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HomeMy WebLinkAboutCOM 0135.001 2022-2024 "ht Mitchell D. Roth . •l ` ' Deanna S. Sako Mayor +: -.r : Director ••••.°i•"' Diane Nakagawa Deputy Director County of Hawaii Finance Department 25 Aupuni Street,Suite 2103 • Hilo,Hawai`i 96720 (808)961-8234 • Fax(808)961-8569 C:= Com. ti y.C'7' March 1, 2023 -` 74 a••• Heather Kimball, Council Chair and - , •, Members of the Hawai`i County Council Hawai`i County Council Lt../ 25 Aupuni Street — Hilo, Hawai`i 96720 The budget and program reviews for the County of Hawai`i's Departments and Agencies will begin on April 11, 2023. I am enclosing a booklet containing the reports entitled,Six Month Progress Report on Program Objectives for FY2022-23 and Final Status Report on Program Objectives for FY 2021-22. These reports provide information to the members of the County Council so they may evaluate our program accomplishments for the first six months of the current fiscal year and for the last fiscal year. Should you have any questions or need more information, please don't hesitate to call Ted Schrey, Budget Administrator at 961-8259. Thank you very much. Deanna S. Sako Director of Finance • APPROVED: • Mitchell D. Roth Mayor Enc. Comm. N©. 05' I Ref.To: (59€vCJ Hawai'i County is an Equal Opportunity Employer and ProviderRef. Date MAR 1 2023 COUNTY OF HAWAI ` I • *: 1/.,..:r. .* } '•,['ATE OF•4 Departmental & Agencies' SIX MONTH PROGRESS REPORT ON PROGRAM OBJECTIVES FOR FY 2022-23 and FINAL STATUS REPORT ON PROGRAM OBJECTIVES FOR FY 2021-22 Table of Contents Within each of the following departmental, agency, or fund section, contains the: • Six Month Progress Report on Program Objectives for FY 2022-23 (white pages) • Final Status Report on Program Objectives for FY 2021-22 (yellow-pages) 1. Aging 2. Civil Defense Agency 3. Corporation Counsel 4. County Auditor 5. County Council + County Clerk 6. County Physicians 7. Elderly Activities 8. Environmental Management 9. Finance 10. Fire 11. Human Resources 12. Information Technology 13. Liquor Control 14. Management 15. Miscellaneous Accounts 16. Parks & Recreation 17. Planning 18. Police 19. Prosecuting Attorney 20. Public Works 21. Research and Development 22. Highway Fund 23. General Excise Tax Fund 24. Sewer Fund 25. Short-Term Vacation Rental Enforcement Fund 26. Cemetery Fund 27. Bikeway Fund 28. Beautification Fund 29. Vehicle Disposal Fund 30. Solid Waste Fund 31. Golf Course Fund 32. Geothermal Relocation & Community Benefits Fund 33. Housing Fund 34., Geothermal Asset Fund AGING AGING AGING 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. The Aging and Disability Resource Center interacted with over 5,000 seniors, caregivers and disabled adults during the first six months of the fiscal year. A total number of 4,419 of interactions were through phone, office appointments and walk in interactions. Other interactions were through community outreach efforts where Aging Specialists met with targeting populations through community and housing programs. Aging Specialist provided information and assistance via Options Counseling, referrals, and resource awareness. • 1.2: Gather community input on Home and Community Based Services (HCBS) provided through Hawaii County Office of Aging (HCOA). The feedback gathered from the community will assist in determining if HCOA is building capacity and improving program quality. As part of HCOA's unmet needs and quality assurance process, upon discharge from HCBS, all clients and caregivers are surveyed or assessed to gather community feedback to determine whether we are meeting the unmet needs and maintaining quality of service among the consumers receiving services. HCOA staff recorded, analyzed, and reviewed each response. During the first six months,HCOA provided case management services to 315 consumers and caregivers with a 30-day waiting period and a waitlist of 30 to 40. Of the 315 served, 70% or 223 indicated that their needs were met, and the quality of service was satisfactory. • 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. For the first six months of FY 2022-23,HCOA has been unable to contract for the Better Choices,Better Health (BCBH) Coordinators position. HCOA anticipates that in the second half of the fiscal year a BCBH coordinator will be in place. Completion of a Lay Leadership training and recruitment workshop will occur in the second half of the fiscal year. Six Month Progress Report on Program Objectives for FY 2022-23 1 AGING AGING • 1 A: Support opportunities for older adults to enhance their cognitive and social skills and increase their awareness of the need to plan for future disasters. The Aging and Disability Resource Center conducted several face-to-face Person Centered Emergency Preparedness Trainings. Organized Trainings were conducted at the ADRC,Nutrition Program Sites, Senior Clubs and Activity Centers, and Alu Like across the Island. Locations of trainings included Na'alehu,Ka`u,Waimea,Kailua Kona,Pahoa, Ocean View, Mountain View,Volcano, and Hilo. All trainings were a success. During the period of July 1,2022—December 31,2022, over 300 seniors and disabled adults participated in the training. Training consisted of education and awareness, a started emergency Kit and a Person Centered Emergency Planning Workbook. 2. Develop and Maintain Partnerships: Building partnerships and alliances that will address the growing elderly population, and to develop a safety net for the aging population in Hawai`i. • 2.1: As the Area Agency on Aging,the Hawai`i County Office of Aging will be the one-stop access point for all aging and disability related issues through the continued development of partnerships between the aging net and the private non- profit networks. The ADRC continues to maintain and build relationships with the island's aging network. The ADRC maintains Memorandums of Agreements (MOA) with collaborative organizations and is currently updating and developing MOA's for 2023. MOA's include but not limited to; Public Health Nursing, Para Medicine Program,Alzheimer Association, Community First Hawaii, Coordinated Services for the Elderly,Nutrition Program,Hilo Medical Center, Queen's Hospital Waimea. The ADRC hosts a monthly task force meeting in Hilo and Kailua Kona with representation from many private and non-profit community organizations supporting our targeted populations. There are over 20 collaborative organizations participating in these sessions monthly. Six Month Progress Report on Program Objectives for FY 2022-23 2 AGING AGING 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. The ADRC continues to follow state and federal guidelines to maintain fully functional status of the Hawaii Island ADRC. • 3.2: Promote community awareness of the ADRC services and supports that are currently available. Efforts continue through the ADRC to create and maintain community awareness of ADRC and HCOA offerings. Community outreach to provide awareness has occurred at over 15 sites throughout the island during the past six months. In person community outreach has included senior housing sites, senior community centers and clubs,Adult Day Center, churches and community events. Online outreach has occurred with health centers,AARP events, hospitals, and other medical facilities such as Liberty Dialysis. The ADRC has provided promotional materials to partnering agencies such as the Park and Recreation's Elderly Affairs Division's drive through wellness fair and DOH's outreach project with Senior Housing. Outreach opportunities have provided in person connections to over 500 seniors and or caregivers in the past six months. In addition,the ADRC has maintained the distribution of the quarterly Silver Bulletin Newsletter. The Silver Bulletin has a quarterly distribution of 2,800 through mail or online receipt. The newsletter highlights HCOA and ADRC services as well as promotes awareness on a variety of topics benefiting targeted populations. The ADRC continues to provide a comprehensive resource directory through hard copy or online access. The ADRC completed an updated and revised version,of the Resource Directory in December 2022. During the first six months of the fiscal year,450 Resource Directories were distributed. Six Month Progress Report on Program Objectives for FY 2022-23 3 AGING AGING • • 3.3: Provide relevant person-centered information, assistance,referrals, and options counseling to consumers requesting services through the ADRC. CATEGORY 07/01/2022— 12/31/2022 Legal Aid Ref 295 Kupuna Care CM Ref 145 Kupuna Care PHN Ref 13 Option Counseling 388 Recorded Calls 4,419 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. Case Management: 315 consumers received case management services during the service period of 7/1/2022-12/31/2022. This accounted for 57% of projected goal of 550 FY 2022-23. Case managers ordered 11,064.50 units/ hours of HCBS services. See chart below: U T plicated#Sel ArcImatikWejsm. .. A.41:41.-, ei al�7n sr 50 Personal care 3,793.00 96 Homemaker 5,108.50 10 Chore 147.00 6 Adult Day Care 1,337.00 19 Assisted Transportation 679.00 • 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. During the first six months of the year,HCOA implemented three new caregiver contracts. HCOA reports that for the first six months 35 caregivers have received respite services, eight caregiver received training, and one group session of eight receiving counseling. HCOA is hoping to build on these numbers during the second half of the year as our service providers settle into their contracts. Six Month Progress Report on Program Objectives for FY 2022-23 4 • AGING AGING • 4.3: Ensure that during the year public and media activity conveys information to caregivers about service availability. During each resource directory update,HCOA uploads the revised edition to the HCOA/ADRC website. The HCOA resource directory is updated and revised minimally once every six months. 5. Equity of service: • 5.1 Encouraging a broad approach to ensuring the target populations of individuals with greatest economic and social needs are receiving services. Ensuring equity across all target populations in all aspects of service administration. The Office of Aging continues to maintain our disaster awareness tree. Discussions or concerns at contract monitoring sessions may include disaster preparedness, service impact, and service disruption. During these discussions each provider is assessed on pre-impact, impact, and post impact operations. The Executive on Aging is responsible through all phases to continuously communicate and coordinate with the State Executive Office on Aging(EOA) on disaster funding that will flow to the aging network through the Older Americans Act. Special Note: Contracts to the Elderly Activities Division,Department of Parks &Recreation. Elderly Activities Division provides the following contracted services and reflects them in its own program objectives. HCOA deposits these funds directly into Elderly Activities Division respective program accounts. • Congregate Meals • Home-Delivered Meals • Nutrition Education • Outreach • Transportation • Homemaker Six Month Progress Report on Program Objectives for FY 2022-23 5 AGING COMMITTEE ON PEOPLE WITH DISABILITIES 1. Continue to advise administration on issues facing people with disabilities. 2. Work with community to help improve education and public awareness: 3. Continue to improve accessibility of County facilities and programs for people with disabilities. The Committee on Peoplevwith Disabilities functions at the discretion of the Mayor. To date, the Mayor has not convened this Committee. Six Month Progress Report on Program Objectives for FY 2022-23 6 AGING �� � AGING 1. Age Well: Maximizing opportunities for older adults to age well,remain active, and enjoy quality lives while engaging in their communities. • 1.1: Engage with the community through outreach, information and assistance and utilization of the Aging&Disability Resource Center(ADRC)to keep seniors active and socially engaged. The ADRC continued with its regular practices of providing outreach, information and assistance to all clientele. ADRC employees maintained their regular work schedules and the ADRC was open for business on all scheduled operating days. The ADRC interacted with over 7,908 seniors, caregivers and peoplewith disabilities during the year. These interactions consisted of Options Counseling,Referrals to other resources and programs,information and awareness sharing. ADRC followed COVID-19 protocols to protect employees and clients while continuing to offer in person services when needed. The ADRC utilized CARES funds to provide mental wellness kits to help combat feelings of isolation and loneliness for at-risk, homebound seniors. The goal was to provide homebound seniors with a wellness kit full of activities and educational material to help combat feelings of isolation, boredom, and depression. The distribution of the kits also provided a way for social connection and check-in from the distributing party. 300 kits were distributed in August and September. A post distribution questionnaire revealed: ■ 98.7 % of recipients enjoyed the wellness kit. • 97.5 % felt the kit provided some entertainment for them to enjoy in their home. • 92% shared it helped them feel less isolated. • 93 % shared it helped them feel less lonely. In April 2022,600 Emergency preparedness kit items and workbooks were ordered. ADRC started actively presenting Person Centered Emergency Training in May 2022 in person. By the end of June 2022, 80 participants completed the training. The ADRC remained up to date on new and continued programs, resources, support groups and shared the resources with interested parties. ADRC continues,to enhance its resource library and has secured new materials to stay in line with senior education needs and topics. Final Status Report on Program Objectives for FY 2021-22 1 AGING AGING The ADRC participated in collaborative events hosted by senior care providers and County departments. These events have increase ADRC's opportunity to promote its mission, and increase connection with the community. • 1.2: Gather community input on the congregate meal program and ways to maintain senior interest at each congregate meal site, and assess community needs. During the COVID-19 Emergency Proclamation period that began March 2020, our contracted service provider the Hawaii County Nutrition Program (HCNP)worked diligently in pivoting from providing five hot/cold meals served per week at 17 congregate sites throughout the island to delivering packages of five frozen meals to each participant's home every week. HCNP also offered Grab-N-Go services as well. HCNP provided health and nutritional information along with activities and games with the meals to help their participants cope with the isolation caused by the pandemic restrictions on social gatherings. All congregate meal participants were contacted to gauge their interest in returning to in-person services, and to gather feedback from the community on how best to serve them. Generally, participants looked forward to returning to the congregate meal sites when it is safe to do so, but some felt apprehensive with COVID-19 being the main concern. Progress in meeting FY 2021-22 program objectives was been challenging amidst the on-going COVID-19 pandemic, and other operational issues. Demand for congregate services dropped by over 50% after delivery of frozen meals to the homes of congregate meal participants ended. From January through June 2022, the congregate nutrition program met 53% of the FY 2021-22 unduplicated persons served goal and 33% of the units served objective. Congregate sites re-opened in January 2022 to a mixed response in participation. Overall attendance has been much lower than anticipated as COVID-19 continues to be a threat to vulnerable populations,most notably seniors. Although when surveyed, the nutrition program participants responded favorably to attending the sites after re-opening, the actual attendance has been low. It appears that in theory the seniors wanted to return to congregate dining,yet in reality they are still very concerned about COVID-19 health and safety issues when attending a congregate setting. Final Status Report on Program Objectives for FY 2021-22 2 AGING AGING Over half of the nutrition site facilities have been shut down or relocated for various reasons. State-run facilities,which housed several congregate meal sites have restricted access to the sites due to COVID-19 lockdown of the facilities. The nutrition program has tried to relocate the service to alternate sites where available,yet participation still remains low as relocating presents a challenge to those living in elderly housing projects with limited mobility and/or access to transportation. Other sites have been closed for renovations for extended periods of time. The Papa'aloa site will not be re- opening anytime soon due to the condition of facility being deemed beyond repair. One of the sites with historically high participation rates,Aunty Sally Kaleohano's Luau Hale in Hilo has been unavailable for use by the Nutrition Program due to Civil Defense occupation of the facility. The Hilo site has been using three alternative locations throughout the week which is challenging for seniors wanting to attend the meal program. The Hawaiian Ocean View Estate (HOVE) site is scheduled to re-open in July after being closed due to lease issues. The program is reaching out to underserved areas in South Kona by providing transportation and meals twice a month for the residents of Miloli`i. • 1.3: Ensure that the Better Choices, Better Health Programs are available to older adults throughout Hawai`i County,which includes training of Lay Leaders. During the pandemic this program transitioned to a telephone tool kit for active living. One leader training was conducted for the launch of virtual programing to ensure the continuation of services. Multiple telephone kit classes were completed during this period, and one face-to-face class was completed. Fourteen individuals were provided healthy aging training. Two Lay Leaders completed a virtual training this year to satisfy the requirements of their licensure. • 1.4: Support opportunities for older adults to enhance their employment skills. HCOA remains a host agency for the Senior Training and Employment Program, and refers eligible participants to the program which is now administered by the State of Hawaii Department of Labor& Industrial Relations. Final Status Report on Program Objectives for FY 2021-22 3 AGING AGING 2. Develop and Maintain Partnerships: Building partnerships and alliances that will address the growing elderly population, and to develop a safety net for Hawai`i's aging population. • 2.1: As the Area Agency on Aging,the Hawai`i County Office of Aging will be the one-stop access point for all aging and disability related issues through the continued development of partnerships between the aging net and the private non- profit networks. The ADRC maintained relationships with local non-profits agencies that benefit our senior and disabled population. ADRC enhanced its connections with Hope Services, Community First, SHIP,SMP and the Financial Empowerment Center. Presentations from the listed organizations were shared with the Aging and Disability Resource Center employees along with materials and tips for the Aging Specialists to share with clients as appropriate. The ADRC focused on making new connections with Hawaiian focused organizations, and organizations that support adults with disabilities. These include Alu Like,Arc of Hilo,Arc of Kona and Full Life. Hawaii Island ADRC is growing its Task Force from West Hawaii to East Hawaii. Inquiries of interest were sent out in June to 15 local organizations connected to senior needs and resources. Response was favorable and the first meeting were set for the first quarter of the new fiscal year. The ADRC remains actively involved in the No Wrong Door(NWD) system through attendance at all NWD meetings, and regular use and follow-up of the NWD referral portal. 3. Enhance the ADRC: Participate in the statewide ADRC system for older adults and their families to access and receive Long-Term Support Services (LTSS). • 3.1: Maintain"fully functioning status" of the Hawai`i County ADRC as required by the State Executive Office on Aging. The ADRC remained open and functioning through the rise of the Delta and Omicron COVID-19 variants. All ADRC operations were modified and remained fully functional under COVID-19 protocols. Consumer satisfaction surveys showed the following for the first six months of the year: Final Status Report on Program Objectives for FY 2021-22 4 AGING AGING • 95% strongly agreed/agreed that their experience with the ADRC was professional and respectful. • 95% strongly agreed/agreed that their specialist actively listened, understood and responded appropriately to the caller's need. • 100% stated the Aging and Disabilities Specialist(ADS)was knowledgeable about services and resources to assist the caller. • 95% strongly agreed/agreed that the ADS explained things in a way that the caller could understand. • 97.4% felt the ADRC helped connect them to beneficial resources/services • 100% would recommend the ADRC to family and friends. The surveys showed the following for the 2°'part of the year: • 96% strongly agreed/agreed that their experience with the ADRC was professional and respectful. • 91% strongly agreed/agreed that the ADS actively listened,understood and responded appropriately to the caller's needs. • 89% stated the ADS was knowledgeable about services and resources to assist the caller. • 93% strongly agreed/agreed that the ADS explained things in a way that the caller could understand. • 96% felt the ADRC helped connect them to beneficial resources/services. • 91%would recommend the ADRC to family and friends. • 3.2: Promote community awareness of the ADRC of services and supports currently available. The ADRC staff provided six presentations to medical entities and local nonprofits during the first half of the year. In the last six months of the year, ADRC staff did ten presentations to organizations and senior groups/clubs. These presentations highlighted the services provided by the ADRC, and outlined ways which consumers could connect to those services. The ADRC Kona office continues to host a monthly Community Task Force session which includes collaboration with Kona Community Hospital,Public Health Nurses, Coordinated Services for the Elderly, and Hawai`i Fire Department Para medicine program. The purpose of this Task Force is to Final Status Report on Program Objectives for FY 2021-22 5 • AGING AGING share resources and opportunities that benefit the aging and disabled population. ADRC hosted five meetings since 07/01/2021. The ADRC produced and delivered a total of 2,720 Silver Bulletin Senior Newsletters each quarter. In total, 10,888 newsletters were mailed. The newsletters included information about ADRC services,tips to help with isolation/loneliness, activities,informational material to help prevent falls, and fraud and information about community resources and services. • 3.3: Provide relevant person-centered information, assistance,referrals, and options counseling to consumers requesting services through the ADRC. ADRC provided person centered services which resulted in the following: Category July 1,2021—December 31,2021 January 1,2022—June 30,2022 Yearly Total Legal Aid Referral 250 289 539 Kupuna Care CM Referral 209 167 376 Kupuna Care PHN Ref 31 33 64 Option Counseling 388 592 980 Recorded Calls 3465 4443 7908 4. Live with Dignity: Enabling older adults and people with disabilities to live within the community with dignity through home and community-based services. • 4.1: Provide effective home-based services via case management. Through Kupuna Care Case Management program,HCOA provided 483 consumers with 9,005 hours of case management services to older individuals. HCOA's contracted case management service providers, assisted consumers with accessing and coordinating service care through a person-centered planning process. The primary function of the person-centered process is to provide a systematic approach to achieve quality outcomes through the inclusive use of cultural beliefs and values when building the consumers care plan. Case Managers ordered a spectrum of Home and Community Based Services (HCBS),totaling over 14,414 units of service. Final Status Report on Program Objectives for FY 2021-22 6 AGING AGING KUPUNA CARE SERVICES Service Consumers Served Units of Service Personal care 101 8,125 hours Homemaker 168 10,950 hours Chore 15 366 hours Assisted transportation 41 2,043 one way trips Adult Day Care 20 4,371 hours FAMILY CAREGIVER SUPPORT PROGRAM SERVICES Service Consumers Served Units of Service Counseling 14 32 sessions Training 3 3 sessions Respite 84 9,659 hours Supplemental Services 25 347 request Information Services 530 12 issues • 4.2: Provide active support for family caregivers through training, annual conferences, respite, counseling, and informational materials. HCOA continues to provide Caregiver Services to caregivers through Title IIIe of the Older Americans Act, and the Kupuna Care Caregiver Program funded by the State of Hawaii. ADRC referrals are sent to case managers, who then arrange and schedule an in-home assessment. Utilizing the Caregiver Assessment/Burden scale tool,the appropriate services are determined to meet the caregiver's needs. Caregivers are reassessed at six- month intervals, or upon discharge from the Kupuna Care Caregivers Program. HCOA provided 135 caregivers,with 9,907 units of caregiver services, and maintained a monthly caregiver newsletter to 530 caregivers. • 4.3: Ensure that during each year of the planning cycle that the resource directory will be updated and available on the HCOA/ADRC website. Approximately 1,000 copies of the Senior Service Directory have been distributed since July 2021. The ADRC staff updated the contents in November 2021, and again in March 2022. The most recent version is always available online and hardcopies are available for pick-up or can be mailed. Final Status Report on Program Objectives for FY 2021-22 7 AGING AGING • 5. Disaster Preparedness: • 5.1: Initiate dialogue with contracted service providers in assessing their role, availability, and resource needs before, during, and after a disaster in providing services to older adults and people with disabilities. HCOA continues to communicate with our service providers to address the ' appropriate resource needs that need to be in place before, during, and after a disaster occurs. Staffing shortages on the part of our contracted service providers continue to negatively impact HCOA's ability to provide direct services to eligible older adults and caregivers. Staffing shortages during times of emergencies dramatically increases the ability to reach and deliver services to our consumers. HCOA continues to work with our service providers,Department of Labor, and State Legislators to address workforce capacity issues. • Final Status Report on Program Objectives for FY 2021-22 8 AGING COMMITTEE ON PEOPLE WITH DISABILITIES 1. Continue to advise administration on issues facing people with disabilities. 2. Work with community to help improve education and public awareness. 3. Continue to improve accessibility of County facilities and programs for people with disabilities. The Committee on People Disabilities is formed at the discretion of the Mayor. To date,this Committee has not been formed. Final Status Report on Program Objectives for FY 2021-22 9 This page intentionally left blank CML DEFENSE AGIE\NCY CIVIL DEFENSE AGENCY CIVIL DEFENSE 1. Review and update the Hawai`i County Emergency Operations Plan. In Progress; 50% complete. The Comprehensive Emergency Management Plan is in second draft. 2. Assist County organizations in revising their Continuity of Operations Plans (COOP). In Progress; 10% complete. Two staff members completed training prerequisites and are scheduled for training in April 2023. 3. Continue Project 360 in coordination with the Citizen's Corps Council. This outreach effort will refer to the acronym"ICE"that highlights the tenets of Integration, Communication/Coordination, and Empowerment. The intent is to create resilient ; communities through individual preparedness and where practical a community response plan. In Progress; 25% complete. The Community Emergency Response Teams (CERT) have remained active by providing manpower to support community engagement in the communities most at risk to a Mauna Loa eruption and by providing support during the Mauna Loa eruption. The CERT Leadership Team created a CERT skills Manual as a guide to support recertification of the 71 CERT skills. The Facilitator/Coach training and certification session for 11 CERT trainers was postponed due to the Mauna Loa Eruption response. The training is rescheduled for January 2023. Eighty current and future CERT members have completed the online training for recertification and are eligible to take the practical application/certification, also scheduled for January 2023. New equipment required to support the certification classes have been acquired. 4. Provide Public Information and Warning: a. Mass notification for non-emergency all-hazards incidents via mass notification system and commercial radio. In Progress; 100% complete. The contract for Everbridge mass notification system is complete. The system is fully operational. The Civil Defense Agency sent messages for 49 separate incidents ranging from arterial road closures to the Mauna Loa eruption. Six Month Progress Report on Program Objectives for FY 2022-23 1 CIVIL DEFENSE AGENCY CIVIL DEFENSE b. Mass notification for emergency all-hazards incidents via the Integrated Public Alert & Warning System(IPAWS). In Progress; 50% complete. The Hawaii Emergency Management Agency provides access via the Alert Sense mass notification system. The system is in place and refresher training for staff is yet to be scheduled. All Staff have completed the prerequisite training for IPAWS training. c. Social media platforms such as Facebook and Twitter. In Progress; 100% complete. All emergency messaging via the mass notification system is linked to the Hawaii County Civil Defense Agency's social media accounts. We expanded community outreach by using Facebook Live as a platform to provide the public with education and information on the most significant threats of living on Hawaii Island and on current events. d. Civil Defense information pages through ArcGIS platforms. In Progress; 50% complete. The Civil Defense Weather Page is currently in use and provides information on current weather conditions, road closures, and public facilities. Specific event pages are created for incidents such as the Mauna Loa eruption in November-December 2022. These pages are operational but have not been incorporated into a comprehensive public information plan. - 5.. Refine emergency management procedures and the information management process: a. Develop and disseminate a Common Operating Picture (COP) for all emergencies. In Progress; 75% complete. The dashboards available in the Esri ArcGIS platform continue to be used and refined to provide relevant information. This capability needs to be incorporated into a comprehensive information management plan. b. Reach National Incident Management System(NIMS) compliance for staff education requirements. In Progress; 83% complete. Most Administrative and Staff Officers have completed ICS training requirements and the state's requirement to complete the Emergency Management Institute's Professional Development Series. Six Month Progress Report on Program Objectives for FY 2022-23 2 CIVIL DEFENSE AGENCY CIVIL DEFENSE c. Transition the Emergency Operations Center (EOC) activation,preparedness, response, and recovery procedures to NIMS compliant procedures. In Progress; 25% complete. The Incident Action Plan was incorporated into the response operations for the Mauna Loa eruption and the December Kona Low. d. Conduct and facilitate preliminary damage assessments during emergencies and disasters. In Progress; 75% complete. The damage assessment process continues to be refined. The use of the Esri ArcGIS platform to record damage by location is fully operational. The products from ArcGIS to facilitate recovery must be refined. The use of Wads for data collection is one issue that must be addressed. Civil Defense has 40 Wads to deploy in damage assessment. The inputting of forms and connectivity have been addressed. The issue lies in administrative control over these devices that are used by multiple individuals over the course of an operation who make unauthorized changes to the access on the instruments. e. Inventory and track all local (Hawai`i Island) disaster response resources. In Progress; 50% complete. The Salamander system was used to track personnel during the Mauna Loa eruption and Kona Low responses. The intent for the next activation is to incorporate equipment use into the tracking. The Salamander system was also deployed on two occasions to provide accountability at shelters opened during incidents. Civil Defense has created five deployable Salamander system kits which include internet access through FirstNet to enable resource tracking across the island during jncidents. 6. Maintaining County of Hawai`i Land Mobile Radio (LMR)wireless network infrastructure. • In Progress; 50%complete. Civil Defense continues to improve the reliability of the LMR system through the replacement of an unserviceable tower structure at South Point and the addition of a tower in Ocean View Estates which were completed during this period. We have added maintenance contracts to regularly service the structures and equipment that support the radio system components. Security upgrades,maintenance, and repairs to the Kauna Point LMR site continue to occupy an inordinate amount of time but are showing some results. Six Month Progress Report on Program Objectives for FY 2022-23 3 CIVIL DEFENSE AGENCY �.w_..._.�.w._..__ CIVIL DEFENSE • Both the rebuild of the Puna Geothermal Venture LMR site and the tower remediation project are funded and awaiting contracts. 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. Utilize Homeland Security funds to revise EOC policies and procedures, enhance protection and prevention capabilities, and develop programs to integrate social media into our operations. In Progress; 60% complete. The solution and cost to address compromised load bearing concrete beams have been identified. We expect to fully complete the construction phase of this project, the sign-off phase of this project, and for Civil Defense and EOC operations to be fully moved back into the facility within the next 90 days. In the meantime, Civil Defense continues to operate out of the Keaukaha Military Reservation (KMR) and Aunty Sally's Luau Hale. 8. Execute the Integrated Preparedness Plan to develop capabilities and to achieve to meet staff qualification requirements and to improve operational coordination among County departments. In Progress; 10% complete. The drafted Integrated Preparedness Plan is complete and is being used to drive Civil Defense training requirements. The annual training cycle to develop, revise, and implement the Integrated Training Plan must be expanded beyond the Civil Defense Agency requirements to incorporate Civil Defense augmentees and other departmental tasks that support emergency response. Six Month Progress Report on Program Objectives for FY 2022-23 4 CIVIL DEFENSE AGENCY CIVIL DEFENSE �� w 1. Review and update the Hawai`i County Emergency Operations Plan. In progress; 50% complete. Federal Emergency Management Agency doctrine has changed. Civil Defense is now required to have a Comprehensive Emergency Management Plan (CEMP). This requirement change is reflected in the revised Chapter 7 to the County Code. This new required plan is significantly different from the previous Emergency Operations Plan (EOP) requirement which has reset our time schedule in completing the plan. A draft CEMP has been completed. The fmal is projected to be completed in December 2022. 2. Revise Chapter 7 of the County Code to define Civil Defense missions. In progress; 75% complete. Through coordination with the County Council and assigned Corporation Counsel the Chapter 7 revision was completed May 2022. Bill is scheduled to be introduced to committee on August 16,2022. 3. Assist County organizations in revising their Continuity of Operations Plans (COOP). In progress; 25% complete. Prerequisite training through independent study courses at the Emergency Management Institute have been completed by two staff members. Staff members are awaiting class dates at the Emergency Management Institute to complete COOP training requirements. 4. Implement Project 360 in coordination with the Citizen's Corps Council. This outreach effort will refer to the acronym"ICE"that highlights the tenets of Integration, Communication/Coordination, and Empowerment. The intent is to create resilient communities through individual preparedness and where practical a community response plan. In progress; 25% complete. This program has been in hiatus for much of the duration of COVID-19 response. To revitalize the program, Civil Defense adopted the University of Utah's Community Emergency Response Team (CERT)training program which allows most training to be completed online. More than 100 current and potential CERT members have completed the online training. Team building within the communities will resume in the next fiscal year. Final Status Report on Program Objectives for FY 2021-22 1 CIVIL DEFENSE AGENCY CIVIL DEFENSE 5. Conduct an annual review and assessment of Civil Defense public notification and warning systems to include but not limited to: a. The use of the mass notification systems to provide timely digital platform public information and outreach messaging with respect to the various types of hazards and threats experienced. 100% complete. The Everbridge mass notification platform continues to meet all expectations for reliability and timely message delivery. b. The expanded use of the mass notification system for other Departments in the County. 100% complete. All Departments that requested access to the Everbridge mass notification system have been granted access. Users have been assigned at the departments and training has been completed. c. The use of various social media and web-based platforms to post and disseminate emergency information. 100% complete. Civil Defense purchased a graphic design platform,to create content that complements Civil Defense mass notification. The created content is posted on Civil Defense social media sites Instagram,Facebook, and Twitter. d. Create an informational webpage to provide current weather and road conditions to the public. In progress; 90% complete. A publicly accessible weather conditions map was developed and activated. This map is available on the Civil Defense webpage. The map is automatically updated with National Weather Service products and is manually updated with current road conditions. The content and ability to interact with the map will continue to be modified based on feedback and assessments done after each incident. Final Status Report on Program Objectives for FY 2021-22 2 CIVIL DEFENSE AGENCY CIVIL DEFENSE 6. Conduct an annual assessment of all digital or electronic systems, software, and platforms used to: a. Maintain a Common Operating Picture (COP) for all emergencies. In progress; 75% complete. The COP has been developed in using the ArcGIS platform. The internal COP has been used for flooding and brush fire incidents. Further progress on COP development stopped due to the unavailability of resources for the project. b. Monitor and maintain situational awareness with emergency operations and incident management. In progress; 50% complete. Platforms for field units to provide real-time information into the EOC have been developed using ArcGIS products. Information gathering was tested by Hawaii County Fire Department's Ocean Safety personnel. Further development stopped due to the unavailability of resources for the project. The Salamander emergency management tool use has been expanded to include accountability for both equipment and personnel during activations. c. Facilitate, submit,track, and process requests for assistance(RFA's) and or requests for information(RFI's) during emergency operations and the activation of the Emergency Operation Center(EOC). Not started; 0% complete, due to the unavailability of resources. d. Conduct and facilitate preliminary damage assessments during emergencies and disasters. In progress; 66% complete. The damage assessment system is established and the equipment necessary for data collect have been acquired. Training for the primary data collectors will begin next fiscal year in coordination with the CERT training program. Final Status Report on Program Objectives for FY 2021-22 3 CIVIL DEFENSE AGENCY CIVIL DEFENSE e. Inventory and track all local (Hawai`i Island) disaster response resources. In progress; 75% complete. Civil Defense equipment and resources have been entered into the Salamander Database. Additional capacity has been purchased to allow additional County of Hawai`i resources to be added to the database. CERT Volunteers and County Personnel from Parks &Recreation were trained on the Salamander System in May 2022. Project will be complete when other departmental resources are loaded into the database. 7. Maintaining County of Hawai`i wireless radio network infrastructure. In progress; 75% complete. The new Land Mobile Radio (LMR) tower has been built in Ocean View. The Ocean View LMR site will be equipped and placed in operation in the next fiscal year. The replacement LMR tower at South Point has also been constructed. Transfer of antennas from the old tower is scheduled in the next fiscal year.. The multiprotocol label switching(MPLS) upgrade is completed and the fiber ring around the island is operational. The first microwave hop upgrades have been completed from Waimea Police Station to Kahua Ranch. The battery stack(back-up power) installation at all LMR sites is complete. 8. Continue to administer the Department of Homeland Security Grant Program for the County of Hawai`i as administered by the Hawai`i Emergency Management Agency and the State Department of Defense. Utilize Homeland Security funds to enhance the Emergency Operations Center(EOC), revise EOC policies and procedures, and develop programs to integrate social media into our operations. In progress; 50% complete. The new air conditioner(HVAC)has been installed and is operational. Construction of additional office space and conference room is complete. However, the renovation of the Hilo Emergency Operations Center (EOC)is delayed due to the discovery, during HVAC installation, of a compromised support beam. Renovation will resume when the design plans to address the compromised beam are completed. The electrical system upgrades are also delayed due to supply chain issues at several electrical component manufactures. In the meantime, Civil Defense continues to operate out of the Keaukaha Military Reservation (KMR) and Aunty Sally Kaleohano's Luau Hale. Final Status Report on Program Objectives for FY 2021-22 4 CIVIL DEFENSE AGENCY CIVIL DEFENSE 9. Execute the multi-year training and exercise program to develop capabilities and to improve operational coordination among County departments and State and Federal Agencies. Not started; 0% complete. FEMA has changed the Multi-year Training and Exercise program to the Integrated Preparedness Plan (IPP). We are addressing deficiencies with other plans required by FEMA that must be in place before an effective IPP can be prepared. 10. Reorganize the Civil Defense warehouse and bring the interior into OSHA compliance. Not started; 0% complete. The continued warehousing of COVID-19 supplies, COVID-19 test kits, and displaced equipment and records from the Hilo EOC is not conducive to warehouse reorganization. Project will begin when space requirements for EOC renovation and COVID-19 support are reduced or eliminated. Final Status Report on Program Objectives for FY 2021-22 5 This page intentionally left blank 3 CORPORATION COUNSEL CORPORATION COUNSEL LITIGATION DIVISION 1. Offer training opportunities to_each litigator at least twice a year,to provide them with tools to effectively represent the County and its employees. Litigators are receiving training. 2. Have at least monthly litigation meetings to review the status of cases,hear concerns and provide training and guidance. Litigators have been meeting at least once a month. 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. Pending lawsuits are being appropriately,monitored and settlement is only recommended when it is in the best interests of the County. 4. Highlight litigation division successes and achievements. The litigators obtained a favorable decision by the Ninth Circuit in County in Andrade v Cho,which alleged a lack of probable cause for a trespassing charge. The litigators also obtained dismissals in a number of lawsuits, including Shook v County,which alleged discrimination in the hiring process, and Roberson v County,which alleged a lack of enforcement by Public Works. Six Month Progress Report on Program Objectives for FY 2022-23 1 CORPORATION COUNSEL COUNSELING & DRAFTING DIVISION 1. Training Opportunities. Offer training opportunities to each counseling and drafting attorney at least twice a year so that they continue to sharpen their legal skills and stay abreast of important developments in the law. Twelve deputies attended a total of 32 trainings. 2. Review and approve documents. The Division will review and approve legal documents submitted by the various County departments and agencies promptly. This review will include a thorough analysis of potential exposure and liability. To the extent possible, 75% of legal documents shall be reviewed within seven business days. 1,260 documents were reviewed, of which 97.20%were reviewed within seven business days. 3. Review and comment. The Division will review and comment on documents submitted by the various County departments and agencies promptly. To the extent possible, 75% of requests shall be completed within 21 business days. 702 requests to review and comment on documents were received, of which 77.40% of them were completed within 21 business days. 4. Drafting documents and legislation. The Division will draft documents and legislation at the request of its County clients in a prompt manner. To the extent possible, 75% of requests shall be completed within 21 business days. Sixty-six documents were drafted, of which 74.20%were 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. 246 legal opinions were prepared, of which 88.20% were completed within 21 business days. Six Month Progress Report on Program Objectives for FY 2022-23 2 CORPORATION COUNSEL COUNSELING & DRAFTING DIVISION 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. Responded to 224 long term projects, of which 1.80%were completed within the time frame and 106 miscellaneous projects, of which 80.20%were completed within the time frame allotted. 7. Training for County Officers and Employees, and Board and Commission Members. The department(both litigators and counseling and drafting attorneys)will provide training for at least 500 County officers, employees, officials, and members of boards and commissions, on relevant requirements and changes in law. Each attorney will conduct at least two training sessions. Fourteen trainings were conducted, and a total.of 108 staff and board and commission members attended these trainings. 8. Risk Management/Mitigation. The Division will continue to work with their respective clients in risk management activities, in conjunction with the County's Risk Manager. The County's Risk Manager is routinely advised regarding proposed settlements and contracts perceived to carry unusual risk. In addition, Corporation Counsel routinely meets with the County's Risk Manager. • Six Month Progress Report on Program Objectives for FY 2022-23 3 CORPORATION COUNSEL BOARD OF ETHICS 1. Review all requests for opinions in a prompt manner. The deputy assigned to the Board of Ethics routinely responds to Board of Ethics requests, prepares for, and attends meetings. The amount of work is absorbed into the statistics of the Counseling&Drafting Division. During the period of July 01,2022 to December 31,2022,the Board received four new petitions and five informal advisory opinion requests. In this time period,the following have occurred: A decision was rendered on four petitions which were received during the period July 01, 2022 to December 31,2022. Decisions were rendered on two informal advisory opinions, received during the period July 01,2022 to December 31,2022. Two requests for informal advisory opinion will be reviewed during the next period. A decision was rendered in one petition that was filed during the period January 01,2022 to June 30,2022. No decision was rendered in either of the informal advisory opinions received during the period January 01,2022 to June 30,2022, due to two requests being withdrawn. There were no investigations or investigative hearings held during this period. Six Month Progress Report on Program Objectives for FY 2022-23 4 CORPORATION COUNSEL LITIGATION DIVISION 1. Offer training opportunities to each litigator at least twice a year,to provide them with tools to effectively represent the County and its employees. Lawyers are required to obtain three hours of annual Continuing Legal Education to maintain their licenses. Each lawyer has met their requirements by self-selecting areas of interest and need. 2. Have at least monthly litigation meetings to review the status of cases,hear concerns and provide training and guidance. The Litigation Division met monthly. 3. Responsibly monitor pending lawsuits by recommending settlement only when quantifiable justifications exist. The Litigation Division appropriately monitored pending lawsuits and evaluated potential risk. Settlement was pursued when it was in the best interest of the County. Final Status Report on Program Objectives for FY 2021-22 1 CORPORATION COUNSEL COUNSELING & DRAFTING DIVISION 1. Training Opportunities. Offer training opportunities to each counseling and drafting attorney at least twice a year so that they continue to sharpen their legal skills and stay abreast of important developments in the law. Lawyers are required to obtain three hours of annual Continuing Legal Education ("CLE")to maintain their licenses. Each lawyer has met their requirements by self-selecting areas of interest and need. In addition, our office had a subscription to the International Municipal Lawyers Association that provides CLE opportunities throughout the year. Next year's proposed budget increases training in recognition of training as a priority. Counseling& Drafting(C&D) deputies are tasked with providing training to departments,boards, and commissions. As a result,they have regularly provided trainings to County officers and employees. We believe additional training opportunities will not only increase the skill level of our deputies but also the available resources to departments, boards, and commissions. 2. Review and approve documents. The Division will review and approve legal documents submitted by the various County departments and agencies promptly. This review will include a thorough analysis of potential exposure and liability. To the extent possible, 75% of legal documents shall be reviewed within seven business days. 1,876 documents were reviewed, of which 97.30%were reviewed within seven business days. 3. Review and comment. The Division will review and comment on documents submitted by the various County departments and agencies promptly. To the extent possible, 75% of requests shall be completed within 21 business days. 1,171 requests to review and comment on documents were received, of which 77.70% of them were completed within 21 business days. 4. Drafting documents and legislation. The Division will draft documents and legislation at the request of its County clients in a prompt manner. To the extent possible, 75% of requests shall be completed within 21 business days. 116 documents were drafted, of which 79.30%were completed within 21 business days. Final Status Report on Program Objectives for FY 2021-22 2 CORPORATION COUNSEL COUNSELING & DRAFTING DIVISION 5. Legal Opinions. The Division will thoroughly research and draft legal opinions for its County clients in a prompt manner. To the extent possible, 75% of requests shall be completed within 21 business days. 318 legal opinions were prepared, of which 75.80%were completed within 21 business days. 6. Miscellaneous Requests for Legal Assistance, including Long-term Projects. The Division will respond to departmental and agency requests for legal service that may not involve a formal written response or extensive legal research. These miscellaneous requests may also include long-term projects, which are time-and resource-consuming. For requests not requiring a formal written response or extensive research,to the extent possible, 50% of all requests shall be completed within 21 business days. For long-term projects,to the extent possible, requests shall be completed within the time frame allocated for the project. Responded to 300 long term projects. Responded to 105 miscellaneous projects, of which 92.40% were completed within 21 business days. 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. Training has been provided to 371 County officers, employees, officials and members of boards and commissions. 8. Risk Management/Mitigation. The Division will continue to work with their respective clients in risk management activities, in conjunction with the County's Risk Manager. The County's Risk Manager was routinely advised regarding proposed settlements and contracts perceived to carry unusual risk. In addition, Corporation Counsel routinely met with the County's Risk Manager. Final Status Report on Program Objectives for FY 2021-22 3 CORPORATION COUNSEL BOARD OF ETHICS 1. Review all requests for opinions in a prompt manner. The deputy assigned to the Board of Ethics routinely responds to Board of Ethics requests,prepares for and attends meetings. The amount of work is absorbed into the statistics of the C&D Division. During the period of July 01,2021 to June 30,2022, the Board received eight new petitions and thirteen informal advisory opinion requests. During this time period,the following have occurred: Decisions were rendered on seven petitions which were received during the period July 01,2021 to June 30,2022. Decisions were rendered on nine informal advisory opinions received during the period July 01,2021 to June 30,2022. One petition received during the period July 01,2021 to June 30,2022 will be reviewed during the next period. Three decisions were rendered in three petitions that were filed during the period January 01,2021 to June 30,2022. Four requests for informal advisory opinions were subsequently withdrawn during the period July 01,2021 to June 30,2022. There were no investigations or investigative hearings held during this period. Final Status Report on Program Objectives for FY 2021-22 4 COUNTY AUDITOR COUNTY AUDITOR COUNTY AUDITOR 1. To procure an independent certified public accountant to conduct an annual post-audit of the County's accounts and financial transactions (Hawai`i County Charter §10-13). The Office of the County Auditor(OCA) has completed this objective and initiated a Request for Proposal(RFP) to conduct audits of accounts and other evidences of financial transactions of the County of Hawaii for Fiscal Years 2023 -2028. 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, an executive agency, or program, which is supported, in whole or in part, by County funds (Hawai`i County Charter §3-18). The Office of the County Auditor has completed this objective. Following a County-wide risk assessment, an Annual Audit Plan was compiled and presented to the County Council on July 19,2022, and transmitted to the Office of the County Clerk and the Mayor. 3. To conduct or cause to be conducted performance and/or financial audits of County agencies, programs, and/or operations in accordance with the annual audit plan, or as determined necessary by the County Auditor(Hawai`i County Charter §3-18). The Office of the County Auditor continues to meet this program metric through its ongoing activities. Our office completed the following engagements during the period under review: • Mass Transit Agency—Cash Handling Follow-up Audit Report No.2022- 03,August 9,2022 • Department of Water Supply—Cash Handling Follow-up Audit Report No.2022-04, September 2,2022 • • Real Property Tax Division—Revenue Cycle Management Audit Report No. 2022-05,September 14,2022 • Department of Water Supply—Contingency Plans Follow-up Audit Report No. 2022-06, October 20,2022 Additionally,we have engaged with the following departments: • Office of Housing and Community Development—Affordable Housing Credits • Department of Public Works - Contracts, Change Orders, and Supplements • Department of Information Technology—Helpdesk Audit Six Month Progress Report on Program Objectives for FY 2022-23 1 COUNTY AUDITOR COUNTY AUDITOR To further improve government accountability and ensure audit recommendations are implemented or resolved,we will continuously monitor the status of recommendations using our remediation.tracker. To view the department's status, visit: https://www.hawaiicounty.gov/our-county/legislative/office-of-the-county- auditor. 4. To conduct or cause to be conducted follow-up performance and/or financial reviews of audited entities in accordance with the annual audit plan, or as determined necessary by the County Auditor(Hawai`i County Charter §3-18). The office monitors contract(RFP#3544)with its independent external auditor, N&K CPAs,Inc. 5. To conduct or cause to be conducted special studies or projects to ensure openness and accountability in the expenditure of public funds. The office continues to monitor Purchasing Card (pCard)transactions. 6. Investigations of reports of fraud, waste, or abuse within county operations when the county auditor determines that the allegation of fraud, waste, or abuse warrants investigation. The county auditor may provide findings and recommendations to the appropriate county official or officials after completing the investigation. The Office of the County Auditor has met this objective. OCA gained authority to conduct investigations of fraud,waste, or abuse within county operations by a 2022 charter amendment approved by a majority vote of Hawaii County citizens. Between July 1,2022, and December 31,2022, OCA fielded 18 complaints. Jurisdictional: 8 Non-Jurisdiction: 10 Six Month Progress Report on Program Objectives for FY 2022-23 2 COUNTY AUDITOR COUNTY AUDITOR Dispositions included: • Assisted: 2 • County, but not fraud,waste, or abuse: 5 • Declined: 2 • In process: 1 • Memo issued to department head and those charged with governance: 2 • Referred to department for internal investigation: 1 • Unsubstantiated: 2 • Unrelated to the County: 3 (Included in non-jurisdiction count) Six Month Progress Report on Program Objectives for FY 2022-23 3 This page intentionally left blank COUNTY AUDITOR COUNTY AUDITOR 1. To procure an independent certified public accountant to conduct an annual post-audit of the County's accounts and financial transactions (Hawai`i County Charter §10-13). The Office of the County Auditor has completed this objective. Utilizing Professional Service on contract (RFP#3544) N&K CPA is contracted with the County of Hawaii to conduct the Annual Comprehensive and Single Audit currently in year five of a five-year contract. The contractual obligation for these services is $ 237,000 per year and $10,500 for each additional program that it is required to review. 2. To file an annual audit plan with the Council based on a County-wide risk assessment of funds,programs, services, and operations of any County agency, executive agency, or program, which is supported, in whole or in part,by County funds (Hawai`i County Charter §3-18). The Office of the County Auditor has completed this objective. Following a County-wide risk assessment, an annual audit plan was compiled and presented to the Office of the County Clerk, County Council, and the Mayor's office to meet its charter requirements. 3. To conduct or cause to be conducted performance and/or financial audits of County agencies,programs, and/or operations in accordance with the annual audit plan, or as determined necessary by the County Auditor(Hawai`i County Charter §3-18). The Office of the County Auditor has partially completed this objective. The Office has administered and continues to monitor progress of the Annual Comprehensive and Single Audit. Progress on the annual audit plan is as follows: • Department of Public Works contracts, change orders and supplements -In progress, expected completion, October/November 2022. • Fire Department performance audit—Completed,March 2022. • Real Property Tax Division delinquent collections—In progress, expected completion, September 2022. • Mass Transit follow up on cash handling-In progress, expected completion, August 2022. • Human Resources Department follow up on hiring practices - Completed, February 2022. Final Status Report on Program Objectives for FY 2021-22 1 COUNTY AUDITOR COUNTY AUDITOR • County-wide inventory—Removed from the plan. • Department of Water Supply cash handling—In progress, expected completion, September 2022. • Department of Water Supply contingency plans—In progress, expected completion,November 2022. 4. To conduct or cause to be conducted special studies or projects to ensure openness and accountability in the expenditure of public funds. None are applicable in the current review period. Final Status Report on Program Objectives for FY 2021-22 2 COUNTY COUNCIL + COUNTY CLERK COUNTY COUNCIL/CLERK COUNCIL/CLERK Council Services Section 1. Fulfill legal notice requirements for all Council and Committee meetings, including preparation of meeting agendas and posting and publication of meeting notices. Legal notice requirements were met for 11 Council meetings and 52 Committee meetings. 2. Facilitate videoconferencing services to allow participation by officials and members of the public during all Council and Committee meetings. Courtesy sites reopened in Kona,Pahoa, and Waimea, allowing for in-person participation. Video participation was still available for anyone wishing to testify or required to participate in the Council or Committee meetings. 3. Operate and maintain live streaming equipment and functions during all Council and Committee meetings. All Council and Committee meetings were live streamed, and equipment was tested prior to each meeting. 4. Make Council and Committee meeting video archives available online within a reasonable time after the meetings. All Council and Committee meeting video archives were made available online within two days after the meetings. 5. Make available online each bill and resolution received for consideration by the Council or its Committees within a reasonable length of time. In the first half of the fiscal year, 81 bills and 188 resolutions were made available online. 6. Provide final votes on Council and Committee agenda items within a reasonable length of time after the meetings. Final votes on Council and Committee agenda items were provided within two days after the meetings. Six Month Progress Report on Program Objectives for FY 2022-23 1 COUNTY COUNCIL/CLERK COUNCIL/CLERK 7. Prepare Council and Committee meeting transcripts within the timeframe required by law. Council Services completed minutes for 11 Council meetings and 52 Committee meetings within the timeframe required by Hawaii Revised Statutes §92-7. 8. Process and prepare adopted resolutions and ordinances for inclusion in the public archives of the Council within a reasonable length of time after the meetings. Council Services processed 157 adopted resolutions and 56 ordinances for placement on the public record and distribution to affected parties. 9. Seek new and innovative ways to improve efficiency in the legislative document workflow and meeting processes. A Notice to Proceed has been issued to streamline Council Services' legislative document workflow in creating agendas and move towards an electronic Committee and Council board. Support Services Division 1. Process all documents submitted by departments for reproduction within two business days, unless the job requested is extremely large. Support Services reproduced 837,796 black and white copies and 178,762 color copies. 2. Process all pieces of outgoing postal and interdepartmental mail collected from departments or received by departments no later than 2:30 p.m. on the same business day. Support Services posted/mailed 149,568 pieces of mail. Legislative Research Branch 1. Complete review and preparation of all amendments and subsequent drafts of the Operating and Capital Budgets within established deadlines. The budget review for FY 2023-24 will begin in the second half of the fiscal year in March 2023, and the budgets cannot be amended until May. Six Month Progress Report on Program Objectives for FY 2022-23 2 COUNTY COUNCIL/CLERK COUNCIL/CLERK__� 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. LRB reviewed 28 bills, 145 resolutions, and 84 proposed amendments to legislation on Council and Committee agendas. All reviews were completed in a timely manner based on the content and complexity of the legislation. 3. Provide research assistance to the Clerk and Council, as requested and time permitting,relating to substantive as well as procedural matters. In the first half of the fiscal year,no research assignments were requested by the Clerk or Council related to proposed legislation or other matters. 4. Provide support to the administration, as requested and time permitting, with drafting, analysis, and research assistance. LRB assisted the administration with drafting an extensive revision to the Fire Code. 5. Revise and supplement the County Code pursuant to section 2-153. Update the Council- Clerk's website to include revisions and prepare semi-annual supplements to the County Code for distribution within eight weeks of receipt of final adopted ordinances. The Hawaii County Code was updated three times on the Council-Clerk's website. Supplement 12 was published and distributed in July 2022 and included all ordinances that took effect through June 30,2022. Supplement 13 will be published and distributed in January 2023,which will include ordinances that took effect through December 31,2022. 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. The Council-Clerk's website was updated to include: 1) the new Council Rules of Procedure and Organization for Council term 2022-2024; and 2)the Hawai`i County Charter that was revised to include the three amendments approved by the voters in the General Election on November 8,2022. Six Month Progress Report on Program Objectives for FY 2022-23 3 COUNTY COUNCIL/CLERK COUNCIL/CLERK 7. Draft ballot questions during an election year for any proposed amendments to the Hawai`i County Charter to be placed on the General Election ballot and update the Charter to incorporate any amendments passed by the voters. A total of three proposed amendments to the Hawaii County Charter were placed on the General Election ballot, and all three were approved by the voters on November 8,2022. LRB updated the Hawaii County Charter to include the amendments that passed and uploaded the 2022 edition to the Council-Clerk's website. In the second half of the fiscal year,270 copies will be printed for distribution. 8. Monitor the State Legislative Session, compile an extensive list of bills that are of significant interest to the County, and provide daily reports to the Council on all activity for those bills throughout the legislative session. Tracking of the State Legislative Session will begin in January,the second half of the fiscal year. 9. Conduct training classes for Council district staff on legislative drafting and budget procedures/amendments. LRB conducted five training classes on legislative drafting with seven more to be conducted in January. Training on budget procedures and amendments are typically held in February and/or March. 10. Prepare and distribute at least one informational brochure or other educational material relating to the legislative process. The LRB Legislative Drafting Manual was updated and reprinted for distribution to the district offices. Additional educational materials were distributed to staff during training classes. The informational brochure, Your County Government,was updated to include new Council Members and a newly established commission called the Youth Commission; 250 copies of the brochure will be printed and distributed in January. Six Month Progress Report on Program Objectives for FY 2022-23 4 COUNTY COUNCIL/CLERK ELECTIONS 1. Establish two additional drop box locations. The Elections Division established one new drop box location at the Waikoloa Community Center but was unable to secure a second location in Kea'au. 2. Implement ballot tracking system for pick up at drop box locations. A ballot tracking system to document ballot pickups at nine drop box locations around the island was implemented for the 2022 Primary and General Elections. 3. Launch a new website for the 2022 Elections. The Elections Division's new website went live in July 2022. 4. Provide testimony on election related bills during the legislative session. The State Legislative Session begins in January 2023. Testimony will be submitted in the second half of the fiscal year. , Six Month Progress Report on Program Objectives for FY 2022-23 5 This page intentionally left blank COUNTY COUNCIL/CLERK COUNCIL/CLERK Council and Committee Services Section . . 1. Fulfill legal notice requirements for all Council and Committee meetings, including preparation of meeting agendas and posting and publication of meeting notices. Legal notice requirements were met for 25 Council meetings,three Special Council meetings, 117 Committee meetings, and one three-day Special Finance Committee meeting. 2. Facilitate meeting technological services required for videoconference to six sites across the island which are available for public participation. The improved ability to remotely participate in Council and Committee meetings,which was implemented during the pandemic, is now firmly established. The public has the option to participate by attending in person at the Hilo or Kona Council Chambers,by videoconference from the courtesy sites in Pahoa or Waimea, or via Zoom from any location using their computer or mobile device. 3. Make Council and Committee meeting video archives available online within a reasonable time after the meetings. All Council and Committee meeting video archives were made available online within two days after the meetings. 4. Make available online each bill and resolution received for consideration by the Council or its Committees within a reasonable length of time. During the fiscal year, 163 bills and 319 resolutions were made available online. 5. Provide final votes on Council and Committee agenda items within a reasonable length of time after the meetings. Final votes on Council and Committee agenda items were provided within two days after the meetings. Final Status Report on Program Objectives for FY 2021-22 1 COUNTY COUNCIL/CLERK COUNCIL/CLERK 6. Prepare Council and Committee meeting transcripts within the timeframe required by law. Council Services completed minutes for 25 Council meetings,three Special Council meetings, 117 Committee meetings, and one three-day Special Finance Committee meeting within the timeframe required by Hawaii Revised Statutes §92-7. 7. Process and prepare adopted resolutions and ordinances for inclusion in the public archives of the Council within a reasonable length of time after the meetings. Council Services processed 279 adopted resolutions and 122 ordinances for placement on the public record and distribution to affected parties. Support Services Division 1. Process all documents submitted by departments for reproduction within two business days, unless the job requested is extremely large. Support Services reproduced 2,066,265 black and white copies and 247,381 color copies. 2. Process all pieces of outgoing postal and interdepartmental mail collected from departments or received by departments no later than 2:30 p.m. on the same business day. Support Services posted/mailed 299,914 pieces of mail. Legislative Research Branch 1. Complete review and preparation of all amendments and subsequent drafts of the Operating and Capital Budgets within established deadlines. Assisted the Council with the budget review process,which included the creation and/or review of 54 budget amendments and all subsequent drafts of the Operating Budget and Capital Budget. Final Status Report on Program Objectives for FY 2021-22 2 COUNTY COUNCIL/CLERK COUNCIL/CLERK 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. Reviewed 47 bills, 161 resolutions, and 155 proposed amendments to legislation on Council and Committee agendas. All reviews were completed in a timely manner based on the content and complexity of the legislation. 3. Provide research assistance to the Clerk and Council, as requested and time permitting, relating to substantive as well as procedural matters. Conducted 11 miscellaneous reviews and 11 research assignments as requested by the Clerk and Council related to proposed legislation. 4. Provide support to the administration, as requested and time permitting,with drafting, analysis, and research assistance. Assisted the administration with drafting complex bills to update the following chapters in the Hawaii County Code: Chapter 4,Animal Code; Chapter 5B, Residential Building Code; Chapter 5C,Existing Building Code; Chapter 7, Disaster and Emergency Management; and Chapter 26,Hawaii County Fire Code. 5. Revise and supplement the County Code pursuant to section 2-153. Update the Council- Clerk's website to include revisions and prepare semi-annual supplements to the County Code for distribution within eight weeks of receipt of final adopted ordinances. Updated the Hawaii County Code 11 times on the Council-Clerk's website. Supplement 10 was published and distributed in July 2021 and included all ordinances that took effect through June 30,2021. Supplement 11 was published and distributed in January 2022 and included all ordinances that took effect through December 31, 2021. 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. Updated the Council Rules of Procedure and Organization twice; no updates were made to the Hawaii County Charter. Final Status Report on Program Objectives for FY 2021-22 3 COUNTY COUNCIL/CLERK COUNCIL/CLERK 7. Draft ballot questions during an election year for any proposed amendments to the Hawai`i County Charter to be placed on the General Election ballot and update the Charter to incorporate any amendments passed by the voters. Three of the five bills to amend the County Charter were approvedby the Council for the 2022 General Election but drafting of the ballot questions occurred in the following fiscal year. 8. Monitor the State Legislative Session, compile an extensive list of bills that are of significant interest to the County, and provide daily reports to the Council on all activity for those bills throughout the legislative session. Monitored the 31st State Legislative Session by compiling an extensive list of 142 bills of significant interest to the County and provided daily reports to the Council on legislative activity for those bills throughout the Legislative Session. 9. Conduct training classes for Council district staff on legislative drafting and budget procedures/amendments. No training classes were conducted in this fiscal year (one was cancelled due to conflicting schedule). 10. Prepare and distribute at least one informational brochure or other educational material relating to the legislative process. Provided an additional 50 copies of the informational brochure, Your County Government, to district staff to share with constituents. Final Status Report on Program Objectives for FY 2021-22 4 COUNTY COUNCIL/CLERK ELECTIONSm 1. Provide support to the 2021 Redistricting Commission. • Conducted training sessions on using the redistricting software. • Provided technical support to Commission members. • Coordinated and attended 11 public hearings in all districts throughout the island. • Worked with the vendor to produce ten maps of the nine Council districts and an island view. 2. Provide voter education and voter registration presentations at all public and private high schools in the County. During this fiscal year,voter presentations were not conducted at public and private schools due to COVID-19; however, it was conducted in the following • fiscal year. 3. Do file maintenance on the voter registration file in preparation for reprecincting. Updated all registered voter files to reflect new Council district boundary lines due to the 2021 County redistricting. 4. Provide testimony on election related bills during the legislative session. Testimony was not submitted for the 2022 Legislative Session. Final Status Report on Program Objectives for FY 2021-22 5 This page intentionally left blank • 6 COuNTY PHYSICIANS COUNTY PHYSICIANS COUNTY PHYSICIANS 1. Continue to serve the County diligently as in the past. Continues to serve the County diligently as in the past. Responds to inquiries regarding medical matters such as pre-employment,PUC and other physical examinations for designated personnel. • Six Month Progress Report on Program Objectives for FY 2022-23 1 • This page intentionally left blank COUNTY PHYSICIANS COUNTY PHYSICIANS 1. Continue to serve the County diligently as in the past. Continues to serve the County diligently as in the past. Responds to inquiries regarding medical matters such as pre-employment,PUC and other physical examinations for designated personnel. • • • • Final Status Report on Program Objectives for FY 2021-22 1 This page intentionally left blank ELDERLY A ELDERLY ACTIVITIES COORDINATED SERVICES UNIT The Coordinated Services Program for the Elderly (CSE) staff will strive to promote maximum independence, optimum health, personal dignity and self-enrichment by: 1. Providing Information and Assistance Services to 3,500 older adults. CSE provided information and assistance services to 2,898 seniors. 2. Providing Outreach Services to 500 adults. CSE provided outreach services to 560 seniors. 3. Providing Transportation Services to 800 older adults and accomplishing 25,000 trips annually. CSE provided transportation services to 806 seniors and accomplished 16,828 trips. 4. Providing Transportation Services to 60 individuals less than 60 years of age with disabilities and accomplishing 1,000 trips annually. CSE provided transportation services to 53 disabled individuals under 60 years of age and accomplished 675 trips. 5. Providing and completing 3,500 referrals. • CSE provided and completed 1,585 referrals. 6. Providing individuals with disabilities/older adults with 5,000 hours of chore services annually. CSE provided 1,153 chore hours. Six Month Progress Report on Program Objectives for FY 2022-23 1 ELDERLY ACTIVITIES. RETIRED AND SENIOR VOLUNTEER PROGRAM Provide a variety of opportunities for retired and senior persons aged 55 or older to participate more fully in the life of their community through significant volunteer services. 1. Plan and coordinate diverse and meaningful volunteer opportunities to 1,000 persons 55 years and older. The Retired and Senior Volunteer Program (RSVP) has 911 registered volunteers. 2. Assist significantly in meeting community needs by providing 100,000 hours of volunteer service. RSVP volunteers provided 21,626 hours of volunteer service. 3. Facilitate volunteer services through 150 volunteer stations. The RSVP facilitates volunteer services through 192 volunteer stations. 4. Provide 55 volunteers to assist in Food Basket Distribution. Fifty-three RSVP volunteers assisted in food distribution. 5. Provide 25 volunteers to assist in Hawai`i County Nutrition Meals On Wheels Program. Seven RSVP volunteers assisted in the Hawai`i County Meals On Wheels Program. 6. Provide 20 volunteers to assist in AARP's Tax Preparation Program. Zero volunteers assisted in the AARP Tax Preparation Program. This program will begin in the third quarter. 7. Provide 900 volunteers in other community priorities. 851 RSVP volunteers were assigned in other community priorities. Six Month Progress Report on Program Objectives for FY 2022-23 2 ELDERLY ACTIVITIES NUTRITION PROGRAM Congregate Nutrition Services To provide 60,000 nutritious meals, each containing a third of the U.S. RDA, to 900 older individuals, aged 60 and older, at 15 congregate nutrition sites throughout Hawai`i County by June 30, 2022. Provided 7,888 meals to 867 older individuals, aged 60 and older. Home Delivered Meal Service (Meals On Wheels) To deliver 60,000 nutritious meals, each containing a third of the U.S. RDA,to 300 frail, homebound older individuals, aged 60 and older,throughout Hawai`i County by June 30, 2022. Delivered 17,840 meals to 854 frail homebound older individuals, aged 60 and older. • Six Month Progress Report on Program Objectives for FY 2022-23 3 This page intentionally left blank 1 ELDERLY ACTIVITIES COORDINATED SERVICES UNIT The CSE staff will strive to promote maximum independence, optimum health,personal dignity and self-enrichment by: 1. Provide Information and Assistance Services to 3,500 older adults. CSE provided information and assistance to 5,629 seniors. 2. Provide Outreach Services to 900 adults. CSE provided outreach services to 1,344 seniors. 3. Provide Transportation Services to 1,000 older adults and accomplishing 34,000 trips annually. Due to COVID restrictions, CSE provided transportation services to only 848 seniors and accomplished 29,052 trips. 4. Provide Transportation Services to 60 individuals less than 60 years of age with disabilities and accomplishing 900 trips annually. CSE provided transportation services to 56 disable individuals under 60 years of age and accomplished 1,596 trips. 5. Provide and complete 3,500 Referrals. CSE provided and completed 3,506 referrals. 6. Provide individuals with disabilities/older adults with 5,000 hours of chore services annually. Due to COVID restrictions, CSE was only able to provide 3,313 chore hours. Final Status Report on Program Objectives for FY 2021-22 1 ELDERLY ACTIVITIES m N RETIRED AND SENIOR VOLUNTEER PROGRAM Provide a variety of opportunities for retired and senior persons aged 55 or older to participate more fully in the life of their community through significant volunteer services. 1. Plan and coordinate diverse and meaningful volunteer opportunities to 1,000 persons 55 years and older. RSVP registered 1,136 volunteers. 2. Assist significantly in meeting community needs by providing 100,000 hours of volunteer service. Due to COVID restrictions,RSVP volunteers provided only 25,891 hours of volunteer service. 3. Facilitate volunteer services through 150 volunteer stations. RSVP facilitated volunteer services through 193 volunteer stations. 4. Provide 50 volunteers to assist in Food Basket Distribution. Sixty-three RSVP volunteers assisted in Food Distribution. 5. Provide 25 volunteers to assist in Hawai`i County Nutrition Meals—On-Wheels Program. Due to COVID restrictions,zero RSVP volunteer assisted in Hawaii County Nutrition Meals On Wheels program. 6. Provide 25 volunteers to assist in AARP's Tax Preparation Program. Seventeen RSVP volunteers assisted in AARP's Tax Preparation Program. Program started in the third quarter. 7. Provide 900 volunteers in other community priorities. 1,056 RSVP volunteers were assigned in other community priorities. Final Status Report on Program Objectives for FY 2021-22 2 ELDERLY ACTIVITIES NUTRITION PROGRAM Congregate Nutrition Services To provide 60,000 nutritious meals, each containing a third of the U.S. RDA,to 900 older individuals, aged 60 and older, at 15 congregate nutrition sites throughout Hawai`i County by June 30, 2022. Due to COVID restrictions, there were 38,827 congregate meals served to 669 seniors. This is 65% of our objective for congregate meals and 74% of our objective for seniors served at congregate sites. Home Delivered Meal Service (Meals on Wheels) To deliver 60,000 nutritious meals, each containing a third of the U.S. RDA, to 300 frail, homebound older individuals, aged 60 and older, throughout Hawai`i County by June 30, 2022. There were 76,976 "Meals on Wheels" delivered to homes of 593 homebound seniors. This is 128% of our objective for delivered meals and 198% of our objective for seniors served, as many of them stayed at home due to the pandemic. Final Status Report on Program Objectives for FY 2021-22 3 ThisPag e intentionally left blank ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL MANAGEMENT ADMINISTRATION 1. Establish sewer fee rates at a level to cover expenses of operations, maintenance, . repairs and replacements. New Sewer fee rates were established under Ordinance 19-21 which set forth five annual increases with the first one going into effect on April 1,2019. Four of the five increases have been implemented with the fifth scheduled on April 1,2023. The scheduled increases are not expected to cover all planned expenses of operations, repairs and maintenance, additional increases will be needed in future years. 2. Maintain vehicle disposal fee system to assure financial self-sufficiency for Vehicle Disposal program. The Vehicle Disposal Fund and the fees collected with the annual registration of vehicles are expected to be sufficient to maintain current operating expenses for FY 2022-23. 3. Improve the status of Wastewater accounts receivable. Reduce the average number of days in receivables by 5% annually. Reduce the percentage of balances over 90 days past due by 5% annually. The average number of days in receivables for Wastewater has decreased by 2%, going from 55 days in FY 2021-22 to 54 days. The percentage of balances over 90 days past due has decreased by 3%, going from 32% in FY 2021-22 to 31%. Ordinance No. 14-136 was passed by the County Council and provides authorization for the Department of Water Supply(DWS) to shut-off water for non-payment of sewer fees after the effective date of December 31,2015. In December 2020,the Department established administrative rules for implementing water shut-off for non-payment of sewer fees. While water shut- off will provide significant leverage in the ability to collect sewer fees, actual implementation has been deferred due to the pandemic. We continue to receive judgments from lawsuits initiated by the Office of the Corporation Counsel and have established numerous repayment plans to address delinquent balances in advance of implementing water shut-off. We continue to work towards reducing the past-due receivables by reviewing debt collection policies and other opportunities to further reduce outstanding balances. Six Month Progress Report on Program Objectives for FY 2022-23 1 ENVIRONMENTAL MANAGEMENT ADMINISTRATION 4. Maintain the status of Solid Waste accounts receivable with an average number of days in receivables less than 35 days and a percentage of balances over 90 days past due less than 2%. The average number of days in receivables for Solid Waste has decreased to 31 days from 32 days in FY 2021-22. The percentage of balances over 90 days past due has decreased to 1% from 3% in FY 2021-22. We have received judgments from lawsuits initiated by the Office of the Corporation Counsel. Delinquent customers are being denied access to the landfills after proper notification. The Department continues to work towards reducing the past-due receivables by reviewing debt collection policies, procedures, and other opportunities to further reduce outstanding balances. Six Month Progress Report on Program Objectives for FY 2022-23 2 ENVIRONMENTAL MANAGEMENT ADMINISTRATION 1. Establish sewer fee rates at a level to cover expenses of operations, maintenance, repairs and replacements. New sewer fee rates were established under Ordinance 19-21 which set forth five annual increases with the first one going into effect on April 1,2019. Four of the five increases have been implemented with the fifth scheduled on April 1,2023. The scheduled increases are not expected to cover all planned expenses of operations, repairs and maintenance, additional increases will be needed in future years. 2. Maintain vehicle disposal fee system to assure financial self-sufficiency for Vehicle Disposal program. The Vehicle Disposal Fund and the fees collected with the annual registration of vehicles were sufficient to maintain current operating expenses for FY 2021-22. 3. Improve the status of Wastewater accounts receivable. Reduce the average number of days in receivables by 5% annually. Reduce the percentage of balances over 90 days past due by 5% annually. The average number of days in receivables for Wastewater has decreased by 8%, going from 60 days in FY 2020-21 to 55 days. The percentage of balances over 90 days past due has remained at 32% from FY 2020-21. Ordinance No. 14-136 was passed by the County Council and provides authorization for the Department of Water Supply(DWS) to shut-off water for non-payment of sewer fees after the effective date of December 31,2015. In December 2020,the Department established administrative rules for implementing water shut-off for non-payment of sewer fees. While water shut-off will provide significant leverage in the ability to collect sewer fees, actual implementation has been deferred due to the pandemic. We continue to receive judgments from lawsuits initiated by the Office of the Corporation Counsel and have established numerous repayment plans to address delinquent balances in advance of implementing water shut-off. We continue to work towards reducing the past- due receivables by reviewing debt collection policies and other opportunities to further reduce outstanding balances. Final Status Report on Program Objectives for FY 2021-22 1 ENVIRONMENTAL MANAGEMENT ADMINISTRATION 4. Maintain the status of Solid Waste accounts receivable with an average number of days in receivables less than 35 days and a percentage of balances over 90 days past due by less than 2%. The average number of days in receivables for Solid Waste has increased to 32 days from 31 days in FY 2020-21. The percentage of balances over 90 days past due has increased to 3% from just under 2% in FY 2020-21. We have received judgments from lawsuits initiated by the Office of the Corporation Counsel. Delinquent customers are being denied access to the landfills after proper notification. The Department continues to work towards reducing the past-due receivables by reviewing debt collection policies, procedures, and other opportunities to further reduce outstanding balances. Final Status Report on Program Objectives for FY 2021-22 2 FINANCE FINANCE ADMINISTRATION/BUDGET Administration 1. Conduct training sessions, large and small group settings as needed, for county financial personnel. Desired outcome is to provide a training media for financial support staff. Eight training sessions were conducted in the first six months of the fiscal year. The sessions covered training for accounts payable, budget, general finance department topics, inventory,payroll, and procurement. The Budget Kickoff and Budget 101 trainings for all departments were held in September. 2. Maintain interaction and education for the public by participating in community meetings and by conducting workshops on the various finance areas, including' budget,purchasing and real property tax related areas. One educational outreach meeting was conducted in thefirst half of the fiscal year. 3. Conduct informational sessions or distribute instructive materials to division managers, supervisors and/or staff at least four times per year, covering new or changing regulations,rules and procedures that affect employee relations or benefits. Supervisory training and support materials were distributed to the division managers monthly. 4. Refer procurement protests to Corporation Counsel within three working days of receipt. There were three protests filed during the first six months of the fiscal year. We met the deadline as noted above. Budget 1. Plan, direct and execute the formulation of the county's operating budget. On September 15,2022,the Finance Department initiated the FY 2023-24 Budget season with a kickoff meeting/workshop via Zoom. A Budget 101 class was held on September 22,2022, also via Zoom,to review the budget process. Budget review and discussions with County Departments, Offices and Agencies were initiated in December 2022 Six Month Progress Report on Program Objectives for FY 2022-23 1 FINANCE ADMINISTRATION/BUDGET 2. Prepare transmittal letters,resolutions, and/or bills for the appropriate approvals and signatures for all fully-completed requests for council action received three days prior to the County Council's submittal deadlines. In the first half of FY 2022-23,the Office prepared 54 resolutions,36 bills,two quarterly donation report letters and 89 transmittal letters on behalf of departments/agencies for County Council action. 3. Provide guidance and assistance to departments/agencies to ensure the fiscal responsibility and accountability in developing the operating budget. On September 15,2022,the kickoff meeting for the FY 2023-24 budget was held via Zoom for department heads,budget liaisons and fiscal staff of County departments and agencies. A Budget 101 class was held, also via Zoom, on September 22,2022,to provide training on completion of budget documents. One-on-one training and ongoing assistance were provided to various departments/agencies as requested. 4. Receive and process County of Hawai`i nonprofit grant applications. Grant applications for FY 2023-24 were prepared, advertised, and posted on the county website. The deadline for FY 2023-24 grant applications is Tuesday, January 31,2023. Applications will then be vetted and routed to the Council for final action. Six Month Progress Report on Program Objectives for FY 2022-23 2 FINANCE ACCOUNTS 1. Close FY 2021-22 books and issue final June 30 Budget Status Report by October 15, 2022, and determine the General Fund's fund balance by September 30, 2022. General Fund was closed and fund balance determined on October 13,2022 and the June 30 final Budget Status Report was issued on November 4,2022. 2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association(GFOA) for the County's June 30, 2022 Comprehensive Annual Financial Report. Certificate of Achievement is in the process of being obtained. 3. Close the books and have the monthly budget status reports available in FRESH within ten working days after the end of the month or close of the previous month, whichever is later, except for June, July,August, September, and October. After the books were closed on November 3,2022,we began closing the months for fiscal year 2023. We anticipate being able to meet this objective beginning with the March 2023 closing. 4. Support the FRESH (Financial and Resource Enterprise Software for Hawai`i County) system accounts payable, general ledger and payroll modules. This includes maintaining and keeping abreast of changes to the current modules that Accounts is responsible for, as well as, helping users and providing training when necessary. Support is being provided on a continuous basis. 5. Ensure that all claim payments made are proper and legal by pre-auditing 100% of payment requests for accuracy and propriety,returning items that are not accurate or proper to departments for correction. 100% of payment requests are being preaudited. 6. Provide certificate of the availability of funds on County contracts within three working days of the contract's submission to Accounts Division. Certifications are being provided within the necessary timeframe. Six Month Progress Report on Program Objectives for FY 2022-23 3 • FINANCE ACCOUNTS 7. Pay vendors promptly by issuing all warrants for claims within seven working days of the receipt of the invoice by Accounts Division. All warrants for claims are being issued within seven working days of the receipt of the invoice. 8. Ensure that all employees receive the correct amount of pay and related benefits by pre-auditing 100% of payroll claims for accuracy and compliance with legal and contractual requirements and filing all required payroll tax forms and returns on time. 100% of payroll claims are being preaudited and all required payroll tax forms and returns are being filed on time. • Six Month Progress Report on Program Objectives for FY 2022-23 FINANCE INTERNAL CONTROL & TAT Internal Control 1. Review departmental policies and procedures related to financial controls and asset protection. No internal control reviews were conducted between July 1 —December 31,2022. 2. Identify potential control weaknesses and develop enhanced security procedures to reduce opportunities for fraud, create additional accountability, and build greater public trust. No internal control reviews were conducted between July 1-December 31,2022. Transient Accommodations Tax 1. Setup a transient accommodation tax office to collect the Hawai`i County Transient Accommodations Tax(HCTAT) beginning January 1, 2022. The Internal Control& TAT office was moved to share a space with the Purchasing Division. Collections of HCTAT began on January 1,2022,via regular mail, and online payments began on February 14,2022. 2. Develop office procedures for reconciling payments and contacting delinquent taxpayers. The Internal Control & TAT Division created procedures to reconcile payments received online vs total daily deposit from payment processor, procedures to audit,prepare deposit and track mail in payments, and procedures to receive bulk payments via email and Automated Clearing House(ACH) deposits. The Division worked with a vendor to develop and customize a template to send in house payments to a payment portal vendor to incorporate all three payment types into onesoftware solution. Procedures were also created to reconcile bank deposits to general ledger accounts. A"mailings" system was established to contact taxpayers that have outstanding balances. Six Month Progress Report on Program Objectives,for FY 2022-23 5 FINANCE INTERNAL CONTROL & TAT 3. Create online payment portal. The onlineortal began receivingpayments on February14 2022. The Division PPY continued to work with a software developer to create specific reports generated from the portal (delinquent accounts, revenue summary & details, payments received by payment type, etc.) 4. Draft proposed Director of Finance rules. Discussions with Corporation Counsel are ongoing to determine if Director of Finance rules are needed for this program. Six Month Progress Report on Program Objectives for FY 2022-23 6 FINANCE PURCHASING 1. Use technology effectively by processing 95% of all IFBs,RFPs and RFQs using Public Purchase,the division's chosen e-procurement system. From July 1,2022—December 31,2022, all formal(IFB and RFP) solicitations done by Purchasing have been conducted using Public Purchase. More than 95% of RFQ's that have been received, and are not confirming,have been conducted using Public Purchase. t 2. Conduct a minimum of two vendor outreach opportunities annually to promote "doing business with the County" and to encourage competition for future opportunities. During the week of August 14-20,2022,the Purchasing Agent worked with the Mayor's Office to offer two educational sessions to vendors wanting to conduct business with the County. Also, the Purchasing Agent met with the Director of Development for Change Makers Hawaii to plan a video of step-by-step processes for local vendors to register on Public Purchase so that they can participate in solicitations. 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. This has not been met and provides room for improvement. The volume of requisitions that have come in, along with being down one position,has stretched the Purchasing team so that this has not been possible. Clarification that the "clock should start ticking" from when all required information is received by the Purchasing department. An additional challenge is that some vendors who have the lowest quote may not be Hawaii Compliance Express compliant,which adds to the processing time to issue a purchase order. 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. Invoice payments, and documents that have been received in complete format are processed within two business days. If the document needs additional or clarifying information,the processing time does not start until that is received. Six Month Progress Report on Program Objectives for FY 2022-23 7 FINANCE PURCHASING 5. Conduct a minimum of three internal procurement trainings annually with County agencies to yield more effective procurement results. In August,the Purchasing Division met with members of the Fire Department, and in September,met with members of the County Clerk,Elections and Corporation Counsel offices to conduct Procurement Training. Six Month Progress Report on Program Objectives for FY 2022-23 8 FINANCE TREASURY 1. Invest 99 percent of all funds in interest-bearing accounts or certificates. At least 99% of funds were invested in interest bearing accounts or certificates. 2. Maintain sufficient liquidity to meet cash requirements. All obligations were met including vendor payments,bond payments, and payroll expenses. 3. Maximize interest income by attaining budgeted projection while ensuring the safety of County funds. At halfway point,interest income was 100% of the budgeted goal. 4. Reconcile monthly statements within 30 days of receipt. Bank statements were reconciled on schedule. Six Month Progress Report on Program Objectives for FY 2022-23 9 FINANCE REAL PROPERTY TAX 1. Maintain sales assessment mean ratio+/- 10%from the 100% assessment. Sales ratio/assessment median ratio for Tax Year 2022-2023: ' Vacant land is 80.7% Improved Residential properties is 85.5% Residential Condominium properties is 84.8% Commercial properties is 87.9% Similar market conditions existed in 2007 in regard to market volatility increases which resulted in lower-than-normal sales ratios. This reflects that the County Real Property Tax office is under assessed when compared to sale prices utilizing time adjustments. 2. Maintain a co-efficient of dispersion at+/- 15%of the mean ratio. Co-efficient of dispersion (COD) ratio for Tax Year 2022-2023: Vacant land is 16.22% Improved Residential properties is 10.69% Residential Condominium properties is 6.12% Commercial properties is 5.02% The International Association of Assessing Officers (IAAO) recommends a COD for vacant land in rural areas between 5% to 25%. 3. Conduct field inspections of 95%for all new construction. Field inspections for new permits are at 75.97%. Measured from the Building Permit Issue date period of January 1,2022 thru December 31,2022. Due to.the "EPIC" upgrade in the building permitting system,there was a lag in RPT receiving the permit data in the prior year. While many issues have been resolved and the data is being extracted to RPT weekly, there are some outstanding issues with the correct finalized permit date coming to RPT from EPIC software and the availability of finalized building plans from Public Works to RPT appraisal staff. Six Month Progress Report on Program Objectives for FY 2022-23 10 FINANCE REAL PROPERTY TAX 4. Maintain an active educational and informational program on real property taxation. Despite COVID-19, the Real Property Administration continued to conduct presentations are at professional, community,University of Hawaii and club meetings upon request via Zoom. Newspaper postings and updates on the website were continuously done throughout the year for assessment, appeals and exemption/program deadlines. 5. Initiate proceedings for two real property tax foreclosure sales to reduce the number of delinquent accounts and dollar amount of delinquent taxes owed to the County. COVID-19 restrictions were not lifted until 2022 which allowed for only one tax sale which was held in June 2022. Another tax sale is being held on January 18, 2023. Six Month Progress Report on Program Objectives for FY 2022-23 11 FINANCE RISK MANAGEMENT' 1. Continue to develop the Risk Management Division and respond to inquiries,requests for assistance and consult. The Division continued to respond and afford consultation on numerous inquiries from departments regarding insurance, claims, risk exposures, and contractual insurance requirements. 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. The Division continued to communicate with departments in response to their various risk management questions, concerns or issues and afforded clarification or recommendations as needed. 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. The County's self-insured program structure was assessed for viable options to mitigate the County's self-insured financial loss exposure through the purchase of insurance. As a result, for Lifeguard Liability,the decision was made to purchase insurance coverage, effective July 1,2022; for Excess Liability, quotes were obtained and reviewed; however, the cost/benefit assessment did not warrant a decision to purchase insurance in lieu of remaining solely on a self-insured basis; and for Cyber Risk Insurance, insurance quotes were obtained for consideration in light of both potential need and improved premium pricing in the market after the second quarter of 2022. 4. Meet annually/semi-annually with Risk Management Committee to discuss activity and current risk issues. Risk Management Committee meetings remained on hold for reimplementation subject to COVED-19 guidance. Six Month Progress Report on Program Objectives for FY 2022-23 12 FINANCE RISK MANAGEMENT 5. Meet monthly with Safety Division,Administrator to discuss areas of safety concern and schedule safetyand trainingprograms to minimize the impact of such concerns. P g P Risk Management and Health &Safety met regularly informally and/or at site safety assessments. The primary objective remained to establish a meaningful safety awareness attitude in the County,while maintaining focus on conducting safety trainings and performing informal mock-HIOSH walkthroughs. All to • enhance safety awareness county wide to mitigate loss frequency. Six Month Progress Report on Program Objectives for FY 2022-23 13 FINANCE PROPERTY MANAGEMENT 1. Provide support for PONC in meeting its requirement of submitting its annual list of prioritized properties to the Mayor by December 31. The Annual Report to the Mayor for the year ending December 31 was submitted on December 23,2022, consisting of eight properties on the 2022 Prioritized List. 2. Identify and initiate negotiations on the purchase of the next property pursuant to recommendations by PONC,the Mayor and as authorized by the County Council. During the first half of the fiscal year, the County completed the acquisition of Misty Kai property in Kapanai`a,North Kohala,which held the last portion of Kapalama Heiau,leaving one parcel to complete the Hapu`u to Kapanai`a Cultural Corridor, and the Conservation Easement of Kiolaka`a,Ka`n, bringing the total number acreages to 10,269.947 acres consisting of 5,537.487 acres in Conservation Easements and 4,732.46 acres in fee simple,which will remain in open space protection in perpetuity. The County has procured multiple appraisals for Waio'he,Kailua-Kona, and Halelua,North Kohala. As of December 31,2022, the County was in escrow for the fee acquisition of the Hon Family Trust in North Kohala,which will complete the Hapu`u to Kapanai`a Cultural Corridor, finalizing the conservation easement of Haloa `Aima,with the confirmed Department of Land and Natural Resources Division of Forestry and Wildlife Grant of$3 million, and in negotiations for Keahou Bay,Kailua-Kona. 3. Provide support for PONC as they review, evaluate, and make recommendations to the director of Parks and Recreation regarding applications for stewardship grants from the PONC Maintenance Fund. As of the August 31,2022, the Commission received 15 Stewardship Grant applications and processed each application. This process included evaluatation ' and assessment of each application,public meetings, and recommendation to fund to the Department of Finance. During the first half of the fiscal year, the 2020 and 2021 Stewardship Grants Awards of nearly$400,000 dispursed from the Preservation Maintenance Fund. As of December 31,2022,the 2022 Stewardship Grants Award contracts were under review. Six Month Progress Report on Program Objectives for FY 2022-23 14 FINANCE PROPERTY MANAGEMENT 4. Provide support for the land management and right-of way acquisition needs for all County departments. The Property Management Division continued to provide support and assistance ' to all departments regarding land type matters. 5. Provide administrative and fiscal management of County leased properties and ensure leases are paid on time. County leases continued to be maintained and monitored by Property Management,including but not limited to renewals, amendments, new leases, and related transactions. Lease payments managed by Property Management were paid on time and no late charges have been incurred. 6. Dispose of surplus real property as requested and authorized by the Director of Finance. In the first six months of FY 2021-22, no County owned properties were disposed. 7. Maintain the fixed assets record system of County property and submit the annual fixed asset report to the County Council. Property Management maintained the Fixed Asset Detail report throughout the fiscal year through the use of the County EDEN system. The Fiscal Year 2021- 22 annual County of Hawaii Fixed Asset Detail Report was submitted to the County Council on Monday,August 15,2022. 8. Hold at least one public auction for the disposal of useable surplus County owned personal property. No public auctions were held in the first half of FY 2021-22. The next auction is tentatively scheduled for June 8,2023. r I Six Month Progress Report on Program Objectives for FY 2022-23 15 FINANCE VEHICLE REGISTRATION AND LICENSING Vehicle Registration 1. Process mail within three business days from date received. The processing time for registration renewals received by mail averaged approximately two to three weeks,while all other transactions have taken up to four weeks to process. Although the amount of mail received has decreased, staffing shortages have resulted in a decrease in manpower and number of requests processed. 2. Recommend and implement at least one change in operations to enhance customer service experience. The Hilo and Waimea MVR offices continue to operate by walk-in only,which allows the offices to service more transactions daily. The Kona MVR office has changed the appointment scheduler to accept appointments only one month in advance and opened an appointment option dedicated to Hawaii County transfers only. These changes have allowed the public more options to schedule appointments and have increased the number of over-the-counter transactions. 3. To have 90 percent of`Service Excellence Surveys' indicate "Excellent" overall efficiency rating in responding to customer concerns. We have met or exceeded the 90% of Service Excellence Surveys,which gave an "Excellent" efficiency rating. Licensing 1. Respond to inquiries and requests for renewals/duplicates by mail within four business days from date received. The processing time for mail averaged between five to six business days. Staff receives inquiries via email and USPS mail. The daily average of email requests received ranged between 35 to 60 and USPS mail requests averaged about 25 per day. Staffing shortages have affected production in responding to requests. Six Month Progress Report on Program Objectives for FY 2022-23 16 FINANCE VEHICLE REGISTRATION AND LICENSING 2. Recommend and implement at least one change in operations to enhance customer service experience. Walk-in appointments continue to be offered at all offices. Offices have also been opening more appointments as needed to meet demand. 3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent"overall efficiency rating in responding to customer concerns. We have met or exceeded the 90% of Service Excellence Surveys,which gave an overall"Excellent" efficiency rating. Periodic Motor Vehicle Inspection 1. Conduct at least 560 inspections of stations issuing safety checks. For the period July 2022 to December 2022,we have conducted a total of 218 inspections issuing safety checks. • Six Month Progress Report on Program Objectives for FY 2022-23 17 This page intentionally left blank FINANCE ADMINISTRATION/BUDGET Administration 1. Conduct training sessions, large and small group settings as needed, for county financial personnel. Desired outcome is to provide a training media for financial support staff. Twenty-five training sessions were conducted during the fiscal year. The sessions covered training for accounts payable, budget, general fmance department topics,inventory, payroll, and procurement. The Budget Kickoff and Budget 101 trainings for all departments were held in September. 2. Maintain interaction and education for the public by participating in community meetings and by conducting workshops on the various finance areas, including budget, purchasing and real property tax related areas. Five educational outreach meetings were conducted during the fiscal year. 3. Conduct informational sessions or distribute instructive materials to division managers, supervisors and/or staff at least four times per year, covering new or changing regulations,rules and procedures that affect employee relations or benefits. Supervisory training and support materials were distributed to the division managers monthly. 4. Refer procurement protests to Corporation Counsel within three working days of receipt. There were six protests filed during the fiscal year. We met the deadline as noted above. Budget 1. Plan, direct and execute the formulation of the county's operating budget. On September 16,2021,the Finance Department initiated the FY 2022-23 Budget season with a kick-off meeting/workshop via Zoom. A Budget 101 class was held on September 23,2021, also via Zoom,to review the budget process. Budget review and discussions with County Departments, Offices and Agencies were initiated in December 2021. The final budget bill was transmitted to Council on May 5,2022. Final Status Report on Program Objectives for FY 2021-22 1 FINANCE ADMINISTRATION/BUDGET 2. Prepare transmittal letters,resolutions, and/or bills for the appropriate approvals and signatures for all fully-completed requests for council action received three days prior to the County Council's submittal deadlines. In FY 2021-22,the Office prepared 125 resolutions, 89 bills, and 197 transmittal letters on behalf of departments/agencies for County Council action. 3. Provide guidance and assistance to departments/agencies to ensure the fiscal responsibility and accountability in developing the operating budget. On September 16,2021,the kickoff meeting for the FY 2022-23 budget was held via Zoom for department heads, budget liaisons and fiscal staff of County departments and agencies. A Budget 101 class was held, also via Zoom, on September 23,2021, to provide training on completion of budget documents. One-on-one training and ongoing assistance were provided to various departments/agencies as requested. 4. Receive and process County of Hawai`i nonprofit grant applications. Grant applications for FY 2022-23 were prepared, advertised, and posted on the county website. The Budget Office received 209 applications. 133 grants were awarded by the County Council. Final Status Report on Program Objectives for FY 2021-22 2 FINANCE ADMINISTRATION/BUDGET Internal Control 1. Review departmental policies and procedures related to financial controls and asset protection. No reviews were initiated during the fiscal year. 2. Identify potential control weaknesses and develop enhanced security procedures to reduce opportunities for fraud, create additional accountability, and build greater public trust. No procedures were developed during the fiscal year. Final Status Report on Program Objectives for FY 2021-22 3 FINANCE ACCOUNTS 1. Close FY 2020-21 books and issue final June 30 Budget Status Report by October 15, 2021 and determine the General Fund's fund balance by September 30,2021. General Fund was closed, and fund balance determined on October 9,2021 and the June 30 final Budget Status Report was issued on November 9,2021. 2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association(GFOA) for the County's June 30, 2021 Comprehensive Annual Financial Report. Certificate of Achievement was in the process of being obtained. 3. Close the books and have the monthly budgetstatusreports available in FRESH within ten working days after the end of the month or close of the previous month, whichever is later, except for June, July,August, September and October. After the books were closed on October 27,2021,we began closing the months for FY 2021-22. 4. Support the FRESH (Financial and Resource Enterprise Software for Hawaii County) system accounts payable, general ledger and payroll modules. This includes maintaining and keeping abreast of changes to the current modules that Accounts is responsible for, as well as, helping users and providing training when necessary. Support was provided on a continuous basis. 5. Ensure that all claim payments made are proper and legal by pre-auditing 100%of payment requests for accuracy and propriety, returning items that are not accurate or proper to departments for correction. 100% of payment requests were pre-audited. 6. Provide certificate of the availability of funds on County contracts within three working days of the contract's submission to Accounts Division. Certifications were provided within the necessary timeframe. Six Month Progress Report on Program Objectives for FY 2021-22 4 FINANCE ACCOUNTS 7. Pay vendors promptly by issuing all warrants for claims within seven working days of the receipt of the invoice by Accounts Division. All warrants for claims were issued within seven working days of the receipt of the invoice. 8. Ensure that all employees receive the correct amount of pay and related benefits by , pre-auditing 100% of payroll claims for accuracy and compliance with legal and contractual requirements and filing all required payroll tax forms and returns on time. 100% of payroll claims were pre-audited and all required payroll tax forms and returns were filed on time. Six Month Progress Report on Program Objectives for FY 2021-22 5 FINANCE PURCHASING 1. Use technology effectively by processing 95% of all IFBs,RFPs and RFQs using Public Purchase,the division's chosen e-procurement system. Purchasing processed more than 95% of all IFSs,RFPs and RFQs using Public Purchase. 2. Conduct a minimum of two vendor outreach opportunities annually to promote "doing business with the County" and to encourage competition for future opportunities. Due to the pandemic and safety precautions,Purchasing has not been able to conduct vendor outreach, however the division provided vendor outreach through other media such as websites and possibly other social media outlets. 3. Provide outstanding customer service to departments and agencies for purchases less than the formal bidding limits, by completing the request for quotation process 95% of the time within ten working days of receipt. Requests for quotes were completed within ten working days of receipt more than 95% of the time. 4. Provide outstanding customer service by processing 95% of routine documents (invoice payment approvals, contracts, change orders and supplemental agreements) within two working days of receipt, including electronic approvals. 95% of routine documents were processed within two working days of receipt. 5. Conduct a minimum of three internal procurement trainings annually with County agencies to yield more effective procurement results. Purchasing has conducted three internal procurement trainings from July through June. Six Month Progress Report on Program Objectives for FY 2021-22 6 FINANCE TREASURY 1. Invest 99 percent of all funds in interest-bearing accounts or certificates. At least 99% of funds were invested in interest bearing accounts or certificates. 2. Maintain sufficient liquidity to meet cash requirements. All obligations were met including vendor payments,bond payments, and payroll expenses. 3. Maximize interest income by attaining budgeted projection while ensuring the safety of County funds. Interest income was 100% of the budgeted goal. 4. Reconcile monthly statements within 30 days of receipt. Bank statements were reconciled on schedule. Six Month Progress Report on Program Objectives for FY 2021-22 7 FINANCE REAL PROPERTY TAX 1. Maintain sales assessment mean ratio+1- 10% from the 100% assessment. • Sales ratio/assessment median ratio for Tax Year 2021-2022: Vacant land is 80.7% Improved Residential properties is 85.5% Residential Condominium properties is 84.8% Commercial properties is 87.9% Similar market conditions existed in 2007 in regard to market volatility increases which resulted in lower-than-normal sales ratios. This reflects that the County Real Property Tax office is under assessed when compared to sale prices utilizing time adjustments. 2. Maintain a co-efficient of dispersion at+1- 15% of the mean ratio. • Co-efficient of dispersion (COD) ratio for Tax Year 2021-2022: Vacant land is 16.22% Improved Residential properties is 10.69% Residential Condominium properties is 6.12% Commercial properties is 5.02% The International Association of Assessing Officers (IAAO) recommends a COD for vacant land in rural areas between 5% to 25%. 3. Conduct field inspections of 95%for all new construction. • Field inspections for new permits are at 75.97%. Measured from the Building Permit Issue date period of January 1,2021 thru December 31, 2021. RPT appraisers had until June 30,2022 to complete these inspections on permits issued during that period. Due to the upgrade in the building permitting system,there was a lag in RPT receiving the permit data. By the time the permit issue was resolved,the appraisers were well into preparing for tax appeals. 4. Maintain an active educational and informational program on real propertytaxation. • Despite COVID-19,Real Property Administration continued to conduct presentations at professional, community,University of Hawaii and club meetings upon request via Zoom. • Newspaper postings and updates on the website were continuously done throughout the year for assessment, appeals and exemption/program deadlines. Six Month Progress Report on Program Objectives for FY 2021-22 8 FINANCE .�,�.....�.�.n�_��....�n....REAL PROPERTY TAX 5. Initiate proceedings for two real property tax foreclosure sales to reduce the number of delinquent accounts and dollar amount of delinquent taxes owed to the County. • Due to COVID-19, restrictions were not lifted until 2022 which allowed for only one tax sale which was held in June 2022. Six Month Progress Report on Program Objectives for FY 2021-22 9 FINANCE RISK MANAGEMENT 1. Continue to develop the Risk Management Division and respond to inquiries, requests for assistance and consult. Division responded timely to inquiries made from both internal and external parties being serviced. Division provided advice, information and/or recommendations on insurance and risk concerns (e.g. insurance contractual requirements). 2. Annually meet and collaborate with departments to discuss current risk issues, assess the policies and procedures in place and make necessary modifications to reduce risk and improve regulation compliance. Risk Management assisted Departments and Divisions with risk assessments, coverage analyses, and policy recommendations. Risk reminders were proactively distributed to address identified areas of concern in coordination with Health & Safety. Provided insurance coverage consultation and cost- benefit analysis for the Department of Water Supply related to their self-insured claims versus insurance coverage options on both a per claim and/or aggregate basis. 3. Annually review the County's self-insurance program and research insurance industry products to determine the most advantageous program to reduce potential financial loss and provide adequate protection. Analyzed the County's self-insured program structure to identify potential alternatives for limiting the County's financial loss exposure and/or cost. Viable options were conditioned upon the availability of both underwriting exposure data (e.g. Payroll by WC Class Code) for insurance and loss payout data for Liability and Workers' Compensation. Excess Liability insurance policies require historical loss data by policy year reflecting paid, reserved, and incurred losses to secure accurate quotes. Cost analysis of the County's historical self-insured payouts versus the insurance industry's everchanging deductible limits and policy premiums remains an ongoing exercise subject to getting additional loss data. Six Month Progress Report on Program Objectives for FY 2021-22 10 FINANCE RISK MANAGEMENT 4. Meet annually/semi-annually with Risk Management Committee to discuss activity and current risk issues. Risk Management Committee(RMC) meeting re-implementation was delayed as a result of gathering size limitations related to COVID-19 prevention. Meanwhile,future RMC plans were initiated in partnership with Workers' Compensation Division and Corporation Counsel. Planning objectives discussed involved having RMC develop pre-loss plans, departmental ownership of safety (e.g. proactive hazard correction based on mock-NIOSH walkthrough recommendations in conjunction with focus on safety trainings). On a post-loss basis, plans to have RMC facilitate enhanced Claims Management(e.g. improve lag-time WC claim reporting). 5. Meet monthly with Safety Division Administrator to discuss areas of safety concern and schedule safety and training programs to minimize the impact of such concerns. Risk Management and Safety Division met regularly. Primary focus was establishing a meaningful Safety Awareness Attitude in the County and maintaining focus on safety trainings and planning to perform mock-NIOSH walkthroughs. In 2021,Risk Management and Health & Safety(H&S) initiated joint discussions with both the Workers' Compensation Division and Corporation Counsel on safety, claims and insurance. Six Month Progress Report on Program Objectives for FY 2021-22 11 FINANCE PROPERTY MANAGEMENT 1. Provide support for PONC in meeting its requirement of submitting its annual list of prioritized properties to the Mayor by December 31, 2021. The Annual Report to the Mayor for the year ending December 31,2021,was pushed back to January 2022 to implement the addition of the Preservation Maintenance Program as part of recent Charter Changes. 2. Identify and initiate negotiations on the purchase of the next property pursuant to recommendations by PONC,the Mayor and as authorized by the County Council. During the 2021 calendar year,the County acquired Kapanai`a Bay Area,N. Kohala,Kaunamano,Ka`n, and Wai`ele, Puna bringing the total number acreage to 8,408.80, consisting of approximately 3,694.44 acres in Conservation Easements and 4,714.36 acres in fee simple,which will remain in open space protection in perpetuity. The total amount of these acquisitions from the fund was $7,773,581.95 and partnering funding for$1,452,000,for a total of $9,225,581.95. Presently,the County is in escrow for the Conservation Easement acquisition of Mahukona,N. Kohala,with confirmed DoFW Grant of$4 million; Kiolaka`a, Ka`n,with confirmed State Legacy Land Grant of$1,4752 million and Trust of Public Land funds of$1,775 million; and finalizing the Conservation Easement purchase agreement of Haloa `Aima,with confirmed DoFW Grant of$3 million. The County expects to close escrow for Misty Kai,LLC,fee acquisition in August 2022. 3. Provide support for PONC as they review, evaluate, and make recommendations to the director of Parks and Recreation regarding applications for stewardship grants from the PONC Maintenance Fund. Effective August 19,2021,the Hawaii County Council passed an ordinance amending Chapter 2,Article 42 of the Hawaii County Code 1983 (2016 Edition, as Amended), relating to the Public Access, Open Space, and Natural Resources Preservation Maintenance Fund. The ordinance changes the administration, management, and adequate staff from the Department of Parks and Recreation to the Department of Finance. This past year,the Commission received eight Stewardship Grant Applications and processed each application. This process includes review,interview with the applicants,hearing and reading public testimony, and making funding recommendations to the Department of Finance. Six Month Progress Report on Program Objectives for FY 2021-22 12 FINANCE PROPERTY MANAGEMENT 4. Provide support for the land management and right-of way acquisition needs for all County departments. Property Management Division continued to provide support and assist all departments regarding land type matters. 5. Provide administrative and fiscal management of County leased properties and ensure leases are paid on time. County leases continued to be maintained and monitored by Property Management, including but not limited to renewals, amendments,new leases, etc. Lease payments managed by Property Management were paid on time and no late charges have been incurred. 6. Dispose of surplus real property as requested and authorized by the Director of Finance In FY 2021-22,no County owned properties were disposed. 7. Maintain the fixed assets record system of County property and submit the annual fixed asset report to the County Council.. Property Management maintained the Fixed Asset Detail report throughout the fiscal year using the County EDEN system. The Fiscal Year 2021-22 annual County of Hawaii Fixed Asset Detail Report will be submitted to the County Council on Thursday,August 15,2022. 8. Hold at least one public auction for the disposal of useable surplus County owned personal property Sale of Equipment and Vehicle Auction scheduled for March 18,2022,was postponed to June 9,2022. Bidding forms,Terms and Conditions, and Public Notification have undergone a complete review by Corporation Counsel and have been approved. Final auctioned items were reviewed by the Department of Public Works Automotive Division. On June 9,2022,the auction yielded $181,057 with 121 items for sale. The number of items sold was 119. All but two items were successfully removed from county property. Six Month Progress Report on Program Objectives for FY 2021-22 13 FINANCE VEHICLE REGISTRATION AND LICENSING Vehicle Registration 1. Process mail within three business days from date received. The processing time for registration renewals received by mail averaged approximately two to three weeks,while all other transactions have taken up to four weeks to process. Although the amount of mail received has decreased, staffing shortages have resulted in a decrease in manpower and number of requests processed. 2. Recommend and implement at least one change in operations to enhance customer service experience. The Hilo MVR and Waimea offices eliminated the appointment system for the general public. Customers have the option to walk-in to these offices when appointments are not available at the other locations. This has also resulted in a decrease in mail in and drop box transactions. 3. To have 90 percent of`Service Excellence Surveys' indicate "Excellent" overall efficiency rating in responding to customer concerns. We have met or exceeded the 90% of Service Excellence Surveys,which gave an overall "Excellent" efficiency rating. Licensing 1. Respond to inquiries and requests for renewals/duplicates by mail within four business days from date received. The processing time for mail averaged between five to seven business days. Staff receives inquiries via email and USPS mail. The daily average of email requests received ranged between 50 to 75 and USPS mail requests averaged about 35 per day. As with the MVR division,staffing shortages have resulted in a decrease in manpower and number of requests processed. Six Month Progress Report on Program Objectives for FY 2021-22 14 FINANCE VEHICLE REGISTRATION AND LICENSING 2. Recommend and implement at least one change in operations to enhance customer service experience. The Driver's Licensing division began accepting walk-ins for all driver license transactions. Accepting walk-ins allowed the DL offices to assist a greater number of patrons. 3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent" overall efficiency rating in responding to customer concerns. We have met or exceeded the 90% of Service Excellence Surveys,which gave an overall"Excellent" efficiency rating. Periodic Motor Vehicle Inspection 1. Conduct at least 560 inspections of stations issuing safety checks. t' ns a total of 492 For the FY 2021-22,we have conductedinspections of stations issuing safety checks. Six Month Progress Report on Program Objectives for FY 2021-22 15 • • . This page intentionally left blank 10 FIRE FIRE �. _ -.___._ . __ .....www...__.._ . ..0_.. _._...__.. .....x... . .. _ , • ADMINISTRATIVE DIVISION Fiscal Branch: 1. Pay invoices within 30 days of receipt at least 90% of the time. This object has and continues to be met. 2. Payout of.Cash In Lieu Vacation(CILV)within 90 days of termination at least 95% of the time. This object has and continues to be met. 3. Update the Records Retention Schedule by mid-year. The availability of staff to take on this project does not exist. All available manpower is being utilized to meet minimal operational objectives and suspense's. 4. Move from paper records to electronic records in Laserfiche. The availability of staff to take on this project does not exist. All available manpower is being utilized to meet minimal operational objectives and suspense's. Human Resources Branch: 1. Research and pursue options for adequate staffing for the HR section. Ongoing. Hired Student Helper I to assist with the HR Section. -2. Continue to process HR-related items in an efficient manner to meet scheduled deadlines County-wide and fulfill the needs of our department. Successfully meet deadlines 95% of the time. Have met. Actions have met deadlines more than the 95% criteria. 3. Continue to build,maintain, and establish effective working relationships with various departments and other agencies. Develop Outreach Plan by 2nd Qtr. FY 2022- 23. Good working relationships with countywide departments as well as other agencies have been established. Six Month Progress Report on Program Objectives for FY 2022-23 1 FIRE ADMINISTRATIVE DIVISION 4. Review procedures to implement a plan to streamline and simplify processes department-wide for HR-related items. Process Plan by 3`1 Qtr. FY 2022-23. HR procedures have been established and are available to the employees as requested. Plan is being vetted and adjusted as necessary. 5. Research and develop a training for new supervisors to familiarize themselves with the various HR-related topics and processing requirements. This is a work in progress. The HR Branch has been working on distributing policies and procedures. Six Month Progress Report on Program Objectives for FY 2022-23 2 FIRE FIRE RESPONSE SECTION 1. Provide adequate manpower and equipment to respond to 90% of alarms within the Aggregate Response Times as adopted by the State of Hawai`i and industry standards if specific response criteria are not established. This data is being collected and evaluated monthly. This will be wrapped up in an annual report and will serve as a basis for staffing and equipment distribution. 2. Define and establish minimum staffing levels for each district and downgrading of services during staffing challenges by the end of 1St quarter FY 2022-23. This objective is completed. 3. Establish a response matrix for the County, identifying risk and hazard classification for district response and minimum benchmarks, for full first alarm assignments by the end of 2nd quarter FY 2022-23. Scheduled within 3rd quarter FY 2022-23. 4. Contribute to the development of a life-cycle replacement program for apparatus and mission related equipment for fire and emergency services response by the end of 3rd quarter FY 2022-23. This objective is 20% complete. This translates to the available data on hand and the overall equipment being tracked. 5. Quantify the requirements for the apparatus and equipment life-cycle replacement program and establish a priority list and budgetary needs assessment to facilitate the replacements,by the end of 4th quarter of FY 2022-23. This objective is 20% complete and is on track. 6. Begin the development of position specific requirements and competencies for leadership development and specialized functions within the Operations Division, focusing on identified target hazards and local conditions,through a mentorship and educational process by the end of 4th quarter FY 2022-23. This has not been started. Six Month Progress Report on Program Objectives for FY 2022-23 3 • FIRE' FIRE RESPONSE SECTION 7. Establish a comprehensive Operational response mapping and tracking system utilizing ArcGIS software to enhance the effectiveness of our response capabilities for Wildland Fire mitigation and response by 4th quarter of FY 2022-23 This objective is 70% complete and is ahead of schedule. • Six Month Progress Report on Program Objectives for FY 2022-23 4 FIRE EMS RESPONSE SECTION 1. Identify ways to minimize the time it takes to get a Paramedic from date of hire to be qualified to run as an FMS, by considering different options such as Selective hires of already licensed paramedics. Pursue the idea of including a selective hire of Hawai`i State licensed paramedics for upcoming FFR class by 3rd quarter of FY 2022-23. This has been an administration priority. The development of a separate entry requirement for Paramedic positions have been the subject of ongoing negotiations with DHR. 2. Provide for full time ALS coverage on Medic units by looking at ways to support the needs of current FMS personnel and identifying current challenges and find ways to overcome them by doing a study with FMS personnel on the matter by 2"quarter of FY 2022-23. The staffing of Advanced Life Support(ALS) ambulances is being covered by paramedics that are not assigned to Fire Medical Specialist II positions. With the graduation of four personnel soon and hiring process changes,it is anticipated that this objective will be complete prior to the end of the fiscal year. 3. Increase licensed Paramedics in the department by working with the EMS Bureau to support the solicitation of MICT class candidates and supporting their needs to prepare them for class by the 3rd quarter of FY 2022-23. This objective is still being worked on. Six Month Progress Report on Program Objectives for FY 2022-23 5 FIRE OCEAN SAFETY OPERATIONS BRANCH 1. Provide for the safety of the public through maintaining tower staffing 100% of the time during normal park hours for all publicly guarded beaches. We will be unable to do so with the current staffing numbers in districts. Having the increased budget to convert part-time to full-time positions in East HI,has provided a substantial increase in available man hours to maintain adequate staffing at most towers 90% of the time. 2. Advocate and acquire additional funding to increase beach coverage by converting part time Water Safety Officer positions to full time in East HI by end of 1St quarter FY 2022-23. This objective has been completed with the approval of funding in the current budget cycle. But due to Collective Bargaining concerns three of the 11 positions have not been converted. 3. Promote ocean safety through education and activities to youth ages 12-17 by co- sponsoring the Big Island Junior Lifeguard program with Hawaiian Lifeguard Association(HLA) at four locations: Hilo, Punalu'u,N/S Kona, and Hapuna. Programs to be implemented during summer months and ending in 1St quarter of FY 2022-23. This objective has been postponed due to the cancellation of the Jr. Lifeguard program for calendar year 2023. We are planning on reestablishing the program in 2024. 4. Continue to advocate with the State Legislature and DLNR to fund adequately/appropriately to meet the needs of both Kua bay and Hapuna beaches during the 3rd quarter of FY 2022-23. Planning for this objective has been ongoing, and the advocacy portion of it is about to commence in January 2023 with the opening of the new legislature. 5. Review stats and metrics and provide a guidance document annually to administration on the successes and shortcomings of the ocean safety life guarding system for Hawai`i County with recommendation on ways to improve public safety. This objective is 20% complete with the collection of data utilizing a digital incident reporting software. Six Month Progress Report on Program Objectives for FY 2022-23 6 FIRE VOLUNTEER OPERATIONS BRANCH •o 1. Arrive at station and be prepared to respond within 20 minutes of call out 90%of the time. This objective is being worked on. With continued repetition and guidance, it is predicted that this metric will improve by 25% to 15 minutes. 2. Train with line fire personnel once a quarter per station. Implementation of this objective is on-going. This included intra-company and individual volunteer training opportunities as active participants with career • stations. 3. Conduct monthly equipment checks and maintain equipment operational status to 90 percent uptime for primary response. This is in effect and a standard within the Volunteer program. A better way to track this objective is being developed. This Objective will be reinforced at the next quarterly Captain's meeting(February 2023). Six Month Progress Report on Program Objectives for FY 2022-23 7 FIRE SEARCH & RESCUE OPERATIONS SECTION 1. Develop a plan and procedure to fund specific needs of the S&R Operations Section by end of 1St quarter of FY 2022-23. This objective is 20% complete, but we do have a few mechanisms for supplemental funding sources with grants and the Daniel R. Sayre Memorial Foundation. Also looking to explore DHS grants for Rescue operational needs. 2. Identify and create a structured equipment replacement schedule on an electronic platform to assure timely replacement of apparatus and equipment to assure continuity of services and minimize service disruptions due to equipment failure by the 2nd quarter of FY 2022-23. This objective is 40% complete. 3. Establish a mechanism to digitally track the acquisition,maintenance, and replacement of all Rescue equipment by end or 3rd quarter of FY 2022-23. This objective is 60% complete. 4. Develop a program to adequately identify the funding requirements for the cyclic and refresher training for the Search and Rescue program, and ensure required training is provided to all Search& Rescue personnel to maintain skillsets and optimum service to the communitybythe nd end of 2 quarter FY 2022-23. This objective has not been worked on and is scheduled to be completed during 3rd or 4th quarter. Six Month Progress Report on Program Objectives for FY 2022-23 8 FIRE HAZMAT OPERATIONS SECTION 1. Develop a comprehensive process for equipment maintenance and replacement tracking to assure timely management of required maintenance and service life replacements by 1St quarter of FY 2022-23. This objective is 60% complete. 2. Develop a revised specification list to initiate the procurement process for the replacement of HazMat 4 by the 2nd quarter of FY 2022-23. Then award the contract for the purchase of a replacement HazMat 4 apparatus by the end of 3rd quarter of FY 2022-23. This objective is 20% complete. 3. Coordinate and schedule specialized training opportunities for all HazMat personnel utilizing Local Emergency Planning Commission(LEPC) funds to cover the costs. Send personnel to related training workshops such as the Continuing Challenge HazMat workshop in the 2nd quarter of FY 2022-23. This objective has been met with various personnel attending off island training sessions funded by LEPC. We are still working on out-of-state training opportunities. 4. Conduct a HazMat Technician training course to expand the availability of Technician level certified personnel in the department by end of FY 2022-23. This objective has been 80% met,we have a class scheduled for late January 2023 that will train 16 Fire Fighters to become HazMat Technicians. Six Month Progress Report on Program Objectives for FY 2022-23 9 FIRE FIRE PREVENTION BRANCH 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. On track. Prevention Branch will be able to accomplish this by the end of the fiscal year. 2. Conduct fire investigations with a 70%rate of dispositions of incendiary, accidental, or natural rather than"undetermined." Currently, "undetermined", as a cause, accounts for 40-50% of fires post investigation. Will not be able to meet the 70% rate of incendiary, accidental, or natural. Majority of fire causes are still "undetermined." 3. Expand on public education by the introduction, implementation, and maintenance of new or existing social media programs and radio with life safety topics every quarter. Currently, fire prevention week in October and the holiday season are when the department's Instagram account posts fire prevention topics. On track. With the promotion of new Fire Inspectors,I have assigned someone to the primary task of public education. 4. Adopt National Fire Protection Association(NFPA) 1, 2018 edition with Hawai`i County Code Amendments. Also, adopt NFPA 1, 2021 edition with Hawai`i County Code Amendments within two-year time limit from January 1, 2021. On track. NFPA 1,2018 edition has passed the second reading of the County Council and is awaiting the mayor's signature for adoption. 5. Increase Code Enforcement.Inspections by 10% over the previous year. Current inspection count, as of December 31,2021, is 408. Will not be able to increase new business inspections by 10% over the previous year. Most likely,we will be right about the same or a little less than FY 2021- 22. With an increase in request for fire investigations, complaints, a dedicated plan review and public education person(s),fire suppression equipment testing and acceptance, and increase request for fire records request to name a few,we don't have enough manpower to keep up with all the tasks required of the. Prevention Branch including inspections. Six Month Progress Report on Program Objectives for FY 2022-23 10 FIRE TRAINING SERVICES BRANCH 1. Full Implementation of the Hawai`i.Fire Department Driver Improvement Program. • Achieve 95% compliance with completion of all driver training hours, audits, and educational components. All records and reports drawn from Target Solutions. 58% has been completed, all requirements for 157 of 271 (this is not including the FEO's) (114 not completed). • Design Driver Improvement Program training curriculum on recent accident report trends and data; locally,regionally, and nationally. Training shall include vehicle backing;walk-around inspections, diminishing clearances, and Traffic Incident Management. Complete for calendar year 2022, currently designing 2023. • • Completion of annual Driver Audits,to include verbal and practical assessment knowledge of each member to demonstrate competency. 81% has been completed for the Annual Driver Audit,220 of 271(this is not including the FEO's)with 51 not completed. Our Driver Auditor Cadre is established and needs at least five more auditors. We also plan to have a meeting with this cadre to discuss and plan for the 2023 Driver Improvement Program. • Achieve greater than 25%reduction in vehicle accidents. Data shall be compared from FY 2021-22 vs FY 2022-23. Provide cost comparison of vehicle accidents against program costs. (ROI) Accidents have been reduced by over 50%, from 27 reported accidents in 2021 to 13 reported accidents in 2022. New driving policies were also implemented and assigned to personnel in early 2022 with the roll out of the Driver Improvement Manual. We are targeting a cost analysis completion by April 1,-2023. • Initiation of Biennial Fire Equipment Operator Audits beginning January 2023. Driver Auditor Cadre to report training needs pertinent to pumping and vehicle operation to the Training Branch by June 2023. Initial discussion and planning are underway. A Google Forms survey was sent out to the Driver Auditor Cadre. Six Month Progress Report on Program Objectives for FY 2022-23 11 FIRE TRAINING SERVICES BRANCH 2. Digitize all training, drill reports, credentials, and certifications utilizing Target Solutions. • Provide virtual training to make all supervisory personnel capable of documenting training hours on the Target Solution platform prior. The Training Branch is currently examining methods for how this training will be delivered,with a possible date of March or April 2023. • Provide training to all Training Branch personnel to extract data and provide training/drill reports. The Training Branch continues to work toward improving effectiveness of Target Solutions reports to provide meaningful data and information. • Create credentials for all certifications on Target Solutions. This objective is nearly complete and will be ongoing to ensure information contained is accurate and up to date. Once all credentials are created, a directive will be issued for all personnel to confirm records are accurate. • Continue research and advocacy for a cloud-based evaluation program in lieu of "check box" training. Present Vector Evaluations+to Fire Administration by December 2022 with fiscal and operational justification. This was submitted as a FY 2023-24 budget request for line personnel with Fl in support. 3. Implement a"Back to Basics" approach specific to company level fire suppression training in alignment with Job Performance Requirements of NFPA 1001, "Standard for Fire Fighter Professional Qualifications." • Create a training calendar and "Captain-led" curriculum to be delivered to all companies. The calendar has been built out and we are creating curriculum focusing on the first five minutes of structural firefighting operations. Topics are Personal Protective Equipment(PPE), Self Contained Breathing Apparatus (SCBA),Fire Suppression, Communications/MAYDAY,Ladders, and Search. Intent is to take an initial long, deep dive into these topics which will evolve with progress into a "first 5 minutes drill" that can be done by companies involving these skill sets. Six Month Progress Report on Program Objectives for FY 2022-23 12 FIRE TRAINING SERVICES BRANCH • Provide professional standards of conduct to be adhered to by company officers or their designee when leading training. The HFD Instructor Code of Conduct continues to be issued as a policy reminder for each teaching session. • Provide education to company officers or their designee on what constitutes proper, effective training. The Training Branch began to touch upon this topic by brief instructional and tactical topics through the HFD Training Newsletter. • Solicit feedback through company officers and battalion chiefs via direct feedback or anonymous survey. The Training Branch is planning to use Google Forms to generate data on services provided. • Align training program with mechanism to achieve Pro-Board Certification for FFI/II. The "first 5 minutes drill" is the start of this initiative. A revolving calendar will be implemented following this, and it will be documented on Vector Solutions,through the ISO credential. • Determine process for incumbent members to voluntarily challenge and achieve the Pro-Board certification in consultation with HI-DOT ARFF program administrators. Discussions are ongoing with HI-DOT ARFF as we continue to develop and align our programs with Job Performance requirements. • Form training cadres with members who demonstrate ability to instruct and train personnel. Provide instructor development training opportunities to training cadre members to include"train the trainer" and conference travel opportunities. A group of members,which will eventually comprise part of our Engine Company Operations Cadre, have taught the last two recruit classes, and it is our plan to have adequate funding to bring in a subject matter expert on this topic in FY 2023-24. Captain Roback will also be traveling to an Engine Operations hands-on training in live fire conditions at Fire Department Training Network in August 2023. Six Month Progress Report on Program Objectives for FY 2022-23 13 FIRE TRAINING SERVICES BRANCH • Assign Underwriter's Laboratories Firefighter Safety Research Institute curriculum on Target Solutions. Modules will be assigned in the second quarter of 2023. 4. Conduct research and initiate development of a career professional development plan and individual mentoring program. • Develop a self-assessment tool for all personnel. This has not been addressed due to time and staffing issues. • Participate in job duty and position description requirements development. Developed Class Specifications for SR-19, Training Specialist. Participation has been limited to informal discussions in other areas and disciplines. • Collaborate with Fire Administration to develop a Performance Appraisal Report (PAR)that aligns with job duties and position description requirements. This has not been addressed by the Training Branch due to time constraints. • Advocate for creation of an actionable personal improvement plan based on self- assessment tool and PAR. Participation has been limited to informal discussions. This has not been addressed by the Training Branch due to time constraints. • Provide clear mechanisms for personal and professional development for all members. Participation has been limited to informal discussions. This has not been addressed by the Training Branch due to time constraints. • Create a career pathway flow chart for all-hazards disciplines. Participation has been limited to informal discussions. This has not been addressed by the Training Branch due to time constraints. Six Month Progress Report on Program Objectives for FY 2022-23 14 • FIRE ...�.� .�.._� .�� �NM�mTRAINING SERVICES BRANCH 5. Research and develop "Truck Operations" training program to include curriculum, cost analysis, method of delivery, implementation process, and standard operating guidelines. Determine service delivery methods and applications for dedicated ladder companies,urban engine companies, and rural fire suppression companies. Truck Operations areas of focus to include: • Ventilation(including vertical)No Update. • Search To be addressed in the upcoming training calendar. • Rescue To be addressed in the upcoming training calendar. • Ground Ladders To be addressed in the upcoming training calendar. • Aerial Apparatus Operations Initial training for L14 scheduled 1/2023. • Forcible Entry No training props in HFD inventory. • Rapid Intervention Solicitation for a lead trainer closes 2/10/2023. • Overhaul No Update. • Salvage No Update. • Utility Control No Update. 6. Provide Incident Command training opportunities to supervisory,and TA personnel. Provide Company Officers with education and ability to effectively command and mitigate incidents, and BC's with the ability to command and mitigate complex, high risk incidents. • NFA ICS 300, 400.. Civil Defense to offer slots in May training,unclear if funds are available for personnel costs (OT). • Pursue funding for Blue Card Command program,training, and simulation lab. Pilot program underway to assess two programs: Blue Card Commandand Calm the Chaos. Battalion Chief Springer and Assistant Chief Chadwick are applying for AFG grant. • NFA courses. Three classes were offered in the past year: Incident Command for High Rise Operations,Incident Safety Officer, and Wildland Urban Interface for the Structural Company Officer. Six Month Progress Report on Program Objectives for FY 2022-23 15 FIRE TRAINING SERVICES BRANCH • Personnel Accountability System(PAS) and Personnel Accountability Report (PAR)policy training. Training has been limited to the last two recruit classes. Use and compliance with the policy has been limited in Emergency Operations. The policies were piloted,with no formal implementation or roll-out. Both policies may be reviewed, revised, then implemented once the above Blue Card Command or Calm the Chaos training is complete. Training is currently considering addressing this in the HFD Training Newsletter. Six Month Progress Report on Program Objectives for FY,2022-23 16 FIRE EMS SERVICES BRANCH 1. Our community paramedicine program continues to flourish. The goal of our program is to fill gaps in the local healthcare system, continued reduction of hospital admissions, and a continued decrease in non-emergent use of the 911 system. These goals are accomplished by identifying individual's needs and connecting them with available resources in our community. The community paramedicine program has been significantly impacted by personnel shortages in the EMS Branch and COVID. Our goal is to maintain the progress we have made to date. Through continued partnership with public and private service agencies,the HFD community paramedicine program has made in-person visits to approximately eight to 10 at risk residents a month. Referrals are submitted to the EMS Branch from HFD Operations personnel,HFD dispatch, and service agencies: o Hawaii County Office of Aging. o Coordinated Services. o Medical insurance agencies. o Department of Health Public Health Nurses. o Hawai`i Island Community Health Center. HFD and HCEOC has set up a 'loan closet' for durable medical equipment. These vital medical items include wheelchairs,walkers, and hospital beds. Residents who request or have items to donate meet,at HCEOC's office in Waikoloa Village. Access to these vital items have reduced fall risks and need for emergency services. 2. Through collaborative efforts with our community partners, we will continue to increase public awareness of hands only cardiopulmonary resuscitation(CPR) and automated external defibrillator (AED)use. With this knowledge,we hope to increase community confidence and competence in dealing with pre-hospital cardiac arrest situations leading to increased survival rates. This initiative has been hampered by COVID as many hands only classes have been cancelled. Our goal is to maintain out of hospital cardiac arrest survival to discharge rates at or above the national average. Hands only CPR and automated Defibrillator use (AED)will continue to be one of the focuses of the EMS Branch, as public awareness to these interventions will ultimately make our community a safer place. As we continue to educate our community,we have confidence that we can encourage more people to intervene and make life saving efforts should a cardiac arrest occur. Six Month Progress Report on Program Objectives for FY 2022-23 17 FIRE .. �.�. EMS SERVICES BRANCH With COVID restrictions being lifted we hope to return to face to face public interactions and trainings to maintain our focus on improving out of hospital cardiac arrest survival to discharge rates. Our goal is to be at or above the national average. 3. Paramedic recruitment and retention remains a high priority for the EMS Branch. The EMS Branch will identify alternative avenues and options to address this challenge. Goals include scheduling two paramedic classes during this fiscal year, reducing the minimum number of students required for a class, and implementation of an increased propay initiative for our ranked paramedics. It was decided by Kapi`olani Community College to run one paramedic class in the fall semester of each fiscal year. Our premium pay proposal for ranked paramedics was completed and implemented this fiscal year. The jurisdiction review for the new class of Fire EMS recruit has been completed and the class specifications have been approved. We hope to launch this recruitment in the near future with an anticipation of starting it with the 52"I fire recruit class. 4. The EMS Branch will continue to improve our quality improvement process using key improvement indicators (KPI's). Through this non-punitive program, our goal is to develop a highly reliable organization that provides the best standard of care to our community. Our goal is to review and provide feedback for 100% of pediatric critical calls,mass casualty incidents, and traumatic injuries involving a significant mechanism of injury. The EMS Branch has been working in conjunction with our QA/QI subcommittee to implement and revise an ESO documentation policy. The goal is to have a finalized SOG by end of first quarter. After finalization and distribution of this policy,we plan on reviewing 100% of Chopper 2 calls, pediatric calls, mass casualty incidents, and 25% of cardiac arrest. All high profile or requested calls shall be reviewed on an as needed basis. Six Month Progress Report on Program Objectives for FY 2022-23 18 FIRE EMS SERVICES BRANCH 5. The EMS Branch will continue to work collaboratively with our colleagues from the State Department of Health(DOH) and the emergency medical services system on budget sustainability. Through this collaborative effort, we hope to secure an 0 additional 10%fundingfrom theState DOH to support a fleet replacement program, preventative maintenance program, contract increases, and other operational increases. We successfully secured an additional 1.2 million dollars in funds to support our ambulance fleet replacement program. With these additional funds we were able to purchase five new ambulances this fiscal year. Our budget increase request for fiscal year 2024 and 2025 has been submitted. In this request it includes the following: o CBA increases. o Vehicle replacement plan—Four new ambulances each fiscal year. o Anticipated inflation increase cost in our OCE budget. Six Month Progress Report on Program Objectives for FY 2022-23 19 FIRE VOLUNTEER SERVICES BRANCH 1. Develop and maintain, an up-to-date master list of vehicle ages, status, and life-cycle replacement tiers for annual cost analysis by the end of 1st Qtr. FY 2022-23 This will be incorporated into a 5-year budget cycle which will feed into the Annual Budget during the September review. This is still ongoing, and the 1st quarter mark was missed. The master list should be completed in the 3rd quarter and the programing of funds should be completed in the 4th quarter. 2. Track and maintain current serviced equipment on each vehicle to meet HFD standard operational load. Develop a spreadsheet which captures this information and generates an Annual Report on status annually in January of each year. The format for this report is being developed and automation of the data and trends analysis will be dependent on the new reporting software the Department transitions to. 3. Conduct annual analysis of district response needs and volunteer complement for future planning of resource deployment. Report on status due on January Pt of each year. This Objective will be coordinated with the first Captain's meeting in 2023. 4. Achieve 20%pro-board certification as Firefighter I for all interested interior fire attack volunteer personnel by December 2022. This objective was not met and is dependent on Volunteer participation and availability of training funds. 5. Achieve 20%wildland qualification(NWCG ICS 100,L-180, S-130, S-190, IS-700, and RT-130) for all volunteer fire fighters participating in the program. National Wildfire Coordinating Group (NWCG) S-130 and S-190 classes have been held and 12% of fire fighters have been trained. 6. Log a minimum of 40 hours of training per volunteer annually. This objective has not been met but has been increasing monthly. At current rates,it is anticipated that this objective will be met. Six Month Progress Report on Program Objectives for FY 2022-23 20 FIRE VOLUNTEER SERVICES BRANCH 7. Provide 100% of volunteers with HFD standard issue NFPA compliant gear inclusive of fire shelter,personal,radio, etc. Great strides have been made and equipment issuance is based upon availability of supplies. 8. Achieve 100% compliance with annual medical exam attendance. The attendance of annual medical evaluations is up. There was a concern on the cost associated with the exams which has been resolved. 9. Conduct annual inspection of every volunteer station for compliance with current building and fire codes,repair status, and MOA/MOU document status,tracked on a dashboard document for administrative review. Although not all stations have been evaluated, it is anticipated that almost all of the stations will fall short of compliance. This will be an ongoing effort. Six Month Progress Report on Program Objectives for FY 2022-23 21 r FIRE VEHICLE MAINTENANCE SECTION 1. Create an expanded list of the types of portable equipment to be repaired in-house by June 2023. Fire Auxiliary Services Officer has scheduled a meeting with clerk and chief mechanic to start this project within the third quarter FY 2022-23. 2. Compile a list of training opportunities in which to send mechanics to achieve certification in various types of specialized service and repair. Seek alternative funding to support these training opportunities. A needs assessment will have to be performed to determine the required training and potential sources of funding. 3. Create a shift supervisor position similar to Mass Transit Agency to oversee the day- to-day floor operations and allow the Chief Mechanic to focus on administrative duties. This has been an initiative that has support from Fire Administration. This position has been submitted for approval and the estimated cost for this position has been calculated for fiscal concurrence. 4. Implementation of software to track vehicle repair and status by June 2023. At present, a spreadsheet to track vehicle repair and status has been adopted. An off-the-shelf solution for maintenance automation is being investigated. Six Month Progress Report on Program Objectives for FY 2022-23 22 FIRE EMERGENCY COMMUNICATION SECTION 1. Increase the success rate of the Fire Radio Dispatcher I training program from 19%to at least 70%. This will include restructuring the didactic portion of the program as well as the hands-on section. After a careful review of the current situation and staffing issues,the expectation to achieve 70% is unrealistic in the near future. The severely limited staff does not allow for special projects of this magnitude. 2. Increase the retention rate of new Fire Radio Dispatcher II's from 12%to at least 70%. Like Objective 1,this requires personnel that do not exist to effect a change. 3. Improve upon recruitment for Fire Radio Dispatch,this will include participation in job fairs and conducting public service announcements within the community. This is a work in progress. Due to the short staffing, it is not realistic to have Dispatchers conduct this work. 4. Seek out at least two training opportunities for Fire Radio Dispatchers at national conferences and seek funding from the E911 board. Unfortunately,the FCCC is at a critical staffing shortage and are unable to send any FCO's to be trained. All resources are being utilized to maintain minimal operations. Six Month Progress Report on Program Objectives for FY 2022-23 23 FIRE LOGISTICS SECTION�V 1. Find a replacement system for Tradegecko as an electronic warehouse management system(E-WMS). This E-WMS will include barcode scanning capability, automatic ordering of set stock amounts as product gets low, and automatic stock scanning and receiving. Working on finding a solution to this objective. 2. Improve security of inventory stored at the warehouse distribution center including, but not limited to,the installation of security cameras. Implementing this objective to create a real-time 24/7 surveillance platform. 3. In addition to the Warehouse Storekeeper position, identify alternative means of assistance in the Distribution warehouse such as senior citizen volunteers. Have ruled out the use of senior citizens for warehouse work due to the hazards and arduous nature of the job. Will continue to look for other opportunities. Six Month Progress Report on Program Objectives for FY 2022-23 24 FIRE EMERGENCY OPERATIONS DIVISION 1. Maintain staffing levels to its fullest capacities by filling all position vacancies with transfers and promotions from current lists within two months of becoming vacant. This objective has been 80% met. 2. Complete all upgrades with iPads for Ocean Safety to achieve digital reporting of Incident Logs, Hazardous Conditions, and COVID-19 data utilizing the Survey 123 application by August 2021. This objective has been met and completed. 3. Begin the planning and development of a Fire Equipment Operator training program by November 2021. This objective has been met but was completed in February 2022. 4. Continue the pursuit of alternative funding sources to supplement the needs of the Fire Departments Operations Division and apply for at least two Grants; the AFG- Assistance to Fire Fighters Grant by December 2021, and DHS Grant by February 2022. This objective was 50% met. The AFG grant has been submitted. The DHS Grant was not offered this year. 5. Continue to work with non-profit organizations such as the Daniel R. Sayre Memorial Foundation and the Gregg Cameron Fireman's Fund to support the department's needs throughout the year. This objective was met with great success. The securing of over$5 million for a new Chopper 2 highlighted an above average donation drive. Other purchases included jet skis,fire engines, and brush trucks. 6. Provide Ocean Safety personnel with assigned and activated email accounts, network access, and logins to the department's web-based training program (Target Solutions) by January 2022. This objective has not been met. Due to DIT requirements and accessibility issues,we were unable to provide the opportunity to our Ocean Safety personnel. Personnel who TA and can access office computers for network access and have all been set up with email accounts. Final Status Report on Program Objectives for FY 2021-22 1 FIRE EMERGENCY OPERATIONS DIVISION 7. Have all Officer Development program training completed for the Fire Captain position and begin the establishment of it being used as a requirement for promotion to Fire Captain. This will be achieved by providing the training to Fire Equipment Operators as they prepare for promotion to the position of Fire Captain by June 2022. This objective has not been fully met. The program is still under development and needs to be coordinated with the collective bargaining units. It is currently at 40% met. Final Status Report on Program Objectives for FY 2021-22 2 FIRE EMERGENCY OPERATIONS DIVISION Emergency Medical Services (EMS) Bureau 1. The EMS Bureau will continue to expand our community paramedicine program. Our island wide program continues to grow and network with multiple different agencies throughout Hawai`i Island. This program has assisted many individuals with a wide variety of issues and connected them with services to help create a better living situation. Our program continued to be very busy in assisting high utilizers of the 911 system. We have implemented a new software program called Unite Us. This program allows us to track our patients better and connect all the various agencies that we work with in our community. 2. Over the past five years our community education and injury prevention efforts has really flourished. One example of these efforts is how we have increased our overall survival rates of cardiac arrest patients in the prehospital setting. We have expanded with our community education in other important areas such as suicide prevention, opioid addiction,vaping and human trafficking. We will continue to improve in this area and expand our networking with various agencies island wide. We had been working closely with various agencies on Fentanyl and opioid awareness. Over the past year we have increased our efforts on public education through community presentations and public service announcements. 3. We will continue our paramedic recruitment and retention program. One operational issue that we will look into is enhancing our pro pay wage for ranked paramedics. This would be an increased hourly wage for ranked paramedics when being used as a paramedic on an ambulance on a regular scheduled workday. This project has moved forward, and the final draft is currently with the HFFA and our Hawaii County HR Department. 4. Due to COVID we are facing some serious financial challenges. We will continue to work closely with the State Department of Health(SDOH) and the three other counties on our upcoming budgets. We have received our budget modification#7. In this budget modification we were able to secure an additional 1.5 million dollars to assist with our vehicle replacement program. We will be purchasing five new ambulance units in FY 2022-23. Final Status Report on Program Objectives for FY 2021-22 3 FIRE EMERGENCY OPERATIONS DIVISION Emergency Medical Services (EMS) Bureau 5. Treat no transport is a new program that the SDOH is looking at implementing statewide. We will be working with Dr. Alvin Bronstein and his administration on how we can implement this new way of doing EMS here on Hawai`i Island. This project has stalled, and we have not seen any forward progress with this. 6. The mental health and wellbeing of our personnel is very important to us. Our Critical Incident Stress Management(CISM)team is a very crucial link in the support of our personnel. We will work on increasing our CISM team members and also increase the knowledge of what CISM is and the importance of mental health first aid. More CISM members have joined the team and this program will continue to be managed by Capt.Domingo. 7. Continue to assist with COVID-19 issues: a. Operations and Personal Protective Equipment(PPE) We continued to monitor weekly PPE usage and current inventory. The EMS Branch also monitored daily nationwide shortages with supplies and equipment. • b. Best practice and response protocols No changes in these areas. c. Budget The EMS Branch continued to meet with our finance personnel for budget updates. We have closed out our AFG PPE grant. d. Community outreach and testing Assistance from the EMS Branch is no longer needed. We no longer participate with COVID-19 outreach and testing for the community. Final Status Report on Program Objectives for FY 2021-22 4 FIRE EMERGENCY OPERATIONS DIVISION Emergency Medical Services (EMS) Bureau 8. We will continue to look for alternative funding and support. We have received financial assistance from the Community First Committee. This funding assisted our department with the purchase of durable medical equipment for our community paramedicine program. These DME's will be utilized for our patient's island wide. Final Status Report on Program Objectives for FY 2021-22 5 FIRE EMERGENCY OPERATIONS DIVISION SPECIAL OPERATIONS BUREAU Rescue Operations 1. Create a detailedp lan of action to identify timelines for replacing the engines/motors for both rescue boats with a plan for continued replacements by August 2021. This objective is 80% met. Supply chain delays resulted in a longer than anticipated delivery of repair parts. All required equipment has arrived, and repairs are anticipated to be completed in first quarter of FY 2022-23. Contract has been awarded and work is pending. 2. Continue the pursuit to certify at least three personnel to be Dive Rescue International Instructors to conduct in-house Public Safety Diver training by December 2021. This was initially set as a goal for 2020 but COVID-19 hampered its progress. The availability of recognized training sources was seriously diminished due to the COVID-19 pandemic. Training has recently been secured and is anticipated to be completed in the first quarter FY 2022-23. Status quo,there has been more discussion,but no progress on the matter. 3. Develop a plan to increase staffing at the Waiakea Fire Station to accommodate the requirements of staffing the ladder truck according to NFPA standards by February 2022. This objective was managed and temporarily met with a pilot staffing program and was working well. However due to budgetary shortfalls,we had to cut the program. 4. Complete the revision of the Rescue Standard Operating Procedures (SOP)by April 2022. This objective has not been met and will need to be included in the FY 2022-23 Program Objectives. Final Status Report on Program Objectives for FY 2021-22 6 FIRE EMERGENCY OPERATIONS DIVISION SPECIAL OPERATIONS BUREAU Hazardous Materials Operations 1. Continue to provide training for our HazMat teams in a coordinated effort with the 93rd Civil Support Team, State RAD Team, Hazard Evaluation and Emergency Response (HEER), and other outside agencies in the State. Identify opportunities for partnerships and shared resources as opportunities arise. This objective has been met. We utilized and participated in every opportunity that was made available to our personnel. Some in station with the 93rd CST, and others via virtual means due to COVID-19. Training sessions were completed from April 5-14 with both HazMat companies on all three shifts. 2. Acquire a new self-contained breathing apparatus (SCBA)filling compressor for HazMat team response through the Puna Geothermal Ventures Fund by September 2021. This objective had to be realigned to meet the requirements of the PGV Fund. We applied and were granted a new compressor,tow vehicle, and 20 spare bottles for the Pahoa Fire Station. Awaiting fmal processing with Council member Kierkiewicz. It is 80% met. This objective has been met. The request has been approved and funding has been allocated. Currently working on specifications for purchases. 3. Continue to pursue out of state training opportunities for our HazMat teams through grants and other supplemental funding sources by April 2022. This objective had to be realigned to meet the requirements of the PGV Fund. We have applied for and was granted a new compressor,tow vehicle, and 20 spare bottles for the Pahoa Fire Station. Awaiting final processing with Council member Kierkiewicz. It is 80% met. This objective has been met. The request has been approved and funding allocated. Currently working on specifications for purchases. Final Status Report on Program Objectives for FY 2021-22 7 FIRE EMERGENCY OPERATIONS DIVISION SPECIAL OPERATIONS BUREAU Hazardous Materials Operations 4. Design a more detailed and comprehensive Hazardous Materials training and retraining parameters to align more closely with the rest of the state; in regard to requirements for HazMat team's members and other technician personnel by December 2021. This objective has been met. Training for all technicians with the same curriculum as the rest of the state has been implemented. We continue to work on the incumbent training aspect. 5. Plan and prepare for a Hazmat Technician training course by June 2022 to be delivered by December 2022. This objective has been 80% met. Discussions have been made with course instructors; we are awaiting final scheduling details. Looking to have a class in November of this year. Final Status Report on Program Objectives for FY 2021-22 8 FIRE OCEAN SAFETY 1. Continue pursuit of target manpower goals of providing a minimum of two Water Safety Officers daily per tower in accordance with our operational schedule. This objective has been met. As identified in#3,we have submitted to increase staffing through a Supplemental Budget Request to reallocate all PT positions to FT positions. 2. Advocate for continued funding and maintain the contracts with DLNR to continue daily staffing for Kua Bay and Hapuna by July 2021. This objective has been met. As identified in#3,we have submitted to increase staffing through a Supplemental Budget Request to reallocate all PT positions to FT positions. 3. Work to justify and transition current part-time WSO positions to half time or full- time positions to provide better coverage and easier management of personnel by September 2021. This objective has been met. The Supplemental Budget Request was submitted to Finance. We await the results of the request. Approval has been granted for PT conversions to FT. Currently working with IGEA to negotiate schedule changes for personnel. 4. Continue to advocate to create three new WSO III (lieutenant)positions for adequate supervision and better span of control in each district by December 2021. This objective has been postponed due to department priorities. We hope to reconsider this again in the future. Will be submitting.a Supplemental Budget Request for FY 2023-24 to cover these, and other identified position needs such as Ocean Safety Chief WSO V and Training Officer positions. 5. Continue to co-sponsor with Hawaiian Lifeguard Association(HLA) and the Big Island Junior Lifeguard program at five locations: Hilo, Punalu'u,Kailua-Kona, and Hapuna,to promote ocean safety through education and activities for youth ages 12- 17. Programs to be implemented during June and July 2021 if the COVID-19 pandemic allows. This objective was postponed again due to program cancellation because of COVID-19. We are anticipating to have a 2023 Jr.Lifeguard program. Final Status Report on Program Objectives for FY 2021-22 9 FIRE FIRE PREVENTION BUREAU 1. Changing the current 24-hour schedule pilot program to a permanent Prevention Bureau schedule. After an extended trial period, it was determined that the 24-hr schedule did not meet the department's needs. A return to the previous schedule was completed. 2. Re-organization of the Prevention Bureau staff to include changing the two current Lieutenant positions, one to a Captain and the other to an Inspector I. Following a review of the workload and management principles,it was decided not to convert one of the two Lieutenant positions into a Captain position. However,to increase the amount of Fire Prevention Inspections and reduce the turnaround time for design review, one of the Lieutenant positions was converted into an Inspector I position. 3. Pursue new avenues of public education including video and social media. This objective was marginally met. Outreach and public education increased during this reporting period but can be improved on. This will be an objective for the FY 2022-23 Program Budget. 4. Adopt NFPA 1, 2018 edition, with Hawai`i County Amendments. There was great progress on this initiative. The recommended changes and edits to the NFPA 1 and County Amendments will be submitted to the County Council in November 2022. This will continue to be an objective in the FY 2022- 23 Program Budget. Final Status Report on Program Objectives for FY 2021-22 10 FIRE AUXILIARY SERVICES BUREAU Fire Equipment Maintenance Section 1. Create an exterior covered work area to provide an additional space to work on vehicles during inclement weather by June 2022. Funding has been secured for this project. However,it has been put on hold while over-head electrical lines are rerouted underground. This work will take place where the cover is supposed to be built. For this reason,the cover shall be created following the rerouting of the electrical lines. 2. Complete implementation of software to track vehicle repairs and statuses by June 2022. The software program for this implementation is being replaced with a total management system. This has complicated the adoption and inclusion of inventoried equipment and apparatuses. It is anticipated that the new management system shall be in place during the FY 2022-23 cycle. Fire Communications Control Center 1. Implementation of Emergency Fire Dispatching protocols from the International Academy of Emergency Dispatch(IAED)by June 2022. This objective has not been met. A full rewrite of the standard operating procedures has been completed and is being staffed for approval. This will set the groundwork for implementation of the IAED protocols. 2. Install a new generator in the Dispatch Center to replace an aging unit, funding from E911 by June 2022. Suspended indefinitely. Final Status Report on Program Objectives for FY 2021-22 11 FIRE AUXILIARY SERVICES BUREAU Warehouse and Supply Section 1. Conversion of 100% of warehouse product to Tradegecko system for tracking and ordering. This was not achieved. Tradegecko was purchased by Quicken Books causing this year to be spent converting data from one vendor's software to another. 2. Implementation of a better recycling system for disposal of used and broken equipment, by utilizing the warehouse management systems, and 5S. This was not achieved. Electronic waste and recycling have been shut down county wide and has made this process difficult. 3. Completion of used goods storage area and organization systems. Due to lack of staffing this objective was not achieved. Hiring of a storekeeper is underway and DHR is filtering applicants. Final Status Report on Program Objectives for FY 2021-22 12 FIRE TRAINING BUREAU 1. Launch the new quarterly Driver Training documentation form on Target Solutions by January 1, 2021. This objective was completed successfully to allow all documentation of Driver Training hours to take place on Target Solutions. We are currently refining how to document Driver Audits on this platform. The Driver Audits and any other skills evaluations would be best accounted for on a related platform called Vector Evaluations Plus. 2. Propose to the Fire Commission the new Driver Training program including reduced road time hours and annual driver audits. This objective was completed to require 12 hours of annual driver training, computer-based learning, and Driver Audits as part of the HFD Driver Improvement Program. The Driver Improvement Manual was revised and updated to reflect these changes. The manual revisions also included new and revised polices related to safe driving practices, backing procedures, and traffic incident management. 3. Continue converting paper documentation forms to digital forms to be added to Target Solutions. This will create the ability to run reports and quickly pull up personnel training and documentation. This process is ongoing. Training will continue to convert to digital documentation wherever possible and advocate for funding to expand this ability to maximize efficiency and effectiveness. 4. Create a training cadre program to ensure proper training methods are delivered throughout the department. Instructors would go out to the stations and perform routine training on different skills. This initiative is in a capacity building phase. The aforementioned Driver Improvement Program audits are currently being conducted by our Driver Training Cadre. Other disciplines with cadres either in place or being developed include: Wildland Firefighting, Confined Space Rescue,Engine Company Operations,Rapid Intervention, and Live Fire Training. Final Status Report on Program Objectives for FY 2021-22 13 FIRE TRAINING BUREAU 5. Get the Training Bureau staff to become certified as instructors for Pohakuloa Fire's live burn simulator and training grounds. This will give our department personnel and future recruits valuable training and experience on fire behavior and tactics. All Training Bureau staff are able to instruct live fire training. Ten additional operations personnel were trained to be able to provide instruction as a Live Fire Cadre. Final Status Report on Program Objectives for FY 2021-22 14 FIRE VOLUNTEER TRAINING SECTION 1. Recruit a long-term replacement Fire Captain for the West Hawai`i Volunteer Training Captain position due to high turnover. This has not been accomplished. The personnel covering these positions have committed to staying within the position for at least one-year. 2. Increase training opportunities between volunteer personnel and paid full-time HFD personnel. This has been accomplished. Volunteers are being offered certification and partner agency training opportunities. 3. Integrate volunteer personnel into non-operations (support services). The Volunteer Standard Operating Procedure is under revision to include support services functions within the rewrite. 4. Provide driver training opportunities to increase the number of driver-certified volunteers. There have been two driver training opportunities offered to Volunteers within the past year. Final Status Report on Program Objectives for FY 2021-22 15 This page intentionally left blank HUMAN RESOURCES HUMAN RESOURCES HUMAN RESOURCES Classification and Pay 1. Review and process position re-description reviews within five workdays of receipt. 265 re-description review requests were received and all were processed within five working days of receipt. 2. Review and process reallocations for recruitment within ten workdays of receipt. Ninety requests for recruitment purposes were received and all were processed within ten working days of receipt. Labor Relations 1. Hear and respond to employer-level grievances within 60 days from receipt. A total of nine grievances were filed during the first half of FY 2022-23. Six grievances were heard and responded to within the 60-day time frame. The parties mutually agreed to extend the time frame for three grievances. 2. Answer all written departmental inquiries relating to the administration and interpretation of all collective bargaining agreements and executive orders within 14 days from date of receipt if it does not require inter jurisdictional action, 30 days if it does. A total of 106* inquiries related to the administration and interpretation of collective bargaining agreements and executive orders were received and answered within the established timeframes. *Objective includes inquiries from 09/16/22 through 12/31/22. Unable to determine the number of inquiries responded to during the period of 07/01/22 through 09/15/22 as the Labor Relations Manager position was vacant during that time period. Six Month Progress Report on Program Objectives for FY 2022-23 1 HUMAN RESOURCES HUMAN RESOURCES Labor Relations (continued) 3. Provide background and other technical information required by the Corporation Counsel's Office for the arbitration of grievances within 14 days from the date of request. Notices of Intent to Arbitrate were received for eight grievances during the first half of the fiscal year. All information for these grievances was provided to Corporation Counsel within the established time frame. Personnel and Organizational Development 1. Conduct the New Hire Orientation class once a month. A total of eight New Hire Orientation sessions were held from July 1,2022 to December 31,2022. 2. Provide at least 18 Supervisory Skills Training sessions annually. A total of 12 Supervisory Skills training sessions were held between July 1,2022 and December 31,2022. 3. By-December 31, 2022, hold the annual Pre-retirement Workshop. The 2022 Pre-Retirement Workshop was not held due to COVID-19 restrictions. 4. Issue the Fall 2022 and Spring 2023 Training Catalogues. The Fall 2022 Training Catalog was issued on June 21,2022, and the Spring 2023 catalog was issued on December 19,2022. 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. Three inquiries and complaints were received and closed within 14 days. Six Month Progress Report on Program Objectives for FY 2022-23 2 HUMAN RESOURCES HUMAN RESOURCES Equal Opportunity(continued) 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. During the first half of the fiscal year, the following training classes were delivered: o One supervisory Anti-Discrimination and Harassment class; o Nine non-supervisory Anti-Discrimination and Harassment classes; o One non-supervisory ADA Reasonable Accommodation class. A total of 11 supervisory and 106 nonsupervisory employees attended these training sessions. Administrative Services 1. Conduct two department/agency audits each quarter on personnel files,temporary assignmentrecords,postings, etc. to ensure compliance with personnel laws,rules, policies and procedures, collective bargaining agreements and executive orders. Department/agency audits were not conducted during the first half of the fiscal year due to short staffing and the processing of retroactive pay adjustments. 2. With the exception of mass pay adjustments transactions, audit and approve properly completed and submitted payroll certification forms within five workdays of receipt. Audit and approve mass pay adjustment payroll certification forms within two weeks of the last form received. Audited and approved 1,995 payroll certification forms. 1,989 forms, or 99.7%, were processed within five workdays of receipt. Audited and approved 3,915 mass pay adjustment payroll certification forms during this period. All forms were processed within two weeks of the last form received. 3. Review and act upon properly completed and submitted Flexible Spending Plan change in status forms within two workdays of receipt. Reviewed 107 Flexible Spending Plan change in status forms. 105 forms, or 98%,were processed within two workdays of receipt. Six Month,Progress Report on Program Objectives for FY 2022-23 3 HUMAN RESOURCES _ HUMAN RESOURCES Recruitment and Examination 1. Establish eligible lists to assist hiring departments fill their vacancies: • Within two months for registration recruitments and small/medium size open- competitive recruitments requiring a written examination. We established four of four, or 100%, of eligible lists for registration recruitments within the two-month timeframe. During the first half of the fiscal year, there were a total of seven small/medium size open-competitive recruitments requiring a written examination. We established four of six or 67%, of eligible lists within the two-month timeframe. Eligible lists for two recruitments were not established within the two-month timeframe. One recruitment remained on continuous recruitment due to no qualified applicants. Note: Written Examinations were temporarily suspended as of August 10, 2022. • Within three months for large size open-competitive recruitments requiring a written examination. There were no large size open-competitive recruitments requiring a written examination during the first half of the fiscal year. • Within two months for open-competitive recruitments requiring an education and experience evaluation(E&E). During the first half of the fiscal year, there were a total of 133 open- competitive recruitments requiring an E&E evaluation. We established 65 of 69, or 94%, of eligible lists within the three-month timeframe. Four recruitments requiring an E&E evaluation were not established within the three-month timeframe. For the other recruitments, eligible lists were not established due to the following: o seven recruitments are in progress; o two recruitments were cancelled at the request of the department; o 55 on continuous recruitment, difficult to fill/no applicants. Six Month Progress Report on Program Objectives for FY 2022-23 4 HUMAN RESOURCES HUMAN RESOURCES Recruitment and Examination (continued) • Within four months for the Police Officer I recruitment requiring a written examination and a performance test. — We conducted one recruitment for Police Officer I. This recruitment resulted in the establishment of an eligible list within the four-month timeframe. 2. Establish internal recruitment lists to assist hiring departments fill their vacancies within one month for internal recruitments within the department or internal recruitments within the County. During the first half of the fiscal year,there were a total of 110 internal recruitments. We established 70 of 85, or 82%, of internal lists within the one-month timeframe. For the other 25 recruitments,internal lists were not established due to the following: o 16 internal recruitments resulted in no internal applicants; o five internal recruitments resulted in no qualified applicants; o no internal recruitments were cancelled at the request of the department; o four internal recruitments are in progress and are on track to meet the one- month timeframe. 3. Certify (refer)names from available eligible lists to hiring departments within four workdays from receipt of the request for the list. All 295, or 100%, of certifications (referrals)were made to hiring departments within four workdays. 4. Coordinate the placement of Hawai`i Community College Cooperative Vocational Education(CVE) students within the County by October 31 of every year. Two CVE positions were filled by October 31,2022. Thirteen CVE positions remained vacant due to Hawai`i Community College's difficulty in referring interested students as a result of their low enrollment. Six Month Progress Report on Program Objectives for FY 2022-23 5 • HUMAN RESOURCES L.-_.... HUMAN RESOURCES Health and Safety 1. Coordinate and/or conduct safety inspections of at least eight County facilities. Safety inspections of five County facilities were conducted. Facilities included: Animal Control facility in Orchidland,Mass Transit Agency baseyard,Traffic Technicians office at Schultz Siding,Kolea pump station, and Zoo pump station. 2. Provide requested safety and equipment training within two months of original request. A total of 111 training requests were received during the first half of FY 2022- 23. Training was provided for 74 of the requests within two months of the original request. Training for the 37 remaining requests have been scheduled for later in the FY according to requesters schedules. 3. Provide six HIOSH-required training programs per quarter. HIOSH required training programs were provided in each quarter as follows: 1st Quarter: Personal Protective Equipment,Bloodborne Pathogens,Hearing Conservation,Hazard Communication,Hazardous Materials Awareness (Asbestos/Lead),Mobile Elevated Work Platforms, First Aid/CPR/AED, and Forklift training and recertification. °d 2 Quarter: Personal Protective Equipment,Hazard Communication,Fire Safety Awareness,Bloodborne Pathogens,Hearing Conservation, Respiratory Protection and Fit Testing,Fall Protection,Mobile Elevated Work Platforms,First Aid/CPR/AED, and Forklift training and recertification. 4. Provide at least six Defensive Driver Courses (DDC)to County employees during the fiscal year. Thirteen DDC training sessions were provided. Three Driver Improvement Program training sessions were also provided. Six Month Progress Report on Program Objectives for FY 2022-23 6 HUMAN RESOURCES HUMAN RESOURCES Health and Safety(continued) 5. Coordinate the annual flu shot clinics for County employees in the districts of Hilo, Waimea,Ka`u, and Kona. The annual flu shot clinics were conducted in the districts of Hilo (152 employees; 141 at Aupuni Center and 11 at S. Hilo Roads),Waimea (3 employees),Ka`n (5 employees), and Kona (19 employees) for a total of 179 employees. In addition to the flu vaccination, a total of 82 bivalent COVID-19 vaccinations were provided to County employees island wide during the annual flu shot clinics. Workers' Compensation 1. Conduct semi-annual workers' compensation claims reviews. A review was conducted with the County of Hawai`i's Third-Party Administrator,AIMS, on November 2,2022. Claims reviews were conducted with the Police Department on November 9,2022, and the Department of Parks and Recreation on November 16,2022. 2. Provide WorkComp 101 and Return to Work Program training at least semi-annually. Training regarding facilitating and accommodating light duty restrictions and the Return to Work Program was conducted with the Fire Department in August 2022. Six Month Progress Report on Program Objectives for FY 2022-23 7 ThisPe ag intentionally left blank HUMAN RESOURCES HUMAN RESOURCES Classification and Pay 1. Review and process position re-description reviews within five workdays of receipt. 348 re-description review requests were received and all were processed within five working days. 2. Review and process reallocations for recruitment within ten workdays of receipt. 294 reallocation requests for recruitment purposes were received and all were processed within ten working days of receipt. Labor Relations 1. Hear and respond to employer-level grievances within 60 days from receipt. A total of 29 grievances were filed in FY 2021-22. Nine grievances were heard and responded to within the 60-day timeframe. Sixteen grievances were heard and responded to beyond the 60-day timeframe, as mutually agreed to by the parties. The parties have mutually agreed to postpone one class action grievance until the union has provided further documentation. Two class action grievances related to COVID-19 vaccination and testing requirements were not processed within the 60-day timeframe,based on the Governor's Emergency Proclamation (dated August 5,2021)which suspended provisions of law to ensure government can provide essential services safely, but have since been responded to. One class action grievance related to COVID-19 vaccination and testing requirements is pending negotiations and a response(beyond the 60 day timeframe), as mutually agreed to by the parties. 2. Answer all written departmental inquiries relating to the administration and interpretation of all collective bargaining agreements and executive orders within 14 days from date of receipt if it does not require inter jurisdictional action,.30 days if it does. A total of 576 inquiries related to the administration and interpretation of collective bargaining agreements and executive orders were received and answered within the established timeframes. Final Status Report on Program Objectives for FY 2021-22 1 HUMAN RESOURCES HUMAN RESOURCES 3. Provide background and other technical information required by the Corporation Counsel's Office for the arbitration of grievances within 14 days from the date of request. Notices of Intent to Arbitrate were received for ten grievances during this fiscal year. Information for eight of these grievances were transmitted to the Office of the Corporation Counsel within 14 days from the date of receipt. Information for one grievance was transmitted 30 days from the date of receipt, and information for another grievance was transmitted approximately four months from the date of receipt. Four other requests for information were received and responded to within 14 days. Personnel and Organizational Development 1. Conduct the New Hire Orientation class once a month. A total of 15 New Hire Orientation sessions were held from July 1,2021 to June 30,2022. 2. Provide at least 18 Supervisory Skills Training sessions annually. A total of 30 Supervisory Skills Training sessions were conducted between July 1,2021 and June 30,2022 3. By December 31, 2021, hold the annual Pre-retirement Workshop. Although the 2021 Pre-Retirement Workshop was scheduled to be held online, it was cancelled due to lack of registrations. 4. Issue the Fall 2021 and Spring 2022 Training Catalogues. The Fall 2021 Training Catalog was issued on July 7,2021 and the Spring 2022 Training Catalog was issued on December 20,2021. Final Status Report on Program Objectives for FY 2021-22 2 HUMAN RESOURCES HUMAN RESOURCES 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. Fifty inquiries were received. All but one inquiry closed within 14 days; one inquiry was closed in greater than 30 days as action by another department was warranted. Three complaints were received and closed within 14 days. 2. By June 30, 2022, deliver two supervisory and non-supervisory training classes relating to Anti-discrimination and Harassment, ADA—Reasonable Accommodation and other EO/ADA civil rights compliance classes, depending upon identified needs. The following training classes were delivered: o Seven supervisory Anti-Discrimination and Harassment classes o Sixteen non-supervisory Anti-Discrimination and Harassment classes o Three supervisory/non-supervisory Anti-Discrimination and Harassment classes o Three supervisory ADA Reasonable Accommodation classes o One non-supervisory ADA Reasonable Accommodation class o One ADA Title I and II class o One ADA Title II class A total of 66 supervisory and 345 non-supervisory employees attended these training sessions. Administrative Services 1. Conduct two department/agency audits each quarter on personnel files,temporary assignment records,postings, etc. to ensure compliance with personnel laws,rules, policies and procedures, collective bargaining agreements and executive orders. Department/agency audits were not conducted due to COVID-19, short staffing in the first half of the fiscal year and training of new staff in the second half of the fiscal year. Final Status Report on Program Objectives for FY 2021-22 3 HUMAN RESOURCES HUMAN RESOURCES 2. With the exception of mass pay adjustments transactions, audit and approve properly completed and submitted payroll certification forms within five workdays of receipt. Audit and approve mass pay adjustment payroll certification forms within two weeks of the last form received. Audited and approved 3,411 payroll certification forms. 3,402 forms, or 99.7%, were processed within five workdays of receipt. Audited and approved 584 mass pay adjustment payroll certification forms. All forms were processed within two weeks of the last form received. 3. Review and act upon properly completed and submitted Flexible Spending Plan change in status forms within two workdays of receipt. Reviewed 242 Flexible Spending Plan change in status forms. 240 forms, or 99%,were processed within two workdays of receipt. Recruitment and Examination 1. Establish eligible lists to assist hiring departments fill their vacancies: • Within one month for registration recruitments. We established eight of eight, or 100%, of eligible lists for registration recruitments within the one-month timeframe. • Within three months for open-competitive recruitments requiring a written examination. We established 39 of 40, or 98%, of eligible lists for open-competitive recruitments requiring a written examination within the three-month timeframe. • Within three months for open-competitive recruitments requiring an education and experience evaluation(E&E). We established 143 of 148, or 97%, of eligible lists for open-competitive recruitments requiring an education and E&E evaluation within the three- month timeframe. Final Status Report on Program Objectives for FY 2021-22 4 HUMAN RESOURCES HUMAN RESOURCES Fifteen additional recruitments were conducted within the reporting period: o Eleven recruitments were difficult to fill and are on continuous recruitment o Three recruitments were cancelled at the request of the department o One recruitment resulted in no qualified applicants • Within four months for the Police Officer I recruitment requiring a written examination and a performance test. We conducted two recruitments for Police Officer I. The eligible list for both Police Officer I recruitments were established within the four-month timeframe. 2. Establish internal recruitment lists to assist hiring departments fill their vacancies within one month for internal recruitments within the department or internal recruitments within the County. We established 154 of 173, or 89%, of internal lists within the one-month timeframe. Eleven additional recruitments were conducted within the reporting period: Nine internal recruitments resulted in no internal applicants Two internal recruitments resulted in no qualified applicants 3. Certify(refer)names from available eligible lists to hiring departments within four workdays from receipt of the request for the list. All 338, or 100%, of certifications (referrals)were made to hiring departments within four workdays. 4. Coordinate the placement of Hawaii Community College Cooperative Vocational Education(CVE) students within the County by October 31 of every year. One CVE position was filled by October 31,2021. Fourteen CVE positions remain vacant due to Hawaii Community College's difficulty in referring interested students. Final Status Report on Program Objectives for FY 2021-22 5 HUMAN RESOURCES HUMAN RESOURCES Health and Safety 1. Coordinate and/or conduct safety inspections of at least six County facilities. Safety inspections of six County facilities were conducted. Facilities included: Disaster Recovery Office at the American Savings Bank building,DPW Automotive Hilo,DPW Highways S. Hilo Roads,DPW Buildings Repair& Maintenance,Mass Transit Agency, and the Office of the County Auditor at the Bank of Hawaii building. 2. Provide requested safety and equipment training within two months of original request. In addition to the training sessions scheduled in the course catalog, a total of 252 training requests were received during FY 2021-22. Training was provided for all requests within two months of the original request. 3. Provide six HIOSH-required training programs per quarter. HIOSH required training programs were provided in each quarter as follows: 1St Quarter: Personal Protective Equipment,Respiratory Protection and Fit Testing,Bloodborne Pathogens,Hearing Conservation,Hazard Communication,Hazardous Materials Awareness (Asbestos/Lead),Fire Safety Awareness, and Forklift training and recertification. 2"d Quarter: Personal Protective Equipment,Hazard Communication,Fire Safety Awareness,Bloodborne Pathogens,Hearing Conservation, Respiratory Protection and Fit Testing,Fall Protection,Mobile Elevated Work Platforms, and Forklift training and recertification. 3rd Quarter: Personal Protective Equipment,Bloodborne Pathogens,Hearing Conservation,Hazard Communication,Fire Safety Awareness, Fall Protection, Mobile Elevated Work Platforms, and Forklift training and recertification. Final Status Report on Program Objectives for FY 2021-22 6 HUMAN RESOURCES HUMAN RESOURCES 4th Quarter: Personal Protective Equipment,Hazard Communication,Fire Safety Awareness,Bloodborne Pathogens,Hearing Conservation, Respiratory Protection and Fit Testing,Fall Protection,Mobile Elevated Work Platforms training and recertification,Forklift training and recertification, and Lock-out/Tag-out. 4. Provide at least six Defensive Driver Courses (DDC)to County employees during the fiscal year. Twenty DDC training sessions were provided. Ten Driver Improvement Program training sessions were also provided. 5. Coordinate the annual flu shot clinics for County employees in the districts of Hilo, Waimea, Ka`u, and Kona. The annual flu shot clinics were conducted in the districts of Hilo (189 employees; 159 at Aupuni Center and 30 at S.Hilo Roads),Waimea (11 employees),Ka`u (8 employees), and Kona (43 employees) for a total of 251 employees. 6. Create the "Minimum Training Requirements for Entry-Level Commercial Motor Vehicle Operators" (ELDT)program to meet the postponed deadline of February 7, 2022 for implementation by the Federal Motor Carrier Administration(FMCSA) which will allow the County to become registered training provider. The Health and Safety office has registered as a training provider with the FMCSA and the ELDT program is ready to meet the compliance deadline of February 7,2022. Workers' Compensation 1. Conduct quarterly workers' compensation claims reviews. Claims reviews were conducted with the County of Hawai`i's Third Party Administrator,AIMS, on December 9,2021 and June 7,2022. A claims review was also conducted with the Police Department on June 17,2022. Final Status Report on Program Objectives for FY 2021-22 7 HUMAN RESOURCES HUMAN RESOURCES 2. Provide Work Comp 101 and Return to Work Program training at least semi- annually. Work Comp 101 /Return to Work Program Training sessions were provided as part of the Supervisory Training Program. One session was provided during the first half of the fiscal year and two sessions were provided during the second half of the fiscal year. Training was also provided to the Mayor's Cabinet on October 27,2021. Final Status Report on Program Objectives for FY 2021-22 8 1 2 llh]FORA^1fTION TECHNOLOGY INFORMATION TECHNOLOGY .n .. INFORMATION TECHNOLOGY 1. Provide a reliable and managed network for the County of Hawai`i, implement higher level protocols and improve the network to include faster and more reliable network connectivity for County locations. a. Provided redundancy with high-speed connections with different physical routes. • Connectivity through the Hawaii Volcano National Park has been completed. The County has a network with redundant routes on the Intergovernmental Network(INet). b. Partnership with Research &Development to expand connectivity. • Partnering with Research & Development to expand fiber optic connectivity to multiple County locations,with a primary focus on emergency shelters,first responder stations and public safety points. c. Implemented modern wide area network connectivity for remote locations. • The Multi-Protocol Label Switching(MPLS)infrastructure was expanded to ensure redundant communication mediums are utilized for data and radio networks. 2. Expand and maintain the County of Hawai`i server and application support and assist County Departments with application implementations and expand the use of cloud- based technologies. a. Assisted County departments with application implementations. • Assisted multiple departments with the Electronic Processing and Information Center(EPIC) system. Provided technical assistance and guidance on the implementation of updates/upgrades and additional modules and features. • Developed and implemented a process to support the retroactive payment of multiple union agreements in the financial system utilized throughout the County. b. Upgraded mission-critical data and application servers. • Migrated the database server of the County financial system. This has increased the performance of daily system by a factor of three. Six Month Progress Report on Program Objectives for FY 2022-23 1 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY 3. Maintain and enhance the reliability, cyber security, and redundancy of the County's information technology infrastructures and consolidate network security and external threat management for all County Agencies. a. Expanded alternate server and backup locations to provide mission critical services in the event of a primary site disaster. ■ Continued to work with the multiple departments and vendors on creating a hardened data center for the County. b. Upgrade of authentication and messaging systems. • Completed the migration to a new authentication and messaging systems. c. Participated in grant programs to increase cybersecurity. Actively participated in County of Hawai`i's grant program that funds expansion of cybersecurity tools, training and systems. 4. Review and improve Information Technology's customer support and services and expand the use of automated features to facilitate user setups and maintain current software on client workstations. a. Expanded use of automated systems management. • Expand the use of the current systems management tools to automate the updating of operating systems for major release versions on workstations. Previously,the task was pushed out to workstations by staff, and at times user intervention was required. b. Examined services to reassess management. • Began the process of how to incorporate Information Technology Service Management's (ITSM) best practices to evaluate, align, plan, direct, monitor and assess service responsiveness. Six Month Progress Report on Program Objectives for FY 2022-23 2 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY 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. a. Increased and expanded services to County departments and public. • Completed migration of all GIS services onto a hyperconverged infrastructure. With the migration, additional services have been added to expand service offerings for GIS to County departments,public and applications which rely on GIS data and information. b. Continuing third-party training and assessment program. • Established additional departments within the County to be included in the ESRI training program. This provided education and information for all levels of personnel to better understand how to use GIS tools, methodologies, and workflows. Six Month Progress Report on Program Objectives for FY 2022-23 3 This page intentionally left blank INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY 1. Provide a reliable and managed network for the County of Hawai`i, implement higher level protocols and improve the network to include faster and more reliable network connectivity for County locations. a. Provided redundancy with high-speed connections with different physical routes. • The fiber project to close the island wide intergovernmental network (INet)with Spectrum through the Hawaii Volcano National Park. Site assessments have been completed and fmishing procurement for purchase of service. This will benefit the community and County by having a redundant path for connectivity. b. Implemented security methods to protect the County of Hawai`i's information assets. c. Expanded wireless access in county buildings. d. Implemented modern wide area network connectivity for remote locations. • Utilized CARES Act funding. Banyan Networks implemented Dense Wavelength Division Multiplexing(DWDM) to increase the speed of the network from one Gigabit to ten Gigabit. • In addition to DWDM technology,the Multiprotocol Label Switching (MPLS) infrastructure was updated to ensure the redundant communication mediums are utilized for data and radio networks. • Worked with Civil Defense and Banyan Networks to add resiliency to County Radio Network. 2. Expand and maintain the County of Hawai`i server and application support and assist County Departments with application implementations and expand the use of cloud- based technologies. a. Assisted County departments with application implementations. • Assisted the Department of Public Works and the Planning Department with the implementation of Tyler Technologies EnerGov system,known as Electronic Processing and Information Center(EPIC). This system provides public access to the electronic workflow of the planning and permitting process. • Assisted the Department of Finance and the Department of Environmental Management with the implementation of a new cashiering system from Fairfax Software. This will replace the current payment system for Treasury and Utility Billing. Final Status Report on Program Objectives for FY 2021-22 1 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY b. Upgraded mission-critical data and application servers. • Completed updates to the Eden/Fresh financial system which included both production and test environments in support of union agreements for retroactive payments and yearly Affordable Care Act(ACA) reporting. c. Expanded the use of virtual server and client technologies. • Emergency procurement of Nutanix to provide a hyperconverged infrastructure to replace ten aging GIS servers have been implemented. 3. Maintain and enhance the reliability, cyber security, and redundancy of the County's information technology infrastructures and consolidate network security and external threat management for all County Agencies. a. Expanded alternate server and backup locations to provide mission critical services in the event of a primary site disaster. • Worked with the Hawaii Fire Department,the Hawaii Police Department and multiple vendors on the Mohouli Dispatch Center, which will create the first ever shared hardened data center for the County. b. Upgraded the authentication and messaging systems. • Completed funding allocation for professional services to begin upgrading authentication and messaging systems. c. Increased County employee communications with the deployment of conference calling services. • In response to the COVID-19 pandemic,Zoom for Government was distributed to all County departments to provide collaboration and communication tools while maintaining health and security protocols. 4. Review and improve Information Technology's customer support and services and expand the use of automated features to facilitate user setups and maintain current software on client workstations. a. Expanded use of service metrics to improve quality service and response. • Worked with Info-Tech Research Group, to create a comprehensive information technology strategic plan to ensure pathways for communication and collaboration of responding to departmental needs for technology innovations and improvements. Final Status Report on Program Objectives for FY 2021-22 2 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY 5. Manage and monitor a County-wide Geographic Information System(GIS). Provide training, expertise, and technical support to other county departments and agencies in the development, design, and implementation of GIS software. a. Increased and expanded service to County departments and public. • The Nutanix hyperconverged infrastructure provides the ability to dynamically increase capabilities for GIS services and applications. • Worked with ESRI to migrate GIS system to Nutanix hyperconverged infrastructure. b. Began third-party training and assessment program. • ESRI program was launched to provide training to County GIS users to for the development of internal departmental training programs. An annual review and assessment of GIS technology usage will also be conducted. Final Status Report on Program Objectives for FY 2021-22 3 This page intentionally left blank 3 LIQUOR CONTROL LIQUOR CONTROL LIQUOR CONTROL 1. Licensing: a. Conduct 75 interviews with new liquor license applicants. Forty-four interviews with new liquor license applicants were done. b. Process 50 new license applications. Eighteen new liquor license applications were processed. c. Conduct 50 site visits to applicant premises. Twenty-three site visits were made to applicant premises. 2. Operations: a. Hold minimum of 12 liquor card classes in Hilo and 24 in Kona/Waimea for approximately 1,500 manager examinations administered to employees of licensed establishments. Classes and examinations to be offered to all licensees' staff, including minor-aged employees. A total of 45 manager classes/examinations were held during the first six months of FY 2022-23: 15 in Hilo,24 in Kona and six special classes. Approximately 783 employees of licensed establishments attended classes and took the liquor card test. Requests for additional classes remain high as liquor licensees continue to have trouble with employee retention due to high turnover. b. Conduct minimum of 2,000 licensee checks per month to promote compliance to liquor laws by liquor licensees. Approximately 2,188 licensee checks were conducted per month for the period of July 1,2022 to December 31,2022. c. Provide all staff, commissioners and board members education via county, state and nationally sponsored programs. In September 2022, one Liquor Commissioner and the Administrative Officer attended the National Conference of State Liquor Administrators (NCSLA) Central/Western Regional Conference in Omaha,NE, September 9-11,2022. Six Month Progress Report on Program Objectives for FY 2022-23 1 LIQUOR CONTROL LIQUOR CONTROL The National Liquor Law Enforcement Agency(NLLEA) hosted its 2022 Annual Conference in Pittsburgh,PA, September 26-28,2022. One Liquor Commissioner, one Liquor Adjudication Board Member, one Liquor Control Investigator, an Administrative Officer and the Director attended on behalf of the Department. In October 2022, one Liquor Commissioner,the Liquor Control Licensing Officer and the Director attended the National Conference of State Liquor Administrators (NCSLA)North/South Regional Conference in Richmond, VA. In November 2022,the County of Hawaii Department of Liquor Control hosted the first in-person State conference and workshop since 2019. The 2022 State Conference of Liquor Commissions and Industry Representatives was held on November 13-16,2022, in Kailua-Kona and the 2022 State Investigators Workshop was held in Hilo,November 16-18,2022. Both events were well attended and informative. Liquor card class training was provided to the Hilo staff in the month of December 2022. 3. Public Programs: a. Provide minimum of two youth,public and enforcement programs which promote compliance to liquor laws. The Department of Liquor Control processed 47 contingency fund grant requests from our councilmembers. These grants offer funding to non-profit organizations on Hawaii Island that provide alcohol-free and drug-free programs to our youth and local community. Programs and activities included extra-curricular programs for our youth, community wellness and engagement events, meal programs and more. On September 21,2022, an investigator from the Enforcement Division — East Hawaii had the opportunity to speak to students at Waiakea High School who are enrolled in "Foundation of Legal& Protective Services" course; a class offered through a focused career academy for students who are preparing themselves for jobs in law enforcement, legal, corrections and the military. Our investigator shared duties and responsibilities of the job, work experiences and preparation needed to qualify for the position and answered questions from many curious students. Six Month Progress Report on Program Objectives.for FY 2022-23 2 LIQUOR CONTROL LIQUOR CONTROL The Enforcement Division at its State Investigators Workshop training in November 2022, discussed updates to liquor laws and ongoing liquor enforcement issues being faced statewide. Investigators were re-certified in noise enforcement/sound meter use by the State Department of Health— Indoor and Radiological Health—Noise Division Section. Six Month Progress Report on Program Objectives for FY 2022-23 3 This page intentionally left blank LIQUOR CONTROL LIQUOR CONTROL 1. Licensing: a. Conduct 75 interviews with new liquor license applicants. Eighty-one interviews with new liquor license applicants were done. b. Process 50 new license applications. Forty-one new liquor license applications were processed. c. Conduct 50 site visits to applicant premises. Forty-one site visits were made to applicant premises. 2. Operations: a. Hold minimum of 12 liquor card classes in Hilo and 24 in Kona/Waimea for approximately 1,500 manager examinations administered to employees of licensed establishments. Classes and examinations to be offered to all licensees' staff, including minor-aged employees. A total of 95 manager classes/examinations were held during FY 2021-22,31 in Hilo, 54 in Kona and ten special classes. Approximately 1,286 employees of licensed establishments attended classes and took the liquor card test. Requests for additional classes has been increasing as licensees experience difficulty in finding employees and because of high employee turnover. The Department is doing as much as possible to honor these requests while maintaining COVID-19 health and safety protocol. b. Conduct minimum of 2,000 licensee checks per month to promote compliance to liquor laws by liquor licensees. Due to department personnel and COVID-19 challenges still present, approximately 1,722 licensee checks per month were conducted during the period of July 1,2021 to June 30,2022. c. Provide all staff, commissioners and board members education via county, state and nationally sponsored programs. In August 2021,three Adjudication Board members, one Liquor Commissioner and the Director attended the first in-person training held in nearly two years. The National Conference of State Liquor Administrators (NCSLA)Annual conference was held in Reno,NV,August 26-29,2021. Final Status Report on Program Objectives for FY 2021-22 1 LIQUOR CONTROL LIQUOR CONTROL This conference was hosted by the State of Hawaii Liquor Commissions with the City & County of Honolulu and County of Hawaii taking the lead roles in planning. Other training and education opportunities for Liquor Commissioners, Adjudication Board members and staff included attending: • Center for Alcohol Policy's Annual Conference in Chicago,IL from August 29 to September 1,2021; • National Liquor Law Enforcement Agency's (NLLEA)34th Annual Conference in Montgomery,AL from November 14-17,2021; • National Alcohol Beverage Control Association's (NABCA)Legal Symposium in Arlington,VA from March 12-16,2022; • National Alcohol Beverage Control Association's (NABCA) Annual Conference in Phoenix,AZ from May 21-26,2022; and • National Conference of State Liquor Administrator's (NCSLA) Annual Conference in Overland Park from June 17-23,2022. Leadership and supervisory training was provided to our newer investigator supervisor and licensing clerk. 3. Public Programs: a. Provide minimum of two youth,public and enforcement programs which promote compliance to liquor laws. The Department of Liquor Control processed 38 contingency fund grant requests from our councilmembers. These grants have provided funding for non-profit organizations whose alcohol-free and drug-free programs work with our youth and our community members to build a safer and healthier Hawaii Island. Programs and activities included holiday festivals and parades, programs for youth leadership,youth health and safety programs, food distribution and more. On July 23,24, and August 6, 13,2021,the Department of Liquor Control conducted underage liquor purchase compliance checks island-wide. These checks were done in collaboration with the University of Hawaii School of Social Work and Public Health. These checks were for RETAIL licensees only. Final Status Report on Program Objectives for FY 2021-22 . 2 LIQUOR CONTROL �.�LIQUOR CONTROL 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 Final Status Report on Program Objectives for FY 2021-22 3 This page intentionally left blank 14 MANAGEMENT MANAGEMENT ADMINISTRATION • Prudent Finances. Budget stringently to deliver services efficiently,plan for long- term liabilities and contingencies, and optimize revenue generation. o Successfully filled, managed, and adjourned the Cost of Government Commission,which provided the administration with recommendations to reduce costs. • Productive Workplace. Foster a work environment where County employees are trained,managed, and appreciated to fulfill their duties to the best of their abilities. o Met Directors,Deputy Directors,Administrators and Executive Assistants in the Mayor's Cabinet meeting to communicate among the agencies what current challenges and successes are to provide support and solutions. The Cabinet Meeting also provided an opportunity for the Mayor to share immediate priorities and current status of his policies. o Recorded Department Directors and Deputies and Agency Heads `Kudos' for employees in the county who deserved recognition for exceptional acts. o Recognized and celebrated employment related milestones with the Directors, Deputy Directors,Administrators,Executive Assistants and clerical staff as a group, such as the one-year anniversary administration in their current positions. o The Managing Director provided regular supervision to the Directors and Administrators on a quarterly basis. The Deputy Managing Director provided group supervision weekly. The Mayor's Private Secretary provided supervision to the clerical staff weekly. o Approximately every two weeks,the Mayor visited County line staff at their perspective various departments in a `boots on the ground' effort to hear concerns and offer encouragement. • Strategic Objectives. Collaborate and promote innovation among departments to accomplish identified priorities. o Utilized the Mayor's Cabinet meetings to have each department communicate to all cabinet members their goals and priorities. This provided and continues to provide opportunities for inter-departmental collaboration and support. Six Month Progress Report on Program Objectives for FY 2022-23 1 MANAGEMENT ADMINISTRATION o Established an EPIC System working group to manage the progress of EPIC and to ensure adequate support for all staff working in and around the system. o Hired a consultant to review the Building Permitting System and provide suggestions and feedback to allow for a more succinct and expedited process while ensuring quality control and safety. • Economic Initiatives. Partner with the nonprofit and private sectors to diversify economic and employment opportunities. o Engaged with Hawaii Executive Collaborative members in support of opportunities in agriculture, energy, and other economic drivers, as well as efforts to enhance long-term sustainability projects. o Worked with our Film Commissioner to create over 939 local film industry jobs,while bringing in over$32,690,100 in revenue for our local economy. • Resilient Community. Be knowledgeable,trained, and prepared for all types of emergencies and disasters. o Effectively managed a sustained Mauna Loa Eruption that threatened invaluable infrastructure and created hazardous conditions for motorists and commuters along the Daniel K. Inouye Highway, including pre-eruption educational briefings in various communities. o Created a multi-agency Traffic Hazard Mitigation Route to promote safe travel as g a result of the Mauna Loa eruption. o Conducted pre-eruption Community outreach,which covered all of the neighborhoods and areas most likely affected by a then-pending eruption. • Six Month Progress Report on Program Objectives for FY 2022-23 2 - MANAGEMENT ADMINISTRATION • Inclusive Governance. Encourage civic participation with appointments to boards and commission and an active community planning system that exemplifies democracy at its best. o Actively sought applicants to the County's Boards, Commissions, and Advisory Committees while encouraging public participation in making critical decisions and recommendations that ultimately impact Hawaii County. To achieve this goal, the office reached out to the community via press releases, contacting Council Members, calling upon existing Boards and Commissions staff, along with current members, and posting announcements on the County's website and social media platforms. o Filled eight vacancies in Boards and Commissions. o Stood up a Waipi`o Valley Access Road Advisory Committee to engage the Waipi`o. o Began meetings to update the General Plan, as well as Zoning and Subdivision Codes to modernize our processes and create a system that works for residents today. • Open Communication. Communicate with the public with a two-way system that informs and is responsive to suggestions,requests, and complaints. o Successfully launched the first-ever Hawaii County mobile application,Kahea, to increase communication and foster an informed community. • Sustainable Environment. Respect and sustain the natural and cultural heritage of this County. • o Joined large Hawaii-based businesses and government entities in signing the Hawaii Executive Collaborative's Climate-in Climate-out pledge affirming our shared commitment to tracking climate action collectively. o Won the H2 Twin City designation alongside Lancaster, California in the U.S. Department of Energy's inaugural 112 Twin Cities Initiative with our 112— TRANS—PACIFIC proposal to develop clean hydrogen solutions for energy sustainability and strengthening ties across the Pacific. Six Month Progress Report on Program Objectives for FY 2022-23 3 MANAGEMENT ADMINISTRATION o Convened the second annual Hawaii Sustainability Summit,which brought together business, government, and community leaders to determine statewide priorities for collective action and policy advocacy. Six Month Progress Report on Program Objectives for FY 2022-23 4 MANAGEMENT COST OF GOVERNMENT 1. Examine and investigate the organizations and methods of operations of all County departments, commissions, boards, offices and other instrumentalities of all branches of the County government and determines and recommends changes, if any, by the Charter-imposed deadline. • Hosted, conducted, and concluded the final 10 commission meetings between July 1 and November 18. • Commission report filed in October 2022. Six Month Progress Report on Program Objectives for FY 2022-23 5 This page intentionally left blank MANAGEMENT ADMINISTRATION • Prudent Finances. Budget stringently to deliver services efficiently,plan for long- term liabilities and contingencies, and optimize revenue generation. o Starting a year after the beginning of the term of the Mayor,mobilized a Cost of Government Commission to develop recommendations. • Productive Workplace. Foster a work environment where County employees are trained,managed, and appreciated to fulfill their duties to the best of their abilities. o Conducted half-day Continuous Improvement meetings where the County Directors and Administrators met as a group and the Deputy Directors met as a group to discuss challenges,successes and needs and promote collaboration between departments. o Met Directors,Deputy Directors,Administrators and Executive Assistants in the Mayor's Cabinet meeting to communicate among the agencies what current challenges and successes are to provide support and solutions. The Cabinet Meeting also provided an opportunity for the Mayor to share immediate priorities and current status of his policies. o Conducted `Leadership Brown Bag/Talk Story sessions open to all staff of the county to encourage leadership,motivation and encouragement. This provided staff at all levels an opportunity to improve leadership skills. o Recorded Department Directors and Deputies and Agency Heads `Kudos' for employees in the county who deserved recognition for exceptional acts. o Recognized and celebrated employment related milestones with the Directors,Deputy Directors,Administrators,Executive Assistants and clerical staff as a group, such as the one-year anniversary administration in their current positions. o The Managing Director provided regular supervision to the Directors and Administrators on a quarterly basis. The Deputy Managing Director provided group supervision weekly. The Mayor's Private Secretary provided supervision to the clerical staff weekly. Final Status Report on Program Objectives for FY 2021-22 1 MANAGEMENT ADMINISTRATION o Approximately every two weeks The Mayor visited county line staff at their perspective various departments in a `boots on the ground' effort to hear concerns and offer encouragement. • Strategic Objectives. Collaborate and promote innovation among departments to accomplish identified priorities. o Facilitated half-day Continuous Improvement meetings with the County Directors and Administrators and the Deputy Directors to discuss challenges, successes and needs and promote collaboration between departments. During this process we began the process of having Departments review their Missions, developing objectives goals and outcomes. o Utilized the Mayor's Cabinet meetings to have each department communicate to all cabinet members their goals and priorities. This provided and continues to provide opportunities for inter-departmental collaboration and support. • Economic Initiatives. Partner with the nonprofit and private sectors to diversify economic and employment opportunities. o Awarded $1 million worth innovation grants to non-profit organizations in economic sectors such as tourism and culture, energy, agriculture and food safety,sustainability,film and creative arts. These grants support projects designed to explore and examine innovative processes and structures for economic sustainability and resilience. o Engaged with 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. o 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. Final Status Report on Program Objectives for FY 2021-22 2 MANAGEMENT ADMINISTRATION part• Received a $500,000 grant as of the United States Economic Development Administration Build Back Better Regional Challenge. The grant supports submission of a second application that will enhance the regional agricultural ecosystem. The County is serving as the lead institution of a coalition of local non-profits, cooperatives and academic institutions. o Supported the visitor/tourism sector during the COVID-19 pandemic through the event request exemption process. Over a thousand requests have been addressed,with safe conduct of activities providing employment and economic benefits for the island. • Resilient Community. Be knowledgeable,trained, and prepared for all types of emergencies and disasters. o Conducted training with United States Geologican Survey on eruption preparation and joint-information processes. • Inclusive Governance. Encourage civic participation with appointments to boards and commission, and an active community planning system that exemplifies democracy at its best. o Actively sought applicants to the County's Boards, Commissions and Advisory Committees while encouraging public participation in making critical decisions and recommendations that ultimately impact Hawaii County. To achieve this goal, the office reached out to community via press release, contacting Council Members, calling upon existing Boards and Commissions staff, along with current members, and posting announcements on the County's website and social media platforms. o We currently have 30 active boards/commissions and committees with approximately 188 total community member volunteers. • Open Communication. Communicate with the public with a two-way system that informs and is responsive to suggestions, requests, and complaints. o Worked to establish a County mobile application focused on providing real- time, accurate information to the community. o Implemented a County complaint intake system in the Office of the Mayor to review and respond to varying complaints/messages from the community. Final Status Report on Program Objectives for FY 2021-22 3 MANAGEMENT ADMINISTRATION o Worked with the Department of Public Works to establish a system for mobile app intake of issues (i.e. potholes, downed stop signs,faulty street lights, etc.). • Sustainable Environment. Respect and sustain the natural and cultural heritage of this County. o Hosted the first ever"TEDxCountyofHawai`i" to share how local insights (cultural and environmental) can create global solutions on a global platform. o Entered into a Trillion Trees agreement to work with likeminded organizations worldwide to pledge to plant one trillion trees by 2050 in order to reduce the harming effects of climate change. o Assisted in the acquisition of the Gateway Center(at Natural Energy Lab Hawaii) to be used as a global learning lab and think tank for Arizona State University students studying in Hawaii. o Established the first-ever Mayor's Sustainability Achivement Awards to publicly honor individuals and organizations whose work plays a critical role in the sustainability of Hawaii Island. o Partnered with the Hawaii Community Foundation,University of Hawaii, and Arizona State University to work toward ahapua`a-based solutions at I`ole in N. Kohala. Final Status Report on Program Objectives for FY 2021-22 4 MANAGEMENT COST OF GOVERNMENT 1. Examine and investigate the organizations and methods of operations of all County departments, commissions,boards, offices and other instrumentalities of all branches of the County government and determines and recommends changes, if any, by the Charter-imposed deadline. o No activity occurred this reporting period. • Final Status Report on Program Objectives for FY 2021-22 5 This page intentionally left blank 1 MSCEL . 1E0 Us MISCELLANEOUS ANIMAL CONTROL 1. 90% of vicious dog calls will be responded to within two hours. Of 241 calls received referencing vicious dogs,239 calls were responded to within two hours, or 99.17% of calls. 2. 90% of loose animal posing a public safety hazard calls will be responded to within two hours. Of 171 calls received referencing loose animals posing a safety hazard to the public, 164 calls were responded to within two hours, or 95.91% of calls. 3. 90% of injured animal related calls will be responded to within two hours. Of 945 calls received referencing injured animals,894 calls were responded to within two hours, or 94.60% of calls. 4. 90% of calls for animal control assistance by the police will be responded to within three hours. Of 300 calls for animal control assistance by the police, 293 calls were responded to within three hours, or 97.67% of calls. 5. 90% of animal cruelty and neglect cases will be responded to in 24 hours and resolved in 14 working days. Of 257 calls received of loose dogs and any non-cruelty cases,237 calls were responded to within 48 hours, or 92.22% of calls. 6. 90% of license, loose dog and any non-cruelty/neglect cases will be responded to in 48 hours and resolved in five working days. Of 1,677 calls received of loose dogs and any non-cruelty cases, 1,569 calls were responded to within 48 hours, or 93.56% of calls. 7. 84 Sweeps of problem communities per year. Conducted 165 sweeps in problem communities island wide, or 196.43%. Six Month Progress Report on Program Objectives for FY 2022-23 1 This page intentionally left blank MISCELLANEOUS ANIMAL CONTROL 1. 90% of vicious dog calls will be responded to within two hours. Of 168 calls received referencing vicious dogs, 168 calls were responded to within two hours, or 100% of calls. 2. 90% of loose animal posing a public safety hazard calls will be responded to within two hours. Of 112 calls received referencing loose animals posing a safety hazard to the public, 112 calls were responded to within two hours, or 100% of calls. 3. 90% of injured animal related calls will be responded to within two hours. Of 561 calls received referencing injured animals,561 calls were responded to within two hours, or 100% of calls. 4. 90% of calls for animal control assistance by the police will be responded to within three hours. Of 178 calls for animal control assistance by the police, 178 calls were responded to within three hours, or 100% of calls. 5. 90% of animal cruelty and neglect cases will be responded to in 24 hours and resolved in 14 working days. Of 150 calls received referencing animal cruelty and neglect, 150 calls were responded to within 24 hours, or 100% of calls. 6. 90%of license, loose dog and any non-cruelty/neglect cases will be responded to in 48 hours and resolved in five working days. Of 923 calls received of loose dogs and any non-cruelty cases, 918 calls were responded to within 48 hours, or 99% of calls. 7. Eighty-four Sweeps of problem communities per year. Conducted 124 sweeps in problem communities island wide, or 100%. Final Status Report on Program Objectives for FY 2021-22 1 This page intentionally left blank 16 PARKS & RECREATION PARKS & RECREATION 'ALAE CEMETERY 1. . Conduct maintenance and repair activities. Repairs and maintenance were accomplished on a daily basis. 2. Assign and record all burials. Location Number of Caskets Number of Urns 'Alae 10 10 Six Month Progress Report on Program Objectives for FY 2022-23 1 PARKS & RECREATION VETERANS CEMETERIES -,EAST AND WEST HAWAI'I 1. Continue to coordinate development of the East and West Hawai`i Veterans Cemeteries with the Veterans Advisory Committee and the Department of Defense. • Address the findings of the recent Department of Veteran's Affairs, Office of the Inspector General Compliance Inspection conducted in June 2021. The findings of the inspection have been addressed. 2. Continue maintenance of cemetery grounds. Repairs and maintenance were accomplished on a daily basis. 3. Assign and record all burials. Location Number of Caskets Number of Urns Vet Cemetery 1 0 2 Vet Cemetery 2 19 41 West Hawai`i Vet Cemetery 4 13 Six Month Progress Report on Program Objectives for FY 2022-23 2 PARKS & RECREATION RURAL CEMETERIES 1. Continue maintenance of cemetery grounds. Repair and maintenance were accomplished on a daily basis. 2. Assign and record all burials. Location Number of Caskets Number of Urns Hawi 6 1 Honoka'a 0 0 _ Kainehe (aka Kuka'iau) 0 0 Kukuihaele 0 0 Na`alehu 6 0 Waimea 0 2 • Six Month Progress Report on Program Objectives for FY 2022-23 3 PARKS & RECREATION HAWAII COUNTY BAND 1. Provide musical services for the island residents and visitors by working with community'organizations and providing 40 musical services annually (e.g.parades, ceremonies, festivals, concerts and special events). The Hawaii County Band provided 19 services. 2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational, musically challenging, and historically significant. The Hawaii County Band provided six monthly concerts. All concerts were well attended and featured a wide variety of music from different genres, composers, and time periods. A brief history of the band is often given to inform the audience of the longevity and cultural significance of the organization. 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. Two young musicians have been contacted to perform solos with our band and ,are tentatively commitment to perform during January through June 2023. 4. Introduce 20 new musical pieces per year to provide musical challenges to the band members. Twelve new pieces have been performed. Six Month Progress Report on Program Objectives for FY 2022-23 4 PARKS & RECREATION WEST HAWAII BAND 1. Provide musical services for island residents and visitors by working with community organizations and providing 20—25 musical services annually (e. . Parades, ceremonies, festivals, concerts, and special events). The West Hawaii BandP rovided 12 services. 2. Provide six concerts that are entertaining, educational, musically challenging and historically significant. The West Hawaii Band provided six monthly concerts. All concerts were well attended and featured a wide variety of music from different genres, composers, and time periods. Concerts were either held at Hale Halawai or at the West Hawaii Civic Center. 3. Feature a young musician as soloist at the March or May monthly concert, to provide music education opportunities for the young musicians of Hawai`i County. No soloist performed during the July through December 2022 period. 4. Introduce 20 new pieces per year to provide musical challenges for the band. Ten new pieces have been performed. Six Month Progress Report on Program Objectives for FY 2022-23 5 PARKS & RECREATION ADMINISTRATION 1. Continue to distribute the P&R Service survey at all staffed facilities and activities/events conducted by the department. Survey results were compiled and shared with employees. 2. Continue to update information for Divisions and Sections on the County of Hawai`i website on an as needed basis. Our Department's Data Processing Coordinator has continued to update the department's website with quarterly guides and class schedules, special events information, and departmental rules and regulations. 3. Continue implementation of the transition plan for accessibility to public facilities during the fiscal year. Modificationsare in progress at various facilities for ADA accessibility and safety. 4. Continue implementation of the transition plan for playground safety and accessibility during the fiscal year. Modifications are in progress at various facilities for ADA accessibility and safety. 5. Maximize resources by encouraging the"Friends of the Park"program and identify a minimum of five community service projects that focus on maintenance and/or improvements to park facilities. The Department executed one Friends of the Park agreements for various park facilities. 6. Provide at least one technical job specific training for 50% of administrative staff Two job specific trainings were provided for 9.5% of the administrative staff. • Six Month Progress Report on Program Objectives for FY 2022-23 6 PARKS & RECREATION PARKS MAINTENANCE 1. Maintain completion range of approximately 1,800 work orders on an annual basis. Work Orders Created 1,524. Work order completed 974. 2. Undertake two park improvements projects per district, one of which involves a community group. • South Hilo—Crew A,B, C: In-house: 4 Community Group Projects: 4 • Puna District: In-house: 1 Community Group Projects: 1 • S/N Kona District: In-house: 2 Community Group Projects: 4 • Ka'u District: In-house: 1 Community Group Projects: 1 • North Hilo District: In-house: 1 Community Group Projects: 1 • South Kohala/Hamakua District: In-house: 1 Community Group Projects: 3 • North Kohala District: In-house: 1 Community Group Projects: 2 Total in-house: 11 Total Community Group Projects: 16 3. Monitor complaints filed for strategic planning purposes for maintenance and services improvements. • Record complaints by: received date &time, name, contact information, description, referred district supervisor, date completed and minor/major. • Total number of complaints recorded were 22. Six Month Progress Report on Program Objectives for FY 2022-23 7 PARKS & RECREATION PARKS MAINTENANCE 4. Provide communities with safe facilities and grounds. • Conduct safety inspections of P&R facilities: 1. Every three months with responsible supervisor(nine crews). Inspections were completed by the responsible Supervisor. 2. Every six months by the Park Superintendent. Inspections were completed by the Park Manager. 3. Playground and Skateboard Park inspections every month. Inspections of playgrounds and skateboard parks were completed. 5. Provide employees with a safe working environment. • Participate with department safety committee and discuss and evaluate accident reports. Discussed accidents that occurred and prevention of further accidents with the Safety Committee. • Correct any hazardous conditions or practices. Any unsafe and damaged facilities discovered during inspections were immediately addressed. • Provide a minimum of one safety instructional session per crew each month. Monthly Safety Talks and training classes were conducted by supervisors for their crews. • Review and upgrade Park Maintenance Safety and Health Programs. A review of the Park Maintenance Safety and Health Program was conducted. Six Month Progress Report on Program Objectives for FY 2022-23 8 PARKS & RECREATION RECREATION 1. Provide introductory instruction in all recreational facilities in at least four of the following athletic activities (basketball,baseball, volleyball,track and field,tennis, flag football, badminton) for children and adults, one or more in each respective season(i.e. Fall—basketball; Winter—baseball and track/field; Spring—volleyball; Summer—tennis/physical fitness). Instruction of youth basketball,volleyball, and track and field occurred at each facility. Three instructional eight and under basketball leagues were provided island wide—Hilo/Puna,N/S Kohala/Hamakua, and Kona. Two age group volleyball leagues also occurred—Hilo/Puna and N/S Kohala/Hamakua. Track and field teams began instruction in December to prepare for events in February. Adult sports continued throughout the year—basketball,volleyball, badminton,pickle ball,tennis, etc. 2. Provide at least eight arts and craft activities for children and adults in all recreational facilities (i.e. Fall—Halloween/Thanksgiving/Christmas craft activities; Winter— Valentines/St. Patrick/Easter activities; Multi-media crafts etc.). Personnel provided at least six arts and crafts programs at each facility. 3. Maintain a safe facility, free of hazards for all activities,patrons and employees by conducting daily safety inspections and remitting work orders as necessary to correct unsafe conditions. A comprehensive safety inspection to be conducted on a semi- annual basis. • The Recreation Section personnel has performed daily inspections of their facilities. Work orders have been generated when corrective action is needed. A comprehensive semi-annual safety inspection was conducted at each site in July and will be completed again in January. 4. Plan, organize and implement a minimum of two district-wide events in each respective district that is responsive to the respective community's needs and interests (i.e. Hilo District; Hamakua District—Hamakua Fun Day; etc.). The Puna and Hilo districts held Halloween events in October. At the William "Billy" Kenoi District Park in Pahoa,personnel partnered with local non-profit agencies to provide a safe Halloween event for the Puna District. At the Kawananakoa Center in Keaukaha, personnel partnered with the Keaukaha Community Association to provide a trunk-or-treat event for the community. Six Month Progress Report on Program Objectives for FY 2022-23 9 PARKS & RECREATION RECREATION In Hamakua, personnel provided an `ohana Christmas event at the Papa`ikou Gym. Recreation Division personnel have also assisted with numerous community meetings in regards to the Mauna Loa eruption. 5. Develop a minimum of six partnerships with other recreation providers as well as community organizations to maximize service and activities to the public (i.e. summer camping program in partnership with the YMCA). Recreation Section personnel continued to partner with organizations such as Malama `Aima Foundation (`Ike Kai Program at Richardson's Ocean Center), Department of Land and Natural Resources (Pilikulaiwi Program), and Kamehameha Schools (Pilikulaiwi Program). 6. Plan, organize and implement a minimum of two island wide special events (i.e. keiki triathlon, age group and exponent track meets, winter basketball tournament, etc.). The `Ohana Shoreline Fishing Tournament was conducted in August 2022. There were 136 entrants from keiki to kupuna. We are planning for four track meets in February. Six Month Progress Report on Program Objectives for FY 2022-23 10 PARKS & RECREATION SUMMER AND INTER-SESSION PROGRAM 1. Conduct a minimum of 20 Summer Fun programs island wide. There was a total of 22 Summer Fun Programs provided June-July 2022. 2. Continue todconduct longer programs hours at majority of the sites. Program sites operated with longer hours either 8:00 a.m.-2:00 p.m. or 8:00 a.m.-3:00 p.m. 3. Work in partnership with the Department of Education Child Nutrition Program and vendors with county meal contracts to sponsor free lunch programs for all summer fun sites that qualify and meet the requirements for this program. The free lunch program was provided in partnership with the Department of Education Child Nutrition Program. Program sites in Hilo,part of Hamakua and Puna received lunches for all program participants. 4. Supplement the regular Summer Fun-program with various enrichment-type programs for those willing to pay the higher fee. Various programs were implemented—`Ike Kai Program, Summer Explorations Program at Hilo Armory, Teen Scene Program at Pu'u'eo Community Center and Waimea Teen Leadership Program. 5. Develop and implement a teen-scene program at the Pu'u'eo Community Center in East Hawai`i,teaching life skills with emphasis on leadership training. This will run for six weeks from 8 a.m. to 3 p.m.,targeting teens 12— 17 years old. The Teen Scene Program at Pu'u'eo Community Center was successful. We also created a new teen program at the Waimea District Park. 6. Develop a minimum of two Winter Intersession programs island wide. Winter Intersession programs were implemented at Pi`ihonua Gym,Waimea District Park and Papa`ikou Gym. 7. Integrate children with disabilities into the summer and inter-session programs wherever possible,through the assistance of the Recreation Specialist II. The public has always been encouraged to register for all of the Recreation • Division programs. The Recreation Specialist II has assisted numerous patrons in being integrated into our programs. • Six Month Progress Report on Program Objectives for FY 2022-23 11 PARKS & RECREATION HO'OLULU PARK COMPLEX 1. Provide clean, safe and well-maintained facilities: a. Close each facility once per year for general clean up and minor repairs. The Afook-Chinen Civic Auditorium was closed during August 15-23,2022. The Francis Wong Stadium was closed during September 19-24,2022. The Walter Victor Baseball Complex was closed during September 1-30, 2022. b. Pressure-wash each facility semi-annually. Completed in each quarter. c. Check for any potential safety hazards daily. Day and night supervisors recorded any repair items or safety hazards on a daily report form. Minor repairs were handled in-house. As needed,work orders were generated and referred to the Parks Maintenance Division for action. d. Clean and sanitize facilities before and after events. Facilities were cleaned and sanitized before and after each activity. e. Work with Safety Committee to have courtesy safety inspection annually. Quarterly consultations were held with the Safety Committee to ensure that facilities were in compliance. 2. Provide a well-manicured playing surface at all ballfields (Wong Stadium and Walter Victor Baseball Complex): a. Mow lawn weekly, weather permitting. Lawns were mowed weekly. b. Close each ballfield at least one week annually for field renovations. The Francis Wong Stadium was closed in November 2022. The Walter Victor Baseball Complex,was closed for the month of September 2022. Six Month Progress Report on Program Objectives for FY 2022-23 12 PARKS & RECREATION HO'OLULU PARK COMPLEX c. Fertilize ballfields annually. The Francis Wong Stadium field was fertilized on August 4,2022. The Walter Victor Baseball Complex fields were fertilized on September 14, 2022. 3. Provide training for staff: a. Conduct safety talks on different topics every month. Safety talks were held monthly on topics including homeless population response, equipment safety,workplace violence policy, and new herbicides. b. Retrain employees on equipment use semi-annually. The Safety Office re-certified Complex employees on forklift use and safety in September 2022. c. Have supervisors conduct equipment maintenance training and have equipment maintained weekly. Equipment maintenance training will be conducted during the second half of fiscal year. Employees performed in-house maintenance functions throughout the period, as needed. d. Provide refresher course on Material Safety Data Sheet annually. A refresher course on Material Safety Data Sheet will be conducted during the second half of fiscal year. 4. Enforce rules and educate sponsors: a. Comply with Federal ADA, State OSHA, County,Department and Complex rules and regulations. Applicable governmental regulations were discussed with sponsors. Supervisors were trained to enforce all rules. Six Month Progress Report on Program Objectives for FY 2022-23 `13 PARKS & RECREATION HO'OLULU PARK COMPLEX b. Review and revise rules annually. The review and revision of rules will be done during second half of the fiscal year. c. Distribute rules with all applications. Rule sheets were distributed to all sponsors. 5. Work with Intake Service, schools and community groups for improvements to the Ho`olulu Complex: a. Complete one major improvement project. No improvement projects were completed. b. Do one beautification/landscaping project of the facility annually. No beautification/landscaping projects were completed. 6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an estimated 2,400 activities annually. The Ho`olulu Complex accommodated 2,361 activities in this period. Six Month Progress Report on Program Objectives for FY 2022-23 14 PARKS & RECREATION AQUATICS 1. Provide services at our nine pool facilities with at least two,lifeguards on duty daily at Kona Community Aquatics Center(KCAC), Pahoa Pool, and Sparky Kawamoto Swim Stadium. Honoka`a, Laupahoehoe,Kohala, Pahala and Konawaena will have at least one lifeguard on duty seven days a week. NAS pool will have at least one swim instructor/lifeguard on duty Monday through Friday. Per the training standard,there were always a minimum of two lifeguard personnel on duty to ensure the public safety. 2. Maintain safe and clean facilities, free of hazards for all activities,patrons and employees by maintaining acceptable pool chemical levels, conducting daily safety inspections and remitting work orders as necessary to correct unsafe conditions. A comprehensive safety inspection to be conducted on a semi-annual basis. At our 50-meter pools such as Kawamoto,Pahoa , and KCAC, our Senior Lifeguards worked with our pool custodians to provide maintenance of the facility. At our rural pools,Honoka'a,Laupahoehoe,Kohala,Pahala, and Konawaeana,each Senior Lifeguard provided the daily maintenance of the facility. Senior Lifeguards are responsible for maintaining acceptable levels of pool chemicals. This can be challenging to maintain, given the various factors at play including sunlight, bather load, rain, and wind. Senior Lifeguards are responsible for patron surveillance, overall safety of the public, and chemical levels in theP ool on a consistent basis. Staff on-site conducted daily safety inspections and maintenance work orders were sent to the Parks Maintenance Division. The Recreation Administrator reviewed semi-annual safety inspections reports before they were sent to the Human Resources Safety Division. 3. Offer recreational and lap swimming for approximately 850,000 patrons. Offer four sessions of Learn to Swim in the summer at all pools and other water related courses to approximately 3,000 patrons. Swim lessons in July of 2022 brought back the `traditional' style classes and were very popular. The growing population on-island is very interested in our programming overall and the Aquatic Section is trying to offer more hours and g g q �' g programming to meet that demand. We anticipate pool attendance to continue to increase. • Six Month Progress Report on Program Objectives for FY 2022-23 15 PARKS & RECREATION AQUATICS NAS,Kohala, Laupahoehoe, and Pahala Pools are closed(for all or part of Fiscal Year 2023),pending completion of repairs/renovations. Five of the nine pools are currently open to the public. 4. Develop and distribute a quarterly brochure of County of Hawai`i pool facilities highlighting recreational and adult lap swimming hours as well as water aerobics, swim lessons, special events, activities and programs. Each Senior Lifeguard completed the quarterly brochure for their facility. This program guide is available to the public on our website and at facilities around the island. 5. Conduct nine American Red Cross Lifeguarding/First Aid/CPR/AED Classes at each of our nine pool facilities during the fiscal year. Course offered Last day of class Instructor Wilderness and Remote 7.17.2022 Lucille Walsh First Aid Adult First 8.12.2022 Alejandra Flores-Morikami Aid/CPR/AED Lifeguarding Instructor 8.17.2022 Alejandra Flores-Morikami Crossover/Re-Entry Lifeguarding 9.13.2022 Derek Simmons Water Safety Instructor 9.06.2022 Janie Wadahara&Alejandra Flores-Morikami Lifeguarding 10.03.2022 Lisa Nahuina Lifeguarding Instructor 10.03.2022 Alejandra Flores-Morikami Review CPR/AED for 10.05.2022 Alejandra Flores-Morikami Professional Rescuers with First Aid Lifeguarding Review 10.20.2022 Shae Kakos Lifeguarding 10.20.2022 Kayla Nishimura&Nate Rowland Lifeguarding Review 11.15.2022 Shae Kakos Lifeguarding Instructor 11.18.2022 Alejandra Flores-Morikami Six Month Progress Report on Program Objectives for FY 2022-23 16 PARKS & RECREATION AQUATICS 6. Plan, promote and coordinate five Novice Swim Meets serving approximately 350 participants during the August through October season. The Novice Swim Season for FY 2022-23 is currently planned to begin on February 21St,2023. 7. Sponsor one open water swim competition. The 2022 Richardson Swim was postponed due to pending renovations and ADA upgrades at Richardson Ocean Park. We anticipate hosting the event when renovations are completed and are aiming for August of 2023. 8. Promote workplace safety for all staff by providing personal protective equipment and safety training such as the blood borne pathogen training, on an ongoing basis. Full-face respirators, rubber gloves, aprons, suits, and boots were provided for pool lifeguards and pool custodians. Hazardous material training was conducted to promote safe work practices. Staff are scheduled for Bloodborne Pathogens training and respirator fit tests in January 2023. Lifeguards were provided with latex-free gloves, pocket mask, and other protective equipment necessary when performing first aid. 9. Conduct American Red Cross blood Borne pathogens training on an annual basis in January or February for the entire division: Bloodborne Pathogens training will be conducted on January 12,2023 for all Senior Lifeguards. All Aquatic Section personnel are to be trained by end of January 2023. 10. Develop at least two partnerships with aquatics clubs to encourage competitive aquatic sports throughout the island. Partnerships were developed with the USA Swim and Dive,BIIF,Easter Seals, Boys & Girls Club, and the Hawaii Fire Department. There are currently six USA swim teams and USA Dive teams who utilize our pools year-round. 'Six Month Progress Report on Program Objectives for FY 2022-23 17 PARKS & RECREATION CULTURE & EDUCATION 1. Provide 115 workshops and classroom instructions in various disciplines, music, dance, drama, arts, crafts, and natural sciences at established sites Countywide. Conducted 41 classes or accomplished 36% of total goal. All classes started between the'period August 15 and August 24,2022. 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. The following events were held: Fourth of July—Hilo Bay Blast, Queen Lili`uokalani Festival,King Kalakaua Tribute, Christmas Wreath Exhibit (Aupuni Center) and the Magic of the Season—Holiday Open House. The division assisted with the"Home for the Hilo-days" (Hilo Palace Theater), `Tis the Season Holiday Walk-Thru event(Afook-Chinen), and monthly seasonal exhibits at the County Building. 3. Market programs by securing community involvement and financial support through six partnerships/sponsorships. Programs and projects were marketed through partnerships and collaborations with Destination Hilo,Hawaii Pyrotechnics, State Department of Transportation,DLNR/DOCARE,Friends of Lili`uokalani Gardens, Royal Order Societies,Lili`uokalani Trust, Grand Naniloa Resort,Paradise Helicopters, and Friends of Kalakaua Park. 4. Advertise and promote the Cultural &Education programs and activities through our quarterly"Arts Visions"newsletter and media such as radio,television,periodicals and newspapers. Advertised and promoted events and programs through our quarterly program guide,Hawaii County website,Hawaii Tribune-Herald,West Hawaii Today, Big Island Visitor's Bureau,Honolulu Star Advertiser,KITV,Hawaii News Now, Japanese Chamber of Commerce& Industry of Hawaii,New West Broadcasting and Pacific Media Group. Six Month Progress Report on Program Objectives for FY 2022-23 18 PARKS & RECREATIO-N ELDERLY ACTIVITIES EAD Administration 1. The division will provide and/or facilitate a wide array of services and opportunities and evaluate the quality of services provided by coordinating a service delivery system that addresses the needs and interests of older adults. This will be accomplished by providing comprehensive and coordinated services that is represented by the division's five major programs. The Elderly Activities Division provides services to over 10,650,seniors annually. An evaluation is conducted on each program annually to ensure goals are met. Provided services to 9,140 seniors and conducted three program evaluations. 2. The division will pursue help from persons and groups to improve and maintain P&R facilities and enhance programs, services, and activities. This will be maintained by the EAD Advisory Council which is made up of representatives from the 25 senior citizen clubs, 15 nutrition sites and the RSVP Advisory Council that will conduct at least one general meeting in January and two meetings for east and west districts in July of each fiscal year servicing 40 presidents/chairpersons island wide. Meeting held for the east and west districts in August with 95% representation of the senior clubs and nutrition sites in attendance. 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. Two safety meetings were held,33 EAD staff received safety training and conducted no safety on-site evaluations. 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. ERS produced class videos for Na Leo,KFVE and websites for seniors to engage from their homes. Six Month Progress Report on Program Objectives for FY 2022-23 19 PARKS & RECREATION ELDERLY ACTIVITIES • Maintain the division's Kupuna News magazine by providing information on all EAD program activities and printing at least 3,000 copies for distribution to over 200 organizations, four times annually. No copies of the Kupuna News magazine were distributed. Distribution will resume in January. 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. Served 2,452 or 98% individuals 55 years and older. 2. Provide and promote active and passive recreational, cultural and leisure opportunities for 1,000 senior club members 55 years and older at 26 senior centers/sites. Served 455 or 46% senior club members at 26 senior centers/sites. 3. Serve 3,000 older adults in recreational, educational,health-related and cultural classes island wide. Served 1,843 or 61% older adults at 26 senior centers. 4. Provide at least ten district wide activities for a total of 1,500 older adults in Puna/Ka`u,North and South Hilo,North and South Kona,North and South Kohala, and Hamakua. Provided one or 10% district wide activities and provided activities for 302 or 20% older adults with activities. EAD Special Program 1. Provide at least six countywide, state,national and international events for 2,450 older adults. Provided three or 50% of six countywide/state/national/international events and served 1,158 or 47% older adults. Six Month Progress Report on Program Objectives for FY 2022-23 20 PARKS & RECREATION ELDERLY ACTIVITIES 2. Serve a total of 1,350 older adults in at least four county-wide special events and serve 800 older adults in one statewide event. Provided two or 50% of the countywide special events and served 843 or 62% older adults. Provided one or 100% statewide event and served 315 or 39% older adults. 3. Provide one cultural event for 300 older individuals on a county, state, and international level that will attract a total of 1,200 attendees. Provided zero or 0% of the cultural event and served zero or 0% older individuals. Attracted zero or 0% of the attendees. Six Month Progress Report on Program Objectives for FY 2022-23 21 PARKS & RECREATION PANA'EWA RECREATIONAL COMPLEX 1. Focus on a natural rainforest theme by acquiring a minimum of one new rainforest animal annually. The exhibits at the Zoo are currently at capacity except for one. That empty exhibit requires modifications and enhancements to be qualified to house an animal according to USDA standards. A long-term collection plan is being developed by staff to maximize the available space and tell a cohesive story through the Zoo. 2. Successfully breed at least one animal species for exhibit or to trade with other facilities. The Zoo welcomed a leopard gecko hatchling into the collection in November 2022. The hatchling was found not long after her mother passed away. 3. Work with Friends of the Zoo (FOZ)to host at least two events to promote the zoo and increase the-number of visitors. FOZ put on their biannual plant sale on October 15,2022. They successfully raised about$7,000. Christmas at the Zoo was held the first weekend of December. The FOZ enrichment team made and gave out special treats and enrichment items to the animals. Guests and animals alike, enjoyed the day immensely. 4. Work with community groups to help facilitate four major volunteer projects to maintain and improve the Zoo and/or Equestrian Center. The Garden Volunteers continued to maintain the gardens throughout the Zoo, including the new ginger garden,propagating and caring for the orchid collection,weeding, trimming and maintaining the Native Discovery Forest. The Petting Zoo on Saturdays is staffed by our volunteers and has been very successful since reopening in July 2022. Akaka Falls Lions Club held a hunger awareness event for local school children on October 14,2022. A Kiwanis Club Native Garden event was planned for local school children. Unfortunately,it was cancelled due to inclement weather and has yet to be rescheduled. Six Month Progress Report on Program Objectives for FY 2022-23 22 • PARKS & RECREATION PANA'EWA RECREATIONAL COMPLEX 5. Increase community education and interest and reinstitute a docent training program by utilizing FOZ volunteers. FOZ is updating their Docent Training Manual as the first step in bringing the program back. All animal signage has been updated with new information and fun facts. `Education Kits' for K-2,3-5, 6-8 and high school students have been developed for area teachers interested in using the Zoo as a fieldtrip destination and living classroom. Packets are currently being reviewed by an interested teacher. Classroom topics covered are behavioral and life sciences, art, language arts, map reading, and problem solving. 6. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian Center: a. Host two rodeo events annually. The Keiki Rodeo was held on July 29-31,2022 and September 16-18,2022 at the Equestrian Center. b. Host two dressage events annually. Dressage stall renters practiced at the facility, but no events have been held. Six Month Progress Report on Program Objectives for FY 2022-23 23 This page intentionally left blank PARKS & RECREATION 'ALAE CEMETERY 1. Conduct maintenance and repair activities. Repairs and maintenance were accomplished on a daily basis. 2. Assign and record all burials. Location Number of Caskets Number of Urns 'Alae 48 31 Final Status Report on Program Objectives for FY 2021-22 1 PARKS & RECREATION VETERANS CEMETERIES - EAST AND WEST HAWAII 1. Continue to coordinate development of the East and West Hawai`i Veterans Cemeteries with the Veterans Advisory Committee and the Department of Defense. Coordinated development between East and West Hawaii Veterans Cemeteries, Veterans Advisory Committee, and the Department of Defense. Held National Cemetery Administration certification caretaker training, funded through the Dept of Defense. 2. Continue maintenance of cemetery grounds. Repairs and maintenance were accomplished on a daily basis. 3. Assign and record all burials. Location Number of Caskets Number of Urns Vet Cemetery 1 0 5 Vet Cemetery 2 65 109 West Hawaii Vet Cemetery 9 48 Final Status Report on Program Objectives for FY 2021-22 2 PARKS & RECREATION RURAL CEMETERIES 1. Continue maintenance of cemetery grounds. Repair and maintenance were accomplished on a daily basis. 2. Assign and record all burials. Location Number of Caskets Number of Urns Haw" 18 11 Honoka`a 1 0 Kainehe (aka Kuka`iau) 0 0 Kukuihaele 0 6 Na`alehu 23 5 Waimea 2 5 Final Status Report on Program Objectives for FY 2021-22 3 PARKS & RECREATION HAWAII COUNTY BAND 1. Provide musical services for the island residents and visitors by working with community organizations and providing 40 musical services annually (e.g.parades, ceremonies, festivals, concerts and special events). The Hawaii County Band performed 20 services. Due to COVID restrictions on outdoor gatherings, many of our performances were cancelled or postponed during the first and second quarter. Normal operations resumed in mid- November,however some events like holiday parades were either postponed or cancelled. 2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational, musically challenging, and historically significant. The Hawai`i County Band provided ten monthly concerts. The September and October concerts were cancelled due to COVID restrictions on outdoor gatherings sizes. 3. Feature at least two young musicians as soloists at the April or May Mo`oheau Bandstand Concert,which provides musically educating opportunities for the young people of the County of Hawai`i, annually. The Hawaii County Band featured three young musicians. The band performed an arrangement of Buglers Holiday and featured Trumpeters,Logan Tsuji, Sara Mine and Melody Padilla. 4. Introduce 20 new musical pieces per year to provide musical challenges to the band members. Twenty new pieces were rehearsed and performed. Final Status Report on Program Objectives for FY 2021-22 4 PARKS & RECREATION WEST HAWAII BAND 1. Provide musical services for island residents and visitors by working with community organizations and providing 20—25 musical services annually (e.g. Parades, ceremonies, festivals, concerts, and special events). The West Hawaii band performed 15 services. Due to COVID restrictions on outdoor gatherings,many of our performances were either postponed or cancelled. Normal operations resumed in mid-November,however some events like holiday parades were either postponed or cancelled. 2. Provide six concerts that are entertaining, educational,musically challenging and historically significant. The West Hawaii Band provide seven monthly concerts. The band performed concerts in November and December at the West Hawaii Civic Center and Hale Halawai. 3. Feature a young musician as soloist at the March or May monthly concert,to provide music education opportunities for the young musicians of Hawai`i County. The band was not able to have a soloist this year. 4. Introduce 20 new pieces per year to provide musical challenges for the band. Twenty new pieces were rehearsed and performed. Final Status Report on Program Objectives for FY 2021-22 5 PARKS & RECREATION ADMINISTRATION 1. Continue to distribute the P&R Service survey at all staffed facilities and activities/events conducted by the department. Survey results compiled quarterly and shared with employees. A total of 66 surveys were received. 2. Continue to update information for Divisions and Sections on the County of Hawai`i website on a timely basis. Our Departmental Data Processing Coordinator has continued to update the department's website with quarterly guides and class schedules,special events information, and departmental rules and regulations. 3. Continue implementation of the transition plan for accessibility to public facilities during the fiscal year. In accordance with the Americans with Disabilities Act(ADA),modifications were completed at various facilities. Progress is continuing. 4. Continue implementation of the transition plan for playground safety and accessibility during the fiscal year. In accordance with the Americans with Disabilities Act(ADA),modifications were completed at various facilities. Progress is continuing. 5. Maximize resources by encouraging the"Friends of the Park"program and identify a minimum of five community service projects that focus on maintenance and/or improvements to park facilities. e artment executed seven Friends of the Park agreements for various park Thep p g facilities. 6. Provide at least one technical job specific training for 50% of administrative staff Twenty-six job specific trainings were provided for 45% of administrative staff (9/20 employees). Final Status Report on Program Objectives for FY 2021-22 6 PARKS & RECREATION PARKS MAINTENANCE 1. Maintain completion range of approximately 1,800 work orders on an annual basis. 2,573 work orders were created, and 2,181 work orders were completed. 2. Undertake two park improvements projects per district, one of which involves a' community group. Since the COVID-19 mandates are no longer in effect,we have put an emphasis on public/private partnerships and community projects island wide. • South Hilo—Crew A,B, C: In-house: 3 Community Group Projects: 6 • Puna District: In-house: 1 Community Group Projects: 1 • S/N Kona District: In-house: 2 Community Group Projects: 6 • Ka`u District: In-house: 1 Community Group Projects: 1 • North Hilo District: In-house: 0 Community Group Projects: 1 • South Kohala/Hamakua District: In-house: 0 Community Group Projects: 3 • North Kohala District: In-house: 1 Community Group Projects: 3 Total in-house: 8 Total Community Group Projects: 21 3. Monitor complaints filed for strategic planning purposes for maintenance and services improvements. • Record complaints by: received date&time, name, contact information, description, referred district supervisor, date completed and minor/major. Total number of complaints recorded was 39. Final Status Report on Program Objectives for FY 2021-22 7 PARKS & RECREATION PARKS MAINTENANCE 4. Provide communities with safe facilities and grounds. • Conduct safety inspections of P&R facilities: 1. Every three months with responsible supervisor(nine crews), Safety inspections were conducted every three months. 2. Every six months by the Park Superintendent. Safety inspections were conducted every six months. 3. Playground and Skateboard Park inspections every month. Safety inspections were conducted monthly. 5. Provide employees with a safe working environment. • Participate with department safety committee and discuss and evaluate accident reports. The Safety Committee conducted monthly meetings to discuss accidents and incidents that occurred and discussed ways to prevent further accidents. • Correct any hazardous conditions or practices. All hazardous conditions discovered during inspections,were immediately addressed. • Provide a minimum of one safety instructional session per crew each month. Supervisors conducted monthly safety talks and training classes for their staff. • Review and upgrade Park Maintenance Safety and Health Programs. Conducted a review of Park Maintenance Safety and Health Programs with the County Safety Officer and implemented trainings based on those reviews. Final Status Report on Program Objectives for FY 2021-22 8 PARKS & RECREATION RECREATION 1. Provide introductory instruction in all recreational facilities in at least four of the following athletic activities (basketball, baseball, volleyball,track and field,tennis, flag football,badminton) for children and adults, one or more in each respective season(i.e. Fall—basketball; Winter—baseball and track/field; Spring—volleyball; Summer—tennis/physical fitness). Introductory instruction for four athletic activities were completed at all recreational facilities. Staff continues to provide activities as specified by our guidelines for a diversified recreation program. 2. Provide at least eight arts and craft activities for children and adults in all recreational facilities (i.e. Fall—Halloween/Thanksgiving/Christmas craft activities; Winter— Valentines/St. Patrick/Easter activities; Multi-media crafts etc.). Twenty-six arts and craft activities were offered at recreational facilities. Staff continues to provide activities as specified by our guidelines for a diversified recreation program. 3. Maintain a safe facility, free of hazards for all activities,patrons and employees by conducting daily safety inspections and remitting work orders as necessary to correct unsafe conditions. A comprehensive safety inspection to be conducted on a semi- annual basis. Staff performed safety inspections daily at the sites they are assigned. A Safety Inspection form (Semi-Annual Checklist for Safety)is prepared and submitted for each facility under their jurisdiction to the P&R Safety Committee in January and June of each year. 4. Plan, organize and implement a minimum of two district-wide events in each respective district that is responsive to the respective community's needs and interests (i.e. Hilo District; Hamakua District—Hamakua Fun Day; etc.). Due to COVID-19 restrictions,the Recreation Division was unable to meet this task, although staff participated in numerous County-sponsored feeding and wellness activities through the food banks and Department of Health. Final Status Report on Program Objectives for FY 2021-22 9 PARKS & RECREATION RECREATION.w�.���_ 5. Develop a minimum of six partnerships with other recreation providers as well as community organizations to maximize service and activities to the public (i.e. summer camping program in partnership with the YMCA). Developed partnership with the following: Hawaii Island Food Basket,Vibrant Hawaii,Elderly Activities Division,Hilo/Waiakea High School Kiwanis, State Department of Land and Natural Resources,Hamakua Health Center,Pahoa High School,Kau 0 Ke Kai,Kohala Community Athletic Association and Laupahoehoe Charter School. 6. Plan, organize and implement a minimum of two island wide special events (i.e. keiki triathlon, age group and exponent track meets,winter basketball tournament, etc.). Provided five modified Track&Field programs in various communities island wide. Final Status Report on Program Objectives for FY 2021-22 10 PARKS & RECREATION SUMMER AND INTER-SESSION PROGRAM 1. Conduct a minimum of 20 Summer Fun programs island wide. Twenty-two Summer Fun programs were offered island wide. 2. Continue to conduct longer programs hours at majority of the sites. All programs were scheduled for the hours of 8 a.m. through 3 p.m. Except for Papa'aloa Gym which partnered with Laupahoehoe Charter School during the hours of 8 a.m. through 12 noon. 3. Work in partnership with the Department of Education Child Nutrition Program and vendors with county meal contracts to sponsor free lunch programs for all summer fun sites that qualify and meet the requirements for this program. Provided meals for 13 sites. 4. Supplement the regular Summer Fun program with various enrichment-type programs for those willing to pay the higher fee. Three enrichment programs were offered: Pu'u'eo Teen Scene Program, Richardson's Ike Kai Program and Summer Explorations Program at Hilo Armory. 5. Develop and implement a teen-scene program at the Pu'u'eo Community Center in East Hawai`i, teaching life skills with emphasis on leadership training. This will run for six weeks from 8 a.m. to 3 p.m.,targeting teens 12— 17 years old. A Pu'u'eo Teen Scene Program was held. A Junior Leadership Summer Fun Program for ages 13—17 was also developed and implemented. 6. Develop a minimum of two Winter Intersession programs island wide. Three Winter Intersession Programs were developed and implemented. 7. Integrate children with disabilities into the summer and inter-session programs wherever possible,through the assistance of the Recreation Specialist II. Standing policy is to integrate children with disabilities into our programs. Final Status Report on Program Objectives for FY 2021-22 11 PARKS & RECREATION HO`OLULU PARK COMPLEX 1. Provide clean, safe and well-maintained facilities: a. Close each facility once per year for general clean up and minor repairs. Afook-Chinen Civic Auditorium was closed from October 3-10,2021. Francis Wong Stadium was closed from November 2020 through September 2021 for an ADA renovation project. Edith Kanaka`ole Multi-Purpose Stadium was closed from March 14-24, 2022. b. Pressure-wash each facility semi-annually. Facilities were pressure washed twice this year. Wong Stadium: July 5-8,2021 and January 13-16,2022. Edith Kanaka`ole Stadium: October 6-8,2021 and April 4-7,2022. Walter Victor Stadium: September 7-10,2021 and May 24-27,2022. Afook-Chinen Civic Auditorium: October 25-28,2021 and March 27-30, 2022. c. Check for any potential safety hazards daily. Day and night supervisors recorded any repair items or safety hazards on a daily checklist form. Minor repairs were handled in-house. As needed,work orders were generated and referred to the Parks Maintenance Division for action. d. Clean and sanitize facilities before and after events. Standard practice was to clean and sanitize each facility before and after each event. e. Work with Safety Committee to have courtesy safety inspection annually. Quarterly consultations were held with the Safety Committee to ensure facilities were in compliance. Final Status Report on Program Objectives for FY 2021-22 12 PARKS & RECREATION HO`OLULU PARK COMPLEX 2. Provide a well-manicured playing surface at all ballfields (Wong Stadium and Walter Victor Baseball Complex): a. Mow lawn weekly,weather permitting. Lawns were mowed weekly. b. Close each ballfield at least one week annually for field renovations. Walter Victor was closed for the month of September 2021. Francis Wong Stadium was closed on November 19-27,2021. c. Fertilize ballfields annually. Walter Victor Complex fields was fertilized on September 8,2021. Francis Wong Stadium was fertilized on November 9,2021. 3. Provide training for staff: a. Conduct safety talks on different topics every month. Safety talks on updated COVID disinfection and current safety protocols were held monthly. b. Retrain employees on equipment use semi-annually. Employees were retrained on equipment semi-annually. c. Have supervisors conduct equipment maintenance training and have equipment maintained weekly. Training on maintenance of equipment conducted per requirements. Equipment checked and maintained weekly. d. Provide refresher course on Material Safety Data Sheet annually. Provided a review of SDS sheets for existing and newly acquired chemicals with staff. Final Status Report on Program Objectives for FY 2021-22 13 PARKS & RECREATION HO`OLULU PARK COMPLEX 4. Enforce rules and educate sponsors: a. Comply with Federal ADA, State OSHA, County, Department and Complex rules and regulations. Applicable government regulations were discussed with sponsors. Supervisors were trained to enforce all rules. b. Revise rules annually. Rules related to the operation of the facilities were modified to address the COVID mandates. A permanent revision of each facility's Basic Rules was not undertaken this year as a result of the pandemic. c. Distribute rules with all applications. Rule sheets were distributed to all sponsors. 5. Work with Hilo Jaycees, Intake Service, schools and community groups for improvements to the Ho`olulu Complex: a. Complete one major improvement project. UHH Athletics resoded, airated and leveled Francis Wong Stadium field. b. Do beautification/landscaping project for each facility annually. Intake services completed painting and landscaping beautification projects at Edith Kanaka`ole Multi-Purpose Stadium. 6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an estimated 2,400 activities annually. Ho`olulu Complex accommodated 4,731 activities. Final Status Report on Program Objectives for FY 2021-22 14 PARKS & RECREATION AQUATICS 1. Provide services at our nine pool facilities with at least two lifeguards on duty daily at Kona Community Aquatics Center(KCAC),Pahoa Pool, and Sparky Kawamoto Swim Stadium. Honoka`a, Laupahoehoe, Kohala, Pahala and Konawaena will have at least one lifeguard on duty seven days a week. NAS pool will have at least one swim instructor/lifeguard on duty Monday through Friday. There is always a minimum of two personnel on duty, as per the training standards. 2. Maintain safe and clean facilities, free of hazards for all activities,patrons and employees by maintaining acceptable pool chemical levels, conducting daily safety inspections and remitting work orders as necessary to correct unsafe conditions. A comprehensive safety inspection to be conducted on a semi-annual basis. At the 50-meter pools such as Kawamoto,Pahoa, and KCAC, our Senior Lifeguards worked with our pool custodians to provide maintenance of the facility. At the rural pools such as Honoka`a,Laupahoehoe,Kohala,Pahala, and Konawaeana,the Senior Lifeguards solely provided the daily maintenance of the facility. Senior Lifeguards were responsible to maintain acceptable levels of pool chemicals. This can be difficult to maintain, given the various factors which included sunlight, bather load, rain, and wind. Senior Lifeguards responsibilities also include patron surveillance, overall safety of the public, and consistent chemical levels in the pool. Staff on-site conducted daily safety inspections and maintenance. Work orders were sent to the Parks Maintenance Division. The Recreation Administrator reviewed semi-annual safety inspections reports and forwarded to the Human Resources Safety Division. 3. Offer recreational and lap swimming for approximately 850,000 patrons. Offer four sessions of Learn to Swim in the summer at all pools and other water related courses to approximately 3,000 patrons. NAS,Kohala and Pahala Pools remained closed,pending completion of repairs. Six of the nine pools were open to the public. Final Status Report on Program Objectives for FY 2021-22 15 • PARKS & RECREATION AQUATICS In early 2021,we were able to expand our programs, by offering more lap swim times, adding age group swim teams, swim lessons, and recreational swimming opportunities. Some programs were still impacted by COVID protocols on limits on gathering sizes. Attendance total for the fiscal year: 219,425 Lap Swim: 62,865 Rec Swim: 20,551 In Class: 5,434 Age Group: 33,905 Master's: 9,231 BIIF: 3,627 PE: 1,879 Govt: 11,054 In Area: 68,743 4. Develop and distribute a quarterly brochure of County of Hawai`i pool facilities highlighting recreational and adult lap swimming hours as well as water aerobics, swim lessons, special events, activities and programs. Each Senior Lifeguard developed a quarterly program guide for their facility. Final Status Report on Program Objectives for FY 2021-22 16 PARKS & RECREATION AQUATICS 5. Conduct nine American Red Cross Lifeguarding/First Aid/CPR/AED Classes at each of our nine pool facilities during the fiscal year. Course offered Last day of class Instructor LGI/T Review 07/24/2021 • Janie Wadahara Lifeguarding, Waterfront 08/01/2021 Janie Wadahara with Bundle 1 review Lifeguarding Instructor 08/02/2021 Alejandra Flores-Morikami Review Lifeguarding Review 08/04/2021 Shae Kakos Lifeguarding Review 08/06/2021 Alejandra Flores-Morikami Lifeguarding Review 08/09/2021 Shae Kakos &Derek Simmons Lifeguarding Review 08/17/2021 Shae Kakos Lifeguarding Review 08/18/2021 Shae Kakos &Derek Simmons Lifeguarding Review 08/31/2021 Shae Kakos &Derek Simmons Lifeguarding Review 11/01/2021 Camille Benitez&Kayla Nishimura Lifeguarding 11/12/2021 Shae Kakos Lifeguarding Review 11/17/2022 Alejandra Flores-Morikami Lifeguarding Instructor- 11/26/2021 Alejandra Flores-Morikami BL Lifeguarding 12/16/2021 Lisa Nahuina& Spencer Coakley Water Safety Instructor 12/29/2022 Alejandra Flores-Morikami Lifeguarding 1/13/2022 Shae Kakos Lifeguarding Review 02/07/2022 Lucille Walsh&Nate Rowland Lifeguarding, Waterfront 03/04/2022 Janie Wadahara with Bundle 3 Lifeguarding Review 03/01/2022 Lucille Walsh Lifeguarding Instructor 03/04/2022 Janie Wadahara Review Lifeguarding 03/18/2022 D. Simmons, L. Walsh,A. Flores- Morikami, S. Hussey, J. Wadahara, L.Nahuina, C. Benitez Lifeguarding Instructor 03/27/2022 Alejandra Flores-Morikami Review-BL Lifeguarding Instructor 05/10/2022 Alejandra Flores-Morikami Adult and Child First 05/20/2022 Lisa Nahuina Aid/CPR/AED Lifeguarding Review 06/07/2022 Shae Kakos Lifeguarding Review 06/24/2022 S.Hussey, L.Nahuina, C. Benitez 1 Final Status Report on Program Objectives for FY 2021-22 7 PARKS & RECREATION AQUATICS 6. Plan,promote and coordinate five Novice Swim Meets serving approximately 350 participants during the August through October season. The Novice Swim Season for 2021 was postponed and rescheduled between February 28,2022 and May 21,2022. There were approximately 150 participants on four teams. We may keep novice during the Spring season,so we can offer more fall programming. 7. Sponsor one open water swim competition. The 2021 Richardson Ocean Water 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. 8. Promote workplace safety for all staff by providing personal protective equipment and safety training such as the blood borne pathogen training, on an ongoing basis. Full-face respirators,rubber gloves, aprons, suits, and boots were provided for pool lifeguards and pool custodians. Conducted hazardous material training to promote safe work practices. Staff attended annual Bloodborne pathogens training and respirator fit tests. Lifeguards were provided with latex-free gloves,pocket mask, and other protective equipment necessary to perform first aid. 9. Conduct American Red Cross blood Borne pathogens training on an annual basis in January or February for the entire division. Bloodborne Pathogens training was conducted on January 14,2022 for all Senior Lifeguards. All other Aquatic Section personnel were trained by end of January 2022. 10. Develop at least two partnerships with aquatics clubs to encourage competitive aquatic sports throughout the island. Developed partnerships with USA Swim and Dive,BIIF,Easter Seals,Boys & Girls Club, and Hawai`i Fire Dept. There are currently six USA swim teams and USA Dive teams who utilize our pools year-round. Final Status Report on Program Objectives for FY 2021-22 18 PARKS & RECREATION AQUATICS 11. Reduce utility costs at all facilities by implementing green technologies and proactive practices. Variable Frequency Drive (VFD) helps to save energy costs. VFDs were installed at all pools except NAS,Pahala,Kohala and Honoka`a. We hope to have VFDs installed at NAS and Pahala after completion of the renovations. 12. Reduce chemical costs at all facilities by prudent work practices, education and technologies. The Section has actively worked to reduce chemical costs at all facilities. Final Status Report on Program Objectives for FY 2021-22 19 PARKS & RECREATION CULTURE & EDUCATION 1. Provide 98 workshops and classroominstructions in various disciplines,music, dance, drama, arts, crafts, and natural sciences at established sites Countywide. Due to COVID, conducted 51 (52% of total goal). Classes resumed on November 15. 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. Conducted scaled back and modified events and programs and followed COVID safety and sanitation protocols. Also, assisted with monthly seasonal exhibits at the County Building atrium. PROGRAM HIGHLIGHTS First Quarter: • Fourth of July—Hilo Bay Blast (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 (modified) o In-person event cancelled; however,the committee held a tribute and blessing at Lili`uokalani Gardens (Sept. 2) in honor and recognition of the Queen's birthday and legacy. Second Quarter: • Merrie Monarch Keiki Hula Competition (cancelled) • Hilo World Peace Festival . (cancelled) • King Kalakaua Tribute o Blessing at Kalakaua Park(Nov. 16)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. • 'Tis the Season Holiday Walk-Thru Event(Afook-Chinen) o Assisted with coordination of activities/setup for event. • Christmas Wreath Exhibition at Aupuni Center Final Status Report on Program Objectives for FY 2021-22 20 PARKS & RECREATION CULTURE & EDUCATION • "Magic of the Season" Holiday Event (modified) o In-person event cancelled; however, completed setup of holiday decorations at County building. Achieved participation of all departments in a themed Christmas tree decorating display and contest. Third Quarter: • 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. Fourth Quarter: • 2022 Waimea Cherry Blossom Heritage Festival—Special Insert o Produced the first-ever, printed and digital, commemorative special newspaper insert to perpetuate 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 Hawaii Tribune-Herald and West Hawaii Today sites. • Hawai`i and Shibukawa Sister Cities Children's Art Exchange Aupuni Center o 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 Hawaii Cultural Center due to weather. Final Status Report on Program Objectives for FY 2021-22 21 PARKS & RECREATION CULTURE & EDUCATION • King Kamehameha Awesome Athletes Inclusive Canoe Race o Assisted with logistics,supplies and support for this inaugural event. • Tribute to Our Heroes display at County Building(Patriotic Salute) 3. Market programs by securing community involvement and financial support through six partnerships/sponsorships. Programs and projects marketed through partnerships and collaborations with Destination Hilo,Hawaii Explosives & Pyrotechnics, State of HI—Department of Transportation, State of HI—DLNR/DOCARE,Na Leo TV,Friends of Lili`uokalani Gardens,Hawaiian Royal Societies,Lili`uokalani Trust,Friends of Kalakaua Park,Merrie Monarch Festival Committee,Parker Ranch Center, Waimea Arts Council,Fern Gavelek Communications,Japanese Chamber of Commerce and Japanese Community Association of Hawaii. 4. Advertise and promote the Cultural&Education programs and activities through our quarterly"Arts Visions" newsletter and media such as radio,television,periodicals and newspapers. Advertised and promoted events and programs through our quarterly program guide,Hawaii County website,Hawaii Tribune-Herald,West Hawaii Today, Big Island Visitor's Bureau,Honolulu Star Advertiser,KITV,Hawaii News Now,Hawaiian Airlines,Japanese Chamber of Commerce &Industry of Hawaii,Na Leo TV and through Fern Gavelek Communications. Final Status Report on Program Objectives for FY 2021-22 22 PARKS & RECREATION ELDERLY ACTIVITIES EAD Administration 1. The division will provide and/or facilitate a wide array of services and opportunities and evaluate the quality of services provided by coordinating a service delivery system that addresses the needs and interests of older adults. This will be accomplished by providing comprehensive and coordinated services that is represented by the division's five major programs. These programs provide services for over 10,800 seniors annually. An evaluation is conducted on each program annually to ensure goals are met. Provided services to 12,271 seniors and conducted evaluations on the five EAD programs. 2. The division will pursue help from persons and groups to improve and maintain P&R facilities and enhance programs, services, and activities. This will be maintained by the EAD Advisory Council which is made up of representatives from the 25 senior citizen clubs, 15 nutrition sites and the RSVP Advisory Council that will conduct at least one general meeting in January and two meeting for east and west districts in July of each fiscal year servicing 40 presidents/chairpersons island wide. Meetings were suspended due to the gradual re-opening of the facilities and programs due to the COVID-19 pandemic restrictions. 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. Four safety meetings were held. Fifty-one employees received safety training. No on-site evaluations were conducted. Final Status Report on Program Objectives for FY 2021-22 23 PARKS & RECREATION ELDERLY ACTIVITIES 4. In order to keep the public informed of its activities the division will: • Produce at least one"Video Highlights" of the division's activities annually. Due to the COVID-19 pandemic,the Kupuna Hula Festival was cancelled and will resume September 2023. ERS has produced class videos for Na Leo,KFVE and exercise websites for seniors to engage from their homes. The EAD Director did a segment on Na Leo regarding the EAD programs and the four generations currently served. • Maintain the division's Kupuna News magazine by providing information on all EAD program activities and printing at least 3,000 copies for distribution to over 200 organizations four times annually. Due to the COVID-19 pandemic and the suspension of the senior programs, the publications were suspended. EAD Recreation 1. Provide and promote active and passive recreational, cultural and leisure opportunities to 2,500 unduplicated individuals 55 years and older island wide. Provided and promoted active and passive recreational, cultural and leisure opportunities to 2,596 older adults island wide. 2. Provide and promote active and passive recreational, cultural and leisure opportunities for 1,000 senior club members 55 years and older at 26 senior centers/sites. Due to COVID restrictions, provided and promoted active and passive recreational, cultural and leisure opportunities for only 320 senior club members. 3. Serve 3,000 older adults in recreational, educational,health-related and cultural classes island wide. Due to COVID restrictions, served only 1,843 older adults in recreational, educational, health-related and cultural classes island wide. Final Status Report on Program Objectives for FY 2021-22 24 PARKS & RECREATION ELDERLY ACTIVITIES 4. Provide at least ten district wide activities for a total of 1,500 older adults in PunalKa`u,North and South Hilo,North and South Kona,North and South Kohala, and Hamakua. Due to COVID restrictions, no activities district wide were provided. Final Status Report on Program Objectives for FY 2021-22 25 PARKS & RECREATION ELDERLY ACTIVITIES EAD Special Program 1. Provide at least seven countywide, state, national and international events for 2,600 older adults. Due to COVID restrictions,provided two county-wide,state, national and international events for 1,799 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. Due to COVID restrictions, provided only one county-wide special event for 1,579 older adults and one statewide event for 220 older adults. 3. Provide one cultural event for 300 older individuals on a county, state, and international level that will attract a total of 1,200 attendees. Due to COVID restrictions, no cultural events on a county, state and international level were provided. Final Status Report on Program Objectives for FY 2021-22 26 PARKS & RECREATION PANA`EWA RECREATIONAL COMPLEX 1. Focus on a natural rainforest theme by acquiring a minimum of one new rainforest animal annually. Received: two leopard geckos; one blue phase green iguana; two hybrid golden pheasants. 2. Successfully breed at least one animal species for exhibit or to trade with other facilities. Bred to maintain: peacock flock; dart frog collection. 3. Work with Friends of the Zoo (FOZ)to host at least two events to promote the zoo and increase the number of visitors. Christmas at the Zoo celebration held December 4,2021. Annual plant sale was held March 19,2022. 4. Work with community groups to help facilitate four major volunteer projects to maintain and improve the,Zoo and/or Equestrian Center. 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. This project continues to date. 5. Increase community education and interest and reinstitute a docent training program by utilizing FOZ volunteers. Volunteer recruitment has resumed. The new FOZ petting zoo volunteers have been trained. The Petting Zoo reopening is scheduled for the middle of July 2022. Final Status Report on Program Objectives for FY 2021-22 27 PARKS & RECREATION PANA`EWA RECREATIONAL COMPLEX 6. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian Center: a. Host two rodeo events annually. Stampede Rodeo was held August 20-22,2021. Stampede Rodeo was held February 19-20,2022. Keiki Rodeo was held February 25-27,2022. b. Host two dressage events annually. No dressage events were held during the fiscal year. Final Status Report on Program Objectives for FY 2021-22 28 7 PLANNING PLANNING PLANNING Administrative Permits 1-Public Assistance and Land Use Information: Respond to land use inquiries and confirming zoning requirements in the processing of building permits. Identify solutions to streamline and improve customer service at the counter. The EPIC system has made distribution of public inquiries more efficient and has improved response times. 2-Electronic Processing and Information Center(EPIC) System: The EPIC system went live on July 26, 2021. The Administrative Permits Division was heavily involved in the development and launch of the system. We will be developing an efficient and robust permitting system. Some of the planned improvements include creating fillable application fields to streamline the application process,templating of letters,placards and permits. Additional management tools, systemic efficiencies and automation will need to be built into the system as well. The division will continue to play a part in the development and improvement of the EPIC system. Collaborated with the Department of Information Technology and Administrative Services Division to continue to ensure that updated workflows,procedures, and refinements are implemented into 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. Updates to several of the rules that govern the processing of applications has been completed, making the application process more efficient and decision making more consistent. • • Six Month Progress Report on Program Objectives for FY 2022-23 1 PLANNING PLANNING 4-Complaints and Investigation: Work cooperatively and collaboratively with other divisions of the Department and government agencies in resolving complaints. Identify sections within current codes,rules, and regulations that need further clarification, interpretation, or revisions. Identify changes for managing,tracking, and streamlining record keeping and monthly reporting of complaints. The Admin Permits Division continued to work on resolving complaints. We are exploring options to effectively serve notices to landowners. 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. Develop a plan and schedule to backup and secure Departmental data. A data backup system has been established to include a storage drive in Hilo and a remote storage drive in Kona. This will ensure that the Planning Department's files are secure and available if data restoration is required. The Planning Department has adopted, implemented, and utilized electronic signatures for most of the department's internal documents. Electronic signatures are used for external forms when accepted. This process has streamlined workflows,increased efficiency, and reduced the number of paper documents that need to be physically routed and stored. 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. The number of applications for vacant positions has increased since the beginning of the fiscal year. Key positions that have been filled were the West Hawai`i Planning Program Manager position and several Land Use Plan Checker positions in West Hawaii. Six Month Progress Report on Program Objectives for FY 2022-23 2 PLANNING PLANNING 3-Financial Management: Track and provide additional or expanded fiscal expenditure reports to be used as managerial tools in the management of fiscal budget, Geothermal funding, and CZM funding; work with managers to seek other sources of revenue. Include and encourage Division Managers to participate in budgetary discussions and process. Fiscal documents have been provided to all Managers during the monthly meetings and all Managers have been included in the budget preparation 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. Develop a comprehensive Public Access Program for an island wide trails network. Manage the FEMA hazard mitigation grant related to the shoreline/riparian setback project. Manage the CZM grant related to the shoreline/riparian setback project. Prepare the CZM semi-annual and performance measure reports. Participate in the Hawai`i Climate Change Mitigation and Adaptation , Commission and State Ocean Resources Management Plan policy and working group meetings. Support the Cultural Resources Commission and coordinate efforts with DLNR SHPD and NPS. Review and comment on Section 106 requests. All Natural and Cultural Resource programs have been progressing and are on track. 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. The Long Range Division has supported the monthly Action Committees meetings. The Division has also coordinated with the Recovery Division on the Pahoa Village Master Plan. All other items above have been progressing and is on track. Six Month Progress Report on Program Objectives for FY 2022-23 3 - I PLANNING PLANNING 4-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. Collaborated with Public Works on Waianuenue Avenue and Keawe Street paving projects. Collaborated with Mass Transit on various transit hubs including Pahoa and Kona. A consultant has been selected for the Kona Open Space Network plan. The Capital Improvement Program budget process has been initiated. All other items above have been progressing and are on track. 5-Administrative Programs: Complete comprehensive review and update to the County's General Plan. Participate in the Hawai`i Climate Change Mitigation and Adaptation Commission and the State TOD Council. Manage the FEMA hazard mitigation grant related to the Climate Change Adaptation Plan. Collaborate with other departments on the Integrated Climate Action Plan. Administer the Coastal Zone Management grant contract. Review and seek grant funding opportunities for long-range priority projects, as appropriate. Support county code amendment opportunities, including code audits. Review and comment on County and State legislation, as appropriate. Provide administration for the Board of Appeals. Continue to amend BOA Rules of Practice and Procedure, as appropriate. All programs have been progressing and are on track. Six Month Progress Report on Program Objectives for FY 2022-23 4 PLANNING PLANNING 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. The Planning Commissions held 11 public meetings and has made recommendations or decisions on 27 applications. New commissioners were provided training on land use planning, parliamentary procedure, Sunshine Law, and County Ethics Code. 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. The Planning Division has received 54 new SMA Assessment applications and completed 53 SMA Assessment applications which resulted in 16 SMA Minor permits. The division issued 66 SMA short-form exemptions, one SMA Major Use permit and no Shoreline Setback Variances. Continued to work collaboratively with other divisions in updating applications forms and Planning Commission rules. 3-State Land Use Commission: Continue to support the Planning Director for State Land Use.Boundary Amendments, Special Permits, Order to Show Cause Motions, and other SLU requests that are approved before the State Land Use Commission. Processed one Special Permit through the State Land Use Commission. • Six Month Progress Report on Program Objectives for FY 2022-23 5 PLANNING PLANNING 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. Staff has continued to review environmental documents and special studies related to SMA/Shoreline and Planning Commission applications. 5-Administration: Complete a comprehensive update of the Division's application forms to integrate with the new EPIC permitting system so that the public and applicants can better understand the permitting process and timelines. Amend the Planning Commission's and Planning Department's Rules of Practice and Procedures to address recent changes to shoreline management law and to address new application forms. Evaluate the feasibility of streamlining the SMA permitting process within the new EPIC permitting system. Continue to explore methods of providing improved enforcement of land use permits and ordinances,to ensure that the requirements of these permits and ordinances are implemented in a timely and effective manner,which may include a comprehensive audit of these permits and approvals. The Division has worked on and will continue to work on the comprehensive update of application forms and Planning Commission rules. West Hawaii 1-Public Assistance and Land Use Information: Identify solutions to streamline and improve customer service at the counter and responding to land use inquiries and confirming zoning requirements in the processing of building permits. " _The EPIC system has made distribution of public inquiries more efficient and has improved response times. Six Month Progress Report on Program Objectives for FY 2022-23 6 PLANNING PLANNING 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. Updates to several of the rules that govern the processing of applications has been completed to make the application process more efficient and decision making more consistent. 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. The West Hawaii Division continued work on resolving complaints. We are exploring options to effectively serve notices to landowners. 4-Other Planning Programs: Staff and support Kailua Village Design Commission Staff has continued to support the Kailua Village Design Commission (KVDC). West Hawaii Planners and a Secretary have supported the KVDC by making presentations of applications and administering management of the meetings. Six Month Progress Report on Program Objectives for FY 2022-23. 7 PLANNING COASTAL ZONE MANAGEMENT 1. Process all SMA Assessments and Permit applications in the required time limit as specified by law and the County's Rules and Regulations. Ongoing and achieving. 2. Conduct site investigation of alleged violations within two weeks of receipt of complaints. Ongoing and achieving. 3. Monitor all CZM-related legislative bills during the State Legislative session and provide testimonies as needed(January to May). Ongoing and achieving. 4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC)meetings, which are normally held every other month as budgetary constraints will allow. Ongoing and achieving. 5. Attend all State Office of Planning's CZM County Directors meetings, Ocean Resources Management Plan policy and working group meetings and subcommittee meetings as budgetary constraints will allow. Ongoing and achieving. 6. As a public participation measure,..provide a written report to the State Office of Planning CZM Program of all SMA Permit applications and their status. Ongoing and achieving. 7. Continue to advertise Planning Commission agenda and hearing notices for all SMA and SSV Permit applications as required by law. Ongoing and achieving. 8. Provide the Office of Planning with semi-annual reports within seven days after December 31st, and June 30th of the Fiscal year. Ongoing and achieving. Six Month Progress Report on Program Objectives for FY 2022-23 8 PLANNING COASTAL ZONE MANAGEMENT 9. Provide the Office of Planning with annual performance measure reports within seven days after the June 30th end of the fiscal.year. Ongoing and achieving. 10. Continue to review Planning Commission and Planning Department Rules for compliance with enacted State laws and draft amendments to the rules for adoption. Ongoing and achieving. • Six Month Progress Report on Program Objectives for FY 2022-23 9 This page intentionally.left blank PLANNING PLANNING Administrative Permits 1-Public Assistance and Land Use Information: Respond to land use inquiries and confirming zoning requirements in the processing of building permits. Identify solutions to streamline and improve customer service at the counter. The Electronic Processing and Information Center(EPIC) system has made distribution of public inquiries more efficient and has improved response times. Additionally, a public Geographic Information Systems (GIS) portal has been made available through the Planning Department website to make land use information more accessible. 2-Short-Term Vacation Rental Permits: Process registration of Short-Term Vacation Rentals (STVR) in permitted districts and process Short-Term Vacation Rental Non- Conforming Use-Certificate(NUC)renewals. In 2018,the County Council adopted an ordinance to manage and register short-term vacation rentals in the County of Hawai`i. During the past year,the Department has processed thousands of Short-Term Vacation Rental applications. We continue to process applications in permitted zone districts and are beginning to process renewal applications for Non-Conforming Use Certificates. Short-Term Vacation Rental applications and renewal of Non-conforming Use Certificates have been processed with regularity. These STVR applications have been integrated into the new EPIC system which allowed the public to apply online, make payments and track the status of their applications. Implemented the pacing out STVR NUC Renewals so that submissions are spread outevenly throughout the year for better efficiency in processing. We continue to process between 50-90 Short-Term Vacation Rental permits per month. 3-Permits and Subdivision: Review and process administrative permits in a timely and efficient manner. Work cooperatively and collaboratively with applicants, other County departments and government agencies in the permit and subdivision review process. Create opportunities to increase communication and collaboration among Hilo and Kona staff to develop standards for consistent processing of permits. Facilitate a comprehensive review and update to the County's Zoning and Subdivision Codes. We have continued to work on updating several of the rules that govern the processing of applications to make the process more efficient and decision making more consistent. The Planning Department has begun the process of updating the subdivision and zoning codes. A vendor has been selected to assist with the review and amendment to these codes. Final Status Report on Program Objectives for FY 2021-22 1 PLANNING PLANNING 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. We continued working towards resolving complaints, compliance on violations and explored options for serving notices. Administrative Services 1-Records Management: Conversion of departmental files from physical to electronic format facilitating easier and accurate access for the public which will reduce expenditures in supplies and staff person-hours. Design,build and develop databases to replace spreadsheet records for efficient data management, analysis and reporting. Manage the Professional Services list for Planning-related disciplines. Planning's inventory spreadsheets have been converted into an inventory database with advanced searches and the ability to generate disposal forms, quarterly inventory addition reports, etc. A database for the EPIC system has been developed to create efficiencies by automating the majority of the reconciliation process and is able to generate treasury receipts for payments collected from the EPIC system for both Planning and Public Works. In January of 2022 the Department began an office wide cleanup which included cleaning workstations, closets,cabinets, and purging old manuals,files,references, etc.,that were not in use or that no longer needed to be referred to. Old electronics were dropped off at an a-waste facility. Reusable office furniture, equipment and supplies were transferred to other Departments. Between March and June of 2022, files and documents that needed to be retained were scanned at an average rate of 30,000 pages a week into LaserFiche. 2-Personnel: Recruit for positions when they become vacant. Continue to evaluate department structure and organization to help increase planning and regulatory functions. Sustain practice for consistent staff evaluation and performance management. Recruitment has been ongoing,working towards quickly filling positions. The County has had some challenges filling positions in West Hawaii. We have remained hopeful that people will return to the workforce and seek employment with the County. We have completed the reorganization of the Planning and Long Final Status Report on Program Objectives for FY 2021-22 2 PLANNING PLANNING Range Divisions. The realignment of these positions and sections evened out workloads and has helped the divisions operate more efficiently. Planning was provided with funds through the budget process for an Information Systems Analyst IV and a Clerk II position to help with support and productivity. The Information Systems Analyst IV position has played a key role in our EPIC system development and support. The Clerk II in West Hawai`i remained vacant as of June 30,2022. 3-Financial Management: Track and provide additional or expanded fiscal expenditure reports to be used as managerial tools in the management of fiscal budget, Geothermal funding, and Coastal Zone Management(CZM)funding; work with managers to seek other sources of revenue. Continued to provide fiscal documents to all Managers during the monthly meetings: Long Range 1-Environmental Planning: Review environmental assessments and environmental impact statements. Collaborate with other county and state agencies on land preservation opportunities. Develop a Kona Open Space Plan in accordance with the Community Development Plan. Review and comment on County and State legislation. Develop an outline and process for an Integrated Watershed Management Framework in cooperation with related non-profits and government agencies. Develop a Climate Change Adaptation Plan. Manage the Federal Emergency Management Agency(FEMA)hazard mitigation grant related to the shoreline/riparian setback project. Division staff collaborated with University of Hawaii at Hilo Pacific Islands Climate Science Center;virtually participated in a presentation to the U.N. Climate Change Conference; reviewed all public access inquiries and maintained public access records; managed the CZM and FEMA hazard mitigation grant to conduct the research necessary to establish a new shoreline setback policy and rule; reviewed all environmental assessments and environmental impact statements as assigned; started the process for the Kona Open Space Plan; and collaborated with the County of Hawaii,Department of Research & Development to kick off the Climate Change Adaptation project. Conducted public hearings of the Cultural Resource Commission. Completed One Water project with the Department of Urban and Regional Planning. Managed the Hilo Bay Watershed Study(near completion) & secured Army Core of Engineers grant($50k). Reviewed and Final Status Report on Program Objectives for FY 2021-22 3 PLANNING PLANNING commented on all cultural assessments and National Historic Preservation Act: Section 106 requests. Proposed projects for FY 2021-22 Water Resources Development Act Grant. 2-Regional and Community Planning: Complete comprehensive reviewand update to the County's General Plan. Implement and update Community Development Plans. Work with Action Committees and community networks to prioritize and implement community-based actions. Assist communities to develop and implement town or village plans as needed. Initiate Pahoa Master Plan. Continue to work with other County departments, outside agencies, and the public on various long range planning initiatives. The Administration continued with the General Plan Comprehensive Review. All Action Committees (AC)met on a regular quarterly schedule with an all-AC meeting held twice per year. Staff continued to work with_the Mayor's Office to fill AC vacancies. Staff continued to participate in the long-range planning efforts relative to the 2018 Kilauea Eruption recovery and resilience. This included chairing two of the Recovery Action Teams. Collaborated with the Pahoa Village Master Plan project. Planned and attended two-day Resilience Action Learning Huaka`i. Supported Collaboration Warwahl Community of Practice. Supported the development of United States Department of Agriculture's (USDA)Rural Placemaking Innovation Challenge Grant awarded to Hawaii County. 3-Coastal Zone Management: Administer the Coastal Zone Management grant contract and conduct research and analysis to support planning in the Special Management Area. Manage the CZM grant related to the shoreline/riparian setback project. Prepare the semi=annual and performance measure reports. Participate in the Hawai`i Climate Change Mitigation and Adaptation Commission and State Ocean Resources Management Plan policy and working group meetings. Division staff participated regularly in the Ocean Resources Management Plan (ORMP) Coordinated Working Group meetings and Policy Council meetings; managed the County's CZM contract and prepared the semi-annual progress reports; attended and participated with the Hawaii Climate Change Mitigation and Adaptation Commission and its subcommittees; managed the CZM and FEMA grants related to the shoreline/riparian setback project; and participated regularly in the South Kohala Coastal Partnership. Final Status Report on Program Objectives for FY 2021-22 4 • PLANNING PLANNING 4-Administrative Programs: Coordinate the development of the County's Capital Improvement Program(CIP). Provide administration for the Board of Appeals. Prepare and submit the Fair Share Annual Report to Council. Secured seven new grants and executed agreements totaling$1.4M. Managed a total of ten planning project contracts. The Division completed the preparation of the CIP budget and submitted it to Council. The Division completed and submitted the Fair Share Annual Report to Council. The Division staffed monthly public hearings for the Board of Appeals virtually. Provided comments for all requests for review from Planning Commission and other public agencies. Attended various trainings including but not limited to County Human Resources and Corporation Counsel trainings,Native Hawaiian Law Training and Hazard Mitigation Planning Training. Updated division position descriptions and reorganized the division into three sections: Natural & Cultural Resources, Community Planning, and Infrastructure&•Design. Secured-four Amer-iCorps members,-one through the Volunteer in Service to America (VISTA) program and three through the Lead for America program. Executed a contract for comprehensive review and to amend the zoning and subdivision codes. 5-Access and Mobility: Collaborate with Department of Public Works on transportation planning initiatives,including complete streets. Update codes and rules related to the Complete Street's Program. Work with other agencies to implement Vision Zero. Coordinate with Mass Transit Authority to better integrate transit routes and stations with land use. Support other departments related to the implementation of local and regional trails. Develop a comprehensive Public Access Program for an island wide trails network. The Division staff submitted the Vision Zero Action Plan to the American Planning Association and won the Transportation Award-on behalf of the County. Staff continued to coordinate with Public Works on various transportation design and planning efforts; attended and provided updates at monthly State Transit Oriented Development Commission meetings; participated in various meetings and workshops held by the Hawaii Department of Transportation regarding Sub- STAC,the Statewide Transportation Plan,the State Transportation Action Committee,Climate Change Effects on Infrastructure, and Virtual Public Involvement; staffed and participated in meetings and ongoing projects for the Mayor's Active Living Council,the Hilo Bayfront Trail Committee, and Waimea Trails and Greenway Committee. Completed the Environmental Assessment for Waimea Trails. Completed a quick build transportation project in Keaukaha with Final Status Report on Program Objectives for FY 2021-22 5 PLANNING PLANNING a Department of Health grant. Completed professional services for Pahoa Transit Hub. Secured a State Planning&Research grant for a "Road Alignment,ROW and Zoning Map" Project. Planning Commissions 1-Windward and Leeward Planning Commissions: Continue to provide background and recommendation reports for the Planning Director for land use applications to the Windward and Leeward Planning Commissions. Continue to amend the Planning Commission's Rules of Practice and Procedures, as appropriate,to define and/or refine processes and requirements to better address the legal,technical, functional and financial obligations of our Commissions to ensure a fair,balanced and more effective approach in the processing of requests or applications. During FY 2021-22,20 Planning Commission virtual meetings and three Planning Commission in-person meetings were held. During this period,staff processed 62 applications through the Planning Commissions,consisting of: 20 Change of Zones; four Amendments to Change of Zone Ordinances; three Use Permits; 12 SMA Major Use Permits; 17 Special Permits; four State Land Use Permits; and two Planning Director Initiatives. 2-Cultural Resource Commission (CRC) and Banyan Drive Hawaii Redevelopment Authority(BDHRA): For the CRC,we will continue to seek new opportunities to allow the expertise of the members of the CRC toreview and comment on projects that could have an impact on cultural, archaeological, and/or historical resources across the County of Hawai`i. For the BDHRA,we will continue to seek opportunities and advocate for funding to allow the agency to operate under its own authority and management. CRC/BDHRA were transferred to the Long Range Planning Division in Spring 2021. 3-State Land Use Commission: Continue to support the Planning Director for State Land Use Boundary Amendments, Special Permits, Order to Show Cause Motions, and other SLU requests that are approved before the State Land Use Commission(LUC). Leeward Planning Commission transmitted one Special Permit application to the State LUC for its decision. Final Status Report on Program Objectives for FY 2021-22 6 PLANNING PLANNING 4-Special Management Area: Continue to process all Special Management Area (SMA)Assessments within the specified 60-day time-period,which includes a 15-day review to accept or reject applications. Continue to create and implement the new SMA short form for exemption determinations for non-shoreline parcels for quicker SMA reviews. Processed 89 SMA Assessment applications and issued 32 SMA Minor Permits and 18 SMA exemption determinations; 39 projects still in review or pending. Issued 132 SMA exemptions using the Short Form Assessment(SFA),of which 29 were covered under an existing SMA permit. Reviewed three environmental assessments related to the SMA/shoreline area. 5-Administration: Continue to explore methods of providing improved management and enforcement of land use permits and ordinances,including improved coordination between the various divisions within the Planning Department and affected agencies,to ensure that the requirements of these permits and ordinances are implemented in a timely, complete and effective manner. The EPIC system has been used to transition all permitting activities, reviews,log creation and reporting into one platform. West Hawaii 1-Public Assistance and Land Use Information: Identify solutions to streamline and improve customer service at the counter and responding to land use inquiries and confirming zoning requirements in the processing of building permits. The EPIC system has made distribution of public inquiries more efficient and has improved response times. Additionally, a public GIS portal has been made available through the Planning Department website to make land use information more accessible. - Final Status Report on Program Objectives for FY 2021-22 7 PLANNING PLANNING 2-Short-Term Vacation Rental Permits: Initiate implementation of Short-Term Vacation Rental permit requirements. In 2018,the County Council adopted an ordinance to manage and register short-term vacation rentals in the County of Hawai`i. The Department will work to register short-term vacation rentals in permitted districts, monitor units granted non-conforming use certificates, and take enforcement actions. Short-Term Vacation Rental applications and renewal of Non-conforming Use Certificates have been processed with regularity. These STVR applications have been integrated into the new EPIC system which allowed the public to apply online, make payment and track status of their applications. Implemented the pacing out of STVR NUC renewals so that submissions are spread out evenly throughout the year for better efficiency in processing. 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. We have continued to work on updating several of the rules that govern the processing of applications to make the process more efficient and decision making more consistent. The Planning Department has begun the process of updating the subdivision and zoning codes. A vendor has been selected to assist with the review and amendment to these 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. Inspectors have efficiently coordinated investigation procedures with the Hilo inspectors, and together with the Hilo staff,the West Hawaii Planning inspectors are responsible for SMA and shoreline inspection. We continued working towards resolving complaints, compliance on violations and explored options for serving notices. Final Status Report on Program Objectives for FY 2021-22 8 PLANNING PLANNING 5-Other Planning Programs: Staff and support Kailua Village Design-Commission (KVDC). Staff continued to support the KVDC. West Hawaii Planners and Secretary support the KVDC, making presentations of applications, and administering management of the meetings. KVDC meetings were primarily conducted online using Zoom and viewable by the public via YouTube. In the Spring of 2022,an in- person site was made available for the public to testify and view the meetings live. Final Status Report on Program Objectives for FY 2021-22 9 PLANNING COASTAL ZONE MANAGEMENT 1. Process all SMA Assessments and Permit applications in the required time limit as specified by law and the County's Rules and Regulations. Achieved and ongoing. 2. Conduct site investigation of alleged violations within two weeks of receipt of complaints. Achieved and ongoing. 3. Monitor all CZM-related legislative bills during the State Legislative session and provide testimonies as needed(January to May). Achieved and ongoing. 4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC)meetings,which are normally held every other month as budgetary constraints will allow. Achieved and ongoing. 5. Attend all State Office of Planning's CZM County Directors meetings, Ocean Resources Management Plan policy and working group meetings and subcommittee meetings as budgetary constraints will allow. Achieved and ongoing. 6. As a public participation measure,provide a written report to the State Office of Planning CZM Program of all SMA Permit applications and their status. Achieved and ongoing. 7. Continue to advertise Planning Commission agenda and hearing notices for all SMA and SSV Permit applications as required by law. Achieved and ongoing. 8. Provide the Office of Planning with semi-annual reports within seven days after December 31st, and June 30th of the Fiscal year. Achieved and ongoing. Final Status Report on Program Objectives for FY 2021-22 10 PLANNING COASTAL ZONE MANAGEMENT with annualperformance measure reports within seven 9. Provide the Office of Planning p days after the June 30th end of the fiscal year. Achieved and ongoing. 10. Continue to review Planning Commission and Planning Department Rules for compliance with enacted State laws and draft amendments to the rules for adoption. Achieved and ongoing. • Final Status Report on Program Objectives for FY 2021-22 11 This page intentionally left blank 16 POLICE . .. . ...._. ADMINISTRATIVE SERVICES BUREAU ADMINISTRATIVE SERVICES DIVISION 1. To accommodate at least 95% of requests for public safety/health talks from the community. Of 41 requests for public safety/health talks, accommodated 41 requests, or 100% of requests. 2. To accommodateat least 95% of requests for station tours for students and community members. Of six requests for public safety/health talks, accommodated six requests, or 100% of requests. 3. Conduct drug screening of all sworn personnel and initiate pre-employment testing of civilian personnel. With the exception of sworn personnel on extended leaves of absences, a total of 421 (of 448) sworn personnel or 94% of sworn staffing were tested. No approval from HGEA to initiate pre-employment drug testing of applicants for civilian positions. 4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80% vacancies for civilian positions by end of fiscal year. Conducted constant recruitment and filled at least 86% of sworn positions (416 out of 484 authorized positions). Conducted constant recruitment and filled at least 79% of civilian staffing(123 out of 156 positions filled). 5. Improve competence and professionalism of sworn and civilian personnel through advanced equipment purchases and provide 25,000 hours of on-going training. Department personnel received a total of 10,156 hours of training, achieving an average of 41% of on-going training. Six Month Progress Report on Program Objectives for FY 2022-23 1 POLICE ADMINISTRATIVE SERVICES BUREAU ADMINISTRATIVE SERVICES DIVISION 6. Maintain the level of proficiency in the Word Processing Center with a turnaround `time of less than nine days for processing reports. The average turnaround time for police reports transcribed by the Word Processing Center is 4.2 days. 7. Process 98% of requisitions received from districts and bureaus within a month. Processed 3,488 out of 3,619 requisitions received or approximately 96% of requisitions received. 8. Fill 90%of all special duty requests for officers. Filled 2,482 out of 2,604 requests for special duty or 95% of requests. 9. Compile a listing of all outstanding leave papers anddistribute to district commanders bimonthly. Collected and submitted to commanders a listing of 384 of 384 outstanding leave applications,for a total of 100% outstanding leave applications. 10. Fill 90%of requests for storeroom supplies within the month. Filled 2,260 out of 2,260 requests for storeroom supplies or 100% of requests. Six Month Progress Report on Program Objectives for FY 2022-23 2 POLICE ADMINISTRATIVE SERVICES BUREAU TECHNICAL SERVICES DIVISION 1. Process and issue at least 95%of road closure permits within the month received. Processed 28 out of 28 road closure permits within the month received, or 100% of road closure permits. 2. Issue at least 95% of traffic violation letters to vehicle owners within a week. Issued 62 out of 63 violation letters to vehicle owners within a week of receipt, or 98% of violation letters. 3. Process at least 95% of firearms permits within two weeks. Processed 2,373 out of 2,373 firearms permit applications, or 100%. 4. Conduct at least six radio site inspections per month. Conducted 41 radio site inspections or 57% of radio site inspections. 5. Complete auto tuning of at least 40 portable or mobile radios per month. Conducted 240 auto tuning of portable or mobile radios, or 50% of auto tuning of portable or mobile radios. 6. Process and dispatch personnel to 100%of calls for service received. The Dispatch Section processed and dispatched personnel to 89,026 of the 89,026 calls for service received,or 100% of calls for service. Six Month Progress Report on Program Objectives for FY 2022-23 3 POLICE CRIMINAL INTELLIGENCE UNIT AND OFFICE OF PROFESSIONAL STANDARDS Criminal Intelligence Unit 1. Complete 90%of assignments within 30 days. Completed 277 out of 277 assignments received within 30 days, or 100% of assignments. 2. Complete 90% of criminal history checks of prospective employees of the department, as well as other federal, state, and local law enforcement agencies within 30 days. Completed 186 out of 186 criminal history checks within the specified 30-day limitation, or 100% of criminal history checks. 3. Develop,maintain, and disseminate intelligence information,which can be utilized to produce no less than 11 criminal investigations per month. Provided intelligence information,which in whole or in part led to the initiating of 91 criminal investigations, or 69% of criminal investigations. 4. Compile,produce, analyze and forward to police administrators no less than 32 intelligence reports per month. Completed 197 control reports, or 51% of intelligence reports. 5. Provide assistance to other elements within the police department either through intelligence briefings on current crime trends and/or through no less than 12 in-service training sessions per month. Provided 72 in-service briefings and training sessions for departmental personnel, or 50% of in-service briefings. 6. Conduct four presentations to semi-annual statewide Inter-County Criminal Intelligence Unit(ICCIU) conferences on major criminal activity within this jurisdiction, along with gathering criminal intelligence from other jurisdictions, which may have a connection to our jurisdiction. No presentations at semi-annual statewide Inter-County Criminal Intelligence Unit(ICCIU) conferences were conducted due to cancelation. Six Month Progress Report on Program Objectives for FY 2022-23 4 POLICE CRIMINAL INTELLIGENCE UNIT AND OFFICE OF PROFESSIONAL STANDARDS Office of Professional Standards 1. Conduct complete and thorough internal investigations seeking a monthly clearance rate of 67%. Of the 15 internal investigations initiated, completed nine internal investigations, or 60% of internal investigations. 2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate of 85%. - Completed 18 of the 19 internal inquiries, or 95% of internal inquiries. 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. Conducted a total of 18 in-service training sessions, or 50% of in-service training sessions. 4. Conduct no less than two monthly random and unannounced inspections of the different elements within the department to ensure compliance with rules and regulations. Conducted 18.monthly inspections, or 75% of unannounced inspections. 5. Compile and provide a yearly report to the state legislature on certain specific aspects of discipline meted out by the department as required by law. The yearly report to the State Legislature will be submitted prior to the January 31,2023 deadline. Six Month Progress Report on Program Objectives for FY 2022-23 5 • POLICE OPERATIONS BUREAUS 1. To achieve a burglary clearance rate of 30%. Of 347 burglary cases initiated, 99 cases were cleared, or 29% of burglary clearance rate. 2. To achieve a theft/auto theft clearance rate of 30%. Of 1,987 theft cases initiated,539 cases were cleared,or 27% of theft clearance rate. 3. To achieve a robbery clearance rate of 60%. Of 47 robbery cases initiated,29 cases were cleared,or 62% robbery clearance rate. 4. To maintain a sexual assault clearance rate of 80%. Of 106 sexual assault investigations initiated,63 cases were cleared,or 60% sexual assault clearance rate. 5. To attain at least a 65% service of court documents received. Served 2,760 court documents of the 4,511 received, or approximately 61% service of court documents. 6. To conduct 760 hard drug investigations (heroin,cocaine and crystal methamphetamine). Initiated 314 hard drug cases, or 41% of hard drug investigations. 7. Crime Lab to achieve an assignment clearance rate of 90%. Crime Lab cleared 312 cases of the 312 cases assigned for a total of 100% clearance. 8. HI-PAL to serve 60 youths in three age groups for each month and a 30%participation of"at-risk youths" out of all youths served. Served a combined total of 450 youths for the three age groups; of this total, 324 or 72%were "at risk youths." Six Month Progress Report on Program Objectives for FY 2022-23 6 POLICE OPERATIONS BUREAUS 9. Community policing program to complete at least 40 problem-solving activities and 40 crime prevention activities annually through the development of partnerships directed at resolving community-police problems,resulting in the improvement of the quality of life for all citizens. Completed 98 problem-solving activities or 245% of problem-solving activities and 72 crime prevention activities or 180% of crime prevention activities. 10. Community policing program to complete at least 96 abandoned vehicle/beautification projects annually through the development of partnerships with the community. Completed 78 abandoned vehicle/beautification projects, or 81% of projects. 11. To provide at least four D.A.R.E. curriculum(core classes) and/or training per month through the department's school resource officer program. Provided 20 D.A.R.E. curriculum involving approximately 995 students from eight schools and zero training programs, or 42% of classes/training. • Six Month Progress Report on Program Objectives for FY 2022-23 7 POLICE GRANT REVENUES 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. • Of$390,100 awarded,we received$322,799. 2. Occupant Protection(State Department of Transportation$124,000) -To conduct seatbelt enforcement and child restraint roadblocks. Of$124,000 awarded,we received$38,685. 3. High Speed Enforcement(State Department of Transportation$255,000) - To provide for additional enforcement dealing with speeding violations. Of$255,000 awarded,we received$111,179. 4. Roadblock Program(State Department of Transportation,Sobriety Checkpoint $425,000)to conduct DUI roadblocks to minimize fatalities and injuries. Of$425,000 awarded,we received$76,525. 5. Traffic Investigation(State Department of Transportation$137,000) -To reduce the number of alcohol-related fatalities and injuries, increase public awareness, and • provide a constant deterrence against drunk driving. Of$137,000 awarded,we received$12,654. 6. Data Records (State Department of Transportation$73,000) -To transfer completed Motor Vehicle Accident Reports (MVAR)to Hawai`i Department of Transportation (HDOT)within three months and HPD traffic citations to the District Courts within six days of issuance to ensure compliance with national standards. Of$73,000 awarded,we received$14,430. 7. SAFE Standby Pay (State Department of the Attorney General$84,000) -To improve the department's response to violent sex crimes,physical abuse and crimes of violence against women. Of$84,000 awarded,we received$0. Six Month Progress Report on Program Objectives for FY 2022-23 8 . POLICE GRANT REVENUES 8. Distracted Driving(State Department of Transportation$172,000)—To reduce the number of drivers using an electronic mobile device while operating a motor vehicle by conducting checkpoints and issuing citations. Of$172,000 awarded,we received$45,933. 9. Department of Health—Tobacco Sting (State Department of Health$16,000)—To provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors in the County of Hawai`i. Of$16,000 awarded,we received $9,639. 10. Increasing Quality Forensic Services—(State Department of the Attorney General $80,000)—For the purpose of paying for quality Forensic Services by continuous updated forensic sciences training and the purchase of a digital analytical balance with data print out accessories. Of$80,000 awarded,we received$75,440. 11. Wireless E911 Fees—(Hawai`i Enhanced 911 Board$3,015,676)—For expenditures associated with the deployment of Wireless Enhanced 911 System. Of$3,015,676 awarded,we received $247,954. 12. SANE/SART Training(State Department of the Attorney General $125,000)— Provide SANE personnel training, technical assistance and information to respond to violent crimes,physical abuse and crimes of violence against women. This grant was not awarded. 13. US Marshall Service—Hawai`i Fugitive Task Force($12,000)—To assist with overtime incurred to HCPD Officers working with the United States Marshall Service on the enforcement and capture of fugitives wanted undef the Hawaii Fugitive Task Force Initiative. Of$12,000 awarded,we received $1,827. Six Month Progress Report on Program Objectives for FY 2022-23 9 POLICE GRANT REVENUES 14. United States Secret Service($10,000)—To assist in the enforcement and protection of high governmental officials and the prevention of counterfeiting of U.S. Currency and securing the nation's critical infrastructures, specifically in the areas of cyber, banking and finance. Of$10,000 awarded,we received$0. 15. Safe Streets/Violent Crimes Task Force (Federal Bureau of investigation—FBI $50,000)—For the purpose of identifying and targeting for prosecution criminal enterprise groups responsible for drug trafficking,money laundering, alien smuggling and other violent crimes. Of$50,000 awarded,we received$0. 16. State-wide Multi-Jurisdictional Drug Task Force (SMDTF)—State Department of the Attorney General($60,000)—For the purpose of reducing drug threats and drug related crimes and incorporating multi-agency collaboration. Of$60,000 awarded,we received$1,410. 17. Priority Drug Analyses Productivity—State Department of the Attorney General ($175,000)—For the purpose of paying for Gas Chromatography/Mass Spectrometry and Fourier Transform Tnfrared Spectroscopy instrumentation for the identification of controlled drugs. This grant was not awarded. 18. Local JAG Program—U.S. Department of Justice($114,000)—For the purpose of purchasing a driving simulator for the Police Department's Emergency Vehicle Operator Course. Of$114,000 awarded,we received$2,301. 19.ATF Task Force($32,000) -To assist with overtime and costs related to operations with the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF). Of$32,000 awarded,we received$0. Six Month Progress Report on Program Objectives for FY 2022-23 10 POLICE GRANT REVENUES 20.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. Of$545,760 awarded,we received$183,712. 21. Hazard Mitigation Grant Program—($162,191)—To reduce the risk of future damage, loss of life and property in any area affected by a major disaster. Of$162,191 awarded,we received $0. 22. Hawai`i Narcotics Task Force—($50,000) -To assist with overtime and costs related to operations with the Hawai`i Narcotics Task Force. There was no grant awarded as of this date. Six Month Progress Report on Program Objectives for FY 2022-23 11 This page intentionally left blank POLICE ADMINISTRATIVE SERVICES BUREAU Administrative Services Division 1. To accommodate at least 95% of requests for public safety/health talks from the community. Of 75 requests for public safety/health talks, accommodated 75 requests, or 100% of requests. 2. To accommodate at least 95% of requests for station tours for students and community members. • Of two requests for station tours, accommodated two requests, or 100% of requests. 3. Conduct drug screening of all sworn personnel and initiate pre-employment testing of civilian personnel. With the exception of sworn personnel on extended leaves of absences, a total of 424 (of 430) sworn personnel or 99% of sworn staffing were tested. No approval from HGEA to initiate pre-employment drug testing of applicants for civilian positions. 4. Conduct constant recruitment and fill at least 90%of vacancies for sworn and 80% vacancies for civilian positions by end of fiscal year. Conducted constant recruitment and filled at least 91% of sworn positions (438 out of 484 authorized positions). Conducted constant recruitment and filled at least 81% of civilian staffing(125 out of 155 positions filled). 5. Improve competence and professionalism of sworn and civilian personnel through advanced equipment purchases and provide 25,000 hours of on-going training. Department personnel received a total of 40,372.25 hours of training, achieving an average of 161% of on-going training. Final Status Report on Program Objectives for FY 2021-22 1 POLICE ADMINISTRATIVE SERVICES BUREAU Administrative Services Division 6. Maintain the level of proficiency in the Word Processing Center with a turnaround time of less than nine days for processing reports. The average turnaround time for police reports transcribed by the Word g Processing Center was 4.9 days. 7. Process 98% of requisitions received from districts and bureaus within a month. Processed 7,048 out of 7,048 requisitions received or 100% of requisitions received. 8. Fill 90%of all special duty requests for officers. Filled 5,343 out of 5,757 requests for special duty or 93% of requests. 9. Compile a listing of all outstanding leave papers and distribute to district commanders bimonthly. Collected and submitted to commanders a listing of 768 of 768 outstanding leave applications, for a total of 100% outstanding leave applications. 10. Fill 90%of requests for storeroom supplies within the month. Filled 4,260 out of 4,260 requests for storeroom supplies or 100% of requests. Final Status Report on Program Objectives for FY 2021-22 2 POLICE ADMINISTRATIVE SERVICES BUREAU Technical Services Division 1. Process and issue at least 95%of road closure permits within the month received. t or 44 out of 44 road closure permits within the month received, Processed 100% of road closure permits. 2. Issue at least 95%of traffic violation letters to vehicle owners within a week. Issued 218 out of 223 violation letters to vehicle owners within a week of receipt, or 98% of violation letters. 3. Process at least 95% of firearms permits within two weeks. Processed 4,457 out of 4,647 firearms permit applications, or 96% of applications. 4. Conduct at least six radio site inspections per month. Conducted 76 radio site inspections or 106% of radio site inspections. 5. Complete auto tuning of at least 40 portable or mobile radios per month. Conducted 480 auto tuning of portable or mobile radios,or 100% of auto tuning of portable or mobile radios. 6. Process and dispatch personnel to 100% of calls for service received. • The Dispatch Section processed and dispatched personnel to 175,769 of the 175,769 calls for service received,or 100% of calls for service. Final Status Report on Program Objectives for FY 2021-22 3 POLICE CRIMINAL INTELLIGENCE UNIT AND OFFICE OF PROFESSIONAL STANDARDS Criminal Intelligence Unit 1. Complete 90%of assignments within 30 days. Completed 560 out of 560 assignments received within 30 days, or 100% of assignments. 2. Complete 90%of criminal history checks of prospective employees of the department,as well as other federal, state and local law enforcement agencies within 30 days. Completed 377 out of 377 criminal history checks within the specified 30-day limitation, or 100% of criminal history checks. 3. Develop,maintain and disseminate intelligence information,which can be utilized to produce no less than 11 criminal investigations per month. Provided intelligence information,which in whole or in part,led to the initiating of 182 criminal investigations,or 138% of criminal investigations. 4. Compile,produce, analyze and forward to police administrators no less than 32 intelligence reports per month. Completed 382 control reports, or 100% of intelligence reports. 5. Provide assistance to other elements within the police department either through intelligence briefings on current crime trends and/or through no less than 12 in-service training sessions per month. Provided 144 in-service briefings and training sessions for departmental personnel, or 100% of in-service briefings. 6. Conduct four presentations to semi-annual statewide Inter-County Criminal Intelligence Unit(ICCIU) conferences on major criminal activity within this jurisdiction, along with gathering criminal intelligence from other jurisdictions, which may have a connection to our jurisdiction. No presentations at semi-annual statewide Inter-County Criminal Intelligence Unit(ICCIU) conferences were conducted due to cancelation of conferences. Final Status Report on Program Objectives for FY 2021-22 4 POLICE ....... .. ..... .... ...... CRIMINAL INTELLIGENCE UNIT AND OFFICE OF PROFESSIONAL STANDARDS Office of Professional Standards 1. Conduct complete and thorough internal investigations seeking a monthly clearance rate of 67%. Of the 47 internal investigations initiated, completed 33 internal investigations, or 70% of internal investigations. 2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate of 85%. Completed 67 of the 84 internal inquiries, or 80% of internal inquiries. 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. Conducted a total of 36 in-service training sessions, or 100% of in-service training sessions. 4. Conduct no less than two monthly random and unannounced inspections of the different elements within the department to ensure compliance with rules and regulations. Conducted 36 monthly inspections, or 150% of unannounced inspections. 5. Compile and provide a yearly report to the state legislature on certain specific aspects of discipline meted out by the department as required by law. The yearly report to the State Legislature was submitted on January 26,2022. Final Status Report on Program Objectives for FY 2021-22 5 POLICE OPERATIONS BUREAUS 1. To achieve a burglary clearance rate of 30%. Of 693 burglary cases initiated,208 cases were cleared, or 30% of burglary clearance rate. 2. To achieve a theft/auto theft clearance rate of 30%. Of 4,167 theft cases initiated, 1,274 cases were cleared, or 31% of theft clearance rate. 3. To achieve a robbery clearance rate of 60%. Of 65 robbery cases initiated,42 cases were cleared, or 65% robbery clearance rate. 4. To maintain a sexual assault clearance rate of 80%. Of 285 sexual assault investigations initiated,206 cases were cleared, or 72% sexual assault clearance rate. 5. To attain at least a 65% service of court documents received. Served 6,024 court documents of the 10,377 received, or approximately 58% service of court documents. 6. To conduct 760 hard drug investigations (heroin,cocaine and crystal methamphetamine). Initiated 780 hard drug cases, or 103% of hard drug investigations. 7. Crime Lab to achieve an assignment clearance rate of 90%. Crime Lab cleared 718 cases of the 718 cases assigned for a total of 100% clearance. 8. HI-PAL to serve 60 youths in three age groups for each month and a 30%participation of"at-risk youths" out of all youths served. Served a combined total of 220 youths for the three age groups; of this total,40 or 20%were"at risk youths." Final Status Report on Program Objectives for FY 2021-22 6 POLICE _................_...._._.....__. ... OPERATIONS BUREAUS 9. Community policing program to complete at least 40 problem-solving activities and 40 crime prevention activities annually through the development of partnerships directed at resolving community-police problems, resulting in the improvement of the quality of life for all citizens. Completed 42 problem-solving activities or 105% of problem-solving activities and 44 crime prevention activities, or 110% of crime prevention activities. 10. Community policing program to complete at least 96 abandoned vehicle/beautification projects annually through the development of partnerships with the community. Completed 97 abandoned vehicle/beautification projects, or 101% of projects. 11. To provide at least four D.A.R.E. curriculum(core classes) and/or training per month through the department's school resource officer program. Provided 48 D.A.R.E. curriculum involving approximately 790 students from 13 schools and nine training programs, or 119% of classes/training. Final Status Report on Program Objectives for FY 2021-22 7 POLICE GRANT REVENUES 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. Of$390,100 expected,we received $328,201. 2. Occupant Protection(State Department of Transportation$124,000) -To conduct seatbelt enforcement and child restraint roadblocks. Of$124,000 expected,we received$58,096. 3. High Speed Enforcement(State Department of Transportation$246,000)-To provide for additional enforcement dealing with speeding violations. Of$246,000 expected,we received$143,790. 4. Roadblock Program(State Department of Transportation, Sobriety Checkpoint $360,000)to conduct DUI roadblocks to minimize fatalities and injuries. Of$360,000 expected,we received$180,756. 5. Traffic Investigation(State Department of Transportation$360,000)-To reduce the number of alcohol-related fatalities and injuries, increase public awareness, and provide a constant deterrence against drunk driving. Of$360,000 expected,we received $118,373. 6. Data Records (State Department of Transportation$73,000) -To transfer completed Motor Vehicle Accident Reports (MVAR)to Hawai`i Department of Transportation (HDOT)within three months and HPD traffic citations to the District Courts within six days of issuance to ensure compliance with national standards. Of$73,000 expected,we received$0. 7. SAFE Standby Pay (State Department of the Attorney General $84,000) -To improve the department's response to violent sex crimes,physical abuse and crimes of violence against women. Of$84,000 expected,we received$20,088. Final Status Report on Program Objectives for FY 2021-22 8 POLICE GRANT REVENUES 8. Distracted Driving(State Department of Transportation$74,000)—To reduce the number of drivers using an electronic mobile device while operating a motor vehicle by conducting checkpoints and issuing citations. Of$74,000 expected,we received$39,626. 9. Department of Health—Tobacco Sting(State Department of Health$32,000)—To provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors in the County of Hawai`i. Of$32,000 expected,we received$4,517. 10. Increasing Quality Forensic Services—(State Department of the Attorney General $65,000)—For the purpose of paying for quality Forensic Services by continuous updated forensic sciences training and the purchase of a digital analytical balance with data print out accessories. Of$65,000 expected,we received $9,705. 11. Wireless E911 Fees—(Hawai`i Enhanced 911 Board$1,275,000)—For expenditures associated with the deployment of Wireless Enhanced 911 System. Of$1,275,000 expected,we received$703,058. 12. SANE/SART Training(State Department of the Attorney General $350,000)— Provide SANE personnel training,technical assistance and information to respond to violent crimes,physical abuse and crimes of violence against women. Of$350,000 expected,we received $90,096. • `i Fugitive Task Force $12 000 —To assist with 13. US Marshall Service—Hawai g ( ) overtime incurred to HCPD Officers working with the United States Marshall Service on the enforcement and capture of fugitives wanted under the Hawai`i Fugitive Task Force Initiative. Of$12,000 expected,we received $0. Final Status Report on Program Objectives for FY 2021-22 9 POLICE GRANT REVENUES 14. United State Secret Service($10,000)—To assist in the enforcement and protection of high governmental officials and the prevention of counterfeiting of U.S. Currency and securing the nation's critical.infrastructures, specifically in the areas of cyber,banking and finance. Of$10,000 expected,we received$1,948. 15. Safe Streets/Violent Crimes Task Force (Federal Bureau of investigation FBI $50,000)—For the purpose of identifying and targeting for prosecution criminal enterprise groups responsible for drug trafficking,money laundering, alien smuggling and other violent crimes. Of$50,000 expected,we received$0. 16. State-wide Multi-Jurisdictional Drug Task Force (SMDTF)—State Department of the Attorney General($50,000)—For the purpose of reducing drug threats and drug related crimes and incorporating multi-agency collaboration. Of$50,000 expected,we received$44,856. 17. Priority Drug Analyses Productivity—State Department of the Attorney General ($175,000)—For the purpose of paying for Gas Chromatography/Mass Spectrometry and Fourier Transform Infrared Spectroscopy instrumentation for the identification of controlled drugs. Of$175,000 expected,we received$175,000. 18. Local JAG Program—U.S. Department of Justice($114,000)—For the purpose to purchase a driving simulator for the Police Department's Emergency Vehicle Operator Course. Of$114,000 expected,we received$0. 19. Project Safe Neighborhood(PSN) Grant($31,000) -For the purpose of testing backlogged firearms. Of$31,000 expected,we received $29,924. Final Status Report on Program Objectives for FY 2021-22 10 POLICE GRANT REVENUES 20. Hawai`i Island COVID 19 Response (HI-CORE) Grant- ($50,000)—For the purpose of upgrading existing infrastructure at various stations and purchasing equipment to prevent,prepare for and respond to COVID-19. Of$50,000 expected,we received $36,848. Final Status Report on Program Objectives for FY 2021-22 11 This page intentionally left blank IL 9 PROSECUTING ATTORNEY • PROSECUTING ATTORNEY GENERAL PROSECUTION Core prosecution 1. Attend all courts in the County of Hawai`i, and conduct on behalf of the People, all prosecutions for offenses against the laws of the State of Hawai`i and the ordinances and regulations of the County. Prosecuted criminal cases in all Circuit,District, and Family courts in Hilo, Kona,North and South Kohala,Hamakua, and Ka`n. In addition,we presented cases to the Grand Jury in Hilo and Kona and appeared in specialty courts such as the mental health calendar,Environmental Court,Adult& Juvenile Drug Court,Veterans Court, and State Appellate Courts. 2. Maintain a professional, dedicated and trained staff to carry out the duties of the Prosecuting Attorney as defined under the County Charter. Our office encourages and provides education and training opportunities to support staff development. 3. Provide for a statewide Traffic Safety Resource Prosecutor to develop effective enforcement strategies to reduce highway offenses,traffic collisions, and increase traffic safety. The State of Hawaii has two Traffic Safety Resource Prosecutors, one of which is a Deputy Prosecutor in our office who has been tasked with coordinating enforcement strategies to reduce highway safety violations and traffic crashes. 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. We were awarded the 2019 Sexual Assault Kit Initiative(SAKI) grant to review all cases involving sexual assault kits collected through June 30,2018. This funding has been used to support a Deputy Prosecuting Attorney and Investigator. An award totaling$324,512 was provided to maintain the Career Criminal Prosecution unit for the purpose of providing quick identification, prosecution and conviction of those persons making a career of crime. Six Month Progress Report on Program Objectives for FY 2022-23 1 PROSECUTING ATTORNEY GENERAL PROSECUTION 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. The Victim Assistance Unit(VAU)provided services to 3,019 victims of crime. This included services to 941 victims of domestic violence-related cases, 150 victims of sexual violence(adults and children),69 child abuse victims, 873 victims of crimes against a person (which includes homicides,negligent homicides, assault,robbery, and terroristic threatening),840 property crime victims, and 146 victims of other types of crimes (which can include negligent injury,harassment, non-family temporary restraining order violations, dog bites,trespassing, etc.). The VAU also provided services to 532 witnesses,67 secondary victims, and 265 other persons involved with victims. Restitution was provided to 562 victims and 418 victims received crime victim compensation. 2. Provide restorative justice options as appropriate. The option for restorative justice has been limited due to staff vacancies. A total of nine cases were screened for Victim Offender Conferencing,one of these cases has been successfully completed. There were no additional restorative justice programs or events. 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. October was Domestic Violence Awareness Month and, in that month, our VAU, in collaboration various community organizations,participated in the annual Family Peace Walk and Vigil. Six Month Progress Report on Program Objectives for FY 2022-23 2 PROSECUTING ATTORNEY GENERAL PROSECUTION criminal justicestem s Improving the v 1. Coordinate continuing training/educational workshops to improve the criminal justice system. Coordinated and provided broad training opportunities for new police recruits, law enforcement officers,prosecutors,victim service providers, social services, judiciary staff,youth, and youth service providers. 2. Collaborate with the Hawai`i Police Department to discuss joint initiatives,policies, and procedures to strengthen investigations and prosecutions. The Prosecutor's administration maintained open lines of communication with the Hawaii County Police Department's administration to address ongoing criminal justice system challenges,legislative issues, and-case-law-updates in order to seek innovative prosecution solutions. 3. Meet with law enforcement, government agencies, and community service providers to improve handling of domestic violence, child abuse, and sexual assault cases. Coordinated monthly meetings for the Family Violence Interagency Committee, the 2022 Hawai`i Sexual Assault Response Team training and provided in-service training for police officers that respond to domestic violence incidents. 4. Meet with Hawai`i criminal justice agencies and State branches to discuss appropriate interventions and consequences for offenders. The Prosecutor's administration maintained open lines of communication with State and County law enforcement counterparts to discuss potential legislative initiatives,to address crime trends and to keep abreast of solutions that are being implemented in other jurisdictions. Our Prosecuting Attorney's office collaborated with our crime prevention partners to develop proactive means of addressing substance misuse. Improving the juvenile justice system 1. Coordinate continuing training/educational workshops to improve delivery of services along the continuum of the juvenile justice system. Coordinated assessment sessions for Catalyst Evaluation Group to conduct West Hawaii Substance Abuse Prevention assessments. Six Month Progress Report on Program Objectives for FY 2022-23 3 PROSECUTING ATTORNEY GENERAL PROSECUTION Coordinated the Investigating and Prosecuting Domestic Violence and Witness Intimidation trainings in East and West Hawaii. Coordinated the National Prevention Network Annual Conference for departmental personnel and included three community stakeholders. We shared various training opportunities with Hawaii Island prevention - stakeholders to include: Naloxone trainings,National Prevention Network, Suicide Prevention 101,Red Ribbon Week and Hawaii Island Fentanyl Taskforce. 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. Continued coordination and facilitation of the Big Island Juvenile Intake and Assessment Center monthly meetings. Funding for this program has been granted for another year. Continued participation with the East Hawaii Drug Free Coalition,Hawaii Island Tobacco Free Coalition and contributed to their coalition retreats. Participated in the Department of Health Alcohol and Drug Abuse Division Substance Abuse Prevention Statewide Conference. We collaborated with other Hawaii Island prevention stakeholders and have worked on building capacity in the prevention workforce, focusing on retention and sustainability. Participated with Papa Ola Lokahi Native Hawaiian Health sessions and workgroups that focused on substance use in native Hawaiian communities & cultural healing programs. Participated in various education and sign-waving events to include topics such as domestic violence prevention, fentanyl education/awareness and drinking and driving awareness. Six Month Progress Report on Program Objectives for FY 2022-23 4 PROSECUTING ATTORNEY GENERAL PROSECUTION 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. Staff has attended and participated in monthly and quarterly service provider, community stakeholder and working group meetings to include meetings with: The Department of Health Alcohol and Drug Abuse Division,Hawaii Alcohol Policy Alliance,Traffic Commanders, and various community awareness campaigns. Coordinated and facilitated training and educational opportunities for law enforcement officers,prosecutors,victim service providers, social services,judiciary staff,youth, and youth service providers. 2. Coordinate continuing training/educational workshops to promote healthy behaviors, crime prevention and early intervention initiatives. Utilized social media platforms to increase awareness and provided crime prevention resources. Engaged coalition partners on building capacity and promoted healthy behaviors by directing the community to educational opportunities. 3. Provide meeting coordination and fiscal support to the County of Hawai`i Committee on the Status of Women. Staff assisted in the coordination and facilitation of monthly Committee on the Status of Women meetings. Six Month Progress Report on Program Objectives for FY 2022-23 5 PROSECUTING ATTORNEY- GRANT REVENUES 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 Hawaii County Prosecuting Attorney. Received$3,732.06 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. Received$0 3. STOP Violence Against Women-U.S. Department of Justice, STOP Violence Against Women Formula Grant Program, $97,680. One Employee—To improve prosecution of domestic violence cases involving adult women by dedicating a deputy to handle these cases. Awarded$54,995 4. Crime Victims Assistance Program (VOCA)-U.S. Department of Justice, Office for Victims of Crime Formula Grant Program, $1,127,592. Fourteen employees—To assist victims of crime through the judicial process,focusing on crimes such asI homicide, sexual assault, child abuse and domestic violence. Awarded $1,025,490 _ 5. Justice Assistance Grant(JAG)—U.S. Department of Justice funds for technology improvements, $150,000. Awarded $86,985 6. Traffic Safety Training Grant U.S. Department of Transportation, $150,000 -To conduct statewide training to improve law enforcement system response to traffic crash cases and improve highway safety. Awarded $33,897.88 ' Six Month Progress Report on Program Objectives for FY 2022-23 6 PROSECUTING ATTORNEY GRANT REVENUES 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. Awarded $200,000 • 8. West Hawaii Big Island Juvenile Intake and Assessment Center(BIJIAC)— Hawai`i Office of Youth Services, $210,000—To support operation of a juvenile intake and assessment center in West Hawai`i. Awarded,$0 9. Substance Abuse Prevention Program—Hawai`i State Department of Health, Alcohol and Drug Abuse Division, $110,000—To fund a community assessment and strengthening of Substance Abuse Systems in the County of Hawai`i. Paid for staff salaries and contracted services. Awarded $200,000 10. USSS Electronic Crimes Task Force—U.S. Secret Service, $15,000—To reimburse overtime and other expenses related to official investigations by U.S. Secret Service's Hawai`i Electronic Crimes Task Force. Awarded $0 Six Month Progress Report on Program Objectives for FY 2022-23 7 PROSECUTING ATTORNEY COMMITTEE ON THE STATUS OR WOMEN 1. Sponsor and coordinate an island wide essay contest to increase awareness among students on the accomplishments of women in Hawai`i County. Essay contest planned for 2023. 2. Promote awareness of Equal Pay for Equal Work for women. Equal Pay for Equal Work planned for 2023. 3. Create and share a report on the status of women in Hawai`i County. Data collection has started, and reporting will be completed in 2023. 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. The Committee shared with the County Council information on initiatives that the Committee has implemented and their future plans for 2023. 5. Update and disseminate the Hawai`i Island Services Directory for Families across Hawai`i County. Directory activity has been planned for 2023. 6. Promote Teen Dating Violence Prevention/Education. The Committee distributed healthy relationships cards,that can be carried discretely,to bring awarenessto intimate partner violence and those seeking assistance in domestic violence. 7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate with other organizations. The Committee has participated with the Family Violence Interagency Committee in addressing domestic violence in Hawai`i County. Six Month Progress Report on Program Objectives for FY 2022-23 8 ' PROSECUTING ATTORNEY COMMITTEE ON THE STATUS OR WOMEN 8. To the extent that it is safe to do so,hold rotating monthly meetings in East Hawai`i, North Hawai`i, South Hawai`i and West Hawai`i to better allow participation from the public. These will be held via Zoom until in-person meetings can safely resume. In December the Committee met in person in West Hawaii, prior meetings were held virtually. 9. Support,through sponsorship,planning,promotion and attendance,the Hawai`i Island Women's Leadership Summit. The Hawaii Island Women's Leadership Summit is planned for 2023. 10. Promote awareness of Human Trafficking across Hawai`i County. In July,the Committee promoted community awareness of human trafficking at the World Day Against Human Trafficking in Persons. Six Month Progress Report on Program Objectives for FY 2022-23 9 This page intentionally left blank PROSECUTING ATTORNEY GENERAL PROSECUTION Core prosecution 1. Attend all courts in the County of Hawai`i, and conduct on behalf of the People, all prosecutions for offenses against the laws of the State of Hawai`i and the ordinances and regulations of the County. Criminal cases were prosecuted in all Circuit,District, and Family courts in Hilo,Kona,North and South Kohala,Hamakua, and Ka`n. In addition,we presented cases to the Grand Jury in Hilo and Kona and appeared in specialty courts such as Big Island Mental Advocate calendar(BIMAC),Environmental Court,Adult and Juvenile Drug Court,Veterans Treatment Court and in the State Appellate Courts. 2. Maintain a professional, dedicated and trained staff to carry out the duties of the Prosecuting Attorney as defined under the County Charter. Our staff consists of the following units: Victim Assistance,Investigators, Attorneys,Fiscal,Management Information Systems, Clerical and Crime Prevention& Justice Assistance Group. Staff are encouraged and supported to participate in available appropriate training. Whenever possible,we obtained scholarships and stipends to defray expenses. Staff training is important to improve skills for specialized areas of prosecution. We had staff cross trained among specialty areas. 3. Provide for a statewide Traffic Safety Resource Prosecutor to develop effective enforcement strategies to reduce highway offenses,traffic collisions, and increase traffic safety. One of our deputy prosecuting attorneys serves as one of two Traffic Safety Resource Prosecutors (`TSRP') for the State of Hawaii and coordinated enforcement strategies to reduce highway safety violations and traffic crashes. This included being kept abreast of current issues related to traffic safety, including legislation, case law, and trial practice. Strategies were developed in collaboration with the Hawaii Police Department to maintain best practices in enforcement actives relating to driving under the influence. Final Status Report on Program Objectives for FY 2021-22 1 PROSECUTING ATTORNEY GENERAL PROSECUTION 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. Deputy prosecuting attorneys have been assigned to specialized units within the Hawaii Police Department's Vice Section, Traffic Enforcement Unit, and Special Enforcement Unit, and also assist in specialized cases,including but not limited to sexual assault and domestic violence cases. The sexual assault prosecution unit consists of a supervisor and other specially trained appointed deputies who serve in circuit, district and family courts. First Deputy Prosecuting Attorney led the implementation of two federal grants: 1)the 2019 Sexual Assault Kit Initiative (SAKI) to review all cases involving sexual assault kits collected through June 30,2018 and 2)the 2019 Innovative Prosecution Solutions for Combating Violent Crime Grant. Victim services 1. Attend to the needs of victims and witnesses in the criminal justice system by providing referrals to appropriate agencies, assistance with restitution and crime victim compensation. 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. Final Status Report on Program Objectives for FY 2021-22 2 PROSECUTING ATTORNEY GENERAL PROSECUTION 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 Hawaii,Hale Kipa, Catholic Charities of Hawai`i, and the Salvation Army Family Intervention Services. 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/evcc/). 2. Provide restorative justice options as appropriate. During this reporting period, our Restorative Justice Program screened cases to participatein 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 has been completed. 3. Participate in community events that support victims(i.e.National Crime Victims' Rights Week and National Domestic'Violence Awareness Month) and promote community safety. Staff participated in regular meetings of the East Hawaii Coalition to Prevent Child Abuse and Neglect,Family Violence Interagency Committee(East and West Hawai`i),Hawai`i Coalition Against Human Trafficking, SAKI meetings, Hawai`i Domestic Assault Response Team, Going Home Project,Witness Intimidation,Mass Violence Interagency Committees, and CJC Interagency Committee meetings. Staff also facilitated and participated in community events such as the National Crime Victims' Rights Week and Child Abuse Awareness Month in April,Denim Day, and National Domestic Violence Awareness Month in October. Final Status Report on Program Objectives for FY 2021-22 3 PROSECUTING ATTORNEY GENERAL PROSECUTION Improving the criminal justice system 1. Coordinate continuing training/educational workshops to improve the criminal justice system. Trainings/educational workshops that improve the criminal justice system have been suspended due to COVID-19 social gathering restrictions and subsequent cautionary measures. 2. Collaborate with the Hawai`i Police Department to discuss joint initiatives,policies, and procedures to strengthen investigations and prosecutions. The Prosecutor's Office maintained an open line of communication at all levels with the Hawaii Police Department. The Prosecutor,Chief of Police,First Deputy,and Assistant Chief of Police met to establish procedures that control the working dynamic between the two departments. Assigned Deputy Prosecutors meet with units within the Police Department for briefings, conferrals on specific cases,training issues, case law updates, and best practices. 3. Meet with law enforcement, government agencies, and community service providers to improve handling of domestic violence, child abuse, and sexual assault cases. The staff of the Prosecutor's Office met monthly and/or quarterly with members of a multi-disciplinary team which included the Hawaii Police Department, Sexual Assault Nurse Examiners (SANE),therapists,forensic interviewers and others involved in the handling of cases that involve child abuse and sexual assault. Meetings also included the Interagency Committee (IAC),Investigative Team Meetings, Case Reviews,the Family Violence Interagency Committee (FVIC),Youth with Sexual Behavior Problems and the East Hawaii Child Sex Trafficking(CST) meetings. In addition to the above, deputy prosecuting attorneys in Hawaii County attendedand observed Children's Justice Center(CJC)Interviews. Between July 1,2021 and December 31,2021,DPA's attended a total of 30 CJC interviews (20 in East Hawaii and ten in West Hawai`i). Additionally,the Sexual Assault Unit Supervisor(SAUS) attended statewide quarterly meetings with the Hawaii Sexual Assault Response and Training(HSART)Team and the Statewide Children's Justice Act(CJA) Team. Final Status Report on Program Objectives for FY 2021-22 4 PROSECUTING ATTORNEY GENERAL PROSECUTION The First Deputy Prosecuting Attorney,the SAUS,the Sexual Assault Kit Initiative (SAKI)DPA and the Victim Assistance Unit Supervisor met monthly with members of the SAKI multi-disciplinary team which includes Hawaii Police Department, Sexual Assault Nurse Examiners (SANE)and a criminalist from the Honolulu Scientific Investigation Section laboratory. The SAKI staff of the Prosecutor's Office also met quarterly with representatives from the Division of Applied Justice Research(AJR) from RTI International. 4. Meet with Hawai`i criminal justice agencies and State branches to discuss appropriate interventions and consequences for offenders. During this reporting period, staff participated in Big Island Mental Advocate Calendar(BIMAC) HRS Chapter 704 meetings and Community Partners— Judiciary Administrative meetings. Improving the juvenile iustice system 1. Coordinate continuing training/educational workshops to improve delivery of services along the continuum of the juvenile justice system. • Trainings/educational workshops that improve the juvenile justice system have been suspended due to COVID-19 social gathering restrictions and subsequent cautionary measures. • 2. Collaborate with law enforcement, government agencies, and community service providers to discuss joint initiatives, interventions,policies, and procedures to improve outcomes for juvenile offenders. Facilitated and participated in monthly Island-wide Big Island Juvenile Intake and Assessment Center(BIJIAC)interagency meetings,East Hawaii Drug-Free Coalition,Tobacco-Free Hawaii Island,Hawaii Community College Substance Abuse Program Advisory Council, State of Hawaii Department of Health Alcohol and Drug Abuse Division County and Provider meetings,Hawaii Alcohol Policy Alliance, Substance Abuse Prevention Information Alliance, Hawai`i Opioid Initiative and Hawai`i Domestic Abuse Response Team (HDART). am Objectives for FY 2021-22 5 Final Status Report on Progr j� PROSECUTING ATTORNEY GENERAL PROSECUTION 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. Deputy Prosecuting Attorneys were assigned to each of the nine County Council Districts to focus on strengthening community connections and to promote partnerships with community stakeholders,with the ultimate goal of reducing crime and making our community a better and safer place. Staff participated in regular meetings of the Family Violence Interagency Committees in both East and West Hawaii,Veteran's Court Planning Team, Hawai`i Coalition Against Human Trafficking,Domestic Violence Intervention Program, and the Youth Career Opportunities Fair. Staff also attended Coffee-with-a-Cop events (Hilo,Waimea,Hamakua, and Kailua-Kona),Traffic Safety awareness events, and various community safety meetings which include the Puna Neighborhood Watch Coordinators meeting, the Volcano Neighborhood Watch,the Leleiwi Neighborhood Watch,and the Men of Pa`a. Office of the Prosecuting Attorney social media pages were also created on both Facebook and Instagram to promote awareness, education, and prevention of impaired driving,substance misuse,traffic safety, domestic violence,sexual violence,human trafficking, auto theft, and property crimes. https://www.facebook.com/HawaiiProsecutors https://wwvv.instagram.com/hawaiiprosecutors/ Staff facilitated and participated in monthly Island-wide Big Island Juvenile Intake and Assessment Center(BIJIAC)interagency meetings,East Hawaii Drug-Free Coalition,Tobacco-Free Hawaii Island,Hawaii Community College Substance Abuse Program Advisory Council, State of Hawaii Department of Health Alcohol and Drug Abuse Division County and Provider meetings, Hawaii Alcohol Policy Alliance, Substance Abuse Prevention Information Alliance,Hawaii Opioid Initiative and Hawaii Domestic Abuse Response Team (HDART). Final Status Report on Program Objectives for FY 2021-22 6 • PROSECUTING ATTORNEY ..__.._...... ._............ . ............ ........ ...._...... GENERAL PROSECUTION Staff also participated in regular meetings of the East Hawaii Coalition to Prevent Child Abuse and Neglect,Family Violence Interagency Committee (East and West Hawai`i),Domestic Violence Fatality Review,Veteran's Treatment Court Planning Team,the Juvenile Justice Task Force and Hawaii Coalition Against Human Trafficking. Staff also coordinated and facilitated the Family Violence Interagency Committee(FVIC) monthly meetings in both East and West Hawaii,to include events held during National Domestic Violence Awareness Month in October. 2. Coordinate continuing training/educational workshops to promote healthy behaviors, crime prevention and early intervention initiatives. While adhering to COVID-19 protocols,the Prosecutor's Office partnered with the Hawaii Fire Department to deliver 16 Mental Health First Aid(MHFA) trainings, island-wide. A total of 251 participants that were representative of various organizations and agencies to include the Hawaii Fire Department, Parks and Recreation,Hawaii National Guard Youth Challenge Academy,Big Island Substance Abuse Council(BISAC), and other valued community stakeholders completed this day-long training and became certified to deliver MHFA to individuals who may be in a time of crisis. Numerous online training opportunities (webinars)were shared with community advocates,prevention providers, and agency partners. During Domestic Violence Awareness Month(October), online island wide vigils were coordinated in remembrance of victims of domestic violence and promoted non-violence and healthy relationships. In addition to various posts,there was a 22-minute video played on October 30. Speakers represented various survivors and community and county-based organizations. On Instagram there were 289 views, and on Facebook there were 1,169 views,unduplicated. Views on both sites increased from the previous year by 54% and 64% respectively. In addition,virtual participation was larger than many of the public events in the past. https://www.facebook.com/dvpeacewalkandvigil https://www.instagram.com/dvpeacewalkandvi2il/ 3. Provide meeting coordination and fiscal support to the County of Hawai`i Committee on the Status of Women. Provided meeting coordination and fiscal support for monthly meetings and annual activities. Final Status Report on Program Objectives for FY 2021-22 7 PROSECUTING ATTORNEY GRANT REVENUES 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. Received: $14,475 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. Received: $0 3. STOP Violence Against Women-U.S. Department of Justice, STOP Violence Against Women Formula Grant Program, $98,772. One Employee—To improve prosecution of domestic violence cases involving adult women by dedicating a deputy to handle these cases. Awarded: $82,672 4. Crime Victims Assistance Program (VOCA) -U.S. Department of Justice, Office for Victims of Crime Formula Grant Program, $1,134,528. Twelve employees—To assist victims of crime through the judicial process, focusing on crimes such as homicide, sexual assault, child abuse and domestic violence. Awarded: $1,005,892 5. Justice Assistance Grant(JAG)—U.S. Department of Justice funds for technology improvements, $150,000. Awarded: $0 6. Traffic Safety Training Grant U.S. Department of Transportation, $153,000 -To conduct statewide training to improve law enforcement system response to traffic crash cases and improve highway safety. Awarded: $152,380 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. Awarded: $200,000 Final Status Report on Program Objectives for FY 2021-22 8 ..._......_..._. .... ._........ PROSECUTING ATTORNEY GRANT REVENUES 8. Substance Abuse Prevention Program—Hawai`i State Department of Health, Alcohol and Drug Abuse Division, $150,000—To fund a community assessment and strengthening of Substance Abuse Systems in the County of Hawai`i. Paid for capacity-building activities and contracted services. Awarded: $78,000 9. Agricultural Crimes Project—Hawai`i State Department of Agriculture, $106,798. One employee. To investigate agricultural crimes in Hawai`i County. Awarded: $0 10.West Hawaii Juvenile Intake and Assessment Center (BIJIAC)—Hawai`i Office of Youth Services, $210,000—.To support operation of a juvenile intake and assessment center in West Hawai`i. Awarded: $0 11. USSS Electronic Crimes Task Force—U.S. Secret Service, $15,000—To reimburse overtime and other expenses related to official investigations by U.S. Secret Service's Hawai`i Electronic Crimes Task Force. Awarded: $0 • Final Status Report on Program Objectives for FY 2021-22 9 PROSECUTING ATTORNEY COMMITTEE ON THE STATUS OF WOMEN 1. Sponsor and coordinate an island wide essay contest to increase awareness among students on the accomplishments of women in Hawai`i County. Due to the lingering conditions associated with COVID-19,the Committee on the Status of Women (CSW) did not host the essay contest last year. Malama Makuahine,Year of the Mother,has replaced this event for last year. In January 2022,Mayor Roth provided a proclamation, and the Hawaii County Council approved a resolution recognizing 2022 as Year of the Mother. As part of this initiative,the Committee on the Status of Women has been hosting a variety of activities each month. Videos and photos showcasing these activities can be found on our Facebook page. 2. Promote awareness of Equal Pay for Equal Work for women. A full-page ad was placed in the Hawaii Tribune Herald on Tuesday,April 12. The ad highlighted different data points about the gender pay gap in Hawaii. 3. Create and share a report on the status of women in Hawai`i County. An in-person presentation of the Status of Women Report was made to the Human Services and Social Services Committee of the County Council on September 7,2021. A similar presentation was made to the University of Hawaii at Hilo community via Zoom on November 10,2021. Chair Farrah- Marie Gomes prepared a power point to share the fmdings from the Status of Women in Hawaii County report at the Hawaii State Commission on the Status of Women conference on Friday,July 22,2022. 4. Participate in local and/or off-island meetings or conference by sending at least one representative. The purpose of which will be to share information with the Committee members on current programs, legislation or issues that affect the status of women. In-person participation was deferred; CSW members have been participating in Zoom and Webex when possible. Chair Farrah-Marie Gomes has been participating in the Missing and Murdered Native Hawaiian Women and Girls Task Force as the Hawai`i County CSW representative. Final Status Report on Program Objectives for FY 2021-22 10 PROSECUTING ATTORNEY COMMITTEE ON THE STATUS OF WOMEN 5. Update and disseminate the Hawai`i Island Services Directory for Families across Hawai`i County. Updates to the 2021-2022 Family Services directories were finalized in October 2021. Directories are being distributed by each member and our community partners. A distribution log is being kept to track how many and to which areas of the island the directories are reaching. 6. Promote Teen Dating Violence Prevention/Education. Updates to the Cell Phone Safety Cards were finalized in March 2022. Cell phone cards are being distributed by each member and our community partners. A distribution log is being kept to track how many and to which areas of the island the cards are reaching. 7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate with other organizations. Committee on the Status of Women members virtually attend Family Violence Interagency Committee East Hawaii and West Hawai`i meetings when possible. Chair Gomes has also been participating as part of the Missing Murdered Native Hawaiian Women and Girls Task Force. 8. To the extent that it is safe,hold rotating monthly meetings in East Hawai`i,North Hawai`i, South Hawai`i and West Hawai`i to better allow participation from the public. Meetings have been held via Webex and Zoom since March 2020. Information on meetings were submitted in advance to allow time to announce to the public so they may participate. 9. Support,through sponsorship,planning, promotion and attendance,the Hawai`i Island Women's Leadership Summit. The Committee on the Status of Women voted to provide financial support to the Hawaii Island Women's Leadership Summit last fiscal year. However,due to processing challenges,the funds were not procured in time. The CSW will look at reallocating support this year. Final Status Report on Program Objectives for FY 2021-22 11 PROSECUTING ATTORNEY COMMITTEE ON THE STATUS OF WOMEN 10. Promote awareness of Human Trafficking across Hawai`i County. Posters from the U.S. Department of Homeland Security Blue Campaign were received and posted around East,West and North.Hawai`i. Chair Gomes has also been participating as part of the Missing Murdered Native Hawaiian Women and Girls Task Force. Final Status Report on Program Objectives for FY 2021-22 12 _20 PUBLIC WORKS PUBLIC WORKS ADMINISTRATION 1. Achieve one third of our average employee count to participate in safety related training per year. 151 employees or 43% of the total departmental employees received safety related training in FY 2022-23 from July 2022 to December 2022. 75 employees or 21%of the total departmental employees received non-safety FY 2022-23 from related trainingin July 2022 to December 2022. 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. The average number of days receivables for Administration has increased by 15%, going from 39 days in FY2021-22 to 45 days. The percentage of balances over 90 days past due has increased going from 13% in FY2021-22 to 49%. 3. Maintain interaction and education for the public by participating in community meetings. Community interaction and education were achieved through department outreach and participation in meetings coordinated by other organizations, which include: o Keaukaha Community Association meeting- every third Wednesday of each month o Mayor's Active Living Advisory Committee (MALAC)meeting with community members and the Mayor's Office- every second Thursday every two months o South Kohala Traffic Safety Committee (SKTSC)meeting- every month o Community engagement and met with lineal descendants of the area regarding the Pohoiki Environmental Assessment(EA) -June 7 o Community Resource Fair at the West Hawaii Civic Center-August 5th and 6th o Community engagement and met with lineal descendants of the area and the Federal Emergency Management Agency (FEMA) regarding the Lighthouse Road project-August 11 o Community meeting regarding the Kanna Road project-August 26 o University of Hawaii at Manoa Resource Fair- September 16 Six Month Progress Report on Program Objectives for FY 2022-23 1 PUBLIC WORKS ADMINISTRATION o Community meeting regarding the Waianuenue Avenue Rehabilitation project- September 29 o Talk-Story with design professionals regarding the Building Division - October 5 o Revitalize Puna community meeting- October 11 o Community/kupuna meeting regarding Waipi`o Valley Road Improvement- October 24 o Informational meeting regarding Waipi`o Valley Road Improvement- October 26 o Hawaii Chamber of Commerce meeting- October 31 o Resident meeting regarding Waipi`o Valley Road Improvement— November 2 o Community meeting regarding Waikoloa Intersection project-November 3 o Puna Revitalize Community for Economy meeting- November 17 o Laupahoehoe Community meeting regarding Hurricane.Lane repairs projects and Laupahoehoe Road repair projects -November 17 o Community Resource Fair at the Prince Kuhio Plaza-December 10 4. Reduce industrial accident claims by 10%by educating personnel through training programs for personal and operational safety. Industrial accident claims decreased by 30%. Total accident count of seven in FY 2022-23 from July 2022 to December 2022 decreased from FY 2021-22 which had a total accident count of ten. 5. Strive to provide a positive customer experience in all public-facing transactions. Public Works Administration employees maintained regular work schedules and the office was open during all normal business hours. Our employees provided assistance through incoming and outgoing phone calls and face-to-face help over the counter. We value our relationships and treat each other and our community courteously and with respect. We are also committed to ongoing training and had two of our employees attend Customer Service training from July to December 2022 and have scheduled 13 to attend from January to June. 6. Embrace new technology and other changes that enable us to perform our duties more efficiently and effectively. Public Works Administration employees developed a revised Excel workbook to record, collect, and report disaster cost data required by FEMA. The built-in formulas allow for quick and efficient entry of our labor work which allows us to Six Month Progress Report on Program Objectives for FY 2022-23 2 PUBLIC WORKS ADMINISTRATION successfully meet our cost reporting deadlines, even when we have many employee hours to report. Looking forward,we are working with the Department of Information Technology to develop custom reports in our financial system to provide us payroll information that exports into an Excel format we can better utilize in our operations. We are also working with them to implement a redeveloped complaint intake system. 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. Ongoing customer service and public relations programs were achieved through department outreach and participation in meetings and workshops bringing various stakeholders together,which include: o Created the Request for Assistance link on the Department's website to enable the community to send in questions regarding the Electronic Processing and Information Center(EPIC)program. o Published regular updates to the Frequently Asked Questions (FAQ) on the Department's Facebook and Instagram pages. o Facilitated a workshop for design professionals to provide updates on the Wind and Seismic Building Codes. o Coordinated a Building Codes training for the staff of the Building Division. o Developed and published EPIC instructional material and held webinars for realtors, design professionals, and contractors. o Participated in bi-weekly meetings with IT and Planning,to manage the progress of EPIC as part of the duties of the Energov Steering Committee. o Participated in monthly meetings with other county departments to discuss the progress of the Kilauea Lava Recovery Road construction project. o Managed communication during the Mauna Loa lava flow disaster event. 8. Provide consistent application of all Department policies and procedures. Public Works Administration provided consistent application of policies and procedures by regularly applying current decision-making and application to past practices,which align with policies and procedures. Any potential situation that may be inconsistent with our past practice was brought to the Director's attention for review. • Six Month Progress Report on Program Objectives for FY 2022-23 3 PUBLIC WORKS ADMINISTRATION 9. Manage requests and complaints received by all Divisions in a consistent manner and strive to provide satisfactory responses in a timely fashion. Public Works Administration processed 55 Requests for Information (RFI) and recorded 371 complaints received for all Divisions. Requests and complaints were received by phone,by website, and in person. All requests were processed in a timely manner based on the content and complexity of the request. All complaints were also processed in a timely manner with the exception of the more than 300 complaints received over the course of a few days. The division is working to record the large influx. • Six Month Progress Report on Program Objectives for FY 2022-23 4 PUBLIC WORKS BUILDING 1. Complete building permit application reviews within 30 calendar days of submittal. Table 1: Plan Reviews completed from 7/1/2022 to 12/31/2022 1 f C riil)le ts(' fi s} % .e�.age PermI; PerrIlit r lie 1 ; J11Isle t€rpt, 4' intra t.it?u l c�i .� d =3o da)s ' larlst 1 (da)s) Residential 1,156 1,021 88% 31 Non-Residential/Commercial 344 335 97% 25 Electric Only 530 530 100% 2 Plumbing Only 165 165 100% 2 PV-Residential 1,160 1,160 100% 2 PV—Non-Residential/Commercial 45 44 98% 19 Regulatory 9 9 100% 25 2. Complete building inspection within two business days of notice. Table 2: Inspections requested and completed from 7/1/2022 to 12/31/2022 lnspe t nn ('tiva pith a i€) j ,,g, "t .titan eve i Penn" I lies l orrat 1 tunP ' l c 2 da lar•; .t ' d4 S.: _ _ I t� r h _ Building 3,933 2,338 59% 2.45 Electrical 5,410 4,298 79% 2.04 Plumbing 2,373 1,592 67% 2.37 Sign 22 7 32% 7.32 Six Month Progress Report on Program Objectives for FY 2022-23 5 PUBLIC WORKS BUILDING 3. Complete maintenance requests for County facilities within 30 calendar days of receipt. There were 782 Work Orders received during this period of which 641 Work Orders (82%)were completed within 30-calendar days of the request. The continued COVID-19 supply chain delays were the primary reason for completion longer than 30-calendar days. The Repair& Maintenance(R&M) Section was also challenged with unreliable transportation to repair sites because vehicles experienced frequent and prolonged downtime due to supply chain delays for repair parts. In addition to high rate of absenteeism from COVED-19,there were also two vacancies: a Carpenter/Cabinet Maker(Kona)since_January 2022.and a Journeyman Painter. Despite the manpower shortage,R&M has been able to complete 710 of the Work Orders (90%). 4. Fully implement and transition to EPIC system to improve the customer building permit application experience. In July 2022,the basic functions of the EPIC/EnerGov system were operational and the final data migration for previously used permitting programs,referred to as "Legacy Permits", occurred on August 19,2022. With the primary features of the EPIC/EnerGov program in place,the Building Division focused on improving the efficiency of its operations and deployed Intelligent Objects (10) in EnerGov to correct automated workflows and minimize repetitive tasks. Filters were scripted to enable Permit Clerks and Plans Examiners to easily identify permit applications that were prioritized. Priority permits are those which are essential to community life and safety; provide for educational needs; or are of a limited scope and quick to review and process. There are several refinements being launched that should greatly improve the permitting process. Most are intended to guide applicants to provide the required information.for a complete application, such as updated checklists, clarification of electronic plan formats, and step-by-step prompts for needed data. The EPIC website will be redesigned to be more user-friendly and will include a library of easy-to-access forms and samples. For the advanced permit applicants,there will be a self-certify process that will enable them to bypass the queue for the standard completeness review by Permit Intake Clerks. Six Month Progress Report on Program Objectives for FY 2022-23 6 • PUBLIC WORKS BUILDING The successful implementation of many of the EPIC improvement strategies will depend upon the resources requested in FY 2023-24. During the first half of FY 2022-23,it was obvious that the EPIC system would require a dedicated Information Technology technician to troubleshoot and repair system errors to support the current staff of 36-employees (57-employees when fully staffed). The FY 2022-23 progress will be limited without these key positions. Staffing has also been a challenge with only 65% of Regulatory Section positions filled. During FY 2022-23,the Building Division implemented "5-Step Plans Examiner" positions to fill vacancies through on-the-job training. With the support of the Department of Human Resources,the Building Division is also exploring creative strategies to improve recruitment and retainage of staff. This includes creating a program for Inspectors and Plans Examiners to receive training and certification from the International Code Council(ICC). The strategies being implemented to improve EPIC performance are multifaceted and based on input from the Building Division staff and community stakeholders. Results have been positive and with continued support and open communication,EPIC will improve. • Six Month Progress Report on Program Objectives for FY 2022-23 7 PUBLIC WORKS ENGINEERING 1. Participate in the State/FHWA Statewide Transportation Improvement Program (STIP). In FY 2022-23 from July 2022 to December 2022,the construction of the$11 million Waianuenue Avenue Rehabilitation project was nearly completed. We are awaiting approval to award the Kilauea.Avenue/Keawe Street Rehabilitation and the Waikoloa Road Rehabilitation construction projects. All projects are 80% funded by the Federal Highways Administration (FHWA). The Engineering Division also participated in the Federal Emergency Management Agency(FEMA)Disaster Relief and Emergency Assistance Program. In FY 2022-23 from July 2022 to December 2022,the$81 million Lava Inundated Recovery Projects continued to progress in the draft EA stage. Also,the$22 million Hurricane Lane Recovery projects are in various stages of design, construction, or completion. 2. Complete County CIP drainage and Roadway projects on time, and within budget. Construction of the Kalaniana`ole Avenue Reconstruction Project was completed. Projects in construction include the Hina Lani Resurfacing and the Alii Drive Roadway Emergency Repairs projects. Projects currently in the planning and design phases include the Kawili Avenue Improvement,the Manono Street Shoulder Improvements,the Waikoloa/Paniolo Avenue Intersection, and the Ane Keohokalole Phase HI projects. 3. Prepare in-house parcel maps within a three-month time frame for road encroachments and easements. There were six parcel maps prepared within three months by the Engineering Division. 4. Process time-sensitive documents such as environmental assessments, subdivision applications,variance applications, change of zones, SLUs,use permits, SMAs, special permits, and `ohana dwellings, bythe stipulated deadlines. 100% of all time-sensitive documents received were responded to or processed by the stipulated deadlines. • Six Month Progress Report on Program Objectives for FY 2022-23 8 PUBLIC WORKS ENGINEERING 5. Process subdivision and commercial development construction plans, drainage reports, solely Chapter 10 plans(ie. grading, grubbing, and stockpile), solely Chapter 22 plans (ie. permit to workwithin the County right-of-way, sidewalk use, private waterline, etc.), complaints, and environmental matters that do not have a stipulated deadline within one month. Responded to or processed 100% of the tasks that did not have a stipulated deadline within one month. • 6. Process all permits issued by the Division, including building permits within one month. 100% of permits issued by the Division were processed within one month from the day they were received. • 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 129 bridges in the NBI program. Completed bi-annual inspections on 37 bridges (26% of the total of 145) in FY 2022-23 from July 2022 to December 2022. 8. Initiate and oversee repair and maintenance and/or replacement projects of bridges due to deterioration, deficiencies, and defects. The following bridges are currently in the planning/design phase: Four Mile Creek Bridge replacement Hakalau Stream Bridge Kanna Road scour repair Hanawi Stream Bridge scour repair Honoli`i Stream Bridge rehabilitation Ka`ahakini Bridge rehabilitation Ka`ie`ie Stream Bridge scour repair Kaiwiki Bridge#1 rehabilitation Kaiwilahilahi Stream Bridge rehabilitation Kolekole Stream Bridge scour repair LaupAhoehoe Gulch Bridge repair MA`ili Stream Bridge scour repair Makea Stream Permanent Bridge replacement Nanue Stream Bridge scour repair `Ope`a Stream Bridge scour repair and rehabilitation Six Month Progress Report on Program Objectives for FY 2022-23 9 PUBLIC WORKS ENGINEERING Pahe`ehe`e Stream Bridge scour repair Pauahi Street Bridge replacement Pi`ihonua Bridge scour repair • Waianuenue Avenue Bridge rehabilitation Waika'alulu Gulch Bridge rehabilitation Waima`au`au Stream Bridge replacement 9. Conduct structural analyses to determine the load rating (Inventory and Operating) of 45 in-service bridges registered in the NBI as required by the FHWA.• There were no Bridge Load Ratings conducted in FY 2022-23 from July 2022 to December 2022. 10. Conduct underwater inspections of two NBI registered in-service bridges. There were no underwater inspections conducted in FY 2022-23 from July 2022 to December 2022. • • Six Month Progress Report on Program Objectives for FY 2022-23 10 PUBLIC WORKS AUTOMOTIVE 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. • Completed 91%, or 1,711 of 1,886 work orders received. Forty-nine of these work orders were serviced by contracted vendors. 2. Reduce the backlog of monthly repairs of the Construction Equipment section from the prior fiscal year. In FY 2021-22 there was an average monthly repair backlog of 90 in the Construction Equipment section. In FY 2022-23 from July 2022 to December 2022,it decreased by 16,bringing the average monthly repair backlog to 74. 3. Reduce the backlog of monthly repairs of the Automotive section from the priorfiscal year. In FY 2021-22 there was an average monthly repair backlog of 18 in the Automotive section. In FY 2022-23 from July 2022 to December 2022,it increased by 21, bringing the average monthly repair backlog to 39. Six Month Progress Report on Program ObjectivesforFY 2022-23 11 PUBLIC WORKS FLOOD CONTROL 1. Continue to conduct semi-annual inspections of flood control systems in concert with USACE and NRCS. Semi-annual inspections of various flood control systems were performed. 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. Maintenance and repair work of various flood control systems to prevent deterioration of structures were performed throughout the first six months of FY 2022-23. b. Clear debris such as mud,rocks,branches, etc. from channel within three months. Maintenance and clearing of debris from channels were performed within three months throughout first six months of FY 2022-23. c. Control weed and brush growth by using herbicides and mowing quarterly. Control of weed and brush growth within flood control systems was performed quarterly. Six Month Progress Report on Program Objectives for FY 2022-23 12 PUBLIC WORKS ADMINISTRATION 1. Ensure core functions are accomplished within budget 90%of the time as measured by monthly financial reports. Core functions were accomplished within budget 90% of the time. 2. Reduce industrial accident claims by 10%by educating personnel through training programs for personal and operational safety. Industrial accident claims increased by 26%. Total accident count of 24 in FY 2021-22 increased from FY 2020-21 which had a total accident count of 19. 3. Achieve one third of our average employee count to participate in safety related training/training per year. 275 employees or 77% of the total departmental employees received safety related training in FY 2021-22. 153 employees or 43% of the total departmental employees received non-safety related training in FY 2021-22. Final Status Report on Program Objectives for FY 2021-22 1 PUBLIC WORKS BUILDING 1. Process building permits on a regular basis and complete the plan review of 90%of residential permits within 20 calendar days. Table 1: Building Permits Processed 07/01/2021 —06/30/2022 e mss` &s eM PW Building NonRes(Legacy) 28 229 Non-Residential Addition(EPIC) 3 180 Non-Residential Alteration(EPIC) 39 173 Non-Residential Demolition Permit(EPIC) 3 157 Non-Residential New Construction(EPIC) 7 162 Non-Residential PV Permit(EPIC) 12 122 Residential(Legacy) 267 144 Residential Addition(EPIC) 9 185 Residential Alteration(EPIC) 23 155 Residential Demolition Permit(EPIC) 13 130 Residential New Construction(EPIC) 286 190 Residential PV Permit(EPIC) 801 75 Residential Solar Water Heater Permit(EPIC) 159 83 Residential Swimming Pool/Hot Tub/Jacuzzi(EPIC) 48 140 Electrical NonRes(Legacy) 43 64 Non-Residential Electrical Only Permit(EPIC) 369 86 Residential Single Family(Legacy) 167 57 Residential Electrical Only Permit(EPIC) 881 53 Plumbing NonRes(Legacy) 18 92 Non-Residential Plumbing Only Permit(EPIC) 99 89 Residential(Legacy) 132 40 Residential Plumbing Only Permit(EPIC) 508 59 Sign Sign Permit 22 141 g; * The duration days in Table 1 include Permit Intake,Plan Review, Time taken by the Applicant for Resubmittals, and Permit Issue. Final Status Report on Program Objectives for FY 2021-22 2 PUBLIC WORKS BUILDING Table 1 provides a baseline for the time taken for each type of permit to be processed. Durations reported reflect the anticipated slowdown and reduction in service that resulted from the transition to the new EPIC permitting system. Some of the challenges experienced that affected permit issue included system configuration, data migration, staff training, and management of legacy (paper) applications through the new EPIC software. The Building Division continues to find solutions to reduce permit processing time by reassessing the EPIC configurations and streamlining workflow processes. Table 2: Plan Reviews Completed within 20-Calendar Days 7/1/2021 —06/30/2022 I a Reviewed by All Review Type/Sub-Permit Type Agencies ' Total % Nleeting < 20 days Review s Target Residential(Legacy) 58 348 17% Model Home Design 5 19 26% New Construction 0 523 0% Addition 0 38 0% Alteration 0 36 0% Demolition 0 21 0% Residential Solar Water Heater 82 220 37% PV 314 921 37% Pool/Hot Tub/Jacuzzi 1 58 2% Residential Single Family 136 176 77% BldE Res Electrical On!:, 1,012 42% .wgittiAi/t'ff4i < � z. , 275 ,, .,. 7/0 Residential -i 136 62% Bldg Res Plumbing Only 191 598 32% Total 1,301 4,106 32% Final Status Report on Program Objectives for FY 2021-22 3 PUBLIC WORKS BUILDING 2. Complete 90% of requested inspections within two working days. Table 3: Inspections Requested and Completed 7/1/2021 —06/30/2022 g` �^ , 4tVt.-., fr p 'ikr '` . Ny, ..e4 t A e & 1 € ';1113 ,a+ Buildin: 4,667 7,727 60% Electrical 6,866 8 678 79% Plumbin. 3,157 4,783 66% 12 33 69% @a •vrv��8•', .. � d 3v�4B 1 a a t Table 4: Average Number of Days to Complete an Inspection 7/1/2021 —06/30/2022 � Z- Average Completion Time Permit Types (days), Building 2.4 Electrical 2.1 Plumbing 2.4 Sign 5.9 3. Schedule and complete 90%of routine (non-critical) maintenance and repair requests within 30 calendar days of receipt of request. During FY 2021-22, the Repair& Maintenance (R&M) Section received a total of 1,526 Work Orders of which, 91% (1,339 Work Orders)were completed within the goal of 30-calendar days. There were 127 pending Work Order Requests that were typically delayed due in large to the lack of available parts, supply-chain delays, procurement delays, staffing shortage with only one of two plumbing positions filled, and frequent vehicle (van) repairs delayed by parts availability. Final Status Report on Program Objectives for FY 2021-22 4 PUBLIC WORKS BUILDING Additionally,tionall Work Orders were delayed by the need to procure licensed design consultants for mechanical, electrical, and plumbing permit requirements as the availability of staff engineers were limited due to the EPIC transition. The timely completion of Work Orders was also affected by frequent urgent requests for plexiglass and wooden barriers for multiple Departments island wide in response to the COVID-19 pandemic. The R&M section continues to evaluate operations and identify opportunities to provide support to our growing number of facilities and to provide a timely response to R&M work requests island wide. 4. Improve processing of building, electrical,plumbing and sign permits, and the public's access to information. The Building Division went live with the online EnerGov EPIC system on July 26th,2021. With EPIC, customers apply for permits and pay permit fees online. Customers are also able to: • Search all permit information stored by the Building Division. • Attach files to online applications. • Submit electronic plans to support concurrent review by multiple plans examiners. • Receive email notifications as applications move through the approval process. • Monitor the progress of their application as it moves through the review process. • Request inspections and view inspection results. The Building Division continues to identify ways to improve the customer's online experience to easily access information and utilize the services offered. As noted in Program Objective#1,many challenges were encountered for both the Building Division staff and the public at the onset of launching EPIC. However,after 12 months of working with the system,the division has identified opportunities for improvement and is focused on ramping up efficiency and production. Final Status Report on Program Objectives for FY 2021-22 5 PUBLIC WORKS BUILDING The Department and Division have hosted two informational webinars on how to apply for permits, check the statuses of permit applications, and respond to comments through EPIC. Question and answer sessions were included to support the public in navigating the system. These webinars have improved customer interaction and provided clarification as to what is needed to efficiently process permits. In addition, to further improve communication and provide support for the EPIC system,the Department and Division monitor and respond to support requests made via an EPIC support site. Responses are provided within two days. In addition to the launch of EPIC,to improve efficiency,the Division has implemented the "One-permit" system for all new permit applications. Historically, once a building permit was issued, a subsequent electrical and plumbing permit was required. This added additional processing and wait time for a permitted project. The"One-permit" system eliminated the requirement for three individual(building, electrical,plumbing)permits for a single project allowing construction to continue without the additional wait and staff processing time. Final Status Report on Program Objectives for FY 2021-22 6 PUBLIC WORKS ENGINEERING 1. Participate in the State/FHWA Statewide Transportation Improvement Program (STIP). In FY 2021-22,the construction of the$12 million Kilauea Avenue Rehabilitation project was completed, and the$11 million Waianuenue Avenue Rehabilitation was near completion. Both projects were partially funded(80%) by FHWA. Projects ready to bid were the Kilauea Avenue/Keawe Street Rehabilitation and the Waikoloa Road Rehabilitation projects. The Engineering Division also participated in the FEMA Disaster Relief and Emergency Assistance Program. In FY 2021-22,the$81 million Lava Inundated Recovery Projects were in the draft EA stage. Also,the$22 million Hurricane Lane Recovery Projects were in various stages of design, construction, or completion. 2. Complete County CIP drainage and Roadway projects in a timely manner. Construction of the Kalaniana`ole Avenue Reconstruction Project was near completion. Projects in the planning and design phases included the Kawili Avenue Improvement Project,the Manono Street Shoulder Improvements,the Waikoloa/Paniolo Avenue Intersection, and the Ane Keohokalole Phase HI projects. 3. Prepare parcel maps in three months and process subdivision applications in three months. There were four parcel maps prepared within three months by the Engineering Division but none of the subdivision applications processed were finalized by the Planning Department. 4. Provide in-house construction management for all projects. The majority of the Engineering Division construction projects were managed by in-house staff. A construction management/inspection company was hired for one project. 5. Respond to or process 80%of all time-sensitive documents, such as subdivision, change of zone, and variance applications,by stipulated deadlines. 87% of all time-sensitive documents received were responded to or processed by the stipulated deadlines. Final Status Report on Program Objectives for FY 2021-22 7 PUBLIC WORKS ENGINEERING 6. Respond to or process 70% of all materials that do not have a stipulated deadline, such as construction and grading plans, complaints, and environmental matters within two weeks. • Responded to or processed 66% of the tasks that did not have a stipulated deadline within two weeks. 7. Provide same day service for 75%of all permits issued by the Division, including building permits. 72% of permits issued by the Division were processed on the same day they were received. 8. Comply with the National Bridge Inspection(NBI) and other Federal, State, and County of Hawai`i bridge inspection regulations including preparation and submission of bridge reports,by conducting 129 of the bridge inspections every two years as they are due. Completed bi-annual inspections on 68 bridges (47% of the total of 145)in FY 2021-22. 9. Performing bridge repair and maintenance projects on at least four bridges that have been identified as requiring timely action due to deterioration, deficiencies, and defects. Carry out bridge replacements and/or rehabilitations, as well as scour analysis countermeasure implementation as needed. This includes implementing the planning, design, construction management, and permitting processes of an average of three to five per year, depending on the severityand complexity of the repair work p g p and available resources that needs to be done. The following bridges were in the planning/design phase: Four Mile Creek Bridge replacement Hakalau Stream Bridge Kanna Road scour repair Hanawi Stream Bridge scour repair Honoli`i Stream Bridge rehabilitation Ka`ahakini Bridge rehabilitation Ka`ie`ie Stream Bridge scour repair Kaiwiki Bridge#1 rehabilitation Kaiwilahilahi Stream Bridge rehabilitation Kolekole Stream Bridge scour repair Laupahoehoe Gulch Bridge repair MA`ili Stream Bridge scour repair Final Status Report on Program Objectives for FY 2021-22 8 PUBLIC WORKS ENGINEERING Makea Stream Permanent Bridge replacement Nanue Stream Bridge scour repair `Opea Stream Bridge scour repair and rehabilitation Pahe`ehe`e Stream Bridge scour repair Pauahi Street Bridge replacement Pi`ihonua Bridge scour repair Waianuenue Avenue Bridge rehabilitation Waika'alulu Gulch Bridge rehabilitation Waima`au`au Stream Bridge replacement Construction of the Makea Stream Temporary Bridge(temporary replacement) was completed and opened for public use in early January 2022. 10. Comply with the Federal Highway Administration(FHWA)requirements by conducting structural analyses to determine the load rating (Inventory and Operating) capacity of approximately 45 in-service bridges,registered in the National Bridge Inventory (NBI). Bridge load rating was previously completed as needed. 11. Comply with the Code of Federal Regulations (CFR)mandate by conducting underwater inspections to two NBI registered in-service bridges. There were no underwater inspections conducted in FY 2021-22. Underwater inspections are completed as needed. Final Status Report on Program Objectives for FY 2021-22 9 PUBLIC WORKS AUTOMOTIVE 1. Support the various County departments/agencies island wide with repair, maintenance and weldingservices, and by performing at least 90%of these services by staff(versus contract). Completed 97%, or 3,787 of 3,880 work orders received. The remaining 93 work orders were serviced by contracted vendors. 2. Reduce the average monthly repair backlog for the Construction section from previous fiscal year. In FY 2020-21 there was an average monthly repair backlog of 86 in the Construction Equipment section. In FY 2021-22 it stayed the same at 86. Automotive section byfrom 3. Reduce the average monthlyrepair backlogthefor g p previous fiscal year. In FY 2020-21 there was an average monthly repair backlog of 33 in the Automotive section. In FY 2021-22 it decreased by 13,bringing the average monthly repair backlog to 20. Final Status Report on Program Objectives for FY 2021-22 10 PUBLIC WORKS FLOOD CONTROL 1. Continue to conduct semi-annual inspections of flood control system. Semi-annual inspections of various flood control systems were performed. 2. Continue to maintain flood control systems. a. Prevent deterioration of structures by repairing within six months. Maintenance and repair work of various flood control systems to prevent deterioration of structures were performed throughout the year. b. Clear debris such as mud,rocks,branches, etc. from channel within three months. Maintenance and clearing of debris from channels were performed throughout the year. c. Control weed and brush growth by using herbicides and mowing quarterly. Control of weed and brush growth within flood control systems were performed quarterly. Final Status Report on Program Objectives for FY 2021-22 11 This page intentionally left blank HOSVISIS RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS 1. Increase consumption of local agricultural and value-added products at local, national, or international levels. Worked with the Hawai`i Tropical Flower Council(HTFC) and the Hawai`i Floriculture and Nursery Association (HFNA) to promote ornamental products locally and at the national level. HTFC provided the floral background at the Merrie Monarch Festival and sponsored a booth at the Philadelphia Flower Show, one of the nation's largest flower shows. HFNA continued to globally promote Hawai`i's tropical flowers to the wedding industry. They educated designers on how to incorporate tropical flowers in their designs. These sessions were recorded and made available to anyone to access tips and design ideas. Work also occurred to educate the County Council on the impact of the ornamental industry on Hawai`i's economy. Worked with the Hawaii Forest Industry Association (HFIA)to develop a presentation for Representative Mark Nakashima regarding Capital Improvement Funds for an educational sawmill. The mill will be located on the grounds of the Waiakea Experiment Station that is sub-leased to Hawaii Community College. An educational mill is needed to train students on sawmill operations to provide an educated workforce for a new, commercial mill. The local timber industry has a favorable outlook. Research & Development(R&D)has committed to being a gold-level sponsor at the Kona Coffee Farmers Association's first coffee conference. The conference will feature educationalspeakers,pest updates and the latest technologies to support the coffee industry. 2. Improve the quality,productivity and safety of agricultural producers, systems and products through critical, effective, and timely research, development, and education. No new activity for this reporting period. Six Month Progress Report on Program Objectives for FY 2022-23 1 r RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS 3. Support the expansion of agricultural industries and methodology, such as hydroponics or natural farming,with farmer training programs. The garlic project has not been successful at the lower elevation of Hilo and has been moved up to the Volcano Experiment station. It is unfortunate that efforts to produce garlic at the low elevation has not been successful as it will limit the range of areas to produce garlic. Continued to workon a project to establish a wasabi farm in Hawaii. A major Japanese wasabi distributor is supporting the producer's efforts with technical support. The producer plans to export product to the West Coast and has completed the paperwork to be exempt from federal regulations. 4. Reduce the negative impact of invasive species on agricultural crops through research and educational programs. The County of Hawaii has entered into a Memorandum of Agreement(MOA) with the Department of Hawaiian Home Lands (DHHL)to accept$500,000 for a gorse removal project. The County contracted Hui Ho`olako for Hawaiian Initiatives, a nonprofit organization,to harvest gorse,pulverize it, and convert it into livestock feed at the Pana`ewa Feed Mill. The University of Hawaii at Hilo will conduct palatability and weight gain studies. A Right of Entry between the • County,DHHL, and Hui Ho`olako has been executed. 5. Support the reduction of the number of incidences of agricultural theft through the development of methodology and the education of producers and vendors. Engaged University of Hawai`i at Hilo computer technicians to identify recommendations to guide vendor selection for developing an app to support the reduction of markets for stolen produce. 6. Preserve agricultural lands by seeking improvements to existing systems designed to conserve soil and water to•include grubbing and grading policies and landscape level programmatic application. No new activity for this reporting period. 7. Facilitate the development of affordable farm worker housing by developing recommended reform, deployment strategies with existing government support programs. No new activity for this reporting period. Six Month Progress Report on Program Objectives for FY'2022-23 2 RESEARCH &-DEVELOPMENT AGRICULTURE & FOOD SYSTEMS 8. Support initiatives to identify and maximize the use of affordable and environmentally appropriate control of invasive species. Launched coordination efforts with an organization that is concerned about feral hogs tearing up lawns and farmers' crops. The organization wants to develop a model approach for community collaboration to reduce the feral hog population and demonstrate the effectiveness of the Pig Brig to capture whole sounders and remove the animals alive. Also,explored ways to have citric acid available for residents at an affordable cost to control coqui frogs. The price for citric acid has increased to over$200 per bag with the spike in inflation. 9. Support the effective integration of the food system networks into local agricultural networks,production systems and value chains. Facilitated Hawai`i Island Food Alliance(HIFA)meetings every six weeks. The network provides updates on each other's work and identifies areas for collaboration. Worked with the Hawaii Island School Garden Network to put on the second annual school garden workday in August as part of the 2022 Food Summit. There were nine participating schools and support from 200 plus volunteers. 10. Support the development of a strategic food system plan and an emergency food access plan. Food System Plan Planning began for the 2023 Food Summit that will support the development of a Food System Plan. Emergency Food Plan Participated in an October meeting and emergency planning table-top exercise in Honolulu for food banks and feeding organizations across the State. The event was hosted by the Hawaii Community Foundation. • Six Month Progress Report on Program Objectives for FY 2022-23 3 • RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS 11. Support the development of projects,materials, and events that increase cooperation, innovation, and sustainability within the local food system. • Supported the development and facilitation for the Agriculture Innovation Center Design Charette. • Attended in-person meetings with food and agriculture system funders aimed at increasing impact within the sector. • Participated in the Statewide Transforming Food Systems Hawai`i Advisory Committee. • Presented at the 2022 Agriculture Conference,Hawaii State Association of Counties Conference, and the Hawaii County Sustainability Summit to highlight the work done by the Hawaii County Economic Development Administration (EDA)Build Back Better Regional Challenge(BBBRC) Coalition and other network partner projects in order to increase collaboration and awareness within the sector. 12. Support the development of projects,materials, and events that increase access, consumption,education, and awareness of fresh local foods. • The Emergency Food Assistance Program (TEFAP) The COVID-19 pandemic had a drastic impact on the local and global supply chain. Since 2021,Hawaii sustained a 10.1% increase in inflation on basic needs such as food. Halvah's pre-pandemic food costs were already 80% higher than the rest of the nation. The U.S. Department of Agriculture(USDA) TEFAP's Hawaii bound orders were consistently canceled or reduced due to supply chain issues and shipping costs. Since August,there has been a 90%— 100% reduction in Hawaii TEFAP deliveries. This reduction in emergency food supplies has greatly strained emergency food access providers. To address these challenges,R&D developed a Request for Proposals (RFP)for TEFAP utilizing $600,000 in America Rescue Plan Funds to purchase food from local producers and distributors to serve eligible community members island wide. Kaukau 4 Keiki Due to needs in Puna,The Food Basket was awarded an additional$31,800 to its $510,000 Kaukau for Keiki contract. A total of 1,732 youth was served over a six-week period. Families were given a$35 dollar grocery card and$18 dollars' worth of local produce each week. With seven food hubs sourcing and aggregating food from regional local farms, 155,880 pounds of locally grown produce was provided to 1,732 families over the course of the program. • Six Month Progress Report on Program Objectives for FY 2022-23 4 RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS R&D requested proposals from qualified applicants to provide a Summer Keiki Community Supported Agriculture (CSA)Delivery Program for in-need keiki across Hawaii Island. The Program will deliver weekly grocery boxes to youth ages 1-18 (and up to age 22 for children with disabilities)who would otherwise experience challenges to food access during the summer months. 13. Due to the COVID-19 Pandemic's health and economic impacts, support ad hoc outreach and engagement of the agriculture industry and food system to support the industry and community's stability and ability to evolve to meet changing conditions • and innovation. No new activity for this reporting period. 14. Improve awareness and participation in food assistance programs. No new activity for this reporting period. 15. Reduce food waste and increase the amount of unharvested fruits,vegetables, and nuts diverted into local food assistance programs. R&D supported The Food Basket's USDA Community Food Project proposal to expand their Kokua Harvest Gleaning Program. In November 2022,The Food Basket was awarded$350,652 to utilize over a three-year period to expand their program and increase the project's sustainability. Six Month Progress Report on Program Objectives for FY 2022-23 5 RESEARCH & DEVELOPMENT ENERGY Due to the COVID-19 Pandemic,the Tourism Program objectives will require creativity, flexibility, and a go-slow and small approach to financial commitments that allows for shifts to be made to protect the health and well-being of residents and visitors, as well as timely response to shifting market demands. 1. To increase the economic contribution of the visitor industry to Hawai`i Island by sustaining consistent visitor arrivals and expenditures through strategic marketing to targeted international and niche markets;public relations; activities that maintain direct air service;kama`aina visitor campaigns; and Conventions,Meetings, and Incentives (CMI). The contract with the Island of Hawaii Visitors Bureau (IHVB)was executed and extended to December 31,2022,and the Island of Hawaii Visitor Promotions Plan continues to be implemented. 2. To ensure,that the Hawai`•i Island visitor industry is place/community based, and strategically and sustainably managed to promote high quality of life for residents,the preservation of natural and cultural resources and quality experiences for residents and visitors. These will be accomplished by: a. Supporting at least five initiatives that achieve Responsible Tourism through the annual Research and Development Innovation Grant,Hawai`i Tourism Authority (HTA)Aloha `Rina(conservation) and Kulculu Ola(cultural)Programs, and TSP Action Planning Cohorts. • Three community-based organizations were awarded R&D Innovation Grants to implement programs that provide research and documentation of pono practices and place-based guidelines of culturally and historically significant sites; tour operator certification; stewardship of Kahalu`u Bay; • paid jobs for stewards and cultural practitioners; and an opportunity to build the foundation for an island wide interpretive program. The Hawaii Tourism Authority(HTA)provided funds to the County to co- develop with community members a Resilience Corps project in Keaukaha and Community Tourism Collaborative initiative in Puna. The workplan and partnerships are in place and procurement began in December 2022. Six Month Progress Report on Program Objectives for FY 2022-23 6 RESEARCH & DEVELOPMENT ENERGY b. Supporting at least six initiatives that achieve the Pono Based Communication, Place Based Education, and Infrastructure goals of the TSP through the TSP Action Planning Cohorts. Pono Based Communication: Support was provided to the Hawaii Fashion Showcase European Tour to provide culture-based education and Destination Training to untapped European markets in England,Italy, and France. Almost 100 tour operators, travel writers,and international media participated. Cultural presentations, exchanges, and fashion shows of Native Hawaiian designs were featured in each country during Europe Fashion Weeks in which over 50 European press representatives participated. Place-Based Education: Technical assistance and capacity building were provided to three culture-based education programs—Na Maka Haloa, Pohaku Pelemaka, and Ku'ikahi Na'auao for County employees. In addition,the Honuaiakea process and Known Indigenous Place Alignment (KIPA) Certification Program were conducted in August and November 2022 in which over 25 community members,tour operators,and government officials participated. Infrastructure: The Parking Fee Pilot Project was launched in October 2022 at Kahalu`u Bay to test a revenue generating model that would support stewards and cultural practitioners. In addition, discussions continue with the Planning Department,Council Members,the IHVB, and the Kohala Coast Resort Association on the Short-Term Vacation Rental(STVR) situation. Proposed legislation to revise existing STVR rules is being tracked. c. Supporting at least five opportunities by June 2023 that: i. Build capacity of the.R&D award recipients,HTA Kukulu Ola and Aloha `Aina program participants, TSP Action Planning Cohorts, and visitor industry stakeholders to sustain quality and culturally appropriate programs and products, and sustainable destination management. Provided support to the Organization &Program Assessment Process for five Puna Strong grantees. Six Month Progress Report on Program Objectives for FY 2022-23 7 RESEARCH & DEVELOPMENT ENERGY ii. Promote"Pono Practices"and other efforts that address community needs and natural resource conservation. Partners from the Cultural Resilience Capacity Area Action Teams and the County developed the Kanawai and Kapu for Pohoiki through the Honuaiakea process. This will provide guidance to the development of interpretive products and programs as well as branding and marketing efforts for the area. iii. Grow the"Ho`okipa"Network comprised of community,private and public sectors, stakeholders from the visitor industry and others to build health, education and economic strength of communities. Convened and facilitated 20 meetings with community and industry stakeholders and government officials to-support the development-and implementation of action plans that achieve the Hawai`i Island Tourism Strategic Plan's (TSP) goals and objectives. Partners include the County Department of Parks and Recreation and Mayor's Office,the State Department of Land and Natural Resources and Department of Transportation,Hawaii Executive Collaborative,Hawaii Tourism Authority,Waikoloa Marriott,Maunakea Resort,Fairmont Orchid, Outrigger Keauhou,Roberts Hawaii,Imiloa Astronomy Center, Conservation International,Na Maka Haloa,Pohaku Pelemaka,Hui Ho`oleimaluo,Leleiwi Community Association,KUPU,University of Hawaii Office of Indigenous Innovation,among others. iv. Engage international,national and local partners to promote sustainable and responsible tourism on Hawai`i Island. See"iii" above. Six Month Progress Report on Program Objectives for FY 2022-23 8 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT 1. Advance Economic and Business Development Knowledge a. Monitor trends in economic development,business, and household finance, and research related opportunities and challenges for Hawai`i Island. To better understand economic,population, and household trends in Hawaii, reviewed current economic data from the American Community Survey(ACS); Census Population Viewer; Department of Business, Economic Development,& Tourism's (DBEDT)Economic Data Warehouse; Hawaii State GIS Program; Office of Hawaiian Affairs Databook; Office of Hawaiian Affairs Papakilo Database; Rural Digital Opportunity Fund GIS Program,United States Census, and United States Economic Census. b. Communicate trends and research findings and make related policy and program recommendations, based on learning and insights. No new activity for this reporting period. c.. Support business resiliency and disseminate resources that enable small businesses to withstand the impacts of disaster. No new activity for this reporting period. d. Build the local,national, and international reputation and exposure of Hawai`i Island, its businesses, and its products. Maintain industry and program web pages with current content. No new activity for this reporting period. e. Due to the COVID-19 Pandemic's health and economic impacts, support ad hoc outreach and engagement of business communities to support individual and collective economic stability and the ability to evolve to meet changing conditions and innovation. No new activity for this reporting period. 2. Identify and Promote Economic and Business Development Resources a. Maintain directories of industry contacts and resources. Established initial relationships in the tourism, agriculture,non-profit, and retail industries and continue to build a directory of contacts and resources. Six Month Progress Report on Program Objectives for FY 2022-23 9 RESEARCH & DEVELOPMENT . .... . .. . .. . . . . _.._ ......... BUSINESS DEVELOPMENT b. Support and/or attend industry meetings,workshops, festivals, conferences, or trade shows. • Participated in monthly Economic Development Hui meetings to discuss projects and opportunities to advance businesses on Hawaii Island. • Attended the Council for Native Hawaiian Advancement's Annual Native Hawaiian Convention and met with industry partners to establish connections and gain an understandingof systemically emicallY supporting businesses and authenticity of culture. • Attended the Hawaii Tourism Conference and Global Marketing Meeting to understand the shift to regenerative tourism,impacts on business, and opportunities for a regenerative economy. c. Provide support and resources to industry professionals,including but not limited to permitting,referral and support services. No new activity for this reporting period. d. Promote local, state, and federal programs and resources.advancing economic and business development. Promoted the State of Hawaii Affordable Connectivity Program with the Department of Hawaiian Homelands, Office of Hawaiian Affairs,State of Hawaii Department of Health, and Kamehameha Schools to Homestead communities in East Hawaii. Worked through issues with getting community members registered under tribal lands and followed up to ensure they were adequately supported in sharing information with their communities. 3.. Collaborate to Advance Economic and Business Development Innovation a. Administer the joint State/County Enterprise Zone program and increase business participation. Attended training and provided information to local businesses and organizations on the State/County Enterprise Zone(EZ)Program. b. Support business awareness of the benefits of participation in the Hawaii Foreign-Trade Zone No. 9 and the new option for single-use facilities. No new activity for this reporting period. Six Month Progress Report on Program Objectives for FY 2022-23 10 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT c. Support the understanding and promote the use of the Federal Opportunity Zone Program among property owners, investors, and business owners to encourage long-term investments in low-income urban and rural communities. No new activity for this reporting period. d. Leverage and provide grant funding and/or technical assistancefor collaborative projects that build Hawai`i Island's dominant, emerging, and highest paying industries and sectors. Provided technical assistance to local start-ups and established entrepreneurs on business modeling,financing,resources, and navigating government processes and communication platforms. e. Coordinate resources, services, and economic and workforce development strategies, initiatives, or projects with other government agencies and economic and business development organizations. Participated in DOE's Career Expo and the County's Resource Fair to share information on resources,jobs, services, and opportunities offered by R&D. f. Improve household financial self-sufficiency and mobility by advancing workforce development; efforts to decrease household debt and expenses and increase household income and wealth, including outreach and promotion of the Hawai`i County Financial Navigator Service; and by advancing inclusive growth and community-based economic development. No new activity for this reporting period. g. Administer County Council Contingency Relief Fund grant contracts that are aligned with Departmental goals and objectives. Worked with District 4 Councilmember's office to contract Self-Discovery Through Art and provide funding to improve its web services and continue nurturing and strengthening community mental health. h. Administer the Soil and Water Conservation District grants to advance preparation of conservation plans that preserve essential land and water resources and ensure compliance with the Grubbing and Grading ordinance. No new activity for this reporting period. Six Month Progress Report on Program Objectives for FY 2022-23 11 RESEARCH & DEVELOPMENT ENERGY • 1. Collaborate with HELCO and private developers to implement renewable energy • resilience projects for the County of Hawai`i. Monthly meetings with Hawaii Electric Light Company(HELCO)have been ongoing. There have been quarterly meetings focused on Low& Moderate Income(LMI) household programs to benefit from energy savings and lower cost renewable energy. The Climate Action Team (CAT)has also continued to meet with HELCO to ensure alignment between actions proposed in the Integrated Climate Action Plan (ICAP) and HECO's ongoing renewable energy production,LMI access and integrated grid plan, and planned expansion of renewable energy sites. The CAT and Energy Team have also engaged in ongoing conversations with HELCO about accessing monthly data for Hawaii County-owned and operated • facilities. 2. Respond to energy dockets at the Public Utilities Commission that may have significant impacts in the County of Hawai`i. Bi-weekly discussions were held with Arizona State University (ASU) and Corporation Counsel to determine public positions and filings. • 2018-0088 Performance Based Regulation (PBR)—County is an Intervenor. The PBR docketwas very active in 2022 with ASU supporting the County in working groups on further developing Performance Incentive Mechanisms (PIMs); developing pilot projects that the Hawaiian Electric Companies (ICO) put forth; processing issues related to the next stage of the docket; and monitoring for any other relevant issues for the County. • 2018-0165 Integrated Grid Planning(IGP)—County is an Intervenor. The IGP docket was active in 2022 with ASU supporting the County in working groups advising HECO on the process of approving HECO's continually evolving Grids Needs Assessment. • 2022-0009 Hawaii Gas Integrated Resource Planning(IRP)—County is monitoring. The Hawaii Gas IRP docket was filed in 2022. At the County's • request,ASU began monitoring it shortly after it was opened; attended all advisory group meetings; participated in the development of the IRP; and drafted comments and/or notes regarding the County's concerns. • 2018-0163 Microgrid—County is monitoring. This docket has been less active,with a focus on Phase 2 of the Working Group and a Status Conference hosted in July 2022. ASU is continuing to monitor the docket for any updates and opportunities for the County to submit public comments. Six Month Progress Report on Program Objectives for FY 2022-23 12 RESEARCH & DEVELOPMENT ENERGY • 2019-0333 Power Purchase Agreement-Puna Geothermal Venture—County is monitoring. This docket was sparsely active during 2022. ASU has • continued to monitor and provide reports and insights when filings have been made for this docket. 3. Identify and implement energy efficiency projects to reduce County energy load. a. Ensure that the County's procurement process, capital improvement, and facilities budget takes into consideration lifecycle energy costs, including utilizing any rebates,incentives, or private partnerships available. Continued to develop an energy use intensity index of all County facilities with a footprint using the Energy Star Portfolio Manager. The index compiles previously ungrouped data,such as the number of computers in a building. This index will inform future prioritization of facilities' improvements to implement energy efficiency projects. This data will also be integrated into the climate adaptation viewer tool,created by the CAT,to make the data readily available for prioritization of facilities maintenance and capital improvement projects (CIP). The CAT met with department directors and deputy directors about incorporating climate•action measures into the identification and prioritization of CIPS,procurement processes, and facilities maintenance. The CAT identified the tax credits,tax deductions, and rebates from the Inflation Reduction Act(IRA) for which Hawaii County is eligible. a. Collaborate with Hawai`i Energy to implement Strategic Energy Management strategies. The CAT partnered with Hawai`i Energy to identify the strategic actions for energy efficiency in the ICAP and associated costs. The Energy team partnered with Hawaii Energy to access data on county-owned facilities for the Energy Star Portfolio Manager. 4. Plan and implement renewable energy projects for the County of Hawaii with significant return-on-investment. a. Explore enhancement of the Lalamilo Wind Farm to increase the consumption of electricity generated by the wind farm and incorporate a storage component to allow more operational flexibility. No new activity for this reporting period. Six Month Progress Report on Program Objectives for FY 2022-23 13 RESEARCH & DEVELOPMENT ENERGY b. Explore the development of an energy revolving fund with savings from efficiency programs,public-private-partnerships and performance contracting. Continued to work with the Department of Finance and Hawaii Energy to advance this concept. The CAT identified the tax credits,tax deductions, "and rebates from the IRA for which Hawai`i County is eligible. The CAT mapped the milestones for creating a revolving fund that could utilize these tax credits and deductions which are given as a direct payment for tax- exempt entities like the County. c. Explore the development of a self-sustainable renewable energy base emergency fuel source that is transportable and unlimited shelf life. This is ongoing and findings to date have been positive. The U.S. Department of Energy awarded an 112 Twin Cities grant to support a- mentorship/mentee partnership between Namie(Japan),Lancaster (California), and the County of Hawaii to further the advancement of hydrogen production,storage,distribution,and consumption. R&D was also asked to author a hydrogen position paper and participate in the International Hydrogen Symposium facilitated by the Institute on Science for Global Policy. 5. Collaborate with governmental and private partners on programs and projects aligned with energy goals. a. Support the expanded use of alternative fueled vehicles, including within the County's fleet. Progressing well and determining the highest and best use of County managed locations in relation to energy sources available and vehicle mobility energy required. b. Support the Mass Transit Agency (MTA)in the acquisition and deployment of zero emissions buses with the supporting fueling and charging infrastructure. Progressing well and determining the highest and best use of MTA and ' County managed locations in relation to energy sources available,zero emission vehicle type, and mobility energy required. Six Month Progress Report on Program Objectives for FY 2022-23 14 RESEARCH & DEVELOPMENT ENERGY c. Explore the use of byproducts of the West Hawai`i Sanitary Landfill,Hilo Landfill (closed)and wastewater treatment facilities as fuel sources. On hold for this reporting period as the Sustainability Partners Service Addendum Agreement undergoes legal review. d. Support the expansion of the network of EV charging stations,vehicle-to-grid connections, and hydrogen fueling stations. On hold for this reporting period as the Sustainability Partners Service Addendum Agreement undergoes legal review. e. Support the development of innovative, low-cost, efficient mobility systems including micro-mobility network,autonomous vehicles,and mobility devise sharing. No new activity for this reporting period. f. Support the refinement and implementation of energy-related General Plan and Community Development Plan strategies. Climate Change • Assisted and provided feedback on the development of the draft structure and opportunities/challenges assessment for the General Plan's Climate Change and Land Use chapters to ensure alignment with the ICAP. • Supported the refinement and implementation of CIP projects to incorporate reduction in energy use and sources of renewable energy that result in greenhouse gas (GHG) reduction. • Completed the draft cascade analysis for the ICAP which summarizes island-specific research around climate hazards,projected climate change impacts, GHG sources from the GHG inventory, and industry opportunities for change to become more renewable and resilient. • Supported climate action collaboration in the community by participating in and providing resources for a National Oceanic and Atmospheric Administration (NOAA)workshop for educators teaching climate change; assisting the Climate Action Working Group (CAWG) and other non-profits in their use of climate change data, community resilience planning, and climate education; and providing data support to help CAWG members pursue funding. Six Month Progress Report on Program Objectives for FY 2022-23 15 RESEARCH & DEVELOPMENT ENERGY Broadband, Closing the Digital Divide • Worked on closing the digital divide in unserved/underserved communities with efforts to provide access to fast,reliable, and affordable fixed internet and mobile services. • Created a GIS map showing the landscape of telecommunications on Hawaii Island and mapped the backbone of County telecommunication (fiber,Wi-Fi, radio)to plan for improvement of public and countywide telecommunications in collaboration with the Department of Information and Technology(DIT). • Mapped out County fiber connectivity with evacuation and Department of Parks &Recreation (DPR) sites in collaboration with DIT, Civil Defense Agency,and DPR. • Established community connections by creating the County broadband website to provide information related to County broadband expansion, digital literacy, community resources, and grant opportunities. • Facilitated community collaboration to advance the resolution of the digital divide and provide equitable solutions by establishing the Hawaii Island Digital Equity Coalition (HIDEC). • Held a proclamation reading with the Mayor for Digital Inclusion Week held at Hilo Library in collaboration with Hawaii Island State Libraries. • Applied for the Affordable Connectivity Program (ACP) Outreach Grant with the State of Hawaii to promote ACP and assist qualifying residents with the applications. Eligible households can receive$30 or$75(for Hawaiian Homestead residents) off internet service. Data Collection,Management&Analysis • Maximized planning,decision making, and funding using a variety of spatial data models and formats. • Provided efficient means for data distribution,data handling, and complex analysis/query involving geographical referenced data. • Eliminated redundant and opaque databases. • Enhanced countywide capacity for integrating information from various sources,maintaining metadata, and providing easy access to data across departments. • Established a R&D folder in the County's geospatial database. management system for data storage and cross-departmental sharing. • Revised metadata for available geospatial data to reflect necessary context. . Six Month Progress Report on Program Objectives for FY 2022-23 16 RESEARCH & DEVELOPMENT ENERGY • Established a GIS mapping section on the Broadband Program page to provide GIS shapefiles and PDF maps for public usage. Developed a GIS methodology and shared it with the University of Hawaii,FEMA,HI- EMA, and other entities to identify areas on Hawaii Island for eligible federal funding. Six Month Progress Report on Program Objectives for FY 2022-23 17 RESEARCH & DEVELOPMENT RESOURCE CENTER 1. Manage Data,Information, and Knowledge Systems. a. Develop andmanage 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. Maintained online access to the Hawai`i County Data Portal. • • Maintain and expand a Hawai`i County knowledge management system,that includes a library collection of printed and digital information, and a collection of qualitative or intrinsic knowledge. Continued maintenance of R&D's internal knowledge management repository. • Explore the feasibility of additional'digital government platforms. Partnered with Zencity,a public engagement software service,to develop a system of collecting meaningful qualitative data. b. Provide data and referrals. • Provide easy access to data, information, and knowledge about and relevant to Hawai`i Island. Provided online access to data collections from local,state, and federal sources. • Assist the public and other agencies with data,information, and knowledge queries. Provided online access to relevant data and reports. • 2. Collaborate to Advance Innovation. a. Advance Collaboration. • Maintain the department's internal Customer Relations Management system. No new activity forthis reporting period. • Develop and maintain a comprehensive and current directory of industry contacts,programs, and resources for internal department use. No new activity for this reporting period. Six Month Progress Report on Program Objectives for FY 2022-23' 18 RESEARCH & DEVELOPMENT RESOURCE CENTER b. Advance Communications. • Manage the Department of Research and Development's web pages and public documents. Maintained R&D's webpages. • Monitor trends and research relative to the department's work and communicate findings for internal department use. Maintained regular daily practice of sharing trends and data with R&D staff. • Collaborate with other agencies to maintain guides for navigating procurement,permitting, licensing, and other business-related services in Hawai`i County. No activity. This objective was established when.the Resource Center managed a Business Resource Center. Since the close of that program, the objective has been retired. c. Due to the COVED-19 Pandemic's health and economic impacts,provide ad hoc outreach and engagement to support business and community stability and ability to evolve to meet changing conditions and innovation. No new activity during this reporting period. This objective was developed in 2020 during the height of the COVID-19 pandemic in which the Resource Center published multiple webpages devoted to CARES Act resources and other emergency resources for businesses,nonprofits, residents, and visitors. With the decline in COVID-19 cases and the introduction of stimulus funding beyond the CARES Act,this objective has been retired. d. Collaborate with other government agencies and economic and business development organizations to host outreach events like Business Action Center Days when practical. No activity. This objective was established when the Resource Center managed a Business Resource Center. Since the close of that program,the objective has been retired. Six Month Progress Report on Program Objectives for FY 2022-23 19 RESEARCH & DEVELOPMENT RESOURCE CENTER e. Advance Innovation. • Support public and private sector initiatives that examine innovative ways to approach issues that affect quality of life—economic, social, and environmental—on Hawai`i Island. • Adapt program evaluation framework for use by the Department and its partners. Began developing an impact evaluation framework for implementation g P g P P during the next fiscal year. 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. Supported the Department's collaboration with International Council for Local Environmental Initiatives (ICLEI), Global Island Partnership (GLISPA), and International Economic Development Council(IEDC). • Support the 2020 update of the Hawai`i County Comprehensive Economic Development Strategy. Served on the advisory committee for the 2020 update. g. Collaborate to achieve local, state, national, and international targets for achieving climate change mitigation and adaption goals. • Update the community greenhouse gas (GHG)inventory for Hawai`i Island pending availability of data. Published the most current GHG inventory online. • Set near- and long-term targets to reduce GHG emissions on Hawai`i Island. R&D's Climate Action Specialist,working under the guidance of R&D's Energy and Infrastructure Specialist, is developing GHG reduction targets. Six Month Progress Report on Program Objectives for FY 2022-23 20 RESEARCH & DEVELOPMENT RESOURCE CENTER • Develop and implement a climate action plan aligned with the County's GHG targets. The Climate Action Plan was developed and posted online. R&D's Climate Action Specialist,working under the guidance of R&D's Energy and Infrastructure Specialist,is collaborating with the Planning Department to implement climate action plan strategies. • Collaborate on the development and implementation of plans for the County of Hawai`i climate change adaptation. R&D's Climate Action Specialist,working under the guidance of R&D's Energy and Infrastructure Specialist, is collaborating with the Planning Department and State Agencies to implement plans for climate change adaptation. h. Collaborate with state,national, and international entities to advance sustainability. • Support interagency initiatives to promote sustainable development in hazard mitigation, GHG Sequestration, Kilauea Eruption Recovery, COVID-19 Recovery, and Climate Change Action. No new activity during this reporting period. 3. Advance Innovation in Funding and Financing. a. Recommend funding opportunities. • Identify and recommend strategic funding and fmancing opportunities for the County of Hawai`i and for collaborative programs. Maintained regular practice of identifying and sharing funding opportunities for the County of Hawaii. • Seek opportunities to leverage funding with other agencies, foundations, philanthropists, impact investors, and other public and private entities. Continued to seek opportunities to leverage funds. Most recently worked with Hawai`i Community College and the forestry industry to leverage state funding that can support a workforce training facility in partnership with private industry. Six Month Progress Report on Program Objectives for FY 2022-23 21 RESEARCH & DEVELOPMENT -._. . ......... RESOURCE CENTER b. Leverage and provide grant funding and/or technical assistance for collaborative projects that advance balanced development. No new activity during this reporting period. Six Month Progress Report on Program Objectives for FY 2022-23 22 • RESEARCH & DEVELOPMENT CREATIVE INDUSTRIES & FILM 1, Strengthen and preserve Hawai`i Island communities and natural resources as outstanding film location by maintaining an active online presence and locations information, and through strategic marketing and meetings with industry professionals, in collaboration with industry partners. a. Maintain the film program website with current content. This work is ongoing and will evolve to establishing a new website, HawaiilslandCreate.com,that would encompass all film locations,vendors, workforce, and creative entities (i.e.,fashion, arts,gaming,metaverse). The new website would be constructed in a way that allows s content to be developed and revised inhouse. b.. Maintain the film program social media presence on Facebook, Twitter and Instagram with current content for promotion and networking. New content is posted daily,Monday through Friday, on social media to cross promote on-island vendors,businesses, and content locations for productions and TV show filming. Current postings have been receiving over ten new followers a day. c. Using the LocationsHub tool,update and expand the photo library to include at least five new albums to market and share. LocationsHub has been cancelled and plans are being developed to use a better platform such as SmugMug,Location Pro, or Reels. d. Place targeted print and online advertising in relevant industry publications to highlight Hawaii Island's unique and diverse locations and competitive financial film incentives. Advertised online through Hollywood Magazine,Variety, Cinematography, IndiwWire,Marvel Studio, and Location Expo. In addition,the Program website is being amended to reflect State of Hawai`i's revamped tax incentives. - Six Month Progress Report on Program Objectives for FY 2022-23 23 RESEARCH & DEVELOPMENT CREATIVE INDUSTRI-ES & FILM 2. Support local and incoming film and other creative economy projects by advising on licensing, locations, crew identification, and other project-specific factors and by publishing related guides and directories, in collaboration with permitting agencies and the DBEDT Creative Industries Office. a. Support and/or participate in at least four festivals, conferences or trade shows via traditional and evolving venues to advance and promote the creative economy on Hawai`i Island and provide networking opportunities for those industries. Efforts to build and enhance Hawaii Island's reputation as an outstanding location for film production were made at the local,national, and international levels. This included working with the State of Hawaii Creative Industries Division and Film Industry Branch,Kauai County Film Office, City& County of Honolulu Film Office, and Maui Film Office to reach a global marketplace with one voice. b. Provide"on-island" support and resources,including but not limited to, permitting, industry referral and support services to creative industry professionals. Focused on promoting and supporting media productions by creating an online film permit system that is electronically inputted by the film permit applicant and approved by department directors in their respective jurisdiction. This has primarily involved the Department of Parks & Recreation (DR). Film permits are currently turned around within a few hours as compared to a previous turnaround time of three to four days. A total of 120 permits were issued for filing in County parks. c. Maintain a comprehensive and current directory of creative industry contacts and local production resources. . The directory has been updated. d. Support, facilitate and/or participate in four scouting tours or meetings with creative industry professionals including location scouts,producers, studio executives and independent filmmakers. The Program's website is being updated to support these activities. Six new locations were'scouted and vetted by the Planning Department. In addition, meetings were held with four filmmakers to secure their interest in filming on Hawaii Island. Six Month Progress Report on Program.Objectives for FY 2022-23 24 RESEARCH & DEVELOPMENT CREATIVE INDUSTRIES & FILM , 3. Develop local creative industries by advocating for tax incentives;through workforce development,incubators, and accelerators; and by supporting local events and the development of a multi-purpose creative economy facility, in collaboration with the HTDC,Na Leo,the DBEDT Creative Industries Office, other government agencies, and economic and business development organizations. a. Coordinate resources, services, and industry development strategies with public, private and government organizations and support programs and initiatives consistent with statewide creative economy initiatives. Collaborated with DBEDT's Creative Industries Division and Film Industry Branch to create an economy that supports livelihoods for creatives on the island. Support was also provided to help bring back the Hawai`i Songwriter's Festival after three years. The festival allowed high school students the chance to transpose algorithms of how music is heard on different platforms-and explore the potential for careers in producing music scores for television and movies. b. Leverage and provide grant funding and/or technical assistance for collaborative projects that build Hawai`i Island's creative industries. Provided funding support for creative projects that highlight Hawaii Island's innovative opportunities in the creative space. 4. Due to the COVED-19 Pandemic's health and economic impacts, support ad hoc outreach and engagement of the film and creative industry communities to support the industries' stability and ability to evolve to meet changing conditions and innovation. Partnering with the University of Hawai`i and workforce development partners in creating a vocational degree and on-the-job training for film and creative production. Six Month Progress Report on Program Objectives for FY 2022-23 25 RESEARCH & DEVELOPMENT IMMIGRATION 1. Proactively deliver information about immigration,citizenship and the naturalization process to immigrants and to prospective and new citizens. • Provided mini-info sessions to constituents on how to complete various immigration forms. Reviewed applications for naturalization and green cards on a daily basis. • Continued to provide immigration information and answers to immigration related issues to government agencies,service providers, employers and workers in both Kona and Hilo.. • Provided immigration information and answered immigration related questions at the Hispanic Health Fair held in Kona and sponsored by Hawaii Island Community Health Center. • Attended Department of Human Services and U.S. Citizenship & Immigration Services (USCIS) quarterly stakeholder's virtual meetings to keep abreast of new and amended immigration laws, procedures, and programs. • Participated in: [1] USCIS Ombudsman webinar series on services for noncitizen veterans; [2] USCIS virtual briefing on progress on the Biden Administration's immigration-related executive orders, led by Director Ur M. Jaddou; [3] USCIS online filing webinar for individuals who previously received Deferred Action for Childhood Arrivals (DACA) designation. • Participated inlistening•sessions on: [1] USCIS Self-Petition Program's VAWA Form 1-360 (Petition for Amerasian,Widow(er), or Special Immigrant); and [2] USCIS Public Charge for state,territorial,local, and tribal benefits granting agencies and nonprofit organizations. • Partnered with USCIS Verification Division to conduct a Form I-9 Webinar Training for Employers,Workers,and Case Managers. 2. Expand partnerships supporting immigration and citizenship. a. Expand network of partners supporting immigrants. • Attended the Office of Language Access (OLA)strategic planning virtual meetings to review OLA's mission and functions, create goals and objectives, and establish an action plan that aligns with Department of Health's strategic plan for a determined period. • Participated in the Mass Violence Workshop Planning Committee that was hosted by the Office of the Prosecuting Attorney. The committee explored ways to support protocols and response efforts in the unlikely occurrence of mass violence,such as a mass shooting or bombing. Six Month Progress Report on Program Objectives for FY 2022-23 26 RESEARCH & DEVELOPMENT IMMIGRATION • Attended the Hawaii Coalition for Immigrant Rights (HCIR) monthly meetings. HCIR advocates for immigrant rights on a policy level. • Helped organize an Affordable Care Act Enrollment for Pacific Islander migrants with the Ka`n Rural Health Community Association,Big Island Kokua Service Program, and West Hawaii Community Health Center. • Attended virtual monthly meetings with the Legal Aid Society of Hawaii, The Legal Clinic,UH Refugee Clinic,.Maui County Immigrant Services Office, and Hawaii Island Justice Center to share information and expand access to immigration services in Hawaii. b. Inform and engage community groups and other networks on immigration issues. • Provided mini-info trainings on Employment Eligibility Verification, Employment Authorization Document,and Nonimmigrant Arrival- Departure Document to staff of Kumukahi Health+Wellness and, Goodwill Industries Hawaii. • Provided information on immigration and related issues to the Department of Motor Vehicles and to the Social Security Office to better serve immigrant clients. Provided public benefit information available to immigrants to health service providers and government agencies on Hawaii Island. • Partnered with Kumukahi Health+Wellness to provide immigration and health informational meetings at Kula`imano Community Center targeting immigrant and COFA communities. c. Work with consular offices to provide outreach services in Hawaii County. • Continued to be the liaison for citizens of the Philippines,Mexico, Marshall Islands,Federated States of Micronesia, and Republic of Palau with the Consulates on Oahu and the continental U.S. Assisted with renewal of passports,I-9 issues, birth certificates,obtaining documents, travel documents, and other immigrant issues. • Continued outreach to and discussions with consulate offices of Guatemala,Honduras,El Salvador,Thailand, and Vietnam to determine interest in participating in future outreach events for citizens of these countries. Six Month Progress Report on Program Objectives for FY 2022-23 27 RESEARCH & DEVELOPMENT IMMIGRATION • Provided consular services such as passport renewal,notary services, authentication of documents, and addressing questions and concerns on matters related to immigration to assist the Philippine.Consulate Office (Honolulu) and Mexican Consulate Office(San Francisco). Over 250 individuals received Mexican-related consular services in Kona over two days and more than 300 individuals received Philippine-related consular services in Hilo over three days. d. Due to the COVID-19 Pandemic's health and economic impacts,support the Mayor's Office, Civil Defense, and Hawai`i Department of Health in ad hoc outreach and engagement of immigrant communities. • Continued to assist immigrant farmers with the Federal Paycheck Protection Program_online loan application which was intended to provide economic relief to small businesses adversely impacted by COVID-19. • Supported ongoing partnership with the Alii Health Center in Kona to provide COVID-19 educational materials to Pacific Islanders and translated COVID-19 information to Kosraean language. • Continued to participate in the Emergency Broadband Benefit(EBB) program meetings held by the Hawaii Department of Health. The program helps households struggling to pay for internet service during the COVID-19 pandemic. • Continued to support the Mayor's Office, Civil Defense, and Hawai`i- Department of Health by providing resources, conducting outreach, and engaging immigrant communities in COVID-19 testing. • Supported ongoing partnership with the Department of Health in distribution of COVID -19 Home Kits to the immigrant community. • Six Month Progress Report on Program Objectives for FY 2022-23 28 RESEARCH & DEVELOPMENT WORKFORCE INVESTMENT & OPPORTUNITY ACT • 1. The needs of businesses and workers drive workforce solutions and local boards are accountable to communities in which they are located. $1.6 million in funding was received to support training, education, support services, and work experience opportunities for adults, dislocated workers, and youth through the WIOA programs. 2. The American Job Center provides excellent customer service to all jobseekers and employers and focuses on continuous improvement. The American Job Center Hawaii (AJCH)provided services to 146 adults, 18 years of age and older and who meet income requirements, and 29 dislocated workers recently laid off or given notice of layoff due to company closure. The AJCH and its partners also participated in seven job/resource fairs in the community and-held four separate hiring-events for employers at the AJCH. 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. Provided 20 employers with services through the AJCH. Free services provided included labor market trend information to assist in planning for business expansion, relocations, future hiring, and training needs. 4. The program services youth aged 16-24 who are not in school and are not working. • In the last six months, the AJCH provided services to 75 youth who are considered disadvantaged with at least one of the WIOA program barriers. 5. Meeting eligibility requirements of WIOA. Utilized Rapid Response funding to assist employers affected by the recession and economic downturn. One Rapid Response event was held for one employer that was laying off 40 employees. 6. Oversees the management of the American Job Center Hawai`i (AJCH)where program participants and the public can access various services in a single location. The AJCH provided remote and in person assistance to 2,869 people in the last six months. Six Month Progress Report on Program Objectives for FY 2022-23 29 RESEARCH & DEVELOPMENT COMMUNITY WELL-BEING 1. Define impact goals around equity and inclusion, community participation, and community health that informs policymaking and implementation of development programs. a. Develop metrics for evaluating progress against impact goals. L R&D, through its federally funded island wide health literacy project, implemented metrics to report on the project performance based on the funder's requirements. The project also collected various monthly data including the number of outreach events, patient race/ethnicity served, and COVID-19 tests and vaccinations provided. The project also collected, assessed, and monitored COVID-19 vaccination data by zip code and collaborated with community partners to support the areas with low vaccination rates. R&D closely collaborated with two project partners: Community First on all programmatic matters and University of Hawaii at Hilo on evaluation and data related matters. b. Establish data collection systems that rely on quantitative and qualitive data points. See "a" above. c. Provide regular feedback and continuous improvement recommendations to inform inter-departmental actions. See "a" above. 2. In collaboration with community partners, review and assess relevant data and draft short and long-term strategies to improve Hawai`i Island's social, environmental, and economic health. a. Develop and implement integrated holistic and sustainable community-based approaches to community well-being and social justice. R&D staff actively participated in the development of the Access to Care survey which was funded by the Hawaii State Department of Health and administered by Community First and the Hawaii State Rural Health Association. R&D staff assisted in drafting the fmal report which was released in July 2022. The report highlighted issues that impact access to healthcare including financial hardship, COVID-19 concerns,mental health, and lack of healthcare providers, among others. R&D will continue to work with community partners to further explore the County's support. Six Month Progress Report on Program Objectives for FY 2022-23 30 RESEARCH & DEVELOPMENT • COMMUNITY WELL-BEING 3. Facilitate inter-departmental and multi-sector teams to develop and implement collaborative actions that improve health,human services, and social and economic determinants of health. R&D met with various key leadership and advocates from health and human services sectors to discuss the County's support. R&D staff regularly attended a monthly meeting of the Hawaii Island Prevent Suicide Taskforce. As a result of this engagement,R&D funded community-based suicide prevention activities by Vibrant Hawaii. R&D also sponsored and supported the observance of the World Suicide Prevention Day on September 10,2022. Taskforce members gathered information and resources at Aupuni Center and presented a proclamation with Mayor Mitch Roth. 4. Assess and highlight the economic impact of the nonprofit and health and human services sectors on Hawai`i Island, including their contribution to the creation and maintenance of quality living wage jobs. R&D staff attended the first convening of the Hawaii Island Healthcare Education and Workforce Collective which was organized by Community First and the Hawaii State Rural Health Association. R&D will continue to support this effort and explore collaboration and integration of R&D's programs. 5. Due to the COVED-19 Pandemic's health and economic impacts, address COVID-19 health disparities among Pacific Islander,Native Hawaiian, Filipino, and Hispanic populations, ensuring geographically inclusive distribution of services. a. Develop a Disparity Impact Statement, including COVID-19 public health recommendations for testing, contact tracing,vaccination, and other mitigation efforts. R&D leads the project team that's comprised of the County, Community First and the University of Hawaii at Hilo. The project developed a Disparity Impact Statement which included COVID-19 and chronic disease disparities among Pacific Islander,Native Hawaiian,Filipino, and Hispanic populations. The project also developed a Health Literacy Plan that detailed its plan to implement culturally and linguistically appropriate outreach,media campaign, and professional health literacy training to community partners. R&D continues to collaborate with the University of Hawaii at Hilo on quality improvement and evaluation of the health literacy project. Six Month Progress Report on Program Objectives for FY 2022-23 31 RESEARCH & DEVELOPMENT COMMUNITY WELL-BEING b. Develop and implement a Health Literacy Plan that guides new and/or revised policies for improving and sustaining adherence to COVID-19 and other public health recommendations using evidence-based and culturally appropriate health literacy strategies. See"a" above. c. Address chronic disease disparities and increase telehealth literacy among underserved ethnic and rural communities. See "a" above. ' d. Work with the University of Hawai`i at Hilo to support quality improvement and • evaluation of the health literacy project. See "a" above. • Six Month Progress Report on Program Objectives for FY 2022-23 32 • RESEARCH & DEVELOPMENT AGRICULTURE 1. Increase consumption of local agricultural and value-added products at local, national or international levels. The Department has been supporting the marketing and promotion of the floral and foliage industries with the 2021 Hawaii Floriculture and Nursery Association(HFNA) Collaborative Educational Research &Import Replacement Program and the 2021 Enhanced Branding&Promotion of Hawaii Tropical Flowers &Foliage Program. The Department supported the development and implementation of the Kaukau for Keiki program with Vibrant Hawaii and Statewide partners,in 2021. Utilizing a U.S.Department of Agriculture(USDA) Summer Meal program,the program fed 4,000 eligible students a week for six weeks. Each student received ten pounds of locally sourced fruits and vegetables a week. Feedback from _families was positive and many-mentioned that they would eat these local foods regularly if they had access. The Department supported the development and execution of the 4th Annual Community Food Summit. The summit highlighted local agriculture and efforts to increase marketing efforts for Big Island Made products. The Department supported Hawaii Island Public Health Institute to collaborate with Good Food Purchasing Institute to work with two local hospitals to increase their local food purchasing. The Department has also been working with the Kohala Coast Resort Association to support their efforts to increase local food purchasing. 2. Improve the quality,productivity and safety of agricultural producers, systems and products through critical, effective and timely research, development and education. The Department has been supporting Ho`ola Veteran Services Program, GoFarm Hawaii: Growing Veterans,to provide agricultural education and experience to veterans. Hui Ho`olako's research into livestock feed with invasive species has been supported by R&D. This project utilized the Hawaii Pacific University's feed mill to conduct research on different recipes for hogs. The University of Hawai`i project,Examining Korean Natural Farming in Hawai`i Floriculture and Foliage-Year 2,had been seeking to strengthen the plant system to resist pests, diseases and increase production. The inputs were organic-based, and the producer would be able to produce them. Final Status Report on Program Objectives for FY 2021-22 1 • RESEARCH & DEVELOPMENT AGRICULTURE 3. Support the expansion of agricultural industries and methodology, such as hydroponics or natural farming, with farmer training programs. The Department continued to support the Hawaii Agricultural Foundation's program to expose students in public schools to agricultural concepts, techniques, and opportunities. The Ka`u High and Pahala Elementary Schools program,Agripreneurship Academy Sustainable Food Systems Project,was a multifaceted program which involved the students in a greenhouse hydroponic crop production system that utilized photovoltaic energy to power the production system. The University of Hawaii has been looking at expanding the crops we can grow on Hawai`i Island with its research project,Evaluating Garlic Production in Hawaii County. The University's program,GoFarm Hawaii: Growing Sustainable Farmers for Hawaii Island,has sought to educate interested residents to become productive farmers. 4. Reduce the negative impact of invasive species on agricultural crops through research and educational programs. The Department has been supporting the detection of Devil Weed, a newly introduced invasive species to'Hawai`i County,using canines trained to detect the weed. Areas with confirmed populations have continued to be targeted for eradication. Little Fire Ants (LFA) have continued to be a serious problem in agricultural settings. The Hawaii Ant Lab has been contracted to educate producers on methodology to survey, control and eradicate LFA from their farms. The Department has been acting as a pass thru for Hawaii Department of Agriculture funds to be used to reduce the cost of the approved fungicides to reduce the impact of Coffee Leaf Rust. The Agriculture Specialist has been working with two groups of concerned citizens to control and utilize feral pigs, which are negatively impacting agricultural producers and residents in Puna. 5. Support the reduction of the number of incidences of agricultural theft through the development of methodology and the education of producers and vendors. The Agriculture Specialist has been monitoring a situation of mislabeled avocados being sold as Sharwil Avocado at Costco. The Hawaii Department of Agriculture's Quality Assurance division was made aware of the situation. Final Status Report on Program Objectives for FY 2021-22 2 RESEARCH & DEVELOPMENT AGRICULTURE 6. Preserve agricultural lands by seeking improvements to existing systems designed to conserve soil and water to include grubbing and grading policies and landscape level programmatic application. No activity. 7. Facilitate the development of affordable farm worker housing by developing recommended reform, deployment strategies with existing government support programs. The Department collaborated with The Kohala Center to identify suitable County properties that may be used to develop into housing for agricultural workers. 8. Support initiatives to identify.anclmaximize the use of affordable and environmentally appropriate control of invasive species. The Department supported the control of the Coffee Berry Borer by working with the Department of Agriculture to offset the cost of the organic fungicide, Botanigard. 9. Support the effective integration of the food system networks into local agricultural networks,production systems and value chains. The Food Access Coordinator(FAC) continued to facilitate the Hawai`i Island Food Alliance and served as an executive team member of the Hawaii Island Agriculture Partnership. The two networks completed the Hawaii Island Food System Study, a feasibility study for an agriculture innovation and community • food center, and an Emergency Food Plan. These efforts supported the successful Phase I U.S. Economic Development Administration (EDA)Build Back Better Regional Challenge (BBBRC) application, along with the tsubmission of the Phase 2 applications and and overarching narrative. The FAC with Hawaii Island Food Affiance(HIFA)partners hosted the Annual Community Food Summit,July 28th—August 1st. The Department supported the development of the EDA BBBRC Phase 1 application focused on the Agricultural Economy that utilized the previous work Final Status Report on Program Objectives for FY 2021-22 3 RESEARCH & DEVELOPMENT AGRICULTURE conducted by the network to develop a diverse coalition of members and partner organizations. The FAC worked with the Institutional Purchasing Hui, a statewide effort aimed at increasing local food purchasing. The FAC served on the statewide advisory committee for the Transforming Hawai`i's Food Systems Together project. This project developed a Statewide Food System Map and conducted food and agriculture policy research, and a network and vulnerability assessment. 10. Support the development of a strategic food system plan and an emergency food access plan. The FAC and Agriculture Specialist supported the Hawaii Island Agriculture Partnership (HIAP) and the Hawaii Island Food Alliance(HIFA) development of the Ag and Food System Study and the Feasibility Study for the Hilo Agricultural Hub that was completed in July 2021. The aim of the studies was to increase the growth and resiliency of the island's agri-food system by mapping and understanding the system,identifying key needs and opportunities to improve the system, and facilitating collective action to make those improvements a reality. The study was conducted by a set of multi-stakeholder teams totaling 77 individuals representing different organizations working on agriculture and food efforts including farmers, ranchers,processors, distributors,business owners, educators, government,non-profit leaders, and more. They participated through the study's Facilitation Team,its Planning& Analysis Team, and the three Planning&Analysis Sub-teams focused on Systems Mapping,Agricultural Value Chains and Food Resiliency. Utilizing a participatory process for analysis facilitated by the Hamakua Institute,the study took a system-wide approach to understand the needs and opportunities within the agri-food system from the perspectives of different stakeholder groups. Through surveys,interviews and focus group discussions,the study gathered input from these different stakeholder groups,added it to other existing system data,and the multi-stakeholder Planning &Analysis team jointly analyzed all this information together to produce a set of recommended actions for collectively improving the system that will be utilized in the County's strategic food system plan. • The first Hawai`i Island Emergency Food Plan was completed in September 2021. Final Status Report on Program Objectives for FY 2021-22 4 RESEARCH & DEVELOPMENT AGRICULTURE 11. Support the development of projects,materials, and events that increase cooperation, innovation, and sustainability within the local food system. The Department supported the promotion and execution of the USDA Summer Feed program with Vibrant Hawaii and State partners. 12. Due to the COVID-19 Pandemic's health and economic impacts,support ad hoc outreach and engagement of the agriculture industry and food system to support the industry and community's stability and ability to evolve to meet changing conditions and innovation. Through the Hawaii Island Food Alliance (HIFA) email list, resources and opportunities were shared and updated regularly. 13. Improve awareness and participation in food assistant programs. The Department supported the promotion and execution of the USDA Summer Feed program with Vibrant Hawaii and State partners. The Department supported the Department of Human Services' (DHS) efforts to share out information on what updated documentation was required for eligible residents to maintain their access to SNAP. 14. Reduce food waste and increase the amount of unharvested fruits,vegetables, and nuts diverted into local food assistance programs. The Department supported the Food Basket's USDA proposal for Community Food Project to expand their Kokua Harvest Gleaning program. Final Status Report on Program Objectives for FY 2021-22 5 RESEARCH & DEVELOPMENT TOURISM Due to the COVID-19 Pandemic,the Tourism Program objectives will require creativity, flexibility, and a go-slow and small approach to financial commitments that allows for shifts to be made to protect the health and well-being of residents and visitors, as well as timely response to shifting market demands. contribution of the visitor industryto Hawai`i Island 1. To increase the economicc n by sustaining consistent visitor arrivals and expenditures through strategic marketing to targeted international and niche markets,public relations, activities that maintain direct air service, Kama'aina visitor campaigns, Conventions,Meetings, and Incentives (CMI). The contract with the Island of Hawaii Visitors Bureau was executed and the Island of Hawaii Visitor Promotions plan was implemented. 2. To ensure that the Hawai`i Island visitor industry is place/community based, and strategically and sustainably managed to promote high quality of life for residents,the preservation of natural and cultural resources and quality experiences for residents and visitors. These will beaccomplished by: a. Supporting at least five initiatives that achieve Responsible Tourism through the annual Research and Development Innovation Grant,Hawai`i Tourism Authority (HTA)Aloha `Aina(conservation) and Kukulu Ola(cultural)Programs, and TSP Action Planning Cohorts. The Research and Development Innovation Grant contracts were awarded to five programs that provide culture education,natural resource conservation and research and documentation of place-based stories and histories. b. Supporting at least six initiatives that achieve the Pono Based Communication, Place Based Education, and Infrastructure goals of the TSP through the TSP Action Planning Cohorts. Pono Based Communication: The Pono Pledge video was launched in July 2021 which resulted in over 17,000 individuals signing the Pledge. The video was also featured on Hawaiian Airlines. Place Based Education: The planning and outreach for the KIPA Indigenous Alignment Certification pilot program began. The"Re-imagine" Pohoiki initiative started in partnership with the Kilauea Recovery Team through which outreach and engagement was conducted, and place-based content was Final Status Report on Program Objectives for FY 2021-22 6 RESEARCH & DEVELOPMENT TOURISM gathered and shared with Pohoiki families. A pilot interpretive project was implemented in Pololu Valley and ended in June 2022. Infrastructure: Discussions with Parks and Recreation,Finance, Corporation Counsel and Planning were initiated to develop pilot projects for rotating park closures and collecting parking fees to support education and stewardship efforts. c. Supporting at least five opportunities by June 2022 that: i. Build capacity of the R&D award recipients, HTA Kukulu Ola and Aloha `Aina program participants, TSP Action Planning Cohorts, and visitor industry stakeholders to sustain quality and culturally appropriate programs and products, and sustainable destination management. A"Resilience Capacity Area Working Group structure"was developed and implementation began with Puna communities and some members of the TSP Action Planning cohorts. This structure provided the space for communities and government officials to discuss issues and projects, identify and work toward solutions together, as well as match resources to community organizations for project implementation. ii. Promote"Pono Practices"and other efforts that address community needs and natural resource conservation. In partnership with the Edith Kanaka`ole Foundation,the Honuaiakea Process continued to be developed and implemented to identify community partners (lineal descendants,families, cultural practitioners), and engage them with developing, documenting, and sharing place specific pono practices and rules. iii. Grow the "Ho`okipa"Network comprised of community,private and public sectors, stakeholders from the visitor industry and others to build health, education and economic strength of communities. The"Hawai`i Island Resilience Coalition"was convened for the first time in November 2021 to connect 17 county and state government officials and non-governmental organizations statewide to build relationships Final Status Report on Program Objectives for FY 2021-22 7 • RESEARCH & DEVELOPMENT TOURISM across collaborative efforts, discuss examples of resilience that need support, and share resources and tools. The Hawaii Island Destination Management Action Plan (DMAP) Steering Committee which consisted of 23 representatives of visitor industry stakeholders,Hawaiian culture practitioners,natural resource stewards,transportation,businesses/chambers and community members convened twice to share updates on DMAP implementation, discuss issues facing the visitor industry and community.. iv. Engage international,national and local partners to promote sustainable and responsible tourism on Hawai`i Island. The County of Hawaii developed a working partnership with local partners of the visitor industry,especially hotels, resorts, and destination marketingentities,to support continued sustainable and responsible tourism during the COVID emergency. Final Status Report on Program Objectives for FY 2021-22 8 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT 1. Advance Economic and Business Development Knowledge a. Monitor trends in economic development,business, and household finance, and research related opportunities and challenges for Hawai`i Island. Developed study of island economy; worked with state departments and local businesses as a part of data collection. Worked with the Department of Business,Economic Development and Tourism's (DBEDT) research and analysis division to identify gaps in data. b. Communicate trends and research findings and make related policy and program recommendations,based on learning and insights. Refer to c. below. c. Support business resiliency and disseminate resources that enable small businesses to withstand the impacts of disaster. Trends in economic conditions,business opportunities and challenges were monitored and reported as required,including the Kilauea Eruption recovery planning and early stages of response to the COVID-19 Pandemic. On-going technical support was extended to businesses impacted by the lava flows including road re-construction and the relocation and access to outside funding sources for orchid producers. Support was provided to Hawaiian Community Assets (HCA)to launch a business cohort to address the need to pivot business models because of the COVID-19 Pandemic. Worked with hotels,resorts, and other visitor industry entities to ensure businesses could stay open during pandemic emergency. d. Build the local,national, and international reputation and exposure of Hawai`i Island, its businesses, and its products. Maintain industry and program web pages with current content. Attended International Economic Development Council(IEDC)Leadership Summit. Connected with IEDC vendors and members in ways that led to further dialogue and opportunities for Hawaii Island. Final Status Report on Program Objectives for FY 2021-22 9 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT e. Due to the COVID-19 Pandemic's health and economic impacts, support ad hoc outreach and engagement of business communities to support individual and collective economic stability and the ability to evolve to meet changing conditions and innovation. No activity. 2. Identify and Promote Economic and Business Development Resources a. Maintain directories of industry contacts and resources. No activity. b. Support and/or attend industry meetings,workshops,festivals, conferences, or trade shows. Participated in a variety of local industry meetings,festivals, and other fora, to include workforce development opportunities for youth. Provided funding to support festival attendance and participation in support of Iawai`i Island small business. c. Provide support and resources to industry professionals,including but not limited to permitting,referral and support services. The Business Development Program supported the development of small businesses in key economic sectors through capacity building,workforce training initiatives and the engagement of youth in the fields of science technology, engineering, and math. d. Promote local, state, and federal programs and resources advancing economic and business development. Allocated funds from the federal American Rescue Plan Act State and Local Fiscal Recovery Funds into sectors to assist with economic revitalization. Final Status Report on Program Objectives for FY 2021-22 10 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT 3. Collaborate to Advance Economic and Business Development Innovation a. Administer the joint State/County Enterprise Zone program and increase business participation. Continued to provide information, outreach, and technical assistance regarding the State's Enterprise Zone(EZ) Program. b. Support business awareness of the benefits of participation in the Hawai`i Foreign-Trade Zone No. 9 and the new option for single-use facilities. No activity. c. Support the understanding and promote the use of the Federal Opportunity Zone Program among property owners, investors, and business owners to encourage long-term investments in low-income urban and rural communities. Continued to provide information, outreach, and technical assistance regarding the Opportunity Zone Program. d. Leverage and provide grant funding and/or technical assistance for collaborative projects that build Hawaii Island's dominant, emerging, and highest paying industries and sectors. Provided funding and technical support to HIplan to convene an international conference on tropical agriculture technology. e. Coordinate resources, services, and economic and workforce development strategies, initiatives, or projects with other government agencies and economic and business development organizations. Provided funding and technical support to Hawaii Island Economic Development Board to develop the Comprehensive Economic Development Strategy (CEDS)Hawai`i County 2022—2026 Update. Final Status Report on Program Objectives for FY 2021-22 11 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT • f. Improve household financial self-sufficiency and mobility by advancing workforce development; efforts to decrease household debt and expenses and increase household income and wealth, including outreach and promotion of the Hawai`i County Financial Navigator Service; and by advancing inclusive growth and community-based economic development. Provided funding and technical support to Family Support Hawaii to conduct its Money Matters program for early Head Start families. Supported Office of Housing and Community Development Financial Empowerment System and other navigator activities. P Y g g. Administer County Council Contingency Relief Fund grant contracts that are aligned with Departmental goals and objectives. Department specialists provided contract support for Council CRF grants in areas around the island,to include feeding opportunities and non-profit services. h. Administer the Soil and Water Conservation District grants to advance preparation of conservation plans that preserve essential land and water resources and ensure compliance with the Grubbing and Grading ordinance. Managed four Soil and Water Conservation grants supporting six districts which in turn developed farm conservation plans required by.Chapter 10 of the Hawaii County Code and Hawaii Revised Statutes § 180C-2. • Final Status Report on Program Objectives for FY 2021-22 12 P � J RESEARCH & DEVELOPMENT ENERGY 1. Collaborate with HELCO and private developers to implement renewable energy . resilience projects for the County of Hawai`i. Monthly meetings with HELCO have been ongoing. There have been quarterly meetings focused on Low-to-Moderate Income(LMI)household programs to benefit from energy savings and lower cost renewable energy. 2. Respond to energy dockets at the Public Utilities Commission that may have significant impacts in the County of Hawaii. Bi-weekly discussions were held with Arizona State University and Corporation Counsel to determine public positions and filings. 3. Identify and implement energy efficiency projects to reduce County energy expenses. a. Ensure that the County's procurement takes into consideration lifetime energy costs, including utilizing any rebates, incentives, or private partnerships available. Performed an energy use index data mapping using the Energy Start. Performed for County facilities with a footprint of over 5,000 feet. This would inform the prioritization of the facilities to implement energy efficiency projects. b. Collaborate with Hawai`i Energy to implement Strategic Energy Management strategies. This dialogue has continued to be ongoing and on an as-needed basis. 4. Plan and implement renewable energy projects for the County of Hawai`i with significant return-on-investment. • a. Explore enhancement of the Lalamilo Wind Farm to increase the consumption of electricity generated by the wind farm and incorporate a storage component to allow more operational flexibility once the project has reach stabilization with the developer regarding the existing Power Purchase Agreement(PPA). Continued ongoing discussions with the Department of Water Supply and the developer of the existing PPA to utilize the energy output in multiple' applications to generate and store energy via stored water,hydrogen,and/or battery. Final Status Report on Program Objectives for FY 2021-22 13 RESEARCH & DEVELOPMENT ENERGY b. Explore the development of an energy revolving fund with savings from efficiency programs,public-private-partnerships and performance contracting. Continued to work with Finance and Hawaii Energy to advance this concept. c. Explore the development of a self-sustainable renewable energy base emergency fuel source that is transportable and has extended shelf life. The research and development have been and will be ongoing. The findings, thus far, have been positive. • 5. Collaborate with governmental and private partners on programs and projects aligned with energy goals a. Support the expanded use of alternative fuel vehicles, including within the County's fleet. This has progressed well, and we have been determining the best and highest use of County-managed locations,in relation to energy sources available, and vehicle mobility energy required. b. Support the Mass Transit Agency in the acquisition and deployment of zero emission electric buses which use batteries and hydrogen as energy sources. This has progressed well, and we have been determining the best and highest use of MTA-managed and County-managed locations,in relation to energy sources available,zero emission vehicle type, and mobility energy required. c. Explore the use of byproducts of the West Hawai`i Sanitary Landfill and wastewater treatment facility as fuel sources. Explored the use of bio-byproducts of the West Hawaii Sanitary Landfill, Hilo Landfill, (closed), and Hilo wastewater treatment facility as fuel sources for energy production. d. Support the expansion of the network of EV charging stations,vehicle-to-grid connections, and hydrogen fueling stations. Continued to support with ongoing delivery of education, communication, and collaboration activities with County Departments and external parties to Final Status Report on Program Objectives for FY 2021-22 14 RESEARCH & DEVELOPMENT ENERGY transform fossil fueled based behavior to EV using diversified charging and fueling locations while allowing the County to continue to deliver services to the community in all hazard conditions and lowering GHG emissions and its dependance on import energy molecules. e. Support the development of innovative, low-cost, efficient transportation systems like transportation network,vanpools, autonomous vehicles, and car sharing. Continued to support with ongoing delivery of education,communication, and collaboration activities with County Departments and external parties to transform fossil fueled based behavior to EV using diversified charging and fueling locations while allowing the County to continue to deliver services to the community in all hazard conditions and lowering GHG emissions and its dependance on imported energy molecules. of energy-related Support the refinement and implementation General Plan and Community Development Plan and Climate Action Plan strategies. Supported the refinement and implementation of CEP projects to incorporate reduction in energy use and sources of renewable energy which resulted in greenhouse gas (GHG) reduction. • Final Status Report on Program Objectives for FY 2021-22 15 RESEARCH & DEVELOPMENT RESOURCE CENTER 1. Manage Data, Information, and Knowledge Systems. a. Develop and manage a data, information, and knowledge management system. • Maintain the Hawai`i County Data Portal, a repository of quantitative data about and relevant to Hawai`i Island. Continued to maintain the Hawaii County Data Portal,developed in collaboration with the University of Hawaii Economic Research Organization. The portal contained 206 indicators related to economic development, agriculture, construction, energy,tourism,and population. Data is viewable in table and trendline graphs,and downloadable in PNG and JPEG images, SVG Vector images, and CSV and PDF formats. Immediate data analysis is available via the portal's "analyzer" feature. • Maintain and expand a Hawai`i County knowledge management system,that includes a library collection of printed and digital information, and a collection of qualitative or intrinsic knowledge. Continued collection of knowledge materials for department use. • Explore the feasibility of additional digital government platforms. Maintained the Department's physical library of 1,680 titles. b. Provide data and referrals. • Provide easy access to data, information, and knowledge about and relevant to Hawai`i Island. Maintained online resource of data and reports for public use. • Assist the public and other agencies with data,information, and knowledge queries. Continued publication of monthly economic statistics online. This compilation included data related to population,building permits, tourism,labor force,transportation,tax collections,and consumer price index. Final Status Report on Program Objectives for FY 2021-22 16 RESEARCH & DEVELOPMENT- RESOURCE CENTER 2. Collaborate to Advance.Innovation. a. Advance Collaboration. • Maintain the department's internal Customer Relations Management system. Submitted news items of interest through the Department's website CRM system. • Develop and maintain a comprehensive and current directory of industry contacts, programs, and resources for internal department use. Maintained contact database. b. Advance Communications. • Manage the Department of Research and Development's web pages and public documents. Updated and maintained the Department's website. • Monitor trends and research relative.to the department's work and communicate findings for internal department use. Maintained a departmental database of research and reports in a digital document management system for internal use. The current catalog contained 1,910 titles. • Collaborate with other agencies to maintain guides for navigating procurement,permitting, licensing, and other business-related services in Hawai`i County. No activity. c. Due to the COVID-19 Pandemic's health and economic impacts,provide ad hoc outreach and engagement to support business and community stability and ability to evolve to meet changing conditions and innovation. Closed COVID-19 assistance webpages and CARES Act information portal following pandemic's peak. Final Status.Report on Program Objectives for FY 2021-22 17 RESEARCH & DEVELOPMENT RESOURCE CENTER d. Collaborate with other government agencies and economic and business development organizations to host outreach events like Business Action Center Days when practical. No activity. e. Advance Innovation. • Support public and private sector initiatives that examine innovative ways to approach issues that affect quality of life—economic, social, and environmental—on Hawai`i Island. Collaborated with Community First and Hawaii Rural Health Association to address physician shortage through the Access to Care initiative. Collaborated with Hawaii Island Agriculture Partnership hui to develop • the EDA Build Back Better Regional Challenge grant proposal. • Adapt program evaluation framework for use by the Department and its partners. Began developing a new evaluation program for FY 2022-23. f. Advance Balanced Development. • Coordinate County of Hawai`i cross-agency initiatives focused on balancing the environment, community, and economy. Participated on the statewide Broadband Hui which focused on connectivity, reliability, and equitable distribution of broadband infrastructure. • Collaborate with local, state,national, and international networks focused on balancing the environment, community, and economy. Continued R&D collaboration with the International Council for Local Environmental Initiatives (ICLEI) and the International Economic Development Council(IEDC). Final Status Report on Program Objectives for FY 2021-22 18 RESEARCH & DEVELOPMENT RESOURCE CENTER • Support the 2020 update of the Hawai`i County Comprehensive Economic Development Strategy. Supported CEDS update with data and information. Hawai`i Island Economic Development Board (HIEDB) declined acceptance of funding for CEDS support. g. Collaborate to achieve local, state,national, and international targets for achieving climate change mitigation and adaption goals. • Update the community greenhouse gas (GHG) inventory for Hawai`i Island pending availability of data. Published the Greenhouse Gas (GHG)Emissions Inventory for 2017. The GIiG_Inventory was the first step towards understanding emissions and will help prioritize sector specific carbon mitigation and reduction strategies. • Set near- and long-term targets to reduce GHG emissions on Hawai`i Island. Continued partnership with Planning Department to update County Climate Action Plan,with focus on mitigation and adaptation measures for departmental activities. • Develop and implement a climate action plan aligned with the County's GHG targets. Continued partnership with Planning Department to update County Climate Action Plan,with focus on mitigation and adaptation measures for departmental activities. • Collaborate on the development and implementation of plans for the County of Hawaii climate change adaptation. Developed and engaged diverse community stakeholders in a Climate Action Simulation Game to increase participant awareness and understanding of making Hawai`i County carbon neutral by 2045. Final Status Report on Program Objectives for FY 2021-22 19 • RESEARCH & DEVELOPMENT RESOURCE CENTER h. Collaborate with state,national and international entities to advance sustainability. • Support interagency initiatives to promote sustainable development in hazard mitigation, GHG Sequestration,Kilauea Eruption Recovery, COVID-19 Recovery, and Climate Change Action. In response to the COVID-19 pandemic and the federal CARES Act and P other stimulus programs,the Department launched five webpages containing up-to-date information on COVID-19 related subjects relevant to the business community. 3. Advance Innovation in Funding and Financing. a. -Recommend funding opportunities. • Identify and recommend strategic funding and financing opportunities for the County of Hawai`i and for collaborative programs. Provided funding and other support to expand the Hawaii Technology Development Corporation's (HTDC)Neighbor Island mentoring program for Hawaii Island. This program provided technical and business assistance to small and early-stage companies engaged in technology-based products and services. • • Seek opportunities to leverage funding with other agencies, foundations, philanthropists,impact investors, and other public and private.entities. Collaborated to seek and secure$500,000 in Phase 1 Economic Development Administration's (EDA)Build Back Better Regional Challenge funds to strengthen the capacity of Hawaii Island's Agricultural Cluster to sustainably generate jobs and income suited to the Island's unique resources and communities. Collaborated to seek$100 million in Phase 2 of the EDA's Build Back Better Regional Challenge Grant program. Final Status Report on Program Objectives for FY 2021-22 20 RESEARCH & DEVELOPMENT RESOURCE CENTER b. Leverage and provide grant funding and/or technical assistance for collaborative projects that advance balanced development. Provided data assistance and funding support to Vibrant Hawaii, a multi- sector collective impact initiative focused on alleviating poverty,to develop vibrant communities. Maintained a cost-share grant with AmeriCorps that greatly expands the capacity of Hawaii County with seven Volunteers in Service to America (VISTA)positions focused on Energy Solutions,Mobility Solutions, Economic Recovery Solutions,Food Access, Climate Action, and Recovery& • Resilience Capacity Building. Final Status Report on Program Objectives for FY 2021-22 21 RESEARCH & DEVELOPMENT FILM 1. Strengthen and preserve Hawai`i Island communities and natural resources as outstanding film location by maintaining an active online presence and locations information, and through strategic marketing and meetings with industry professionals, in collaboration with industry partners. a. Maintain the film program website with current content. This continued to be a work in progress. Corporation Counsel continued to review creating a new website. b. Maintain the film program social media presence on Facebook,Twitter and Instagram with current content for promotion and networking. Posted new content periodically on social media. c. Using the LocationsHub tool,update and expand the photo library to include at least five new albums to market and share. Worked with the Department to cancel LocationsHub with plans to use a better platform. 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. Advertised online through Hollywood Magazine,Variety, Cinematography, IndieWire,Marvel Studio and Location Expo. Final Status Report on Program Objectives for FY 2021-22 22 RESEARCH & DEVELOPMENT FILM 2. Support local and incoming film and other creative economy projects by advising on licensing, locations, crew identification, and other project-specific factors and by publishing related guides and directories, in collaboration with permitting agencies and the DBEDT Creative Industries Office. a. Support and/or participate in at least four festivals, conferences or trade shows via traditional and evolving venues to advance and promote the creative economy on Hawai`i Island and provide networking opportunities for those industries. Supported one large Episodic($5 to 10 million) project. Continued to work with county departments on permitting procedures associated with film productions. Worked to create a creative industry partnership with the State of Hawaii as they have been a huge advocate of the Hawai`i Island Film Office. b. Provide"on-island" support and resources, including by not limited to, permitting, industry referral and support services to creative industry professionals. Worked with the Pahinui family to create an annual Aloha Wear Festival in Kona after the Ironman Triathlon in October. Continued to collaborate with the Oahu film festival producers to create a larger film and music event on Hawaii Island as well as with the Maui Film Commissioner to start a music and film festival which would spin off of his festivals with music and the arts in Kahului. Worked with all hotel contacts on how to create a Made in Hawaii Festival similar to the one in O`ahu. c. Maintain a comprehensive and current directory of creative industry contacts and local production resources. Updated the directory. 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. Began to update the film office website to support these activities. Final Status Report on Program Objectives for FY 2021-22 23 RESEARCH & DEVELOPMENT FILM 3. Develop local creative industries by advocating for tax incentives;through workforce development, incubators, and accelerators; and by supporting local events and the development of a multi-purpose creative economy facility, in collaboration with the HTDC,Na Leo,the DBEDT Creative Industries Office, other government agencies, and economic and business development organizations. a. Coordinate resources, services, and industry development strategies with public, private and government organizations and support programs and initiatives consistent with statewide creative economy initiatives. Collaborated with DBEDT Creative Industries and State Film Office to create an economy that supports livelihoods for creatives on the island. b. Leverage and provide grant funding and/or technical assistance for collaborative projects that build-Hawai`i Island's creative industries. Provided funding to support creative projects that highlight Hawaii Island's innovative opportunities in the creative space. 4. Due to the COVID-19 Pandemic's health and economic impacts, support ad hoc outreach and engagement of the film and creative industry communities to support the industries' stability and ability to evolve to meet changing conditions and innovation: COVID-19 changed the landscape of productions and all have continued to have COVID guidelines in place. Productions have planned to continue to test and be vigilant on the protocols and guidelines. Final Status Report on Program Objectives for FY 2021-22 24 RESEARCH & DEVELOPMENT IMMIGRATION 1. Proactively deliver information about immigration, citizenship and the naturalization process to immigrants and to prospective and new citizens. Provided mini-info sessions to constituents on how to complete various immigration forms. Reviewed applications for naturalization and green card on a daily basis. Attended U.S. Citizenship and Immigration Services (USCIS) quarterly stakeholder's virtual meetings to keep abreast of new and amended immigration laws, procedures, and programs. Continued to provide immigration information and answers to immigration related issues to government agencies, service providers, employers and workers in both Kona and Hilo. Attended USCIS Ombudsman's webinar series on services for noncitizen veterans. - Participated in a listening session on the Violence Against Women Act(VAWA) Form I-360,Petition for Amerasian,Widow(er), or Special Immigrant, self- petition program administered by USCIS. Participated in the Listening Session on Public Charge for state,territorial, local, and tribal benefits granting agencies and nonprofit organizations hosted by USCIS. Participated in the virtual briefing on USCIS' progress on the Biden Administration's immigration-related executive orders,led by Director Ur M. Jaddou on Feb.2,2022. Partnered with the USCIS Verification Division to hold a Form I-9 Webinar Training for Employers,Workers, and Case Managers on March 29,2022. Attended USCIS online filing webinar held on May 19,2022 for individuals who previously received Deferred Action for Childhood Arrivals (DACA). • Final Status Report on Program Objectives for FY 2021-22 25 RESEARCH & DEVELOPMENT IMMIGRATION 2. Expand partnerships supporting immigration and citizenship. a. Expand network of partners supporting immigrants. Attended the Office of Language Access (OLA)strategic planning virtual meetings to review OLA's mission and functions, create goals and objectives, and establish an action plan that aligns with Department of Health's strategic plan for a determined period. Participated in the Mass Violence Workshop Planning Committee that was hosted by the Office of the Prosecuting Attorney. The committee looked at ways to support protocols and response efforts that are needed in the unlikely occurrence of mass violence, such as a mass shooting or bombing. Assisted immigrant farmers with the Federal Paycheck Protection Program loan online application which provided economic relief to small business adversely impacted under the COVID-19 pandemic. Partnered with the Alii Health Center in Kona to provide COVID-19 educational materials to the Pacific Islanders and translated COVID-19 information to Kosraean language. Attended a livestream conversation with Vivek Murthy, co-chair of President Elect Joseph Biden's Covid Task Force, and former Surgeon General of the United States. The event was entitled "Together in Crisis; How human connection can help us navigate the pandemic and improve a sometimes- lonely world." Attended a live conversation on Hawaii and UH's COVID-19 vaccination effort hosted by University of Hawaii. The forum provided up-to-date • information on vaccine prioritization,logistics,efficacy, and safety. Attended the Hawaii Coalition for Immigrant Rights monthly meetings; an organization advocating for immigrant rights on a policy level. Partnered with the Ka`u Rural Health Community Association,Bay Clinic, and Senator Kanuha's Office to organize the first COVID-19 vaccination event in Ka`u for ages 75 and older. Over 150 individuals received their COVID-19 shots. Final Status Report on Program Objectives for FY 2021-22 26 RESEARCH & DEVELOPMENT IMMIGRATION Attended a COVED-19 Public Health Action webinar on how to communicate information about vaccination. Helped organize an Affordable Care Act Enrollment for Pacific Islander migrants with the Ka`u Rural Health Community Association,Big Island Kokua Service Program and West Hawaii Community Health Center. Participated in the Emergency Broadband Benefit(EBB) program meetings held by the Hawaii Department of Health. The program helped households struggling to pay for internet service during the COVID-19 pandemic. Helped translate the EBB information to Kosraean language. Provided mini-info training on Employment Eligibility Verification, Employment Authorization Document, and Nonimmigrant Arrival- Departure Document to_Kumukahi Health+Wellness Staff on February 11, 2022. Attended the Ulu Disaster Response Cultural Training (DRS)Webinar Series held on February 24,2022 presented by the Mapuna Lab at the University of Hawaii Thompson School of Social Work and Public Health. The webinar was on Food Security,part 2 of a 6-part training series developed for providers, clinicians, and cultural practitioners. The series helped to indigenize our perspectives on disaster to provide a culturally safe approach to disaster response. Provided a mini-info training on Employment Eligibility Verification, Employment Authorization Document, and Nonimmigrant Arrival- Departure Document to Goodwill Industries Hawai`i staff on March 11, 2022. b. Inform and engage community groups and other networks on immigration issues. Provided information on immigration and related issues to the Department of Motor Vehicles and to the Social Security Office to better serve the immigrant clients. Provided public benefit information available to immigrants to health service providers and government agencies on Hawaii Island. Attended a virtual talk story session on the status of language access in Hawai`i hosted by Hawaii Coalition for Immigrant Rights and Hawaii Friends of Civil Rights on January 27,2022. Final Status Report on Program Objectives for FY 2021-22 27 RESEARCH & DEVELOPMENT A IMMIGRATION Attended virtual monthly meetings with the Legal Aid Society of Hawaii, The Legal Clinic,UH Refugee Clinic,Maui County Immigrant Services Office, and HI Justice Center to share information and expand access to immigration services in Hawaii. In partnership with Kumukahi Health+Wellness,provided immigration and health informational information at Kula`imano Community Center targeting immigrant and Compacts of Free Association (COFA) community on January 29,2022. Attended the Hilo Visayan Club meeting held on June 12,2022 to share immigration information, answer questions and concerns relating to immigration. Partnered with club members with getting the word out to the Filipino community regarding Philippine Consulate-Honolulu outreach to Hilo held on-June 25-27,2022. c. Work with consular offices to provide outreach services in Hawai`i County. Continued to be the liaison for citizens of the Philippines,Mexico,Marshall Islands,Federated States of Micronesia, and Republic of Palau with the Consulates on Oahu and U.S. Mainland. Assisted with renewal of passports, I-9 issues,birth certificates, obtaining documents,travel documents, etc. Continued discussions were initiated with consulate offices of Honduras,El Salvador,Thailand, and Vietnam to determine interest in participating in future outreach events for citizens of these countries. Met with the Guatemalan Consulate outreach team from Los Angeles on April 22,2022,to continue discussions to increase communityoutreach here on the Big Island. There are more Guatemalan citizens requesting for consular service in Hawaii County. Assisted the Mexican Consulate Office in San Francisco for two days (06/25- 26/2022)in Kona to provide consular services,such as passport renewal; notary services; authentication of documents; and answered questions and concerns on matters related to immigration and consular services. Over 250 individuals received consular services. • Final Status Report on Program Objectives for FY 2021-22 28 RESEARCH & DEVELOPMENT IMMIGRATION d. Due to the COVID-19 Pandemic's health and economic impacts support the Mayor's Office, Civil Defense, and Hawai`i Department of Health in ad hoc outreach and engagement of immigrant communities. Continued to support the Mayor's Office, Civil Defense, and Hawaii Department of Health by providing resources, outreach, and engagement of immigrant communities to access COVID-19 testing. Continued to work with the Mayor's Office to fmd the space and storage for the Marshallese Women sewing group on Kona side. Partnered with the Department of Health with distribution of COVID-19 Home Kit to the immigrant community. Final Status Report on Program Objectives for FY 2021-22 29 This page intentionally left blank HIGHWAY FUND PUBLIC WORKS TRAFFIC DIVISION Traffic Safety Section 1. Investigate and process complaints and requests (not including projects)within 30 calendar days. A total of 80 out of 97 complaints were processed or 82% completed. Traffic Signs &Markings 1. Inspect and maintain as required 250 miles of county-maintained road per year(total of 1,000 centerline miles over four-year maintenance cycle)to address retro-reflectivity. o Performance measurement: 100%completion of annual inspections. • Miles Inspected: 101.74 of 125 miles or 81%was completed. o Performance measurement: 80%completion of all open traffic markings maintenance work orders. • Work Orders Completed: 31 of 72 work orders or 43%was completed. 2. Maintain all traffic signs on a seven-year replacement cycle(3,760 signs per year). o Performance measurement: 100% compliant. • A total of 1,509 of 1,880 signs were replaced or 80%was completed. 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. • Work Orders Completed: 83 of 101 work orders or 82%was completed. Traffic Signals & Streetlights 1. Investigate and repair all street light failures within ten working days. o Performance measurement: 100% completion. • A total of 120 of 188 work orders or 64%was completed within ten working days. Six Month Progress Report on Program Objectives for FY 2022-23 1 PUBLIC WORKS TRAFFIC DIVISION 2. Investigate and resolve all traffic signal timing and operational complaints within three working days. o Performance measurement: 100%completion. • A total of 42 of 50 intersections or 84%was completed two times per year. 3. Preventative Maintenance Program: Fifty state signalized intersections two times per year. o Performance measurement: 100%completion. - • A total of 42 of 50 intersections or 84%was completed two times per year. After the road swap with the Hawaii Department of Transportation (HDOT),there are now 58.state signals (71% completed). Sixty-nine county signalized intersections-one-time per year. o Performance measurement: 100%completion. • A total of 48 of 69 intersections or 70%was completed. After the road swap with HDOT,there are now 61 county signals (79% completed). Conflict Monitor Units (CMU)/Malfunction Management Units(MMU) annual certification. o Performance measurement: 100%completion. • A total of 83 of 119 certifications or 70%was completed. Uninterruptable Power Supplies (UPS) annual inspections and/or replacement. o Performance measurement: 100%completion. • A total of 103 of 119 inspections or 87%was completed. Six Month Progress Report on Program Objectives for FY 2022-23 2 PUBLIC WORKS HIGHWAY MAINTENANCE DIVISION 1. Continue island wide in-house resurfacing program and resurface a total of at least 25 road miles or 80 lane miles of pavement annually. Resurfaced 10.87 road miles of various 1,2, and 4 lane County roads,which is an equivalent of an estimated 21.74 of lane miles: • South Hilo 1.74 miles North Hilo 1.98 miles Hamakua 0.89 miles South Kohala 0.40 miles Ka`u 2.37 miles Puna 3.49 miles 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. For FY 2022-23, our grass cutting cycles have been as follows: • South Hilo 3 to 6 weeks North Hilo/Hamakua 3 to 6 weeks North/South Kohala 3 to 6 weeks North/South Kona 3 to 6 weeks Ka`u 5 to 6 weeks Puna 2 to 6 weeks Six Month Progress Report on Program Objectives for FY 2022-23 3 This page intentionally left blank PUBLIC WORKS TRAFFIC DIVISION Traffic Safety Section 1. Investigate and process complaints and requests (not including projects)within 30 calendar days. o Performance measurement: 100%completion. • A total of 123 of 171 complaints processed or 72% completed. Existing Maintenance Traffic Signs &Markings 1. Inspect and maintain as required 250 miles of county-maintained road per year(total of 1,000 centerline miles over four-year maintenance cycle)to address retro-reflectivity. o Performance measurement: 80%completion of all work orders generated from annual inspections. • • Miles Inspected: 258 of 250 miles or 103% completed. • Work Orders Completed: 51 of 96 work orders or 53% completed. 2. Maintain all traffic signs on a seven-year replacement cycle(3,760 signs per year). o Performance measurement: 100%compliant. • A total of 3,318 of 3,760 signs replaced or 88% completed. Traffic Signals & Street Lights 1. Investigate and repair all street light failures within ten working days. o Performance measurement: 100% completion. • A total of 194 of 304 work orders or 64% completed within ten working days. 2. Investigate and resolve all traffic signal timing and operational complaints within three working days. o Performance measurement: 100% completion. • A total of 290 of 337 work orders or 86% completed within three working days. Final Status Report on Program Objectives for FY 2021-22 1 PUBLIC WORKS TRAFFIC DIVISION 3. Preventative Maintenance Program: Fifty state signalized intersections two times per year. o Performance measurement: 100%completion. • A total of 0 of 50 intersections or 0% completed two times per year. • A total of 39 of 50 intersections or 78% completed one time per year. Sixty-nine county signalized intersections one time per year. o Performance measurement: 100% completion. • A total of 47 of 69 intersections or 68% completed. Conflict Monitor Units(CMU)/Malfunction Management Units(MMU) annual certification. o Performance measurement: 100% completion. • A total of 73 of 119 certifications or 61% completed. Uninterruptable Power Supplies (UPS) annual inspections and/or replacement. o Performance measurement: 100%completion. • A total of 70 of 119 inspections or 60% completed (46 of 50 state intersections,24 of 69 county intersections) Final Status Report on Program Objectives for FY 2021-22 2 PUBLIC WORKS HIGHWAY MAINTENANCE DIVISION 1. Continue island wide in-house resurfacing program and resurface a total of 20 miles. Resurfaced 15.58 road miles of various 1,2, and 4 lane county roads,which is an equivalent of an estimated 30.99 of lane miles: South Hilo 4.85 miles North Hilo/Hamakua 1.74 miles North/South Kohala 1.16 miles North/South Kona 4.45 miles Puna 3.38 miles 2. Evaluate the grass cutting operation and maintain the standard of six miles (12 total)per operator/equipment per workday and the goal of a five-week:cycle per district. For FY 2021-22,_our grass cutting cycles were as follows: South Hilo 3 to 6 weeks North Hilo/Hamakua 3 to 6 weeks North/South Kohala 3 to 6 weeks North/South Kona 3 to 6 weeks Ka u 5 to 6 weeks Puna 2 to 6 weeks Final Status Report on Program Objectives for FY 2021-22 3 This page intentionally left blank 23 GENERAL EXTAX FUND MASS TRANSIT AGENCY GENERAL EXCISE TAX FUND 1. Make riding transit easier, reliable, and more desirable than other options. • Launched Hele-On Hoa Holo vanpool program. • Launched Transit and Moovit mobility as service apps. • Updated the General Transit Feed Specifications (GTFS)feed for transit trip planning. • Completed new website design with additional accessibility features. • Revised schedules to improve on time performance on Routes 2/Blue, 76/Green, 80, 90, 101, 102, 103, 202,203, 204,402. 2. Create a transit system,to serve the employment and social needs of all people. • Completed implementation of the recommendations for the fixed route transit system as recommended in the Master Plan which connects residents to more employment and quality of life opportunities. • Launched Hele-On Hoa Holo vanpool program. • Restructured door to door services for seniors and persons with disabilities to provide general public rural door to door services island wide in partnership with Hawai`i County Economic Opportunity Council(HCEOC). • Connected HIBIKE to the Hele-On transit system by providing codes to transit passengers for free bicycle access. 3. Implement technology to provide real time transportation information. • Launched Transit and Moovit mobility as service apps. • Launched myheleonbus.org which allows passengers to track buses in real time on the 100 series buses and soon on new buses as they are introduced to the transit system. • Procured electronic fareboxes and associated equipment with new buses purchased. • .Launched mobile ticketing with Token Transit. • Launched credit card sales at transit offices. • Provided Hele-On GTFS to all major trip planners. • Implemented a trip planner on the Hele-On website. Six Month Progress Report on Program Objectives for FY 2022-23 1 MASS TRANSIT AGENCY GENERAL .EXCISE TAX FUND 4. Create transportation hubs and bus stops with amenities that provide rider comfort and safety and that help support community and village gathering places. • Launched hubs in Hilo (two locations), Kailua-Kona,Pahoa, Kea'au, Waimea, and Volcano Village where passengers can transfer between routes. • Started the planning processes for the Pahoa and Kailua-Kona Transit Hubs. • Started the planning and implementation processes for the ADA Bus Stop Accessibility project to identify all Hele-On bus stops and make them ADA compliant. 5. Phase Master Plan transit system implementation in a fiscally sustainable manner. • Updated the Master Plan, as well as the fmancial plan to reflect current revenue streams and anticipated expenditures. • Monitored expenses based on the Master Plan implementation. • Launched a performance management system to evaluate transit system performance to make necessary adjustments based on ridership demand. • Six Month Progress Report on Program Objectives for FY 2022-23 2 MASS TRANSIT AGENCY GENERAL EXCISE TAX FUND 1. Restore service reliability and increase system ridership from FY 2020-21. The new master plan was implemented starting on September 5,2021 and fare free service started on February 27,2022. As a result,total passenger trips carried was 588,416 (increase of 193,532). • Fixed Route Bus =473,083 • Shared-Ride Taxi=47,118 • Paratransit=2,728 • Demand Response=58,955 • Vanpool=6,532 While HIBIKE does not count as ridership,23,466 trips were made using HIBIKE with 41 codes from Hele-On passengers. 2. Resolve and follow-up on all complaints within two weeks. All complaints were received,tracked, and resolved within five business days. This standard was monitored more closely this year by Mass Transit Agency staff since it's a contractual requirement with Roberts Hawai`i. 3. Maintain the current level of services for public transportation. The new transit network was launched on September 5,2021 adding ten new routes,more evening, Sunday and holiday service and better connectivity to the • airports. • Twenty-four total routes in the Hele-On network • Fourteen routes operating on Sundays and Holidays (previously only three routes operated) • Later evening service on some routes until 10 p.m. • Interim hubs established at Kona Commons,Parker Ranch,Keauhou and Puna Kai Shopping Centers and in Kea'au • Circulators in Waimea,Hilo,Pahoa,Kea'au and Kailua-Kona • Increased airport service to Kona International Airport(six routes, previously one route) • Three express routes (Blue,Red, Green) • New paratransit service in Pahoa along routes 40,401 and 402 • New flex route service in Fern Acres area,Waimea, and Hamakua Coast • New trolley service along Alii Drive. Final Status Report on Program Objectives for FY 2021-22 1 MASS TRANSIT AGENCY GENERAL EXCISE TAX FUND 4. Continue expansion of official bus shelter and bus stop sign program. Final designs for bus stop signs were completed. Engaged SSFM to start ADA bus stop accessibility program which will result in the addition of 460 bus stop signs and 41 bus shelters island wide, including replacing eight shelters that were damaged in Hilo,Waimea, and Kurtistown. • Final Satus Report o n Program t e Objectives for FY 2021-22 2 gr � 24 SEWER FUND ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADPIINISTRATION 1. Initiate activities to create a Pretreatment Branch that will oversee the implementation of a Hawai`i Department of Health(HDOH) Administrative Order of Consent(AOC) enforcement action that requires WWD to have a Pretreatment Program. The Pretreatment Branch consists of previously created positions (Environmental Compliance Specialist& Program Support Technician)who have been working to fulfill the terms of the AOC by the required deadlines. Two new positions (Environmental Compliance Manager&Pretreatment Coordinator)to oversee the implementation of the new program were approved in the FY 2022-23 Wastewater Division operating budget. 2. Continue efforts for a new collection system and Wastewater Treatment Plant (WWTP) for the Na`alehu and Pahala Large Capacity Cesspool (LCC)Replacement projects under an Environmental Protection Agency (EPA)AOC enforcement action:_ The Administrative Order on Consent was renegotiated and signed in August 2022. The Feasibility Study was completed and submitted to the EPA in October 2022. The study was accepted by the EPA in November 2022. Work on a revised Preliminary Engineering Report(PER) for the Pahala community started in September 2022 artd is anticipated to be completed in May 2023. The NA`alehu project continues in the planning phase. The Draft Archaeological Inventory Survey(AIS) is under review with the State Historic Preservation Division (SHPD). The Department of Environmental Management(DEM) administration established regular meetings with SHPD to discuss upcoming projects needing their review in order to help reduce SHPD's review time as the agency's review is critical for meeting compliance deadlines. 3. Continue to make progress on plans for construction renovation of the Pua Sewage Pump Station(SPS)to mitigate pressure surge in the force main; replace valves and electrical switchgear; and improve the odor control system components. The draft preliminary engineering report was submitted by the consultant in November 2022. The finalizing of the preliminary engineering report is anticipated in February 2023. Draft Federal and State environmental permitting documents are anticipated in June 2023. Six Month Progress Report on Program Objectives for FY 2022-23 1 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADMINISTRATION 4. Continue to make progress on the Pua.Force Main Replacement Project. Topographic survey and exploratory field work was completed in July 2022. A draft preliminary engineering report was submitted by the Consultant in September 2022. The report was reviewed and returned with comments in November 2022. The 30% design drawings of the proposed force main (FM) were submitted by the consultant in November 2022 for review. 5. Evaluate the repair or replacement of the Hilo WWTP and possibly the Papa`ikou and Kula`imano WWTPs. Based on the consultant's condition assessments of the Hilo,Kula`imano, and Papa`ikou Wastewater Treatment Plants (WWTP)in July 2021,the 50% design submittal for the Hilo WWTP repairs—Phase 1 was submitted to DEM administration for review in August of 2022. The design plans and construction specifications were at.approximately 90% by the end of December 2022 and are expected to be completed in January 2023. The Kula`imano,and Papa`ikou WWTP headworks design has been delayed due to discontinued equipment used for the 60% design submittal. DEM is continuing to address the equipment issues with the consultant and anticipates a 90% headworks design by June of 2023. 6. Continue planning/design efforts for the cast iron force main replacement at Hale Halawai SPS,Keopu SPS and Force Main(FM), Project 19 SPS, Onekahakaha SPS and FM, Kolea SPS and FM, Wailuku FM, and Pauka`a FM. • The Hale Halawai SPS Basis of Design Report was submitted in October 2022. Completion of review and finalization of the Basis of Design report is anticipated in February 2023. Work to amend the Executive Order(EO) for use of State land for Keopu SPS continues. The project scope of work for Keopu SPS and FM design and environmental assessment continues to be developed. Consultant selection for Onekahakaha SPS and FM,Kolea SPS and FM,has been completed and fee negotiations are ongoing. Execution of a design contract is expected before the end of FY 2022-23. Wailuku FM and Pauka`a FM projects have not yet begun. Six Month Progress Report on Program Objectives for FY 2022-23 2 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADMINISTRATION 7. Continue the design and construction for the R-1 Project that will upgrade the Kealakehe Wastewater Treatment to produce and distribute reuse water(recycled • wastewater for irrigation use). The 60% design plans for R-1 distribution pipes were completed in August 2022. Currently the 60% design plans have been submitted to pertinent County and State agencies for review. Expected completion date of this design effort is anticipated to be October 2023. The design contract for headworks upgrades/repair and integration of sand filters/disinfection process modifications to the Kealakehe WWTP for R-1 water production was executed in August 2022. The 30% design plans for the sand filters were completed in August 2022. 8. Complete the Environmental Assessment(EA) for the North Kona SPS and Force Main Project. The draft EA is currently awaiting a completed Archaeological Inventory Survey(AIS). The Archaeological Inventory Survey data collection method requires concurrence by SHPD. DEM anticipates SHPD's concurrence in February 2023. DEM anticipates completion of the draft MS by June 2023. Finalized EA is expected in the Fall of 2023 depending on the outcome of stakeholder consultation throughout the process. DEM-Wastewater Division anticipates that the United States Department of Commerce Economic Development Agency(EDA)will award a$19 million grant for this project once the archaeological site inventory(AIS)is completed and a federal level EA is completed per EDA requirements. 9. Initiate planning work for constructing a County WWTP for the Puako Community. Final contract was executed and a Notice to Proceed was issued in July of 2022. The final contract scope of work includes preparation of a regional wastewater master plan for the Puako regional area. The draft project definition memorandum is anticipated in April 2023. Six Month Progress Report on Program Objectives for FY 2022-23 3 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADNIINISTRATION 10. Initiate planning work to perform a Programmatic Environmental Impact Statement (EIS)for a County-owned WWTP for the Puna Area. The Programmatic EIS public notice was published in September 2022. The PEIS Public Notice comment period closed in November 2022. The Draft Programmatic Environmental Impact Statement(DPDEIS)was submitted to DEM for review in December 2022. Six Month Progress Report on Program Objectives for FY 2022-23 4 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION OPERATIONS 1. Initiate training of staff to begin inventory of parts and supplies; and tracking the condition and long-term performance of wastewater assets. The Asset Management System (AMS) staff under the Wastewater Division initiated a standard operating procedure for inventorying and performing a condition assessment of existing vertical and horizontal assets. The collections systems staff underwent Pipeline Assessment Certification Program (PACP) training in December 2022 which teaches procedures for uniformly assessing horizontal asset(sewer pipe) conditions. 2. Select and implement electrical assessment recommendations on various wastewater facilities to maintain compliance with Occupational Safety and Health Administration (OSHA)regulatory requirements. Work was completed at the Pua Sewage Pump Station(SPS) and Kealakehe SPS to implement improvements/repairs to electrical pump controls. Efforts to implement electrical improvements to reduce power consumption were a consideration during the project scoping that took place. Scoping has been completed for a repair project at Wailoa SPS to upgrade pumps and the control system. Efforts are underway to execute a contract for electrical and control improvements at Wailoa SPS. We anticipate an executed contract in April of 2023. 3. Continue preventative maintenance efforts on electrical generators and energy transfer devices. Preparing specifications for eight backup generators and ATS switch replacements for East Hawaii SPS and WWTPs. The County received a FEMA grant for this equipment. We anticipate the procurement package going out to bid in March of 2023. 4. Continue to identify and implement upgrades or replacements to facility process equipment including, but not limited to Ultraviolet(UV) disinfection in lieu of chlorination, and installation of remote Supervisory Control and Data Acquisition (SCADA) control where practical. Check valve replacements for the effluent pump station at Kealakehe Wastewater Treatment Plant arrived in October 2022 and installation is scheduled for January 2023. Six Month Progress Report on Program Objectives for FY 2022-23 5 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION OPERATIONS The Hilo WWTP trickling filters biotower arms and influent pump replacement project was completed in December 2022. Hilo WWTP Rehabilitation and Replacement Project—Phase 2 SCADA system design was underway. This is to incorporate a plantwide SCADA system and provide provisions for future interconnection with SPS monitoring. SCADA will make the efficiency of our treatment processes highly visible and make the facility easier to operate. 5. Continue to implement procedures and monitor process operations to maintain a required level of safety at the wastewater facilities to maintain compliance with OSHA, HIOSH and Department of Health(DOH)NPDES.regulatory requirements. Installation of perimeter fence installation was initiated at Kapehu WWTP. This is to ensure that access to the facility is restricted to staff that are trained to perform operational tasks within the facility. Perimeter security improvements were necessitated to comply with HAR Chapter 11-62. • The Kealakehe SPS roof replacement was initiated. The new roof system is rated for increased weather resistance and thus will have a longer life. Six Month Progress Report on Program Objectives for FY 2022-23 6 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADMINISTRATION - 1. Continue to make progress on plans for construction renovation of the Pua Sewage Pump Station(SPS)to mitigate pressure surge in the force main; replace valves and electrical switchgear; and improve the odor control system components. The consulting contract for design was awarded in April 2022. The Draft Preliminary Engineering Report is anticipated in October 2022. 2. Continue to make progress on the Pua.Force Main Replacement Project. Airports completed review of the preliminary design alignment in March 2022. The topographic survey and exploratory field work was initiated in April 2022. 3. Evaluate the repair or replacement of the Hilo WWTP and possibly the Papa`ikou and Kula`imano WWTPs. Condition assessments of Hilo,Papa`ikou, and Kula`imano Wastewater Treatment Plants (WWTPs)were completed in July 2021. This work included assessing the WWTP's individual unit processes and identifying repair/upgrade alternatives in terms of process equipment, chemicals, electrical usage and manpower requirements. A design contract for the repair/upgrade work at Hilo WWTP was executed in January 2022. The 50% design submittal is expected in August 2022. The design contract for repair/upgrade work at Kula`imano, and Papa`ikou WWTPs has been executed. Work currently involves further evaluation of headworks screening products that have not been discontinued. 4. Continue design efforts for the force main replacement at Hale Halawai SPS,Keopu SPS and FM, Onekahakaha SPS and FM, Kolea SPS and FM,Wailuku FM, and Pauka`a FM. The design contract for the force main (FM) replacement at Hale Halawai SPS was executed in March 2022. The topographic survey was completed in June 2022. Completion of Basis of Report is anticipated in October 2022. Work to amend the Executive Order(EO) for use of State land for the Keopu pump station site has begun. The project scope of work for Keopu SPS and FM design and environmental assessment continues to be developed. Onekahakaha SPS and FM,Kolea SPS and FM, and Wailuku FM, and Pauka`a FM replacement projects have not yet begun. Final Status Report on Program Objectives for FY 2021-22 1 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADIVIINISTRATION 5. Continue efforts for a new collection system and wastewater treatment plant for the Na`alehu and Pahala Large Capacity Cesspool (LCC)Replacement projects under an EPA Administrative Order of Consent(AOC) enforcement action. The Department of Environmental Management(DEM)Administration had been seeking ways to substantially decrease the costs on the projects while.still providing an effective solution to treatment and disposal. Discussions ensued between the United States Environmental Protection Agency(EPA) and the DEM Administration to revise the conditions of the existing Administrative Order on Consent(AOC). The EPA agreed to the County evaluating Individual Wastewater Systems (IWS) or package treatment systems as alternatives for both the Pahala and Na`alehu communities. The County successfully negotiated and signed a revised AOC in June for the Pahala and Na`alehu cesspools closures with anticipated execution date in August 2022. Feasibility study to be completed for both communities in October 2022. Work on the revised Preliminary Engineering Report(PER) for the Pahala community to be started in September 2022. The Na`alehu LCC project continues in the planning phase. The Draft Archaeological Inventory Survey(AIS)was submitted to State Historic Preservation Division(SHPD)for review. A response is anticipated in November 2022. 6. Continue the design and construction for the R-1 Project that will upgrade the Kealakehe Wastewater Treatment to produce and distribute reuse water(recycled wastewater for irrigation use). The Preliminary Engineering Report for the R-1 distribution and sewer force main piping was completed in February 2022. The completion of the 60% design plans is anticipated in August 2022. The draft design contract for headworks and process modifications to the Kealakehe WWTP for R-1 water production and maintenance was completed in June 2022. The executed contract is expected in August 2022. The consultant contract for the relocation and installation of sand filters was completed in May 2022. The 30% design plans are expected in August of 2022. Final Status Report on Program Objectives for FY 2021-22 2 • ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADMINISTRATION 7. Complete the Environmental Assessment(EA)for the North Kona SPS and Force Main Project. In March 2022,following the SHPD review of the MS they requested that the stakeholders be consulted a second time regarding the pump station parcel and the old historic trail. SHPD's additional request for stakeholders' involvement should be completed by December 2022. After SHPD's review/approval the draft EA can be published. Expected Office of Environmental Quality Control (OEQC)publication should be in the March/April timeline. After responding to comments on the draft EA,the Final EA publication is anticipated by September 2023. Once the EA is completed,DEM-WWD anticipates that the United States Department of Commerce Economic Development Agency(EDA)will award a $19 million grant for this project pending completion of a federal level EA per EDA's requirements. 8. Initiate planning work for constructing a County WWTP for the Puako Community. The contract for planning work was routed for execution in June 2022. The fmal contract execution is anticipated in July of 2022. The final contract scope of work includes preparation of a regional wastewater master plan for the Puako regional area. The draft project definition memorandum is anticipated in April 2023. 9. Initiate planning work to perform a Programmatic EIS for a County-owned WWTP for the Puna Area. The anticipated completion date of the Programmatic Environmental Impact Statement(EIS)is December 2023. A draft programmatic EIS public notice was issued for County review by a Consultant in June 2022. It is anticipated that the Programmatic EIS public notice publication date will be scheduled for September 2022. Final Status Report on Program Objectives for FY 2021-22 3 ENVIRONMENTAL MANAGEMENT • WASTEWATER DIVISION OPERATIONS 1. Work with Consultants on administering training to staff to begin inventory of parts and supplies; and tracking the condition and long-term performance of wastewater assets. The Asset Management System (AMS) staffmg under the Wastewater Division has created a procedure for inventorying parts and supplies using the Computerized Maintenance Management System (CMMS) software. A Program Support Technician was hired to perform the work of inventorying parts and supplies and to track wastewater asset conditions. Training on how to use the CMMS program begun by the AMS staff. 2. Select and implement electrical assessment recommendations on various wastewater facilities to maintain compliance with OSHA regulatory requirements. Work continues at Pua Sewage Pump Station (SPS),Kealakehe SPS,Hale Halawai SPS, and Lanihau SPS to upgrade the pump control and electrical panels which also addresses the electrical hazards identified by the electrical condition assessments findings. 3. Continue preventative maintenance efforts on electrical generators and energy transfer devices. In February 2022,the FEMA Hazard Mitigation Grant Program made it possible to begin upgrading the fleet of generators including those at Hilo WWTP,Kula`imano WWTP,Papa`ikou WWTP and Wailuku,Pauka`a, • Wailoa, Onekahakaha, and Kolea sewage pump stations.Efforts to compile bid packages have begun. 4. Continue to identify and implement upgrades or replacements to facility process equipment including, but not limited to UV disinfection in lieu of chlorination, and installation of remote SCADA control where practical. Efforts continued with the installation of a new wastewater treatment train at the Kaloko WWTP. The new train will be designed to handle 40,000 gallons per day(gpd)versus the current trains' 32,000 gpd capacity (@ 16,000 gpd capacity each). The vendor contract to replace the Hilo WWTP's solids dewatering centrifuge was awarded in June 2022. Final Status Report on Program Objectives for FY 2021-22 4 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION OPERATIONS Replaced influent flowmeters at Kealakehe and Honoka`a WWTP's with ultrasonic models which have future SCADA capabilities. Work is in-progress to renovate Hilo WWTP to include SCADA. Ultrasonic flowmeters using cell phone service to log data remotely were purchased and installed in the collection system to record real-time flow data to assist with estimating sewer capacity as well as volume of infiltration and inflow. 5. Continue to implement procedures and monitor process operations to maintain a required level of safety at the wastewater facilities to maintain compliance with OSHA,HIOSH and DOH NPDES regulatory requirements. Corrective action work and procedures development efforts continued for safety issues identified during a mock HIOSH inspection at the east and west side wastewater treatment and pumping facilities. Existing Standard Safety procedures for wastewater operations had been reviewed and updated. Final Status Report on Program Objectives for FY 2021-22 5 This page intentionally left blank FUND PLANNING SHORT TERM VACATION RENTAL ENFORCEMENT FUND 1. The Short-Term Vacation Rental Enforcement Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. All Short-Term Vacation Rental(STVR) applications and renewals are being submitted through the Electronic Processing and Information Center(EPIC) System. Document requirements have been streamlined to make the application process simpler and quicker. Electronic signatures for letters have reduced the amount of paper that needs to be routed and stored. _ • Six Month Progress Report on Program Objectives for FY 2022-23 1 This page intentionally left blank PLANNING SHORT-TERM VACATION RENTAL ENFORCEMENT FUND 1. The Short-Term Vacation Rental Enforcement Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. Online STVR applications and renewals have been integrated into the County's new EPIC system that launched on July 26,2021. The EPIC system has made submitting applications, renewals and making payment much more convenient for the public. Implemented the pacing out STVR NUC Renewals so that submissions are spread out evenly throughout the year for better efficiency in processing. • Final Status Report on Program Objectives for FY 2021-22 1 This page intentionally left blank CEMETERY FUND PARKS & RECREATION CEMETERY FUND 1. Conduct maintenance and repair activities by providing the necessary equipment and services. Maintenance and repairs of facility were addressed daily. Six Month Progress Report on Program Objectives for FY 2022-23 1 This page intentionally left blank PARKS & RECREATION CEMETERY FUND 1. Conduct maintenance and repair activities by providing the necessary equipment and services. Maintenance and repairs of facility were addressed daily. • Final Status Report on Program Objectives for FY 2021-22 1 This page intentionally left blank BIKEWAY FUND PARKS & RECREATION BIKEWAY FUND 1. Conduct one recreational bike activity in each of five recreational districts by June 30, 2023. No bike activity was conduced during July 2022 through December 2022. • Six Month Progress Report on Program Objectives for FY 2022-23 1 This page intentionally left blank PARKS & RECREATION BIKEWAY FUND 1. Conduct one recreational bike activity in each of five recreational districts by June 30, 2022. No bike activity was conducted during July 2021 through June 2022. • • Final Status Report on Program Objectives for FY 2021-22 1 This page intentionally left blank 28 BEAUTIFICATION FUND PUBLIC WORKS BEAUTIFICATION FUND 1. Continue to initiate two roadside planting projects every year. The Department of Parks and Recreation conducted a roadside planting project at Hilo Bayfront Soccer Fields on August 27,2022,as part of an Eagle Scout project. 2. Continue to plant or replant a minimum of ten trees each year. The Eagle Scout project held on August 27,2022, at the Hilo Bayfront Soccer Fields included the planting of three Kukui trees. 3. Control roadside trash by providing refuse containers and pick-up. As part of the Roadside Maintenance Program,the Highway Maintenance Division-continued litter pick-up and rubbish removal of trash receptacles located in Downtown Hilo,Kailua Village and Honoka`a Town. 4. Maintain median strips in the Kona district. The median strips in Kona continue to be maintained by the Kailua Village Business Improvement District(KVBID). Six Month Progress Report on Program Objectives for FY 2022-23 1 This page intentionally left blank PUBLIC WORKS BEAUTIFICATION FUND 1. Continue to initiate two roadside planting projects every year. The Department of Parks and Recreation conducted a roadside planting project at the Hilo Municipal Golf Course in May 2022 as part of an Eagle Scout • project. 2. Continue to plant or replant a minimum of ten trees each year. The Eagle Scout project held at the Hilo Municipal Golf Course included the planting of nine Manila palm trees and six `Ohi`a trees. Fifteen Calathea were also planted. 3. Enhance and continue the existing Litter Pick-up along County Roads Program with the Highways Division of the Department of Public Works. As part of the Roadside Maintenance Program,the Highway Maintenance Division continued litter pick-up and rubbish removal of trash receptacles located in Downtown Hilo,Kailua Village,Kainaliu, and Honoka`a Town. The Highway Maintenance Division continued to provide trash bags to volunteer groups organizing litter pick-up projects along other County roads. Final Status Report on Program Objectives for FY 2021-22 1 This page intentionally left blank VEHICLE DISPOSAL FUND ENVIRONMENTAL MANAGEMENT ...... ... . _... .._ .. VEHICLE DISPOSAL FUND 1. Coordinate the removal of vehicles from public and private roadways that the Hawai`i County Police Department have classified as derelict or abandoned. The program received 1,486 Vehicle Incident Reports from the Hawaii County Police Department,Department of Land and Natural Resources,Hawaii Volcanoes National Park, and the Derelict/Abandoned Vehicle Program from July 01,2022,through December 31,2022. Of the 1,486 reports, 426 of them were either duplicate reports, on private property, or towed by a private tow company. Tow requests were issued to contractors to remove the vehicles for the remaining balance of 1,060 reports. Of the 1,060 reports,399 vehicles were removed from West Hawaii and 525 vehicles were removed from East Hawaii. The remaining balance of 136 reports,that were requested to be towed through theP rog ram were not on location when the contractor arrived. 2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are being processed and recycled in compliance-with Hawai`i Revised Statutes,Hawai`i County Code, and Department of Health requirements. The Derelict/Abandoned Vehicle Coordinators worked with both the towing and disposal contractors to ensure that all vehicles were being towed and processed in a timely manner and within the parameters of our contract and their operations plan. 3. Continue the planning and design phases for the remediation of the Hilo Scrap Metal Facility. An Environmental Assessment was completed for this site which resulted in a finding of no significant impact(FONSI). A Notice To Proceed was issued to a consultant on 10/26/2022 to evaluate remediation and closure alternatives and to develop the remediation and closure plan. 'A kickoff meeting with the Department of Health (DOH)was held on 11/18/2022. The consultant is currently putting together the formal remediation plan submittal to the DOH. 4. Conduct at least one auction of eligible vehicles per year. The Derelict/Abandoned Vehicle Section plans to hold an auction in the 4th quarter. Six Month Progress Report on Program Objectives for FY 2022-23 1 ENVIRONMENTAL MANAGEMENT VEHICLE DISPOSAL FUND 5. Provide Vehicle Disposal Assistance Programs for the public. The Section offers two Vehicle Disposal Assistance Programs that run year- round. One program is for registered owners of vehicles who would like to dispose of their vehicles properly and the other is for private property owners who have derelict vehicles left on their property. • • • • • • Six Month Progress Report on Program Objectives for FY 2022-23 2 ENVIRONMENTAL MANAGEMENT VEHICLE DISPOSAL FUND 1. Coordinate the removal of vehicles from public and private roadways that the Hawai`i County Police Department have classified as derelict or abandoned. The program received 4,026 Vehicle Incident Reports from the Hawaii County Police Department,Department of Land and Natural Resources,Hawaii Volcanoes National Park, and the Derelict/Abandoned Vehicle Program from July 01,2021 through June 30,2022. Of the 4,026 reports,989 of them were either duplicate reports, on private property, or towed by a private tow company. Tow requests were issued to contractors to remove the vehicles for the remaining balance of 3,037 reports. Of the 3,037 reports,865 vehicles were removed from West Hawaii and 1,708 vehicles were removed from East Hawaii. The remaining balance of 464 reports,that were requested to be towed through the program,were not on location when the contractor arrived. 2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are being processed and recycled in compliance with Hawai`i Revised Statutes,Hawai`i County Code, and Department of Health requirements. The Derelict/Abandoned Vehicle Coordinators work with both the towing and disposal contractors to ensure all vehicles are being towed and processed in a timely manner and within the parameters of our contract and their operations plan. 3. Continue the planning and design phases for the remediation of the Hilo Scrap Metal Facility. An Environmental Assessment(EA)has been completed for this site which resulted in a finding of no significant impact(FONSI). The next step will be for the consultant to put together the remediation plan which will be submitted to the Department of Health (DOH). 4. Conduct at least one auction of eligible vehicles. • The Derelict/Abandoned Vehicle Section held abandoned vehicle auctions in September 2021 and June 2022. Final Status Report on Program Objectives for FY 2021-22 1 ENVIRONMENTAL MANAGEMENT VEHICLE DISPOSAL FUND 5. Provide a Vehicle Disposal Assistance Program for the public. The Section offers two Vehicle Disposal Assistance Programs that run year- round. One program is for registered owners of vehicles who would like to dispose of their vehicles properly and the other is for private property owners who have derelict vehicles left on their property. Final Status Report on Program Objectives for FY 2021-22 2 30 SOIID WAsTE FUND ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 1. Implement the update of the Integrated Solid Waste Management Plan for the County of Hawai`i. After adoption of the Integrated Solid Waste Management Plan,the top six recommendations were identified below: 1. Conduct Education, Outreach, and Public Awareness -This is in progress with our new TA Recycling Coordinator. Contracts in-place for recycling events will promote awareness and education on reduce,reuse and recycling. 2. Regularly review and,when appropriate,renegotiate the West Hawaii Sanitary Landfill contract-This is on-going and in progress as of the end of December 2022. Response to the County of Hawaii questions from Waste Management Hawaii have been received and are under review. 3. Conduct additional Household Hazardous Waste Collection Events-'One event was held in Hilo and one in Kona in August 2022. Four additional events are scheduled in February and March 2023 for a total of six Household Hazardous Waste Events in FY 2022-23. 4. Change the County Code to allow"small businesses" to drop off recyclables at recycling and transfer stations-This is currently in early planning by the Division. 5. Establish goals that are expressed and measured in terms of environmental impacts and consider full life cycle impacts in addition to tonnage-based landfill diversion or waste recovery goals -A Life Cycle Assessment report is in final draft review and will be completed in January 2023. 6. Develop County policy and ordinances related to source reduction and recycling-This is currently in early planning by the Division. 2: Continue repairs and enhancement services at all County transfer stations. Upgrade work at the Wai Minn Transfer Station continued. Grading work was completed on the roadway,slopes, and truck turn-around. Concrete work on the pad was initiated. Remaining work includes chute installation,trailer installation, electrical install, fence work, signage, and railings. The Hilo Transfer Station road upgrade with traffic delineators was completed. Six Month Progress Report on Program Objectives for FY 2022-23 1' ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 3. Fleet Maintenance- continue a daily maintenance checklist and recurring replacement schedule on our heavy equipment based on age and repair costs. Continue to hire in- house mechanics for equipment repairs and maintenance. The Division continued to prioritize equipment replacement based on repair cost history and incorporating an equipment inspection program (i.e., an enhanced equipment maintenance checklist)to improve tracking of common repair issues to better plan for long term item purchases. The Division has-two Construction • Equipment Mechanic positions to maintain the Division's fleet,however these positions are challenging to fill and are currently on a continuous recruitment. 4: Continue to comply with Department of Health Chapter 58.1 Hawai`i Administrative Rules to ban or require source separation of green waste from entering County disposal facilities. The Solid Waste Division (SWD) continued compliance through a contract with Hawaiian Earth Recycling and public outreach. 5. Continue to expand the County's green waste collection to additional transfer stations island wide. Improve the County's ability to process green waste into usable commodities such as mulch for residential and agricultural use. The Division currently offers green waste collection in six of the 21 Transfer Stations on the Big Island. Two Transfer Stations have been identified as potential sites for the green waste collection. They are in the Hamakua District and the Kohala District. The Division would require additional staff and fleet equipment to operate the additional green waste services. The trailer study is in final draft review and will address possible trailer use at these facilities. 6. Continue post-closure maintenance and monitoring of Kailua, Waimea, and South Hilo landfills. ' The Division continued to utilize consultants, contractors and SWD staff to perform post closure maintenance at both the Kailua site and the South Hilo Sanitary Landfill(SHSL) and conducted quarterly inspections of the County's closed Waimea Facility. Continued maintenance work included repairs to the SHSL drainage channel from rain events and the continued remediation of sink holes at the Kailua facility. • Six Month Progress Report on Program Objectives for FY 2022-23 2 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 7. Continue to provide recycling education, glass and mixed recyclables, e-waste collections,used motor oil collection,reuse centers and household hazardous waste collections. Recycling Education Program—Public education efforts included reinstated Solid . Waste Facility tours,radio, TV,newspaper ads,media releases, active website updates, etc. A multi-media Food Waste Reduction Education campaign was developed that was shown in July-August 2022,emphasizing helpful tips to reduce unnecessary food waste at home. Currently, a"We Can Do It" education campaign is being developed to re-emphasize proper recycling methods,waste reduction and minimizing contamination. Non HI-5 Glass and Other Recvclables (currently corrugated cardboard and brown paper bags)—Drop off recycling bins have been operating at 18 of the island's 21 transfer stations/convenience centers, and bins for Non HI-5 Glass are located at 17. of the transfer stations. Metal cans are accepted at the 13 transfer stations that accept scrap metal. E-Waste Program—Two successful events were held in December 2022,one in Hilo and one in Kona. A transition from County/DOH sponsored e-waste recycling collection events to new legally mandated manufacturer-sponsored e-waste recycling collection events will occur in 2023. Used Motor Oil(UMO) Collection—The program collected 3,473 gallons of UMO from the volunteer facilities and diverted 146 gallons of UMO from the landfill for reuse. Household Hazardous Waste (IHHW) Collection—HHW Collection events were held in Hilo and Kona in August 2022. The participation was good with approximately 29 tons of HHW being collected at these events. 8. Continue to support the State DOH HI-5 programs and redemption centers for the public. The Division continued to support the HI-5 program during the first half of FY 2022-23 and was able to request bids for the services, and collaborated with the Department of Health (DOH) to ensure adequate funding for the program to continue providing services. Six Month Progress Report on Program Objectives for FY 2022-23 3 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND • There are 15 HI-5 Certified Redemption Centers in the County of Hawaii of which seven are contracted by the County. As required by the DOH,the Division's HI-5 staff.inspects 16 retail establishments,ten certified redemption , centers each month and four recyclers per year with 20 close-out inspections each year. 9. Continue use of the East Hawai`i Regional Sort Station as the primary method for consolidating refuse for transport to the West Hawaii Sanitary Landfill. The Division achieved this objective and was able to transport approximately 24,457.3 tons of refuse to the WHSL in the first half of FY 2022-23 (July— December 2022). • Six Month Progress Report on Program Objectives for FY 2022-23 4 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND t the update of the Integrated Solid Waste Management Plan for the County 1. Implement p gr P of Hawai`i. The Integrated Solid Waste Management Plan was adopted by Council on April 21,2021. The Division has prioritized the top six recommendations identified in this plan which are: 1) Conduct Education, Outreach, and Public Awareness. 2) Regularly review and,when appropriate, renegotiate the West Hawai`i Sanitary Landfill (WHSL) contract. 3) Conduct additional Household Hazardous Waste Collection Events. 4) Change the-County Code to allow"small businesses" to drop off recyclables at recycling and transfer stations. 5) Establish goals that are expressed and measured in terms of environmental impacts and consider full life cycle impacts in addition to tonnage-based landfill diversion or waste recovery goals. 6) Develop County policy and ordinances related to source reduction and recycling. 2. Continue repairs and enhancement services at all County transfer stations. Repairs were completed at the Pahoa Transfer Station to repair a concrete pier, metal handrails, and metal siding. New roadway signage was installed at the Hilo Transfer Station. The Division is currently reviewing its design plan for the grading work was completed on the Oceanview Transfer Station. Additional gr g p Wai`ohinu Transfer Station Improvements project and a change order was executed which extends the project to the end of 2022. On March 10th,2022, a fire at the East Hawaii Regional Reload Station required repairs to the facility. The facility was functional and operational within 24 hrs. Ongoing repairs will be required in FY 2022-23. The Division began plans for an upgraded road leading into the Hilo Transfer Station which is expected to be completed in early FY 2022-23. Final Status Report on Program Objectives for FY 2021-22 1 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND ce 3. Fleet Maintenance continue a daily maintenance checklist and recurring replacement schedule on our heavy equipment based on age and repair costs. Continue to hire in- house mechanics for re equipment airs and maintenance. P The Division continued to prioritize equipment replacement based on repair cost history,incorporating an equipment inspection program (such as a daily enhanced equipment maintenance checklist)to improve tracking of common repair issues to better plan for long term item purchases. The Division has two Construction Equipment Mechanic positions to help maintain the Division's fleet,however,these.positions are difficult to fill and are currently on a continuous recruitment. 4. Continue to comply with Department of Health Chapter 58.1 Hawai`i Administrative Rules to ban or require source separation of green waste from entering County,disposal facilities. The Division continued compliance through Hawaiian Earth Recycling contracts and public outreach. 5. Continue to expand the County's green waste collection to additional Transfer Stations island wide. Improve the County's ability to process green waste into usable commodities such as mulch for residential and agricultural use. The Division continued to identify ways in which it can offer green waste collection at additional Transfer Stations while working through the COVED-19 Pandemic constraints but have not been able to expand services yet. The Division currently offers green waste collection in six of•21 Transfer Stations on the Big Island. The Division has identified two stations (one in the Hamakua District and one in the Kohala district) as potential sites for green waste collection. The expanded services will require additional manpower and fleet equipment. There are still concerns that need to be addressed regarding trailer usage by residents before services can be offered. Final Status Report on Program Objectives for FY 2021-22 2 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 6. Continue post-closure maintenance and monitoring of Kailua and old Waimea landfills. Begin post-closure maintenance and monitoring of the South Hilo Sanitary Landfill. The Division continued to utilize consultants, contractors and staff to perform post closure maintenance at the Kailua site and conducted quarterly inspections of its closed Waimea site. The Division has begun post-closure monitoring of the South Hilo Sanitary Landfill(SHSL). Maintenance work completed includes repairs to the SHSL drainage channel rip-rap due to damage caused by rain events and remediation of a sink hole at the Kailua site. 7. Continue to provide recycling education, glass and mixed recyclables, e-waste collections,used motor oil collection,reuse centers and household hazardous waste collections. Recycling Education Program—Public education efforts included presentations (currently virtual), radio,TV, newspaper ads,media releases, active website updates, etc. Developed Food Waste Reduction Education campaign to run in FY 2022-23, emphasizing helpful tips to reduce unnecessary food waste at home. Non HI-5 Glass and Other Recvclables (currently corrugated cardboard and brown paper bags)—drop-off recycling bins have been operating at 18 of the island's 21 transfer stations/convenience centers, and bins for Non HI-5 Glass are located at 17 of the transfer stations. Metal cans are accepted at the 13 transfer stations that accept scrap metal. E-Waste Program—Residential e-waste collections were provided at the Kealakehe Transfer Station the second Saturday of the month. The Division had a contract with a private vendor in Hilo who accepted e-waste from self-hauled residential customers without any charge to the customer during the second & fourth Saturdays of each month. The program was suspended on April 4,2022 when State of Hawaii Department of Health grant funds were exhausted. Fora fee,the vendor will accept e-waste during other days of the week from both residential and commercial customers. Used'Motor Oil Collection—The Department awarded a contract to a vendor to collect and properly manage the Do-It-Yourself Used Motor Oil(UMO) from the seven volunteer drop-off stations. The UMO is being utilized in the County of Hawaii. Final Status Report on Program Objectives for FY 2021-22 3 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND Household Hazardous Waste Collection—Six Household Hazardous Waste Collection events were held and continued to collect large volumes of household hazardous waste with good participation in Hilo,Kona,Waimea &Pahoa collecting approximately 87 tons of materials. 8. Continue to support the State DOH 111-5 programs and redemption centers for the public. The Division continued to support the M-5 program during FY 2021-22 and was able to put out bids for the services and worked with the Department of Health (DOH) to secure adequate funding to provide the services. There are 15 M-5 Certified Redemption Centers in the County of Hawaii, of which seven of them are contracted by the County. As required by the State ' inspects 16 retail establishments,ten certified DOH the Division's HI-5 staff redemption centers per month and four recyclers per year along with 20 closeout inspections per year. 9. Continue use of the East Hawai`i Regional Sort Station as the primary method for consolidating refuse for transport to the West Hawai`i Sanitary Landfill. The Division achieved this objective and was able to transport approximately 50,461 tons of refuse to the WHSL in FY 2021-22. Final Status Report on Program Objectives for FY 2021-22 4 31 PARKS & RECREATION GOLF COURSE FUND 1. Improve,beautify and maintain the greens,tees and fairways at the Hilo Municipal Golf Course by: a. aerating all golf course greens in October and May,weather permitting; All greens were aerated in November. Next application is scheduled for May. b. verticut and de-thatch all greens in July, October, January, and April,weather permitting, or as needed; Greens were verticutted in July and October. c. controlling application of fertilizer and pesticide to greens, fairways and tees weekly,or as needed; s Fertilizers and-pesticides were applied weekly as needed to greens,fairways, , and tees. d. controlling application of herbicide to greens,tees, stream beds, ditches and course boundaries weekly, or as needed; Chemical application was done on a monthly basis. e. daily mowing of greens; Greens were mowed daily. f. mowing of tee tops every Thursday,weather permitting; Tee tops were mowed every Thursday. g. mowing of fairways Monday through Friday,weather permitting; Fairways were moved Monday through Friday. h. top dressing greens monthly,weather permitting; Greens were top dressed monthly. i. rolling of greens on a weekly basis, or as needed. Greens were rolled weekly, as needed. Six Month Progress Report on Program Objectives for FY 2022-23 1 PARKS & RECREATION GOLF.COURSE FUND 2. Schedule and assign tee times for: a. individuals and groups on a daily basis; Staff scheduled tee times daily for individuals and groups. b. club tournaments every six months; Clubs scheduled and held their tournaments throughout July—December 2022. c. larger fundraising tournaments on an annual basis. Targeting,but not limited to six fundraisers per fiscal year. Six large fundraising tournaments were held. These tournaments include: FRAC Fundraiser, Shotgun start on July 29; Kenjin Kai 1st Tee 8x on September 20; KIAA Scholarship Fundraiser, Shotgun Start on August 19; Special Olympics, 1st Tee 10x on August 28; DA Club,modified Shotgun Start November 11; and UH Vulcan Fundraiser;Shotgun Start on December 3. 3. Schedule inspection and repairs of course structures, clubhouse facilities and maintenance warehouse during the months of July, October,January, and April. Inspections of facilities were done once a week. 4. Daily routine inspections and maintenance of equipment, course vehicles and safety equipment. Equipment and vehicles were inspected daily. 5. 100%of employees will be exposed to safety talks at least once per month. Safety talks were done on an individual and small group setting once a month. Six Month Progress Report on Program Objectives for FY 2022-23 2 PARKS & RECREATION GOLF COURSE FUND 1. Improve,beautify and maintain the greens,tees and fairways at the Hilo Municipal Golf Course by: a. aerating all golf course greens in October and May,weather permitting; Greens were aerated in October 2021. Unable to aerate greens in May due to equipment failure. We will adjust aeration schedule in the upcoming year. b. verticut and de-thatch all greens in July, October, January, and April,weather permitting, or as needed; Due to equipment failure, greens were verticutted only in October 2021. c. controlling application of fertilizer and pesticide to greens, fairways and tees weekly, or as needed; • Fertilizer and pesticides were applied weekly as needed. d. controlling application of herbicide to greens,tees, stream beds, ditches and course boundaries weekly, or as needed; Herbicides were applied weekly as needed. e. daily mowing of greens; Greens were mowed daily. f. mowing of tee tops every Thursday,weather permitting; Tee tops were mowed weekly as weather permitted. g. mowing of fairways Monday through Friday,weather permitting; Fairways were mowed weekly as weather permitted. h. top dressing greens monthly,weather permitting; Greens top dressed monthly. Final Status Report on Program Objectives for FY 2021-22 1 PARKS & RECREATION GOLF COURSE FUND i. rolling of greens on a weekly basis, or as needed. Greens rolled weekly. 2. Schedule and assign tee times for: a. individuals and groups on a daily basis; Tee times scheduled daily. b. club tournaments every six months; Various club tournaments were scheduled throughout the year. c. larger fundraising tournaments on an annual basis Targeting,but not limited to six fundraisers per fiscal year. Twelve fundraising tournaments were scheduled. Tournaments include: HIAC Fundraiser, 1st tee on July 30; KIAA Scholarship Fundraiser, 1st tee on August 20; HIGA 6-Man, 1st tee on October 31; Da Club,modified scramble on November 11; UH Vulcan Fundraiser, 1st tee on December 4; Keaau Cougars,modified Shotgun on January 17; Hilo HS Fundraiser, Shotgun Start on February 29; Japanese Chamber Tournament, Shotgun Start on March 2; BIIF Tournament,20X Front on March 9; Exchange Club, 10x Front on April 23 and Yamauchi RBI Fundraiser, 1st tee on June 11. 3. Schedule inspection and repairs of course structures, clubhouse facilities and maintenance warehouse during the months of July, October, January, and April. Inspections were completed every quarter. Repairs were completed.as needed. 4. Daily routine inspections and maintenance of equipment, course vehicles and safety equipment. Equipment inspections and maintenance were completed daily. 5. 100% of employees will be exposed to safety talks at least once per month. Safety talks for 100% of employees were completed. Talks were done in small group and individual settings. Final Status Report on Program Objectives for FY 2021-22 2 COMMUNITY BENEFITS PLANNING GEOTHERMAL RELOCATION & COMMUNITY BENEFITS FUND 1. The Geothermal Relocation and Community Benefits Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. We received one application for the Geothermal Relocation & Community Benefits Fund. Six Month Progress Report on Program Objectives for FY 2022-2023 1. This page intentionally left blank PLANNING GEOTHERMAL RELOCATION & COMMUNITY BENEFITS FUND 1. The Geothermal Relocation and Community Benefits Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. We received two applications for the Geothermal Relocation & Community Benefits Fund. • • Final Status Report on Program Objectives for FY 2021-22 1 This page intentionally left blank HOUSI1KG FUND HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Administrative Division Homeless Branch Homelessness 1. Convene bi-monthly Coordinated Entry System meetings as required by the federal and state funded homeless programs. • Facilitated bi-monthly Coordinated Entry System meetings as required by federal and state homeless program funds. • Implemented weekly coordinated management meetings for the Emergency Housing Voucher Program. 2. In partnership with community partners, implement at least one additional safe parking site. • Ongoing. Working to connect with West Hawaii Faith-Based community to select site, create, and implement program. 3. Complete Phase 1 of the Kukuiola Assessment Center and Emergency Shelter. • Secured$10 million in federal funding to support the vertical construction of the Kukuiola Assessment Center and Emergency Shelter. • Secured grading permit. Work is estimated to start in early 2023. Financial Empowerment Centers 1. Secure funding to support the sustainability of the FECs. • Funding has been secured for FY 2022-23. 2. Add at least 20 committed referral partners. • More than 20 community organizations are committed to refer its program participants to the FEC. 3. Add at least one co-location partner. • Memorandum of Agreement executed between the FEC partners and a housing developer to provider FEC services on-site when housing project is completed. Six Month Progress Report on Program Objectives for FY 2022-23 1 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Community Engagement 1. Implement Phase 2 of the Emergency Rent Assistance Program. • Funding secured and received from the US Department of Treasury to support the Emergency Rent Assistance Program. 2. Implement Phase 2 of the Homeowner Assistance Fund Program. • Contract executed and services continue to be available for eligible households. 3. Host at least ten Learning Circle virtual webinars. • Virtual learning circles were replaced with in-person participation in community events. Participated in the Revitalize Puna event and coordinated the "Resource Row"with over ten non-profit organizations sharing information on available services and resources. • Participated in the Vibrant Hawai`i Makahiki Events in Nanawale,Hilo and Waimea. • Facilitate monthly Ho`owaiwai Community of Practice meetings. 4. In partnership with Unite Hawai`i platform, add at least 20 community partners to referral partner listing. • Ongoing. Continuing to work with Unite Hawaii in building its network of providers that use their on-line system for referrals. Community Development Division Development Branch 1. Provide project development and construction management oversight for affordable housing.projects. • Kamakoa Nui Master Plan: Completed a revised Kamakoa Nui Master Plan that included a marketing plan,flood study, and subdivision to produce approximately 1,250 housing units. Began negotiating a contract for the engineering design for the Phase 1 roadway infrastructure including curbs, gutters, drywells, streetlights,water, and sewer. Identified an approximately two-acre parcel for the State of Hawaii State Library System to build the first public library in Waikoloa. Six Month Progress Report on Program Objectives for FY 2022-23 2 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT • Kula`imano Elderly Housing: Received approval from the State of Hawaii Department of Health (DOH)for a long-term environmental hazard management for the site. • `Ouli `Ekahi Housing: Nearly completed a Physical Needs Assessment Study of the property to determine repair and maintainance priorities including the waste water treatment plant, and mitigation strategies for three flood prone areas at the site. Began negotiation for a consultant to repair and replace the failing waste water treatment plant, and to mitigate specific flood prone areas at the site. • O`okala & Ainako Subdivision Study: Completed preliminary environmental studies and a subdivision study to create 30 housing lots at O`okala& up to 100 housing lots at the Ainako Subdivision in Hilo. Began the professional service selection process to design subdivision and internal roadway at O`okala. • West Hawaii Emergency Shelter: Nearly completed installation of new fire sprinkler system and completed the installation of new security lighting, solar water heaters, and ceiling fans. • Haihai Housing Project: Received an Executive Order for this State property. Selected a consultant to complete an EA, and subdivision plan for this proposed affordable housing project in Hilo. • Kukuiola Village: Began the professional services consultant selection process fora consultant to prepare plans and specificationsecifications for Phase 1 for with a kitchen, and • the constructionof a safe parking lot, community center emergency housing units. Completed • University Heights Demolition Project: plans and specifications for the project and the bid opening occurred on December 1,2022. • The Homes of Ulu Wini: Nearly completed the repair and replacement of dry rot on the stairs and the doors on all buildings, and completed painting all buildings. Consultant completed the design and plan specifications for improvements at the community center to enlarge the laundry facility and upgrade the kitchen into a commercial kitchen to meet DOH requirements. • 34 Rainbow Drive (Old Hilo Hospital Site): Hired a professional service consultant to develop a master plan for the 25 acre parcel, and to complete a physical needs assessment of the existing hospital building with particular attention paid to the roofs condition, and any hazardous materials in the old Hilo Hospital building. Six Month Progress Report on Program Objectives for FY 2022-23 3 • HOUSING OFFICE OF HOUSING & COMMUNITY • DEVELOPMENT Planning Branch 1. Execute three affordable housing agreements. • Began negotiation'for one agreement during this period for a development with 20 affordable finished lots. No agreements were executed during this period. 2. Implement portions of HRS 201H delegated to the County of Hawai`i. • Submitted one HRS 20111-38 affordable housing exemption application to the County Council and received approval for the Ho`omalu at Waikoloa Workforce Rental Housing project with 161 units located within the Waikoloa Beach resort in South Kohala. • Continued torocess General Excess Tax exemption requests from ten P P q affordable housing developers including one new project,Ainaloa Self-Help in Pahoa. 3. Provide 15 Fair Housing trainings for general audiences. • Provided a total of 54 trainings with Fair Housing content this reporting period. 4. Provide one Fair Housing training for a non-/limited-English audience. • There have been no trainings conducted for non-/limited-English speaking audiences during this reporting period. One will be completed before the end of fiscal year. 5. Recruit ten new landlords to attend the Fair Housing trainings. • • Conducted two Fair Housing trainings. Recruited 39 new landlords at two Fair Housing training sessions. 6. Provide assistance to 100%of the Fair Housing inquiries referred to,the County Fair Housing Officer. • There were 41 inquiries that received assistance and referrals from the Fair Housing coordinator by phone and/or email during this reporting period. Six Month Progress Report on Program Objectives for FY 2022-23 4 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Asset Management Branch 1. Complete inspections of County owned housing properties annually and complete necessary improvements. • Inspected a total of 24 properties during this reporting period. All properties addressed all the noted findings. Asset management will revisit/reinspect some of the findings in 2023. Existing Housing Division Family Self Sufficiency Branch Family Self Sufficiency Program 1. Provide services to 50 Housing Choice Voucher program participants through its Family Self-Sufficiency Program by June 30, 2023. • There were 49 participants in the Family Self-Sufficiency Program during the reporting period. Seven of the participants graduated from the program. 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. • Seven participants participated in the Homeownership Option Program during the reporting period. 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. • Achieved 97% utilization rate. Awarded 11 additional vouches under HUD's Fair Share allocation in August 2022. HOME Tenant Based Rental Assistance Program 1. Maintain 98%utilization rate of funding for Tenant Based Rental Assistance Program. • 72% of funds were expended for the Tenant Based Rental Assistance Program. Anticipate full utilization of funds in 2024. • Six Month Progress Report on Program Objectives for FY 2022-23 5 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT 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. • The OHCD executed a Grant Agreement with the U.S.Department of Housiing and Urban Development(HUD)for its 2022 CDBG funding for $2,695,481 and conducted the environmental reviews for its CDBG projects. Between July 1,2022 through December 31,2022,the CDBG funded projects that were in progress or have been completed include: o Mental Health Kokua: The construction of a facility sewer connection to three residential residences in Kailua-Kona along with kitchen and bathroom improvements were completed. o Kula`imano Elderly Housing Project Phase II: The construction of various improvements was 95% complete. o. West Hawaii Emergency Shelter Improvements: The design and construction were 95% complete. o Ulu With Low Income Housing Wastewater Treatment Plant: The design and construction to repair the plant were 15% complete. o Ulu Wini Low Income Housing Community Center Improvements: The design and construction of the laundry room and kitchen were 15% complete. o Hale `Ohana Domestic Abuse Shelter: The design and construction of the interior/exterior renovations were 20% complete. o West Hawaii Domestic Abuse Shelter: The design and construction of the interior/exterior renovations were 60% complete. o Mental Health Kokua: The design and construction of a living room expansion, kitchen and bathroom renovation, roof replacement, and accessibility improvements to the Hilo Residential Housing Complex were 10% complete. o Mental Health Kokua: The design and construction of a living room expansion,kitchen, bathroom, and laundry renovations,flooring replacement,accessibility ramp installation, and solar water heater replacement to the Kona Residential Housing Complex were 10% completed. Six Month Progress Report on Program Objectives for FY 2022-23 6 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT o West Hawai`i Emergency Shelter Improvements: The design and construction of a Photovoltaic system and other improvements to the Shelter were 10% complete. • o Hamakua Youth Foundation: Phase I of this Improvement project includes the design and removal of hazardous materials,including foundation repairs were 10% complete. 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. • Selected the Kaloko Heights Affordable Housing project to provide 100 multi-family rental units. • Selected Habitat for Humanity Hawaii Island to construct three Self-Help Houses in the Puna area—50% completed. 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. • Selected the Kaloko Heights Affordable project for the construction of a 100- unit multi-family rental housing project. The Workforce Investment and Opportunity Act(WIOA)grant has been transferred to the County of Hawai`i Department of Research and Development. Six Month Progress Report on Program Objectives for FY 2022-23 7 This page intentionally left blank HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Community Development Division Development Branch 1. Provide project development and construction management oversight for affordable housing projects. There are four projects with active oversight from Community Development staff. • Na Kahua Hale 0 Ulu Wini: Plans have been submitted to Planning and Public Works for permits to expand the laundry room and kitchen in the Community Center. The laundry room expansion will activate hot wash services and allow additional machines. The kitchen expansion will convert the existing unused kitchen to meet the Department of Health certified kitchen standards so that it may be used to serve the residents. • West Hawai`i Homeless Emergency Shelter—Health & Safety Improvements: Improvements completed include: Installation of a fire sprinkler system, overhead fans in the dormitory area, repair and reinstallation of solar water heater elements and roof flashing, and a water cooler to provide residents with refrigerated drinking water. The final improvement to install additional lighting to enhance security in the parking areas has experienced supply chain issues which are expected to be resolved by November 2022. The OHCD is expecting to close this contract by January 2023. • West Hawaii Homeless Emergency Shelter—Fence Installation: The OHCD has completed the installation of a new cyclone fence with privacy slats. In addition to enhanced security,the new run of fence will provide enhanced privacy for residents of the shelter and patrons of adjacent commercial operations. • Kula`imano Elderly Housing Various Improvements: Various Improvements for the project have been completed. Final Status Report on Program Objectives for FY 2021-22 1 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Planning Branch 1. Execute three affordable housing agreements; The Community Development Division has executed five Affordable Housing Agreements. • Garver Development executed the Affordable Housing Agreement for this development located at Kalaoa,North Kona,which proposes to subdivide a 3.13-acre parcel into six finished residential lots for sale. The affordable housing requirement will be satisfied through the property owner's acquisition of one affordable housing credit from another developer. • Kaiaulu 0 Kapi`olani executed the Affordable Housing Agreement for this development located in Hilo on 5.05 acres. This will be a 64 multi-family rental unit complex that targets renters at 60% Area Median Income(AMI) and below. • Kona Vistas/Kona Three executed the Affordable Housing Agreement for this development located on approximately 68.836 acres of real property at Holualoa,Kona,which will make available 450 residential units. • Waiakea Nani Estates, located in Hilo on 12.7280 acres,this development's affordable housing agreement involves the sale of 30 finished residential lots in the Waiakea Uka area. The Developer has satisfied its affordable housing requirement through the property owner's acquisition of six affordable housing credits from another developer. • Waikoloa Family Affordable executed the Affordable Housing Agreement for this affordable housing rental developments,located on 8.003 acres, which will have 110 units, and one on-site residential manager unit that will target 60% and below AMI. There will be 39 one-bedroom units and 71 two- bedroom units. Residents will also have access to the amenities of the Waikoloa Homeowners Association which include a community pool, • community center,tennis courts, and 18-hole golf course. This project is currently under construction. ' Final Status Report on Program Objectives for FY 2021-22 _ 2 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT 2. Implement portions of HRS 201H delegated to the County of Hawai`i: P In accordance with §201H-38,the OHCD received three applications from developers requesting exemptions to their Affordable Housing projects. One application has been approved by the County Council,with two pending. • Honua`ula Living Community: The 201H application was seeking the following exemptions: a zoning change and permitting fees. The County Council approved the 201H application on September 8,2021. • Waikoloa Village Center: The OHCD completed a review of the 201H application submitted by Waikoloa Village Center,LLC for a mixed-use housing and commercial project during the spring. On May 13,2022,the developer withdrew their application to revise their development plans. • Hale Ola 0 Mohouli: The OHCD successfully worked with the Hawaii Island Community Development Corporation,the developer of Hale Ola 0 Mohouli,to have their 201H application reviewed by County departments. The 201H application was seeking to develop 90 multi-family affordable rental units on 9.091 acres of land for families and seniors at 60% and below AMI. The OHCD resolved concerns with their annual lease fee per the County Council's request and the 201H request is still pending. 3. Provide 20 Fair Housing trainings for general audiences; The OHCD provided 37 Fair Housing trainings. 4. Provide one Fair Housing training for a non-/limited-Eriglish audience; • No non-/limited-English training has been conducted. • 5. Recruit ten new landlords to attend the Fair Housing trainings; and The OHCD recruited 171 new landlords. Final Status Report on Program Objectives for FY 2021-22 3 • HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT 6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair Housing Officer. The OHCD's Fair Housing Officer assisted with 46 Fair Housingiuiries by phone and email. Existing Housing Division Family Self Sufficiency Branch Family Self Sufficiency Program 1. Provide services to 50 Housing Choice Voucher program participants through its Family Self-Sufficiency Program by June 30,2022. • Seventy-two Family Self-Sufficiency participants were served. HCV Homeownership Option Program 1. Increase utilization of program funding for HCV Homeownership Option Program by improving marketing and implementing new strategies to increase participation. • Eight active Homeownership Option Program participants were served. Housing Programs Branch Residential Repair Program 1. Pending approval of grant application,provide loans and complete home rehabilitation and/or repairs for up to ten low-and moderate-income homeowners. The OHCD received funding through the Housing Preservation grant. • One repair/renovation project was completed. • Seven applicants searched for a contractor to complete their repair work. • Thirteen applications are on the program's waiting list. Final Status Report on Program Objectives for FY 2021-22 4 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Rental Assistance Branch Housing Choice Voucher (Section 8)Program 1. Maintain a 98%utilization rate of HUD provided funding for the Housing Choice Voucher (Section 8)Program. Increase authorized budget authority by applying for available HUD funds. • The OHCD maintained a 97.1% utilization rate. HOME Tenant Based Rental Assistance Program 1. Maintain 98%utilization rate of funding for Tenant Based Rental Assistance Program. • Twenty families were issued vouchers and two families secured housing. The low utilization rate was due to a competing housing voucher and emergency rental assistance programs were prioritized. Grants Management Division Grants Administration Branch CDBG 1. Fund,monitor and/or complete approximately ten CDBG projects in accordance with program regulations. Projects will benefit at least 80% low- and moderate-income persons. • The OHCD executed a Grant Agreement with the U.S.Department of Housing and Urban Development(HUD)for its 2021 CDBG funding for$2,739,143 and conducted the environmental reviews for its CDBG projects. Between January 1,2022 through June 30,2022,the CDBG funded projects that were in progress or have been completed include: • Boys and Girls Club of the Big Island: The construction of the gym improvements and paving were completed. • Hale Maluhia Men's Shelter: The design,removal, and construction for a new metal the roof and ADA improvements to two residential units along with parking improvements and ADA ramp were completed. • Hale `Ohana Domestic Abuse Shelter Renovations: The renovation improvements to the kitchen,bathrooms, and interior painting were completed. Final Status Report on Program Objectives for FY 2021-22 5 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT • Kiheipua Family Shelter: The design,removal and construction for a new metal roof and conversion and renovations of a certified kitchen were completed. • Kula`imano Elderly Housing Project Phase II: The construction of various improvements was 95% complete. • Mental Health Kokua: The construction of a facility sewer connection to three residential residences in Kailua-Kona along with kitchen and bathroom improvements were 99% complete. • West Hawaii Emergency Shelter Improvements: The design and construction were 90% complete. • Ulu Wini Low Income Housing Wastewater Treatment Plant: The design and construction to repair the plant were 15% complete. • Ulu Wini Low Income Housing Certified Kitchen: The design and construction of the kitchen were 15% complete. • Hale `Ohana Domestic Abuse Shelter: The design and construction of the interior/exterior renovations werel5% complete. • West Hawai`i Domestic Abuse Shelter: The design and construction of the interior/exterior renovations were 15% complete. In addition,the OHCD also executed Grant Agreements with HUD for its 2020 CDBG-CV1 funding for$1,543,033,2020 CDBG-CV2 funding for$978,184, and 2020 CDBG-CV3 funding for$1,077,958,totaling$3,599,175 in CDBG-CV funding. The OHCD conducted the environmental reviews for all its CDBG-CV projects. Between January 1,2022 through June 30,2022,the CDBG-CV funded projects that were in progressor have been completed include: • Food Basket Pandemic Emergency Food Program which benefitted 42,455 families with food insecurity in a 13-month period was completed. • HOPE Services Emergency Rent&Mortgage Assistance Program which subsidized nearly$100,000 in rent/mortgage payments to families affected by COVID was completed. • Hawaii County Economic Opportunity Council(HCEOC)Meal.Preparation and Delivery Program which distributed 22,500 meals and 4,500 produce bags to vulnerable senior citizens in the Ka`n district was completed. • Boys and Girls Club of the Big Island Meal Preparation and Delivery Program which benefitted over 800 individuals with hot meals was completed. Final Status Report on Program Objectives for FY 2021-22 6 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT • Food Basket Emergency Food Distribution Equipment Acquisition which ' er andpallet jacks to a truck with trail acquired a refrigerated box truck, , implement their `Ghana Food Drops around the island was completed. • Boys and Girls Club of the Big Island Mobile Youth Outreach Services were 95% complete. • Project Vision Mobile Health and Hygiene Services which provided hot showers and hygiene services to 2,649 homeless individuals across the island were completed. • Ulu Wini Community Center Improvements- Community Center and Laundry Improvements/Expansion: The design and construction were 20% complete. • Ulu Wini Waste Water Treatment Sludge Pump Truck Acquisition was 40% complete.. HOME 1. Fund, administer and/or complete approximately two HOME projects in accordance with program regulations. Projects will benefit 100% low- and moderate-income persons. • Selected the Kaloko Heights Affordable Housing project to provide 100 multi-family rental units; and • Selected Habitat for Humanity Hawaii Island to construct three Self-Help Houses in the Puna area. The project is currently working with two families in the construction of the Self-Help Houses and are finalizing the selection of the third family. NATIONAL HOUSING TRUST FUND 1. Fund, administer and/or complete one rental housing project in accordance with program regulations. The project will benefit 100% of extremely low-income persons. • Selected the Kaloko Heights Affordable project for the construction of a 100- unitmulti-family rental housing project. • Final Status Report on Program Objectives for FY 2021-22 7 • • HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Workforce Development Branch WIOA The OHCD is a subgrantee of the Workforce Innovation and Opportunity Act(WIOA) Program from the U.S. Department of Labor and has executed a Grant Agreement with the State of Hawai`i for its 2021 WIOA funding for$1,246,740. These funds provide training, education, support services and work experiences opportunities for participants of the Adult,Dislocated Worker, Youth Programs. 1. Provide services to: 225 adults who are 18 years of age and older and meet the income requirement, 100 dislocated workers who have recently been laid off due to company closure or who have been given notice of layoff, 61 in-school youth(ages 14-18) and 96 out=of=school-youth(ages 14-21)who are considered disadvantaged with at least one of the WIOA program barriers; • The OHCD assisted 275 adults who were 18 years of age and older and met the income requirement, 127 dislocated workers who were recently laid off due to company closure or who were given notice of layoff, and 56 in-school youth (ages 14-18) and 81 out-of-school youth(ages 14-21)who are considered disadvantaged with at least one of the WIOA program barriers. 2. Oversee management of the American Job Center Hawai`i(AJCH)where clients can access various services in one location; • In the first quarter of 2022,the OHCD oversaw the management of the seven programs at the AJCH where clients accessed various services in one location. 3. Provide Employer services through the AJCH. Provide free services such as labor market trend information to help plan for business expansion,relocation, future hiring and training needs due to the recovery of COVID-19; • The OHCD provided Employer services to 42 employees through the AJCH. 4. Provide recruitment campaigns for new business ventures or facilities needing a large number of specialized workers; • Recruitment campaign for new business ventures or facilities needing a large number of specialized workers wass on-going. Final Status Report on Program Objectives.for FY 2021-22 8 • HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT 5. Utilize Rapid Response funding to assist with projected recession and anticipated economic downturn; • The OHCD utilized Rapid Response funding to assist employers affected by recession and economic downturn is on-going. There were two employers that received the Rapid Response services. 6.. Hold two virtual or drive through job fairs, one in East Hawai`i and one in West Hawai`i; and • Two virtual job fairs were held , and the AJCH participated in three in- person job fairs/resource fairs. 7. Provided-remote and in person assistance to over 5,000 people who will utilize the AJCH resources and services. • The AJCH provided services to 4,515 people. • • Final Status Report on Program Objectives for FY 2021-22 9 This page intentionally left blank 34 GEOTHERMAL PLANNING GEOTHERMAL ASSET FUND 1. The Geothermal Asset Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. No new claims were submitted to the Geothermal Asset Fund. Six Month Progress Report on Program Objectives for FY 2022-23 1 This page intentionally left blank PLANNING GEOTHERMAL ASSET FUND 1. The Geothermal Asset Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. No new claims were submitted to the Geothermal Asset Fund. • Final Status Report on Program Objectives for FY 2021-22 1 This page intentionally left blank