups for each month and a 30%participation of
"at-risk youths"out of all youths served.
9. Community policing program to complete at least 40 problem-solving activities and 40
crime prevention activities annually through the development of partnerships directed at
resolving community-police problems,resulting in the improvement of the quality of life
for all citizens.
10. Community policing program to complete at least 96 abandoned vehicle/beautification
projects annually through the development of partnerships with the community.
11. To provide at least four D.A.R.E. curriculum(core classes) and/or training per month
through the department's School Resource Officer Program.
Program Highlights
Criminal Investigation Section (CIS)
The Area I Criminal Investigation Section (CIS)
The Area I Criminal Investigations Section Detectives investigated three murder cases
and five attempted murder cases. In all, CIS Detectives investigated 1,020 major crimes,
including 98 burglaries, 176 thefts, 56 robberies and 128 financial crimes.
The Area II Criminal Investigation Section (CIS)
The Area II Criminal Investigations Section Detectives investigated three murder cases,
one attempted murder case and one manslaughter case. In all, Detectives investigated
430 major crimes, including 183 burglaries, 76 thefts, nine robberies and 24 financial
crimes.
253
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Juvenile Aid Sections (JAS)
The Area I Juvenile Aid Section (JAS)
The Area I Juvenile Aid Section detectives investigated 337 cases, including sexual
assaults, domestic violence, other crimes against women, child pornography,missing
persons and juvenile-related crimes.
The Area II Juvenile Aid Section (JAS)
The Area II Juvenile Aid Section Detectives investigated 160 cases, including sexual
assaults, domestic violence, other crimes against women, child pornography,missing
persons and juvenile-related crimes.
Vice Section
The Area I Vice Section
The Area I Vice Section officers conducted 1,023 drug investigations,resulting in 817
arrests.
In addition,Vice officers recovered the following illegal drugs:
• 63.96 pounds of crystal methamphetamine
• 44.61 pounds of dried marijuana
• 0.31 pound of heroin
• 6.92 pounds of cocaine
The Area II Vice Section
The Area II Vice Section officers conducted 412 drug investigations resulting in 70 arrests.
In addition,Vice officers recovered the following illegal drugs:
• 22.12 pounds of crystal methamphetamine
• 14.8 pounds of dried marijuana
• 1.35 pounds of heroin
• 5.01 pounds of cocaine
254
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Crime Lab
The Crime Lab completed 718 cases, assisted in 161 call-outs and conducted 28
in-service training sessions.
Patrol Division
The South Hilo Patrol Division
South Hilo Patrol operates the East Hawai`i detention center, which holds pretrial
detainees for the four police districts that comprise Area I Operations: South Hilo, Puna,
North Hilo, and Hamakua.
The South Hilo Community Policing Unit is part of the South Hilo District and the unit's
officers work closely with communities in the district to identify community concerns
and develop solutions through problem solving.
The South Hilo Community Police Officers maintain communication with the community
through regular meetings with businesses and neighborhood watch groups to address
criminal, traffic and other issues. They also conduct projects with community members
such as graffiti clean-up and park beautifications. The unit continues to work with other
government and private agencies,businesses and community members to work towards
safer neighborhoods and communities. Community Policing Officers as part of their
duties, conduct bicycle and foot patrols to improve law enforcement presence for
residents and visitors.
The School Resource Officers are assigned to Hilo Intermediate School and Waiakea
Intermediate School. The officers through positive relationships provide law-related
counseling, law-related education and law enforcement at the schools. As one of their
education components, School Resource Officers provide D.A.R.E. (Drug Abuse
. Resistance Education) classes during the year. They also provide classes on anti-
bullying, internet safety and making good choices. The officers establish rapport with
students and staff at the schools, forming a bond based on trust between the school and
police.
During FY 2021-22, officers of the South Hilo Patrol Division were assigned to a total of
11,079 criminal calls for service and 25,004 non-criminal calls for service, issued a total
of 15,937 citations, and responded to 255 major traffic collisions.
255
POLICE
OPERATIONS BUREAUS
hts
Program Highlights (continued)
g g � )
Of the criminal calls for service:
• No murder case was reported, as compared to two reported last fiscal year;
• Three attempted murder cases were reported, as compared to seven reported last
fiscal year;
• 29 robbery cases were reported, as compared to 21 reported last fiscal year;
• 168 burglary cases were reported, as compared to 21 reported last fiscal year;
• 279 assault cases were reported, as compared to 285 reported last fiscal year;
• 247 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 251 reported last fiscal year; and
• 160 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 215 reported last fiscal year.
Of the citations issued:
• 1,648 were for speeding violations;
• 2,078 were for moving violations;
• 6,327 were for regulatory violations;
• 857 were for seat belt violations;
• 510 were for use of mobile electronic device (cell phone)while driving; and
• 34 were for child restraint violations.
Firearm related cases and firearm recovery,thefts of catalytic converters and drugs remain
a major crime concern for the district, and efforts are made toward curtailing that potential
crime trend.
The Puna Patrol Division
During FY 2021-22, officers of the Puna Patrol Division were assigned to a total of 8,915
criminal calls for service and 20,364 non-criminal calls for service, issued a total of
14,937 citations, and responded to 169 major traffic collisions.
256
POLICE
OPERATIONS BUREAUS .._.. _..
Program Highlights (continued)
Of the criminal calls for service:
• Three murder cases were reported, as compared to five reported last fiscal year;
• Four attempted murder cases were reported, as compared to one reported last fiscal
year;
• 21 robbery cases were reported, as compared to 17 reported last fiscal year;
• 261 burglary cases were reported, as compared to 283 reported last fiscal year;
• 346 assault cases were reported, as compared to 244 reported last fiscal year;
• 213 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 204 reported last fiscal year; and
• 309 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 227 reported last fiscal year.
Of the citations issued:
• 1,984 were for speeding violations;
• 1,458 were for moving violations;
• 4,027 were for regulatory violations;
• 730 were for seat belt violations;
• 449 were for use of mobile electronic device (cell phone) while driving; and
• 32 were for child restraint violations.
The Community Policing Officers (CPOs) in the Puna District work with numerous
Neighborhood Watch groups in crime prevention, community awareness, and problem
solving. CPOs allow for the immediate attention to community concerns that would
otherwise be addressed through means that may not always be effective or as direct. The
Community Policing Officers partner with Neighborhood Watch leadership in crime
prevention, community awareness and problem solving.
The School Resource Officers work diligently in the Pahoa and Kea'au Intermediate
schools to keep our island keiki safe and prevent school violence through drug awareness
and prevention.
The Hamakua Patrol Division
During FY 2021-22, officers of the Hamakua Patrol Division were assigned to a total of
1,183 criminal calls for service and 6,715 non-criminal calls for service, issued a total of
3,824 citations, and responded to 47 major traffic collisions.
257 -
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Of the criminal calls for service:
• No murder case was reported, as compared to none reported last fiscal year;
• No attempted murder case was reported, as compared to none reported last fiscal
year;
• One robbery case was reported, as compared to none reported last fiscal year;
• 24 burglary cases were reported, as compared to 26 reported last fiscal year;
• 26 assault cases were reported, as compared to 20 reported last fiscal year;
• 24 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 19 reported last fiscal year; and
• Ten theft of motor vehicle(unauthorized control of a propelled vehicle) cases were
reported, as compared to 14 reported last fiscal year.
Of the citations issued:
• 685 were for speeding violations;
• 335 were for moving violations;
• 1,006 were for regulatory violations;
• 196 were for seat belt violations;
• 125 were for use of mobile electronic device (cell phone)while driving; and
• Three were for child restraint violations.
The School Resource Officer worked with school administrators and personnel at the
Honoka`a and Pa'auilo schools to reduce incidents of bullying,truancy, thefts, and drug
activity.
Community Policing Officers and School Resource Officers continued to work with
neighborhood watch organizations, schools, and community organizations to address
various community concerns.
The Kona Patrol Division
The Kona Patrol Division operates out of the Kealakehe police station, which houses the
West Hawai`i detention facility that holds pretrial detainees for the four police districts
that comprise Area II Operations: Kona, South Kohala,North Kohala, and Ka`u. The
Kona Patrol Division also operates a firearms registration and evidence sections.
During FY 2021-22, officers of the Kona Patrol Division were assigned to a total of
8,863 criminal calls for service and 18,988 non-criminal calls for service, issued a total of
21,005 citations, and responded to 158 major traffic collisions.
258
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Of the criminal calls for service:
• Four murder cases were reported, as compared to two reported last fiscal year;
• No attempted murder case was reported, as compared to two reported last fiscal year;
• Ten robbery cases were reported, as compared to 13 reported last fiscal year;
• 81 burglary cases were reported, as compared to 102 reported last fiscal year;
• 189 assault cases were reported, as compared to 208 reported last fiscal year;
• 695 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 742 reported last fiscal year; and
• 176 theft of motor vehicle ( propelled ro unauthorized control of a p elled vehicle) cases were
reported, as compared to 182 reported last fiscal year.
Of the citations issued:
• 1,433 were for speeding violations;
• 3,500 were for moving violations;
• 10,010 were for regulatory violations;
• 553 were for seat belt violations;
• 397 were for use of mobile electronic device (cell phone)while driving; and
• 42 were for child restraint violations.
The Kona District Community Policing Officers focused on addressing community-
related issues in the North and South Kona areas. Their responsibilities also included
bicycle patrol in the Ali`i Drive area and beach sweeps to ensure the safety of the tourist
community and businesses and to address the growing number of transient homeless
persons attracted to the warm climate. Their problem-solving efforts included
spearheading neighborhood watch groups and crime reduction details.
The School Resource Officers were assigned to Konawaena Middle School and
Kealakehe Intermediate School. In addition to teaching D.A.R.E. classes, they provided
students with information on anti-bullying, internet safety, laws and ordinances, and a
variety of other topics. The School Resource Officers established a rapport with the
students so that they perceive police officers as more approachable. They provided a
liaison between the school and the police department.
The South Kohala Patrol Division
During FY 2021-22, officers of the South Kohala Patrol Division were assigned to a total
of 2,294 criminal calls for service and 5,334 non-criminal calls for service, issued a total
of 9,614 citations, and responded to 135 major traffic collisions.
259
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Of the criminal calls.for service:
• No murder case was reported, as compared to none reported last fiscal year;
• No attempted murder case was reported, as compared to none reported last fiscal
year;
• No robbery case was reported, as compared to none reported last fiscal year;
• 31 burglary cases were reported, as compared to 16 reported last fiscal year;
• 42 assault cases were reported, as compared to 40 reported last fiscal year;
• Seven theft from vehicle (unauthorized entry into a motor vehicle) cases were
reported, as compared to 25 reported last fiscal year; and
• 13 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 20 reported last fiscal year.
Of the citations issued:
• 2,008 were for speeding violations;
• 1,407 were for moving violations;
• 3,047 were for regulatory violations;
• 518 were for seat belt violations;
• 723 were for use of mobile electronic device (cell phone)while driving; and
• 39 were for child restraint violations.
Four major State highways and numerous County thoroughfares traverse the centrally
located South Kohala district. This naturally results in traffic enforcement becoming one
of the primary tasks for the personnel assigned to this district.
On July 31, 2021,the district experienced one of the largest brush fires in the island's
recorded history. The fire began in the Pu`ukapu area of South Kohala and by the
following day had burned its way down to the Waikoloa area, forcing the evacuation of
Waikoloa Village. Thousands of people were successfully evacuated while police
conducted patrols in the area to ensure that residents' property remained secure.
The North Kohala Patrol Division
During FY 2021-22, officers of the North Kohala Patrol Division were assigned to a total
of 594 criminal calls for service and 4,462 non-criminal calls for service, issued a total of
3,989 citations, and responded to 12 major traffic collisions.
260
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Of the criminal calls for service:
• No murder case was reported, as compared to none reported last fiscal year;
• No attempted murder case was reported, as compared to none reported last fiscal
year;
• No robbery cases were reported, as compared to two reported last fiscal year;
• Three burglary cases were reported, as compared to eight reported last fiscal year;
• 17 assault cases were reported, as compared to 16 reported last fiscal year;
• Nine theft from vehicles (unauthorized entry into a motor vehicle) cases were
reported, as compared to nine reported last fiscal year; and
• Four theft of motor vehicle (unauthorized control of a propelled vehicle) cases•were
reported, as compared to 11 reported last fiscal year.
Of the citations issued:
• 1,087 were for speeding violations;
• 429 were for moving violations;
• 1,225 were for regulatory violations;
• 146 were for seat belt violations;
• 113 were for use of mobile electronic device (cell phone)while driving; and
• Four were for child restraint violations.
The North Kohala Community Policing Officer participated with the community in a
couple of Keiki Fishing Tournaments,Neighborhood Watch meetings and Coffee with a
Cop meetings. He assisted the local high school with career day presentations and
student conflict resolutions, and assisted local business and residents with understanding
COVID-19 mandates and/or proclamations. The Community Policing Officer also
submitted monthly articles to the Kohala Mountain News to address police and
community concerns.
The Ka`u Patrol Division
During FY 2021-22, officers of the Ka`u Patrol Division were assigned to a total of 1,856
criminal calls for service and 5,671 non-criminal calls for service, issued a total of 4,002
citations, and responded to 69 major traffic collisions.
261
POLICE
OPERATIONS BUREAUS
o ram Highlights (continued)
hts g g g ( )
Of the criminal calls for service:
• No murder case was reported, as compared to two reported last fiscal year;
• No attempted murder case was reported, as compared to two reported last fiscal year;
• Two robbery cases were reported, as compared to three reported last fiscal year;
• 101 burglary cases were reported, as compared to 87 reported last fiscal year;
• 47 assault cases were reported, as compared to 71 reported last fiscal year;
• 46 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 42 reported last fiscal year;
• 69 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 37 reported last fiscal year.
Of the citations issued:
• 561 were for speeding violations;
• 328 were for moving violations;
• 1,362 were for regulatory violations;
• 178 were for seat belt violations;
• 79 were for use of mobile electronic device (cell phone)while driving;
• 11 were for child restraint violations.
Ka`u Community Policing Officers continued to work with the community to establish
partnerships and work on community projects: Some of the neighborhood watch groups
included Discovery Harbour, Green Sands Subdivision, and Hawaiian Ocean View
Estates.
The Traffic Enforcement Units (TEU)
The Traffic Enforcement Units are charged with investigating traffic crashes involving
death or serious injury while conducting traffic enforcement and training related to traffic
enforcement and investigation.
Area I TEU
In FY 2021-22, Area I TEU investigated 16 fatal crashes that killed 18 people: two of the
fatalities were related to alcohol only, four fatalities were related to drugs only, four
fatalities were related to both alcohol and drugs,two fatalities were not related to alcohol
or drugs and four fatalities have not been confirmed yet.
262
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Area I TEU officers conducted 61 DUI saturation patrols, arrested 97 drivers who were
under the influence of intoxicants, conducted 96 seatbelt/distracted driver checkpoints,
and 146 speed projects.
The Area I TEU officers also issued 3,670 moving citations, of which 1,804 were for
speeding. They issued 1,611 regulatory citations and made 104 other arrests.
Area II TEU
In FY 2021 22,Area II investigated 15 fatal crashes that killed 15 people. Two fatalities
were related to alcohol, five fatalities were related to drugs, and eight fatalities were
related to both alcohol and drugs.
Area II TEU officers conducted 88 DUI saturation patrols, arrested 102 drivers who were
under the influence of intoxicants, conducted 110 seatbelt/distracted driver checkpoints.
The Area II TEU officers also issued 3,433 moving citations, of which 1,925 were
speeding. They issued 1,543 regulatory citations and made 233 other arrests.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Criminal Investigation Section
Robbery Clearance Rate 65% 60% 60%
Juvenile Aid Section
Sexual Assault Clearance Rate 72.2% 80% 80%
Vice Section
Hard Drug Cases 780 >=760 >=760
Crime Lab
Assignment Clearance Rate 100% 90% 90%
HI-PAL
Participation in 5-8 age group 62 >=240 >=240
Participation in 9-12 age group 89 >=240 >=240
Participation in 13-17 age group 69 >=240 >=240
"At risk"Youth Participation 20% 30% 30%
Presentations/Clinics 27 24 24
263
POLICE
OPERATIONS BUREAUS
Program Measures (continued)
Community Policing Program
D.A.R.E Curriculum or In-Service Training 48 48 48
Problem Solving Activities 42 40 40
Crime Prevention Activities 44 40 40
Abandoned Vehicle/Beautification Projects 97 96 96
Traffic Enforcement Unit(TEU)
**DUI Saturation Patrol Projects 149 >=84 >=84
DUI Arrests 199 n/a* n/a*
Seatbelt/Distracted Driver Projects 206 >=72 >=72
Moving Citations •
7,103 n/a* n/a*
Regulatory Citations 3,154 n/a* n/a*
Departmental(Island wide)Measures
DUI Arrests 1,029 n/a* n/a*
Traffic Citations Issued 70,718 n/a* n/a*
Burglary Clearance Rate 30% 30% 30%
Theft/Auto Theft Clearance Rate 30.6% 30% 30%
Court Documents 58% 65% 65%
*n/a= Statistical information,no projected numbers provided as the department does not support a quota system for
citations or arrest.
**Due to the COVID-19 pandemic,DUI sobriety checkpoints were ceased to minimize unnecessary contact with
vehicle operators. However,to continue law enforcement,TEU officers conducted saturation patrols projects whereby
increased patrol in designated areas were conducted to specifically locate intoxicated operators.
264
POLICE
OPERATIONS BUREAUS
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Operations Bureau Actual Budget Request
Number of Positions 495 495 495
Salaries and Wages 42,880,708.40 44,842,682 49,912,837
Operations 2,452,163.75 2,373,438 2,950,188
Program Total 45,332,872.15 47,216,120 52,863,025
HI-PAL
Number of Positions 1** 1** 1**
Salaries&Wages 46,497.32 50,577 54,693
Operations 10,165.74 16,500 16,500
Program Total 56,663.06 67,077 71,193
**HI-PAL position included in Personnel Position Summary Clerk III count below
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Authorized Request
Assistant Police Chief 2 2 2
Clerk III(includes HI-PAL**) 7 7 7
Criminalist II 2 2 2
Criminalist III 1 1 1
Custodian/Groundskeeper I 4 4 5
Custodian/Groundskeeper I(1/2T) 2 2 1
Custodian/Groundskeeper I(1/4T) 3 3 3
Detective 38 38 38
Police Captain 9 9 9
Police District Operations Assistant 1 1 1
Police Evidence Custodian 2 2 2
Police Evidence Specialist II 4 4 4
Police Investigative Operations Clerk 6 6 6
Police Lieutenant 19 19 19
Police Major 2 2 2
Police Officer II 336 336 336
Police Operations Clerk 6 6 6
Police Sergeant 45 45 45 -
Polygraph Examiner 1 1 1
Secretary 2 2 2
Sexual Assault Forensic Nurse Coordinator 1 1 1
Storeroom Clerk 1 1 1
Victims Services Assistant(Temp) 1 1 1
Total 495 495 495
265
POLICE
MISCELLANEOUS
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Investigating Cause of Death 753,842.60 765,000 850,000
Training Account 100,391.57 146,000 191,000
Police Sobriety Test 34,188 138,000 138,000
Asset Forfeitures 99,950.00 700,000 700,000
Police Private Contributions - 20,000 20,000
Total Miscellaneous 988,372.17 1,769,000 1,899,000
266
POLICE
GRANT REVENUES
Program Description
To continue active efforts in obtaining funding through federal and state-sponsored grants
to augment the department's budget in the areas of:
1. To continue providing for community relations, D.A.R.E. and youth programs.
2. To provide investigative operations personnel funding dealing with drug enforcement
investigations.
3. To provide necessary equipment,manpower,training and for public education in
dealing with Traffic Enforcement,to include speeding violations, drunk driving,
seatbelt enforcement and motor vehicle,occupant protection.
4. To provide SAFE nurses with stand-by pay to deal with sexual assault and domestic
violence investigations.
5. To provide investigative operations personnel funding dealing with Wanted Fugitives,
Counterfeiting of U.S. Currency and Violent Crimes.
Program Objectives
1. HI IMPACT(Hawai`i HIDTA $390,100) - To combat the methamphetamine(ICE)
problem in the County of Hawai`i by conducting various sting operations.
2. Occupant Protection(State Department of Transportation$150,000) -To conduct
seatbelt enforcement and child restraint roadblocks.
3. STEP Grant(State Department of Transportation$575,000) -To provide for funding
for training, education, enforcement and community collaboration to reduce the
number of traffic fatalities and injury crashes.
4. Roadblock Program(State Department of Transportation, Sobriety Checkpoint
$490,000)to conduct DUI roadblocks to minimize fatalities and injuries.
5. Data Records (State Department of Transportation$75,000) -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.
6. SAFE Standby Pay (State Department of the Attorney General $60,000) - To improve
the department's response to violent sex crimes,physical abuse and crimes of
violence against women.
7. Department of Health—Tobacco Sting (State Department of Health$16,000)—To
provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors
in the County of Hawai`i.
267
POLICE
GRANT REVENUES
Program Objectives (continued)
8. Increasing Quality Forensic Services—(State Department of the Attorney General
$80,000)—For the purpose of paying for quality Forensic Services by continuous
updated forensic sciences training and the purchase of a digital analytical balance
with data print out accessories.
9. Wireless E911 Fees—(Hawai`i Enhanced 911 Board $3,015,676)—For expenditures
associated with the deployment of Wireless Enhanced 911 System.
10. US Marshall Service—(Hawai`i Fugitive Task Force$12,000)—To assist with
overtime incurred to HCPD Officers working with the United States Marshall Service
on the enforcement and capture of fugitives wanted under the Hawai`i Fugitive Task
Force Initiative.
11. 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.
12. 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.
13. State-wide Multi-Jurisdictional Drug Task Force (SMDTF)—(State Department of
the Attorney General $60,000)—For the purpose of reducing drug threats and drug
related crimes and incorporating multi-agency collaboration.
14. Local JAG Program—(U.S. Department of Justice $80,000)—For the purpose of
purchasing a driving simulator for the Police Department's Emergency Vehicle
Operator Course.
15. ATF Task Force- ($32,000) -To assist with overtime and costs related to operations
with the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF).
16.NICS Act Record Improvement Program—($545,760)—To improve the FBI's
National Instant Criminal Background Check System(NICS)by providing assistance
to improve the completeness, automation and transmittal to the Department's records.
17. Hazard Mitigation Grant Program—($162,191)—To reduce the risk of future
damage, loss of life and property in any area affected by a major disaster.
268
POLICE
GRANT REVENUES
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Salaries and Wages 636,503.21 1,192,642 1,213,626
Operations 936,390.27 3,359,164 3,370,669
Equipment 584,391.58 1,555,921 1,548,666
Program Total 2,157,285.06 6,107,727 6,132,961
269
This page intentionally left blank
PROSECUTING ATTORNEY
PROSECUTING ATTORNEY
DEPARTMENT SUMMARY
Mission Statement
The Office of the Prosecuting Attorney pursues justice with integrity and commitment.
Department Goals
1. To strive for just disposition of criminal cases and promote public safety and order
through timely, efficient, and effective prosecution.
2. To ensure that victims and witnesses of crimes are treated with respect, courtesy, and
sensitivity in their cooperation with criminal prosecution.
3. To improve and restore trust in the criminal justice system by identifying areas of
need and working collaboratively with other criminal justice agencies and the
community.
4. To encourage and promote crime prevention and early intervention initiatives,
encourage treatment and services, and support reintegration programs to improve the
quality of life on Hawai`i Island.
5. Identify,promote and implement new and innovative approaches to solving crime
problems.
Funding Source and Position Count
General Fund $ 8,596,434 General Fund 97
Grant Revenue $ 2,486,223 Grant Revenue/Other 25
Other $ 250,000
Total Budget: $ 11,332,657 Total Number of Positions 122
270
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Description
The Office of the Prosecuting Attorney is charged with the duty to see that the laws are
faithfully executed and enforced within the County of Hawai`i. Violations of State and
Countylaws, ordinances, rules and/or regulations are prosecuted on behalf of the
g
community.
The Deputy Prosecuting Attorneys prosecute cases in the Family Courts, seven District
Courts and four divisions of Circuit Courts in Hawai`i County. This involves all criminal
matters including preliminary hearings, grand jury sessions, arraignment calendars,
motions, hearings,pretrial conferences and trials. In addition,they handle all appeals
before the Hawaii Appellate Courts as well as the Federal Appellate Courts. Deputy
Prosecutors screen all criminal referrals made by police and other law enforcement
agencies and are available 24 hours per day, seven days a week for juvenile detention and
felony conferrals.
The Office of the Prosecuting Attorney continues its efforts to attend to the needs of
victims and witnesses as they go through the criminal justice process and seeks victim
input for and notifies victims of case disposition.
The Office of the Prosecuting Attorney provides training for staff to maintain and
improve their specialized skills. In addition,the Prosecuting Attorney Deputies and staff
provide training for police recruits and refresher training for police officers as well as to
other law enforcement agencies and community organizations.
The staff participate in career fairs and job shadowing and prepare appropriate
educational presentations to students and faculty on the justice system, careers as a
prosecutor and the risks and consequences of involvement in illegal activity. Our
volunteer program provides opportunities for career exploration and work experience.
In an effort to reduce crime and promote public safety,the Office of the Prosecuting
Attorney is actively involved in several initiatives that address juvenile delinquency and
promote community involvement in identifying and addressing public safety issues. The
Office of the Prosecuting Attorney is actively supporting the Big Island Juvenile and
Adult Drug Court, Veteran's Court, Environmental Court and Adult Mental Health Jail
Diversion Program. In addition,we are collaboratively working to address elder issues,
domestic violence, sexual assault,homelessness, efforts to reduce recidivism and
continue to support the Big Island Juvenile Intake and Assessment Center. These
programs strive to balance the individual service needs of the individual,the legal
requirements of the courts, and the safety needs of the community. Whenever possible,
the Office of the Prosecuting Attorney seeks funding for specialized units and
demonstration projects.
271
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Objectives
Core prosecution
1. Attend all courts in the County of Hawaii, and conduct on behalf of the People, all
prosecutions for offenses against the laws of the State of Hawai`i and the ordinances
and regulations of the County.
2. Maintain a professional, dedicated and trained staff to carry out the duties of the
Prosecuting Attorney as defined under the County Charter.
3. Provide for a statewide Traffic Safety Resource Prosecutor to develop effective
enforcement strategies to reduce highway offenses,traffic collisions, and increase
traffic safety.
4. Maintain grant-funded specialized prosecution units that work collaboratively with
the Hawai`i Police Department and other law enforcement agencies to improve case
outcomes for victims of violent crimes and crimes against persons.
• Victim services
1. Attend to the needs of victims and witnesses in the criminal justice system by
providing referrals to appropriate agencies, assistance with restitution and crime
victim compensation.
2. Provide restorative justice options as appropriate.
3. Participate in community events that support victims (i.e.National Crime Victims'
Rights Week and National Domestic Violence Awareness Month) and promote
community safety.
Improving the criminal justice system
1. Coordinate continuing training/educational workshops to improve the criminal justice
system.
2. Collaborate with the Hawai`i Police Department to discuss joint initiatives,policies,
and procedures to strengthen investigations and prosecutions.
3. Meet with law enforcement, government agencies, and community service providers
to improve handling of domestic violence, child abuse, and sexual assault cases.
4. Meet with Hawai`i criminal justice agencies and State branches to discuss appropriate
interventions and consequences for offenders.
272
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Objectives (continued)
Improving the juvenile justice system
1. Coordinate continuing training/educational workshops to improve delivery of
services along the continuum of the juvenile justice system.
2. Collaborate with law enforcement, government agencies, and community service
providers to discuss joint initiatives, interventions,policies and procedures to
improve outcomes for juvenile offenders.
Community initiatives to promote crime prevention and intervention and other
efforts
1. Support prevention, education, and intervention initiatives directed at reducing crime
and increasing public safety on issues such as domestic abuse, including to reduce
child abuse and neglect, substance abuse, and impaired driving.
2. Coordinate continuing training/educational workshops to promote healthy behaviors,
crime prevention and early intervention initiatives.
3. Provide meeting coordination and fiscal support to the County of Hawai`i Committee
on the Status of Women.
Program Highlights
Traditional Prosecution
1. The Office of the Prosecuting Attorney collaborated with County, State, and Federal
law enforcement partners, including but not limited to Hawai'i Police Department
Vice, Juvenile Aid, Traffic Enforcement Unit, and Special Enforcement Unit;
Hawai'i State agencies such as the Department of Public Safety Sheriff's Department
Narcotics Enforcement Division,the Department of Land and Natural Resources
Division of Conservation and Resources Enforcement, and Federal agencies such as
the Federal Bureau of Investigations, U.S. Attorney,U.S. Postal Service, U.S. Bureau
of Alcohol, Tobacco, Firearms and Explosives, and the U.S. Department of
Homeland Security. These collaborations have helped build stronger,more
successful cases,to include federally-adopted prosecutions.
273
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Highlights (continued)
Victim Services
1. The Victim Assistance Unit provided assistance to 6,963 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 305 victims of sexual assault crimes served, of which 110 were adults and 195
were children. Approximately 131 parents and/or guardians of sexual assault victims
were also served during this reporting period. There were 1,642 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.
2. 303 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 Hawai`i, Hale Kipa, Catholic Charities of
Hawai`i, and the Salvation Army Family Intervention Services.
3. Staff also coordinated Crime Victim Compensation Commission(CVCC) services for
approximately 1,116 victims (The CVCC provides compensation to victims of violent
crimes for their crime-related injuries and losses, and to "Good Samaritans" for
injuries or property damage suffered in the prevention of a crime or apprehension of a
criminal https://dps.hawaii.gov/cvcc/).
4. The Restorative Justice Program screened cases to participate in Victim/Offender
Conferences (VOC). Of 20 juvenile cases screened, 13 cases were approved to
participate; of those approved, six cases completed VOC successfully. Of 536 adult
cases screened, 53 cases were approved to participate; of those approved, 23 cases
completed VOC successfully. For Victim/Offender Dialogs (VOD),two cases were
screened, five cases are in VOD process, and one case was completed.
5. Restorative Justice Unit work with Kulani Correctional Facility was on hold due to
COVID-19 restrictions,to include Victim Impact Classes.
6. Through our Victim of Crime Act(VOCA) grant, select Victim Assistance Unit staff
attended comprehensive online and in-person trainings to ensure that victims are
provided services from those trained on the needs of victims.
274
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Highlights (continued)
Criminal Justice System
1. Deputy Prosecuting Attorneys regularly attend briefings with the Hawai'i Police
Department at Patrol and Criminal Investigation division levels.
2. Assisted the State Attorney General's Office Investigation Unit with addressing non-
compliant sex offenders and initiating criminal prosecutions for violations of law.
3. The Investigation Unit assisted the Hawai'i Police Department with drafting and
executing mobile electronic device and video surveillance search warrants; service of
outstanding penal summons complaints for District Court and Family Court criminal
cases and temporary restraining orders.
Juvenile Issues
1. Federal Title II funding was received from the Department of Human Services—
Office of Youth Services to continue into the seventh year of the Big Island Juvenile
Intake and Assessment Center,providing immediate intervention for youth and also
allowing police officers to return to public safety duties.
2. The Restorative Justice Victim Offender Conferencing program screened 20 juvenile
cases. Thirteen cases were accepted into the Program. Six cases were successfully
resolved.
Community Strategies
1. Online and in-person training opportunities were shared with community advocates,
prevention providers, and agency partners;venues provided for law enforcement
trainings.
2. The Office of the Prosecuting Attorney coordinated a statewide training on Witness
Intimidation via Zoom and in-person for law enforcement and community
stakeholders.
3. The Office of the Prosecuting Attorney processed Contingency Relief funding via 12
County Resolutions totaling $31,500 for the benefit of crime prevention and
community strengthening projects on Hawai`i Island.
275
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Charges:
Opened during period 14,957 20,000 20,000
Accepted for prosecution 13,607 17,000 17,000
Circuit Court 2,924 4,000 4,000
District Court(criminal,excludes traffic) 7,553 11;000 11,000
Family Court 1,288 2,000 2,000
Circuit Court calendar days:
Hilo 260 260 260
Kona 260 260 260
Misdemeanor calendar days: 1
Hilo(a.m.and p.m.) 208 208 208
Puna. 105 105 105
South Kohala/Hamakua(includes Adult-DV) 105 105 105
North Kohala(includes Adult-DV) 12 12 12
Kona/Ka`u 260 260 260
Family Court(Juvenile)calendar days: .
Hilo,Puna 52 52 52
Kona _ 52 52 52
N. &S.Kohala/Hamakua 52 52 52
Family Court(Adult-DV)calendar days: _
Hilo,Puna 52 52 52
Kona/Ka`u 26 26 26
S.Kohala 26 26 26
Hamakua 52 52 52
Drug Court(Adult)calendar days:
Hilo 52 52 52
Kona 52 52 52
Drug Court(Juvenile)calendar days:
Hilo 52 52 52
Kona 52 52 52
276
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Measures (continued)
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Veterans Treatment Court calendar days:
Hilo 52 52 52
Kona 52 52 52
Mental Health Court(District Court)calendar days:
Hilo/Puna 24 24 24
Kona/Ka`u 12 12 12
Environmental Court calendar days:
Hilo 12 12 12
Kona 105 105 105
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 102 __ 102 97
Salaries and Wages 6,173,760.02 7,973,333 7,969,799
Operations - 497,440.09 686,148 616,435
Equipment 335.17 356,200 200
Program Total 6,671,535.28 9,015,681 8,586,434
277
PROSECUTING ATTORNEY
_____ _ ..__ _ GENERAL PROSECUTION ������� ��� � �. ., __��
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
' Prosecuting Attorney 1 1 1
1st Deputy Prosecuting Attorney 1 1 1
Account Clerk 1 1 1
Accountant III 1 1 1
Business Manager 1 1 1
Clerk II 2 1 1
Clerk III 2 1 1
Deputy Prosecuting Attorney 32 34 32
Human Resources Assistant 1 1 1
Information Systems Analyst IV 2 2 2
Information Systems Analyst V 1 1 1
Investigator IV 2 2 1
Investigator V 6 6 6
Investigator VI 1 1 1
Legal Assistant II 2 2 -
Legal Clerk I 5 6 6
Legal Clerk II 7 8 8
Legal Clerk III 17 17 17
Legal Clerk IV 2 2 2
Private Secretary 1 1 1
Program Manager 1 1 1
Senior Account Clerk 1 1 1
Special Projects Coordinator 2 2 2
Supervising Legal Clerk I 1 1 1
Supervising Legal Clerk II 1 1 1
Victim/Witness Program Director 1 1 1
Victim/Witness Counselor I 1 1 1
Victim/Witness Counselor II 4 4 4
Total 102 102 97
278
PROSECUTING ATTORNEY
GRANT REVENUES
Program Description
The Office of the Prosecuting Attorney receives and continually seeks funding from
Federal and State sources. These funds are used to implement innovative programs,
support prosecution efforts, educate the public, improve the criminal justice system, and
purchase equipment that would not be possible with County funds.
Program Objectives
1. State Forfeitures—State Department of the Attorney General, Civil Recoveries
Division, State of Hawai`i, $200,000. For use to assist crime prevention and healthy
communities at the discretion of the Hawai`i County Prosecuting Attorney.
2. Federal Forfeitures -United States Department of Justice and US Treasury
Department, $50,000. For use to assist crime prevention and healthy communities at
the discretion of the Hawai`i County Prosecuting Attorney.
3. STOP Violence Against Women-U.S. Department of Justice, STOP Violence
Against Women Formula Grant Program, $104,508. One Employee—To improve
prosecution of domestic violence cases involving adult women by dedicating a deputy
to handle these cases.
4. Crime Victims Assistance Program OCA) -U.S. Department of Justice, Office
for Victims of Crime Formula Grant Program, $1,101,027. Thirteen employees—To
assist victims of crime through the judicial process, focusing on crimes such as
homicide, sexual assault, child abuse and domestic violence.
5. Justice Assistance Grant(JAG)—U.S. Department of Justice, $150,000. For
technology improvements.
6. Traffic Safety Training Grant—U.S. Department of Transportation, $155,000. To
conduct statewide training to improve law enforcement system response to traffic
crash cases and improve highway safety.
7. East Hawaii Big Island Juvenile Intake and Assessment Center (BIJIAC)—
Hawai`i Office of Youth Services, $200,000. To support operation of a juvenile
intake and assessment center in East Hawai`i.
• 279
PROSECUTING ATTORNEY
GRANT REVENUES
Program Objectives (continued)
8. Substance Abuse Prevention Program—Hawai`i State Department of Health,
Alcohol and Drug Abuse Division, $110,000. To fund a community assessment and
strengthening of Substance Abuse Systems in the County of Hawai`i. Paid for staff
salaries and contracted services.
9. USSS Electronic Crimes Task Force—U.S. Secret Service, $15,000. To reimburse
overtime and other expenses related to official investigations by U.S. Secret Service's
Hawai`i Electronic Crimes Task Force.
10. Career Criminal- State Department of the Attorney General, $431,998. Twelve
Employees—To provide quick identification,prosecution and conviction of those
persons making a career of crime.
11. Victim/Witness Assistance- State Department of the Attorney General, $99,172.
One employee—To assist crime victims and witnesses and their families by providing
information, counseling, and support services primarily to victims of violent and
property crimes.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 20 20 25
Salaries and Wages 896,936.04 1,128,772 1,711,373
Operations 436,011.37 817,000 617,200
Equipment 91,113.70 159,500 407,750
Program Total 1,422,608.36 2,105,272 2,736,223
Note: Includes Federal and State Forfeitures
280
PROSECUTING ATTORNEY
GRANT REVENUES
Personnel Position Summary*
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Clerk II 1 1 1
Deputy Prosecuting Attorney 2 2 4
Investigator V(Temp) 1 1 1
Investigator V 1 1 2
Legal Assistant II - • - 2
Legal Clerk I 2 2 2
Legal Clerk I(Temp) 1 1 1
Legal Clerk III 1 1 1
Program Manager 1 1 1
Special Projects Coordinator 2 2 2
Student Helper 1 1 1
Victim/Witness Counselor I 2 2 2
Victim/Witness Counselor I(Temp) 2 2 2
Victim/Witness Counselor II 3 3 3
Total 20 20 25
•
281
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
Program Goals
•
1. To promote and support women in their roles in public and private sectors.
2. To act as a clearinghouse and coordinating body for activities and information
supporting women and girls.
3. To create public awareness of the responsibilities,needs,potentials and contributions
of women.
4. To seek improvements in educational, counseling programs and policies to meet the
needs of women and girls in order to better prepare them for their roles in the
community.
5. To work with the Hawai`i State Commission on the Status of Women to improve the
wellbeing of all women in the County and State.
6. To build and maintain relationships with federal, state, local and international
agencies advocating for the status of women.
Program Description
The Hawai`i County Committee on the Status of Women(CSW),working with the
Hawai`i State Commission on Status of Women (HSCSW),promotes equality for women
and girls in the County by acting as a catalyst for positive change through advocacy,
education, collaboration, and program development.
Program Objectives
1. Sponsor and coordinate an island wide essay contest to increase awareness among
students on the accomplishments of women in Hawai`i County.
2. Promote awareness of Equal Pay for Equal Work for women.
3. Create and share a report on the status of women in Hawai`i County.
4. Participate in local and/or off-island meetings or conference by sending at least one
representative. The purpose of which will be to share information with the
Committee members on current programs, legislation or issues that affect the status of
women.
5. Update and disseminate the Hawai`i Island Services Directory for Families across
Hawai`i County.
6. Promote Teen Dating Violence Prevention/Education.
7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate
with other organizations.
8. To the extent that it is safe to do so,hold rotating monthly meetings in East Hawaii,
North Hawai`i, South Hawaii and West Hawaii to better allow participation from
the public. These will be held via Zoom until in-person meetings can safely resume.
282
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
Program Objectives (continued)
9. Support, through sponsorship,planning,promotion, and attendance,the Hawai`i
Island Women's Leadership Summit.
10. Promote awareness of Human Trafficking across Hawai`i County.
Program Highlights
1. The 2021-2022 Hawai`i Island Services Directory for Families was updated and
distributed to service agencies and individuals island wide.
2. The Committee updated cell phone safety cards after it became aware of how cell
phones are being used in abusive relationships. Cards are being distributed to service
agencies and community partners.
3. Prepared the Hawai`i County Status of Women Report which includes wage and
employment data in Hawai`i County,highlighting the gender pay gap; presented to
the Hawai`i County Council Human Services and Social Services Committee and to
the University of Hawai'i at Hilo. A full-page ad was placed in the Hawai`i Tribune
Herald highlighting gender pay gap in Hawaii.
4. Members have attended meetings on domestic violence prevention, legislative
development, and others, and have presented to the Hawaii County Council.
5. Purchased and distributed feminine hygiene products to public schools island wide
for Period Poverty Project.
6. Participated in the Missing and Murdered Native Hawaiian Women and Girls Task
Force.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Number of Meetings Held 12 12 12
Events Held 2 3 3
Event Participation 3 3 3
*Measure no longer tracked
283
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations 6,423.99 10,000 10,000
Program Total 6,423.99 10,000 10,000
284
This page intentionally left blank
PUBO WORKS
SII
PUBLIC WORKS
DEPARTMENT SUMMARY
Mission Statement
The Department of Public Works will serve the community by building, operating, and
maintaining the County's infrastructure in order to create a safe, resilient, and sustainable
Hawai`i Island community.
Department Goals
1. Safety—no one gets hurt on the job! Build a culture of safety through training,
education, and policy development; strive to minimize accidents;promote employee
personal responsibility; maintain a safe work environment for our employees,
customers, vendors, and the entire public.
2. People—our employees are our greatest resource! Treat all employees with respect,
build highly functioning teams; encourage growth and technical development in the
job; foster a sense of personal worth for every employee.
3. Transparency—promote honesty and openness with our employees and the public.
4. Customer Service—strive to provide high quality customer service,treating every
member of the public like `ohana.
5. Continuous Improvement—committed to continuously improving our operations and
enhancing our customers' experience.
Funding Source and Position Count
General Fund $23,414,855 General Fund 182
Grant Revenue - Grant Revenue/Other 32
Total Budget: $22,414,855 Total Number of Positions 214
285
PUBLIC WORKS
ADMINISTRATION
Program Description
The Public Works Director serves as technical advisor to the Mayor,Managing Director,
and Hawai`i County Council on matters pertaining to building permits and code
enforcement; flood zone monitoring;maintenance of roads, streetlights,traffic signals
and signs; permitting for grading, grubbing, and right of way; culvert drainage
maintenance;repair and maintenance of roadways and bridges; and disaster emergency
response.
The Public Works Administration division provides professional and effective reception
service to all parties requesting assistance from the department;provides the public with
timely and adequate responses to requests for information; performs personnel,payroll,
and accounting functions for all six divisions; coordinates the annual budget; assists all
County agencies in the procurement of vendors for construction projects and the
administration of procurement documents; and performs community outreach and
education to the County.
Program Objectives
1. Achieve one third of our average employee count to participate in safety related
training per year.
2. Improve the status of Public Works receivables. Reduce the average number of days
in receivables. Reduce the percentage of balances over 90 days past due.
3. Maintain interaction and education for the public by participating in community
meetings.
4. Reduce industrial accident claims by 10%by educating personnel through training
programs for personal and operational safety.
5. Strive to provide a positive customer experience in all public-facing transactions.
6. Embrace new technology and other changes that enable us to perform our duties more
efficiently and effectively.
7. Provide ongoing customer service and public relations programs that provide
transparency and facilitate interaction and education with the public, other County
departments, and all stakeholders.
8.. Provide consistent application of all Department policies and procedures.
9. Manage requests and complaints received by all Divisions in a consistent manner and
strive to provide satisfactory responses in a timely fashion.
286
PUBLIC WORKS
ADMINISTRATION
Program Highlights
1. Continued to recover funds from the Federal Emergency Management Agency
(FEMA) for the outstanding 2014 Lava disaster costs incurred.
2. Reduced the amount of past due accounts receivables through in-house collection
efforts and collaboration with the Office of Corporation Counsel to pursue judgments
on seriously delinquent responsible parties.
3. Procured 36 departmental consultant contracts and 56 County wide construction
contracts.
4. Responded to and processed 137 Requests for Government Records from the public
and Hawai`i County employees regarding various operations of the department.
5. Developed a stronger and more impactful social media presence to keep the
community informed of the department's projects.
6. Continued to maintain and replenish the crosswalk flags around schools to support
Vision Zero's safe streets and zero fatalities efforts.
7. Actively engaged in stronger efforts to recruit and fill our vacant positions by
participating in career fairs and community outreach events.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Number of department-wide industrial accidents 24 20 21
Number of employees trained in safety classes 275 125 125
No.of managers/supv rec'd Supervisory Training 6 10 10
No.of employees trained in non-safety classes 153 120 120
Additional Information:
Number of Employees in the Department 356 370 360
Work Comp Cases with Lost Time 17 16 15
287
PUBLIC WORKS
....,____ ______ ���� �����
ADMINISTRATION
Program Expenditures 1
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 25 27 27
Salaries and Wages 1,223,779.70 1,393,326 1,554,725
Operations 24,960.78 27,850 279,690
Equipment 7,432.31 7,500 10,000
Water Spigot 131,000.00 177,925 207,925 ,
Program Total 1,387,172.79 1,606,601 2,052,340 j
• Personnel Position Summary
•
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Director 1 1 1
Deputy Director 1 1 1
Account Clerk 4 4 4
Accountant I 2 2 2
Accountant IV 1 1 1
Administrative Assistant 1 1 1
Business Manager 1 1 1
Clerk III 4 4 4
Contracts Technician 2 2 2
Human Resources Program Specialist 1 11
•
Human Resources Technician I 1 1 1
Information&Education Specialist 1 1 1
Private Secretary 1 1 1 _
Program Manager - 1 1
Senior Account Clerk(Temp) 1 1 1
Student Helper I 2 3 3
Supervising Contracts Technician 1 1 1
Total 25 27 27
288
PUBLIC WORKS
BUILDING
Program Description
The Building Division is responsible for administering the County of Hawai`i Building
Code and for maintaining the County of Hawai`i's facilities. Both functions are based on
the Hawai`i County Building Code, "to provide minimum standards to safeguard life or
limb,health,property and public welfare by regulating and controlling the design,
construction, quality of materials, use and occupancy, location and maintenance of all
buildings and structures within the County and certain equipment".1
The Building Code is enforced by the Inspection Section through a permitting process
that includes plan review and inspection during construction; and an enforcement process
that investigates alleged Building Code violations and requires corrective action.
The Facilities Management Section maintains, repairs, renovates, designs, and constructs
facilities for various departments in the County of Hawai`i through three Units: General
Services (GS), Repair& Maintenance (R&M), and Design and Engineering(D&E). All
work performed on the County Facilities must be Building Code compliant and is
regulated by the Building Permit process.
The Building Division provides island wide, interdepartmental services through locations
in East Hawai`i and West Hawai`i. As a part of Facilities Management,the Building
Division is also responsible for the budget and expenditures for the interdepartmental
utility services (electricity, gas, sewer, telephone, water) and for facilities' insurance
premiums.
The Building Division has begun to transition its organizational structure to support the
function of the Building Division program and goals more effectively. Program
objectives and measures are being used to identify areas needing improvement and to
further refine processes and procedures.
Program Objectives
1. Fully implement and transition to the Electronic Processing and Information Center
(EPIC) system to improve the Building Permit application and inspection processes.
2. Issue Residential Building Permits within 90 calendar days of submittal when
applications are complete, and no corrections are required.
3. Complete Building Permit inspections within two business days of notice.
'Hawaii County Building Code Section 5A-1-2.Purpose.
289
PUBLIC WORKS
BUILDING
Program Objectives (continued)
4. Initiate an investigation of an alleged Building Code violation within 30 calendar
days of a complaint.
5. Complete Work Orders Requests for County facilities within 30 calendar days of
receipt.
6. Deliver CIP Projects that have been funded.
Program Highlights
1. Electronic Processing and Information Center(EPIC)
Since the conversion to EPIC in July 2021, the Building Division has continued to
reduce the number of backlogged permits that accumulated during an approximate
two-month transition period in August to September 2021. The Building Division is
currently addressing a backlog of permits,representing a five-month lag and ongoing
challenges.
Priority permit types have been identified and these applications are being expedited
from permit intake through plan review and out-processing. There are 16 priority
categories, some of which include emergency work, medical facilities, cell towers,
County projects,photovoltaic,regulatory inspections,plumbing or electric only, and
signs.
The Building Division has also introduced a new five-step Plans Examiner position
that enables hiring at lower levels for training and development until proficiency can
be achieved at a Building Plans Examiner V. It is anticipated that internal promotions
will occur, leaving vacancies in Building Inspection and Permit Clerk positions,
however these positions should be more readily filled than Plans Examiner positions.
As positions are filled,the implementation of the EPIC program has transitioned to a
focus on the people and processes needed to effectively use EPIC. Staff has been
refining procedures to minimize frustration experienced by both public users (owners,
design professionals and contractors) and staff. No major software revisions are
anticipated.
2. Building Permits Issued
The following table presents actual permits issued(excluding electrical only,
plumbing only, and sign permits) for prior years based on the County Districts.
290
PUBLIC WORKS
BUILDING
Program Highlights (continued)
Fiscal Year 2021-22
Percentage change from Fiscal Year 2020-21
Geographic Permits Issued Valuation Fees
District
Quantity Change Amount Change Amount Change
1 Puna 1,420 65% $ 138,142,447 1% $ 1,915 120%
2 S Hilo 831 44% $ 213,760,146 103% $ 793,792 159%
3 N Hilo 52 8% $ 7,919,798 6% $ 845,528 110%
4 Hamakua 105 48% $ 11,117,152 27% $ 30,998 60%
5 N Kohala 142 21% $ 22,404,022 12% $ 51,560 42%
6 S Kohala 574 41% $ 148,247,012 82% $ 74,130 7%
7 N Kona 1,385 16% $ 273,476,297 -27% $ 264,726 -58%
8 S Kona 198 34% $ 18,771,808 -43% $ 430,013 -31%
9 Ka`u 180 38% $ 17,625,833 1% $ 56,233 62%
Totals 4,887 37% $ 851,464,514 9% $ 2,623,343 20%
3. Building Codes Training and Workshops
The County of Hawaii adopted the 2018 International Building Code(IBC) and the
2018 International Residential Code (IRC)with amendments in 2021. Adopting the
code was a challenging process, especially since the county is unique with its terrain,
seismic activity, and wind speeds.
4. General Services Service Contracts
General Services (GS)has resumed management of Service Contracts issued under
the Invitation for Bid(IFB)process that includes air conditioning; fire protection;
alarm system notification; security guards; elevators;pressure reducing valves; and
security services.
291
PUBLIC WORKS
BUILDING
Program Highlights (continued)
Re-establishing management by GS will improve the Building Division's response to
repair requests and"trouble calls" since GS personnel are generally on site and able
to quickly respond and assess problems.
5. COVID-19
The Building Division's COVID-19 response has evolved into providing same-day
disinfection services by the General Services Unit for County of Hawai`i offices
where COVID-19 outbreaks have occurred.
There have also been additional Work Order Requests for R&M to reduce public
traffic in County work areas through construction of plexiglass barriers, gates, and
door locks or security keypads.
6. Project Delivery
The Design and Engineering(D&E) Section bases its project delivery on a project
priority metric that considers the Mayor and Managing Director Priorities, User
Department Priorities, Building Division Priorities from a facility maintenance
perspective, Life Safety, Security, ADA Accessibility, Roof Repairs and Upgrades.
There are two ongoing construction projects with seven projects scheduled for
bidding with anticipated start dates in FY 2022-23. D&E is also working on the
design for seven projects which may be bid for construction in late FY 2022-23 or
early FY 2023-24, depending on funding availability.
Active ongoing projects include: Hawai`i Emergency Call Center and Civil Defense
Emergency Call Center. The following projects have been released for construction
or are scheduled to be awarded with FY 2022-23 CIP funding: Waiakea Fire Station
Electrical Improvements; Hawai`i County Building Lava Rock Veneer Repairs;
Kaumana Fire Station Plumbing Improvements; Aupuni Center Reroofing and
Improvements; Hazard Mitigation Grant Proposal, Public Safety Building,Phase A;
Pahala Fire Station Perimeter Fence; Kealakehe Police Station Air Conditioning
Improvements.
292
PUBLIC WORKS
BUILDING
Program Highlights (continued)
Priority projects in the design stage, pending funding availability are: Pahala Fire
Station Roof Replacement; Aupuni Center Prosecuting Attorney Office Chiller
Replacement; Carpentry Shop Roof Replacement; and Hawaiian Paradise Park Fire
Station Addition and Improvements.
There are also unforeseen projects that will be prioritized for design due to successful
grant awards: Puna Geothermal Venture Radio Equipment Structure and Site
Improvements; Civil Defense Radio Tower Remediation(Ka`u ,Na`alehu and
Kulani); Installation of 17 Extractors at various Fire Stations.
All projects face an increase in construction costs due to supply chain impacts as well
as inflation and escalation. The Building Division is monitoring construction costs
and has been working with the Finance Department for responsible fiscal
management.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Residential Plan Review 21% 70% -
(%plans/within 20 working days)**
Completion of Called Inspection Requests 69% 90% -
(%requests/within two workdays)**
Complete Non-critical Maintenance Requests 92% 900/0 -
(%requests/within 30 calendar days)**
Issue Residential Building Permits within 90-
calendar days of submittal when applications are - - 90%
complete and no corrections are required*
Complete building inspections within 2-business
days of notice(%requests completed within 2 work - - 70%
days)*
Initiate investigation of an alleged Building Code 75%
violation within 30-calendar days of a complaint*
Complete Work Orders Requests for County 95%
facilities within 30-calendar days of receipt*
Deliver CIP Projects that have been funded* - - 95%
ADDITIONAL DIVISION INFORMATION
Inspection Section
_Plan Reviews Performed:
Building** 7,788 6,500 -
293
PUBLIC WORKS
BUILDING
Program Measures (continued)
Electrical** 331 6,000 -
Plumbing** 172 3,500 -
Permits Issued:* - - 6,060
Building** 4,898 4,000 -
Electrical** 514 5,000 -
Plumbing** 280 3,000 -
Sign** 31 40 -
Residential* - - 1,485
Non-Residential/Commercial* - - 555
Electric Only* - - 1,295
Plumbing Only* - - 480
Photovoltaic—Residential* - - 2,150
Photovoltaic—Non-Residential/Commercial* - - 55
Regulatory* - - 40
Permit Inspections Performed(Quantity):
Building 7,727 9,500 7,500
Electrical 6,866 11,000 6,500
Plumbing 3,157 6,500 3,000
Building Code Violations(Quantity):
Complaints Received* - - 700
NOVs Issued* - - 66
ORDERS Issued* - - 3
CIP Project Programmed(subject to funding):
New Facility** 1 2 -
ADA** 1 4 -
Hazmat** 0 5 -
R&M** 8 5 -
Hardening** 0 4 -
Renovation** 1 4 -
Energy Improvement** 0 _ 4 -
Facilities Management Section
Number of Building Structures Maintained 74 95 80
Floor Area Maintained(square feet) 205,000 195,325 205,000
Grounds Area Maintained(acres) 51 44 51
Buildings to be Repainted** 5 5 -
Buildings to be Reroofed** 3 3 -
Buildings with Structural Repairs** 2 2 -
Buildings to be Renovated** 4 4 -
Repair and Maintenance Jobs Performed 1,526 1,500 1,500
Structures in Design 16 5 11
Structures in Construction* - - 9
Parking Citations Issued 350 450 350
*New Measure implemented as of FY 2023-24.
**Measure not tracked as of FY 2022-23.
294
PUBLIC WORKS
BUILDING
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 112 116 116
Salaries and Wages 5,526,592.90 6,679,602 7,365,542
Operations 4,342,334.70 5,905,524 7,205,813
Equipment 159,986.49 54,255 22,655
Program Total 10,028,914.09 12,639,381 14,594,010
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant I - 1 1
Architect II 1 1 1
Architectural Drafting Technician I 2 2 2
Architectural Drafting Technician II 1 1 1
Building Chief 1 1 1
Building Inspector 14 14 14
Building Maintenance Worker 1 1 1
Building Permit Clerk 8 8 8
Building Plans Examiner 6 6 6
Building Projects Manager 2 2 2
Building Repair and Maintenance Supervisor 1 1 1
Carpenter-Cabinet Maker 5 5 5
Custodian/Groundskeeper I 18 20 20
Custodian/Groundskeeper II 5 5 5
Deputy Building Chief 1 1 1
Electrical Engineer II 1 1 1
Electrical Inspector 10 10 10
Electrician 2 , 2 2
General Services Superintendent 1 1 1
General Services Supervisor 2 2 2
Lead Carpenter-Cabinet Maker 2 2. 2
Lead Electrician 1 1 1
Lead Painter 1 1 1
Mechanical Engineer IV 1 1 1
Painter 2 2 2
Parking Control Officer 1 1 1
Plans Examining Manager 1 1 1
Plumber 1 2 2
Plumbing Inspector 6 6 6
Program Manager 1 1 1
295
PUBLIC WORKS
BUILDING
Personnel Position Summary (continued)
Projects Coordinator 3 3 3
Structural Engineer 1 1 1
Supervising Building Inspector 2 2 2
Supervising Building Permit Clerk 2 2 2
Supervising Electrical Inspector 2 2 2
Supervising Plumbing Inspector 2 2 2
Total 112 116 116
296 •
PUBLIC WORKS
ENGINEERING _ 4
Program Description
The Engineering Division provides civil engineering, land surveys, and regulatory
services in accordance with Chapters 10, 22, and 27 of the Hawai`i County Code (HCC).
The Division is comprised of the following five sections:
• Administration
• Land Surveying
• Regulatory Review
• Design and Investigation
• Inspection
The Administration section provides the following services:
1. Provides general supervision and administrative support.
2. Coordinates civil engineering(non-building)projects and programs using County,
State, and Federal funds.
3. Supervises and coordinates land acquisition activities for the Department.
The Land Surveying section provides the following services:
1. Provides general land surveying services, including topographic maps and
boundary studies.
2. Produces parcel maps and their descriptions for the County.
3. Reviews privately generated survey maps and descriptions.
4. Addresses survey issues and complaints related to County facilities, such as road
encroachments.
5. Maintains an inventory/file of all road and drainage right-of-ways, Public Works
parcels, and survey records generated by the County.
6. Provides County maps and survey information to the public.
The Regulatory Review section provides the following services:
1. Implements/enforces the applicable regulatory requirements of Chapters 10, 22
and 27, HCC.
2. Provides comments to the Planning Department on land-use related matters, such •
as subdivision, cohana, variance, and change of zone applications; and on Special
Management Area(SMA), Use, and Special Permits.
3. Investigates and resolves regulatory complaints (except for building permit plans),
reviews and/or coordinates the review and approval of all private construction
plans,traffic reports, flood studies, environmental documents, as they relate to the
interests and regulatory authority of the Department.
297
PUBLIC WORKS
ENGINEERING
Program Description (continued)
The Design and Investigation section provides the following services:
1. Plans, designs, and constructs civil engineering (non-building) County Capital
Improvement Projects (CIP).
2. Investigates and resolves roadway, drainage, and other related complaints.
3. Provides drafting services.
The Inspection section provides the following services:
1. Inspects civil engineering (non-building) County CIP; private subdivision, and
development construction.
2. Inspects grading, grubbing and stockpiling work per Chapter 10 of the HCC.
3. Inspects construction within the County right-of-way(R-O-W)per Chapter 22 of
the HCC.
Program Objectives
1. Participate in the State/Federal Highway Administration(FHWA) Statewide
Transportation Improvement Program(STIP).
2. Complete County CIP drainage and Roadway projects on time, and within budget.
3. Prepare in-house parcel maps within a three-month time frame for road
encroachments, easements and parcel mapping.
4. Process time-sensitive documents such as environmental assessments, subdivision
applications, variance applications; change of zones, State land use (SLUs),use
permits, SMAs, special permits, and `ohana dwellings, by the stipulated deadlines.
5. Process,within a one-month timeframe, subdivision and commercial development
construction plans, drainage reports, solely Chapter 10 plans (ie. grading, grubbing,
and stockpile), solely Chapter 22 plans (ie. permit to work within the County right-of-
way, sidewalk use,private waterline, etc.), complaints, and environmental matters
that do not have a stipulated deadline.
6. Process all permits issued by the Division, including building permits,within one
month.
7. Comply with the National Bridge Inspection(NBI) and other Federal, State, and
County of Hawai`i bridge inspection regulations including preparation and
submission of bridge reports,by conducting bi-annual inspections of the 145 bridges
in the NBI program.
8. Initiate and oversee repair and maintenance and/or replacement projects of bridges
due to deterioration, deficiencies, and defects.
298
PUBLIC WORKS
ENGINEERING__
Program Objectives (continued)
9. Conduct structural analyses to determine the load rating (Inventory and Operating) of
in-service bridges registered in the NBI, as needed.
10. Conduct underwater inspections of NBI registered in-service bridges, as needed.
Program Highlights
1. Completed construction for the following projects: the$12M Kilauea Avenue
Rehabilitation Project(STIP) and several of the Hurricane Lane Repair Projects
(FEMA).
2. Current projects under construction are the$10M Waianuenue Avenue Rehabilitation
Project(STIP),the $22M Kalaniana`ole Ave Reconstruction Project, and multiple
Hurricane Lane Repair Projects (FEMA).
3. The following projects are currently in the Design phase: the Lava Inundated
Emergency Repair Road Projects; Pohoiki Road,Highway 137 and portions of
Leilani Avenue (FEMA),the Hurricane Lane Repair Projects (FEMA),the Kawili
Street Shoulder Improvements (CIP),the Manono Street Shoulder Improvements
(CIP),the Kilauea Avenue/Keawe Street Rehabilitation Project(STIP),the
Mamalahoa Highway Resurfacing Project from Kamalani St to Kalamauka Rd.N.
Kona(STIP),the Kino`ole Street Rehabilitation Project,the Pahoa Post Office Road
Reconstruction, and the Waikoloa Road/Paniolo Drive Intersection Roundabout
(CIP). Bridge Projects: Waima`au`au Stream Bridge Repair, Waika'alulu Gulch
Bridge#44-8, Ka`ahakini Bridge#29-1 Reconstruction, 28-4 Kolekole Stream Bridge
Reconstruction, Makea Stream Bridge Replacement, Bridge No. 27-3 Ka`ie`ie Stream
Bridge Repair,Repairs to Bridge#s 25-1, 25-2, 27-7, 41-1, 44-6, 44-7, 26-3, 27-5,
28-3, 31-2, 32-1, 36-1, and Hakalau Stream Bridge (Kanna Road), Honoli`i Stream
and Ka`iwilahilahi Stream Bridges Rehabilitation(STIP), and Kaiwiki Bridge#1 and
`Ope`a Stream Bridge (STIP),the Waianuenue Bridge Rehabilitation Project(FEMA
HGMP), and the 4 Mile Creek Bridge Reconstruction.
4. Current projects in the Planning phase are the Oneo Lane Project,the Puhala Street
Extension Project, and the Ane Keohokalole Phase III Project.
299
PUBLIC WORKS
ENGINEERING
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Program Measures
All Construction Contracts Completed $46,000,000 $20,500,000 $65,000,000
FHWA Construction Projects Completed $44,000,000 $10,500,000 $50,000,000
FHWA Projects with Design/Planning in Progress 4 3 5
Parcel Maps/ENG Subd Application Within Three 4 -Months**
Prepare In-House Parcel Maps-Within Three - 5 4
Months***
In-house Active Construction Management Projects 9 10 10
No.Bridge Inspections of Total Bridges 68 73 75
No.Bridge Repair&Maintenance 43 65 50
No.Bridge Replacement/Rehabilitation Projects 2 7 25
Regulatory Review
%of Applications,etc.Reviewed by Deadline 87% 80% 100%
(87/100)
%of Plans,etc.Reviewed Within Two Weeks** 66% - -
(622/944)
%of Plans,etc.Reviewed Within One Month*** - 100% 100%
%of Permits Processed Same Day** 72% - -
(3,133/4,360)
%of Permits Processed Within One Month*** - 100% 100%
Community Rating System
No.Points in the Federal Emergency Management 1,577 1,577 1,577
Agency(FEMA)Public Info Community Rating System
ADDITIONAL DIVISION INFORMATION
Design&Investigation
Survey Projects and Requests 328 50 300
Regulatory Review Detail
Construction Plan Reviews—Private Developer 31 100 50
Subdivision Application Reviews 100 100 100
Subdivision Construction Plan Reviews 63 25 25
Grading/Grubbing/Stockpiling/R-O-W Permits 380 300 300
Regulatory Inspections
Subdivision Construction 8 25 25
Grading/Grubbing/Stockpiling/R-O-W Permits 402 300 300
Complaints 290 150 200
**Measure not tracked as of FY 2021-22.
***New Measure implemented as of FY 2022-23.
300
PUBLIC WORKS
ENGINEERING
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 41 41 41
Salaries and Wages 641,619.72 703,272 762,232
Operations 116,337.65 151,897 153,897
Equipment 18,030.23 ! 15,000 12,000
Program Total 775,987.60 870,169 928,129
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Arborist — 1 - - _
Civil Engineer III 1 1 1
Civil Engineer IV 9 10 10 •
Civil Engineer V 5 55
Civil Engineer VI 1 1 1
Civil Engineer VII 1 1 1
Clerk III 1 1 _ 1
Construction Inspector 1 1 1
Engineering Aid III 1 1 1
Engineering Aid IV 1 1 1
Engineering Permit Clerk 2 2 2 •
Engineering Support Technician IV • 9 9 9
Land Surveyor I 1 1 1
Land Surveyor III 1 2 2
Land Surveyor IV 1 1 1
Senior Construction Inspector 1 1 1
Senior Project Construction Inspector 1 1 1
Supervising Engineering Permit Clerk 1 1 1
Supervisory Project Construction Inspector 1 1 1
Total 41 41 41
301
PUBLIC WORKS
AUTOMOTIVE
Program Description
The Automotive Division is a support-service division responsible for the repair and
maintenance of all County vehicles and equipment,with the exception of equipment that
may be practically maintained by the respective departments. The division furnishes
parts, labor, accessories, gasoline, diesel, lubricants, and tires.
The division's primary goal is to continue to maintain the County's fleet of vehicles and
equipment with accountable,trustworthy, and motivated service, so that employees will
always have safe and operable vehicles and equipment to use. The division aspires to
keep the County on the move.
Program Objectives
1. Perform at least 90% of the work to repair, maintain, and weld all County vehicles
and equipment that belong to various County departments and agencies,thereby
reducing the reliance on third-party vendors.
2. Reduce the backlog of monthly repairs of the Construction Equipment section from
the prior fiscal year.
3. Reduce the backlog of monthly repairs of the Automotive section from the prior fiscal
year. •
Program Highlights
1. Completed 3,787 (97%) of work orders for County vehicles and equipment in-house;
only 93 needed to be serviced by contracted vendors.
2. Maintained the fuel supply for the County's vehicle and equipment fleet.
3. Added a new Construction Equipment Mechanic position in Kona.
302
PUBLIC WORKS
AUTOMOTIVE
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Average Monthly Repair Orders Completed(By
Staff vs.Contract):
Garage 100%(147/0) 99%(143/2) 99%(145/2)
Construction Equipment 93%(93/7) 91%(99/9) 92%(96/8)
Solid Waste 100%(60/0) 97%(63/2) 97%(61/2)
Welding 100%(15/0) 99%(17/1) 94%(16/1)
Average Monthly Repair Order Backlog:
Garage 20 28 24
Construction Equipment 65 54 59
Solid Waste 20 20 20
Welding 1 2 2
Additional Information:
Average Monthly Repair Orders Received(Including
Prior Month's Carryovers):
Garage 167 172 169
Construction Equipment 166 160 163
Solid Waste 80 82 81
Welding 17 18 18
No.of Equipment Damage Report 0 0 0
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Number of Positions 30 30 30
Salaries and Wages 1,720,490.95 1,793,041 1,951,501
Operations 2,357,519.66 3,558,775 3,558,775.
Equipment 18,168.38 100 100
Program Total 4,096,178.99 5,351,916 5,510,376
303
PUBLIC WORKS
.. ..�_.._ ____ _ AUTOMOTIVE
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Automotive Equipment Superintendent 1 1 1
Automotive Mechanic I 5 5 5
Automotive Mechanic II 1 1 1
Automotive Stores Clerk 1 1 1
Construction Equipment Mechanic 11 11 11
Construction Equipment Mechanic Temp 1 1 1
Construction Equipment Repair Supervisor I 1 1 1
Construction Equipment Repair Supervisor II 1 1 1
Garage Supervisor 1 1 1
Lead Construction Equipment Mechanic 1 1 1
Lead Welder 1 1 1
Senior Account Clerk 1 1 1
Welder 2 2 2
Welder Temp 1 1 1
Total 30 30 30
304
PUBLIC WORKS
FLOOD CONTROL
Program Description
The Flood Control Program involves maintaining, operating, inspecting, and repairing
various flood control structures, levees, dams, spillways, channels and drainage areas on
the island in cooperation with the US Army Corps of Engineers (USACE) and the USDA
Soil Conservation Service (now called Natural Resources Conservation Service or
NRCS).
Program Objectives
1. Continue to conduct semi-annual inspections of flood control systems in concert with
USACE and NRCS.
2. Based on inspections, Engineering and Highways work to develop and implement
plans to repair and maintain flood control systems. •
a. Prevent deterioration of structures by repairing within six months.
b. Clear debris such as mud,rocks, branches, etc. from channel within three months.
c. Control weed and brush growth by using herbicides and mowing quarterly.
Program Highlights
1. Completed maintenance and repair work of approximately 19 miles of drainage ways,
conveyance channels, and lava tubes which include 27 flood control systems, island
wide.
2. Completed major cleaning, maintenance and repair work in the S. Kohala District—
Pu'ukapu and Ka`u District—Pa`au`au.
305
PUBLIC WORKS
FLOOD CONTROL
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Annual Inspections 1 1 1
Flood Control Systems 27 27 27
Flood Control Systems—Miles 19 19 19
Additional Information:
South Hilo District: 13 13 13
Alenaio#4,AinakO, `Iwalani,Falai,Ainaola,
Haihai,Keone,Kilikina
Kawili,Wai-o-lama, `Akolea,Waiakea,Wailoa
North Hilo/Hamakua District: 2 2 2
Kalopa,Waipi`o
North/South Kohala District: 1 1 1
Pu'ukapu
North/South Kona District: 5 5 5
Kainaliu,Kona Coffee Mill,Keopu/Keopu Heights
Kamani Tree Basin,Kailua Industrial
Ka`u District: 3 3 3
Pa`au`au,NWalehu,Wai`ohinu/Bamboo Forest
Puna District: 3 3 3
North Kulani,Kukui Camp Road, Shipman
Industrial
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations 329,728.00 330,000 330,000
Equipment - -
Program Total 329,728.00 330,000 330,000
306
RESEARCH &
DEVELOPMENT
RESEARCH & DEVELOPMENT
DEPARTMENT SUMMARY
Mission Statement
The mission of the Department of Research&Development(R&D) is to imagine, invest
in and collaboratively create a sustainable, equitable, and thriving Hawai`i Island.
Department Goals
Agriculture& Food Systems
1. To provide technical assistance and support for the development of a robust,
diversified agricultural sector, including a range of agriculturally related businesses
and agricultural tourism to achieve sustainability.
• 2. To strengthen the local food system from farm and ranch to the consumer's plate
through cooperative and innovative approaches that afford living wages for producers
and distributors and broad community access to local foods.
Tourism
1. To support a sustainable and regenerative visitor industry on Hawai`i Island that
promotes the preservation of the Island's natural and cultural resources and a high
quality of life for residents.
2. To strengthen community/private/public and international partnerships that advance
regenerative tourism and build resilient and sustainable communities on Hawai`i
Island.
Business Development
1. To facilitate the development of a regenerative economy that prioritizes the health of
our ecosystems to enhance the quality of life and viability of businesses for residents.
2. To provide information, resources, and collaborative opportunities to island grown
businesses that enable the establishment.of vital interconnections for a regenerative
economy.
Funding Source and Position Count
General Fund $3,582,122 General Fund 17
Grant Revenue $ 49,900 Grant Revenue/Other 2
Split Funding: GF/Grant/Other 2
Total Budget $3,632,022 Total Number of Positions 21
307
RESEARCH & DEVELOPMENT
DEPARTMENT SUMMARY
Department Goals (continued)
Energy, Climate Change, & Broadband
1. To optimize the integration of renewable energy systems, energy efficiency
improvements, and transportation/fuel innovations that improve energy self-
sufficiency, reduce greenhouse gas emissions, lower energy costs, and ensure energy
resilience.
2. To integrate and expand indigenous data science specific to environmental
stewardship in climate action to affect more culturally and ecologically sound climate
policy and programs.
3. To close the digital divide in underserved/unserved communities by promoting access
to fast,reliable, and affordable fixed internet and mobile services.
Resource Center
1. To maintain and disseminate data, information, and knowledge to County
departments, other agencies,businesses and the general public in support and
promotion of balanced development on Hawai`i Island.
Film & Creative Industries
1. To support and promote the film and creative industries on Hawai`i Island through
cross-platform collaboration,training, education, and marketing in balance with
Hawai`i Island's ecology, community character, and cultural heritage.
•
Immigration
1. To serve as liaison on immigration matters of broad community concern, as well as
serve individual needs and/or matters of immigrants on Hawai`i Island.
Workforce Innovation & Opportunity Act
1. To coordinate the efforts of educational institutions, labor,business, economic
development organizations, government agencies, and the community to develop a
highly competent and productive workforce that sustains a regenerative economy and
healthy lifestyle.
Community Well-Being
1. To support and promote quality of life among Hawai`i Island's residents and their
families through partnerships between and within the County, State and regional
advocates, and community organizations and leaders.
308
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Description
The Agriculture Program provides facilitative leadership to both the public and private
sectors of agriculture, forestry, aquaculture, and other natural resources through planning,
developing, and implementing programs and activities that promote and support the
development, expansion, and sustainability of these industries. The Program seeks to
increase the availability and access to fresh, local, and affordable produce through food
assistance programs, farmers markets, community-supported agriculture, and direct sales
to food establishments and institutions. The program aims to foster public and private
sector cooperation and innovation to overcome challenges related to food storage,
processing, distribution, and access to locally produced foods.
Program Objectives
1. Support three programs to increase consumption of local agricultural and value-added
products at local, national, or international levels.
2. Support four programs to improve the quality,productivity and safety of agricultural
producers, systems and products through critical, effective, and timely research,
development, and education.
3. Support two programs for methodology development or farmer training to expand
agricultural industries and methodologies, such as hydroponics, aquaculture,
aquaponics,natural farming, and new crops.
4. Support two research, control, and education programs to reduce the negative impact
of invasive species on agricultural crops and livestock,forests, and the community.
5. Support a program to develop methodologies for and education of producers and
vendors to reduce the incidence of agricultural theft.
6. Support a program to preserve agricultural lands by seeking improvements to existing
systems designed to conserve soil and water, including grubbing and grading policies
and landscape level programmatic applications.
7. Support the facilitation and collaboration of food system and local agricultural
partners and networks through:
a. five Hawai`i Island Food Alliance(HIFA)meetings;
b. five Hawai`i Island Agriculture Partnership (HIAP)meetings;
c. five Hawai`i Farm to School, Garden to Cafeteria, and/or School Garden Network
meetings;
d. five Transforming Hawaii Food System advisory meetings;
e. five Circular Economy Network meetings; and
f. 200 network partner meetings.
8. Host an annual Food Summit that supports the further development and
implementation of the strategic food system action plan.
309
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Objectives (continued)
9. Support the facilitation and collaboration of emergency food access network partners
through
at least five meetings annually to the further development and effective
execution of the Emergency Food Plan.
10. Annually, host two tabletop Emergency Food Plan exercises with relevant emergency
food access network partners.
11. Identify partnerships, funding, and other resources that enable interventions with a
focus on improving access and consumption of locally produced food among low-
income Hawai`i residents.
12. Support the development of projects,materials, and events that increase cooperation,
innovation, and sustainability within the local food system.
13. Support the development of projects, materials, and events that increase access,
consumption, education, and awareness of fresh local foods.
14. Support the development and coordination of at least two gleaning or food recue
programs that work to reduce food waste and increase fresh food access in local food
assistance programs.
Program Highlights
The Agriculture Program continued support for innovative projects in research,new
product and systems development,marketing and promotion,business development and
education. Project highlights include:
• Supported marketing and promotion of Hawai`i's ornamental and foliage nursery
products for export to national and international markets. Efforts to increase the local
markets for ornamental plants,produce, fruits,beverages, and livestock products were
featured at four events and cacao continues to develop wide interest in potential
producers and orchard expansions are increasing.
• To prepare the next generation of agricultural producers, supported eight projects to
train youth and interested adults in plant and livestock propagation and the culture,
production, and preparation of products for consumption. These efforts included
advancing the incorporation of local food in the Department of Education's Farm to
School Program; expanding the Ulu Cooperative's reach island wide; the relocation
of the University of Hawai`i's GoFarm to Hilo to benefit a larger number of potential
producers; and providing funding to Hawai`i Community College to develop a meat
cutting curriculum and course for certification of meat cutters.
310
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Highlights (continued)
• Provided support for research institutions to help new and fledgling industries to
establish a stronger base for future growth. This included initiatives to:
o Encourage import replacement of Christmas trees and nursery plants to reduce the
opportunity for invasive pests to be introduced into Hawai`i.
o Conduct research with taro producers to reduce diseases that affect yield and
generate breeding techniques to develop unique hybrids.
o Research efficient grafting techniques for cacao, avocado, and macadamia nut
trees and cacao disease research to identify varietal resistance to Black Pod.Rot, a
disease that threatens the industry.
o Identify effective and efficient protocols for raising garlic in tropical conditions.
• Invasive species detection and control continued against a range of pests. Two
contracts were focused on detecting and controlling the newly introduced Devil Weed
that can take over native forests,pastures, and sicken livestock and residents. One
contractor used trained canines to detect the Devil Weed to increase the speed and
accuracy of surveys. R&D also continued to support public and producer education
on methodologies to control the Little Fire Ant.
• Supported the development and implementation of the Kaukau for Keiki Program
with Vibrant Hawai`i and Statewide partners. Utilizing U.S. Department of
Agriculture Summer Meal funding support,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.
• R&D supported the development and execution of the 4th Annual Community Food
Summit. The summit highlighted local agriculture and efforts to increase marketing
for Big Island Made products.
• R&D facilitated the coordination and development of the Economic Development •
Administration's (EDA) Build Back Better Regional Challenge (BBBRC) Phase 1
application focused on the Agricultural Economy. The effort built on previous work
conducted by a diverse coalition of members and partner organizations. The County
received a Phase 1 award of$500,000 which was used to develop Phase 1 projects
and a Phase 2 application to compete for a$100 million dollar award.
311
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Programs
Increase Consumption of Agricultural Products
Promotion of Agricultural Products Contracts 3 4 3
Support of Trade Shows/Missions 1 2 1
Support locally produced and/or value-added 4 3 4
agriculture-based products
Research,Development&Education
Critical,Effective&Timely Research 4 4 4
Aquaculture Research Project 0 1 1
Agricultural Website Inquiries 1,099 1,500 1,300
Update website two times a month 6 24 12
Development of farmer skills,business 3 3 3
management
Invasive Species Research,Education&Business 4 3 3
Training 1 2 2
Committee/Program Meetings
Attendance 94 75 100
Agricultural Theft Program
Producer and Vendor Educational workshops 1 1 2
Preserve Agricultural Lands
Review grubbing and grading policies 1 1 1
Explore effectiveness of current landscape level 1 1 1
policies and programs
Development of Affordable Farm Worker Housing
Explore possible policy reforms 1 1 1
Support deployment strategies with existing 1 1 1
government support programs
Food System &Local Agricultural Partners and Networks
Convene food systems networks with agricultural 50 25 25
industry partners to identify barriers and
opportunities
Host Community Food Summit 1 1 1
Food System Partners Meetings 315 200 200
Support projects,materials, and events that - - 5
increase cooperation, innovation, and
sustainability within the local food system**
312
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Measures (continued)
Increase Local Food Access
Support the development and coordination of 8 10 5
gleaning or food rescue programs
Participate in youth education and farm to school 10 25 10
network meetings and initiatives that aim to
increase consumption of local foods
Develop community resources 3 3 3
Support awareness and increased efficiency of food 12 10 10
assistance programs
Emergency Food Plan
Host tabletop exercises with Civil Defense and - - 2
relevant partners**
**New Program Measure for new area of strategic focus in FY2023-24.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations 299,259.54 401,500 203,500
Program Total 299,259.54 401,500 203,500
313
RESEARCH & DEVELOPMENT
TOURISM
Program Description
The Tourism Program is guided by the vision, goals, and objectives of the Hawai`i Island
Tourism Strategic Plan 2020-2025 (TSP). The Program provides leadership and financial
support for regenerative tourism that strengthens a community-based visitor industry that
ensures authenticity,reciprocity, sustainability, and responsibility; invests in the people
and places that host visitors; and appropriately grounds visitor activities in Hawai`i
Island's sense of place and culture.
Program Objectives
As tourism recovers from the pandemic and focuses on regenerative tourism and
improving resident sentiment,the Tourism Program objectives aim to protect the health
and well-being of residents and visitors, as well as timely response to shifting market
demands.
1. Increase the economic contribution of the visitor industry to Hawai`i Island by
sustaining consistent visitor arrivals and expenditures through strategic marketing to
targeted international and niche markets;public relations; activities that maintain
direct air service; kama`aina visitor campaigns; and Conventions,Meetings, &
Incentives (CMI).
2. Ensure that the Hawai`i Island visitor industry is place/community-based;
strategically and sustainably managed to promote high quality of life for residents;
and targeted at preserving natural and cultural resources to provide quality
experiences for residents and visitors. These will be accomplished by:
a. Supporting at least five initiatives that achieve responsible tourism through the
annual R&D Innovation Grant Program, Hawai`i Tourism Authority (HTA)
Destination Management and Community Programs, TSP Action Planning
Cohorts, and Cultural Resilience Capacity Area Action Teams.
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 and Cultural Resilience Capacity Area Action Teams.
c. Supporting at least five opportunities by June 2024 that:
• Build capacity of the R&D Innovation Grant Program award recipients, HTA
Destination Management and Community Program participants, TSP Action
Planning Cohorts, Cultural Resilience Capacity Area Action Teams, and
visitor industry stakeholders to sustain quality and culturally appropriate
programs and products and sustainable destination management.
314
RESEARCH & DEVELOPMENT
TOURISM
Program Objectives (continued)
• Promote"Pono Practices" and other efforts that address community needs and
natural resource conservation through:
— community and culture-based education for residents and visitors;
— community and place-based marketing and promotions;
— interpretive programs; and
— activities and convenings of the TSP Action Teams, Cultural Resilience
Capacity Area Action Teams, and other community networks.
Program Highlights
The Tourism Program focused on achieving a balance between increasing the economic
contribution of the visitor sector,maintaining a high quality of life for Hawai`i Island
residents, and providing authentic experiences for visitors. Complementary attention
continued to increase communication, interaction and understanding among stakeholders
to ensure the integrity of Hawai`i's unique sense of place and appropriate recognition of
Hawai`i's host culture. Program highlights include:
• Visitor Industry Promotions for Hawai`i Island funds supported existing direct airlift
service; Conventions, Meetings &Incentives (CMI) initiatives; and targeted
international, niche, and kama`aina marketing initiatives to drive demand. The east
coast fashion tourism market was targeted in September 2021 and Kumu Hula and
Fashion Designer Micah Kamohoali`i provided culture-based education while
featuring his Native Hawaiian designs and stories.
• The Pono Pledge Campaign continued to promote Responsible Tourism on Hawai`i
Island. The Pono Pledge video was created by community leaders and won the 2022
Silver Telly Award, a prestigious award for work shown on television and across
screens. It was also featured on Hawaiian Airlines On-Demand Movies. To date,
21,258 individuals have taken the pledge.
• The Hawai`i Fashion Showcase was produced featuring Hawai`i Island designers and
cultural practitioners and provided culture-based education. It received 42 million
impressions nationwide and was nominated for the Emmy Awards.
• The R&D Innovation Grant Program awarded funding to five community-based
programs that protect natural and cultural resources,provide jobs to stewards and
cultural practitioners, and expand outreach and support services to visitors
experiencing adversity.
• Community-Based Products and Programs: Outreach,technical assistance and
resources were provided to over 20 visitor industry and community partners and
315
RESEARCH & DEVELOPMENT
TOURISM
•
Program Highlights (continued)
programs island wide. Partners included the Waipio Steering Committee members,
Resilience Capacity Area Action Teams,the Umauma Zipline,Kailani Tours, Puna
Strong Grantees,Hawai`i Community College Hospitality Program,Nani Mau
Gardens,the Grand Naniloa Hotel, and the Hilo International Airport, among others.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Marketing and Product Development
Total County Contribution $454,290 $150,000 $150,000
Total State Contribution(HTA Community 0 0 $175,000
Programs Evaluation)
Number of Festivals,Events&Products* 6 5 -
Number of Festivals,Events&Products 1 0 -
Evaluated*
Number of Community-Based Programs& - - 10
Products**
Number of Community-Driven Marketing& - - 5
Education Programs&Products**
Visitor Arrivals and Spending(2021)
Total Airline Arrivals(2021)*** 1,183,458 495,000 2,500,000
International(2021)*** 46,302 95,000 50,000
Domestic(2021) *** 1,137,156 400,000 1,000,000
Total Cruise Ship Arrivals 0 50,000 50,000
Total Per Person/Per Day Spending 168 100 100
*Program Measure being phased out.
**New Program Measure for new area of strategic focus in FY2023-24.
***HTA collects visitor statistics by calendar year. Therefore, statistics listed are based on a calendar
year versus fiscal year.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Salaries and Wages . - -Operations 695,557.88 150,000 350,000
Equipment - - -
Program Total 695,557.88 150,000 350,000
316
RESEARCH & DEVELOPMENT
_BUSINESS DEVELOPMENT
Program Description
The Business &Industry Development Program supports a regenerative economy and
island-grown businesses by transforming government processes, sharing information,
supporting collaboration, and providing resources across our community for residents
from birth through entrepreneurship. The program also supports mechanisms that help
strengthen the County's capacity to move forward while remaining grounded in
indigenous culture and values.
Program Objectives
1. Transform Government Processes.
a. Enable cultural practitioners to provide grounding for the County in moving
toward a regenerative economy.
b. Utilize indigenous knowledge or data science to make County
processes/initiatives equitable.
c. Develop a mechanism to help identify priority community initiatives that align
with Business &Industry Development Program goals.
d. Establish a hub of resources and information to increase efficiency in identifying
connections and opportunities.
e. Provide business and industry development program/policy recommendations to
administration.
2. Share Information.
a. Communicate business trends and research including impacts to household
wealth, ecosystem health; and utilization of indigenous data science.
b. Communicate current regenerative economy advancements impacting businesses
in Hawai`i.
c. Communicate resources or collaborative opportunities that enable the
establishment of vital connections (to place, community,past& future, and our
better self) for a regenerative economy.
d. Summarize information and learning from industry meetings, workshops,
festivals, conferences, or trade shows that align with program goals for R&D.
e. Build the reputation and exposure of Hawaii grown businesses and their goods
and services locally, nationally, and internationally as appropriate to advance and
amplify a regenerative economy.
3. Support Collaboration.
a. Provide technical assistance, coordination, and/or connection for industry
meetings, workshops, festivals, conferences, or trade shows that advance a
regenerative economy.
317
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
Program Objectives (continued)
b. Provide technical assistance, coordination, or connection to networks, agencies,
associations, or organizations that seek a regenerative economy,resiliency, and
equitable access to goods and services.
c. Create space for prospective and established resident entrepreneurs to connect
around regenerative economy.
d. Connect businesses to opportunities for participation in the development of a
regenerative economy.
4. Provide Resources.
a. Fund community initiatives that enhance the viability of businesses for Hawai`i
Island residents through ecosystem health and/or positive systems change.
b. Provide technical assistance to resident entrepreneurs that prioritize ecosystem
health to enhance.quality of life and business vitality for residents.
Program Highlights
• Provided ongoing outreach,technical assistance, and referral support to promote use
of the State/County Enterprise Zone (EZ)Program and Federal Opportunity Zone
Programs to increase business participation and encourage long-term investments in
low-income communities.
• Household economic self-sufficiency and mobility was advanced through a range of
activities including providing funding to Family Support Hawai`i's Money Matters
for Early Head Start Families, a financial literacy program for 50 low-income
families with infants and toddlers. Collaborative outreach efforts were also affected
to connect families to the Office of Housing & Community Development's Financial
Empowerment Center.
• To promote economic and business development resources, support was provided to
the Hawai`i Island Economic Development Board(HIEDB) as it updated the Hawai`i
County Comprehensive Economic Development Strategy (CEDS). The CEDS is a
prerequisite of the Economic Development Administration(EDA)to qualify for EDA
assistance under its Public Works and Economic Adjustment Assistance programs.
Funding was also provided to Hlplan to support its efforts to convene an
International Conference on Innovative Solutions for Sustainable Tropical
Agriculture. The conference focused on creative,technology-based solutions that
increase productivity and efficiency for smallholder farms in the tropics.
318
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Programs
Trends/Research Briefs&Recommendations* 0 5 -
Communications/Web Site/Social Media Updates* 0 2 -
Business&Economic Development Contracts* 0 4 -
Workforce Development Contracts* 0 1 -
Science and Technology Contracts* 0 1 -
Council Contingency Relief Contracts* 0 20 -
Soil and Water Conservation District Contracts* 0 4 -
Grand Total Contracts 0 30 7
Technical Assistance/Referrals 0 200 11
New EZ Participants* 0 7 -
Agriculture and Manufacturing 3-year extensions* 0 2 -
Committee/Program Meetings
Attendance 8 30 50
Coordination 0 9 10
Grant Assistance and SOP Distribution* 0 77
Facilitate Development of Regenerative Economy
Indigenous partnerships established(contract)** - - 2
Equitable County processes/initiative established** - - 1
Evaluation mechanism developed** - - 1
Resource and information hub developed** - - 1
Program and policy recommendations provided** - - 5
Share Information
Trends and research communicated** - - 3
Regenerative economy advancements - - 3
communicated**
Resources&collaborative opportunities - - 3
communicated**
Industry summaries provided to department** - - 5
Reputation and exposure for Hawai`i grown - - 20
businesses built**
Support Collaboration
Technical assistance,coordination,or connection - - 3
provided to industry(TA)**
Technical assistance,coordination,or connection - - 3
provided to networks, agencies,associations,or
organizations(TA)**
Spaces created for resident entrepreneurs to - - 4
connect**
Connections made between businesses and - - 20
opportunities for participation in regenerative
economy**
319
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
Program Measures (continued)
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Provide Resources
Community initiatives funded(contracts)** - - 5
Technical assistance(TA)provided to resident - - 5
entrepreneurs**
*Program Measure being phased out.
**New Program Measure for new area of strategic focus in FY 2023-24.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Operations 135,687.56 166,170 205,000
Program Total 135,687.56 166,170 205,000
320
RESEARCH & DEVELOPMENT
ENERGY
Program Description
The Energy Program supports and advances renewable energy projects/generation,
energy efficiency improvements, and transformation of mobility with zero emissions
innovations. It also supports the broadband access, deployment, and equity program.
Program Objectives
1. Collaborate with Hawaiian Electric and private developers to implement renewable
energy resilience projects for the County of Hawai`i.
2. Respond to energy dockets at the Public Utilities Commission that may have
significant impacts in the County of Hawaii.
3. Identify and implement energy efficiency projects to reduce the County energy load.
a. Ensure that the County's procurement takes into consideration lifecycle energy
costs, including utilizing any rebates, incentives, or private partnerships available.
b. Collaborate with Hawai`i Energy to implement Strategic Energy Management
strategies.
4. Plan and implement renewable energy projects for the County of Hawai`i that have a
significant return-on-investment.
a. Explore the development of an energy revolving fund with savings from
efficiency programs,public-private-partnerships, and performance contracting.
b. Explore the development of a self-sustainable renewable energy base emergency
fuel source that is transportable and has an unlimited shelf life.
5. Support the refinement and implementation of energy-related General Plan and
Community Development Plan strategies.
6. Collaborate with government and private partners on programs and projects aligned
with energy goals, digital equity initiatives, and mitigation targets of the draft
Integrated Climate Action Plan.
a. Support the expanded use of alternative fuel vehicles, including within the
County's fleet.
b. Support the Mass Transit Agency (MTA) in the acquisition and deployment of
zero emissions buses with supporting fueling and charging infrastructure.
c. Explore the use of byproducts of the West Hawaii Sanitary Landfill, Hilo
Landfill (closed), and wastewater treatment facilities as fuel sources.
d. Support the expansion of the network of Electric Vehicle (EV) charging stations,
vehicle-to-grid connections, and hydrogen fueling stations.
e. Support the development of innovative, low-cost, efficient mobility systems
including micro-mobility network, active mobility, autonomous vehicles, and
mobility devise sharing.
f. Develop a building energy benchmarking system for County buildings.
321
RESEARCH & DEVELOPMENT
ENERGY
Program Objectives (continued)
g. Integrate all geospatial data about County facility fossil fuel use and cost into the
Climate Viewer geodatabase created by the Climate Action Team.
h. Develop vehicle conversion roadmaps (plans and timelines) for departments that
have not yet developed them. All timelines should transition fleets to zero
emissions by 2040.
i. Develop waste reduction goals and benchmarks in partnership with the
Department of Environmental Management's (DEM)Recycling Division.
Reduction goals and benchmarks should be approved by the County Council.
j. Identify one to two department champions for climate change to mobilize a staff-
level network for climate change and energy sovereignty within the County.
k. Present projects and research to the community, conferences,radio/tv, and
academic outlets.
7. To close the digital divide in underserved/unserved communities, promote access to
fast, reliable, and affordable fixed internet and mobile services and expand access to
devices and digital skills with community partners specializing in workforce
development,telehealth, education, and social connections.
8. Expand understanding and integration of malama aina practices and values in
relation to environmental change.
a. Finalize&publish government-asset-focused Integrated Climate Action Plan
(ICAP) in partnership with the Department of Planning and other County
departments.
b. Develop a database and dashboard of County-specific climate indicators.
Integrate dashboard with the energy, food, tourism,workforce development,
business development,health and wellness, and broadband programs.
c. Increase educational outreach around climate change by playing the Climate
Action Game in ten schools and conducting five public outreach events.
Program Highlights
The Energy Program focused on optimizing the integration of renewable energy systems,
energy efficiency improvements, and transportation/fuel innovations that improve
energy self-sufficiency, reduce greenhouse gas emissions, lower energy costs, and ensure
energy resilience. In addition,the Energy Program is focused on supporting broadband
initiatives. Program highlights include:
• To identify and implement energy efficiency projects to reduce County expenses,the
Energy Program supported the utilization of energy efficiency rebates and third-party
322
RESEARCH & DEVELOPMENT
ENERGY
Program Highlights (continued)
providers to gain savings on energy costs through renewable energy revolving fund
implementation. Headway was made to develop a request for proposals (RFP) for
energy and infrastructure service contracting. The establishment of an energy
revolving fund is being explored in-depth, including an analysis of the County's
return-on-investment through private financing.
• In collaboration with MTA,the Energy Program secured commitments for the
County's first fuel cell electric buses. The first of three fuel cell buses are on island.
The fuel production and fueling station is operational at the Natural Energy
Laboratory of Hawai`i and has 330 kg of hydrogen stored. The current vehicle
profile has been reviewed and will provide the basis of bus replacement
recommendations for MTA that include zero-emission fueling and fleet replacement
options.
• The waste to energy fuel initiative continued to be analyzed and takes into
consideration land fill gas, wastewater sludge, anaerobic digestion,pyrolysis, and
conventional gasification to produce a renewable energy generated fuel source.
Currently,the fuels being considered are hydrogen and methane. The expected
outcome is to blend various technologies at production facilities located across the
island.
• Incorporated broadband initiatives into the energy program. With the hiring of a
Digital Equity Specialist and a Broadband Mapping Project Manager, efforts focused
on expanding broadband access, equity, and infrastructure throughout the community.
o Created a community broadband coalition group with more than 20 coalition
members.
o Issued a Request for Information(RFI)to apply for Affordable Connectivity
Program funding.
o Developed a GIS mapping methodology for identifying areas on the island where
interne services are limited or non-existent to support the influx of million s of
dollars of federal funding.
o Presented GIS mapping projects on Hawai`i Public Radio via the Byte Marks
Café radio segment.
o Launched the County Broadband website to provide community resources and
updates related to County broadband expansion.
• The County and Arizona State University (ASU) continued to partner in addressing
energy-related dockets before the Hawai`i Public Utilities Commission(PUC)
relating to:
o Performance-Based Regulation. The County and ASU position before the PUC is
to focus on stabilizing customer bills, incentivizing long-term utility cost
323
RESEARCH & DEVELOPMENT
ENERGY
Program Highlights (continued)
containment, accelerating deployment of utility-scale renewable generation, and
lowering market barriers to distributed energy resource adoption.
o Electrification of Transportation(EOT) Strategic Roadmap. The EOT docket
before the PUC was monitored as the utility made filings on the implementation
of pilot projects.
o Integrated Grid Planning. Over the past year,the County and ASU have
participated in a series of Integrated Grid Planning (IGP)related workshops and
update calls to monitor this docket to ensure County and rate payers' interests are
represented.
o Monitor PUC Docket 2019-0333. Puna Geothermal Ventures (PGV) amended
and restated its power purchase agreement, and the associated environmental
impact review is underway.
• The Climate Action Team completed a draft of the Integrated Climate Action Plan
(ICAP) and conducted initial conversations with County departments to:
o Create a Climate Viewer GIS tool that includes an interactive map of County •
assets and hazards.
o Conduct preliminary meetings with the Cabinet and County departments to
review ICAP strategies and review existing priorities and actions.
o Partner with NOAA and several schools around the island to play a County-
specific climate action game.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Resilience&Adaptation Actions:meetings 112 100 250
attended and/or arranged
Policy/Docket Actions:meetings,testimonies and 57 70 280
other submittals attended and/or arranged
Efficiency Actions:meetings,contracts attended 26 24 250
and/or arranged
Return-on-Investment Project Actions:meetings, 37 30 250
contracts attended/arranged
Collaboration Actions:meetings attended and/or 54 80 380
arranged
Policy Outputs:Code Adoption/Equipment 7 4 110
Acquisition/Installations/Deployment
Grants applications** - - 4
EVs purchased** - - 10
ACP Signups** - - 10,000
County sites with public internet access** - - 20
324
RESEARCH & DEVELOPMENT
ENERGY
Program Measures (continued)
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Climate Action Plans Published** - - 1
Energy rebates filed for the County** - - 11
Direct payments in lieu of tax credits and tax
deductions accepted for green technology - - 5
purchases**
IRA tax credits and deductions filed by businesses - - 100
and residents**
**New Program Measure for new area of strategic focus in FY2023-24.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations 67,430.80 250,000 100,000
Program Total 67,430.80 250,000 100,000
325
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Description
The Resource Center develops and provides data, information, and knowledge products
and services, conducts research, and collaborates to advance and fund balanced
development.
Objectives
Program
1. Manage Data, Information, and Knowledge Systems.
a. Develop and manage a data, information, and knowledge management system.
• Maintain the Hawai`i County Data Portal, a repository of quantitative data
about and relevant to Hawai`i Island.
• Maintain and expand a Hawai`i County knowledge management system that
includes a library collection of printed and digital information and a collection
of qualitative or intrinsic knowledge.
• Explore the feasibility of additional digital government platforms.
• Develop and implement a program evaluation framework that measures the
economic, social, and environmental impacts of R&D's funding and program
activities.
b. Provide data and referrals.
• Provide easy access to data, information, and knowledge about and relevant to
Hawai`i Island.
c. Advance Communications.
• Manage R&D's web pages and public documents.
• Monitor trends and research relative to R&D's work and communicate
findings for internal departmental use.
d. Provide ad hoc outreach and engagement to support business and community
stability and ability to evolve to meet changing conditions and innovation.
e. Advance Innovation.
• Support public and private sector initiatives that examine innovative ways to
approach issues that affect quality of life—economic, social, and
environmental—on Hawai`i Island.
• Adapt program evaluation framework for use by R&D and its partners.
f. Advance Balanced Development.
• Coordinate County of Hawai`i cross-agency initiatives focused on balancing
the environment, community, and economy.
• Collaborate with local, state, national, and international networks focused on
balancing the environment, community, and economy.
326
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Objectives (continued)
2. Advance Innovation in Funding and Financing.
a. Recommend funding opportunities.
• Identify and recommend strategic funding and financing opportunities for the
County of Hawai`i and for collaborative programs.
• Seek opportunities to leverage funding with other agencies, foundations,
philanthropists, impact investors, and other public and private entities.
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that advance balanced development.
Program Highlights
• Data, Information, Communication
o 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.
o Continued participation in monthly meetings with a business development
stakeholder groupthat discussed trends and seeks to frame collaborative
responses to immediate needs of the small business community.
o Participated on the statewide Broadband Hui which focuses on connectivity,
reliability, and equitable distribution of broadband infrastructure.
o Participated in the Hawai`i Island Access to Care initiative that seeks to address
critical shortages in health care providers on Hawai`i Island and across the State.
• Advance Innovation in Funding and Financing
o Collaborated to seek Economic Development Administration's (EDA)American
Rescue Plan Act Build Back Better Regional Challenge Grant funding for the
"Building Back Hawai`i Island's Agricultural Cluster"project. Received a
$500,000 Phase I award and submitted a Phase II proposal for EDA consideration.
o Continued R&D collaboration with the International Economic Development
Council in supporting technical assistance to local organizations seeking to
improve economic conditions on Hawai`i Island. Assistance provided included
consulting assistance to the Hawai`i Island Economic Development Board for the
five-year update to Hawai`i Island's Comprehensive Economic Development
Strategy, and to the Hanau Hou Downtown Hilo working group.
o Provided Innovation Grant funds for the Family Support Services of West
Hawai`i's "Innovation: Money Matters for Early Head Start Families"project.
327
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Manage Data,Information and Knowledge
Systems
Compile and publish monthly economic statistics 6 12 12
Assist the public and other agencies with data,
information,and knowledge about and relevant to 11,375 80,000 25,000
Hawai`i Island(number of requests/web visits)
Develop and publish new data sets or data reports** - - 2
Innovation through Collaboration,
Communications,and Balanced Development
Host DCCA Business Action Center Days* 0 0 -
Participate in Business Support Providers' 4 12 -
Meetings*
Number of Business Guide Publications developed 0 0
and published.*
Participate in state,national,and international 0 10 -
sustainability collaborations*
Support interagency initiatives to promote 0 8 -
sustainability*
Innovation in Funding and Financing
Enroll GrantStation Subscribers* 0 200 -
Provide matching funds for at least two proposals
that advance balanced economic development 0 1 1
Submit grant proposals on behalf of the County** - - 1
Manage grant awards made to R&D** - - 1
Publish impact reports resulting from R&D's - - 2
Evaluation Framework**
*Program Measure being phased out.
**New Program Measure for new area of strategic focus in FY2023-24.
328
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations 50,721.92 180,112 130,112
Program Total 50,721.92 180,112 130,112
329
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
Program Description
The Film& Creative Industries Program seeks to sustainably grow media production and
film and creative industries on Hawai`i Island by promoting the island locally, nationally,
and internationally as a premier location, by supporting incubator programs, incoming
and locally generated productions, and by engaging the local creative community to
advance the industry.
Program Objectives
1. Strengthen and preserve Hawai`i Island communities and natural resources as an
outstanding film location by maintaining an active online presence, locations
information, and through strategic marketing and meetings with industry
professionals, in collaboration with industry partners.
a. Maintain the film program website with current content.
b. Maintain the film program social media presence on Facebook, Twitter, and
Instagram with current content for promotion and networking.
c. Using YouTube as a tool,update and expand the photo library to include at least
five new albums to market and share.
d. Place targeted print and online advertising in relevant industry publications to
highlight Hawai`i Island's unique and diverse locations and competitive financial
film incentives.
2. Support local and incoming film and other creative economy projects by advising on
permitting, locations, crew identification, and other project-specific factors and by
publishing related guides and directories, in collaboration with permitting agencies
and the Hawai`i Department of Business, Economic Development, &Tourism's
(DBEDT) Creative Industries Division and Film Industry Branch.
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 androvide networkingopportunities for those industries.
p pp
b. Provide "on-island" support and resources, including but not limited to,
permitting,industry referral and support services to creative industry
professionals.
c. Maintain a comprehensive and current directory of creative industry contacts and
local production resources.
d. Support, facilitate and/or participate in four scouting tours or meetings with
creative industry professionals including location scouts,producers, studio
executives and independent filmmakers.
330
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
Program Objectives (continued)
3. Develop local film and creative industries by advocating for tax incentives;
collaborating with workforce development, incubator, and accelerator initiatives;
supporting local events, and developing a multi-purpose creative economy facility in
collaboration with private landowners and investors, Hawai`i Technology
Development Corporation(HTDC),Na Leo,the Hawai`i Department of Business,
Economic Development, & Tourism(DBEDT) Creative Industries Division, other
government agencies, and economic and business development organizations.
a. Coordinate resources, services, and industry development strategies with public,
private and government organizations and support programs and initiatives
consistent with statewide creative economy initiatives.
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that build Hawai`i Island's creative industries.
4. Support ad hoc outreach and engagement of the film and creative industry
communities to support the industries' stability and ability to evolve to meet changing
conditions and innovation.
Program Highlights
The Film& Creative Industries Program continued to promote and support media
production, enhance related infrastructure to sustain production, and build a supportive
climate between businesses, government, community, and media makers to grow the
creative sector. Program highlights include:
• Continued to build and enhance Hawai`i Island's reputation as an outstanding
location for production through on-going maintenance and updates of the County's
film website,https://www.hawaiiislandfilm.coml; coordination of promotions with
the State of Hawai`i Hawai`i Film Office; and maintaining the film program social
media presence on Facebook, Twitter and Instagram with current content for
promotion and networking.
• Supported local and incoming film productions by providing"on-island" support and
resources, including permitting, industry referral and support services, and
community engagement support to productions including"Love Island", "The Wind
&the Reckoning", "Temptation Island", and"Chief of War". These productions
generated more than$50 million in revenues for island businesses and helped to
employ local talent.
331
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
Program Highlights (continued)
• Expanded the Film Program to include creative industries in areas such as art,
fashion, and music, highlights of which included supporting a local Kumu Hula and
Fashion Designer in providing culture-based education and Hawai`i Island promotion
to media in New York City and a showcase of Native Hawaiian art and clothing at
New York Fashion Week.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Trends/Research Briefs&Recommendations 5 6 12
Inquiries 150 300 476
Productions Completed 30 50 100
Production Revenues $20,000,000 $5,000,000 $8,000,000
Social Media Reach 2,500 100,000 200,000
Collaboration/Coordination Engagements 10 35 57
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations 10,552.24 167,285 76,271
Program Total 10,552.24 167,285 76,271
332
RESEARCH & DEVELOPMENT
IMMIGRATION
Program Description
The Immigration Office serves as liaison on immigration matters of broad community
concern as well as serve individual needs and/or matters of immigrants on Hawai`i
Island. It acts as a resource office by providing information and assistance on
immigration related issues and concerns.
Program Objectives
1. Proactively deliver information about immigration, citizenship, and the naturalization
process to immigrants and to prospective and new citizens.
2. Expand partnerships supporting immigration and citizenship.
a. Expand network of partners supporting immigrants.
b. Inform and engage community groups and other networks on immigration issues.
c. Work with consular offices to provide outreach services in Hawai`i County.
d. Due to the COVID-19 Pandemic's health and economic impact, support the
Mayor's Office, Civil Defense, and Hawai`i Department of Health in ad hoc
outreach and engagement of immigrant communities.
Program Highlights
The Immigration Program served to liaison federal immigration matters in meeting
individual and family needs through direct and coordinated supportive services. Program
highlights include:
• One-on-onedprovided to families and individuals in determining
� ance was
required U.S. Customs and Immigration Services' (USCIS) forms and how to
complete such forms. Referrals were made as might be required. The County's local
support saved families travel expense and time away from work and family needs, as
the closest USCIS office is located in Honolulu.
• The Immigration Information Office, in collaboration with the Office of Language
Access organized the delivery of Language Access—Cultural and Linguistic
Competency trainings for State and County employees and service agencies who
provide direct services to/or may encounter Limited English Proficiency individuals.
• General education included the development and distribution of a new informational
pamphlet as to available services,referrals to local services, employment resources
and opportunities for acculturation training. Targeted support was extended to
agricultural,restaurant and tour employees and businesses in understanding
acceptable I-9 Employment Verification and I-76 Employment Authorization
requirements.
333
RESEARCH & DEVELOPMENT
._.��...._.�..e._�.IMMIGRATIOlIT
Program Highlights (continued)
• Outreach into targeted immigrant communities as a means to provide direct services
was accomplished by coordinating and hosting outreach events for the consulate
offices of the Philippines,Mexico, Honduras, Federated States of Micronesia and the
Republic of the Marshall Islands. At these events, critical services such as passport
renewals, authentication of documents,birth and marriage reports, dual citizenship
documentation, and responses to questions were provided to individuals and families.
Discussions are ongoing with consulate offices of Honduras, El Salvador, Thailand
and Vietnam to solicit their participation in future outreach events for citizens of
these countries.
• Additional community-based work was carried out to strengthen network alliances
that further support immigrants' understanding of required documentation and
available support services.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Telephone Inquiries for assistance 5,200 6,500 5,000
Office visit assistance 2,160 2,000 2,000
Community outreach 11 45 15
Email for assistance 436 350 450
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations - 1,620 1,620
Program Total - 1,620 1,620
•
334
RESEARCH & DEVELOPMENT
WORKFORCE INNOVATION & OPPORTUNITY ACT
Program Description
The Workforce Innovation& Opportunity Act(WIOA)program is designed to
strengthen and improve our county, state and nation's public workforce system and help
Americans,including youth and those with significant barriers to employment, obtain
high-quality jobs and careers. In addition, WIOA assists employers with hiring and
retaining skilled workers. Meeting workforce needs is critical to economic growth
through partnerships at the State,regional, and local levels. WIOA promotes the
alignment of workforce development programs, education and economic development
services including job-driven training,work-based learning, access to post-secondary
career tracks and employment in key sectors.
Program Objectives
1. Ensure that the needs of Hawai`i Island businesses and workers drive workforce
development strategies and solutions.
2. Oversee management of the American Job Center Hawai`i (AJCH) and its partners to
provide a seamless system of service delivery for employers,their employees,those
seeking employment, and other interested parties within the County of Hawaii.
3. Develop and/or implement education and training programs that respond to labor
market analysis within the region and relate directly to the sectors addressed in the
Local Area Plan.
4. Support the development and provision of program services to youth aged 16-24 who
are not in school and are not working to improve their educational and skill
competencies, employability, and life skills.
5. Meet eligibility requirements of WIOA.
Program Highlights
• During Program Year 2021 (FY 2021-22), assisted 275 adults who are 18 years of
age and older and met the income requirement, 127 dislocated workers who have
recently been laid off due to company closure or who were given notice of layoff, 56
youth(ages 14-18) and 81 out-of-school youth(ages 14-21)who were considered
disadvantaged with at least one of the WIOA program barriers.
• Oversaw management of the seven programs at the AJCH where clients can access
various services in one location.
• Provided Employer services to 42 employees through the AJCH including free
services such as labor market trend information to help plan for business expansion,
relocation, future hiring, and training needs due to the recovery of COVID-19
pandemic.
335
RESEARCH & DEVELOPMENT
WORKFORCE INNOVATION & OPPORTUNITY ACT
Program Highlights (continued)
• Provided on-going recruitment campaigns for new business ventures of facilities
needing a large number of specialized workers.
• Provided Rapid Response Services to two employers effected by recession and
economic downturn.
• AJCH held two virtual fairs and three in-person job/resource fairs.
• AJCH provided remote and in-person assistance to 4,515 people.
Program Measures
FY 2021-22 FY 2022-23_ FY 2023-24
Actual Budget Estimate
Adult Program
Employment 2nd Quarter 56% 53% 60%
Employment 4th Quarter 69% 64% 65%
Median Earnings 2nd Quarter After Exit $5,200 $5,300 $6,025
Credential attainment rate 70% 65% 58%
Measurable Skill Gain 70% 50% 60%
Dislocated Worker Program
Employment 2nd Quarter 75% 75% 65.3%
Employment 4th Quarter 75% 75% 76%
Median Earnings 2nd Quarter After Exit $6,577 $6,200 $5,091
Credential attainment rate 69% - 50% 70.3%
Measurable Skill Gain 69% 50% 63%
Youth Program
Employment/Education/Training after 2nd Quarter 75% 75% 77.63%
Employment/Education/Training after 4th Quarter 71% 65% 66.5%
Median Earnings 2nd Quarter After Exit $4,000 $4,200 $4,600
Credential attainment rate 61% 65% 65%
Measurable Skill Gain 65% 50% 53%
336
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
Program Description
•
The Community Well-Being Program is responsible for leading and ensuring the design,
strategy, and implementation support of innovative programs to improve the health and
well-being of Hawai`i Island families and communities. It identifies innovative models
of holistic and integrated systems to create opportunities to advance a well-being
economy that nurtures our relationship with the `aina; addresses economic inequality; and
supports individual and community health resilience.
Program Objectives
1. In collaboration with the Mayor's Office,the Hawai`i District Health Office, and
local advocates,promote community well-being by addressing subjects on public
health and social justice and highlighting local, state and/or national champions on
selected subjects.
a. Identify at least six community well-being subjects to promote.
b. Draft a press release template on at least four subjects.
c. Disseminate at least two subjects via the Mayor's Office (press release, Facebook,
etc.).
d. Highlight at least two champions (health and/or human service providers) and
their work.
2. Collaborate with the R&D Early Childhood Resource Coordinator and participate in
committees and working groups conducting preliminary planning and designing of
local initiatives.
a. Participate in at least four meetings.
3. Collaborate with the Hawai`i Island Prevent Suicide Taskforce and support
dissemination of prevention activities.
a. Participate in at least four meetings.
4. Support the planning of community health initiatives with an emphasis on equity and
inclusion that inform policymaking and implementation of programs.
a. Participate in at least four meetings involved with youth mental health initiatives.
5. Collaborate on the County's effort to establish an island wide community navigator
program through research and planning support.
6. Support community-based efforts on disaster resilience and health and human service
coordination including,but not limited to, participatingin at least four Citizen Corps
meetings, Community Action Network(CAN)meetings, and Regional Health
Partnership meetings.
337
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
Program Highlights
• Established and filled an Economic Development Specialist III (temporary)position
to develop and lead the Community Well-Being Program.
• Established and filled an Early Childhood Resource Coordinator(contract)position to
develop and lead the County's early childcare initiative.
• Administered and managed a$3,000,000 Department of Health&Human Services
grant to support implementation of the Health Literacy Project.
• Established community/district boards that consist of influential members of targeted
communities including Native Hawaiian, Pacific Islanders, Filipino,
Latino/Hispanics, and individuals living in rural areas.
• Established a monthly health literacy consortium meeting that is attended by health
center partners, community-based organizations, and the Hawai`i Health District
Health Office.
• Established three professional health literacy trainings (teach-back method,
motivational interviewing, and trauma-informed care)that were offered to project
partners.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Programs
Research,compile,collect,organize,and maintain 3 6 2
relevant data on quality-of-life domains
Research,compile,identify the best 3 6 2
practices/models on community wellbeing
programs
Participate in relevant meetings/webinars related to 10 20 20
health and community wellbeing
Prepare,update,and maintain local resources and 2 2 2
data related to health and community wellbeing via
the County's R&D website
Timely completion and submission of the health 4 0 -
literacy project deliverables to HHS(10
deliverables anticipated)*
Timely completion and submission of the health 7 4 -
literacy project progress report to HHS(4-8 reports
anticipated)*
Establish/maintain a formal partnership with the 4 7 -
project's consortium partners through a
MOU/MOA*
338
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
Program Measures (continued)
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Expand/maintain the health literacy project scope 0 4
into 4 districts via consortium partners,District
Coordinators,and community boards*
Successful completion and attendance by 0 0 -
consortium partner organization of trauma-
informed care training*
Successful completion and attendance by 0 0 -
consortium partner organization of teach-back
method training*
Access to professional interpretation/translation 1 0 -
services by consortium partner organizations*
Conduct the National Culturally and Linguistically 7 7 -
Appropriate Service(CLAS)Standard survey
(check-list)among all 7 consortium partners*
Lead a monthly Kuleana Health champion 6 12 -
meeting*
Attend monthly consortium partner meetings* 6 12 -
Attend monthly meetings with a project officer 6 12
from OMH/I HS*
Community board meetings held monthly in 4 0 46 -
districts*
Conduct an initial/routine site visit for Community 1 1 -
First,Inc.for programmatic and contractual
monitoring*
Draft a press release on the health literacy project 1 1
for the County's announcement*
Develop,initiate and execute new contracts related 1 1 1
to community wellbeing(i.e.,childcare,health,
etc.)pending availability of funds
Plan,identify and promote community well-being - - 2
subjects into the community in collaboration with
the Mayor's Office,Hawai`i District Health Office
and local advocates**
Attend a childcare related planning meeting** - - 4
Attend a monthly meeting of Hawai`i Island - - 4
Prevent Suicide Taskforce**
Support the planning of youth mental health - - 4
initiative and meet with internal and external
partners**
Support the County's effort on establishing - - 2
community navigator and attend the planning
meetings**
339
RESEARCH & DEVELOPMENT
• COMMUNITY WELL-BEING
Program Measures (continued)
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Support community-based efforts on resilience - - 12
and/or health and human service coordination and
attend meetings**
*Program Measure being phased out due to federal grant ending June 30, 2022.
**New Program Measure for new area of strategic focus in FY 2023-24.
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Request
Economic Development Specialist III(Temp) - 1 0
Total - 1 0
340
RESEARCH & DEVELOPMENT
RESEARCH &DEVELOPMENT
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 20 21 21
Salaries and Wages 958,783.62 1,447,071 1,536,735
Operations 1,817,347.70 867,450 692,634
Equipment 3,667.02 150 150
Soil and Water Conservation District 306,000.00 336,000 336,000
Program Total 4,357,456.30 2,650,671 2,565,519
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Director of Research&Development 1 1 1
Deputy Director of Research&Development 1 1 1
Asst.Account Clerk(1/4T)Temp 1 - -
Asst.Account Clerk - 1 1
Administrative Services Assistant I 1 1 1
Administrative Assistant 1 1 1
Clerk III 1 1 1
Economic Development Specialist II 4 4 4
Economic Development Specialist III 6 6 6
Economic Development Specialist III(Temp) - 1 1
Economic Development Tech 1 1 1
Immigration Specialist 1 1 1
Private Secretary 1 1 1
Student Helper I 1 1 1
Total 20 21 21
341
This page intentionally left blank
HIGHWAY FUND
PUBLIC WORKS
..., .....�............n.�.w._.....+».n..w�,.......«...v..,._............... ....,.n..w..�......,e...wa..>......e...,»..:.._.«.. .....,.....-.e...>:.....»........q,,....>m...........,.�e ............,.6......,...»....».......W......,,«,.....,....d,�< ................... ay..............A
HIGHWAY FUND
Program Description
The Highway Fund involves the maintenance of roads and drainage systems for more
than 1,003 miles of public streets and highways. In addition, it includes installation,
operation, and maintenance of signs and road markings,traffic calming devices,
streetlights, and traffic signals.
Department Goals
1. To build a culture of safety through training, education, and policy development and
to maintain a safe work environment for our employees, customers, and the entire
public.
2. To treat our employees fairly and with respect, encourage growth and technical
development.
3. To communicate openly and honestly with our employees and the public.
4. To strive to provide high quality customer service.
5. To continuously improve in every aspect of our operations.
6. To provide safe roadways that allow the efficient movement of people and goods
around our island.
7. To provide the necessary resources to assist Civil Defense in all matters concerning
emergency response and disaster recovery.
8. To develop and maintain systems to efficiently manage the County's highway and
traffic control assets.
9. To develop and implement operational and technical programs for traffic control
devices.
10. To expand educational programs through website and social media tools to encourage
highway safety and to provide customers 24-hour access to request a repair or service.
11. To create and implement highway safety standards, and procedures.
Funding Source and Position Count
Highway Fund $55,680,939 Highway Fund 259
Grant Revenue $ 1,751,258 Grant Revenue/Other
Total Budget: $57,432,197 Total Number of Positions 259
342
PUBLIC WORKS
TRAFFIC DIVISION
Program Description
The Traffic Division was established under the Department of Public Works under
Chapter 2,Article 9, Section 2-41 of the Hawai`i County Code (HCC). The Traffic
Division installs, maintains, and repairs all traffic control facilities and devices and street
lighting systems in compliance with Chapter 24 of the HCC. The Division is responsible
for all traffic engineering projects for the county and maintains a traffic education
program.
Administration Section
The responsibilities of this section include:
1. Managing the Division's role in the safe and efficient movement of traffic.
2. Mitigating traffic problems and improving overall roadway efficiency and safety.
3. Receiving and resolving complaints and answering inquiries.
4. Promoting traffic education.
5. Providing supervision and administrative support for the Division.
Traffic Safety and Signs and Markings Section
The responsibilities of the Traffic Safety Section include:
1. Conducting studies, investigations, inspections,traffic surveys, and other related
activities to safeguard and facilitate vehicular and pedestrian traffic.
2. Reviewing construction plans,traffic studies, zone changes,variances, etc. to ensure
compliance with Division standards, guidelines, and policies for federal, state,
county, and private entities.
3. Reviewing and inspecting new county traffic signs and markings projects.
4. Proposing, designing, and managing new traffic control related projects to help
mitigate existing traffic problems and to improve overall roadway efficiency.
5. Identifying safety improvement projects based on traffic accidents and conflict
analysis procedures.
6. Overseeing resurfacing restriping program.
7. Proposing traffic calming initiatives including driver feedback signs and speed
humps; and
8. Creating, maintaining, and improving programs to promote highway safety.
343
PUBLIC WORKS
TRAFFIC DIVISION
Program Description (continued)
The responsibilities of the Traffic Signs and Markings section include:
1. Maintaining all county traffic signs and markings.
2. Developing and implementing a traffic signs and markings maintenance program
based on federal and county requirements and standards.
3. Installing new signs and markings generated by Safety Section projects and as
•
directed by the Department of Public works for in-house projects.
4. Establishing and maintaining a computerized supplies,materials, and traffic signs and
marking inventory database.
5. Assisting the Safety Section with studies, investigations, inspections, and traffic
surveys,resurfacing restriping program, and traffic calming initiatives.
Traffic Signals and Street Lights Section
The responsibilities of the Traffic Signals and Street Lights section include:
1. Maintaining and operating all County and State traffic signals and street lights.
2. Establishing and applying routine maintenance programs and projects.
3. Designing and developing new traffic signal and street light installation projects.
4. Reviewing and inspecting new traffic signal and street light portions of county
projects.
5. Real-time monitoring of the traffic signal systems.
6. Maintaining a traffic signal and street light database.
7. Installing traffic signals.
8. Installing county school zone beacons.
9. Installing county crosswalk flashing beacons.
10.Installing uninterruptible power supplies (UPS).
11. Assisting the Safety Section with traffic calming initiatives by installing and
maintaining,driver feedback signs.
344
PUBLIC WORKS
TRAFFIC DIVISION
Program Objectives
Traffic Safety Section
1. Investigate and process complaints and requests (not including projects)within 30
calendar days.
Traffic Signs & Markings Section
1. Inspect and maintain as required 250 miles of county-maintained road per year (total of
1,000 centerline miles over four-year maintenance cycle)to address retro-reflectivity.
o Performance measurement: 100% completion of annual inspections.
o Performance measurement: 80%completion of all open traffic markings maintenance
work orders.
2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year).
o Performance measurement: 100%compliant.
3. Install new, and modify existing,traffic signs and markings to address safety concerns
and work requests received from the public.
o Performance measurement: 90% completion of all open safety-related work orders.
Traffic Signals•& Street Lights Section
1. Investigate and repair all street light failures within ten working days.
o Performance measurement: 100% completion.
2. Investigate and resolve all traffic signal timing and operational complaints within
three working days.
o Performance measurement: 100%completion.
3. Preventative Maintenance Program:
Fifty state-signalized intersections two times per year.
o Performance measurement: 100% completion.
Sixty-nine county-signalized intersections one time per year.
o Performance measurement: 100% completion.
345
PUBLIC WORKS
TRAFFIC DIVISION
Program Objectives (continued)
Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual
certification of 119 signalized intersections.
o Performance measurement: 100%completion.
Uninterruptable Power Supplies (UPS) annual inspections and/or replacement.
o Performance measurement: 100% completion.
Program Highlights
Projects Completed or In-Progress
1. Continuing island wide street light upgrades/improvements to address failing LED
fixtures is in-progress.
Status:
Total Street Lights= 11,526.
Changed Out=4,413 Fixtures (35W, 70W, 85W, 100W ending 9/26/22) or 38%
completion.
2. Installed new and modified existing traffic signs and markings to address safety
concerns and requests from the public.
Status:
Total Work Orders Generated= 171.
Work Orders Completed= 123 or 72% completion.
3. Continuing with island wide traffic sign retro-reflectivity program as part of the
Division's asset management program.
Status:
Goal=3,760 signs changed per fiscal year.
Total Signs Replaced per FY 2021-22=3,318 or 88%.
4. Continuing with island wide traffic markings retro-reflectivity program as part of the
Division's asset management program.
Status:
Goal=250 centerline miles inspected per fiscal year.
Total Centerline Miles Inspected per FY 2021-22 =258 or 103%.
346
PUBLIC WORKS
TRAFFIC DIVISION
Program Measures
202 -22 2 22-22023-24
EXISTING MAINTENANCE FY 1 FY 0 3 FY
Actual Budget Estimate
Traffic Signal&Street Light
Investigate and repair all street light failures within - - 100%
ten working days.**
Investigate and resolve all traffic signal timing and - - 100%
operational complaints within three working days.**
Investigate and resolve all traffic signal timing and 92% 100% -
operational complaints within ten working days.*
Preventative Maintenance Program
50 state signalized intersections two times per year. 0% 100% 100%
69 county signalized intersections one time per year. 68% 100% 100%
Conflict Monitor Units(CMU)/Malfunction
61% 100% 100%
Management Units(MMU)annual certification.
Uninterruptable Power Supplies(UPS)annual
infections and/or replacement. 60% 100% 100%
Traffic Signs&Markings
Inspect and maintain as required 250 centerline miles 100%of 100%of
of county-maintained road per year(total of 1,000 annual annual
centerline miles over four-year maintenance cycle)to inspections. inspections.
address retro-reflectivity. 103% 80%of all 80%of all
open traffic open traffic
markings markings
maintenance maintenance
work_ork orders. work orders._
Maintain all traffic signs on a seven-year o 100% 0
replacement cycle(3,760 signs per year). 88/0 100/o
Install new and modify existing traffic signs and
markings to address safety concerns and requests - 90% 90%
from the public.
Safety
Investigate and process complaints and requests(not 72% 100% 100%
including projects)within 30 calendar days.
*Measure not tracked as of FY 2023-24.
**New Measure implemented as of FY 2023-24.
347
PUBLIC WORKS
L _ .._.
TRAFFIC DIVISION
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 48 53 53
Salaries and Wages 2,829,431.88 3,593,967 3,947,692
Operations 5,046,199.05 6,279,902 6,979,203
Equipment 138,134.46 1,029,500 657,000
Program Total 8,013,765.39 10,903,369 11,583,895
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Program Manager 1 1 1
Civil Engineer IV 1 - -
Civil Engineer V 2 2 2
Civil Engineer VI 1 1 1
Clerk III 1 1 1
Electrical Engineer I 1 1 1
Electrician 1 1 1
Engineering Support Tech III 2 2 2
Engineering Support Tech IV - 1 1
Lead Traffic Electrician(1 in Kona) 2 2 2
Lead Traffic Signs&Markings Painter(3 in Kona) 5 6 6
Office Manager 1 1 1
Program Support Technician 1 1 1
Senior Account Clerk 1 1 1
Student Helper I 1 1 1
Supervising Traffic Technician 1 1 1
Traffic Electrician(4 in Kona) 6 8 8
Traffic Electrician Supervisor II 1 1 1
Traffic Signal and Street Light Inspector 2 2 2
Traffic Signs&Markings Helper(1 in Kona) 2 2 2
Traffic Signs&Markings Installer(3 in Kona) 5 6 6
Traffic Signs&Markings Painter(3 in Kona) 5 6 6
Traffic Signs&Markings Supervisor II 2 2 2
Traffic Signs&Markings Supervisor III 1 1 1
Traffic Technician IV 2 2 2
Total 48 53 53
348
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Program Description
Highway Administration
The Highway Maintenance Division oversees and directs the maintenance of roadways,
g Y Y ,
drainage systems, and public flood control structures. The Division also completes in-
house resurfacing projects and responds to various road emergencies as well as natural
disasters.
District Baseyards
Each District baseyard maintains and repairs roads, streets, highways,bridges, storm
drains and other flood control structures in their respective geographical area.
Program Objectives
1. Continue island wide in-house resurfacing program and resurface a total of at least 36
road miles or 115 lane miles of pavement annually.
2. Perform grass-cutting operations and maintain the standard of six miles (12 total)per
operator/equipment per workday and the goal of a five-week cycle per district.
Program Highlights
1. Highway Maintenance
Resurfaced 15.58 road miles of various 1, 2, and 4 lane county roads
a. South Hilo 4.85 miles
b. North Hilo/Hamakua 1.74 miles
c. North/South Kohala 1.16 miles
d. North/South Kona 4.45 miles
e. Ka`u 0.00 miles
f. Puna 3.38 miles
2. GIS Mapping Program
The Department of Public Works Highways Division continues to implement and
expand their Geographic Information System(GIS). The program is well integrated
with Public Safety and Emergency Management and allows for improved
coordination between agencies.
349
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Program Highlights (continued)
Major highlights of the GIS Mapping Program include:
• Data Collection and Mapping
o Road maintainer/owner (QA/QC)
o Bridge inspection and maintenance
o Catch Basin inspection and maintenance
o Culvert inspection and maintenance
o Drywell inspection and maintenance
o Drainage and flood channel/canal inspection and maintenance
• DPW Highways GIS Dashboard
o For use by DPW Divisions, Highways Division, and Highways Districts
o Provides one location to view various maps and data resources such as:
■ Paving Schedule
■ 343 Exemptions
• Road Owner/Maintainer
• Bridges
• Drainages
• Prohibited Herbicide
• GIS Base Layers
• Fiscal Year End Inventory
o Asset management tracking
o Locations and photos of all Inventory Items
• Annual Paving Projects and Scheduling
• Herbicide Spraying
o Tracking of spray locations and locations with no spray agreements in place
• Emergency Operations Center Hazard Assessment Tool
• Revisions and Updates to the County of Hawai`i Tsunami Evacuation Plan(in
progress)
o New evacuation plans and maps based on two scenarios
• Tsunami Evacuation Zone (Regular)
• Extreme Tsunami Evacuation Zone (Great Aleutian Tsunami—GAT)
350
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
3. Special Projects
•
Highways special projects have included responding to emergencies such as traffic
accidents, removing fallen trees or any debris from roadways, and providing
equipment and personnel to other county departments at a moment's notice (e.g., for
fighting wildfires, responding to tropical storms).
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Resurfacing Road Miles(Varying Widths) 15.58 28 36
South Hilo 4.85 5 11
North Hilo/Ham-alma 1.74 4 5
North/South Kohala 1.16 5 5
North/South Kona 4.45 6 7
Ka'u - 2 2
Puna 3.38 6 6
Grass Cutting Operation(Cycle for Each District,in
Weeks):
South Hilo 5 5 5
North Hilo/Hamakua 5 5 5
North/South Kohala 5 5 5
North/South Kona 5 5 5
Ka`u 5 5 5
Puna 5 5 5 •
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 201 206 206
Permanent/Temporary 165/36 170/36 170/36
Salaries and Wages 7,506,831.45 9,130,508 9,894,552
Operations 4,968,598.30 6,308,015 10,808,015
Equipment 672,899.51 1,657,700 1,757,700
Program Total 13,148,329.26 17,096,223 22,460,267
351
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant H 1 1 1
District Road Overseer I - 1 1
District Road Overseer II 5 5 5
Equipment Operator I 25 27 27
Equipment Operator II 26 25 25
Equipment Operator III 9 9 9
Equipment Operations Instructor 1 1 1
Highway Division Chief 1 1 1
Highway Superintendent 1 1 1
. Highways Technician IV 1 1 1
Laborer II 68 72 72
Lead Mason 1 1 1
Mason 1 1 , 1
Road Construction&Maintenance Supervisor I 4 4 4 I
Road Construction&Maintenance Supervisor II 10 9 9
Safety&Driver Improvement Coordinator 1 1 1
Senior Account Clerk 6 6 6
I Street Cleaning Supervisor 1 1 1
Street Sweeper Operator 1 1 1
Equipment Operations Instructor 1 1 1
Subtotal 165 170 170
TEMPORARY POSITIONS:
Equipment Operations Instructor Temp 3 3 3
Equipment Operator I Temp 6 6 6
Equipment Operator II Temp 5 5 5
Equipment Operator III Temp 4 4 4
Lead Mason Temp 1 1 1
Mason Temp 3 3 3
Road Constr&Maintenance Supervisor I Temp 6 6 6
Student Helper II 1 1 1
Tree Trimmer Temp 4 4 4
Worker's Compensation Position 3 3 3
(Temporary Positions)Subtotal 36 36 36
Total 201 206 206
352
PUBLIC WORKS
ENGINEERING
Program Description
Refer to Department of Public Works under the General Fund Section.
Program Objectives
Refer to Department of Public Works under the General Fund Section.
Program Highlights
Refer to Department of Public Works under the General Fund Section.
Program Expenditures
FY 2021-22 FY 2022-23 .FY 2023-24
Actual Budget Request
Salaries and Wages 1,380,415.17 2,007,268 2,220,935
Operations 962,621.57 1,892,296 3,493,996
Equipment 78,509.52 152,600 187,900
Program Total 2,421,546.26 4,052,164 5,902,831
•
•
•
•
353
POLICE
HIGHWAY FUND
Program Description
Refer to Police Department under the General Fund Section.
Program Objectives
Refer to Police Department under the General Fund Section.
Program Highlights
Refer to Police Department under the General Fund Section.
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Salaries and Wages 1,315,328.66 1,669,240 1,828,246
Operations 64,800.00 212,000 196,000
Equipment 278,974.48 184,958 370,958
Program Total 1,659,103.14 2,066,198 2,395,204
354
PUBLIC WORKS
HIGHWAY FUND MISCELLANEOUS
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Roads in Limbo - 400,000 400,000
Fringe Benefits
Health Fund 1,590,860.96 2,021,966 2,225,000
504 1
t 3 292 248.99 3 8 91
State Retirement System4,310,000
FICA 894,917.11 1,079,844 1,380,000
Worker's Compensation 627,055.30 850,000 850,000
Total Fringe Benefits 6,405,082.36 7,802,301 8,765,000
Supplemental Transfers
Transfer to Capital Projects Fund 3,659,913.03 3,500,000 5,000,000
Other Costs
Provision for Compensation - 1,025,863 300,000
Vacation Pay - 50,000 50,000
Public Safety Disaster/Emergency 2,076.02 575,000 575,000
Total Other Costs 2,076.02 1,650,863 925,000
Total Miscellaneous 10,067,071.41 13,353,164 15,090,000
355
GENERAL EXCISE
TAX FUND
•
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND .e...._
Mission Statement
Create a high-quality,multi-modal transportation system that provides safe, reliable,
convenient, environmentally responsible, and cost-effective mobility choices that meet
the needs of our residents and visitors.
Agency Goals
1. Improve transportation mobility for the public, including service for the mobility
impaired.
2. Make riding public transportation easier,reliable, and compatible with other multi-
modal options.
3. Assist the public in obtaining transportation alternatives to the private automobile
through the use of buses, ride sharing and bicycling in a fiscally sustainable manner.
4. Create a transit system responsive to the needs of all populations and those for whom
transit is a necessity.
5. To allow users of the transportation system to travel to work, health services,
educational institutions, businesses, commerce centers, after school activities, and
recreational sites.
6. Connect modes to enable a seamless integration of transit networks,bicycles, and
pedestrians by the use of transportation hubs and bus stops.
7. Implement technology to provide real time transportation information.
Funding Source and Position Count
GET Fund $75,000,000 GET Fund 22
Grant Revenue - Split Funding: GF/Grant/Other 4
Total Budget: $75,000,000 Total Number of Positions 26
356
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Description
The Mass Transit Agency provides island wide public transportation for Hawai`i County,
known as the Hele-On. Transit services operated daily from approximately 3:15 a.m. —
2:00 a.m., seven days a week on 24 routes. Hele-On Bus passengers consist of the
general public, including seniors, students, and persons with disabilities and commuters.
Many of the Hele-On passengers are low-income and have no other means of
transportation. Individuals with a disability who are unable to use the regular fixed Hele-
On route services within the Hilo, Puna, and Kailua-Kona service areas are afforded the
opportunity to use Paratransit services known as Hele-On Kako`o. In large subdivision
areas in the Puna and Ka`u Districts, Hele-On Micro provides door to door service five
days a week connecting passengers to Hele-On service at hubs in Volcano, Ocean View,
Kea'au and Pahoa.
Other services provided by the Mass Transit Agency include the following:
• Hele-On Shared Ride Taxi Program available in the Hilo area up to nine miles of
travel each providing an ADA accessible vehicle.
• Funding for HIBIKE,which allows for Hele-On transit passengers to have free access
on HIBIKE bikeshare bicycles in Hilo and Kailua-Kona.
• Hele-On Hoa Holo Vanpool program which subsidizes commuter vanpools at
$500.00 per van,per month.
• Hele-On Ho`okele, a rural door-to-door service provided by the Hawai`i County
Economic Opportunity Council (HCEOC) which provides persons with disabilities,
seniors and the general public wit door-to-door transportation in areas where Hele-On
bus and shared ride taxi services is limited on weekdays.
The County contracts with Roberts Hawaii to operate the Hele-On fixed route transit
, system, MTM Transit to operate the Hele-On Kako`o paratransit system and Hele-On
Micro microtransit system,People for Active Transportation Hawai`i (PATH)to operate
the HIBIKE bikeshare system, Commute with Enterprise to operate Hele-On Hoa Holo
and HCEOC to operate Hele-On Ho`okele. The County also has many other contracts to
support Mass Transit Agency operations including bus washing, security,bus shelter
cleaning and three taxi cab companies for the Shared Ride Program. Maintenance of
Hele-On vehicles are provided by County employees on County owned vehicles. Some
of the contractors also provide vehicles to supplement County owned transit vehicles for
the transit services provided. The County owns 51 fixed route vehicles of which some
are under long term repair to bring into service. Additionally,the County owns seven
paratransit vehicles.
357
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Description Program (continued)
P � )
The Mass Transit Agency also provides administrative support for the Hawai`i County
Transportation Commission and oversees taxicab operators for Hawai`i Island. During
FY 2021-22, a total of 74 (31 in Hilo; 43 in Kona)taxicab companies were registered in
the County of Hawai`i.
Program Objectives
1. Make riding transit easier,reliable, and more desirable than other options.
2. Create a transit system to serve the employment and social needs of all people.
3. Implement technology to provide real time transportation information.
4. Create transportation hubs and bus stops with amenities that provide rider comfort
and safety and that help support community and village gathering places.
5. Phase Master Plan transit system implementation in a fiscally sustainable manner.
Program.Highlights
1. In the period from July 1, 2021,to June 30, 2022,the Hele-On transit system(buses,
paratransit, demand response,taxi and vanpool) collectively transported 588,416
passenger trips. In the same period, last fiscal year, Hele-On carried 325,049
passenger trips. HIBIKE,the bikeshare system operating island wide carried 23,466
bicycle trips.
2. To comply with Centers for Disease Control and Prevention(CDC)requirements and
public transit best practices,masks were required on public transit through April
2022. Hand sanitizer and wipes were available for the operators and passengers.
Sanitization procedures for high contact areas were continued.
3. Additional Federal Transit Administration(FTA) and Federal Highway
Administration(FHWA) grants through Hawaii Department of Transportation
(HDOT)were obtained to support the replacement of the transit fleet, continued
transition to zero emission buses using battery electric and hydrogen, Pahoa Transit
Hub Planning,transit hub planning and ADA bus stop accessibility island wide.
358
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Highlights (continued)
4. City and County of Honolulu donated 21 40-foot 1997 Gillig Phantom buses to
support the implementation of a hub and spoke transit system and replace older buses
that have failed.
5. Continued work on the hydrogen bus project by U.S. Hybrid and Hawai`i Natural
Energy Institute, School of Ocean and Earth Science and Technology,with one bus
delivered on island and used in Kailua-Kona.
6. Fully implemented the new Hele-On fixed route and paratransit network resulting in
an increase in public transit service, seven days a week, island wide.
7. Engaged with SSFM on Kailua-Kona and Pahoa transit hubs planning, including
identifying potential sites for consideration by the Mass Transit Agency, as well as
the ADA bus stop accessibility and inventory project and the Kailua-Kona Baseyard
planning project.
8. New Hele-On brand and marketing elements were implemented, including logos, bus
designs,bus stop signs, and increased marketing of the transit system to the island
residents and visitors.
9. Partnerships formed with Hawai`i Department of Education, Safe Place, and Uber for
community-based transportation services.
10.No new bus shelters and bus stops were installed in FY 2021-22; however, eight
shelters were removed due to accidents. The island wide bus shelter program is
ongoing. Working with multiple developmental plans to request they they include
bus shelters on any new builds. SSFM is engaged to assist with this effort.
11. A new Mass Transit Administrator was hired in January. Started the process to
recruit for additional positions to support the efforts at the Mass Transit Agency.
12. Implemented new multi-modal modes such as use of transportation network
companies, vanpool subsidy program and redesign of the lifeline transportation
program to be a rural door-to-door service island wide.
359
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Highlights (continued)
13. Implemented technology on Hele-On, including a new website,trip planners,mobile
ticketing,procurement of fareboxes, and a new automatic vehicle locator service to
track buses in real time.
14. Integrated HIBIKE into the Hele-On system by providing free HIBIKE rides to Hele-
On passengers.
15. Completed the Hawai`i County Transit and Multi-Modal Transportation Master Plan
updates and continued to implement elements of the Master Plan as funding resources
and passenger demand allows.
16. Established a performance measurement system to evaluate Hele-On service and
make recommendations for future service levels.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Total Passengers—Systemwide 324,934 588,416 735,520
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 17 26 26
Salaries and Wages 1,274,787.77 1,776,945 1,895,345
Operations 12,143,812.55 23,509,228 26,341,900
Equipment 347,552.40 5,550,742 8,895,000
Program Total 13,766,152.72 30,836,915 37,132,245
360
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Mass Transit Administrator 1 1 1
Assistant Mass Transit Administrator - 1 1
Account Clerk 2 3 3
Account Clerk(Temp) 1 - -
Administrative Services Asst I 1 1 1
Automotive Mechanic I 4 - -
Automotive Mechanic II 2 - -
Clerk II 1 1 1
County Transportation Specialist 1 - -
Garage Supervisor 1 1 1
Mass Transit Assistant 1 - -
Mass Transit Operations Assistant 1 1 1
Program Manager 1 - -
Transit Program Manager - 3 3
Transit Vehicle Mechanic I - 8 8
Transit Vehicle Mechanic II - 3 3
Secretary I - 1 1
Mass Transit Fleet and Facility Manager - 1 1
Accountant I - 1 1
Total 17 26 26
361
MASS TRANSIT AGENCY
MISCELLANEOUS
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Supplemental Transfers
Transfer to Capital Projects Fund 9,586,854.00 24,977,957 28,197,627
Total Supplemental Transfers 9,586,854.00 24,977,957 28,197,627
Bond Issue/Debt Service
Int on GO Bonds—County 2,200,000.00 2,300,000 2,300,000
Gen Ser Bond Red—County 6,200,000.00 6,200,000 6,400,000
Total Bond Issue/Debt Service 8,400,000.00 8,500,000 8,700,000
Fringe Benefits
FICA 94,719.58 80,000 155,000
State Retirement System 254,927.46 200,000 475,000
Health Fund 98,645.80 250,000 175,000
Worker's Compensation 6,640.40 50,000 60,000
Total Fringe Benefits 454,933.24 580,000 865,000
Other Costs
Provision for Compensation - 105,128 105,128
Total Other Costs - 105,128 105,128
Total Miscellaneous 18,441,787.24 34,163,085 37,867,755
362
This page intentionally left blank
SEWER FUND
ENVIRONMENTAL MANAGEMENT
SEWER FUND
Mission Statement
To protect public health and the environment to enhance quality of life when managing
the County Wastewater System, respect the community while spending wastewater
public funds efficiently and appropriately, and nurture responsibility and professionalism
in the Wastewater Division workplace.
Division Goals
1. To protect public health, safety and the environment through the proper management
of the County Wastewater System.
2. To meet or exceed all wastewater discharge permit and regulatory compliance
requirements.
3. To provide efficient service county wide.
4. To sustain no lost-time injuries and maintain a healthy, empowered and committed
workforce.
5. To create sufficient revenues for the sewer fund to become self-sufficient.
Funding Source and Position Count
Sewer Fund $18,121,626 Sewer Fund 93
Subsidy $ 3,946,553 Grant Revenue/Other
Grant Revenue -
Total Budget: $22,068,179 Total Number of Positions: 93
363
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Description
The Administration program of the Wastewater Division(WWD) includes administration
and engineering functions. Administration manages the countywide wastewater system,
maintains effective long-range plans via the Capital Improvement Program(CIP) and
Equipment Replacement Fund(ERF)planning process, coordinates with the
Environmental Management Commission(EMC),the Department Administration and
County Council, administers permit applications, maintains archives, and maintains
public relations through education and problem solving as needed.
Program Objectives
1. Create an Environmental Quality Control Branch that will oversee and enforce a
newly created Pretreatment Program required under the Hawaii Department of Health
(HDOH)Administrative Order of Consent(AOC).
2. Complete efforts to evaluate alternative wastewater collection,treatment, and
disposal for the Na`alehu and Pahala Large Capacity Cesspool (LCC)Replacement
projects under a revised (August 22, 2022) Environmental Protection Agency (EPA)
AOC enforcement action. Revised AOC allows County to look at more cost-effective
solutions to close the LCCs.
3. Complete design and prepare bid documents for construction of the Pua Sewage
Pump Station(SPS)renovation to mitigate pressure surge in the force main;replace
valves and electrical switchgear; and improve the odor control system components.
4. Complete design and prepare bid documents for construction on the Pua Force Main
Replacement Project.
5. Begin construction of the Hilo Wastewater Treatment Plant Phase 1 work.
6. Complete bid documents and initiate construction after award of contract for the
headworks renovation and dewatering at the Papa`ikou and Kula`imano WWTPs.
7. Complete design for the sewage pump station(SPS)upgrade and cast-iron force main
replacement at Hale Halawai SPS, Project 19 SPS, Onekahakaha SPS and FM, and
Kolea SPS and FM.
8. Complete bid documents and award construction contract for the installation of sand
filters to produce reuse water as part of the R-1 Project that will upgrade the
Kealakehe Wastewater Treatment to produce and distribute reuse water (recycled
wastewater for irrigation use).
9. Finalize the Environmental Assessment(EA) for the North Kona SPS and Force Main
Project._Once the EA is finalized, start design work to prepare for construction.
10. Complete the Project Definition Report as part of the wastewater master plan for the
Puako and surrounding south Kohala Community Development Plan(CDP)region.
364
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Objectives (continued)
11. Complete the Programmatic Environmental Impact Statement (EIS) for a County-
owned WWTP for the Puna Area.
12. Conduct a sewer rate study to evaluate potential sewer rate increases needed to cover
costs.
13. Draft proposed amendments to the Hawaii County Code and update the
Administrative Rules to adhere to and to be consistent with federal, state, and local
regulatory policies.
14. Complete the Pahoa Feasibility Study.
Program Highlights
• Completed the condition assessments for Hilo, Papa'ikou, and Kula'imano WWTPs.
• Renegotiated with EPA to revise the AOC for LCC closure projects for Pahala and
Na`aalehu communities on August 22, 2022.
• Completed close to 50% of the Cured-in-Place pipe (CIPP)work along Ali`i Drive in
the King Kamehameha Hotel area.
• Created a new Maintenance Branch that will serve WWD on an island-wide basis to
help repair maintenance projects at all WWD facilities._Hired a new Maintenance
Manager to lead this Branch.
• Initiated the planning of a Programmatic EIS for Puna.
365
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
REGULATORY COMPLIANCE PROGRAM
Number of NPDES Permit Violations 0 0 0
Number of Reportable Sewage Spills 2 3 2
Number of Reportable Treatment Bypass 3 2 2
Number of Hawaii Occupational Safety and Health Division 0 0 0
(HIOSH)Citations
SEWER CONNECTION PROGRAM
Number of Building/Plumbing Permits Processed 274 200 250
Number of Sewer Connection Plans Reviewed 33 30 30
Number of Sewer Connections Inspected 8 50 20
PRIVATE SEWER EXTENSION PROGRAM
Number of Private Sewer Extension Plans Reviewed 2 5 2
Number of Private Sewer Extensions Inspected 0 2 2
REPLACEMENT RESERVE ACCOUNT PROGRAM
Number of Design Projects Completed 1 5 5
Number of Construction Projects Completed 2 2 1
•
366
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
Program Description
The Operations program involves operating,maintaining;and repairing wastewater _.
collection,pumping, treatment, and disposal facilities and equipment. The Operations
program includes coordinating the planning, design, construction and inspection of
equipment replacement projects with Wastewater Administration,performing laboratory
analyses to determine permit compliance and efficiency of plant processes; ensuring
regulatory compliance including compliance with applicable safety regulations; and
storing and maintaining adequate inventory of spare parts and supplies.
Program Objectives
1. Complete staff training for the inventory of parts and supplies and provide continued
training on tracking/classifying the condition and long-term performance of
wastewater assets.
2. Complete staff training on standard operating procedures pertaining to reporting of
safety issues to maintain a required level of safety at the wastewater facilities in
accordance with OSHA/HIOSH.
3. Implement automation of regulatory required reports using the Asset Management
system and improve on wastewater laboratory data recordkeeping and worker
efficiency.
4. Strengthen the safety training program by improving the delivery and availability of
annual refresher courses to employees.
5. Plan to reach target goal of cleaning and video twenty miles of sewer line each year.
Program Highlights
• Began set-up and utilization of the Computerized Maintenance Management System
program as part of the new Asset Management System program.
• Began efforts with reorganizing Operations to include an island wide maintenance
branch to perform maintenance and repair projects at WWTPs and SPSs.
• Began efforts with reorganizing Operations to include an island wide sewer collection
system maintenance branch(Line crew maintenance).
367
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
WASTEWATER TREATMENT PROGRAM
Percent of Wastewater Treatment Plants Receiving 33% 70% 50%
Acceptable or Conditional Rating from DOH
Hilo WWTP—Average Daily Flow(mgd) 3.2 3.1 3.2
Papa`ikou WWTP-Average Daily Flow(mgd) 0.13 0.1 0.1
Kula`imano WWTP-Average Daily Flow(mgd) 0.108 1.0 0.1
Kapehu WWTP-Average Daily Flow(mgd) 0.007 0.008 0.008
Kealakehe WWTP-Average Daily Flow(mgd) 1.44 1.7 1.8
Honoka`a WWTP—Average Daily Flow(mgd) 0.04 0.06 0.06
Kaloko WWTP—Average Daily Flow(mgd) 0.02 0.03 0.03
Pass EPA laboratory quality control test? Yes Yes Yes
SEWER LINE MAINTENANCE PROGRAM
Miles of Sewer Lines Cleaned 13 25 20
Miles of Sewer Lines Video Inspected 2 20 20
Number of Point Repairs Completed 25 15 25
PLANT MAINTENANCE PROGRAM
Number of Work Orders Completed 721 150 700
Number of Outstanding Work Orders 80 50 50
368
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Number of Positions 85 92 93
Salaries and Wages 4,209,982.31 5,877,333 6,744,691
Operations 6,542,879.08 9,534,655 10,175,317
Equipment 1,429,850.51 2,308,526 1,116,875
Operator Training Facility 5,350.67 16,100 16,100
Program Total 12,188,062.57 17,736,614 18,052,983
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Assistant Wastewater Treatment Plant Operator 5 5 7
Civil Engineer III 1 1 1
Civil Engineer IV 3 5 5
Civil Engineer V 1 2 2
Civil Engineer VII 1 1 1
Clerk III 1 1 1
Database Analyst 11 1 _
Electrician 1
Electronics Technician 1 1 1
Engineering Student 1 1 1
Engineering Support Tech IV1 _ _ 1 1
Environmental Compliance Manager - 1 1
Environmental Compliance Specialist 2 2 2
Environmental Mgt Engineer - - -
Environmental Mgt Engineer III 1 1 __
Equipment Operator III 1 _ _ 1 1_
Geographic Systems Analyst I 1 1 1
Information Systems Analyst IV - - -
Lead Plant Electrician/Electronics Repairer 1 1 1
Mechanical Repairer 2 2 2
Mechanical Repairer-Welder 2 2 2
Plant Electrician/Electronics Repairer 2 2 1
Program Manager 1 1 1
Program Support Technician 3 3 3
Projects Coordinator 1 1 1
Sanitary Chemist I 1 2 2
Sanitary Chemist III 1 1 1
Sewer Maintenance Repairer 7 11 10
Sewer Maintenance Working Supervisor 2 2 3
Storekeeper 2 2 2
Student Helper I 1 1 1
Student Helper II 1 1 1
Trades Helper Temp 4 4 4
369
ENVIRONMENTAL MANAGEMENT
• WASTEWATER DIVISION
Personnel Position Summary (continued)
Wastewater Deputy Division Chief 1 1 1
•
Wastewater Operations Superintendent 2 2 2
Wastewater Plant Maintenance Manager - - 1 ,
Wastewater Plant Maintenance Mechanic 4 4 4
Wastewater Plant Maintenance Mechanic Supervisor 1 1 1
Wastewater Plant Working Supervisor III 1 1 2
Wastewater Plant Working Supervisor IV - 1 1
Wastewater Pretreatment Coordinator - 1 1
Wastewater Treatment Plant Operator I 4 3 3
Wastewater Treatment Plant Operator II 4 4 4
Wastewater Treatment Plant Operator III 6 6 4 _
Wastewater Treatment Plant Operator IV 3 5 5
Wastewater Treatment Plant Supervisor III 1 1 1
Wastewater Treatment Plant Supervisor IV 1 1 1
Total 85 92 93
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Fringe Benefits
FICA 300,608.81 464,579 503,100
State Retirement System 955,651.33 1,413,654 1,534,500
Health Fund 417,950.14 827,296 847,623
Worker's Compensation 126,302.35 105,000 105,000
Total Fringe Benefits 1,800,512.63 2,810,529 2,990,223
Other Costs
Provision for Compensation Adjustment - 363,801 -
Replacement Reserve Account 94,824.85 905,127 1,024,973
Total Other Costs 94,824.85 1,268,928 1,024,973
Total Miscellaneous 1,895,337.48 4,079,457 4,015,196
370
RENTAL FUND
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Mission Statement
To establish and administer a program to regulate Short-Term Vacation Rentals and to
manage their impacts on communities island wide. A Short-Term Vacation Rental is
defined as a dwelling unit of which the owner or operator does not reside on the building
site, that has no more than five bedrooms for rent on the buildingsite, and that is rented
for a period of thirty consecutive days or less.
Department Goals
The Planning Department is responsible for the regulation of Short-Term Vacation
Rentals. The Department's goals include determining where Short-Term Vacation
Rentals are allowed to operate based on land use classification(e.g. commercial resort,
residential multi-family); defining operational standards for this type of business;
establishing a registration process;processing non-conforming use certificates and
special permits; and enforcing the Zoning Code related to this type of use.
The Planning Department is responsible for enforcement of this code and responding to
complaints related to Short-Term Vacation Rentals. Additionally,the Planning
Department is required to maintain a list of all Short-Term Vacation Rentals that have
registered or recevied a non-conforming use certificate.
Funding Source and Position Count
Short-Term Vacation $1,186,772 Short-Term Vacation Rental 12
Rental Enforcement Fund Enforcement Fund
Other - Other
Total Budget: $1,186,772 Total Number of Positions 12
371
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
•
Program Description
Short-term rental of residential units, as an alternative to traditional resort and hotel
accommodations, is an emerging trend in the visitor industry that continues to grow
across Hawai`i Island. Ordinance No. 2018-114 manages the impacts of these Short-
Term Vacation Rentals by:
1. Defining where this use will be allowed;
2. Establishing provisions and standards to regulate this use;
3. Providing an avenue for an existing use deemed to be improper by this ordinance to
apply a for a non-conforming use certificate that would allow them to continue to
operate in a non-permitted district.
Pursuant to section 10-12,Hawai`i County Charter, a special fund to be known as the
Short-Term Vacation Rental Enforcement Fund is created by Ordinance 18-114. This
fund shall be administered by the Planning Director. The purpose of the fund is to
support efforts to enforce the County's Short-Term Vacation Rental law. This account
shall be funded by all fees and fines collected in connection with the administration and
enforcement of this ordinance. The funds in this account shall be utilized to pay for
expenses that facilitate enforcement of the County's Short-Term Vacation Rental law.
Expenditures under this account shall be made in accordance with appropriations adopted
by the Hawai`i County Council after receiving recommendations from the Planning
Director.
Program Objectives
1. The Short-Term Vacation Rental Enforcement Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
372
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Program Highlights
• STVR applications and Nonconforming Use Certificate (NUC)renewals began and
were integrated into the new EnerGov/EPIC system. Applicants will be able to apply
online,make payment and track status of their applications.
• Planned and implemented the pacing out of STVR and NUC renewals so that
submissions are spread out evenly throughout the year for better efficiency in
processing.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Short-Term Vacation Rental Registrations 323 575 300
Non-Conforming Use Certificates 769 835 750
Special Permits 0 5 2
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 7 7 12
Salaries and Wages 220,818.39 328,724 645,772
Operations 42,887.40 94,000 94,000
Equipment - - 115,000
Program Total 263,705.79 422,724 854,772
373
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Account Clerk - - 1
Clerk II 1 1 1
Land Use Plans Checker I 1 1 1
Planner III 3 3 3
Planner IV - - 1
Planner V - - 1
Planning Inspector I 2 2 2
Planning Inspector II - - 1 ,
Total 7 7 12
Miscellaneous
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget ! Estimate
Fringe Benefits
Health Fund 27,453.68 60,000 127,000
State Retirement System 64,821.80 77,000 155,000
FICA 19,914.81 25,000 50,000
Total Fringe Benefits 112,190.29 162,000 332,000
Other Costs
Provision for Compensation Adjustment - 21,544 -
Total Other Costs - 21,544 -
i Total Miscellaneous 112,190.29 183,544 332,000
374
CEMETERY FUND
PARKS & RECREATION
CEMETERY FUND
Mission Statement
The Department of Parks and Recreation Cemetery Fund provides affordable burial
facilities for residents of Hawai`i County.
Department Goals
To improve,maintain and upkeep `Alae Cemetery.
Program Description
The Cemetery Fund was authorized to use the revenues from plot sales at `Alae Cemetery
for the improvement,maintenance, and upkeep of'Alae Cemetery.
Program Objectives
Conduct maintenance and repair activities by providing the necessary equipment and
services.
Program Highlights
• The Annual Ireito Hoyo Memorial Service on August 28 to honor those immigrants
that have migrated to Hawai`i was cancelled due to COVID.
Funding Source and Position Count
Cemetery Fund $10,000 Cemetery Fund
Grant Revenue - Grant Revenue/Other
Total Budget: $10,000 Total Number of Positions
375
PARKS & RECREATION
CEMETERY FUND
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Acres Maintained 42.37 42.37 42.37
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations - 10,000 10,000
Equipment - -Program Total - 10,000 10,000
•
376
BIKEWAY FUND
PARKS & RECREATION
BIKEWAY FUND
Mission Statement
The Department of Parks &Recreation Bikeway Fund promotes safe bicycling
transportation and recreation.
Department Goals
1. Provide safe bicycling recreational opportunities for all age groups.
2. Match local Bikeway Funds with federal money whenever possible and desirable.
3. Support programs,planning and physical bikeways (on-road and off-road)that
promote bicycling for transportation, recreation and sport.
4. Conduct maintenance and repair activities.
Program Description
The Bikeway Fund collects fees for the bikeway fund that will be used for the promotion
of bicycle education and recreational activities, as well as the maintenance of County
bikeways.
Funding Source and Position Count
Bikeway Fund $199,000 Bikeway Fund
Grant Revenue - Grant Revenue/Other
Total Budget: $199,000 Total Number of Positions
377
PARKS & RECREATION
BIKEWAY FUND
Program Objectives
1. Conduct one recreational bike activity in each of five recreational districts by
June 30, 2023.
Program Highlights
None
•
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Participants in Recreational Activities 0 - 0
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations 211,725.67 199,000 199,000
Equipment 0.00 -
' Program Total 211,725.67 199,000 199,000
378
BEAUTIFICATION FUND
PUBLIC WORKS
BEAUTIFICATION FUND
Program Description
The Beautification Fund involves planning projects and working with the community to
beautify the roadways by installing and maintaining landscape,trees, and appropriate
facilities in order to enhance the travel experience.
Department Goals
1. To control roadside trash by providing refuse containers and pick-up.
2. To maintain and provide new plantings along highways,roadways, and County facilities
visible along highways and roadways to create green aesthetically pleasing landscape.
Program Objectives
1. Continue to initiate two roadside planting projects every year.
2. Continue to plant or replant a minimum of ten trees each year.
3. Control roadside trash by providing refuse containers and pick-up.
Funding Source and Position Count
•
Beautification Fund $268,450 Beautification Fund
Grant Revenue - Grant Revenue/Other
Total Budget: $268,450 Total Number of Positions
379
PUBLIC WORKS
BEAUTIFICATION FUND
Program Highlights
1. The Department of Parks and Recreation conducted an Eagle Scout project where
nine Manila palm trees, six Ohi`a trees and 15 Calathea were planted.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual s Budget Estimate
New Projects Initiated 1 2 2
Trees Planted 15 10 10
Additional Information:
Refuse Containers Provided Pahoa Village
(seven 55 gal Bins+seven 55 gal Bins for 7 7 7
recycling)
Refuse Containers Provided PuakO Beach Road 6 6 0
(six 3 cu.yd.Bins)
Refuse Containers provided on Banyan Drive(two
regular trash bins at the bus stops fronting Naniloa ' 2 2 2
hotel)
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Salaries&Wages - -Operations 233,16721 209,920 183,420
Equipment 90,484.63 43,030 85,030
Program Total 323,651.84 252,950 268,450
•
380
VEHICLE DISPOSAL FUND
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
Mission Statement
To protect public health, safety, and the environment by removing and recycling
derelict/abandoned vehicles and properly disposing of waste generated from such
vehicles.
Department Goals
1. To ensure the timely removal of derelict/abandoned vehicles from public property,
rights of way and private ungated roadways open to the public.
2. To process and properly manage all derelict/abandoned vehicles in a timely manner.
3. To coordinate special community programs that assist Hawai`i County residents with
the disposal of unwanted vehicles.
4. To conduct auctions for the sale of abandoned vehicles that have met State mandated
holding and notification periods.
Program Description
The Derelict/Abandoned Vehicle Program assists the Hawai`i Police Department,
Department of Land and Natural Resources, and Hawai`i Volcanoes National Park by
providing the identification, removal, and temporary storage of derelict/abandoned
vehicles for Hawai`i County, as well as processing/recycling of derelict vehicles in
accordance with program procedures.
Program Objectives
1. Coordinate the removal of vehicles from public and private roadways that the Hawai`i
County Police Department have classified as derelict or abandoned.
2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are
being processed and recycled in compliance with Hawai`i Revised Statutes,Hawai`i
County Code, and Department of Health requirements.
3. Continue the planning and design phases for the remediation of the Hilo Scrap Metal
Facility.
Funding Source and Position Count
Vehicle Disposal Fund $4,985,003 Vehicle Disposal Fund 4
Grant Revenue - Grant Revenue/Other
Total Budget: $4,985,003 Total Number of Positions 4
381
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
Program Objectives (continued)
4. Conduct at least one auction of eligible vehicles per year.
5. Provide Vehicle Disposal Assistance Programs for the public.
Program Highlights
• Investigated 4,026 Vehicle Incident Reports which resulted in 2,573 vehicles being
towed. A total of 865 vehicles were removed from West Hawai`i and 1,708 vehicles
were removed from East Hawai`i.
• The section continues to offer two year-round Vehicle Disposal Assistance Programs
that allow residents to properly dispose of up to two vehicles per calendar year.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Vehicles Processed 2,573 2,000 3,000
Vehicles Investigated 4,026 3,000 4,500
Vehicles Disposed through Vehicle Disposal 357 500 1,000
Assistance Programs
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 3 4 4
Salaries and Wages 123,588.45 188,864 204,699
Operations 3,099,714.15 3,556,700 3,901,200
Equipment 157,381.54 86,415 50,400
Program Total 3,380,684.14 3,831,979 4,156,299
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Derelict/Abandoned Vehicle Coordinator 2 2 2
Derelict/Abandoned Vehicle Specialist - 1 1
Clerk III 1 1 1
Total 3 4 4
382
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND MISCELLANEOUS
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Fringe Benefits
FICA 9,024.65 15,123 15,600
State Retirement System 27,391.57 47,248 48,900
Health Fund 10,164.74 42,204 42,204
Worker's Compensation - 2,000 2,000
Total Fringe Benefits 46,580.96 106,575 108,704
Other Costs
Provision for Compensation Adjustment - 8,789 -
Transfer to Debt Service 302,220.00 585,000 520,000
Transfer to Cap Proj Fund—VD 280,000.00 3,000,000 200,000
Total Other Costs 582,220.00 3,593,789 720,000
Total Miscellaneous 628,800.96 3,700,364 828,704
383
This page intentionally left blank
SOLID WASTE FUND
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Mission Statement
To maintain a clean, healthy island environment and promote stewardship and
sustainability by managing solid wase services, waste reduction and resource recovery in
a comprehensive,responsive, safe, and efficient manner.
Department Goals
1. Provide efficient residential and commercial customer oriented solid waste services.
2. Comply with Federal, State, and Local laws and regulations relating to solid waste
management.
3. Promote household hazardous waste, used motor oil, and e-waste events.
4. Complete assessment and evaluation of Solid Waste's Operation.
5. Explore the creation of a solid waste enterprise fund.
6. Promote a healthy,team-oriented work environment.
7. Establish an asset management system for Solid Waste.
8. Implement the top eight 2019 Integrated Solid Waste Management Plan priorities.
Funding Source and Position Count
Solid Waste Fund $17,078,469 Solid Waste Fund 137
Subsidy $29,552,658 Grant Revenue/Other 1
Grant Revenue $ 914,414
Total Budget: $47,545,541 Total Number of Positions 138
384
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Description
The Solid Waste Division operates and maintains all solid waste collection, disposal,
recycling and reuse facilities in the County of Hawai`i, in accordance with Federal, State
and Local laws and regulations. This is accomplished by either County personnel or by
contracted services. This includes one active landfill,three inactive landfills,twenty-one
transfer stations, seven reuse centers and island wide hauling operations. This also
includes various events that are held to collect more specialized materials such as
household hazardous waste and e-waste. Used motor oil collection is facilitated through
a County funded network of privately-owned businesses.
Program Objectives
1. Increase community outreach and education to decrease contamination and increase
diversion of materials from the landfill.
2. Minimize and reduce regulatory violations.
3. Monitor the three closed landfills in Kailua, Waimea, and Hilo.
4. Complete the design and begin construction for the upgrade of the East Hawai`i
Regional Sort Station with an additional off-load chute,roadway, and repair of the
concrete pad.
5. Increase preventative maintenance on Solid Waste vehicles and equipment.
6. Research and communicate with Corporation Counsel, Finance Department, and other
municipalities for feasibility of implementation of an enterprise fund.
7. Identify staffing needs,provide training, and promote teamwork.
8. Develop a plan to transition to an electronic asset management system.
385
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Highlights
• Work to conduct a Life-Cycle Assessment of the Solid Wastes began. A report is
expected by end of 2022.
• Work to conduct a comprehensive food and organic waste study began. A report is
expected in early 2023.
• Achieved a rate of redemption of 77% for the HI-5 program in FY 2021-22.
• The Miloli`i Transfer Station was closed in compliance with Act 73.
• Grading work was completed for the Wai`ohinu Transfer Station improvements
project. Project is on-going.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Additional Information
East Hawaii
Tons of Refuse Disposed at Transfer Stations 39,991.55 38,000 40,791
Transfer Stations Maintained 8 8 8
Total Chutes for Container Trailers 15 15 15
Total Container Trailers Available 42 42 42
Active Landfills Maintained - - -
Closed Landfills Maintained 1 1 1
Reuse Centers 3 3 3
Recycling Processing&Collection Centers 8 8 8
West Hawaii
Tons of Refuse Disposed at Transfer Stations 47,821.28 47,000 48,777
Transfer Stations Maintained 14 13 13
Total Chutes for Container Trailers 17 17 17
Total Container Trailers Available 41 41 41
Active Landfills Maintained 1 1 1
Reuse Centers 3 3 3
Closed Landfills Maintained 2 2 2
Recycling Processing&Collection Centers 13 13 13
Total Tonnage Disposal at West Hawai`i Landfill 203,871.85 207,000 207,949.29
County-wide diversion from landfill rate* 21% 22% 22%
*Rates primarily reflect diversion through County programs and includes a limited amount of data
available on private recycling.
386
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 131 133 138
Salaries and Wages 8,124,999.22 8,718,452 9,580,562
Operations 26,261,102.92 30,159,132 32,965,531
Equipment 2,890.96 73,825 254,975
Program Total 34,388,993.10 38,951,409 42,801,068
Personnel Position Summary
Position Title FY 2021-22 FY 2022-23 FY 2023-24
Authorized Authorized Request
Civil Engineer III 1 1 1
Clerk III 1 1 1
Construction Equipment Mechanic 2 2 2
Environmental Compliance Specialist 1 1 1
Equipment Operator II Temp 1 - -
Equipment Operator III _ 43 45 45_ _ _
Equipment Operator III Temp 1 1 1
Laborer II - - -
Lead Solid Waste Transfer Station Attendant 2 2. 2
Program Support Technician 1 2 2
Projects Coordinator 1 1 1
Recycling Coordinator 1 1 1
Recycling Specialist I 1 1 1
Recycling Specialist II 3 3 3
Recycling Specialist III 1 1 1
Safety Driver Improvement Coordinator - - -
Scale Attendant 4 4 4
Solid Waste Deputy Operations Division Chief 1 1 1 _
Solid Waste Facility Attendant 46 48 _ 48
Solid Waste Facility Attendant Temp _ - 2 2
Solid Waste Operations Division Chief 1 1 1
Solid Waste Projects Manager - 1 1
Solid Waste Superintendent 2 2 2
Solid Waste Supervisor 4 4 4
387
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND MISCELLANEOUS
Personnel Position Summary (continued)
Solid Waste Transfer Station Attendant Temp 2 - -
Solid Waste Working Supervisor 5 5 5
4 5 5
Student Helper I 1 1 1
Student Helper II 1 1 1
Supervising Scale Attendant - 1 1
Total 131 138 138
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Fringe Benefits
FICA 595,891.11 707,559 732,913
State Retirement System 1,760,558.67 2,219,764 2,299,335
Health Fund 93. 6,630.76 1,166,225 1,166,225
Vacation Pay - 30,000 30,000
Worker's Compensation 461,153.54 466,000 466,000
Total Fringe Benefits 3,754,234.08 4,589,548 4,694,473
Other Costs
Provision for Compensation Adjustment - 551,371 50,000
Total Other Costs . - 551,371 50,000
Total Miscellaneous 3,754,234.08 5,140,919 . 4,744,473 I
388
This page intentionally left blank
GOLF
CFUND
PARKS & RECREATION
GOLF COURSE FUND
Mission Statement
The Department of Parks &Recreation Golf Course Fund strives to provide a quality
recreational experience for the golfing community with excellence, integrity and Aloha.
Department Goals
To continue to provide the golf community with a challenging, safe, and well-maintained
facility.
Program Description
This program operates and maintains the only public golf course in Hawai`i County.
Activities include the maintenance of grounds and facilities, and the scheduling of all golf
activities.
•
Funding Source and Position Count
Golf Course Fund $ 955,228 Golf Course Fund 20
Subsidy $ 895,681 Grant Revenue/Other
Total Budget: $1,850,909 Total Number of Positions 20
389
PARKS & RECREATION
GOLF COURSE FUND
Program Objectives
1. Improve, beautify and maintain the greens,tees and fairways at the Hilo Municipal
Golf Course by:
a. Aerating all golf course greens in October and May, weather permitting;
b. Verticut and de-thatch all greens in July, October, January, and April, weather
permitting, or as needed;
c. Controlling application of fertilizer to greens, fairways and tees weekly, or as
needed;
d. Controlling application of herbicide to greens,tees, stream beds, ditches and
course boundaries weekly, or as needed;
e. Daily mowing of greens;
f. Mowing of tee tops every Thursday,weather permitting;
g. Mowing of fairways Monday through Friday,weather permitting;
h. Top dressing greens monthly, weather permitting;
i. Rolling of greens on a weekly basis, or as needed.
2. Schedule and assign tee times for:
a. Individuals and groups on a daily basis;
b. Club tournaments every six months;
c. Larger fundraising tournaments on an annual basis. Targeting,but not limited to
six fundraisers per fiscal year.
3. Schedule inspection and repairs of course structures, clubhouse facilities and
maintenance warehouse during the months of July, October, January, and April.
4. Daily routine inspections and maintenance of equipment, course vehicles and safety
equipment.
5. 100% of employees will be trained via safety talks at least once per month.
390
PARKS & RECREATION
GOLF COURSE FUND
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate _
Acres Maintained 124 124 124
Rounds of Golf 62,561 70,000 70,000
Tournaments 1 5 12
Aerated Greens 38 18 18
Course Closures 31 0 0
Program Expenditures
g P
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request I
Number of Positions 20 20 20
Salaries and Wages 957,683.78 945,034 1,028,030
Operations 200,566.17 200,334 256,956
Equipment - 11,000 93,500
Program Total 1,158,249.95 1,156,368 1,378,486
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Authorized Authorized Request
Equipment Operator I Temp 1 1 1
Golf Course Groundskeeper I 7 7 7
Golf Course Groundskeeper II 4 4 4
Golf Course Groundskeeper III 1 1 1
Golf Course Maintenance Supervisor 1 1 1
Golf Course Administrator 1 1 1
Golf Course Operations Assistant 1 1 1
Golf Course Starter 1 1 1
Golf Course Starter'/2T 2 2 2
Mechanical Repairer-Welder 1 1 1
Total 20 20 20
391
PARKS & RECREATION
GOLF COURSE FUND MISCELLANEOUS
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Fringe Benefits
FICA 69,300.97 72,296 78,415
State Retirement System 221,776.48 226,809 246,008
Health Fund 133,785.82 142,000 142,000
Worker's Compensation 1,260.05 6,000 6,000
Total Fringe Benefits 426,123.32 447,105 . 472,423
Other Costs
Provision for Compensation Adjustment - 62,207 -
Total Other Costs - 62,207 -
Total Miscellaneous 426,123.32 509,312 472,423
•
392
GEOTHERMAL
RELOCATION &
COMMUNITY BENEFITS
FUND
PLANNING
GEOTHERMAL RELOCATION& COMMUNITY
BENEFITS-FUND
Mission Statement
To establish and administer a geothermal relocation and community benefits program for
the relocation of qualified owner-occupants residing near the Puna Geothermal Venture's
plant who want to be permanently relocated, and to fund expenditures for the benefit of
Lower Puna.
Department Goals
The Planning Department is authorized to establish a program for the relocation of
owner-occupants residing near the Puna Geothermal Venture's plant and who want to be
permanently relocated, and to fund expenditures for the benefit of Lower Puna, including,
but not limited to,road improvements,water infrastructure development, land
acquisition,parks and recreational facility needs, civil defense, and mass transit
improvements.
The Planning Director is hereby authorized to purchase the affected properties by
negotiation for not more than 130%of the assessed value, as determined by the Real
Property Tax Division of the Department of Finance and dispose of the affected
properties by public auction or pursuant to Article 19 of Chapter 2,with the exception of
the requirement for council resolution found in Section 2-111(a).
Complete the purchases of new relocation requests and complete disposition of such
properties. Complete the request(s)to fund Community Benefits for Lower Puna •
submitted by District 4 and District 5 Council offices.
Funding Source and Position Count
Geothermal Relocation & $1,000,000 Geothermal Relocation &
Community Benefits Fund Community Benefits Fund
Grant Revenue - Grant Revenue/Other
Total Budget: $1,000,000 Total Number of Positions
393
PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
Program Description
Ordinance No. 08-37 renamed and redefined the Geothermal Relocation Revolving Fund
Program to the Geothermal Relocation and Community Benefits Fund Program. The
Geothermal Relocation and Community Benefits Program shall be funded by proceeds
from the following sources:
1. Geothermal royalties received from the Department of Land and Natural Resources.
2. Proceeds from the sale of properties purchased under this program.
3. Rental fees from any of the properties purchased under this program.
The proceeds from the fund shall be used for the necessary expenses in administering and
carrying out the purposes of the geothermal relocation and community benefits program.
Expenditures relating to the geothermal relocation and community benefits program
include, but are not limited to:
1. The costs of any necessary appraisals required under this program.
2. The payment of necessary fees and expenses.
3. The costs of the purchase of an affected dwelling and property in accordance with this
chapter, if necessary.
4. The costs necessary to dispose of affected dwelling and property.
5. Expenditures for public purposes including road improvement, water infrastructure,
land acquisition,parks and recreational facility needs, civil defense, and mass transit
improvements.
(A) Funds shall be expended in Lower Puna,which is defined as extending from
Hawaiian Paradise Park Subdivision to Kalapana and including Orchidland
Estates, `Ainaloa,Hawaiian Beaches, Hawaiian Shores,Kapoho, Pahoa,
Nanawale, Leilani Estates, and other communities proximate to Pahoa.
(B) Expenditures under this subsection shall be made in accordance with
appropriations adopted by the Hawai`i County Council after receiving
recommendations from the Planning Director.
Program Objectives
1. The Geothermal Relocation and Community Benefits Fund shall be administered in
an efficient and responsible manner complying with all applicable ordinances and
rules.
394
PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
Program Highlights
• The Department has received two applications for Community Benefits; and has not
received any action on applications for Relocation.
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Community Benefits 2 1 1
Dwellings Acquired 0 1 1
Dwellings Sold 0 1 1
Program Expenditures
FY.2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Community Benefits - -Operations - 1,300,000 1,000,000
Program Total - 1-,300,000 1,000,000
395
This page intentionally left blank
HOUSING FUND
HOUSING
OFFICE OF HOUSING & COMMUNITY ���
DEVELOPMENT
Mission Statement
To provide for the development of viable communities in Hawai`i County by providing
decent housing, suitable living environments and expanding economic opportunities.
Department Goals
Administrative Division
To deliver services efficiently, effectively, and fairly to the public and to provide
necessary support services to the Community Development, Community Engagement,
Existing Housing and Grants Management Divisions.
Community Development Division
To facilitate the development of housing opportunities that meets the needs of low- and
moderate-income residents through community collaboration and data research,policy
development and implementation,resource coordination,project development and
compliance oversight.
Community Engagement Division
To build a community that has the moral vision combined with sufficient affordable
housing, supportive services, funding, and staff to ensure that incidences of homelessness
are rare, brief, and non-recurring.
Funding Source and Position Count
Housing Fund $ 1,388,370 Housing Fund—Federal/County Split 28
Subsidy $11,381,033 Grant Revenue/Other 34
Grant Revenue $29,575,198
Other $ 1,977,725
Total Budget $44,322,326 Total Number of Positions 62
396
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Department Goals (continued)
Existing Housing Division
To maximize the use of the existing housing stock within the County by offering
expanded opportunities for low-income or moderate-income households for rental
assistance and self-sufficiency programs.
Create positive public awareness and expand the level of family, owner, and community
support in accomplishing the OHCD's mission.
Grants Management Division
To provide for maximum community development opportunities through the use of funds
from the U. S. Department of Housing and Urban Development(HUD), and other
appropriate grants and programs.
Program Description
Administrative Division
The Administrative Division is responsible for the accounting, clerical, and technology
support services to the department.
Community Development Division
The Community Development Division is responsible for the data coordination,program/
policy compliance and support,project development and construction management for
programs and projects that benefit low to moderate-income residents, and asset
management of County housing projects including maintenance and repair.
The Development Branch provides project development and construction management
support for County properties.
The Planning Branch provides data coordination,program and policy compliance and
support.
397
HOUSING
OFFICE OF HOUSING & COMMUNITY � �
DEVELOPMENT
Program Description (continued)
The Asset Management Branch is responsible for the oversight of County housing
properties including annual inspections and general repair and maintenance activities to
include the management of the Kulaimano Elderly Housing, Kaloko Housing Project
(aka Na Kahua 0 Ulu With), and the Ouli `Ekahi Housing Project.
Community Engagement Division
The Community Engagement Division and is responsible to work in collaboration with
community partners,public and private funders to ensure that incidences of homelessness
are rare,brief, and non-recurring.
Existing Housing Division
The Existing Housing Division(EHD)manages the Office of Housing and Community
Development's rental assistance programs.
The Family Self-Sufficiency Branch administers the Section 8 Family Self-Sufficiency
Program and the Section 8 Homeownership Option Program.
The Rental Assistance Branch administers federal funding from the U.S. Department of
Housing and Urban Development for the Housing Choice Voucher(Section 8)Program,
the Section 8 Project-Based Voucher Program, HUD-Veterans Affairs Supportive
Housing (HUD-VASH), Mainstream Vouchers for non-elderly persons with disabilities,
Foster Youth Initiative Program, Emergency Housing Vouchers and HOME Tenant-
Based Rental Assistance Program.
Grants Management Division
The Grants Management Division is responsible for the administration of federal grants,
which primarily benefit low- and moderate-income persons.
The Grants Administration Branch is responsible for the Community Development Block .
Grant (CDBG), HOME Investment Partnerships Program(HOME),HOME Investment
Partnership Program—American Rescue Plan(HOME-ARP),National Housing Trust
Fund and other Grant Programs.
398
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Objectives
Community Development Division
Development Branch
1. Provide project development and construction management oversight for seven
affordable housing projects.
Planning Branch
1. Execute three affordable housing agreements.
2. Implement portions of HRS 201H delegated to the County of Hawai`i.
3. Provide 15 Fair Housing trainings for general audiences.
4. Provide one Fair Housing training for a non-/limited-English audience.
5. Recruit ten new landlords to attend the Fair Housing trainings.
6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair
Housing Officer.
Asset Management Branch
1. Complete inspections of 24 County owned housing properties annually and complete
necessary improvements.
Community Engagement Division
Homelessness
1. Convene bi-monthly Coordinated Entry System meetings as required by the federal
and state funded homelessro rams.
p g
2. In partnership with community partners, implement at least one additional safe
parking site.
• 3. Complete Phase 1 of the Kukuiola Assessment Center and Emergency Shelter.
Financial Empowerment Centers (FEC)
1. Secure funding to support the sustainability of the FECs.
2. Add at least 20 committed referral partners.
3. Add at least one co-location partner.
399
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Objectives (continued)
Community Engagement
1. Implement Phase 2 of the Emergency Rent Assistance Program.
2. Implement Phase 2 of the Homeowner Assistance Fund Program.
3. Host at least ten Learning Circle virtual webinars.
4. In partnership with Unite Hawai`i platform, add at least 20 community partners to
referral partner listing.
Existing Housing Division
Family Self Sufficiency Branch
Family Self Sufficiency Program
1. Provide services to 50 Housing Choice Voucher(HCV)program participants through
its Family Self-Sufficiency Program by June 30, 2024.
HCV Homeownership Option Program
1. Increase utilization of program funding for HCV Homeownership Option Program by
improving marketing and implementing new strategies to increase participation.
Rental Assistance Branch
Housing Choice Voucher Program
1. Maintain a 98%utilization rate of HUD provided funding for.the Housing Choice
Voucher(Section 8)Program. Increase authorized budget authority by applying for
available HUD funds.
HOME Tenant Based Rental Assistance Program
1. Increase utilization rate of funding for Tenant Based Rental Assistance Program.
Grants Management Division
Grants Administration Branch
CDBG
1. Fund, monitor and/or complete approximately eight CDBG projects in accordance
with program regulations. Projects will primarily benefit at least 80% low- and
moderate-income(80%AMI and below)persons.
400
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Objectives (continued)
HOME
1. Fund, administer and/or complete approximately one HOME project in accordance
with program regulations. The Project will benefit 100% low-income households
(<80% of AMI and below), 90% (of rental units and Tenant Based Rental Assistance-
TBRA) for households at<60%AMI, AND 20% of rental units in projects of more
than 5 HOME units for households at<50%AMI.
HOME ARP
1. Fund, administer and/or complete approximately one HOME-ARP project in
accordance with program regulations. The Project will benefit individuals or families
from the following qualifying populations: Homeless,At-risk of homelessness,
fleeing domestic violence, dating violence, sexual assault, stalking, or human
trafficking, Veterans and families, and other populations with risk of housing
instability.
NATIONAL HOUSING TRUST FUND
1. Fund, administer and/or complete one rental housing project in accordance with
program regulations. The project will benefit 100% of extremely low-income (30%
Area Median Income (AMI) and below)persons.
Program Highlights
Community Development Division
• Kamakoa Nui Workforce Housing Project:
o Na Hale Makoa, a multifamily rental project, applied for LIHTC funding in
February 2022, and was awarded Project Based rental assistance vouchers.
o Nearly completed a new master plan for the Kamakoa Nui Workforce Housing
Project allowing for development of the next phase of infrastructure and
opportunity for 668 new affordable housing units.
o Parcel for new State Library and approximately 658 new housing units.
• Kula`imano Elderly Housing:
o Completed installation of new group breakers for all units (delayed due to
COVID-19) and installed new community center furnishings.
401
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Highlights (continued)
• 'Chili `Ekahi Housing:
o Initiated a physical needs assessment for interior and exterior renovation of 25
housing cottages and assessment of the on-site wastewater treatment plant's
remaining life span.
• West Hawaii Homeless Emergency Shelter:
o All shelter health and safety upgrades including the installation of a new solar
water heater, water fountain,room fans, and security lighting are nearly
completed. Completed health and safety upgrades to complete warranty repair
work of the kitchen floor.
• Facilitated the completion of easements for the Hale Na Koa 0 Hanakahi veteran's
preference housing project near the University of Hawai`i at Hilo which will
commence construction in 2023.
• Initiated Planning study to evaluate Ainako and `O`okala Lands owned by the County
for affordable housing.
• Submitted and received County Council approval of a 201H application for 91-unit
Hale 0 Mohouli affordable housing project in Hilo.
• Submitted to County Council approval for a 201H application for Ho`omalu
Workfoce Rental housing, a 229-unit housing project in the Waikoloa Resort.
• Processed one home re-sale at Kamakoa Nui.
• Processed four Affordable Housing Agreements.
• Completed negotiation of a property management contract for the Homes of Ulu Wini
Multifamily Housing and Kula`imano Elderly Housing projects and began the process
to advertise for a property management firm for `Ouli `Ekahi housing site.
• Completed ground lease monitoring at ten County supported affordable housing sites.
• Provided 37 Fair Housing trainings island wide via WEBEX/ZOOM and recruited
171 new landlords to receive training on the Fair Housing Act.
• Assisted 46 clients with Fair Housing inquires/issues.
• Received over 2,000 clients who pursued information and resources located on the
Fair Housing web page.
402
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Highlights (continued)
Community Engagement Division
Homeless
• Worked with the Department of Public Works to complete renovation projects at the
Keolahou Assessment Center and Emergency Shelter located at 34 Rainbow Drive,
Hilo.
• In partnership with a community-based organization, secured funding to support the
continued operation of the temporary emergency shelters at Ka Lamaku in West
Hawai`i and Hale Hanakahi in East Hawai`i.
• Coordinated Entry System—worked with homeless services providers, as required by
federal and state homeless program funders, to ensure connectivity of those
experiencing homelessness or are at-risk of homelessness to appropriate housing
opportunities.
Financial Empowerment Center
• Secured two-year funding from the Cities for Financial Empowerment(CFE) Fund to
support the implementation of the Financial Empowerment Fund.
• In October 2021 and in partnership with CFE Fund, Hawai`i Community Foundation,
Hawaiian Community Assets and Hawai`i First Federal Credit Union, launched the
Financial Empowerment Centers.
• Secured partnerships with ten committed referral partners.
Community Engagement
• Implemented Phase 1 of the Emergency Rent Assistance program.
• Implemented the Landlord/Tenant Mediation program.
• Implemented the Homeowner Assistance Fund program.
Existing Housing Division
• Administered over 2,000 Housing Choice Vouchers and achieved 97.1%utilization
rate.
• Administered approximately 300 special purpose vouchers for Veterans, foster youth,
non-elderly disabled, and those experiencing or at-risk of homelessness.
• Family Self Sufficiency Program: 72 families participated in the program.
403
HOUSING
OFFICE OF HOUSING" & COMMUNITY
DEVELOPMENT
Program Highlights (continued)
• Homeownership Option Program: Eight participants participated in the program.
• Awarded 110 Project Based Vouchers through the July 2021 RFP selection to six
projects: E Komo Mai, Hale Ola 0 Mohouli, Hualalai Court,Kamakoa Nui
Workforce Housing, Kuakini Heights and Makolea Apartments.
• Executed HAP contract for Project Based Vouchers for Papa`aloa Elderly Housing.
• Initiated a Landlord Incentive Program for the Emergency Housing Voucher
Program.
Grants Management Division
The OHCD is currently in the 2023 CDBG funding process. Public hearings were
conducted and completed to solicit project proposals from government and non-profit
agencies. The OHCD anticipates receiving$2,600,000 in CDBG funds.
The OHCD executed a Grant Agreement with the U.S. Department of Housing and
Urban Development(HUD)for 2022 CDBG funding for$2,695,481 and is in the process
of completing the environmental reviews for its 2022 selected projects. In the past fiscal
year,the.CDBG funded projects that are in progress or have been completed include:
• West Hawai`i Certified Kitchen: Completed the design and construction;
• West Hawai`i Homeless Emergency Shelter: Completed the security fencing project;
• Boys and Girls Club of the Big Island: Initiated the construction of the gym
improvements and paving;
• Hale Maluhia Men's Shelter: Design and construction for the roof and ADA
improvements were 95% complete;
• Hale `Ohana Domestic Abuse Shelter Renovations: Design and construction were
90% complete;
• Kiheipua Family Shelter: Design and construction for the roof and kitchen
renovations were 95% complete;
• Kula`imano Elderly Housing Project Phase II: Construction of various improvements
were 95% complete; and
• West Hawai`i Domestic Abuse Shelter Renovations: Design and construction were
80% complete.
404
HOUSING
OFFICE OF HOUSING & COMMUNITY w_
DEVELOPMENT
Program Highlights (continued)
For the HOME Investment Partnerships Program(HOME),the OHCD:
• Provided rental assistance to 83 families on its Tenant-Based rental Assistance
Payments Program;
• Selected the Kaloko Heights Affordable Housing project to receive 2018 HOME
funds. The project is in the final stages of the environmental review process. The
project will provide 100 multi-family rental units; and
• Selected Habitat for Humanity Hawai`i Island to construct three Self-Help Houses in
the Puna area.
For the HOME Investment Partnership—American Rescue Plan Program(HOME-ARP),
the OHCD:
• Procured and selected one subrecipient to construct, rehabilitate rental housing or
affordable housing to be purchased for the required families or individuals for the
HOME-ARP Program.
For the National Housing Trust Fund (HTF) Program,the OHCD:
• Selected the Kaloko Heights Affordable project to receive 2018 funds for the
construction of the 100-unit multi-family rental housing project.
Program Measures
Community Development Division FY 2021-22 I FY 2022-23 FY 2023-24
Actual Budget Estimate
#of affordable housing agreements executed 4 _ 3 3
#of affordable housing projects provided assistance 31 25 25
#of for-rent affordable housing units constructed 0 50 200
#of for—sale affordable housing units constructed 0 10 0
#of housing—related studies completed 0 1 0
#of FH awareness videos translated to another
language completed 0 0 1 —
#of FH trainings for general audiences 37 15 15
#of FH trainings for non-/limited-English audiences+ 1 1 1
#of new landlords attending Fair Housing training+ 171 10 40
•
#of persons assisted with FH inquiries/issues 60
#of visitors to the County's dedicated Fair Housing 2,196 1,000 1,000
website
#of projects assisted with construction management 2 2 2
+Workshop now held virtually
405
•
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Measures (continued)
Community Engagement Division* FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
#of implemented safe parking site - 1 1
#of FEC committed referral partners - 20 5
#of FEC co-location sites - 1 1
#of learning circle workshops conducted - 10 0
#of committed referral partners added to Unite - 20 20
Hawai`i platform
*This table was previously identified as"Homelessness Branch"
Existing Housing Division FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Amt of funds Administered through the Housing $21,278,212 $22,500,000 23,000,000
Choice Voucher Program
Housing Choice Voucher Program:
%of funds utilized(total amount of rental assistance 97.1% 98% 98%
used as a percent of the budget authorized)
Tenant Based Rental Assistance Program:
%of funds utilized(total amount of rental assistance 69% 98% 98%
used as a percent of the budget authorized)
Section 8 Family Self-Sufficiency Program: 72 25 50
#of participants on contract with program
Section 8 Homeownership Program:
#of participants who purchased a home through the 7 5 5
program
406
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Measures (continued)
Grants Management Division FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
$of grant funds received for the County. Solicit CDBG$2,695,481 CDBG$2,600,000 CDBG$2,600,000
project proposal,review,rank,rate,make HOME$2,925,000 HOME$0 HOME$0
recommendations fora royal for grants and execute HOME-ARP
HOME-ARP$0 HOME ARP$0
PP $1,977,568
HTF$3,306,921 HTF$0
grant agreements WIOA** HTF$0 WIOA**
WIOA•*
Spend down CDBG funds to comply with HUD's <1 2 <1.5 <1.5
ratio of grant amount to balance by April
%of CDBG funds that will benefit persons earning
less than 80%of the median income as established by 100% 100% 100%
HUD
#of HOME-ARP rental or for-sale units for the
families or individual of the HOME-ARP qualifying N/A 6 6
populations
%of HOME funds that will benefit persons earning
less than 80%of the median income as established by 100% 100% 100%
HUD
%of HTF funds that will benefit persons earning less
than 30%of the median income as established by 100% 100% 100%
HUD
#of HUD projects administered/monitored 16 13 13
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Number of Positions 60 60 62
Salaries and Wages 3,265,282.32 3,570,884 4,175,053
Operations 42,201,257.48 36,344,159 37,018,066
Equipment 108,173.36 73,669 171,467
Program Total 45,574,713.16 39,988,712 41,364,586
407
HOUSING
KULA'IMANO ELDERLY HOUSING FUND
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations 402,589.89 505,375 530,385
Equipment • (729.99) 11,000 14,150
Program Total 401,859.90 516,375 544,535
•
•
•
408
HOUSING
O'ULI'EKAHI HOUSING FUND
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Request
Operations 336,238.86 430,553 405,434
Equipment - 9,000 9,000
Program Total 336,238.86 439,553 414,434
409
HOUSING
yNW OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Personnel Position Summary
FY 2021-22 FY 2022-23 FY 2023-24
Position Title Actual Budget Estimate
Housing Administrator 1 1 1
Assistant Housing Administrator 1 1 _ 1
_Account Clerk 2 3 3
Accountant I 1 1 1
Accountant II 3 3 4
Accountant IV 1 1 1
Clerk II 2 2 2
Clerk III 2 2 2
Housing&Community Dev Specialist I 2 1 -
Housing&Community Dev Specialist II 4 3 2
Housing&Community Dev Specialist III 7 9 11
Housing&Community Dev Specialist IV 8 8 8
Housing&Community Dev Specialist V 11 10 10
Housing&Community Dev Specialist VI 3 3 3
Housing&Community Development Technician II 3 3 3
_Housing Administrative Assistant 1 1 1
Housing Quality Standards Technician III 2 2 2
Private Secretary 1 1 1
Senior Account Clerk 2 2 2
Special Program Coordinator 1 1 1
Human Resources Technician II - - 1
Student Helper I 2 2 2
Total 60 60 62
,
410
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Miscellaneous
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Fringe Benefits
FICA 226,742.44 273,173 306,659
State Retirement System 732,452.11 857,012 962,069
Health Fund 385,991.29 464,215 521,121
Workers Comp 13,544.86 102,342 125,000
Total Fringe Benefits 1,358,730.70 1,696,742 1,914,849
Other Costs
Provision for Compensation Adjustments - 235,718 5,000
Kulaimano Repl Reserve Acct - - 21,176
`Ouli`Ekahi Housing Proj Repl Reserve Acct - 11,550 28,746
Ulu Wini Repl Reserve Acct - 29,000 29,000
Total Other Costs - 276,268 83,922
Total Miscellaneous 1,358,730.70 1,973,010 1,998,771
411
GEOTHERMAL
A E ' FUND
PLANNING
GEOTHERMAL ASSET FUND
Mission Statement
The Geothermal Asset Fund shall be funded by payments made by Puna Geothermal
Venture, a Hawai`i Partnership, its successors or assignees and the State of Hawai`i for
the purpose of compensating persons impacted by geothermal energy development
activities pursuant to the provisions incorporated in Geothermal Resource Permit No. 2.
Department Goals
The Planning Commission is authorized to direct the payment of money from the
Geothermal Asset Fund to claimant(s)whom the Planning Commission finds has been
adversely impacted by activities authorized or unauthorized by Geothermal Resource
Permit No. 2, issued by the County of Hawai`i, and to authorize payment for community
approved geothermal impact mitigation projects within the District of Puna.
Program Description
All Claims for release of monies from the Geothermal Asset fund will be presented to
and reviewed by a Profession Claims Adjuster,who will then present its findings and
recommendations to the Planning Commission. The Planning Commission will review
these findings and then render a decision.
Program Objectives
The Geothermal Asset Fund shall be administered in an efficient and responsible manner
complying with all applicable ordinances and rules.
Program Highlights
No new claims to the Geothermal Asset Fund were submitted in FY 2021-22.
Funding Source and Position Count
Geothermal Asset Fund $50,000 Geothermal Asset Fund
Grant Revenue - Grant Revenue/Other
Total Budget: $50,000 Total Number of Positions
412
PLANNING
GEOTHERMAL ASSET FUND
Program Measures
FY 2021-22 FY 2022-23 FY 2023-24
Actual Budget Estimate
Claims 0 1 1
Program Expenditures
FY 2021-22 FY 2022-23 FY 2023-24
• Actual Budget Request
Operations - 50,000 50,000
Program Total - 50,000 50,000
•
413