HomeMy WebLinkAboutCOM 0755.001 2022-2024 Mitchell D.Roth ��,tv O6".... . Diane Nakagawa
Mayor � Director
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Aaron K.H. Brown
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County of Hawai'i
Finance Department
25 Aupuni Street,Suite 2103 • Hilo,Hawai`i 96720
(808)961-8234 • Fax(808)961-8569
March 1, 2024 �
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Heather Kimball, Council Chair and - �1
Members of the Hawai`i County Council
Hawai`i County Council
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 9, 2024. I am enclosing a booklet containing the reports entitled, Six
Month Progress Report on Program Objectives for FY 2023-24 and Final Status Report
on Program Objectives for FY 2022-23. 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.
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Diane Nakagawa
Director of Finance
APPROVED:
Mitchell D. Roth
Mayor
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Comm. ` o. +S •
Ref. To: EGA v
Hawai'i County is an Equal Opportunity Employer and Provider Ref. Date MAR n 4 2024
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COUNTY OF HAWAI ' I
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Departmental & Agencies'
SIX MONTH PROGRESS REPORT ON
PROGRAM OBJECTIVES FOR FY 2023-24
and
FINAL STATUS REPORT ON
PROGRAM OBJECTIVES FOR FY 2022-23
Table of Contents
Within each of the following departmental, agency, or fund section, contains the:
• Six Month Progress Report on Program Objectives for FY 2023-24 (white pages)
• Final Status Report on Program Objectives for FY 2022-23 (yellow pages)
1. Aging
2. Civil Defense Agency
3. Corporation Counsel
4. County Auditor
5. County Council + County Clerk
6. County Physicians
7. Elderly Activities
8. Environmental Management
9. Finance
10. Fire
11. Human Resources
12. Information Technology
13. Liquor Control
14. Management
15. Miscellaneous Accounts
16. Parks & Recreation
17. Planning
18. Police
19. Prosecuting Attorney
20. Public Works
21. Research and Development
22. Highway Fund
23. General Excise Tax Fund
24. Sewer Fund
25. Short-Term Vacation Rental Enforcement Fund
26. Cemetery Fund
27. Bikeway Fund
28. Beautification Fund
29. Vehicle Disposal Fund
30. Solid Waste Fund
31. Golf Course Fund
32. Geothermal Relocation & Community Benefits Fund
33. Housing Fund
34. Geothermal Asset Fund
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1. Age Well: Maximizing opportunities for older adults to age well, remain active, and
enjoy quality lives while engaging in their communities 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(ADRC) had 3,891 documented
interactions with kupuna, caregivers and disabled adults between 7/1/2023—
12/31/2023. Among the 3,891 interactions, 1,004 were unduplicated
interactions. ADRC participated in three community events focused on
sharing resources with Hawaii Island residents, the estimated number of
persons receiving information about Hawaii County Office of Aging
(HCOA) and ADRC services and resources during these events is 250.
In addition, focus on the first half of the year included developing new
approaches to help seniors be active and socially engaged. Part of the focus
was the creation of the Kahu program,which helps connect seniors to school
age students through a variety of learning/sharing activities and a Pen Pal
Program.
ADRC continued to provide Fall Prevention Training to seniors and
caregivers to help prevent falls and injuries resulting from falls that could
lead to limiting ability to engage in the community and participate in social
events. Over 260 individuals received fall prevention training in the first six
months of the fiscal year. Fall Prevention training participants completed a
questionnaire at the end of the in-person training and follow up
questionnaires were mailed to participants 30 days after completion of the
training. Some of the important data collected through these questionnaires
showed the following:
In person questionnaire results:
o 99.57 % of participants found the training to be helpful.
o 96% of participants said the training helped them identify some potential
fall hazards in their home.
O 90% of participants said they plan to make some changes to help decrease
their risk of falls.
o 99% of participants said they would recommend the training to others.
Six Month Progress Report on Program Objectives for FY 2023-24 1
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Thirty day follow up questionnaires results:
o 77% stated they made changes to their environment post training to help
decrease their risk of falls.
o 76% stated they completed their mobility plan.
o 63% stated they also made other changes to decrease their risk of falls
post training.
o 78% said that since the training,their concerns about falling have
decreased.
Coordinated Services Program for the Elderly (CSE) provides contracts for
outreach service that provided services and senior IDs to 574 individuals
during this time period. Transportation for 911 individuals was provided:
Medical/Health (482), Resource Agency (202),Bank, shopping(739), to
Nutrition sites (18) as well as some recreation activities (81).
• 1.2: Gather community feedback on Home and Community Based Services
(HCBS)provided through HCOA. The feedback gathered from the community
will assist in determining if HCOA is building capacity and improving program
quality.
Program quality:
As part of HCOA's quality assurance process, upon discharge from HCBS,
all clients and/or caregivers were mailed a survey requesting feedback on the
quality of service they received. Responses were recorded by admin staff and
monitored by the Aging and Disability Services Manager for Case
Management.
Between the months of Aug. 2023—Oct. 2023:
Out of 11 respondents:
64% stated the quality of services received exceeded expectations.
27% met expectations.
9% n/a. •
Building capacity:
To achieve this goal,HCOA/ADRC concerted collaboration within the Aging
Network and community members is required. Given the
qualitative/quantitative nature of these issues, a focused group approach on
building workforce capacity, retention, and expansion of service access
through community support/assistance is vital. ADRC hosts monthly Aging
Network task force meetings in both East and West Hawaii. This is in
addition to on-going communication/feedback with community members and
partner agencies.
Six Month Progress Report on Program Objectives for FY 2023-24 2
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• 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.
A virtual Chronic Disease Self-Management Program (CDSMP) class was
held on 09-21-2023, nine participants registered and eight completed the
class.
We have registered two Lay Leaders for Master Training classes in 2024.
• 1.4: Support opportunities for older adults to enhance their cognitive and social
skills and increase their awareness of the need to plan for future disasters.
The ADRC continues to provide useful information pertaining to disaster
preparedness. ADRC promotes the use of its Person-Centered Emergency
Planning workbook; free workbooks are available and provided to seniors
through HCOA and ADRC, in person at senior clubs and meal sites,via
Kupuna Care Case Managers and from the HCOA website. HCOA is
currently reviewing the budget to see if funds are available to purchase more
"Emergency Starter Kits" to present to seniors with the workbook.
Additional disaster planning tools such as the Civil Defense Emergency
Planning booklet and the AARP disaster-planning tool is promoted for use
by the ADRC.
2. Develop and Maintain Partnerships: Building partnerships and alliances that will
address the growing elderly population, and to develop a safety net for Hawai`i's
aging population.
• 2.1: As the Area Agency on Aging,the Hawaii County Office of Aging will be
the one-stop access point for all aging and disability related issues through the
continued development of partnerships between the aging network and private
non-profit networks.
East and West Hawaii Kupuna Task Force meetings continue to occur
monthly. ADRC hosts these monthly meetings at Office of Aging sites in Hilo
and Kailua Kona. ADRC recently added the option for collaborative
partners to join the meeting via zoom,which has increased the ability for
island wide community partner agencies to connect together to discuss
resources and needs of our aging population. There are currently over 25
entities represented at these meetings. This includes health insurance.
agencies, non-profit organizations and medical entities.
Six Month Progress Report on Program Objectives for FY 2023-24 3
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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.
Under the direction of the HCOA, the ADRC remains at fully functioning
status. The ADRC works closely with HCOA,who is in constant
communication with the State Executive Office of Aging, regarding practices
and policies to remain a fully functioning entity.
The required satisfaction surveys reveal that the customer base felt the
efforts of the ADRC were beneficial and effective. Ninety surveys were
mailed to randomly chosen persons who interacted with the ADRC during
this reporting period. 42/90 survey recipients completed and returned the
survey. Survey results are as follows:
o 90% of respondents felt aging specialists were knowledgeable about
services and resources to assist with their needs.
o 93% of respondents felt specialists actively listened, understood, and
responded to their needs.
o 88% of respondents felt the specialist explained things in a way they
understood.
o 90% of respondents felt the specialist helped connect them with beneficial
resources and services.
o 93% of respondents would recommend the ADRC to family and friends.
o 90% of respondents felt their interaction with the ADRC was professional
and respectful.
• • 3.2: Promote community awareness of the services and supports currently ,
available through the ADRC.
The ADRC promotes community awareness of its services and supports by
connecting with community members through resource fairs, health fairs,
outreach at meal sites, senior activity centers and with regular
communication to local organizations and agencies supporting the same
targeting population.
Six Month Progress Report on Program Objectives for FY 2023-24 4
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The Silver Bulletin newsletter was distributed to a minimum of 2,800 seniors
across Hawaii Island quarterly. Each edition of the newsletter includes
information on the ADRC services. ADRC also maintains and updates the
HCOA.org website regularly. The HCOA/ADRC resource directory has
been received by over 700 individuals during 7/1/2023—12/31/2023.
• 3.3: Provide relevant person-centered information, assistance,referrals, and
options counseling to consumers requesting services through the ADRC.
CATEGORY 07/01/2023 — 12/31/2023
Legal Aid Referrals 272
Kupuna Care Referrals 144
Option Counseling 349
Recorded Calls 3,891
Referrals were also completed on a regular basis to Coordinated Services for
the Elderly,Hawaii County Nutrition program,Food Bank,Hospice and
palliative care agencies,Veterans Affairs, Medquest Outreach specialists and
the State of Hawaii Insurance program to name a few.
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.
During this period, using the comprehensive caregiver assessment, Case
Managers developed and implemented service plans for 35 caregivers.
Six Month Progress Report on Program Objectives for FY 2023-24 5
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• 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.
Hawaii Island Adult Care's caregiver counseling contract for Counseling
and Training services from July 2023 to December 2023 had a total of 18
individuals who received counseling services and 52 individuals participated
in various caregiving training activities. 406 individuals were provided
caregiver information during four sessions for this contracted service.
• 4.3: Ensure that during the year public and media activity conveys information to
caregivers about service availability.
A caregiver newsletter goes out monthly to approximately 505 individuals.
July through December; Staying Safe in extreme Temperatures—
Dehydration, Storms/Stay safe when the power goes out,Hygiene in
Alzheimer's Care/Toileting, Fire Safety,Alzheimer's Disease & Wandering
and Winder Safety—Preventing Falls on Outings.
5. Diversity,Equity, and Inclusion within services:
• 5.1 Encouraging a broad approach across target populations of individuals with
greatest economic and social needs that diversity, equity, and inclusion are
ensured in all aspects of service administration and delivery.
The ADRC provides informational brochures in several languages and has
access to the County's interpreter service. ADRC provides outreach and in
person training across the island to ensure connection within all
demographic areas. HCOA services are not based on income so there is no
priority given to any individual based on their financial situation.
Six Month Progress Report on Program Objectives for FY 2023-24 6
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COMMITTEE ON PEOPLE WITH DISABILITIES
1. Continue to advise the administration on issues facing people with disabilities.
HCOA continues to assist the Mayor's Committee on People with Disabilities
(MCOPWD), to help facilitate and arrange meetings, and provide support and
resources where necessary. The MCOPWD met five times to organize and
prioritize issues facing people with disabilities, in preparation to submit its top five
concerns. The MCOPWD completed and submitted their annual report to the
mayor.
2. Work with communities to help improve the education and public awareness of people
with disabilities.
The MCOPWD discussed a number of activities to help educate and improve
public awareness within their communities. One such activity was helping to
disseminate and encourage members of the disabilities community to attend and
participate in the 9th Annual East Hawaii Disability Legislative Forum held on
October 25,2023, at Aunty Sally's Luau Hale.
3. Continue to improve accessibility of County facilities and programs for people with
disabilities.
In an effort to understand and improve accessibility of County facilities and
programs for people with disabilities, the MCOPWD plans,•as time permits, to
invite various County Departments to come and present the services provided by
their departments. One of the first departments invited to present was Mass
Transit. Mass Transit staff gave an in-depth presentation on the services
provided. The Mass Transit staff were very interested in the comments,
suggestions, and feedback given by the committee.
Six Month Progress Report on Program Objectives for FY 2023-24 7
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1. Age Well: Maximizing opportunities for older adults to age well,remain active, and
enjoy quality lives while engaging in their communities 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 9,390 seniors,
caregivers, and disabled adults during FY 2022-23. Interactions occurred via
phone, in person, and through participation in community outreach
activities. The ADRC focused on regaining a presence in the community post
Covid. Aging Specialist and Aging Services Manager participated in several
community events to share information about ADRC services, resources, and
programs. Options counseling, referrals, and resource awareness were
provided.
In addition,the ADRC developed and implemented a Fall Prevention
Training Program,which consists of an educational video,Fall Prevention
Risk assessment, information on how to decrease risk of falls, and tips and
tools to keep seniors safe in the home and the community. In-person training
began in April and continued through the year. Training was offered at ten
different locations between April and June 2023. Over 80 participants
received the trainings in the last quarter of the fiscal year.
As part of the ADRC Options Counseling process,ADRC screened and
completed intake for individuals who benefited from HCOA's Kupuna Care
Program,which provided Case Management oversight and in home support
through grant funding.
1.2: Gather community input on Home and Community Based Services (HCBS)
provided through Hawai`i 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 and 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. For
FY 2022-23,HCOA provided case management services to 472 consumers
and caregivers. Of the 472 served, 72% or 341 indicated that their needs
Final Status Report on Program Objectives for FY 2022-23 1
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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.
HCOA continued to recruit for a (BCBH) Coordinator position. A class took
place in February of 2023 with 21 older individuals completing a Diabetes
Self-Management Class at one of the Nutrition sites in Hilo.
• 1.4: Support opportunities for older adults to enhance their cognitive and social
skills and increase their awareness of the need to plan for future disasters.
The Aging and Disability Resource Center continued to provide information
on disaster preparedness through in person training and HCOA website
option to watch video-recorded training. The ADRC promoted the use of
several different disaster preparation tools such as the Civil Defenses
Hurricane preparedness booklet and the ADRC's Person Centered
Preparedness workbook.
Focus to support the enhancement and maintenance of cognitive and social
skills and connections through technology was a priority. The ADRC
collaborated with digital readiness programs and resources and hosted
computer-training workshops where over 50 participants received hands on
computer training and received a free laptop.
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.
Presentations were given to community entities who assist connecting
Kupuna to our services such as Hawaii Care Choices,Kona Hospice,Hilo
Medical Center, Kona Hospital Social Work Department,Hilo Dialysis
Center, Senior Housing Management teams and several churches around
Hawaii Island. The presentations provided information on ADRC services
and referral processes. ADRC was updated on services provided by the
Final Status Report on Program Objectives for FY 2022-23 2
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partnering entities. ADRC is an active member of the Community Action
Network and attends quarterly meetings to continue to provide and receive
ongoing connection with entities serving similar populations.
The ADRC hosted 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 were over 20
collaborative organizations participating in these sessions monthly.
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 continued to follow state and federal guidelines to maintain fully
functional status of the Hawaii Island ADRC. The ADRC updated its policy
and procedure manual to ensure the practices are in line with "Fully
functioning status" requirements. The ADRC provided the information to
the State Executive Office on Aging as part of the annual monitoring review
process.
Part of being a Fully Functional ADRC requires satisfaction surveys be
mailed to recipients of ADRC's services monthly. The annual survey results
for FY 2022-23 showed:
• Of the recipients receiving the survey, 89% indicated aging specialists
were knowledgeable about services and resources to assist with their
needs.
• Of the recipients receiving the survey, 83% indicated aging specialist
actively listened, understood, and responded to their needs.
• Of the recipients receiving the survey, 81% indicated the aging specialist
explained things in a way they could understand.
• Of the recipients receiving the survey, 89% indicated the aging specialist
connected them with beneficial resources and services.
• Recipients screened and deemed eligible for Long-term Services and
Supports (LTSS) services were referred to HCOA case management.
Eligible recipients were enrolled for LTSS under the Kupuna Care (KC)
and/or the Family Caregiver Support Program (FCSP).
Final Status Report on Program Objectives for FY 2022-23 3
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• 3.2: Promote community awareness of the ADRC services and supports that are
currently available.
Efforts continued through the ADRC to create and maintain community
awareness of the ADRC. The ADRC participated in TV commercials
showcasing topics for seniors,ADRC participated in community events to
promote an understanding of our programs, and the ADRC connected with
senior programs all across the island such as the Hawai`i County Nutrition
program and Parks and Recreation Senior Clubs.
In addition,the ADRC maintained the distribution of the quarterly Silver
Bulletin Newsletter. The Silver Bulletin had a quarterly distribution of 2,800
through mail or online receipt. Over 11,000 newsletters were distributed
during FY 2022-23. The newsletter highlighted HCOA and ADRC services
as well as promoted awareness on a variety of topics benefiting targeted
populations. The ADRC continued 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.
An estimated 1,500 resource Directories are distributed annually.
• 3.3: Provide relevant person-centered information, assistance,referrals, and
options counseling to consumers requesting services through the ADRC.
CATEGORY 07/01/2022—06/30/2023
Legal Aid Referrals 579
Kupuna Care Referrals 310
Option Counseling 787
Recorded Calls 9,390
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.
HCOA contracted case management provided 178 caregiver respite services
through the Family Support Caregiver Services program (FCSP).
Final Status Report on Program Objectives for FY 2022-23 4
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Case Management: 472 consumers received case management services
during the service period of 7/1/2022-6/30/2023. This accounted for 86% of
projected goal of 550 FY 2022-23. Case managers ordered 20,479 units of
HCBS services. See chart below:
11ndupheated#'Served .. .. Service, i4 o u ts, t 1, `
�79 Personal Care 7,132
162 Homemaker 10,541
11 Chore 181
14 Adult Day Care 1,542
31 Assisted Transportation 1,057
1 Attendant Care 26
• 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 FY 2022-23,HCOA implemented three new caregiver contracts.
HCOA reports 53 qualified family caregivers received over 222 units of
caregiver Training and 153 hours of counseling services from a certified
MSW and a licensed clinical Social Worker. Finally, seven information
sessions provided Caregiver information and services offered by HCOA and
Hawaii Island Adult Day Care to over 1,433 individuals.
• 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 continued to maintain our disaster awareness tree.
Discussions or concerns at contract monitoring sessions include disaster
Final Status Report on Program Objectives for FY 2022-23 5
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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
Final Status Report on Program Objectives for FY 2022-23 6
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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 with Disabilities functions at the discretion of the Mayor.
In April of FY 2022-23,the Mayor re-convened the Committee On People With
Disabilities (MCOPWD). The MCOWPD met twice on the following dates: May 31,
2023, and June 19,2023. The first two meetings focused on organization and
structure, providing orientation, and educating the committee on their role and
function as an advisory committee to the Mayor. Corporation Counsel has been very
instrumental in assisting in the re-convening of the committee.
Final Status Report on Program Objectives for FY 2022-23 7
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CML DEFENSE A
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
1. Review and update the Hawai`i County Civil Defense Plans.
In Progress; 25% complete. The Tsunami Response Plan was in the final draft.
Tabletop exercise and functional exercise are scheduled for later this fiscal year.
The Integrated Preparedness Plan (IPP)was completed and has been submitted to
the Hawaii Emergency Management Agency.
2. Assist County organizations in revising their Continuity of Operations Plans (COOP).
In Progress; 25% complete. Two staff have completed COOP training. Revision of
the current plan is underway. Departmental assistance is scheduled to begin in
January 2024.
3. Reinvigorate community engagement through the Project 360 program. The intent is to
create resilient communities through individual preparedness and where practical•a
community response plan.
In Progress; 50% complete. Training sessions for coach/facilitator were ongoing in
an effort to expand the ability to provide CERT certification. Approximately 100
CERT members have been recertified or been certified to date this fiscal year.
4. Provide Public Information and Warning:
a. Provide public information through the mass notification system using cell phone,
email, social media, and commercial radio stations.
In Progress; 75% complete. The final option year for the Everbridge mass
notification contract was initiated in September 2023. Request for proposals
for the next mass notification contract is scheduled for January 2024.
b. Provide warning for emergency situations via the Integrated Public Alert&Warning
System(IPAWS).
Completed; 100% complete. The IPAWS system was contracted through the
Hawaii Emergency Management Agency. Staff maintained proficiency in the
system through monthly familiarization. The system was tested nationwide on
October 4,2023.
Six Month Progess Report on Program Objectives for FY 2023-24 1
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
c. Provide interactive maps identifying hazard areas and emphasizing preparation
actions using ArcGIS platforms Civil Defense information web pages.
In Progress; 75% complete. The map is operational and resides on the Civil
Defense webpage. Updating the map on a continuous basis is not done as the
Civil Defense Agency is not a twenty-four hour-a-day operation.
5. Execute the Integrated Preparedness Program to develop capabilities and to achieve staff
qualification requirements:
a. 100% of current and new staff complete basic Incident Command System (ICS)
classes via independent study: ICS 100, ICS 200, ICS 300, ICS 400, ICS 700, ICS
800, ICS 2200, and ICS 2901.
In Progress; 90% complete. All current staff that require certification have
completed this training requirement. Two new staff members have not
completed the training.
b. 100% of current staff complete the Emergency Management Institute's Profession
Development series via independent study: IS 120c, IS 230e, IS 235c, IS 240c, IS
241c, IS 242c, and IS 244b.
In Progress; 90% complete. All current staff that require certification have
completed this training requirement. Two new staff members have not
completed the training.
c. Complete Emergency Management Assistant Compact(EMAC) Incident Command
System certification plan.
In Progress; 25% complete. The initial Qualifications Review Board (QRB) has
been rescheduled for October 2024. This will be a historic records QRB as staff
have not had the opportunity to complete position task books. Staff are
currently working on their historical record to submit to the QRB.
6. Maintaining County of Hawai`i Land Mobile Radio (LMR) wireless network
infrastructure:
a. Conduct maintenance inspection of infrastructure at seven LMR sites.
In Progress; 25% complete. The invitation for bid (IFB) process was
completed, but the bids were all significantly above the money budgeted for the
process. The Radio Systems Manager is currently reworking the scope of work
to reissue the IFB.
Six Month Progress Report on Program Objectives for FY 2023-24 2
CIVIL DEFENSE AGENCY
CIVIL DEFENSE -
b. Facilitate quarterly patching of LMR radio systems.
In Progress; 50% complete. The LMR system was up to date on patches.
c. Replace one LMR site air conditioning system.
In Progress; 25% complete. Began assessing the LMR site with the HVAC
system most in-need of replacement.
d. Replace South Point LMR site equipment shed.
In Progress; 10% complete. Capital Improvement Plan money was allocated.
Currently in Department of Public Works project queue.
7. Continue to administer the Department of Homeland Security Grant Program for the
County of Hawai`i as administered by the Hawai`i Emergency Management Agency and
the State Department of Defense:
a. Complete quarterly, close-out, and end-of-year reports.
In Progress; 50% complete. The quarterly report for the period of July to
September 2023 has been completed. The FY 2022-23 Grant Agreement
Articles and Special Conditions was currently active as of October 6,2023. The
FY 2019-20 Grant is due to close on August 31,2024. The FY 2020-21 Grant
due date has been extended an additional year and is due to close on August 31,
2025.
b. Close-out one HSGP account
Completed; 100% complete. Closed the FY 2018-19 HSGP Grant.
Six Month Progress Report on Program Objectives for FY 2023-24 3
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CIVIL DEFENSE AGENCY
CIVIL DEFENSE
1. Review and update the Hawai`i County Emergency Operations Plan.
Completed. The Comprehensive Emergency Management Plan which replaces
the Emergency Operations Plan is complete.
2. Assist County organizations in revising their Continuity of Operations Plans (COOP). -
In Progress; 25% complete. Two staff members completed training. The Civil
Defense Agency's plan is scheduled for completion in December 2023. Staff will
begin assisting departments in revising their COOP plans beginning January
2024.
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; 75% complete. As of July 1,2022, Hawaii County had just over
100 active CERT members on 13 CERT teams. HCCDA activated CERT teams
twice this year. Once for the Mauna Loa eruption and the other to conduct
damage assessments after the Kona Low severe weather in December 2022.
CERT also participated in 13 community outreach/engagement actions to
educate communities on general preparedness and Mauna Loa. CERT also held.
nine training events to certify trainers/coaches and to train new CERT members.
4. Provide Public Information and Warning:
a. Mass notification for non-emergency all-hazards incidents via mass notification
system and commercial radio.
Completed; 100% complete. The contract for Everbridge mass notification
system is complete. The system is fully operational. The Civil Defense Agency
sent messages for 130 separate incidents ranging from arterial road closures to
the Mauna Loa eruption.
Final Status 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 delayed due to other operations at the
Hawaii Emergency Management Agency. All Staff have completed the
prerequisite IPAWS training.
c. Social media platforms such as Facebook and Twitter.
Completed; 100% complete. All emergency messaging via the mass notification
system is linked to the Hawai`i 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; 90% 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.
Completed. All Administrative and Staff Officers have completed ICS training
requirements and the state's requirement to complete the Emergency
Management Institute's Professional Development Series.
Final Status 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; 50% complete. The Incident Action Plan is now a standard part of
EOC operations. Staff qualifications are scheduled for review by the
Qualifications Review Board in October 2024.
d. Conduct and facilitate preliminary damage assessments during emergencies and
disasters.
Complete. The damage assessment process continues to be refined as it is
deployed to assess damage following incidents such as the Kona Low storms
that impacted Hawaii Island in December 2022 and February 2023.
e. Inventory and track all local (Hawai`i Island) disaster response resources.
In Progress; 80% complete. The Salamander system continues to be used to
track response personnel during declared emergencies. Civil Defense and
Parks & Recreation staff and CERT members are trained to operate the
system. All resources under Civil Defense control are loaded into the system.
Resource lists from other departments involved in emergency response have
been requested.
6. Maintaining County of Hawaii Land Mobile Radio (LMR)wireless network
infrastructure.
In Progress; 75% complete. Civil Defense continues to improve the reliability of
the LMR system through the replacement of a solar array and battery system to
the Iolehaehae LMR site. 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.
Both the rebuild of the Puna Geothermal Venture LMR site and the tower
remediation project are funded and awaiting contracts.
Final Status Report on Program Objectives for FY 2022-23 3
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
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; 95% complete. Civil Defense has reoccupied the Hilo EOC at 920
Ululani Street. The Keaukaha Military Reservation (KMR) and Aunty Sally's
Lu'au Hale have been returned to their owners. The new VOIP telephone system
is scheduled to be installed in January 2024.
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.
Completed. The Integrated Preparedness Plan has been completed and
submitted to the Hawaii Emergency Management Agency. Civil Defense staff
are in the process of completing the training requirements for incident
command system staff positions.
Final Status Report on Program Objectives for FY 2022-23 4
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.
During the subject period,Litigators attended the following trainings:
• International Municipal Lawyers Association ("IMLA"),Virtual Section
1983 Program
• IMLA Code Enforcement
• Using Admissions, Production, and Interrogatories to Win Critical Cases •
• Procurement Series Training—Part 2—Basics of Procurement/Procurement
101
• Westlaw Precision with Generative AI, 11/30/23
2. Hold at least monthly litigation meetings to review the status of cases, hear concerns
and provide training and guidance.
Monthly Litigators' meetings were held to discuss new cases, case updates and
litigation topics including motions for judgment on the pleadings, requests for
admissions,handcuffing, case strategies, conflicts of interest and joint
representation.
3. Responsibly monitor pending lawsuits by recommending settlement only when
quantifiable justifications exist. •
a. Implement system of early case assessment.
Case reviews were regularly conducted to assess newly acquired facts and
evidence and whether recent developments warranted settlement
consideration.
b. Convene settlement assessment meetings.
The Litigators convened to assess settlement options and requests for
authority in two cases where settlement values exceeded $100,000.00.
Six Month Progress Report on Program Objectives for FY 2023-24 1
CORPORATION COUNSEL
LITIGATION DIVISION
4. Highlight litigation division successes and achievements.
• Lerette et aL v. COH et aL, CV 20-00202: Judge Otake granted County
Defendants' motion for summary judgment, thereby dismissing federal court
excessive force lawsuit brought by family members of a deceased individual
against the County and three police officers;
• Waipio Ohana Corp. dba Waipio Valley Shuttle v. Mitchell D. Roth et aL,
3CCV-23-0000056: Judge Kubota granted County Defendants' motion to
dismiss,thereby dismissing company's takings claim;
•
• White v. County of Hawai`i et al.,21-00264 JMS-RT: Judge Seabright
granted County Defendants' motion for summary judgment, dismissing all of
plaintiff's civil rights claims;
• Quilter v. Betts et al,23-00170 HG-KJM: Judge Gillmor dismissed all claims
against the Police Chief and a police officer relating to officer's removal of
minor children from parental custody following competing allegations of
abuse;
• Thunderfoot v. United States et al.,23-00006 JMS-KJM: Judge Seabright
granted the County Defendants' motion to dismiss.
Six Month Progress Report on Program Objectives for FY 2023-24 2
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.
Nine deputies attended a total of 49 trainings during the period of July 01,2023
through December 31,2023.
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.
848 documents were reviewed, of which 97.80%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.
916 requests to review and comment on documents were received, of which
65.10% of them were completed within 21 business days.
4. Drafting documents and legislation. The Division will draft documents and
legislation at the request of its County clients in a prompt manner. To the extent
possible, 75% of requests shall be completed within 21 business days.
Forty-one documents were drafted, of which 61.00% 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.
239 legal opinions were prepared, of which 59.00% were completed within 21
business days.
Six Month Progress Report on Program Objectives for FY 2023-24 3
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 213 long term projects, of which 0.00% were completed within the
time frame and 193 miscellaneous projects, of which 65.30% 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.
During this time period, deputies conducted 27 trainings, attended by 231
persons.
8. Risk Management/Mitigation. The Division will continue to work with their
respective clients in risk management activities, in conjunction with the County's
Risk Manager.
C&D Attorneys continue to work with their clients in risk management
activities, in conjunction with the County's Risk Manager. A notable area has
been in the identification of risk exposure in contracts. Consultation with the
County's Risk Manager has enabled departments to appropriately identify their
risk exposure which has been beneficial in negotiating appropriate clauses in
contracts, based on actuarial data. This is especially important due to the
County's self-insured status.
Six Month Progress Report on Program Objectives for FY 2023-24 4
CORPORATION COUNSEL
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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 01,2023 to December 31, 2023, the Board received two
new petitions and three informal advisory opinion requests. In this time period,
the following have occurred:
• Two petitions were pending decisions which were received during the period
of July 01,2023 to December 31,2023.
• Decisions were rendered on two informal advisory opinions, received during
the period of July 01,2023 to December 31,2023.
• One request for informal advisory opinion,which was received during the
period of July 01,2023 to December 31,2023 was withdrawn.
• A decision was rendered in two informal advisory opinions that were
received during the period of January 01,2023 to June 30,2023.
• There were no investigations or investigative hearings held during this
period.
Six Month Progress.Report on Program Objectives for FY 2023-24 5
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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.
Active Hawaii attorneys must complete at least three credit hours of Continuing
Legal Education (CLE) during each annual reporting period in order to
maintain their licenses. Each litigator met their requirement by self-selecting
their area of interest and need. Litigators receive information on high quality
training programs and are encouraged to attend. The increased training budget
allowed one litigator to participate in the National Institute for Trial Advocacy's
intensive Trial Skills program on the mainland.
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 to discuss cases of interest,proposed
settlements to County Council, practice tips, litigation strategies and other
matters of interest.
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.
The Litigation Division has had a solid calendaring system in place for a number
of years. It also responsibly evaluates cases for settlement. If County Council
approval is required to settle cases, deputies prepare detailed reports and
recommendations upon which the Council may evaluate and either approve or
disapprove proposed settlements. A similar process is followed for lawsuits
involving the County's Department of Water Supply and the Water Board.
County Council approval was sought and obtained in seven cases during FY
2022-23,but settlements in two have not been reached to date. Water Board
approval was sought and obtained in one case during FY 2022-23.
The Litigation Division managed an average of 269 cases throughout FY 2022-
23.
Final Status Report on Program Objectives for FY 2022-23 1
CORPORATION COUNSEL
4.7
LITIGATION DIVISION
4. Highlight litigation division successes and achievements.
Here are some of the successes the Litigation Division's achieved in FY 2022-23:
• Obtained Supreme Court of Hawaii opinion affirming the presence of HPD
and MPD police officers on Hawaii Island to support HCPD's TMT-related
operations, at the request and under the supervision of the Chief of the
HCPD,was a valid exercise of police power under Hawaii County Charter,
HRS ch. 52 and.HRS sec. 78-27;
• Obtained Ninth Circuit's affirmance of dismissal in two civil rights cases;
• Obtainied a finding of no liability for the County in personal injury action at
Richardson Park;
• Defeated Petition for an Injunction against a police officer which would have
greatly impacted his ability to perform official duties.
Final Status Report on Program Objectives for FY 2022-23 2
CORPORATION COUNSEL
COUNSELING & DRAFTING WDIVISION
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 met their requirements
by self-selecting areas of interest and need. The office is a member of the
International Municipal Lawyers Association that provides relevant CLE
opportunities throughout the year. Eighteen deputies attended a total of 107
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.
2,402 documents were reviewed, of which 97.70%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.
1,410 requests to review and comment on documents were received, of which
78.20% 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.
120 documents were drafted, of which 72.50% 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.
553 legal opinions were prepared, of which 84.40% were completed within 21
business days.
Final Status Report on Program Objectives for FY 2022-23 3
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 547 long term projects, of which 2.20%were completed within the
time frame and 311 miscellaneous projects, of which 83.30%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.
Counseling&Drafting attorneys provided training to 726 County officers,
employees, officials and members of board 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 2022-23 4
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 01,2022 to June 30,2023, the Board received nine new
petitions and eight 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 01,2022 to June 30,2023.
• Decisions were rendered on five informal advisory opinions which were
received during the period July 01,2022 to June 30,2023.
• One petition received during the period July 01,2022 to June 30,2023 will be
• reviewed during the next period.
• One informal advisory opinion request during the period July 01,2022 to
June 30,2023 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.
• One petition was withdrawn during the period July 01,2022 to June 30,
2023.
• Two requests for informal advisory opinions were withdrawn during the
period July 01,2022 to June 30, 2023.
• There were no investigations or investigative hearings held during this
period.
Final Status Report on Program Objectives for FY 2022-23 5
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COUNTY AIlJIII`I`QR
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 initiated a Request for Proposal(RFP) to
conduct audits of accounts and other evidence of the County of Hawai`i's
financial transactions for Fiscal Years 2024 -2028. A vendor has been identified
pending the execution of a contract.
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, 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 continued to meet this program metric
through ongoing activities. Our office was engaged with the following
departments:
• Hawai`i County Police Department—Community Service Expectations,Mental
Health Support, and Training Programs.
• Department of Public Works Highways Division—Bridges and Culverts.
• Department of Environmental Management—Abandoned Vehicles.
• Department of Public Works—Building Permits Process.
To further improve government accountability and ensure audit recommendations
•
are implemented or resolved,we 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.
Six Month Progress Report on Program Objectives for FY 2023-24 1
y,.
COUNTY AUDITOR
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 monitored the contract with its independent external auditor,P&M
Holding Group LLP dba Plante & Moran,PLLC.
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 conducted an unannounced cash count at the Transient
Accommodations Tax Division Office on September 20,2023.
The office began conducting compliance evaluations of 207 grant-in-aid
programs for Fiscal Year 2022-2023.
OCA participated in a peer review team for San Jose, CA, in October 2023,
fulfilling OCA's ALGA Peer Review reciprocation requirements.
Six Month Progress Report on Program Objectives for FY 2023-24 2
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. Utilizing
Professional Services on contract(C.011023) P&M Holding Group,LLP,Plante
& Moran PLLC is contracted with the County of Hawaii to conduct the Annual
Comprehensive and Single Audit for one year via direct negotiation after RFP
3544 did not yield an interested party. The contractual obligation for these
services anticipates three programs, although additional programs may be
required to be reviewed.
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 June 30,2023, 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 meeting this program metric
through 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
• Office of Housing and Community Development—Affordable Housing
Credits—Audit Report No. 2023-01 February 1,2023
Final Status Report on Program Objectives for FY 2022-23 1
COUNTY AUDITOR
COUNTY AUDITOR
• Department of Information Technology—Help Desk and Help Desk Work
Orders—Audit Report No. 2023-02 May 1,2023
• Department of Public Works—Construction Contracts, Change Orders and
Supplemental Agreements—Report No. 2023-03 June 30,2023
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 conducts performance audits commensurate with its annual audit
plans.
The office monitors contract (C.011023)with its independent external auditor,
Plante & Moran,PLLC,to conduct mandatory financial audits.
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 completed this objective by conducting a professional non-audit
service, monitoring Purchasing Card (pCard)transactions, and transmitting
results to department heads, administration, and the Council on or around May
2,2023.
The office completed this objective by conducting a professional non-audit
service,monitoring inventory transactions, and transmitting results to
department heads, administration, and the Council on or around June 23,2023
The office conducted unannounced cash counts at the following locations:
• Hilo Municipal Golf Course 03-29-23
• Dept. of Liquor Control 03-30-23
• Kona Vehicle Registration Licensing 03-31-23
•
Final Status Report on Program Objectives for FY 2022-23 2
COUNTY AUDITOR
COUNTY AUDITOR
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. After completing the investigation,the county auditor may provide
findings and recommendations to the appropriate county official or officials.
The Office of the County Auditor continues to meet 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
Hawai`i County citizens.
As of the end of the reporting period, OCA has fielded 41 complaints.
Jurisdictional: 22
Non-Jurisdiction: 19
To further improve government accountability, OCA maintains a Whistleblower
Dashboard. Results are periodically updated and can be found at:
https://www.hawaiicounty.Gov/our-county/legislative/office-of-the-county-
auditor/inquiry-and-complaint/statistics
Dispositions include:
• Assisted: 6
• County,but not fraud,waste, or abuse: 8
• Declined: 2
• In process: 1
• Conducted Whistleblower Investigation: 1
• Memo issued to department head and those charged with governance: 6
• Referred to the department for internal investigation: 2
• Unsubstantiated: 11
• Unrelated to the County: 4 (Included in non-jurisdiction count)
Final Status Report on Program Objectives for FY 2022-23 3
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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 12 Council meetings and 57 Committee
meetings.
2. Make available online each item received for consideration by the Council or its
Committees within a reasonable length of time.
In the first half of the fiscal year, 92 bills and 221 resolutions were made
available online.
3. Facilitate technical services to allow more flexibility for officials and members of the
public to participate in Council and Committee meetings.
Courtesy sites were available in Kona,Kohala, and Pahoa, allowing for in-
person testimony. Videoconferencing was also available for remote testimony
and for officials required to participate in the meetings who were not able to
attend in person.
4. Provide final votes of Council and Committee agenda items and make video archives
of Council and Committee meetings available online within a reasonable time after
the meetings.
Final votes on Council and Committee agenda items were provided within two
days after the meetings.
5. Process and prepare adopted resolutions and ordinances for distribution to affected
parties within the timeframe provided in the Council Rules of Procedure and
Organization.
Council services processed and distributed 188 adopted resolutions and 50
ordinances within the timeframe specified in the Council Rules of Procedure and
Organization.
Six Month Progress Report on Program Objectives for FY 2023-24 1
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
6. Prepare Council and Committee meeting transcripts within the timeframe required by
law.
Council Services completed minutes for ten Council meetings and 48 Committee
meetings within the timeframe required by Hawaii Revised Statutes §92-7.
7. Conduct requests for current and historic records in compliance with OIP, UIPA, and
FOIA timeframe and requirements.
Fulfilled ten requests in compliance with OIP,UIPA, and FOIA timeframe and
requirements.
Support Services Division
1. Process all documents submitted by departments for reproduction within two business days,
unless the job requested is extremely large.
Support Services reproduced 727,345 black and white copies and 145,680 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 135,867 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 2024-25 will begin in March,the second half of this
fiscal year. The Operating and Capital Budgets cannot be amended until May.
2. Complete review of non-complex bills, resolutions, and amendments initiated by a
Council Member for proper form within two weeks of receipt. Complex bills or
resolutions may require a longer review period.
LRB reviewed 23 bills, 158 resolutions, and 99 proposed amendments to
legislation on Committee and Council agendas. All reviews were completed in a
timely manner based on the content and complexity of the legislation.
•
Six Month Progress Report on Program Objectives for FY 2023-24 2
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
3. Provide research assistance to the Clerk and Council, as requested and time
permitting, relating to substantive as well as procedural matters.
LRB assisted with the Clerk-Council's section of the County's Annual Report for
FY 2022-23 and the Final Status Report on Program Objectives for FY 2022-23.
LRB is currently working on the Six-Month Progress Report on Program "
Objectives for FY 2023-24,which is due in the second half of this fiscal year.
4. Provide support to the administration, as requested and time permitting,with drafting,
analysis, and research assistance.
LRB assisted the administration with review and completion of one amendment
to the County Code relating to traffic schedules.
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 seven times on the Council-Clerk's
website. Supplement 14 was published and distributed in July 2023 and
included all ordinances that took effect through June 30,2023. Supplement 15
will be published and distributed in January 2024,which will include ordinances
that took effect through December 31,2023.
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.
There were no revisions to the Council Rules of Procedure and Organization in
the first half of this fiscal year. Elections will take place next fiscal year, so there
were no revisions to the Hawaii County Charter.
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.
This does not apply to the first half of this fiscal year as 2023 is a non-election
year.
Six Month Progress Report on Program Objectives for FY 2023-24 3
COUNTY COUNCIL/CLERK
COUNCIL/CLERK � _.�-�✓�-_________"__ _�..
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 and amendments.
There were no training sessions conducted in the first half of this fiscal year.
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.
LRB printed 85 copies of the informational brochure, Your County Government,
for the Office of the County Clerk and the administration.
•
Six Month Progress Report on Program Objectives for FY 2023-24 4
COUNTY COUNCIL/CLERK
ELECTIONS
1. Establish additional drop box locations for the 2024 Elections.
(
The Elections Division has located a potential site for a new drop box in the
Kea'au area.
2. Provide voter education to all public and private high schools around the County.
The Elections Division has conducted one voter education presentation and will
continue to do so in the second half of the fiscal year.
3. Provide testimony on election related bills during the legislative session.
The State Legislative Session begins in January 2024. Testimony will be
submitted in the second half of the fiscal year.
4. Implement a ballot curing platform for the 2024 Elections.
The Elections Division will implement a ballot curing platform in the second half
of the fiscal year.
Six Month Progress Report on Program Objectives for FY 2023-24 5
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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 27 Council meetings and 106 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,Kohala, and Pahoa, 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.
During the fiscal year, 116 bills and 373 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.
Final Status 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.
Completed minutes for 26 Council meetings and 101 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.
Processed 373 adopted resolutions and 116 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.
Currently in the process of implementing a 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 2,123,672 black and white copies and 354,761 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 292,231 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 29 budget amendments and the preparation of Drafts 3 and 4 of
the Operating Budget and Capital Budget within established deadlines.
Final Status Report on Program Objectives for FY 2022-23 2
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
2. Complete review of noncomplex 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 51 bills,267 resolutions, and 165 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.
Completed seven miscellaneous assignments/reviews and four legislative
research assignments.
4. Provide support to the administration, as requested and time permitting, with drafting,
analysis, and research assistance.
Assisted with the drafting of complex legislation to amend Chapters 2 and 4
relating to the creation of an Animal Control and Protection Agency, amend
Chapter 7 relating to Disaster and Emergency Management, amend Chapter 14
to create a new article relating to Licenses to Carry Concealed and Unconcealed
Firearms, and create a new Chapter 17 relating to Fire.
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 seven times on the Council-Clerk's
website to include 38 ordinances that passed during the fiscal year. Supplement 12
of the County Code was published, distributed, and placed online in August 2022
and Supplement 13 in March 2023.
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 the new Council Rules of
Procedure and Organization of the Council for Council term 2022-2024 as well as
the revised Hawaii County Charter that incorporates three amendments that
were approved by the voters in the General Election on November 8,2022.
Final Status 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 proposals were approved by
the voters on November 8,2022. LRB updated the Hawaii County Charter to
include the amendments that passed, uploaded the 2022 Edition to the Council-
Clerk's website, and printed 270 copies for distribution.
8. Monitor the State Legislative Session, compile an extensive list of bills that are of
significant interest to the County, and provide daily reports to the Council on all activity
for those bills throughout the legislative session.
Monitored the 32nd State Legislative Session by compiling an extensive list of
179 bills of significant interest to the County and provided daily reports to the
Council on legislative activity for those bills throughout the Legislative Session,
which included (1) sending 77 email notices on hearings and status updates for
senate bills and 76 emails for house bills, (2) sending 14 emails to provide
summary spreadsheets on all bills being tracked as well as helpful information
from the State's Public Access Room, and (3) providing a final closing report at
the end of the Legislative Session.
9. Conduct training classes for Council district staff on legislative drafting and budget
procedures/amendments.
Conducted 14 training sessions on legislative drafting and five training sessions
on budget process and amendments.
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 sessions. 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 were printed and distributed during the fiscal year.
Final Status 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.
Testimony on election related bills were submitted during the 2023 Legislative
Session.
Final Status Report on Program Objectives for FY 2022-23 5
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COUNTY PHYSICIANS
COUNTY PHYSICIANS
COUNTY PHYSICIANS
1. Continue to serve the County diligently as in the past.
Continued to serve the County diligently as in the past. Responded 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 2023-24 1
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COUNTY PHYSICIANS
COUNTY PHYSICIANS
1. Continue to serve the County diligently as in the past.
Continued to serve the County diligently as in the past. Responded 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 2022-23 1
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ELDERLY ACTIVITIES
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
The CSE staff will promote maximum independence, optimum health,personal dignity
and self-enrichment by:
1. Providing information and assistance services to 3,500 older adults.
CSE provided information and assistance services to 3,171 seniors.
2. Providing outreach services to 900 adults.
CSE provided outreach services to 574 seniors.
3. Providing transportation services to 1,000 older adults and accomplishing 34,000 trips
annually.
CSE provided transportation to 911 seniors and accomplished 18,482 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 27 disabled individuals under 60 years
of age and accomplished 421 trips.
5. Providing and completing 3,500 referrals.
CSE provided and completed 1,740 referrals.
6. Providing individuals with disabilities/older adults with 3,000 hours of chore services
annually.
CSE provided 1,191 chore hours.
Six Month Progress Report on Program Objectives for FY 2023-24 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.
RSVP registered 958 volunteers.
2. Assist significantly in meeting community needs by providing 100,000 hours of
volunteer service.
RSVP volunteers provided 27,061 hours of volunteer service.
3. Facilitate volunteer services through 150 volunteer stations.
RSVP facilitated volunteer services through 179 volunteer stations.
4. Provide 55 volunteers to assist in Food Basket Distribution.
RSVP provided 43 volunteers to assist in Food Distribution.
5. Provide 25 volunteers to assist in Hawai`i County Nutrition Meals—On-Wheels
Program.
Seven RSVP volunteers assisted in Hawaii County Nutrition Meals-On-Wheels
program.
6. Provide 20 volunteers to assist in AARP's Tax Preparation Program.
No RSVP volunteers assisted in AARP's Tax Preparation Program. Program to
start in third quarter.
7. Provide 900 volunteers in other community priorities.
RSVP 908 volunteers assigned in other community priorities.
Six Month Progress Report on Program Objectives for FY 2023-24 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.
Provided 18,242 nutritious meals (30% of objective) to 503 older individuals, aged
60 and older(56% of objective).
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.
Delivered 39,826 nutritious meals (66% of objective) to 461 frail homebound older
individuals, aged 60 and older(154% of objective).
Six Month Progress Report on Program Objectives for FY 2023-24 3
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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 5,603 seniors.
2. Providing Outreach Services to 500 adults.
CSE provided outreach services to 1,070 seniors.
3. Providing Transportation Services to 800 older adults and accomplishing 25,000 trips
annually.
CSE provided transportation services to 1,146 seniors and accomplished 33,515
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 58 disabled individuals under 60 years
of age and accomplished 1,048 trips.
5. Providing and completing 3,500 referrals.
CSE provided and completed 3,501 referrals.
6. Providing individuals with disabilities/older adults with 5,000 hours of chore services
annually.
CSE provided 2,615 chore hours.
Final Status 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) had 962 registered
volunteers.
2. Assist significantly in meeting community needs by providing 100,000 hours of
volunteer service.
RSVP volunteers provided 61,364 hours of volunteer service.
3. Facilitate volunteer services through 150 volunteer stations.
The RSVP facilitated volunteer services through 208 volunteer stations.
4. Provide 55 volunteers to assist in Food Basket Distribution.
Sixty 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.
Twenty-five volunteers assisted in the AARP Tax Preparation Program. This
program will begin in the third quarter.
7. Provide 900 volunteers in other community priorities.
870 RSVP volunteers were assigned in other community priorities.
Final Status 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 32,261 meals to 580 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 69,450 meals to 444 frail homebound older individuals, aged 60 and older.
Final Status Report on Program Objectives for FY 2022-23 3
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ENVIRONMENTAL
MANAGEMENT
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
1. Establish sewer fee rates at a level to cover expenses of operations, maintenance,
repairs, and replacements.
The current Sewer fee rates were established under Ordinance 19-21 which set
forth five annual increases with the last one going into effect on April 1,2023.
The current fees are not expected to cover all planned expenses of operations,
repairs and maintenance, additional increases will be needed in future years. A
new wastewater rate study began in July 2023 to evaluate the sewer rates that
would be needed to cover the costs.
2. Maintain vehicle disposal fee system to assure financial self-sufficiency for the
Vehicle Disposal program.
The Vehicle Disposal Fund and the fees collected with the annual registration of
vehicles are projected to be sufficient to maintain current operating expenses for
FY 2023-24.
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 increased by 2%,
going from 54 days in FY 2022-23 to 55 days. The percentage of balances over
90 days past due has decreased by 7%, going from 30% in FY 2022-23 to 28%.
Ordinance No. 14-136 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 2023-24 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 by
6%, going from 32 days in FY 2022-23 to 30 days. The percentage of balances
over 90 days past due has remained at 2% from FY 2022-23. We have received
judgments from lawsuits initiated by the Office of the Corporation Counsel.
Delinquent customers are being denied access to the landfills. 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 2023-24 2
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION �. ._
1. Establish sewer fee rates at a level to cover expenses of operations, maintenance,
repairs and replacements.
New Sewer fee rates were established under Ordinance 19-21 which set forth five
annual increases with the first one going into effect on April 1,2019. The fifth
increase was implemented 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. A contract with a consultant
was executed to conduct a new wastewater rate study.
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 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 6%, going from 32% in FY 2021-22 to
30%. 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 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 remained at 32
days from FY 2021-22. The percentage of balances over 90 days past due has
decreased to 2% 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.
Final Status Report on Program Objectives for FY 2022-23 2
9
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.
Three 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 the first half of the fiscal
year.
3. Conduct informational sessions or distribute instructive materials to division
managers, supervisors and/or staff at least four times per year, covering new or
changing regulations, rules and procedures that affect employee relations or benefits.
Supervisory training and support materials were distributed to the division
managers monthly.
4. Refer procurement protests to Corporation Counsel within three working days of
receipt.
There were no protests filed during the first six months of the fiscal year.
Budget
1. Plan, direct and execute the formulation of the county's operating budget.
On September 18,2023,the Finance Department initiated the FY 2024-25
Budget season with a kickoff meeting/workshop. A Budget 101 class was held on
September 21,2023,via Zoom,to review the budget process. Budget review and
discussions with County Departments, Offices and Agencies were initiated in
December 2023.
Six Month Progress Report on Program Objectives for FY 2023-24 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 2023-24, the Office prepared 57 resolutions, 42 bills, two •
quarterly donation report letters and 92 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 18,2023,the kickoff meeting for the FY 2024-25 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 21,2023,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 2024-25 were prepared, advertised, and posted on the
county website. The deadline for FY 2024-25 grant applications is Wednesday,
January 31,2024. Applications will then be vetted and routed to the Council for
final action.
Six Month Progress Report on Program Objectives for FY 2023-24 2
o
FINANCE
ACCOUNTS
1. Close FY 2022-23 books and issue final June 30 Budget Status Report by October 15,
2023, and determine the General Fund's fund balance by September 30, 2023.
With three out of five vacancies in the GL section of the Accounts Division for
several months,it was difficult to close the books according to the above
timeline. The General Fund's fund balance was determined on November 17,
2023, and the final June 30 Budget Status Report was issued on December 12,
2023.
2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the
Government Finance Officers Association(GFOA) for the County's June 30, 2023
Annual Comprehensive Financial Report.
Certificate of Achievement was 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.
With the delays in closing the prior fiscal year, the Division was actively trying
to catch up with the FY 2023-24 closings but continued to suffer from vacancies
in the Division.
4. Support the FRESH(Financial and Resource Enterprise Software for Hawaii County)
system accounts payable, general ledger and payroll modules. This includes
maintaining and keeping abreast of changes to the current modules that Accounts is
responsible for, as well as, helping users and providing training when necessary.
Support was provided on a continuous basis.
5. Ensure that all claim payments made are proper and legal by pre-auditing 100% of
payment requests for accuracy and propriety, returning items that are not accurate or
proper to departments for correction.
100% of payment requests were preaudited.
Six Month Progress Report on Program Objectives for FY 2023-24 3
FINANCE
_ ._.�y_..ACCOUNTS��
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.
7. Pay vendors promptly by issuing all warrants for claims within seven working days of
the receipt of the invoice by Accounts Division.
All warrants for claims were issued within seven working days of the receipt of
the invoice.
8. Ensure that all employees receive the correct amount of pay and related benefits by
pre-auditing 100% of payroll claims for accuracy and compliance with legal and
contractual requirements and filing all required payroll tax forms and returns on time.
100% of payroll claims were preaudited and all required payroll tax forms and
returns were filed on time.
Six Month Progress Report on Program Objectives for FY 2023-24 4
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 and December 31,
2023; however,the Division assisted Property Management Division in
streamlining processes and utilized Eden to assist Corporate Counsel and Risk
Management with County vehicle inventory reporting.
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 and December 31,
2023.
Transient Accommodations Tax
1. Develop office procedures for reconciling payments and contacting and collecting on
delinquent taxpayers with the establishment of the Sturgis Payment Portal Backoffice
features.
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.
Procedures were also created to reconcile bank deposits to general ledger
accounts. The division is working with other County departments to establish its
delinquent payment collections procedures.
2. 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 2023-24 5
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, 2023.
The Annual Report to the Mayor for the year ending December 31 was
submitted on November 15,.2023, consisting of three properties on the 2023
Prioritized List.
2. Provide support and maintain public posting of meetings, forms, information,
financial reports, etc. on the county website for public documents.
The Property Management division continued to provide these services.
3. Identify and initiate negotiations on the purchase of the next property pursuant to
recommendations by PONC,the Mayor, and as authorized by the County Council.
The County completed three fee-simple acquisitions for the fiscal year ending
June 30, 2024. The fee-simple acquisitions were 1)Vipassana Hawaii LLC
property in Halelua,N. Kohala; 2) Fallon McKinley Family Trust property in
Keahou,N. Kona; and 3) Rapoza property in Keahou,N. Kona.
4. Provide support for PONC as they review, evaluate, and make recommendations to
the Director of Finance regarding applications for stewardship grants from the MNT
Fund.
The Property Management division continued to provide these services.
5. Provide support for grant awardees in the maintenance, stewardship, and management
of properties acquired by the fund.
The Property Management division made eight disbursements from the
Preservation Maintenance Fund to stewards totaling$183, 855.
6. Provide support for the land management and right-of way acquisition needs for all
County departments.
The Property Management division continued to work with various departments
to provide this service.
Six Month Progress Report on Program Objectives for FY 2023-24 6
FINANCE
PROPERTY MANAGEMENT
7. 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.
8. Dispose of surplus real property as requested by departments and authorized by the
Director of Finance.
There was no disposal of County owned properties during the first half of
FY 2023-24.
9. Dispose of used equipment or vehicles as requested by departments and authorized by
the Director of Finance.
No public auctions were held during the first half of FY 2023-24.
10. Maintain the Personal Use of vehicles as requested by departments and authorized by
the Director of Finance.
The Property Management division continued to provide this service.
11. Maintain the fixed assets of vehicles quarterly status reporting as requested by Risk
Management and County Corporation Counsel.
The Property Management division continued to provide this information as
required.
12. Maintain the fixed assets record system of County property and submit the annual
fixed asset report to the County Council.
The Property Management division maintained the Fixed Asset Detail report
using the County EDEN system throughout the fiscal year. The FY 2022-23
annual County of Hawaii Fixed Asset Detail Report was submitted to the
County Council on Monday,August 15,2023.
Six Month Progress Report on Program Objectives for FY 2023-24 7
FINANCE
PROPERTY MANAGEMENT
13. Hold at least one public auction for the disposal of useable surplus County owned
personal property.
No public auctions were held during first half of FY 2023-24 .
14. Maintain all public posting on public website or legal advertising relating to PONC
and other Property Management events.
The Property Management division continued to provide these services as it
relates to PONC.
Six Month Progress Report on Program Objectives for FY 2023-24 8
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.
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.
2. Conduct a minimum of three vendor outreach opportunities annually to promote
"doing business with the County" and to encourage competition for future
opportunities.
Conducted concession vendor outreach in December 2023; visited five different
vendors to share the County's bid participation process to encourage vendor
participation.
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.
Purchasing has been able to process 75% of requests within ten working days.
Purchasing has been utilizing more of the State Procurement Office Price and
Vendor List Contracts which allow for more streamlined processing of awards.
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.
5. Conduct a minimum of three internal procurement trainings annually with County
agencies to yield more effective procurement results.
Met with DEM on October 23,2024, to discuss the usage of State Procurement
Office(SPO) Price and Vendor List Contracts.
Procurement 101 and Purchasing Training with multiple Departments on
November 20th.
Six Month Progress Report on Program Objectives for FY 2023-24 9
FINANCE
REAL PROPERTY TAX
1. Attain sales assessment mean ratio+/- 10%from the 100% assessment and attain a
co-efficient of dispersion at+/- 15% of the mean ratio.
The assessment for the Tax Year 2024 is not yet complete.
2. Maintain an active educational and informational program on real property taxation:
a. Create two informational videos utilizing powtoons or similar
No work started.
b. Implement new owner notification mailing
No work started.
3. Initiate proceedings for two real property tax foreclosure sales to reduce the number
of delinquent accounts and dollar amount of delinquent taxes owed to the County.
Although no tax foreclosure sales occurred between July 1,2023 and December
31,2023 a tax sale was conducted in January 2024 with the next anticipated sale
scheduled for June 2024.
4. Mail 1,000 preliminary tax sale letters.
861 letters were sent in November for the January 2024 and June 2024 tax sales.
5. Close 1,000 delinquent accounts.
Unable to provide closed delinquent accounts at this time as RPT is heading into
the February 2024 tax bill collection deadline.
6. Attain processing of documents within four weeks of receipt from State of Hawai`i,
Bureau of Conveyances.
Processing of BOC documents remain at 10 -12 weeks delinquent. Contract
signed in January 2024 to work with abstracting program which will
automatically fill in the fields based on BOC recordings. The goal is to be at
four weeks by end of FY 2023-24.
Six Month Progress Report on Program Objectives for FY 2023-24 10
FINANCE
... ..._.w RISK MANAGEMENT
1. Continue to develop the Risk Management Division and respond to inquiries,requests
for assistance and consult.
The Division responded to inquiries made by internal and external parties
offering advice, information and/or recommendations on insurance and risk
concerns. Including affording consultation to departments regarding insurance,
claims, risk exposures, safety issues 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.
Risk Management continued to assist Departments and Divisions with risk
assessments, coverage analyses, and policy recommendations. Risk Reminders
were intermittently distributed to address identified areas of concern in
coordination with Health & Safety. Also, recommendations continued to be
made on contracts to ensure risk transfer as departments placed more focus on
contract reviews stemming from Corporation Counsel's guidance.
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 viable alternatives
to mitigate the County's financial exposure and/or costs through the purchase of
insurance (Based on 2023, potential to re-visit cost/benefit for excess liability and
perhaps also excess workers' compensation.) For lifeguard/water safety's general
liability coverage, professional liability coverage was added, effective July 1,2023.
And Cyber Risk Insurance quotes were obtained for consideration in light of both
risk exposure and improved premium pricing in the marketplace. For the property
insurance product, continued to refine the statement of values to meet growing
insurance underwriting scrutiny. An accurate statement of values would negate
disadvantageous property loss recovery scenarios. Especially should a margin clause
endorsement be applied limiting claim recovery value for the County.
Note: Potential re-visit in 2026 for excess liability and excess workers' compensation
& employers' liability will be assessed. Pursuit will be conditioned upon the
availability of both underwriting exposure data (e.g. Payroll by WC Class Code) and
loss payout data. Excess Liability insurance policies required ten (10)years of
historical loss data by policy year reflecting paid, reserved, and incurred losses to
Six Month Progress Report on Program Objectives for FY 2023-24 11
FINANCE
RISK MANAGEMENT
secure accurate quotes. Cost analysis of the County's historical self-insured payouts
remains an ongoing exercise.
4. Meet annually/semi-annually with Risk Management Committee to discuss activity
and current risk issues.
Preliminary planning initiated,with an alternative agenda to potentially bring in
third-party to address Risk Control and Claims Administration best practices.
Plans remain to include partnership with Health & Safety,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-HIOSH walkthrough
recommendations in conjunction with focus on safety trainings). RMC's post-
loss plans would be to facilitate enhanced claims management by improving 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 Health &Safety (H&S) met regularly. Ongoing focus of
establishing safety awareness attitude in the County while maintaining regular
safety trainings and planning to conduct mock-HIOSH walkthroughs. Ongoing
discussions included alternatives to be able to obtain a safety H&S Safety Budget
(i.e. In lieu 2023 plans to seek e.g. $50,000,to service County employees for
safety equipment and general safety items. With an intangible value of
heightening safety morale and reducing WC claim count (i.e. claims frequency).
Seeking alternative plans to seek a percentage (e.g. 10%) of WC claims cost
reduction.
Continued quarterly joint meetings of Risk Management,Health & Safety
(H&S),Workers' Compensation Division and Corporation Counsel. With an
underlying philosophy of breaking down silos to form a joint union of Risk
Management principles (i.e. risk, insurance, safety and claims). All to enhance
safety awareness county wide to mitigate loss frequency.
Six Month Progress Report on Program Objectives for FY 2023-24 12
FINANCE
... � .�... �.�_.. ...._._�...��� ._. TREASURY
1. Invest 99 percent of all funds in interest-bearing accounts or certificates.
At least 99% of funds are invested in interest bearing'accounts or certificates.
2. Maintain sufficient liquidity to meet cash requirements.
All obligations were met including vendor payments, bond payments, and
payroll expenses.
3. Maximize interest income by attaining budgeted projection while ensuring the safety
of County funds.
At halfway point, interest income is 100% of the budgeted goal.
4. Reconcile monthly statements within 30 days of receipt.
Bank statements are being reconciled on schedule.
Six Month Progress Report on Program Objectives for FY 2023-24 13
FINANCE
VEHICLE REGISTRATION AND LICENSING
Vehicle Registration
1. Process mail within three business days from date received. ,
We have not been able to process mail within three business days from date
received. Currently,we are three to four weeks behind.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
The Hilo MVR office opened an additional window to service customers during
the lunch shift. Kona VRL is currently offering same day appointments.
3. To have 90 percent of`Service Excellence Surveys' indicate "Excellent" overall
efficiency rating in responding to customer concerns.
We 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 received for renewals and duplicates averaged
between four and five business days.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
Kona VRL is currently offering same day appointments. Hilo DL has increased
the amount of walk ins accepted.
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.
Six Month Progress Report on Program Objectives for FY 2023-24 14
FINANCE
VEHICLE REGISTRATION AND LICENSING � � �
Periodic Motor Vehicle Inspection
1. Conduct at least 560 inspections of stations issuing safety checks.
For the first half of the fiscal year,we were able to inspect 172 stations issuing
safety checks.
Six Month Progress Report on Program Objectives for FY 2023-24 15
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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.
Thirteen training sessions were conducted in 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.
Four educational outreach meetings were conducted in the first half of the fiscal
year.
3. Conduct informational sessions or distribute instructive materials to division
managers, supervisors and/or staff at least four times per year, covering new or
changing regulations, rules and procedures that affect employee relations or benefits.
Supervisory training and support materials were distributed to the division
managers monthly.
4. Refer procurement protests to Corporation Counsel within three working days of
receipt.
There were five 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 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. The final budget bill was transmitted to
Council on May 5,2023.
Final Status 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 FY 2022-23,the Office prepared 108 resolutions, 61 bills, four quarterly
donation report letters and 155 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 Budget Office received 218 applications. Seventy-five
grants were awarded by the County Council.
Final Status 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 was obtained.
3. Close the books and have the monthly budget status reports available in FRESH
within ten working days after the end of the month or close of the previous month,
whichever is later, except for June, July,August, September, and October.
After the books were closed on November 3,2022,we began closing the months
for fiscal year 2023.
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 was provided on a continuous basis.
5. Ensure that all claim payments made are proper and legal by pre-auditing 100% of
payment requests for accuracy and propriety,returning items that are not accurate or
proper to departments for correction.
100% of payment requests were preaudited.
6. Provide certificate of the availability of funds on County contracts within three
working days of the contract's submission to Accounts Division.
Certifications were provided within the necessary timeframe.
Final Status Report on Program Objectives for FY 2022-23 3
FINANCE
ACCOUNTS
7.
7. Pay vendors promptly by issuing all warrants for claims within seven working days of
the receipt of the invoice by Accounts Division.
All warrants for claims were issued within seven working days of the receipt of
the invoice.
8. Ensure that all employees receive the correct amount of pay and related benefits by
pre-auditing 100% of payroll claims for accuracy and compliance with legal and
contractual requirements and filing all required payroll tax forms and returns on time.
100% of payroll claims were preaudited and all required payroll tax forms and
returns were filed on time.
Final Status Report on Program Objectives for FY 2022-23 4
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 1,2022 and June 30,
2023; however,the Division provided guidance to CDBG—DR related to
establishment of an internal audit/compliance program and Hawaii Police
Department related to transition of Animal Control Services.
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 and June 30,2023.
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. The Internal
Control & TAT Manager started April 10,2023.
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 deposits from the 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.
Procedures were also created to reconcile bank deposits to general ledger
accounts.
Final Status Report on Program Objectives for FY 2022-23 5
FINANCE
--�--�----INTERNAL CONTROL & TAT
3. Create online payment portal.
The online portal began receiving payments on February 14,2022. The Division
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.). In the interim, the Division developed a
database to house payments and incorporate all three payment types into one
software solution and create specific reports generated from the state filings and
payment data (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.
•
Final Status 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.
Purchasing processed more than 95% of all IFBs,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.
Purchasing was able to offer two vendor educational sessions on How to do
Business with the County through the Mayor's office, and an additional public
event held at the Prince Knhio Plaza. The Purchasing office also advertised
Professional Services opportunities to encourage new vendors to submit their
qualifications to be included as qualified providers on rosters.
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.
The Purchasing Division conducted six internal procurement trainings for
FY 2022-23.
Final Status Report on Program Objectives for FY 2022-23 7
FINANCE
TREASURY
1.1. 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.
Final Status Report on Program Objectives for FY 2022-23 8
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.
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.
Final Status Report on Program Objectives for FY 2022-23 9
FINANCE
REAL PROPERTY TAX
4. Maintain an active educational and informational program on real property taxation.
Restrictions due to COVID-19 eased up during FY 2022-23 which allowed the
Real Property Administration to conduct in person and zoom presentations at
professional, community,University of Hawaii and club meetings.
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.
Two tax sales were completed for FY 2022-23. 101 parcels were sold in the
January 2023 tax sale and 53 parcels were sold in the June 2023 tax sale.
Final Status Report on Program Objectives for FY 2022-23 10
FINANCE
RISK MANAGEMENT
1. Continue to develop the Risk Management Division and respond to inquiries, requests
for assistance and consult.
The Division responded to inquiries made by internal and external parties
offering advice, information and/or recommendations on insurance and risk
concerns. Consultation was provided to departments regarding insurance,
claims, risk exposures, safety issues 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.
Risk Management assisted departments and divisions with risk assessments,
coverage analyses, and policy recommendations. Risk Reminders were
intermittently distributed to address identified areas of concern in coordination
with Health & Safety. Increased recommendations on contractual insurance
requirements were included as departments placed more focus on contract
reviews stemming from Corporation Counsel's guidance.
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 viable alternatives
to mitigate the County's financial exposure and/or costs through the purchase of
insurance. 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
required ten years of 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 ever-changing deductible limits
and policy premiums remained an ongoing exercise subject to getting additional loss
data.
For lifeguard/water safety exposure,the decision was made to purchase Lifeguard
General Liability 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 risk exposure and improved premium pricing in the
marketplace after the second quarter of 2022. For the property insurance product,
Final Status Report on Program Objectives for FY 2022-23 11
•
FINANCE
RISK MANAGEMENT
The division continued to refine the statement of values to meet growing insurance
underwriting scrutiny and to negate reduction of property loss recovery should a
margin clause endorsement be applied limiting claim recovery value for the County.
4. Meet annually/semi-annually with Risk Management Committee to discuss activity
and current risk issues.
Even though the social gathering limit of ten individuals indoors had been
removed by March 2022, the Risk Management Committee (RMC)meetings
remained on hold for reimplementation. Discussions were initiated in
partnership with Health & Safety,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-HIOSH walkthrough recommendations in conjunction
with focus on safety trainings), and for post-loss plans to have RMC facilitate
enhanced claims management(e.g.with improved lag-time on 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 Health &Safety (H&S) met regularly. Primary focus
was establishing meaningful Safety Awareness Attitude in the County and
maintaining focus on safety trainings and plans to perform mock-HIOSH
walkthroughs. Discussions included seeking an H&S Safety Budget(e.g.
$50,000) to facilitate service to County employees for safety equipment and
general safety items. With an intangible value of heightening safety morale and
reducing the WC claim count(i.e. claims frequency). The potential plan was to
seek a percentage(e.g. 10%) of WC claims cost reduction.
Continued since 2021,were quarterly joint meetings of Risk Management,
Health & Safety (H&S),Workers' Compensation Division and Corporation
Counsel. With an underlying philosophy of breaking down silos to form a joint
union of Risk Management principles (i.e. risk, insurance, safety and claims) to
enhance safety awareness county wide and mitigate loss frequency.
Final Status Report on Program Objectives for FY 2022-23 12
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.
The County completed two fee-simple and one conservation easement
acquisition for the fiscal year ending June 30,2023. The fee-simple acquisitions
were: 1) Misty Kai, LLC property in Kapanai`a,N. Kohala,which held the last
portion of Kapalama Heiau; and 2) Hon Family Trust property in Kapanai`a,N.
Kohala,which completed the Hapu`u to Kapanai`a Cultural Corridor; and the
Conservation Easement of Kiolaka`a,
This brings the total acreage to 10,293.542 acres consisting of 5,537.487 acres in
Conservation Easements and 4,756.058 acres in fee simple,which will remain in
open space protection in perpetuity.
The County is in escrow for Halelua,N. Kohala,Keahou Bay, and finalizing the
conservation easement of Haloa `Aina,with the confirmed Department of Land
and Natural Resources Division of Forestry and Wildlife Grant of$3 million.
3. Provide support for PONC as they review, evaluate, and make recommendations to
the director of Parks and Recreation regarding applications for stewardship grants
from the PONC Maintenance Fund.
As of August 31,2022,the Commission received 15 Stewardship grant
applications and processed them; which included evaluation and assessment of
each application, held public meetings, and recommended funding to the
Department of Finance, according to HCC 10-16.
During the fiscal year, the 2020 and 2021 Stewardship grant awards,totaling
$632,069.57,were dispersed from the Preservation Maintenance Fund. As of
December 31, 2022, a communication from Finance to fund some of the 2022
Stewardship grant applications was sent to the Legislative Approvals and
Acquisitions Committee. By June 30,2023, another communication from
Final Status Report on Program Objectives for FY 2022-23 13
FINANCE
==.
�--_-w--.�---..-��-�- PROPERTY MANAGEMENT
� __- - �-----
Finance to fund some of the 2023 Stewardship Grant applications was sent to
Legislative Approvals and Acquisitions.
4. Provide support for the land management and right-of way acquisition needs for all
County departments.
The Property Management Division continued to 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,
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.
There was no disposal of County owned properties during FY 2022-23.
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 using the
County EDEN system throughout the fiscal year. The FY 2021-22 annual
County of Hawaii Fixed Asset Detail Report was submitted to the County
Council in August 2022.
8. Hold at least one public auction for the disposal of useable surplus County owned
personal property.
No public auctions were held during FY 2022-23. The next auction is tentatively
scheduled for October 2023.
Final Status Report on Program Objectives for FY 2022-23 14
FINANCE
VEHICLE REGISTRATION AND LICENSING
Vehicle Registration
1. Process mail within three business days from date received.
During the first half of FY 2022-23, processing time for registration renewals
received by mail averaged approximately two to three weeks,while all other
transactions took up to four weeks to process. During the second half of the
fiscal year, staffing was increased, and processing time has improved.
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.
Final Status Report on Program Objectives for FY 2022-23 15
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 June 2023,we have conducted a total of 362
inspections issuing safety checks.
Final Status Report on Program Objectives for FY 2022-23 16
1 0
FIRE
f
FIRE
ADMINISTRATIVE DIVISION
Fiscal Branch:
1. Process and pay invoices within 30 days of receipt at least 90% of the time.
• Great progress has been made in this objective. Where the 90% has not been met,it
is anticipated to be fully met by the end of the year.
2. Payout cash in lieu of vacation(CILV)within 90 days of termination at least 95% of
the time.
• This objective has been and continues to be met.
3. Update the records retention schedule by mid-year.
• This objective has not been met. This will continue to be worked on
4. Move from paper records to electronic records in Laserfiche at least 25%per quarter.
• This objective has been and continues to be met.
5. Update and manage option years for contracts that may be expiring at least 45 days
prior to the expiration date.
• This objective has been and continues to be met.
Human Resources Branch:
1. Process personnel actions within 15 working days of receipt.
• This objective has been and continues to be met.
2. Continue to process HR-related items in an efficient manner to meet scheduled
deadlines countywide and fulfill the needs of our department. Successfully meet 95%
of processing deadlines.
• This objective has been and continues to be met.
3. Develop a department recruitment program and participate in 75% of job fairs and
recruiting meetings scheduled by the Directorate of Human Resources. •
• This objective has not been met. Further coordination and development of a
program is required.
Six Month Progress Report on Program Objectives for FY 2023-24 1
FIRE
ADMINISTRATIVE DIVISION
4. Manage the recruitment of new personnel and promotional actions at least 30 days
prior to the effective date in 90% of the actions.
• This objective has been and continues to be met.
5. Manage personnel actions of employees within 30 days of receipt and with less than a
10% error rate.
• This objective has been and continues to be met.
Six Month Progress Report on Program Objectives for FY 2023-24 2
FIRE
-�FIRE RESPONSE SECTION
1. Provide adequate manpower and equipment to respond to 90% of alarms within the
turnout and aggregate response times as adopted by the State of Hawai`i and industry
standards if specific response criteria are not established.
• This objective has proved difficult to measure, but the current trends for
turnout and response times are averaging between 15% and 20% of meeting
the 90%.
2. Maintain minimum staffing in accordance with approved levels for 95% of the year.
• This objective has been met using minimum staffing levels established
internally.
3. Establish a required equipment list, life cycle replacement program, and maintenance
cycle criteria for emergency response and support functions by the end of the 2"
quarter of FY 2023-24.
• This objective is 50% met with the newly integrated RMS (EPR Fireworks),
the Department continues to build out the apparatus and equipment lists
within the system.
4. Develop, staff, and utilize a Promotion, Transfer, and Recruit standard operating
procedure by the 1st quarter of FY 2023-24 with a less than 10% annual error rate.
• This objective is 70% met,policies have been drafted but have yet to be
implemented.
5. Establish a comprehensive annual budget to ensure that operational needs are
captured and programmed for resolution 30 days prior to the budget input deadlines.
• This objective is 90% met and should be complete by the end of the FY.
•
Six Month Progress Report on Program Objectives for FY 2023-24 3
FIRE
EMS RESPONSE SECTION
1. Provide for the arrival of an advanced life support (ALS) company within an eight-
minute response time to 90% of incidents in urban settings and 15 minutes in rural
settings.
• This objective is 50% met. The department is still finalizing the data
collection to verify the metrics. Current overall average is 20%
2. Meet return of spontaneous circulation(ROSC)rate for 10% of witnessed and
cardiopulmonary resuscitation(CPR) initiated cardiac events.
• This objective has been met.
3. Provide for full time advanced life support(ALS) coverage on medic units for 90% of
calls.
• This objective has been met.
4. Ensure body substance isolation is used on responses with a less than 5% exposure or
needle stick risk.
• This objective has been met.
5. Provide response to the community with a less than 5% instance of complaints.
• This objective has been met.
Six Month Progress Report on Program Objectives for FY 2023-24 4
FIRE
OCEAN SAFETY OPERATIONS BRANCH
1. Provide for the safety of the public through maintaining tower staffing 90% of the
time during normal park hours for all publicly guarded beaches.
• This objective is 70% met. The department continues to have staffing
challenges which leads to occasional tower closures.
2. Manage, prepare, and participate in the Big Island Junior Lifeguard program with the
Hawaiian Lifeguard Association(HLA) at four locations: Hilo, Punalu'u,N/S Kona,
and Hapuna and ensure that employee participation is available 95% of the time.
• This objective has been met.
3. Identify, inspect and repair all equipment to maintain readiness for 95% of all
publicly guarded beaches.
• This objective is 80% met and should be completed by the end of the Fiscal
Year.
4. Provide response to the community with a less than 5% instance of complaints.
• This objective has been met.
5. Maintain electronic records on beach management and public contacts,which shall be
reported by the first week of the month with less than a 5% error rate.
• This objective is 50% met. Training with Ocean Safety personnel is on-going
to bring all personnel into compliance with this objective.
Six Month Progress Report on Program Objectives for FY 2023-24 5
FIRE
VOLUNTEER OPERATIONS BRANCH
1. Have at least 75%attendance at all scheduled training and special meetings.
• This objective has not been met but trends are positive, and attainment is
anticipated for this Fiscal Year.
2. Have at least one unit respond within 15 minutes of the initial dispatch 80% of the
time.
• The average response time only meets approximately 65% of the time. More
efficient dispatch measures for the Volunteers will improve this statistic.
3. Conduct monthly equipment checks and maintain equipment in an operational status
for 90% of the time.
• Internal checks and equipment maintenance are on track. Equipment and
Apparatus sent to the mechanics shop is outside of the Volunteer Companies
control.
4. Have six personnel respond within 14 minutes to 80% of calls in rural areas and four
personnel respond within 20 minutes (dependent on travel distance) in remote areas
90% of the time.
• This objective has not been met. There are Companies with limited •
personnel that cannot meet this objective. Recruitment drives have and are
being implemented to help meet this objective.
5. Volunteer stations shall identify and develop pre-fire plans for target hazards located
within their response districts and report quarterly on percentage of completion.
• This objective has not been met. This remains a priority for this Fiscal Year.
Six Month Progress Report on Program Objectives for FY 2023-24 6
FIRE
SEARCH & RESCUE OPERATIONS SECTION
1. Provide adequate manpower and equipment to respond to 90% of alarms within the
turnout and aggregate response,times as adopted by the State of Hawai`i and industry
standards if specific response criteria are not established.
• This objective is 70% met and is anticipated to improve before the end of the
Fiscal Year.
2. Identify and create a structured equipment replacement schedule on an electronic
platform to assure the timely replacement of apparatus and equipment to,assure
continuity of services and minimize service disruptions due to equipment failure by
the 2nd quarter of FY 2023-24.
• This objective is 80% met and is anticipated to improve before the end of the
Fiscal Year.
3. Meet service level objectives on 85% of search and rescue responses with adequate
personnel.
• This objective has been met.
4. Develop funding requirements for the cyclic and refresher training for the search and
rescue program, and ensure required training is provided for at least 90% of the
search and rescue personnel.
• This objective is 40% met and is anticipated to be completed by the end of
the Fiscal Year.
5. Maintain at least 85% of rescue personnel at required certification and qualification
levels.
• This objective is 80% met and is anticipated to improve before the end of the
. Fiscal Year.
Six Month Progress Report on Program Objectives for FY 2023-24, 7
FIRE
HAZMAT OPERATIONS SECTION
1. Provide the Battalion Chief with hazardous materials reports for all specialized
responses with detailed analysis of operations and tactical considerations within 30
days of the event for 90% of such calls.
• This objective has not been met.
2. Provide adequate manpower and equipment to respond to 90% of alarms within the
turnout and aggregate response times as adopted by the State of Hawaii and industry
standards if specific response criteria are not established.
• This objective is 70% met.
3. Establish an incident command system with a full staff on 90% of calls requiring
multiple companies or outside agencies.
• This objective is 70% met and is anticipated to improve before the end of the
Fiscal Year.
4. Identify and create a structured equipment replacement schedule on an electronic
platform to ensure the timely replacement of apparatus and equipment to assure
continuity of services and minimize service disruptions due to equipment failure by
the 2nd quarter of FY 2023-24.
• This objective is 80% met.
5. Maintain at least 85% of personnel at the Hazardous Technician level and perform
HazMat Technician training course to expand the availability of technician level
certified personnel in the department by end of the 3rd quarter of FY 2023-24.
• This objective is 40% met. The challenge is the availability and class size of
Hazmat Technicians courses within the islands.
Six Month Progress Report on Program Objectives for FY 2023-24 8
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.
• Objective has and continues to be met.
2. Conduct fire investigations with a 70%rate of incendiary, accidental, or natural
dispositions rather than"undetermined." Currently, "undetermined", as a cause,
accounts for 40-50% of fires post investigation.
• Objective has not been met.
3. Expand on public education by the introduction, implementation, and maintenance of
new or existing social media and radio programs to promote life safety topics, with
the goal of increasing public contact by 15% and reporting stats every month.
• Objective has and continues to be met.
4. Adopt updates to the National Fire Protection Association 1, with Hawai`i County
Code Amendments within the two-year time limit and report on the progress monthly.
• Objective has not been met.
5. Increase Code Enforcement Inspections by 10%over the previous year.
• Objective has not been met.
Six Month Progress Report on Program Objectives for FY 2023-24 9
FIRE
TRAINING SERVICES BRANCH
1. Fire Instructor I and II Training
• Certify Hawai`i Fire Department personnel in accordance with National Fire
Protection Association 1041, "Standard for Fire Service Instructor Professional
Qualifications."
• This objective has and is being met.
• Develop the capacity to deliver the Fire Instructor I certification to all company
officers and cadre members. Program managers of existing programs must be
trained and certified to the level of Fire Instructor II.
• This objective has not been met but will be completed this Fiscal Year.
• Provide a total of 7,200 hours of training to certify a minimum of 40 personnel to
Fire Instructor I and II.
• This objective has not been met but will be completed this Fiscal Year.
• Secure funding for Vector Evaluations+software to provide point of contact data
entry and performance analysis for all 595 employees. This software application
will quantify training program impacts on operational effectiveness as key
performance indicators.
• This objective has not been met but will be completed this Fiscal Year.
2. Company Level Training 2
• Develop and implement back to basics, captain-led training supported by cadres.
• This objective has not been met and will be a multi-year initiative.
• Provide supervisory personnel with resources such as online courses,video
demonstrations, and reference materials.
• This objective has not been met and will be a multi-year initiative.
• Provide monthly four-hour firefighting drills,targeting 16,320 documented
training hours to each fire company per month.
• This objective has not been met and will be a multi-year initiative.
Six Month Progress Report on Program Objectives for FY 2023-24 10
FIRE
TRAINING SERVICES BRANCH
• Document skills performance and drills on Target Solutions.
• This objective has not been met and will be a multi-year initiative.
Six Month Progress Report on Program Objectives for FY 2023-24 11
FIRE .
TRAINING SERVICES BRANCH
3. Engine Company Operations
• Provide three days of training for 40 fire suppression personnel in the"Nozzle
Forward"methodology to introduce a system of size up, hose deployment, water
application, and hose advancement techniques.
• This objective has not been met and will be a multi-year initiative.
• Assign UL Firefighter Safety Research Institute modules on Target Solutions.
• This objective has not been met and will be a multi-year initiative.
• Provide engine company evolutions to companies aligned with National Fire
Protection Association 1410.
• This objective has not been met and will be a multi-year initiative.
• Research and develop live fire instruction,training, and evolutions with site visits
to other fire departments and training centers locally and nationally.
• This objective has not been met and will be a multi-year initiative.
4. Truck Company Operations
• Provide cadre-led training with an initial focus on rescue of trapped occupants on
the topics of conventional and through the lock forcible entry, ladders, and vent-
enter-isolate-search(VEIS).
• This objective has not been met.
• Secure funding for commercially built conventional forcible entry props, and
material to build through the lock and vent-enter-isolate-search props.
• This objective has not been met.
• Deliver eight hours of on-duty training, in station to all fire companies with a
target of 9,768 total documented training hours.
• This objective has not been met.
Six Month Progress Report on Program Objectives for FY 2023-24 12
FIRE
TRAINING SERVICES BRANCH
5. Blue Card Command
• Provide training and certification aligned with best practices for common, local,
everyday strategic and tactical emergency operations conducted on National
Incident Management System(NIMS) Type 4 & Type 5 events.
• This objective has not been met and is dependent on availability of funds.
• Build capacity to instruct 60 supervisory personnel per year and a computer
simulation lab Command Training Center. Certify ten in-house Blue Card
Command instructors to deliver 7,200 hours of annual training.
• This objective has not been met and is dependent on availability of funds.
• Produce Incident Commanders that make better decisions to potentially eliminate
lethal and/or costly mistakes that cause injury, death, and unnecessary fire losses
in the local response area. Provide Incident Command training opportunities to
• supervisory and temporary assignment personnel. Provide company officers with
the education and ability to effectively command and mitigate incidents, and
provide Battalion Chiefs' with the ability to command and mitigate complex,high
risk incidents.
• This objective has not been met and is dependent on availability of funds.
6. Special Operations
• Coordinate with Assistant Fire Chief 1, Rescue, and HazMat coordinators on
needed trainings,to include Confined Space Rescue, Dive Rescue International,
Trench Rescue, California Mountain Company(CMC) Rope Rescue Technician,
and Swift Water Rescue.
• Significant progress has been made but this objective has not been met.
Six Month Progress Report on Program Objectives for FY 2023-24 13
FIRE
EMS SERVICES BRANCH
1. Maintain a minimum of 75% staffmg levels of Mobile Intensive Care Technicians.
• This objective has been and continues to be met.
2. Conduct at least one Paramedic Class a year with an 80%passing goal of candidates.
• This objective has been met.
3. Maintain an operational frontline fleet of 16 ambulances with a minimum reserve
fleet of 75%.
• This objective has been and continues to be met.
4. Review and provide feedback for 100% of pediatric critical calls,mass casualty
incidents, and traumatic injuries involving a significant mechanism of injury.
• This objective has been and continues to be met.
5. Increase the operational budget from the State of Hawai`i by 10% for the fleet
replacement program, preventative maintenance program, contract increases, and
other operational increases.
• This objective has been met.
Six Month Progress Report on Program Objectives for FY 2023-24 14
FIRE
VOLUNTEER SERVICES BRANCH
1. Have 100% of volunteer personnel attend their annual physical assessment.
• This objective has not been met.
2. Have 65% of the volunteers trained and certified in first aid and cardiopulmonary
resuscitation(CPR).
• This objective has been met.
3. Have 85% of Volunteer Captain's obtain Incident Command System 100 and 200
training.
• This objective has been met.
4. Develop an apparatus requirement status list and maintain at least 75%response
capability.
• This objective has not been met. A continuing evaluation is under way and
should be completed this FY.
5. Identify volunteer station requirements through a needs analysis and submit
corrective actions by the end of the 2r'd quarter of FY 2023-24.
• This objective has not been met. A continuing evaluation is under way and
should be completed this FY.
Six Month Progress Report on Program Objectives for FY 2023-24 15
FIRE
VEHICLE MAINTENANCE SECTION
1. Routine preventive maintenance for apparatus will be conducted within ten business
days 75% of the time.
• Objective has not been met. Automated analytics have only been realized in
December 2024.
2. Average out of service time shall be reduced by 5%.
• Objective has not been met. Automated analytics have only been realized in
December 2024.
3. Frontline primary response apparatus will be maintained in a state of readiness for
90% of the time.
• Objective has not been met. Automated analytics have only been realized in
December 2024.
4. Emergency work shall be initiated the same day of the issue for 80% of the time.
• Objective has and continues to be met.
5. Monthly reports will be submitted on time and with an error rate of less than 5%.
• Objective has and continues to be met.
Six Month Progress Report on Program Objectives for FY 2023-24 16
FIRE
EMERGENCY COMMUNICATION SECTION� �
1. Emergency Medical System alarm to dispatch in accordance with response criteria for
90% of calls.
• This objective is not being met. The ability to capture data is not available
due to the adoption of a new Records Management System.
2. Fire suppression alarm to dispatch in accordance with response criteria for 90% of
calls.
• This objective is not being met. The ability to capture data is not available
due to the adoption of a new Records Management System.
3. Average process time in accordance with response criteria for 90% of calls.
• This objective is not being met. The ability to capture data is not available
due to the adoption of a new Records Management System.
4. Provide service to the community with a less than 5% instance of complaints.
• This objective has and continues to be met.
Six Month Progress Report on Program Objectives for FY 2023-24 17
FIRE
LOGISTICS SECTION
1. Reported service and work orders are processed and submitted within five business
days 90% of the time.
• This objective has and continues to be met.
2. Requests for supplies on hand shall be distributed within five business days 90% of
the time.
• This objective has and continues to be met.
3. Purchase requests for supplies or services will be initiated within five days of
identification of need for 75% of the time.
• This objective has and continues to be met.
4. Life Cycle Replacement purchasing shall be accomplished within the 1st quarter of
FY 2023-24.
• This objective has not been met.
5. 100% annual inventory with a variance rate of less than 5%.
• This objective has not been met and will be a focus for the remainder of the
Fiscal Year.
Six Month Progress Report on Program Objectives for FY 2023-24 18
FIRE
ADMINISTRATIVE DIVISION
Fiscal Branch:
1. Pay invoices within 30 days of receipt at least 90% of the time.
This objective 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.
We ended the year at 92.86% (26/28 CILVs). One CILV is a transfer to the
State, and we are having difficulty determining who to make the CILV check out
to and where to send it to (126 days). The other CILV took 167 days because we
needed the employee to submit a physician's certificate and LOAs for his
extended sick leave.
3. Update the Records Retention Schedule by amid-year.
The availability of staff to take on this project did 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.
This project has started, and we use Laserfiche to store all of our documents.
We have procedures in place to continue this practice.
Human Resources Branch:
1. Research and pursue options for adequate staffing for the HR section.
Ongoing. Consideration to pursue utilization of a Clerk III to assist processing
HR related items.
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.
Maintained meeting deadlines as necessary to fulfill the needs of the HR Section.
Final Status Report on Program Objectives for FY 2022-23 1
FIRE
ADMINISTRATIVE DIVISION
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.
Maintained good working relationships with countywide departments as well as
other agencies.
4. Review procedures to implement a plan to streamline and simplify processes
department-wide for HR-related items. Process Plan by 3rd Qtr. FY 2022-23.
Status quo.
5. Research and develop a training for new supervisors to familiarize themselves with
the various HR-related topics and processing requirements.
Coordinated with the Assistant Chiefs to provide necessary and applicable HR
related procedures and guidelines to new and current Battalion Chiefs as
historically completed.
Final Status 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 has been 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 1 St quarter FY 2022-23.
This objective was 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.
We have secured a private contractor to complete this objective starting the fall
of 2023.
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 3`d
quarter FY 2022-23.
This objective was 50% completed.
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 was 50% completed.
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.
A contract was secured in FY 2022-23. This objective has been met.
Final Status 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 was 80% completed.
Final Status 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 Objective has been met. This has been accomplished and two separate job
postings have been completed this year. The first posting was on May 17th
which resulted in 17 names being referred. The second posting was made on
September loth through the 19th. The Human Resources Branch is awaiting the
list from the Directorate of Human Resources.
2. Provide for full time ALS coverage on Medic units by looking at ways to support the
needs of current FMS personnel and identifying current challenges and find ways to
overcome them by doing a study with FMS personnel on the matter by 2nd quarter of
FY 2022-23.
This Objective has been met. It is anticipated that within the next fiscal year,
several Paramedics will complete training and be available for vacant positions.
Until then, the use of paramedics that are not assigned to the Fire Medical
Specialist II will continue as a best practice.
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 has been met. A pilot program targeting licensed paramedics
was initiated this year. The program is intended to streamline the process of
hiring licensed paramedics,thus reducing the time to get them on the line. The
first list saw three candidates being referred to the program.
Final Status 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.
It was not possible 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 met with the successful reimplementation of the Jr.
Lifeguard program for calendar year 2023. June—August 2023
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.
This objective has been met,we received $100K per beach for equipment
purchases in the 3rd quarter of FY 2022-23.
5. Review stats and metrics and provide a guidance document annually to administration
on the successes and shortcomings of the ocean safety life guarding system for
Hawai`i County with recommendation on ways to improve public safety.
This objective was 40% completed.
Final Status Report on Program Objectives for FY 2022-23 6
FIRE
VOLUNTEER OPERATIONS BRANCH
1. Arrive at station and be prepared to respond within 20 minutes of call out 90% of the
time.
This objective has been partially met. The arrival and response times of the
different stations vary greatly. Where turn out times are improving,the
capture of real time data continues to be a challenge. The condition of
responding apparatus additionally impacted the ability to meet the 20-minute
goal.
2. Train with line fire personnel once a quarter per station.
This objective has been partially met. The update to the Volunteer Standard
Operating Procedure (SOP) and associated training requirements has impacted
the ability to do joint training island wide. This will continue to be an objective
for the Volunteer Division.
3. Conduct monthly equipment checks and maintain equipment operational status to 90
percent uptime for primary response.
This objective has been met. The maintaining of equipment and tracking of
dead-lining issues has been established. The downed Volunteer Apparatus are
reported daily within the Department's Out of Commission(OC) listing.
Through individual volunteer efforts, many deficiencies of Volunteer apparatus
have been corrected. With the fielding of several new apparatus, the ability to
respond effectively has been increasing.
Final Status 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 has not progressed since the 6-month report. At that time, a
preliminary report on a needs assessment was accomplished.
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 was 80% completed.
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 has been met.
4. Develop a program to adequately identify the funding requirements for the cyclic and
refresher training for the Search and Rescue program, and ensure required training is
provided to all Search& Rescue personnel to maintain skillsets and optimum service
to the community by the end of 2nd quarter FY 2022-23.
This objective has not been worked on.
Final Status 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 has been met.
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 was 80% completed.
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 both in the state and out of the state.
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 met.
Final Status 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.
Objective accomplished.
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.
Was not 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.
Objective accomplished.
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.
Objective accomplished.
5. Increase Code Enforcement Inspections by 10% over the previous year. Current
inspection count, as of December 31, 2021, is 408.
Unable to accomplish objective. New business fire inspections fell short
compared to FY 2021-22. With an increase in request for fire investigations,
complaints, a dedicated plan reviewer and public education person(s), fire
suppression equipment testing and acceptance, and increase request for fire
records request to name a few,there was not enough manpower to keep up with
the tasks required of the Prevention Branch.
Final Status 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.
End Of Year: Personnel are now at 97% as of 7/27/23 with the remaining
3% of personnel on light duty,MICT school, or long-term leave.
• 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.
The Driver Improvement Program (DIP)2023 Focus was on:
• Five modules of ten to obtain National Traffic Incident Management
Certification to improve responder and public safety by creating buffer
zones and safety corridors for highway incident response. This addresses
the nationwide risk presented to all first responders reducing potential of
secondary traffics collisions and being struck by passers-by.
• Three one-hour activities will be assigned, including:
o Apparatus Inspection and Maintenance
o Apparatus Safety and Operating Emergency Vehicles
o Positioning Apparatus
• Twelve hours of on-the road driver training in accordance with National
Fire Protection Association (NFPA) 1002, "Standard for Fire Apparatus
Driver/Operator".
• Two-hour Annual Driver Audit.
• Completion of annual Driver Audits,to include verbal and practical assessment
knowledge of each member to demonstrate competency.
We met 97% compliance of Annual Driver Audits which are separate from
completing all annual Driver Improvement Requirements.
• 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)
There were six reported vehicle accidents for 2023, contrasted with 13 for the
entire year of 2022. Cost figures have not been obtained at this time, as
accident reports pass through the Training Services Branch prior to repairs
being conducted. Addressing cost savings will be discussed with other
respective branches and divisions. •
Final Status Report on Program Objectives for FY 2022-23 11
FIRE
TRAINING SERVICES BRANCH
• Initiation of Biennial Fire Equipment Operator (FEO)Audits beginning January
2023. Driver Auditor Cadre to report training needs pertinent to pumping and
vehicle operation to the Training Branch by June 2023.
Confirmation has been obtained that Biennial Fire Equipment Operator
(FEO) Audits will exceed Hawaii Revised Statutes, §286-202.5—Driver
Improvement Program. Feedback has been processed,however program
design and implementation has been postponed to 2024 for Battalion 1, and
2025 for Battalion 2 secondary to lack of staffing and addressing of time-
sensitive department needs.
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.
This training has been scheduled for the fall of 2023.
• Provide training to all Training Branch personnel to extract data and provide
training/drill reports.
This training has been scheduled for the fall of 2023.
• Create credentials for all certifications on Target Solutions.
This objective was nearly complete yet will continue to be in-progress as
increased support of additional training has resulted in more member
certifications and credentials.
• 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 initiative was not funded; however,we will be utilizing a new credential,
called "Incident Safety Officer(ISO): HFD Drill Report" to capture all
information formerly documented on form HFD-26, "Monthly Drill
Report/Personal Safety Gear Inventory". This does not provide the capacity
to document evaluative training data but does allow more precise recording
of numerous Job Performance Requirements (JPR's).
Final Status Report on Program Objectives for FY 2022-23 12
FIRE
TRAINING SERVICES BRANCH
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 implementation of this initiative will be in the calendar year 2024.
• 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.
This objective has been met. Another HFD Training newsletter will be
released in August.
•
•
• Solicit feedback through company officers and battalion chiefs via direct feedback
or anonymous survey.
This was piloted for all attendees of the recent"Nozzle Forward" training. A
survey related to fire suppression to be released later in 2023.
• 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: "HFD Drill Report" credential. This allows
precise documentation of accomplished Job Performance Requirements
(JPR's).
Final Status Report on Program Objectives for FY 2022-23 13
FIRE
TRAINING SERVICES BRANCH
• Determine process for incumbent members to voluntarily challenge and achieve
the Pro-Board certification in consultation with HI-DOT ARFF program
administrators.
The next meeting with Air Rescue Firefighting(ARFF) Chief Martinez
Jacobs is scheduled for the end of July or early August 2023.
• 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.
Lieutenant Aaron Fields delivered engine company operations training"The
Nozzle Forward" in July, of which we are beginning to form and training
cadre in this subject matter area. Captain Roback will attend Engine
Company Operations at the Fire Department Training Network in Fairland,
Indiana in August.
Fire Medical Specialist(FMS) II Jeremy Tekurio attended a one-week Rapid
Intervention Teams Train-the-Trainer at the Fire Department Training. He
will be the Rapid Intervention Team (RIT) program manager. FMS Tekurio
has performed teach-backs to personnel at Station 3 and the Fire Training
Specialists. He will deliver one week of RIT training to the upcoming 52nd
Recruit Class and is beginning to plan program delivery for incumbent
personnel.
A budget amendment was passed by County Council to establish a Fire
Instructor I and II program this fiscal year. The training plan,program,
and schedule will be presented to the Fire Administration in August. Funds
will cover the costs of instructors, instructional materials, and personnel
salaries and wages for current and future Fire Instructor I (cadre members)
and Fire Instructor II (program managers).
• Assign Underwriter's Laboratories Firefighter Safety Research Institute
curriculum on Target Solutions.
This has been delayed due to other high priority objectives, coupled with
balancing the volume of digital assignments for members.
Final Status Report on Program Objectives for FY 2022-23 14
FIRE
TRAINING SERVICES BRANCH
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.
Four SR-19 Fire Training Specialists (FTS)were promoted on July 15th,
FTS Adam Veloria,FTS Monalisa Durkan, and FTS Paul Umemoto.
•. 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.
We have reviewed a career development pathway document generated by the
Deputy Fire Chief which aligns with the fire service on a national level.
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.
Final Status Report on Program Objectives for FY 2022-23 15
FIRE
TRAINING SERVICES BRANCH
• Rescue To be addressed in the upcoming training calendar.
• Ground Ladders To be addressed in the upcoming training calendar.
• Aerial Apparatus Operations Pierce manufacturing delivered a one-day
training for all personnel at South Kohala Fire Station in January 2023.
• Forcible Entry No training props in HFD inventory.
• Rapid Intervention FMS II Jeremy Tekurio attended a one-week Rapid
Intervention Teams Train-the-Trainer at the Fire Department Training. He
will be the RIT program manager. FMS Tekurio has performed teach-backs
to personnel at Station 3 and the Fire Training Specialists. He will deliver
one week of RIT training to the upcoming 52nd Recruit Class and is
beginning to plan program delivery for incumbent personnel.
• 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.
• National Fire Academy (NFA) Incident Command System (ICS) 300, 400.
No HFD personnel attended the Civil Defense training in May due to
budgetary constraints. Three personnel attended this training class hosted
by Kona ARFF July 17-21,2023.
• Pursue funding for Blue Card Command program,training, and simulation lab.
Assistance to Firefighters (AFG) grants are still being processed. Currently
awaiting an award or turn-down letter from AFG.
• NFA courses.
No two-day off campus courses have been scheduled for2023. Training is
exploring the possibility of hosting one six-day off campus course this fiscal
year.
Final Status Report on Program Objectives for FY 2022-23 16
FIRE
TRAINING SERVICES BRANCH
• Personnel Accountability System(PAS) and Personnel Accountability Report
(PAR)policy training.
Training has had discussions with Tom Olsen to utilize Salamander Live
software for Personal Accountability System /Personnel Accountability
Report purposes at large multi-agency incidents.
Final Status Report on Program Objectives for FY 2022-23 17
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.
We continue to address our high utilizers of the 911 system. Our community
paramedicine personnel continue in-person visits to approximately eight to ten
at risk residents per month.
Networking with the Community Action Network Program enabled us to secure
$8,000 to purchase more durable medical equipment and critical Project Life
Saver supplies for our Alzheimer's program.
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.
In person hands only Cardiopulmonary Resuscitation (CPR) training is slowly
getting back to pre-covid numbers. We are averaging approximately 200
individuals trained per month.
Prior to our community education efforts our resuscitation rates here on
Hawaii Island were at 4%. We have had an increase in our save rates and are
currently at 9%which is the national average.
We have started survivor recognition programs that bring together the survivors
and first responders involved in the life saving event.
Partnering agencies with our resuscitation program have seen the benefits of our
efforts which have recently led to donations of LUCAS compression devices.
These recent donations have assisted us with outfitting all of our 16 ALS
ambulance units with a LUCAS lifesaving compression device.
• (Hilo Medical Center (HMC) Foundation/County Council)
o HMC 3 $50K/County Council 5 $100K)
Final Status Report on Program Objectives for FY 2022-23 18
FIRE
EMS SERVICES BRANCH
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.
Longevity pay on hold/Premium pay/Fire EMS Recruitment/internal
recruitment for class with prep classes ten this year and seven next year with
recruit class more).
We have successfully launched our Fire/EMS recruitment this fiscal year.
Through these efforts we have hired one state licensed EMT that will be
attending the upcoming Fall 2023 paramedic program.
We have started up our Emergency Medical Technician (EMT) class recruiting
efforts with Kapi`olani Community College in Honolulu. The objective of this
project is to attract state licensed EMT's that have a strong interest in the
Fire/EMS based system. Since the beginning of this program,we have seen an
increase in state licensed EMT's applying and getting into our recruit classes.
Many of these individuals come in with a strong background as an EMT and are
great candidates as future paramedic students.
The EMS Branch has been working with the Fire Science program and
marketing our department and the Fire/EMS system.
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.
We reviewed 100% of our critical C-2 calls, critical pediatric calls, and mass
casualty incidents. We are also reviewing over 50% of our cardiac arrest calls.
If our Quality Assurance/Quality Improvement committee identify any
concerns,it is then reviewed by the EMS Branch and medical directors.
Final Status Report on Program Objectives for FY 2022-23 19
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
additional 10% funding from the State DOH to support a fleet replacement program,
preventative maintenance program, contract increases, and other operational
increases.
Budget MOD 8 was executed which included our Collective Bargaining
Agreement increases ($620,990).
Budget MOD 9 for FY 2023-24 has been submitted and we are awaiting a
response from the state.
Final Status Report on Program Objectives for FY 2022-23 20
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 not in the purview of the Volunteer Services Branch, however a master
list of vehicles with photographs are maintained on the county server. Volunteer
Assistant Chief(VAC) Bertsch sent out a Google form to obtain information on
the volunteer fleet,that data was not shared with volunteer training captains.
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.
No progress made on spreadsheet development.
3. Conduct annual analysis of district response needs and volunteer complement for
future planning of resource deployment. Report on status due on January 1st of each
year.
The first meeting was held at Kanehoa and was not addressed.
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 as there is no sustainable model to deliver the
training to volunteer personnel.
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.
There have been no NWCG training opportunities since it was offered in March
2022. ICS 100/200/700 has been assigned but there continues to be resistance to
taking these courses. Volunteers will be offered the opportunity to attend the
NWCG training with the next HFD recruit class.
Final Status Report on Program Objectives for FY 2022-23 21
FIRE
VOLUNTEER SERVICES BRANCH
6. Log a minimum of 40 hours of training per volunteer annually.
This varies widely across the island. When doing training on their own,
documentation of the training and attendance is often overlooked and not
recorded. This issue should be improved with Vector Solutions.
7. Provide 100% of volunteers with HFD standard issue NFPA compliant gear inclusive
of fire shelter,personal radio, etc.
This continues to be an issue due to budgetary constraints. While most
volunteers have gear, they are not NFPA compliant, and often are severely
worn/used or aged.
8. Achieve 100% compliance with annual medical exam attendance.
Dr. McMurray's office in West Hawaii has an online portal for volunteers to
schedule their appointments. Dr. DeSilva arranges physical exams via phone
calls directly with the volunteer. Volunteer Annual Medical Exams continue to
lapse with the affected person having to reschedule on their own. With the
implementation of Vector Solutions for volunteers the tracking of credentials
should be improved, and compliance should increase.
9. Conduct annual inspection of every volunteer station for compliance with current
building and fire codes, repair status, and Memorandum of Agreement/Memorandum
of Understanding document status, tracked on a dashboard document for
administrative review.
There have been no official inspections of any volunteer stations. As problems
are discovered or issues arise,they are dealt with at that time. Those stations
that are owned by the County have been receiving repairs and upgrades through
work orders submitted to Fire and Auxiliary Services Office (FASO) and
administered by the Public Works Department. MOA/MOU Lease agreements
continue to be an issue that has been brought up with minimal progress. We are
not aware of any dashboard document.
Final Status Report on Program Objectives for FY 2022-23 22
FIRE
VEHICLE MAINTENANCE SECTION
1. Create an expanded list of the types of portable equipment to be repaired in-house by
June 2023.
This initially had started but due to unforeseen issues has been halted.
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.
Due to extreme shortages and other staffing issues,we were unable to move
forward with this objective.
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 will be requested in the next Fiscal Year.
4. Implementation of software to track vehicle repair and status by June 2023.
Still a work in progress. Hoping to look into the program again this fiscal year.
Final Status Report on Program Objectives for FY 2022-23 23
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.
Our staffing for training continues to be severely sporadic and limited.
However,we have a begun to lay the foundation for a training program and with
the challenge of having our dispatchers at Hawaii Police Department (HPD),we
have been able to explore other types of learning for the trainees, including
scenario-based learning. We have a class of six that started and after four
months,we still have five personnel.
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.
Although we have not had the opportunity to have our dispatchers participate in
job fairs or community engagement,we continue to hold that as a goal. Not only
for recruitment, but for community education.
4. Seek out at least two training opportunities for Fire Radio Dispatchers at national
conferences and seek funding from the E911 board.
We have identified training and conferences that are available to the
dispatchers. We have also confirmed funding through the E911
board. However,with the continued decrease in staffing,we are not able to
support sending any of our personnel to these conferences.
Final Status Report on Program Objectives for FY 2022-23 24
FIRE
LOGISTICS SECTION
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.
With the hard work of Chris Cerrone and Lauren Sarme we have found a
suitable replacement for the E-WMS program. This program is slated to go live
8/1/23.
2. Improve security of inventory stored at the warehouse distribution center including,
but not limited to,the installation of security cameras.
Completed.
3. In addition to the Warehouse Storekeeper position, identify alternative means of
assistance in the Distribution warehouse such as senior citizen volunteers.
For the interim,we have utilized light duty personnel. It is recognized that this
is not ideal or a means to secure permanent assistance,but it is working out well
with the personnel that have been utilized.
Final Status Report on Program Objectives for FY 2022-23 25
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1 1
HUMAN RESOURCES
HUMAN RESOURCES
HUMAN RESOURCES
�__...�.. _.
Classification and Pay
1. Review and process position re-description reviews within five workdays of receipt.
A total of 181 re-description review requests were received. Of those, 178 were
processed within five working days of receipt. Three requests were processed
after the five-workday deadline due to staff workload.
2. Review and process reallocations for recruitment within ten workdays of receipt.
A total of 144 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 16 grievances were filed during the first six months of FY 2023-24.
Four grievances were heard and responded to within 60 days of receipt. Seven
grievances were heard and responded to outside the 60-day timeframe as
mutually agreed to by the parties. One grievance was settled by the department
prior to being heard at the employer level. Four grievances are pending a
response and are on track,to meet this objective.
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.
During the first six months of the fiscal year, a total of 255 inquiries related to
the administration and interpretation of collective bargaining agreements and
executive orders were received and answered within the established timeframes.
Five inquiries were responded to outside of the 14-day timeframe. No inquiries
required inter-jurisdictional action.
Six Month Progress Report on Program Objectives for FY 2023-24 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.
Information for all grievances appealed to arbitration was provided to the Office
Of the Corporation Counsel within the 14-day timeframe. A total of 11
grievances were appealed to arbitration during the first half of FY 2023-24.
Personnel and Organizational Development
1. Conduct the New Hire Orientation class once a month.
A total of nine New Hire Orientations were conducted from July 1, 2023 through
December 31,2023. ,Additional sessions were conducted for Police (2) and Fire
(1)Recruit Classes.
2. Provide at least 12 Supervisory Skills Training sessions annually.
No Supervisory Skills Training classes were offered in the Fall. Two sections,
one in Hilo and one in Kona,will be offered in Spring 2024.
3. Issue the Fall 2023 and Spring 2024 Training Catalogues.
The Fall 2023 Training Catalog was issued on June 15,2023 and the Spring 2024
Training catalog was issued on December 8,2023.
4. By December 31, 2023, hold an annual employee awards program.
•
The 2022-2023 Employee Awards Program was held on October 16,2023. A
total of 31 employees were nominated across the county in the categories of
Outstanding Manger, Outstanding Supervisor and Outstanding Employee of the
Year.
Six Month Progress Report on Program Objectives for FY 2023-24 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.
A total of 54 inquiries were received. All but one inquiry closed within 14 days
as action by another department warranted. Three complaints were received,
with one closing within 14 days and two pending as action by another
department warranted.
2. By June 30, 2024, 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.
Five supervisory and nine non-supervisory Anti-Discrimination and Harassment
classes were conducted. A total of 23 supervisory and 137 nonsupervisory
employees attended these training sessions. In addition,two ADA Reasonable
Accommodation trainings were provided by request.
Administrative Services
1. Conduct two department/agency audits each quarter on personnel files,temporary
assignment records,postings, etc. to ensure compliance with personnel laws,rules,
policies and procedures, collective bargaining agreements and executive orders.
Department/agency audits were not conducted during the first half of the fiscal
year due to short staffing.
2. With the exception of mass pay adjustments transactions, audit and approve properly
completed and submitted payroll certification forms within five workdays of receipt.
Audit and approve mass pay adjustment payroll certification forms within two weeks
of the last form received.
Audited and approved 1,993 payroll certification forms. 1,986 forms, or 99.6%,
were processed within five workdays of receipt. Audited and approved 32 mass
pay adjustment payroll certification forms during this period. All forms were
processed within two weeks of the last form received.
Six Month Progress Report on Program Objectives for FY 2023-24 3
HUMAN RESOURCES
HUMAN RESOURCES
3. Review and act upon properly completed and submitted Flexible Spending Plan
change in status forms within two workdays of receipt.
Reviewed 109 Flexible Spending Plan change in status forms. 106 forms, or
97.2%,were processed within two workdays of receipt.
4. By December 31, 2023, hold the annual Pre-retirement Workshop.
The annual Pre-retirement Workshop was not held in the first half of the fiscal
year due to short staffing.
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.
During the first half of the fiscal year, there were a total of 89 registration
and small/medium size open-competitive recruitments.
We established 95 of 95, or 100% of eligible lists for registration and
small/medium size open-competitive recruitments within the two-month
timeframe. (20 recruitments which were started in the prior fiscal year and
reported as in progress are included in this reporting period.)
For the other 14 recruitments, eligible lists were not established due to the
following:
o Four recruitments resulted in no qualified applicants
o Three recruitments were cancelled at the request of the department
o Seven recruitments are in progress
• Within three months for large size open-competitive recruitments.
There were no large size open-competitive recruitments.
Six Month Progress Report on Program Objectives for FY 2023-24 4
HUMAN RESOURCES
HUMAN RESOURCES
• Within four months for the Police Officer I recruitment requiring a written
examination and a performance test.
We conducted eight written examinations for Police Officer I (Recruit) during
the first half of the fiscal year.
Note: Effective May 14,2023 Police Officer I (Recruit) is open on continuous
recruitment and the Hawaii Police Department conducts the performance test.
2. Establish internal recruitment lists to assist hiring departments fill their vacancies
within one month for internal recruitments within the department or internal
recruitments within the County.
During the first half of the fiscal year, there were a total of 106 internal
recruitments.
We established 83 of 85, or 97%, of internal lists within the one-month
timeframe.
For the other 21 recruitments, internal lists were not established due to the
following:
o Twelve internal recruitments resulted in no internal applicants
o Eight internal recruitments resulted in no qualified applicants
o One internal recruitment is in progress and is 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 537, 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 31,2023. Thirteen CVE positions
remain 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 2023-24 5
HUMAN RESOURCES
HUMAN RESOURCES
Health and Safety
1. Coordinate and/or conduct safety inspections of at least 16 County facilities.
Safety inspections of five County facilities were conducted. Facilities included:
Buildings R&M shop—Hilo, Hilo Drag Strip complex,Papa`ikou Gym,Mass
Transit Agency facility, Kea'au Armory,
2. Provide requested safety and equipment training within two months of original
request.
A total of 112 training requests were received during the first half of the fiscal
year. Training was provided for 103 of the requests within two months of the
original request. The remaining nine will be completed prior to the end of
February(within the next two months).
3. Provide ten HIOSH-required training programs per quarter.
HIOSH required training programs were provided in each quarter as follows:
1st Quarter: Bloodborne Pathogens (4),Fall Protection (3), Fire Safety (3),First
Aid/CPR/AED (7), Forklift training and recertification (3),Hazard
Communication (1),Hearing Conservation (1),Personal Protective Equipment
(1),Respiratory Protection and Fit Testing(2).
2nd Quarter: Bloodborne Pathogens (1), Fall Protection (2),Fire Safety(2),First
Aid/CPR/AED (6),Forklift training and recertification (4),Hazard
Communication (2),Hearing Conservation (1), Personal Protective Equipment
(2), Respiratory Protection and Fit Testing(1).
4. Provide at least 12 Defensive Driver Courses (DDC)to County employees during the
fiscal year.
Eight DDC training sessions were provided during the first half of the fiscal
year. Three Driver Improvement Program training sessions were also provided.
Six Month Progress Report on Program Objectives for FY 2023-24 6
HUMAN RESOURCES
HUMAN RESOURCES
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 (156
employees: 139 at Aupuni Center and 17 at S. Hilo Roads),Waimea (four
employees),Ka`u (six employees), and Kona (36 employees) for a total of 202
employees. In addition to the flu vaccinations, a total of 95 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.
Claim reviews were conducted in July and November 2023.
2. Provide WorkComp 101 and Return to Work Program training at least semi-annually.
WorkComp 101 and Return to Work Program training was provided in October
2023.
Six Month Progress Report on Program.Objectives for FY 2023-24 7
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HUMAN RESOURCES
HUMAN RESOURCES��__.._. _..
Classification and Pay
1. Review and process position re-description reviews within five workdays of receipt.
A total of 418 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.
A total of 283 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 28 grievances were filed in FY 2022-23. Sixteen were heard and
responded to within the 60-day timeframe. Nine grievances were heard and
responded to outside of the 60-day timeframe as mutually agreed to by the
parties. Three grievances were improperly filed at the employer level and were
returned to the union within 60 days of receipt with no action taken.
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 366* inquiries related to the administration and interpretation of
collective bargaining agreements and executive orders were received and
answered within the established timeframes. Two inquiries were responded to
outside of the 14-day timeframe.
*Objective includes inquiries from 09/16/22 through 06/30/23. 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.
Final Status Report on Program Objectives for FY 2022-23 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.
During FY 2022-23,Notices of Intent to Arbitrate were received for eight
grievances. Information for these grievances was provided to the Office of the
Corporation Counsel within the established time frame.
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 1,2022 to June
30,2023.
2. Provide at least 18 Supervisory Skills Training sessions annually.
A total of 23 Supervisory Skills training sessions were held between July 1,2022
and June 30,2023.
3. By December 31, 2022, hold the annual Pre-retirement Workshop.
The 2022 Pre-Retirement Workshop was not held due to COVID-19 restrictions.
This function has been transferred to the Administrative Services Division.
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.
113 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
warranted. Two complaints were received and closed within 14 days.
Final Status Report on Program Objectives for FY 2022-23 2
HUMAN RESOURCES
HUMAN RESOURCES
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.
The following training classes were delivered:
o Eight supervisory Anti-Discrimination and Harassment classes
o Eleven non-supervisory Anti-Discrimination and Harassment classes
o One supervisory ADA Reasonable Accommodation class
o Two ADA Title II classes
A total of 59 supervisory and 237 nonsupervisory employees attended these
training sessions.
Administrative Services
1. Conduct two department/agency audits each quarter on personnel files,temporary
assignment records,postings, etc. to ensure compliance with personnel laws, rules,
policies and procedures, collective bargaining agreements and executive orders.
Department/agency audits were not conducted during the 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 3,882 payroll certification forms. A total of 3,853 forms,
or 99.3%,were processed within five workdays of receipt. Audited and
approved 6,749 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 185 Flexible Spending Plan change in status forms. A total of 183
forms, or 98.9%,were processed within two workdays of receipt.
Final Status 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 ten of ten or 100% of eligible lists for registration
recruitments within the two-month timeframe.
There was 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. 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.
• Within two months for open-competitive recruitments requiring an education and
experience evaluation(E&E).
There was a total of 214 open-competitive recruitments requiring an E&E
evaluation.
We established 135 of 139, or 97%, of eligible lists within the two-month
timeframe.
For the other recruitments, eligible lists were not established due to the
following:
o Four recruitments were cancelled at the request of the department
o Seventy-one on continuous recruitment, difficult to fill/no applicants
Final Status Report on Program Objectives for FY 2022-23 4
•
HUMAN RESOURCES
,HUMAN RESOURCES
• 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. These recruitments
resulted in the establishment of two eligible lists within the four-month
timeframe.
Note: Effective May 14,2023,Police Officer I (Recruit) is open on continuous
recruitment and the Hawaii Police Department conducts the performance test.
2. Establish internal recruitment lists to assist hiring departments fill their vacancies
within one month for internal recruitments within the department or internal
recruitments within the County.
There was a total of 209 internal recruitments.
We established 144 of 167, or 86%, of internal lists within the one-month
timeframe.
For the other 42 recruitments,internal lists were not established due to the
following:
o Twenty-seven internal recruitments resulted in no internal applicants
o seven internal recruitments resulted in no qualified applicants
o four 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 258, 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 Hawaii Community College's difficulty in referring
interested students as a result of their low enrollment.
Final Status Report on Program Objectives for FY 2022-23 5
HUMAN RESOURCES
HUMAN RESOURCES
Health and Safety
1. Coordinate and/or conduct safety inspections of at least eight County facilities.
Safety inspections of nine County facilities were conducted. Facilities included:
Animal Control facility in Orchidland (3x),Mass Transit Agency baseyard (2x),
Traffic Technicians office at Schultz Siding,Kolea pump station,Zoo pump
station,Honomn gym,Highways Hamakua baseyard,Hilo Wastewater
Treatment Plant, and Real Property Tax Hilo office(potential IT Help Desk
site).
2. Provide requested safety and equipment training within two months of original
request.
A total of 235 training requests were received during FY 2022-23. Training was
provided for 202 of the requests within two months of the original request.
Training for the 33 remaining requests has been scheduled for later in the
calendar year(FY 2023-24) 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.
2"a 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.
3rd Quarter: Personal Protective Equipment,Bloodborne Pathogens,Fire
Safety Awareness,Hearing Conservation, Respiratory Protection
and Fit Testing,Hazard Communication,First Aid/CPR/AED,
and Forklift training and recertification.
Final Status Report on Program Objectives for FY 2022-23 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,First Aid/CPR/AED,Lock-out/Tag-out,
and Forklift training and recertification.
4. Provide at least six Defensive Driver Courses (DDC)to County employees during the
fiscal year.
Eighteen DDC training sessions were provided. Six 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 (152
employees; 141 at Aupuni Center and 11 at S. Hilo Roads),Waimea (three
employees),Ka`u (five 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.
Claims reviews were conducted with the County of Hawai`i's Third-Party
Administrator,AIMS, on November 2,2022, and April 12,2023. Claims reviews
were conducted with the Department of Parks and Recreation on November 16,
2022, and April 14,2023, and the Police Department on November 9,2022, and
April 26,2023.
2. Provide Work Comp 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. Work Comp 101 and Return to Work Program training were
provided to participants in the Supervisory Training Program on March 1,2023.
Final Status Report on Program Objectives for FY 2022-23 7
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Y 2
IlNFOf +Il "CION
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
Program_Objectives
•1. Provide a reliable and managed network for the County of Hawaii. Implement
services and equipment to improve the network speed, reliability, and security for
County locations.
Provided additional redundancy with high-speed connections with different
physical routes.
• Installed over 20 additional sites for County and Public internet use,to
include first responder stations, public safety, emergency shelter facilities,
and community sites.
• Created new departmental connectivity to County Animal Control Facility
East,with plans to move to high-speed fiber connectivity.
• Initiated complete network review for increased availability and reliability.
2. Expand and maintain the County of Hawai`i server and application support. Assist
County Departments with Application implementation and expand the use of cloud-
based technologies.
Assisted County departments with application implementation.
• Continued work and support with multiple departments using the Electronic
Processing and Information Center(EPIC) system.
• Provided support and assistance with Fire Department related cloud
implementation.
• Provided selection panel personnel for new ERP system.
3. Maintain and enhance the reliability and resilience of the County's information
technology infrastructure. Seek/intend to consolidate network security and monitor
external threat management.
Maintained software requirements and increased reliability and resilience.
• Increased storage scope and reliability through server hardware upgrades.
• Reviewed and initiated campaign to relevant industry standard security
framework compliance.
• Initiated program for security review for baseline operating systems.
Six Month Progress Report on Program Objectives for FY 2023-24 1
INFORMATION TECHNOLOGY
---� INFORMATION TECHNOLOGY
• Modified outdated standards for end user security requirements.
4. Continued improvement for Information Technology's customer support and services
by establishing industry standard guidelines. Expand the use of automation in all
aspects of support, including user setup and maintaining existing software on client
workstations.
Increased customer support/client workstation support capabilities.
• Started community volunteer (intern related) program to develop hiring pool
candidates experience levels.
• Hired multiple Technician level positions to increase information technology
support presence in business areas.
• Achieved significant reduction in end-user ticket support queue volume.
• Identified multiple opportunities for automation in performing
redundant/repetitive tasks.
5. Align with countywide Geographic Information System (GIS)requirements. Provide
training, expertise, and technical support to other County departments and agencies in
the development, design, and implementation of GIS results to be utilized by internal
and external entities.
Continued third-party training and assessment program.
• Applied DIT community volunteer (intern) program to develop hiring pool
candidates experience levels.
• Included additional departments within the County to ESRI training
program. This provided education and information for all levels of
personnel to better understand how to use GIS tools, methodologies, and
workflows.
• Consulted and started work with departments to enhance public information
presence and assist with real-time reporting projects and compliance
objectives.
Six Month Progress Report on Program Objectives for FY 2023-24 2
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.
• 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.
• Partnered with Research & Development for ongoing fiber optic
connectivity to multiple County locations, utilizing in-line and spur
connections.
• Primary connection focus was 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.
d. County service upgrades (internal projects).
• Ten GB switching hardware was procured for 'top of rack' service at
County data centers: awaiting configuration and deployment of Primary
connection.
• Upgraded switches were purchased and installed in the WHCC complex
to allow for faster connection speeds.
• Provided design, build, and implementation of temporary,and future
permanent,technology requirements at new facilities, such as East
Hawaii Animal Control and the Bank of Hawaii building for Finance-
Driver's License and Vehicle Registration.
• Provided continued support to fulfill design and planning for the
Emergency Operating Center at Mohouli Extension. Such support
included connectivity and internal wiring in preparation for build out to
ensure limited interruption when transfer of equipment takes place.
Final Status Report on Program Objectives for FY 2022-23 1
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
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.
• Provided supporting staff for Finance vendor selection.
• Assisted with maintaining backend support for historical data and
developing front-end solutions for search/reporting capabilities.
b. Upgraded mission-critical data and application servers.
• Migrated the database server of the County financial system. This
increased the performance of daily systems by a factor of three.
• Extended contract periods for website services and data repository
systems.
• Procured and planned a project for installation of WAF security,which
provides server-to-server security.
• Successfully upgraded County Antivirus systems and deployment to all
end point assets.
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. Continued to work with multiple departments and vendors on creating a
hardened data center for the County.
b. Worked to identify, document, and implement industry recognized
cybersecurity frameworks and'defense in depth strategies.
c. Worked on creating and establishing security posture baselines.
Documented processes, procedures, and general operational awareness.
d. Initiated discussions and security guidance plans with County department IT
staff as well as with State level security,Federal agencies, and cybersecurity
service providers. This provided a solid approach to security deficiencies
and will be ongoing.
e. Initiated participation in grant programs to increase cybersecurity tools,
training, and systems.
Final Status Report on Program Objectives for FY 2022-23 2
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
4. Review and improve Information Technology's customer support and services and
expand the use of automated features to facilitate user setups and maintain current
software on client workstations.
a. Increased the use of automated systems management.
• Expanded 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.
• Onboarded four additional IT Technician II's in order to provide
efficient service for County staff. Technicians will be onsite at the County
Building and the Aupuni Center.
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 the 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,the public
and applications which rely on GIS data and information.
• Completed hiring initiatives in order to better fulfill the needs of County
departments and provide support where necessary.
b. Continued 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.
Final Status Report on Program Objectives for FY 2022-23 3
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• 1 3
LIQUOR CONTROL
LIQUOR CONTROL
LIQUOR CONTROL
1. Licensing:
a. Conduct 75 interviews with new liquor license applicants.
Thirty-two interviews with new liquor license applicants were completed.
b. Process 50 new license applications.
Twelve new liquor license applications were processed.
c. Conduct 50 site visits to applicant premises.
Eighteen 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 50 manager classes/examinations were held in the first six months
of FY 2023-24. Classes consisted of 16 in Hilo,30 in Kona and four special
classes. Approximately 822 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 1,985 licensee checks were conducted per month for the
period of July 1,2023 to December 31,2023.
c. Provide all staff, commissioners and board members education via county, state,
and nationally sponsored programs.
The National Conference of State Liquor Administrators (NCSLA) hosted its
2023 Northern/Southern Regional Conference, themed Memphis Momentum,
in Memphis, TN, from September 17-19,2023. Panel topics included
discussions about challenges and opportunities seen when licensing unique
premises, the rise of craft distilling due to high demand for locally crafted
Six Month Progress Report on Program Objectives for FY 2023-24 1
LIQUOR CONTROL
LIQUOR CONTROL
products and navigating private labels in a three-tier system,to name a few.
This was attended by the Director, three Liquor Commissioners, the Liquor
Licensing Officer, and a Deputy Corporation Counsel.
The Department of Liquor Control received an invitation from the Eastern
Band of Cherokee Indians to participate in an interactive knowledge sharing
session with their Tribal Alcoholic Beverage Control Commission in their
hometown of Cherokee,NC, from September 20-23,2023. This session was
aimed to 1) discuss and understand the roles and responsibilities of an
independent liquor control board,2) discuss strategies for managing and
enforcing liquor regulations,3) approaches to develop and 4) implement
policies to promote responsible alcohol consumption and collaborative
initiatives to ensure public safety. The County of Hawaii was able to also
extend its relationship with this group which describes itself as a sovereign
group working within the system. The Director, one Liquor Commissioner,
the Liquor Licensing Officer and a Deputy Corporation Counsel represented
the Department.
The National Law Enforcement Agency (NLLEA) hosted its 36th Annual
Conference in Norfolk,VA,themed Making the "Case"for Alcohol Law
Enforcement,from October 4-6, 2023. This conference offered workshops
for attendees with topics relating to alcohol delivery, looking further into the
digital ID for the 21St century and how to detect counterfeits while in the
field. Four Liquor Control investigators attended on behalf of the
department.
The 2023 Investigators' Workshop and Training was held on Lihue,Kauai,
from October 15-18,2023. This years' workshop opened with a Verbal Judo
Course which guided enforcement staff on how to listen and speak more
effectively to licensees when in the field while enforcing compliance. The
Council on Licensure,Enforcement and Regulation (CLEAR)followed with
sessions on investigative procedures, safety, and report writing to name a
few. This was attended by the Liquor Control Administrative Officer and six
Liquor Control investigators: specifically,two from West Hawaii and four
from East Hawaii.
Six Month Progress Report on Program Objectives for FY 2023-24 2
LIQUOR CONTROL
LIQUOR CONTROL
The devastating natural disasters that were occurring on the island of Maui
at the time prevented their County from hosting the years' annual state
conference. While short on time, the County of Hawaii Department of
Liquor Control took the initiative and quickly planned the 2023 State
Conference of Liquor Commissions and Industry Representatives,held in
Hilo, Hawaii,from November 5-8,2023. Hawaii County has hosted the
State Conference for two years in a row: once in Kona and once in Hilo.
Drawing about 100 participants,no other County was able to organize and
host the event which also allowed us to promote an economic boost to both
Kona and Hilo. This conference welcomed local and out-of-state industry
members, government agencies, and private counsels who work with
departments or assist individuals in the industry. The agenda consisted of an
industry panel, a presentation relating to substance use and underaged
drinking and a presentation from a well-established local consumer store,to
name a few. This conference was attended by the Liquor commissioners and
Liquor Adjudication Board members of the County of Hawaii, as well as the
staff of the department.
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 requests
from our council members. 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. A few of the youth programs
this year included an extra-curricular youth soccer tournament and the
purchase of three robotic kits for an afterschool program. Other community
events included a local feeding program which assisted those in need and
funding was also provided for wellness and engagement events, to name a
few.
On August 11,2023,the Liquor Control Administrative Officer presented to
the Hawaii Island Security & Safety Professionals Association(HISSPA).
This presentation informed attendees about the department's NARCAN
distribution to bars, restaurants, and hotels on Hawaii Island,which was
completed in May 2023.
Six Month Progress Report on Program Objectives for FY 2023-24 3
LIQUOR CONTROL
LIQUOR CONTROL
On October 24,2023, an investigator from the Enforcement Division —East
Hawaii had the opportunity to speak to students at Waiakea High School
enrolled in the "Foundation of Legal & Protective Services" course; a class
offered through a focused career academy for students that are preparing
themselves for jobs in law enforcement, legal, corrections and the military.
Our investigator shared what the duties and responsibilities of the
Department of Liquor Control are,work experiences, and preparation
needed to qualify for the position. He also answered questions from many
curious students.
•
•
Six Month Progress Report on Program Objectives for FY 2023-24 4
LIQUOR CONTROL
LIQUOR CONTROL
1. Licensing:
a. Conduct 75 interviews with new liquor license applicants.
Ninety-one interviews with new liquor license applicants were done.
b. Process 50 new license applications.
Forty new liquor license applications were processed.
c. Conduct 50 site visits to applicant premises.
Forty-nine 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 79 manager classes/examinations were held during FY 2022-23.
Twenty-five classes were held in Hilo,48 in Kona and six special classes.
Approximately 1,252 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 1,970 licensee checks were conducted per month for the
period of July 1,2022 to June 30,2023.
c. Provide all staff, commissioners and board members education via county, state
and nationally sponsored programs.
Training for staff, commissioners and board members has consisted of the
following:
1. The National Conference of State Liquor Administrators (NCSLA)
hosted its Central/Western Regional Conference in Omaha,NE,
September 2022, "The Future of a Well-Regulated Industry". Panel
Final Status Report on Program Objectives for FY 2022-23 1
•
LIQUOR CONTROL
LIQUOR CONTROL
presentations included topics about supply chain challenges post covid,
the beauty of unique licenses and hybrid licenses. This was attended by
the Administrative Officer and one Liquor Commissioner.
1. The National Liquor Law Enforcement Agency (NLLEA) hosted its 35th
Annual Conference in Pittsburgh,PA, September 2022,themed "Building
Trust Among Stakeholders for Safer Communities". This conference
opened with a session about"Transformational Leadership" and other
topics covered included discussions about direct-to-consumer
investigations, how to prevent alcohol violence through education and
covered "Street Stories" relating to human trafficking, alcohol and drug
use and abuse,to name a few. One Liquor Commissioner, one Liquor
Adjudication Board Member, one Liquor Control Investigator,the
Administrative Officer and the Director attended on behalf of the
Department.
2. 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,themed, "Are We Feeling 22? Is Alcohol Regulation in
2022 Miserable and Magical at the Same Time?" Topics included public
health initiatives,to-go cocktails/3rd party delivery and digital ID and
scanning technology.
3. In November 2022,the County.of Hawai`i 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.
4. Liquor card class training was provided to the enforcement,licensing,
and administrative staff of East Hawaii in December 2022. This
interactive training moderated by the Liquor Control Investigator III,
allowed staff to review their knowledge on common liquor laws relating
to the sale of liquor,minors in licensed premises and permitting,to name
a few. Staff clarified uncertainty on topics and were provided with
guidance to best assist liquor licensee's whether in the office or in the
field.
Final Status Report on Program Objectives for FY 2022-23 2
LIQUOR CONTROL
LIQUOR CONTROL
5. The Administrative Services Assistant I (Professional Trainee II)
attended numerous trainings offered by the County of Hawaii
Department of Human Resources,which included "Supervisory Training
Program", a long-term training consisting of a minimum of ten sessions
aimed to help provide guidance and knowledge of County policies,
procedures, and practices to be a successful leader. Other trainings
attended were "Conducting an Effective Job Interview", "Personnel
Transaction Training", "FRESH Overview", "Performance Appraisal
Review (PAR)".
6. The Office of Management conducted "Middle Manager Leadership
Training" in February 2023, offered to managers and supervisors. This
was attended by the West Hawaii Liquor Control Investigator III and
the Liquor Licensing Officer. This session focused on interactive team
building activities relating to leadership behaviors and the importance of
creating a successful workplace environment through positive attitudes
and shared values.
7. In April 2023,the Director,Administrative Officer,Liquor Licensing
Officer and 7 investigative staff from East and West Hawaii attended a
special training by.the Federal Tax and Trade Bureau (TTB). The
instructor was the Director of the Office of Industry and State Outreach
Alcohol and Tobacco Tax and Trade Bureau. This session talked about
product purity, taxing,labeling, and the process to obtain TTB approval
for various products or goods and the importance of obtaining assistance
from TTB,when necessary. Staff also had the opportunity to ask
questions.
8. In May 2023, the National Alcohol Beverage Control Association
(NABCA) hosted its 2023 Annual Conference in Orlando,FL, "Powers of
the Past,Forces of the Future". This was attended by the Director,three
Liquor Adjudication Board members,the Liquor Licensing Officer, and
Professional Trainee I. Sessions included topics about the blurring of soft
drinks to hard drinks, discussions about purpose vs profit, and more.
9. In June 2023,the Director,Administrative Officer,three Liquor
Commissioners and one Liquor Adjudication Board member attended
NCSLA's 2023 Annual Conference, in Oklahoma City, OK, "Working
Together—We're More Than OK!" Hot topics of discussion included
challenges being faced with advertising due to the rise of social media
Final Status Report on Program Objectives for FY 2022-23 3
LIQUOR CONTROL
LIQUOR CONTROL
influences to new rulemaking and possible public health concerns with
the introduction of national soda brands entering the industry and more.
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 72 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 for 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 enrolled in the "Foundation of Legal& Protective Services" course; a
class offered through a focused career academy for students that 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.
The Enforcement Division at its State Investigators Workshop training in
November 2022, lead training sessions about updates to liquor laws,
conducting undercover sale to minor operations 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.
In partnership with the State of Hawai`i's Department of Health, the Office
of the Attorney General, and the Kumukahi Health and Wellness Center,the
Department of Liquor Control successfully distributed over 700 doses of
Narcan Nasal Spray to Hawaii Island dispenser licensees which included
bars, restaurants, hotels, and clubs. Distribution began in May 2023 and was
completed by June 2023. Narcan spray is an over-the-counter spray used to
reverse life-threatening effects of a narcotic overdose. The Department of
Liquor Control continues to be committed to the health and safety of our
licensees and Hawaii Island community.
Final Status Report on Program Objectives for FY 2022-23 4
4
MANAGEMENT
MANAGEMENT
.... .. ADMINISTRATION
• Prudent Finances: Budget stringently to deliver services efficiently, plan for long-
term liabilities and contingencies, and optimize revenue generation.
o Worked with the Finance Department to ensure that departments had
adequate funding to meet the public's needs and deliver services efficiently,
while paying our liabilities and saving for contingencies. In addition,worked
to ensure that revenue from a variety of sources was available when needed
to meet the County's obligations.
• 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 Brought back the County's Outstanding Employee Awards Ceremony.
o Revamped our Employee Tuition Reimbursement program.to include more
options for our employees looking to further their education and career
opportunities.
• Strategic Objectives: Collaborate and promote innovation among departments to
accomplish identified priorities.
o Worked with the Police Department,Department of Park and Recreation
(Parks), Office of Housing and Community Development(OHCD),
Department of Land and Natural Resources (DLNR), and on-island homeless
care providers to establish protocols for Parks' rules enforcements that have
helped to keep parks safe for our Keiki.
o Worked with OHCD and the Department of Public Works to push forward
critical affordable housing and emergency shelter projects island wide.
• Economic Initiatives: Partner with the nonprofit and private sectors to diversify
economic and employment opportunities.
o Continued work with the Koi Pond to help bolster workforce development
programs for our youth island wide.
o Collaborated with the philanthrophic sector to develop Native Hawaiian
Women's Development Initiative, an entrepreneur-focused activity.
o Worked with the state, other counties and private and nonprofit sector
organiations to develop a state farm bill.
o Focused on mitigating impacts of invasive species in coordination with the
state and nonprofit organiations.
Six Month Progress Report on Program Objectives for FY 2023-24 1
MANAGEMENT
ADMINISTRATION
o Shared Rediscovering Hawai`i's Soul/Pehea Ka `Aina process and
opportunities with hospitality industry partners.
o Supported numerous cultural and community celebrations and events, to
include the 50th Annual Queen Lili`uokalani Outrigger Canoe Race,Kohala
Ag Visioning regional food summits, and a Pahala -based hula halau cultural
exchange.
o Worked with federal, nonprofit and private sector partners to expand
regenerative economy opportunities.
• Resilient Community: Be knowledgeable, trained, and prepared for all types of
emergencies and disasters.
o Hosted the first-ever Kupa`a Challenge in partnership with Kamehameha
Schools to work through the issue of Native Hawaiian retention and
prosperity.
o Worked with the Hawaii Island Fentanyl Taskforce to make NARCAN
readily available at all County facilities and within official County vehicles.
o Conducted Tsunami tabletop exercises with all departments to ensure
preparation and readiness.
o Informed the community of various weather-related hazards, including
tropical storms, high surf and wind advisories,Kona Low weather patterns,
Red Flag Warnings, and more.
• Inclusive Governance: Encourage civic participation with appointments to boards
and commissions and an active community planning system that exemplifies
democracy at its best.
o Established Hui o Alahanui community working group to reestablish
shoreline access in Puna in the 'ili of Alahanui,which was previously the
area of the "Hot Ponds".
o Continued meetings with the Mayor's Wapi`o Advisory Committee on
Waipi`o Valley Access through the Emergency Proclamation period.
o Began meetings with the Hawaii County Youth Commission.
o Actively sought candidates for various boards and commissions, including
many openings directly related to community development action plans.
o Filled 30 vacant or outgoing seats on boards and commissions.
o Completed 404 service requests through the Mayor's page on the County
webpage.
o Hosted 92 meetings with various constituents.
o Attended 101 community events.
o Published 27 Proclamations, 46 Mayor's Messages, and 33 Certificates.
Six Month Progress Report on Program Objectives for FY 2023-24 2
MANAGEMENT
ADMINISTRATION
• Open Communication: Communicate with the public with a two-way system that
informs and is responsive to suggestions, requests, and complaints.
o Finished our Sustainable Horizons Townhall Circuit with Meetings in Ka`u,
Pahoa;Hilo, and Laupahoehoe.
o Continued updates and improvements to the County of Hawaii Hazard
Map,which informs residents of any road closures,weather warnings,
shelter openings, etc.
o Continued engagement with local and national media outlets.
o Completed a year-long segment with the Politico Mayor's Club,where
Hawaii County was selected amongst 50 other municipalities across the
Nation.
o Continued work on the County's Kahea App.
• Sustainable Environment: Respect and sustain the natural and cultural heritage of
this County.
o Reported on the County's continued commitment to the Trillion Tree
Project, lt.org, in partnership with Terraformation.
o Six electric buses were added to the County Hele-On fleet.
o Leased 300+County-held acres to HuiMAU, an on-island non-profit out of
Pa'auilo, focused on indigenous food security and reforestation.
o Closed on four new PONC purchases, including 600+ acres in Mahukona.
o Began planning of the third Hawaii Sustainability Summit(Summit '24)
o Finalizing contract for Hawaii County EV charging infrastructure.
Six Month Progress Report on Program Objectives for FY 2023-24 3
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 determine and 'recommend changes, if any, by the
Charter-imposed deadline.
o No activity occurred in this reporting period.
Six Month Progress Report on Program Objectives for FY 2023-24 4
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 allowed the Mayor to share immediate priorities and
the 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.
o Reimplemented Employee of the Year program to honor County workers
that go above and beyond their expected duties in service to Hawaii County.
o The Managing Director supervised the Directors and Administrators every
quarter. 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 in
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.
Final Status Report on Program Objectives for FY 2022-23 1
MANAGEMENT
ADMINISTRATION
This provided and continues to provide opportunities for inter-departmental
collaboration and support.
o Established an EPIC System working group to manage EPIC's progress and
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 for a more concise 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 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
due to the Mauna Loa eruption.
o Conducted pre-eruption Community outreach,which covered all neighborhoods
and areas most likely affected by a then-pending eruption.
o Conducted a round-the-island town hall series aimed at informing the community
of County-wide initiatives and priorities.
o Joined in partnership with Vibrant Hawaii through an MOU to support
community hubs island wide to build resilience and coordination.
Final Status Report on Program Objectives for FY 2022-23 2
MANAGEMENT •
ADMINISTRATION
o Conducted a FireWise campaign for susceptible communities island wide in
partnership with the Hawaii Wildfire Organization.
• Inclusive Governance. Encourage civic participation with appointments to boards
and commissions 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 and current members, and posting announcements on
the County's website and social media platforms.
o Filled 84 vacancies in Boards and Commissions.
o Stood up a Waipi`o Valley Access Road Advisory Committee to engage the
Waipi`o.
o Established a Youth Commission to identify the aspirations, needs, and
concerns of the County's youth.
o Re-established the Arborist Advisory Committee that advises the Mayor and
Council on matters relating to the designation and safeguarding of
exceptional trees in the County of Hawaii.
o Established the Hawaii County Elections Accessibility Needs Advisory
Committee to ensure equal and independent access to voter registration,
casting of ballots, and all other office of elections services.
o Established the Fire Board of Appeals to hear and issue rulings on appeals
from final decisions of the Fire Chief relating to Chapter 26 of the Hawaii
County Fire Code, Article 1, the County Fire Code, and Article 2, the
Fireworks Code.
o Re-established the Banyan Drive Hawaii Redevelopment Agency to execute
the powers and duties identified in Hawaii Revised Statutes, Chapter 53
within the Waiakea Peninsula.
Final Status Report on Program Objectives for FY 2022-23 3
MANAGEMENT
ADMINISTRATION
o Began meetings to update the General Plan and 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 Conducted a PR push to the Everbride platform for emergency alerts from the
County of Hawaii.
o Established a Hazard Impact Map to update and alert folks of hazards, closures,
and emergency information in real time.
o In took and responded to over 4,000 complaints, comments, and concerns through
our online web form.
• Sustainable Environment. Respect and sustain the natural and cultural heritage of
this County.
o Joined large Hawai`i-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 H2 Twin Cities Initiative with our H2—
TRANS—PACIFIC proposal to develop clean hydrogen solutions for energy
sustainability and strengthening ties across the Pacific.
o Hosted the Second Annual Hawai`i Sustainability Summit, focusing on legislation
related to furthering the Aloha+Challenge and UNSDG goals.
o Handpicked as one of the esteemed 12 U.S. municipalities to participate in the
prestigious Cities Forward program. The U.S. Department of State spearheads
this initiative and seeks to foster urban sustainability on a global scale.
o Worked with the County Council to establish the Office of Sustainability, Climate,
Equity, and Resilience.
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.
Final Status 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 County
government branches and determine and recommend changes, if any, by the Charter-
imposed deadline.
• Hosted, conducted, and concluded the final ten commission meetings between
July 1 and November 18.
• Commission report filed in October 2022.
Final Status Report on Program Objectives for FY 2022-23 5
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MISCELLANEOUS
MISCELLANEOUS
ANIMAL CONTROL
1. 90% of vicious dog calls will be responded to within two hours.
Of 32 calls received referencing vicious dogs,29 calls were responded to within
two hours, or 91%.
2. 90% of loose animals posing a public safety hazard calls will be responded to within
two hours.
Of the 135 calls received referencing loose animals posing a safety hazard to the
public, 117 calls were responded to within two hours, or 87%.
3. 90% of injured animal related calls will be responded to within two hours.
Of the 251 calls received referencing injured animals, 190 calls were responded
to within two hours, or 76%.
4. 90% of calls for animal control assistance by the police will be responded to within
three hours.
Of the 55 calls for animal control assistance by police, 54 calls were responded to
within three hours, or 98%.
5. 90% of animal cruelty and neglect cases will be responded to in 24 hours and
resolved in 14 working days.
Of the 149 calls for cruelty and neglect cases, 118 calls were responded to within
24 hours, or 79%.
6. 90% of license, loose dogs and any non-cruelty/neglect cases will be responded to in
48 hours and resolved in five working days.
Of the 149 calls for loose dogs and any non-cruelty cases, 118 calls were
responded to within 48 hours, or 79%.
7. Eighty-four Sweeps of problem communities per year.
Conducted 58 sweeps in problem communities island wide, or 138%.
Six Month Progress Report on Program Objectives for FY 2023-24 1
MISCELLANEOUS
HOMELESSNESS
1. Execute and manage contracts that are in alignment with the Homelessness and
Housing Strategic Roadmap that will work in ensuring that the number of households
experiencing homelessness is rare, brief, and non-recurring.
In July 2023, the Office of Housing and Community Development (OHCD)
released a Request for Proposal for the Homelessness and Housing Fund. In
December 2023, the OHCD approved the award of 22 contracts to 13 non-profit
organizations.
2. Design and implement a system that collects, measures and documents outcomes
achieved by entities who receive funding through the County Homelessness and
Housing fund.
In September 2023,the OHCD completed the initial design and implemented the
first phase of a data collection system.
3. Complete Phase 1 of the Kukuiola Assessment Center and Emergency Shelter.
The OHCD continued to work with its contractor to complete the development
of the Access Road for the Kukuiola project.
4. Leverage existing funding sources to support resources needed to ensure families
continue to move towards increased self-sufficiency.
The OHCD continued to apply for grant opportunities that become available.
5. Build the capacity and delivery of Financial Empowerment Services.
The OHCD secured funding from Hawaii Community Foundation to support
its Financial Empowerment Service initiative. The OHCD has an agreement
with Hawaiian Community Assets to deliver low-barrier and no-cost financial
education services and connectivity to appropriate resources.
Six Month Progress Report on Program Objectives for FY 2023-24 2
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 regarding cruelty and neglect 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 regarding loose dogs and any non-cruelty cases, 1,569
calls were responded to within 48 hours, or 93.56% of calls.
7. Eighty-four Sweeps of problem communities per year.
Conducted 165 sweeps in problem communities island wide, or 196.43%.
*Statistics are the same as those provided in the six-month progress report as agency
oversight transitioned from Police to the new agency.
Final Status Report on Program Objectives for FY 2022-23 1
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1 6
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.
All burials have been assigned and recorded.
Location Number of Caskets Number of Urns
`Alae 22 15
Six Month Progress Report on Program Objectives for FY 2023-24 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; currently 90%
compliant.
The department has addressed many of the findings of the Inspector
General. Corrective actions are being taken for some findings that require a
period of time.
2. Performs interments, grounds maintenance and facilities maintenance in accordance
with the National Cemetery.Administration(NCA)Veterans Cemeteries standards.
The department has followed National Cemetery Administration standards.
3. Assign and record all burials.
All burials have been assigned and recorded.
4. Foster a customer service culture.
The department has provided exceptional customer service to patrons.. Patron
requests have included finding a plot, scheduling burials, assisting with the
burial paperwork, and answering various other questions.
Location Number of Caskets Number of Urns
Vet Cemetery 1 1 0
Vet Cemetery 2 20 56
West Hawaii Vet Cemetery 4 . 16
Six Month Progress Report on Program Objectives for FY 2023-24 2
•
PARKS & RECREATION
RURAL CEMETERIES
•
1. Continue maintenance of cemetery grounds.
Repairs and maintenance were accomplished on a daily basis.
2. Assign and record all burials.
Location _ Number of Caskets Number of Urns
Hawi 7 • 3
Honoka`a 0 4
Kainehe (aka Kuka`iau) 1 0
Kukuihaele 0 0
Na`alehu 4 2
Waimea 0 1
•
Six Month Progress Report on Program Objectives for FY 2023-24 3
PARKS & RECREATION
HAWAI'I COUNTY BAND
1. Provide musical services for island residents and visitors by working with community
organizations and providing 40 musical services annually (e.g. parades, ceremonies,
festivals, concerts and special events).
Provided 20 musical services.
2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational,
musically challenging, and historically significant.
Provided six monthly Mo`oheau park concerts.
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.
Young musicians have been contacted to perform with the band in our
upcoming concerts.
4. Introduce 20 new musical pieces per year to provide musical challenges to the band
members.
Ten new pieces have been rehearsed and/or performed.
Six Month Progress Report on Program Objectives for FY 2023-24 4
PARKS & RECREATION
WEST HAWAI'I 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).
Provided 15 musical services.
2. Provide six concerts that are entertaining, educational, musically challenging and
historically significant.
Provided six monthly concerts.
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.
Young soloists have been contacted to perform with the band at future concerts.
4. Introduce 20 new pieces per year to provide musical challenges for the band.
Fifteen new selections have been rehearsed and/or performed.
Six Month Progress Report on Program Objectives for FY 2023-24 5
PARKS & RECREATION
ADMINISTRATION
1. 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. Our new Information and
Education Specialist started on November 16, 2023. He is working with our Data
Processing Coordinator to update and improve our department's website.
2. Continue implementation of the transition plan for accessibility to public facilities during
the fiscal year.
The Department has continued modifications to various facilities for ADA
accessibility and safety.
3. Continue implementation of the transition plan for playground safety and accessibility
during the fiscal year.
The Department has continued modifications to various facilities for ADA
accessibility and safety.
4. Maximize resources by encouraging the "Friends of the Park"program and identify a
minimum of five community service projects that focus on maintenance and/or
improvements to park facilities.
The Department executed four Friends of the Park agreements for various park
facilities.
5. Provide at least one technical job specific training for 50%of administrative staff.
Five job-specific trainings were provided for 8% of administrative staff.
Six Month Progress Report on Program Objectives for FY 2023-24 6
PARKS & RECREATION
PARKS MAINTENANCE
1. Maintain completion range of approximately 2,300 work orders on an annual basis.
Completed 1,099 work orders.
2. Undertake two park improvements projects per district, one of which involves a
community group.
Two park improvement projects involving a community group were completed for
each district.
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.
Eight complaints were received and documented.
4. Provide park users with safe facilities and grounds.
• Conduct safety inspections of P&R facilities:
1. Every three months with responsible supervisor(nine crews).
Supervisors completed safety inspections quarterly.
2. Every six months by the Park Superintendent.
Safety inspections of all facilities were not completed by the Park
Superintendent.
3. Playground and Skateboard Park inspections every month.
Safety inspections were completed.
5. Provide employees with a safe working environment.
• Participate with department safety committee and discuss and evaluate
accident/incident reports.
The Department worked with the safety committee to evaluate accident/incident
reports.
Six Month Progress Report on Program Objectives for FY 2023-24 7
PARKS & RECREATION
PARKS MAINTENANCE
• Correct any hazardous conditions or practices.
Hazardous conditions and practices were corrected.
• Provide a minimum of one safety instructional session per crew each month.
Safety instructional sessions were provided each month.
• Review and upgrade Park Maintenance Safety and Health Programs.
Programs have not been upgraded.
Six Month Progress Report on Program Objectives for FY 2023-24 8
PARKS & RECREATION
RECREATION
1. Provide or assist in the facilitation of a minimum of four types of organized athletic
activities in each district. Athletic activities shall include basketball,
baseball/softball, volleyball, football,track and field, pickleball,futsal, etc. These
activities shall be provided on a quarterly basis with the intent of servicing at least
500 youth and 200 adults per district.
Instruction of youth basketball,volleyball,track and field occurred at each
facility between July-December 2023. Three instructional eight years old and
under basketball leagues were provided island-wide at Hilo/Puna,N/S
Kohala/Hamakua and Kona. In the Hilo District,the ten and under, and 12 and
under basketball leagues operated through the end of December. Two age group
volleyball leagues also occurred at Hilo/Puna and N/S Kohala/Hamakua. Track
and field teams began instruction in December to prepare for events in
February.
Adult sports (basketball,volleyball, badminton, pickle ball,tennis)will continue
throughout the year.
a. Provide a minimum of one athletic activity per recreation facility cluster, with the
specific purpose of introductory level instruction. These introductory athletic
activities shall be provided on a quarterly basis with the intent of servicing at least
100 youth and/or adults per recreation facility cluster.
One introductory athletic activity at each facility cluster has been provided.
Examples are Beginner Archery Class (Waiakea Rec. Center),Introduction
to Pickleball(Na`alehu), Baseball Fundamental Hitting (Andrews Gym),
badminton for beginners (Hilo Armory),Introduction to Golf(Waikoloa),
and Elementary Volleyball Clinic (Kailua Park).
2. Provide or assist in the facilitation of a minimum of six arts and craft activities per
district,for youth and/or adults. Arts and crafts activities include, seasonal crafts,
hobby crafts, culture art practices, introductory art lessons, lessons in craftsmanship,
etc. These activities shall be provided on a quarterly basis with the intent of servicing
at least 100 youth and 50 adults per district.
a. Provide a minimum of one arts and crafts activity per recreation facility cluster,
for youth and/or adults. These activities shall be provided on a quarterly basis
with the intent of servicing at least 25 youth and/or adults per recreation facility
cluster.
This program goal was met during each quarter. Numerous arts & craft
classes were held at each facility cluster.
Six Month Progress Report on Program Objectives for FY 2023-24 9
PARKS & RECREATION
RECREATION
3. Provide a minimum of two district-wide events with the intent of servicing at least
200 youth and 200 adults per year. These events shall include holiday/seasonal
events and community resource fairs.
In Hilo at the Kawananakoa Center,personnel partnered with the Keaukaha
Community Association to provide a trunk-or-treat event for the community.
In Hamakua, personnel provided numerous holiday programs including the
trunk-or-treat program at Papa`aloa Park and `ohana Christmas events at the
Kula`imano Community Center and Honomu Gym.
In Ka`u,a Christmas community event was held at the Ka`u District Gym.
Four winter intersession programs were offered during the winter break—
Papa`ikou Gym,Waimea District Park, Carvalho Park and the `Ike Kai
Program at Richardson's Ocean Center.
4. Provide a minimum of two island-wide special events with the intent of servicing at
least 1,000 youths and 500 adults per year. These events shall include track and field
meets,`Ohana shoreline Fishing Tournament, etc.
The inaugural Hawaii International Futsal Cup was held at the Waimea
District Park in July 2023. Included over 300 participants, 30 teams from
Hawaii,Kauai and Japan.
The `Ohana Shoreline Fishing Tournament was conducted in August 2023.
There were 193 entrants from keiki to kupuna with 52 `Ohana team entries.
The Pilikulaiwi program was conducted in October 2023 during the fall
intersession and serviced 30 kids for a 3-day/2-night program.
The `Ike Kai program was conducted in October 2023 during the fall
intersession and serviced 20 kids for the week.
Surfer's Healing event was conducted in November 2023 and serviced over 80
youth with special needs from around the island.
A Halloween event was held at the Pana`ewa Zoo for youth and adults with
special needs. Participants were from multiple special needs facilities from
around the island.
Six Month Progress Report on Program Objectives for FY 2023-24 10
•
PARKS & RECREATION
RECREATION
We are currently planning four track meets in February, two event dates held
simultaneously on the east and west side.
5. Develop a minimum of six partnerships with other recreation providers, as well as
community organizations to maximize service and activities to the public. These
partnerships could include working with the Department of Land and Natural
Resources for hiking, malama a.ina(conservation) projects, Hawai`i Island Food
Basket in services provided to the community,the Ironman organization for a youth
triathlon, etc.
Recreation Section personnel continued to partner with three organizations
from July 2023 through December 2023. These were Malama `Aina Foundation
(Ike Kai Program at Richardson's Ocean Center), Department of Land and
Natural Resources (Pilikulaiwi Program), and Kamehameha Schools (Pilikulaiwi
Program).
6. Maintain safe recreation facilities for all activities,patrons, and employees.
Conducting daily facility safety inspections and completing work orders as necessary
to correct unsafe conditions. A comprehensive safety inspection shall be conducted
on a semi-annual basis (July and December).
Recreation Division employees conducted daily facility inspections and complete
work orders to address any issues. Personnel also conducted semi-annual safety
inspections in accordance with Health and Safety Division standards. These
inspections were completed in July 2023 and December 2023.
•
Six Month Progress Report on Program Objectives for FY 2023-24 11
PARKS & RECREATION
SUMMER AND INTER-SESSION PROGRAM
1. Provide a minimum of 20, six-week Summer Fun programs island wide.
There was a total of 22 Summer Fun Programs provided June-July 2022.
2. Work in partnership with the Department of Education Child Nutrition Program and
vendors with county meal contracts to sponsor free lunch programs for all summer
fun sites that qualify and meet the requirements for this program.
a. Provide free meals to a minimum of 75% of Summer Fun program participants.
The goal of 75% for 2023 was met. 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.
3. Provide a minimum of two special summer enrichment programs such as ocean
awareness and teen programs. Programs offered will operate for the same six-week
period as Summer Fun programs; with the intent of teaching life skills with emphasis
on leadership training.
Four special summer enrichment programs were conducted—the `Ike Kai
program in Hilo, `Ike Pono program in the Hamakua District(three 2-week
sessions at Kula'imano,Honomu and Papa`aloa),Teen Leadership program in
Waimea and a Teen Scene program at the Pu'u'eo Community Center in
Wainaku.
4. Provide a minimum of two Winter Intersession programs island wide. These two-
week programs will incorporate enrichment activities such as arts and crafts, athletic
activities,physical fitness, outdoor activities.
Winter Intersession programs were implemented at Pi`ihonua Gym,Waimea
District Park and Papa`ikou Gym.
5. Provide a minimum of two Fall and two Spring Intersession programs. These one-
week programs will provide enrichment opportunities focused on outdoor activities,
service learning and malama `aina.
Two fall intersession programs occurred in October 2023—the `Ike Kai program
at Reed's Bay and the Pilikualiwi Program who partnered with Hui Malama i ke
Ala `Ulili.
Six Month Progress Report on Program Objectives for FY 2023-24 12
PARKS & RECREATION
SUMMER AND INTER-SESSION PROGRAM
6. Integrate children with disabilities into the summer and intersession programs
wherever possible. •
Safety inspections were not done during the first half of FY 2023-24. The public
was 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 2023-24 13
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 from August 21-September 10,2023
Wong Stadium from August 1-20,2023
Walter Victor Stadium from September 1-30,2023
b. Pressure-wash each facility semi-annually.
Completed in each quarter.
c. Inspect for any potential safety hazards daily.
Day and night supervisors record any repair items or safety hazards on a
daily checklist form. Minor repairs are handled in-house. As needed,work
orders are generated and referred to the Parks Maintenance Division for
action.
d. Clean and sanitize facilities before and after events.
Facilities are cleaned and sanitized before and after each event.
e. Work with Safety Committee to have courtesy safety inspections annually.
Quarterly consultations are held with the Safety Committee to ensure
facilities are in compliance.
2. Provide a well-manicured playing surface at Wong Stadium and Walter Victor
Baseball Complex:
a. Mow fields weekly, weather permitting.
Lawns were moved weekly.
b. Close each ballfield at least one week annually for field renovations.
Walter Victor Baseball Complex in the month of September
Wong stadium August 1-20,2023.
Six Month Progress Report on Program Objectives for FY 2023-24 14
PARKS & RECREATION
HO'OLULU PARK COMPLEX
c. Fertilize ballfields annually.
Walter Victor Baseball Complex fertilized on September 6, 2023.
Wong Stadium fertilized on July 27,2023.
3. Provide training for staff:
a. Conduct safety talks on different topics every month.
Safety talks were conducted monthly on how to deal with the homeless.
b. Train employees on equipment use semi-annually.
Employees were provided with training on equipment use.
c. Have supervisors conduct equipment maintenance training and have equipment
maintained weekly.
Supervisors conducted training on equipment maintenance for staff during
the first half of the year. Equipment was maintained weekly and more
frequently if needed. Employees perform in-house maintenance functions
throughout the year.
d. Provide courses on Safety Data Sheet annually.
This will be completed in the Spring of 2024.
4. Enforce rules and educate sponsors:
a. Comply with ADA, OSHA, County, Department and Complex rules and
regulations.
Sponsors complied with the applicable governmental regulations during
their rental during July 2023 through December 2023. Applicable
governmental regulations are discussed with sponsors. Supervisors are
trained to enforce all rules.
b. Review and revise rules annually.
•
Working on revising rules by end of May 2024.
Six Month Progress Report on Program Objectives for FY 2023-24 15
PARKS & RECREATION
HO'OLULU PARK COMPLEX
c. Distribute rules with all applications.
Rule sheets are 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.
The UH Hilo Baseball team did improvement projects on Wong Stadium
infield.
b. Do one beautification/landscaping project annually.
Will be working with Intake and Hilo High to do beautification at the Edith
Kalaniana`ole Multipurpose Stadium in March 2024.
6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an
estimated 3,800 activities annually.
The Ho`olulu Complex has accommodated activities.
Six Month Progress Report on Program'Objectives for FY 2023-24 16
PARKS & RECREATION
AQUATICS
1. Provide services at our nine aquatic facilities with at least two lifeguards on duty
daily at all County pools.
Seven of the nine pools were currently open to the public. NAS and Pahala
Pools were undergoing ADA upgrade renovations.
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 in providing maintenance of the
facility. At our rural pools,Honoka`a,Laupahoehoe,Kohala,Pahala, and
Konawaeana each Senior Lifeguard is solely responsible for the daily
maintenance of the facility.
Senior Lifeguards are responsible 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 the pool, on a consistent basis.
Staff on-site conducted daily safety inspections. Senior Lifeguards did monthly
inspections and reports and, as needed submitted maintenance work orders to
the Parks Maintenance Division. The Aquatic Recreation Specialist and
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 2023 were very popular and the vast majority of classes
were filled. There were 215,924 patrons utilizing our facilities. Lessons were
offered this past summer,to meet the demand. The growing population on-
island is very interested in our programming, and the Aquatic Section is trying
to offer more hours and programming to meet that demand. We anticipate pool
attendance to continue to increase.
Six Month Progress Report on Program Objectives for FY 2023-24 17
PARKS & RECREATION
AQUATICS
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 programming for their facility. Each quarter
the Aquatic Recreation Specialist published it as a quarterly program guide.
This program guide is available to the public via our website and at facilities
around the island.
5. Conduct nine American Red Cross Lifeguarding/First Aid/CPRIAED Classes during
the fiscal year.
Course offered Last day of class Instructor
Lifeguarding Instructor 08/01/2023 A. Flores-Morikami
Review Course
Lifeguarding Review 08/02/2023 A. Flores-Morikami
Lifeguarding Review 08/17/2023 S. Kakos
Lifeguarding Review 08/23/2023 D. Simmons
Adult and Pediatric 08/23/2023 A. Flores-Morikami
First Aid/CPR/AED
Lifeguarding Review 08/25/2023 A. Flores-Morikami
Adult and Pediatric 08/30/2023 A. Flores-Morikami
First Aid/CPR/AED
Adult and Pediatric 09/02/2023 A. Flores-Morikami
First Aid/CPR/AED
Adult and Pediatric 09/09/2023 A. Flores-Morikami
First Aid/CPR/AED
Lifeguarding 10/16/2023 N. Rowland& C. Benitez
RTE Adult and Pediatric 10/12/2023 S. Coakley
First Aid/CPR/AED
Water Safety Instructor 10/27/2023 J. Wadahara&A. Flores-
Morikami
Adult and Pediatric 11/04/2023 A. Flores-Morikami
First Aid/CPR/AED
Lifeguarding Review 11/09/2023 S. Kakos
Lifeguarding Instructor 11/10/2023 A. Flores-Morikami
Review Course
Lifeguarding 12/15/2023 D. Simmons, K. Awana, B.
McDaniel
Lifeguarding 12/22/2023 S. Coakley&A. Kaiamakini
Lifeguarding 12/31/2023 S. Hussey&L.Nahuina
Six Month Progress Report on Program Objectives for FY 2023-24 18
PARKS & RECREATION
AQUATICS
6. Plan, promote and coordinate five Novice Swim Meets serving approximately 350
participants during the three month season.
The 2024 Novice Swim Team season began February 20th,2024 and runs
through May 18th,2024. Five Swim Meets have been scheduled throughout the
season.
7. Sponsor one open ocean water swim competition.
The Annual Richardson Roughwater Swim..was held on October 22'2023 with a
113 registered participants. The event went very well, and all swimmers
returned safely, thanks to our partnership with HFD Ocean Safety.
8. Promote workplace safety for all staff by providing personal protective equipment
and safety 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 go through Bloodborne
pathogens training and respirator fit tests every year. Lifeguards were provided
with latex-free gloves, pocket mask, and other protective equipment necessary
for performing first aid.
9. Conduct American Red Cross blood Borne pathogens training on an annual basis in
January or February for all staff
Bloodborne Pathogens training to be conducted on January 11,2024 for all
Senior Lifeguards. All Aquatic Section personnel are to be trained by the end of
January 2024. These trainings were not conducted during the first half of FY
2023-24.
10.Develop at least two partnerships with aquatics clubs to encourage competitive
aquatic sports throughout the island.
Partnerships with USA Swim and Dive,BHF,Easter Seals,Boys & Girls Club,
and Hawaii Fire Dept were developed. 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 2023-24 19
PARKS & RECREATION
AQUATICS VV
11. Reduce cost through implementing sustainable technologies and prudent practices.
A Variable Frequency Drive(VFD) helped to save energy costs. VFDs were
installed at all pools except NAS,Pahala,Kohala and Honoka`a. We hope to
have VFDs at NAS and Pahala after the renovations.
Six Month Progress Report on Program Objectives for FY 2023-24 20
PARKS & RECREATION
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CULTURE & EDUCATION
1. Provide 105 workshops and classroom instructions in various disciplines, music,
dance, drama, arts, crafts, and natural sciences at established sites Countywide.
Conducted 53 classes - or accomplished 50% of total goal. All classes started
between the period August 7 and August 13.
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.
First Quarter
• Conducted Fourth of July—Hilo Bay Blast
• Queen Lili`uokalani Festival
• King Kalakaua Tribute
Second Quarter
• Christmas Wreath Exhibit (Aupuni Center)
• Magic of the Season—Holiday Open House
• Assisted with Christmas in the Park—Garden Enchantment(Lili`uokalani
Gardens)
• Assisted with `Tis the Season Holiday Walk-Thru event(Afook-Chinen)
• Assisted with monthly seasonal exhibits at the county building
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 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 2023-24 21
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 are represented
by the division's five major programs. The Elderly Activities Division provides
services to over 10,800 seniors annually. An evaluation is conducted on each
program annually to ensure goals are met.
Provided services to 9,093 seniors or 84% of the established objective of 10,800
seniors and conducted four evaluations during the second quarter of the five
EAD programs or 80% of the objectives.
2. The division will pursue assistance from persons and groups to improve and maintain
P&R facilities and enhance programs, services, and activities. This will be
maintained by the EAD Advisory Council which is made up of representatives from
the 25 senior citizen clubs, 15 nutrition sites and the RSVP Advisory Council that
will conduct at least one general meeting in January and two meetings for east and
west districts in July of each fiscal year servicing 40 presidents/chairpersons island
wide.
Conducted a combined meeting on July 28,2023, at the Aging and Disability
Resource Center training room,with 90% representation of the senior clubs and
nutrition sites in attendance. Discussion highlights were the plans for 2023-2024
and to create the 2024 EAD Calendar of Events. Senior updates were shared,
and updates were given for the restart to the major events.
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.
Arranged two safety meetings or 50% of the established objective of four
annually.
No semi-annual inspections were conducted of the 32 senior centers. Conducted
30 staff safety training or 60% of the established 50 staff evaluations/training.
Six Month Progress Report on Program Objectives for FY 2023-24 22
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.
ERS has produced class videos,for Na Leo,KFVE and websites for seniors
to engage in from their homes.
• Maintain the division's Kupuna News magazine by providing information on all
EAD program activities and printing at least 3,000 copies for distribution to over
200 organizations, four times quarterly.
July 2023 the first publication of the Kupuna News was distributed at the
Information and Assistance Meeting to all the Senior Clubs,Nutrition Sites
and Classes. Will publish bi-annually.
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 recreational, cultural and leisure opportunities to 2,758 seniors (110%
of objective).
2. Provide and promote active and passive recreational, cultural and leisure
opportunities for 1,000 senior club members 55 years and older at 26 senior
centers/sites.
Provided recreational, cultural and leisure opportunities to 769 senior club
members (77% of objective).
3. Serve 3,000 older adults in recreational, educational, health-related and cultural
classes island wide.
Served 2,604 seniors (87% of objective) in recreational, educational, health-
related and cultural classes.
4. Provide at least ten district wide activities for a total of 1,500 older adults in
Puna/Ka`u,North and South Hilo,North and South Kona,North and South Kohala,
and Hamakua.
Provided one district wide activity (10% of objective) for 399 seniors (27% of
objective).
Six Month Progress Report on Program Objectives for FY 2023-24 23
PARKS & RECREATION
ELDERLY ACTIVITIES
EAD Special Program
1. Provide at least six county-wide, state, national and international events for 2,450
older adults.
Provided two events (34% of objective)for 1,242 older adults (51% of objective).
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.
Served 848 older adults (63% of objective) in one countywide event(25% of
objective). Served 394 older adults (49% of objective) in one statewide event
(100% of objective).
3. Provide one cultural event for 300 older individuals on a county, state, and
international level that will attract a total of 1,200 attendees.
Provided no cultural events on a county, state, or international level.
l
Six Month Progress Report on Program Objectives for FY 2023-24 24
PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
1. Focus on maintaining a healthy rainforest animal collection with 12 scheduled
preventative health exams with license veterinarians and a new quantified nutrition
program.
The Zoo's male tiger received his annual vaccinations, the female tiger has yet to
participate in her treatment. Many of the animals in the collection have had
their annual fecal samples submitted. Deworming treatments have been
administered to several species as a result. The peacock collection has been
banded for identification and dewormed to help prevent the spread of parasites
through the bird collection. `Max',the Catalina macaw, had a procedure to
remove the abnormal growth on his beak. It was extremely successful, and he is
doing very well! The equine collection continues their regularly scheduled
farrier appointments and exams with our equine specialist veterinarian.
The nutrition program continues to be modified and updated. The reptile and
amphibian diets have been fmalized and integrated into the Keepers'
preparation of daily diets. Anteater diets have been updated to provide more
fiber through the introduction of a commercial dried pumpkin diet. Lemur diets
have also been evaluated and reduced as they are extremely obese. This
implementation has already improved their weight, activity level and body
condition. Bird diets are currently under evaluation.
2. Successfully breed at least one animal species for population maintenance or to trade
with other facilities.
The peacock collection continues to maintain itself nicely. We brought a Chinese
mantis into the collection for our Boo at the Zoo event. She has laid several
oothecas (egg cases) and one has successfully hatched! This has inspired the
staff to consider introducing more invertebrates to the collection. The Zoo
continues to have only one vacant habitat and the daily workload is maximized
for staff. Breeding more species at this time would compromise the care for
current resident animals.
3. Work with FOZ to host at least two events to promote the zoo and increase the
number of visitors.
FOZ held our annual Tiger Fun Day on July 22,2023. It successfully raised
about$4,000 for them. FOZ supported Boo at the Zoo on October 29,2023,by
supplying some volunteers, supplies, decorations, and candy. Christmas at the
Six Month Progress Report on Program Objectives for FY 2023-24 25
PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Zoo was held on December 2,2023. The collection animals received their annual
Christmas treats and gifts of new enrichment items.
4. Work with community groups to help facilitate four major volunteer projects to
maintain and improve the Zoo and/or Equestrian Center.
Hawaii Forest Industry Association continues to support the Native Garden at
the Zoo and works with Kiwanis Club to bring in children to volunteer in
maintaining the Garden. ARC of Hilo spent a morning with our plant
volunteers cleaning up the front of the Zoo and one member is going to continue
at the Zoo volunteering with custodial-type projects. Zoo staff are collaborating
with the Lion's Club on their next project of painting the handrails around the
facility. The Zoo also worked with the Everyday Hero Project to bring in a
donated Little Free Library.
5. Increase community education and interest, and reinstitute a docent training program
by utilizing FOZ volunteers.
FOZ Board member Dolores Coulson and Zoo Administrator Mindy Runnells
are currently writing and editing the new docent manual. The first round of
edits is almost complete, and a second volunteer is lined up to do the second
round of edits. Plant and palm identification and maps are also in development.
A list of interested volunteers is being compiled for the introductory class of new
docents.
6. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian
Center:
a. Host two rodeo events annually.
Keiki Rodeos were held on September 16,2023, and November 18,2023.
b. Host two dressage events annually.
Orchid Isle Events has increased their activity at the Equestrian Center.
They have been working to clean up the racetrack and eventing space for
dressage and cart events. They have also worked in collaboration with
HHOA to remove the judges' stand in disrepair at the track.
Six Month Progress Report on Program Objectives for FY 2023-24 26
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 31 36
Final Status 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 5
Vet Cemetery 2 51 150
West Hawai`i Vet Cemetery 11 61
Final Status 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
Haven 17 4
Honoka`a 0 0
Kainehe (aka Kuka'iau) 0 0
Kukuihaele 2 1
Na`alehu 17 1
Waimea 2 4
Final Status Report on Program Objectives for FY 2022-23 3
PARKS & RECREATION
HAWAI'I 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 40 services.
2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational,
musically challenging, and historically significant.
The Hawaii County Band provided 12 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.
Noah Kimura performed various solos with the Hawaii County Band in April
and May concerts. He is a recent graduate of the University of Hawaii at
Manoa and is now the current Band Director at Kea'au Middle School. Noah
volunteered with the Hawaii County Band for three years while he was in High
School.
Melody Padilla performed solo parts with the Hawaii County Band in the April
concert She was a senior at Kea'au High School and graduated this past year.
4. Introduce 20 new musical pieces per year to provide musical challenges to the band
members.
Twelve new pieces have been performed.
Final Status Report on Program Objectives for FY 2022-23 4
PARKS & RECREATION
WEST HAWAI'I 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 provided 26 services.
2. Provide six concerts that are entertaining, educational,musically challenging and
historically significant.
The West Hawaii Band provided twelve 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 young musician soloists performed with the West Hawai`i'Band in FY 2022-
23.
4. Introduce 20 new pieces per year to provide musical challenges for the band.
Twenty new pieces have been performed and rehearsed.
Final Status 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.
The department has continued modifications at various facilities for ADA
accessibility and safety.
4. Continue implementation of the transition plan for playground safety and accessibility
during the fiscal year.
The department has continued modifications 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 nine Friends of the Park agreements for various park
facilities.
6. Provide at least one technical job specific training for 50% of administrative staff.
Twelve job specific trainings were provided for 30.7% of the administrative staff.
Final Status 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 2,881. Work order completed 2,286.
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: 3
• S/N Kona District:
In-house: 2 Community Group Projects: 4
• Ka`u District:
In-house: 1 Community Group Projects: 3
• North Hilo District:
In-house: 1 Community Group Projects: 1
• South Kohala/Hamakua District:
In-house: 1 Community Group Projects: 4
• North Kohala District:
In-house: 1 Community Group Projects: 2
Total in-house: 11 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.
The total number of complaints recorded was 33.
Final Status 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 quarterly.
2. Every six months by the Park Superintendent.
Inspections were completed by the Park Manager every six months.
3. Playground and Skateboard Park inspections every month.
Inspections of playgrounds and skateboard parks were completed monthly.
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.
Final Status 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,baseball and track and field occurred
at various facilities. Five instructional eight & under basketball leagues were
provided island wide—Hilo/Puna,N. Kohala, S.Kohala,Hamakua, and Kona.
Three age group volleyball leagues also occurred—Hilo/Puna and N/S
Kohala/Hamakua, and Kona. Two track meets were held in February, one in
Kona and one in Hilo. Track and field instruction occurred at various facilities
island wide. 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 three arts and crafts programs at each facility
during each quarter. A total of at least 12 arts and crafts activities were
provided at each facility throughout the year.
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 performed various inspections. Daily safety
inspections were conducted, and work orders were generated when corrective
action was needed. If applicable at respective facility,weekly inspections of AED
equipment occurred. Monthly inspections of fire extinguishers were conducted.
A comprehensive semi-annual safety inspection was conducted at each site in
July and January. Inspection documents were reviewed by the Recreation
Administrator and submitted to the Department of Human Resources—Safety
Division.
Final Status Report on Program Objectives for FY 2022-23 9
PARKS & RECREATION
RECREATION
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 Hilo District held The Biggest Easter Egg Hunt occurred at Wong Stadium
in April and Trunk-or-Treat event on Halloween at Hualani Park in Keaukaha.
The Hamakua District held an Easter event at the Pa'auilo Gym in April,and
planned an `Ohana Community Christmas event at the Papa`ikou Gym in
December. The Hamakua District also hosted the re-opening ceremonies at the
Papa'aloa Annex.
Numerous Easter and Christmas events were planned with community
organizations in the Puna/Ka`u District.
The N/S Kohala and N/S Kona Districts organize their respective district's
sports leagues including age group boys and girls basketball(8 & under, 10 &
under, 12 & under, 14 & under) and age group co-ed volleyball(10 & under, 12
& under, 14 & under).
The Recreation Specialist II for Adaptive Programming has implemented a new
program to bring arts and crafts projects to participants with disabilities.
Holoholo Crafters is providing new recreational programming through
partnerships with Department of Education—Special Education classes,Easter
Seals and other special needs providers.
Recreation Division personnel have also organized and staffed all Emergency
Evacuation Shelters deemed necessary by the Hawaii County Civil Defense
Agency. Personnel assisted with numerous community and internal Hawaii
County 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 `Aina Foundation (`Ike Kai Program at Richardson's Ocean Center
and `Ike Pono Program in the Hamakua District), Surfer's Healing
(Richardson's Ocean Center),Department of Land and Natural Resources
(DLNR) (Pilikulaiwi Program), Kamehameha Schools (Pilikulaiwi Program),
Hawaii Island Youth Academy (All Summer Programs), etc.
Final Status Report on Program Objectives for FY 2022-23 10
PARKS & RECREATION
RECREATIOl\T�
The Hamakua District partnered with Hamakua Kohala Health to provide a
Halloween Teen Dance.
The N/S Kohala district continues to partner with the Kohala Community
Athletic Association to provide free sports leagues to all participants.
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 participants from keiki to kupuna. The N/S Kohala and
Hamakua Districts organized this island wide event.
Two track meets were held in February 2023. One in Hilo at Waiakea High
School and the other in Kona at Konawaena High School. Two additional track
meets were planned but cancelled due to the Kona Low emergency weather
event.
The Pilikulaiwi Program was offered twice during this fiscal year, during the fall
break in October and the Spring Break in March. Both programs registered a
minimum of 25 participants in 6th-12th grades. Hilo and N/S Kohala District
personnel partnered with other local agencies such as DLNR and the Hilo Yacht
Club to offer a special three-day, two-night enrichment program. This program
enrolls kids from around Hawaii island and offers experiences in service
learning while making memories in extraordinary places on our island.
Final Status Report on Program Objectives for FY 2022-23 11
PARKS & RECREATION
SUMMER AND INTER-SESSION PROGRAM
1. Conduct a minimum of 20 Summer Fun programs island wide.
Fifteen traditional Summer Fun programs were offered during the 2023
summer. The programs operated for six weeks between June-July 2023.
Programs sites offered—Hilo District-Andrews Gym,Pana`ewa Gym,
Kawananakoa Gym,Hilo Armory, Pi`ihonua Gym; Hamakua District-
Papa`ikou Gym,Honoka`a Gym; N/S Kohala District-Waimea District Park,
Pu'unui Park in Waikoloa,Hisaoka Gym in Kohala; N/S Kona District-
Kekuaokalani Gym; Puna/Ka`u District-Na`alehu Community Center,Robert
N. Herkes Gym in Pahala,Kea'au Armory, Billy Kenoi Regional Park in
Pahoa. Due to a staffing shortage of summer hires,we consolidated programs
to offer more quality,well-managed, safe programs for the various
communities.
2. Continue to conduct longer programs hours at majority of the sites.
In the Hilo District, six programs operated from 8:00 a.m. -3:00 p.m. All other
programs operated from 8:00 a.m. -2:00 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 the districts of Hilo,
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.
Numerous special summer programs were offered at various sites island wide.
The `Ike Kai Program at Richardson's Ocean Park offered three two-week
sessions. The `Ike Pono Program also offered three two-week sessions. Session
one at Kula`imano Community Center, session two at Honomu Gym and session
three at Papa'aloa Annex. Summer Enrichment programs were also offered at
the Waiakea Recreation Center, including a sports conditioning program,
grilling class and archery classes. Three teen programs were offered island wide
-Teen Scene Program at Pu'u'eo Community Center,Papa`ikou Teen Program
at the Papa`ikou Gym, and Waimea Teen Leadership Program at the Spencer
"Kalani" Schulte District Park.
Final Status Report on Program Objectives for FY 2022-23 12
PARKS & RECREATION
SUMMER AND INTER-SESSION 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.
There were three summer programs offered for teenagers. One at the Pu'u'eo
Community Center in Hilo, another at the Spencer"Kalani" Schutte" District
Park in Waimea and the third at the Papa`ikou Gym. All three programs
targeted teens entering 7th-12th grades. These programs focused on life skills by
incorporating lessons such as cooking, group discussions, problem solving, etc.
They also incorporated leadership skills by tasking the teen participants with
implementation of games and activities for the regular summer fun participants.
Developing their skills of planning, organizing,implementation, and evaluation.
6. Develop a minimum of two Winter Intersession programs island wide.
Winter Intersession programs were implemented at Pi`ihonua Gym in Hilo,
Spencer"Kalani" Schutte District Park in Waimea 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.
During this fiscal year,the Recreation Division has focused on this goal of
integrating children with disabilities into our programs. We have implemented
a Standard Operating Procedure (SOP) for intake of registration for a
participant with disabilities. The Recreation Specialist II for Adaptive
Programming will be taking a more hands-on approach during registration
periods which will close the gaps in communication between parents/guardians
and program personnel. Ultimately, this will provide a more seamless
integration into our programs.
Final Status Report on Program Objectives for FY 2022-23 13
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.
Edith Kanaka`ole Multipurpose stadium closed February 28 to March 17th
2023.
Aunty Sally Kaleohano's Ln'au Hale was closed during March 27-312023.
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 for the month of November 2022.
Final Status Report on Program Objectives for FY 2022-23 14
PARKS & RECREATION
HO'OLULU PARK COMPLEX
The Walter Victor Baseball Complex was closed for the month of September
2022.
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 was conducted on May 10,2023.
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 was done on February 24,
2023.
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.
Final Status Report on Program Objectives for FY 2022-23 15
PARKS & RECREATION
HO'OLULU PARK COMPLEX
b. Review and revise rules annually.
The reviewing and revision of rules were still in progress.
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.
The UHH Hilo Baseball team worked on Wong Stadium Baseball diamond.
b. Do one beautification/landscaping project of the facility annually.
Intake services helped with landscaping and painting around Edith
Kanaka`ole.
6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an
estimated 2,400 activities annually.
The Ho`olulu Complex accommodated 4,649 activities in this period.
Final Status Report on Program Objectives for FY 2022-23 16
PARKS & RECREATION
AQUATICS
1.
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/certification 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 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 the pool, 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. In June 2023 Kawamoto,Pahoa,Konawaena,KCAC and
Honoka`a Pools swim classes were all sold out.
Final Status Report on Program Objectives for FY 2022-23 17
PARKS & RECREATION
AQUATICS
NAS, Kohala,Laupahoehoe, and Pahala Pools were 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.
The growing population on-island is very interested in our programming overall
and the Aquatic Section is trying to offer more hours and programming to meet
the demand. We anticipate pool attendance to continue to increase.
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.
Final Status Report on Program Objectives for FY 2022-23 18
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
Wilderness and Remote 7-17-2022 Lucille Walsh
First Aid
Adult First Aid/CPR/AED 8-12-2022 Alejandra Flores-Morikami
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 Professional 10-05-2022 Alejandra Flores-Morikami
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
Lifeguarding 12-16-2022 Nate Rowland& Kayla Nishimura
Lifeguarding 12-22-2022 Sara Hussey & Spencer Coakley
Lifeguarding Instructor 3-30 2023 Alejandra Flores-Morikami
Trainer Review
Lifeguarding Instructor 3-07-2023 Alejandra Flores-Morikami
Review
Lifeguarding Review 3-16-2023 Alejandra Flores-Morikami
Lifeguarding 3-17-2023 Nate Rowland& Kayla Nishimura
Lifeguarding Review 3-17-2023 Shae Kakos
Adult & Pediatric First 6-02-2023 Alejandra Flores-Morikami
Aid/CPR/AED
Adult &Pediatric First 6-15-2023 Alejandra Flores-Morikami
Aid/CPR/AED
Adult &Pediatric First 6-18-2023 Alejandra Flores-Morikami
Aid/CPR/AED
Lifeguarding Review 6-21-2023 Alejandra Flores-Morikami
Lifeguarding Review 6-24-2023 Janie Wadahara&Alejandra
Flores-Morikami
Lifeguarding Instructor 6-24-2023 Janie Wadahara&Alejandra
Review Flores-Morikami
Final Status Report on Program Objectives for FY 2022-23 19
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 ran from late February through May
2023; there were only three teams who competed this season, due to various
facility closures. A total of 85 kids were registered and completed at five meets
around the island.
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 Fall 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. Bloodborne Pathogens training and
respirator fit tests for staff were conducted on January 12,2023. Lifeguards
were provided with latex-free gloves, pocket masks, and other protective
equipment necessary when performing first aid.
9. Conduct American Red Cross blood Borne pathogens training on an annual basis in
January or February for the entire division.
Bloodborne Pathogens training was conducted on January 12,2023 for all
Senior Lifeguards. All Aquatic Section personnel were 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.
Final Status Report on Program Objectives for FY 2022-23 20
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 90 classes or accomplished 78% of total goal. All classes started
between the period August 15-24,2022 and ended by or before May 31,2023.
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 and assisted with numerous events during the fiscal year, including
monthly seasonal exhibits at the County Building.
First Quarter:
• Fourth of July—Hilo Bay Blast
o First time being held as a full-scale, in-person event since 2019.
• 23'a Annual Queen Lili`uokalani Festival (2022)
o First time being held as a full-scale, in-person event since 2019.
• Peace Pole Dedication
o Decorated the County Building with a full set of United Nations flags
for the peace pole dedication, to coincide with the International Day of
Peace (Sep. 19).
Second Quarter:
• King Kalakaua Tribute
o Blessing at Kalakaua Park(Nov. 16) in honor and recognition of the
King's birthday and legacy.
• "Home for the Hilo-days"
o Assisted the Hilo Palace Theater with holiday decorations for the
event(Dec. 16-18).
• `Tis the Season Holiday Walk-Thru Event(Afook-Chinen)
o Assisted with coordination of activities/setup and supplies for event
(Dec. 21).
• Christmas Wreath Exhibition at Aupuni Center
• Magic of the Season—Holiday Open House Event
o First time being held as a full-scale, in-person event since 2019.
Third Quarter:
• 30th Annual Waimea Cherry Blossom Heritage Festival (2023)
o First time being held as a full-scale, in-person event since 2020.
Final Status Report on Program Objectives for FY 2022-23 21
PARKS & RECREATION
CULTURE & EDUCATION����
• Cultural Demonstration: Sister City Visit
o Conducted a cultural demonstration (Hula) at the Hilo Armory Gym,
for visitors from La Serena, Chile.
Fourth Quarter:
• Hawai`i and Shibukawa Sister Cities Children's Art Exchange Aupuni
Center
o Setup and displayed artwork from 5th grade elementary students in
Japan and Hawaii. There were 49 pieces from students at 13
different schools around Shibukawa, and there were 60 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 and provided printed shirts for staff working
the event.
• May Day Celebration
o Assisted with logistics and support.
• King Kamehameha Awesome Athletes Inclusive Canoe Race
o Assisted with logistics, supplies and support for the event(June 4).
• Cultural Demonstration: Summer Fun Program (Kea'au)
o Conducted a cultural demonstration and interactive lessons in hula,
chant, and ukulele for summer fun program participants (June 15).
• Cultural Demonstration: Summer Fun Program (Hilo Armory)
o Conducted a cultural demonstration and interactive lessons in hula,
chant, and ukulele for summer fun program participants (June 20).
• Hawai`i International Futsal Cup
o Assisted the Recreation Division with the event by conducting the
opening ceremony and coordinating food and craft vendors.
• 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 were marketed through partnerships and collaborations
with Destination Hilo,Hawaii Explosives & Pyrotechnics, State Department of
Transportation,DLNR/DOCARE,Friends of Lili`uokalani Gardens,Royal
Order Societies, Merry Monarch Festival Committee,Lili`uokalani Trust,
Grand Naniloa Hotel,Paradise Helicopters, and Friends of Kalakaua Park,
Parker Ranch Center,Waimea Arts Council,Fern Gavelek Communications,
Final Status Report on Program Objectives for FY 2022-23 22
PARKS & RECREATION
CULTURE & EDUCATION
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, Oahu Publications,Hawaii Tribune-Herald,
West Hawaii Today,Na Leo TV,Big Island Visitor's Bureau,Honolulu Star
Advertiser,KITV,Hawaii News Now, Chamber of Commerce & Industry of
Hawaii,New West Broadcasting and Pacific Media Group and through Fern
Gavelek Communications.
Final Status Report on Program Objectives for FY 2022-23 23
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. 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 12,456 seniors and conducted five 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.
Combined meeting were held for the east and west districts in August with 95%
representation of the senior clubs and nutrition sites in attendance. Held the
general meeting in January with 100% representation in attendance to discuss
program updates and concerns.
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.
Held four safety meetings, conducted 32 safety on-site evaluations and 50 EAD
staff received safety training.
4. In order to keep the public informed of its activities the division will:
• Produce at least one"Video Highlights" of the division's activities annually.
Elderly Recreation Services produced "Video Highlights" of the Ukulele
Festival and Senior Line Dance Round Up and a few collaborative videos of
the senior classes and clubs that were televised on Seniors Living in Paradise.
Final Status Report on Program Objectives for FY 2022-23 24
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.
3,000 copies were printed in June for distribution in July at the Information
and Assistance meeting July 28,2023.
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 3,361 unduplicated individuals 55 years and older.
2. Provide and promote active and passive recreational, cultural and leisure
opportunities for 1,000 senior club members 55 years and older at 26 senior
centers/sites.
Served 583 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 2,495 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 four district wide activities and provided activities for 926 older adults.
EAD Special Program
1. Provide at least six countywide, state,national and international events for 2,450
older adults.
Provided four countywide/state/national/international events and served 1,506
older adults.
Final Status Report on Program Objectives for FY 2022-23 25
PARKS & RECREATION
.....�... _ _.,..., ..n..v._ . .a �. ELDERLY ACTIVITIES�a�
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 countywide special events and served 941 older adults. Provided
two statewide events and served 565 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.
Cultural events for older individuals were cancelled.
Final Status Report on Program Objectives for FY 2022-23 26
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 has been
developed by staff to maximize the available space and tell a cohesive story
through the Zoo. This plan will take the Zoo back to geographic rainforest
regions. Two female Golden Pheasants were also acquired after our resident
female passed away. Another female chicken was acquired for the Petting Zoo
and to pair with one of our individual roosters. "
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. Our
dart frogs and peacocks continue to breed and reproduce maintaining our
populations. Red-footed tortoise eggs were laid and set up for incubation by the
keeper staff in June of 2023. Our Sacred Ibis continued to successfully nest and
lay eggs but unfortunately none have been fertile.
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. Another plant sale was held on April 1st,2023, raising over
$4,000. 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
Final Status Report on Program Objectives for FY 2022-23 27
PARKS & RECREATION
_ PANA'EWA RECREATIONAL COMPLEX
was cancelled due to inclement weather and has been rescheduled for August
2023. The Hilo High School Junior Reserve Officer Training Course (JROTC)
came to the Zoo for their service project and cleaned all the animal benches,
prepping them for paint touch ups. The Rotary Club of Hilo in conjunction with
the County installed an International Peace Pole at the front of the Zoo.
5. Increase community education and interest and reinstitute a docent training program
by utilizing FOZ volunteers.
A FOZ board member and Zoo Administration are updating the 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.
Classroom topics covered are behavioral and life sciences, art,language arts,
map reading, and problem solving. Several school groups have utilized these
packets, and the feedback has been positive. The Hilo Community College
Introduction to Zoology did three of their field laboratory classes at the Zoo with
Administrator Mindy Runnells teaching the Herpetology and Avian rotations.
6. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian
Center:
a. Host two rodeo events annually.
The Keiki Rodeos were held on July 29-31,2022, September 16-18, 2022,
April 8, and April 29-30,2023 at the Equestrian Center. The Hilo Rodeo
Stampede was successfully held despite rainy weather on February 18-19,
2023.
b. Host two dressage events annually.
Dressage stall renters practice at the facility, but no events have been held.
Hawaii Horse Owners Association continues to volunteer their time and
efforts to maintaining the Rodeo Arena and surrounding grounds before,
during and after events.
Final Status Report on Program Objectives for FY 2022-23 28
PLANNING
PLANNING
PLANNING
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.
Ongoing and in process.
2-Electronic Processing and Information Center(EPIC) System: Continuous
development and improvements to the EPIC permitting system. Some of the planned
improvements include creating fillable application fields to streamline the application .
process, templating of letters,placards and permits. Additional management tools,
systemic efficiencies and automation will need to be built into the system as well. The
division will continue to play a part in the development and improvement of the EPIC
system.
Collaborated with the Department of Information Technology and the
Administrative Services Division to identify problems, and make incremental
improvements to the system, ensuring that updated workflows, procedures, and
refinements were implemented into the EPIC system to improve efficiencies.
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.
Ongoing and in process. .
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.
Continued to work on resolving complaints. Explored options to effectively serve
notices to landowners.
Six Month Progress Report on Program Objectives for FY 2023-24 1
PLANNING
PLANNING
Administrative Services
1-Technology: Build and develop the Department's internal Information Systems
section. The Information Systems Analyst IV position will take the lead in identifying
areas that software/databases can be used to improve efficiency and productivity.
Support Department's shift towards going paperless, electronic signatures, EPIC system
improvements, etc. This section will maintain our technology inventory;plan out
replacement of old computers and replace with laptops. Continue to backup and secure
Departmental data in-house.
Hired an Information Systems Analyst IV who is taking the lead in identifying areas
that software/database can be used to improve efficiency and productivity, updating
our technology inventory,planning out replacement of old computers and
continuing to backup and secure data in-house.
2-Personnel: Plan for and getting ahead of vacancies,reducing the time it takes to fill
positions. Continue to evaluate department structure and organization to help increase
planning and regulatory functions. Sustain practice for consistent staff evaluation and
performance management.
Worked collaboratively with central HR to manage recruitments to reduce the time
it takes to fill positions. Continued to evaluate department structure and
organization to help increase planning and regulatory functions. Sustaining this
practice for consistent staff evaluation and performance management.
3-Financial Management: Track and provide additional or expanded fiscal expenditure
reports to be used as managerial tools in the management of fiscal budget, Geothermal
funding, and Coastal Zone Management(CZM) funding; work with managers to seek
other sources of revenue. Include and encourage Division Managers to participate in
budgetary discussions and processes.
Ongoing and in process.
Long Range
1-Natural and Cultural Resource Planning: Review environmental assessments and
environmental impact statements. Review and comment on County and State legislation,
as appropriate. Continue to implement the Public Access mauka and makai island wide.
Manage the Federal Emergency Management Agency (FEMA) hazard mitigation grant
related to the shoreline/riparian setback project. Manage the CZM grant related to the
Six Month Progress Report on Program Objectives for FY 2023-24 2
PLANNING
PLANNING
shoreline/riparian setback project. Prepare the CZM semi-annual and performance
measure reports. Participate in the Hawai`i Climate Change Mitigation and Adaptation
Commission and State Ocean Resources Management Plan policy and working group
meetings. Manage the FEMA hazard mitigation grant related to the Climate Change
Action Plan and collaborate with other departments. Support the Cultural Resources
Commission and coordinate efforts with the Department of Land and Natural Resources
(DLNR) State Historic Preservation Division(SHPD) and the National Park Service
(NPS). Review and comment on Section 106 requests.
Ongoing and in process.
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.
Ongoing and in process.
3-Infrastructure and Design Planning: Collaborate with Department of Public Works
on transportation planning initiatives, including complete streets. Update codes and rules
related to the Complete Street's Program. Work with other agencies to implement Vision
Zero. Coordinate with Mass Transit Authority to better integrate transit routes and
stations with land use. Develop a Kona Open Space Plan in accordance with the
Community Development Plan. Coordinate the development of the County's Capital
Improvement Program. Prepare and submit the Fair Share Annual Report to Council.
Review and comment on County and State legislation, as appropriate. Collaborate with
other departments related to infrastructure planning. Participate in the State Transit-
Oriented Development(TOD) Council.
Ongoing and in process.
4-Administrative Programs: Complete comprehensive review and update to the
County's General Plan. Administer the Coastal Zone Management grant contract.
Review and seek grant funding opportunities for long-range priority projects consistent
with the General Plan and Community Development Plans. Support county code
•
Six Month Progress Report on Program Objectives for FY 2023-24 3
PLANNING
PLANNING
amendment opportunities. Review and comment on County and State legislation, as
appropriate. Provide administration for the Board of Appeals. Continue to amend BOA
Rules of Practice and Procedure, as appropriate.
Ongoing and in process.
Planning
1-Windward and Leeward Planning-Commissions: Continue to provide background
and recommendation reports for the Planning Director for land use applications to the
Windward and Leeward Planning Commissions. Provide continued administrative
support to the Leeward and Windward Planning Commissions in fulfilling their duties to
advise the Planning Director and County Council on land use matters. Provide technical
training to the Planning Commissions on land use planning, coastal zone management,
parliamentary procedure, Sunshine law, and the County Ethics Code. Continue to
improve public participation in discretionary land use permitting decisions.
The Planning Commissions held seven public meetings during this time period and
made recommendations or decisions on 23 applications. New commissioners were
provided land use planning, parliamentary procedure, Sunshine law, and County
Ethics Code training.
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.
Received 40 new SMA Assessment applications and completed 37 SMA Assessment
applications during this time period which resulted in nine SMA Minor permits and
25 SMA exemption determinations. Issued 44 SMA short-form exemptions. Issued
five SMA Major Use Permits and one Shoreline Setback Variance. Continued to
work collaboratively with other divisions in updating application forms and
Commission rules.
Six Month Progress Report on Program Objectives for FY 2023-24 4
PLANNING
PLANNING.
3-State Land Use Commission: Continue to support the Planning Director for State
Land Use Boundary Amendments, Special Permits, Order to Show Cause Motions, and
other State Land Use (SLU)requests that are approved before the State Land Use
Commission.
Responded to status report requests from the State Land Use Commission.
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.
Reviewed four 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
changes to shoreline management law and to address new application forms. Update
SMA application form to create one master application. Update Planning Commission
(PC) application forms to create one master PC application form. Create new shoreline
setback determination application form. Improve Planning Department website for PC
and SMA functions. Continue to explore methods of providing improved enforcement of
land use permits and ordinances, to ensure that the requirements of these permits and
ordinances are implemented in a timely and effective manner,which may include a
comprehensive audit of these permits and approvals.
Continued to work on a comprehensive update of Division application forms.
Continued to update Planning Commission rules.
West Hawai`i
1-Public Assistance and Land Use Information: Identify solutions to streamline and
improve customer service at the counter and responding to land use inquiries and
confirming zoning requirements in the processing of building permits.
Proactive staff training provided for consistency, responsiveness, and accuracy.
Six Month Progress Report on Program Objectives for FY 2023-24 5
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.
Proactive staff training provided for consistency, responsiveness, and accuracy.
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.
Proactive staff collaboration and information sharing improve and maintain
consistent application of the program was practiced for public benefit.
4-Other Planning Programs: Staff and support Kailua Village Design Commission.
Efforts were made towards the recruitment of staff to support the program.
Six Month Progress Report on Program Objectives for FY 2023-24 6
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
2. Conduct site investigation of alleged violations within two weeks of receipt of
complaints.
Ongoing
3. Monitor all CZM-related legislative bills during the State Legislative session and
provide testimonies as needed(January to May).
Ongoing
4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC) meetings, which
are normally held every other month as budgetary constraints will allow.
Attended two MACZAC meetings.
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.
Attended regular monthly ORMP meetings and one ORMP Policy meeting.
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
7. Continue to advertise Planning Commission agenda and hearing notices for all SMA
and SSV Permit applications as required by law.
Ongoing
8. Provide the Office of Planning with semi-annual reports within seven days after
December 31 st, and June 3 0th of the Fiscal year.
Started preparing the first semiannual report and scheduled to submit it on
time.
Six Month Progress Report on Program Objectives for FY 2023-24 7
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.
Not due within the time period being reported on.
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
Six Month Progress Report on Program Objectives for FY 2023-24 8
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,identified problems and made incremental improvements to the
system throughout the year to continue to ensure that updated workflows,
procedures, and refinements were implemented into the EPIC system to improve
efficiencies.
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 have been
completed,making the application process more efficient and decision making more
consistent.
Final Status Report on Program Objectives for FY 2022-23 1
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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 Hawaii Planning
Program Manager position and several Land Use Plan Checker positions in West
Hawaii. The Administrative Services Officer I position has been vacant since
January 3,2023, and the department is actively trying to fill this key division head
position.
Final Status Report on Program Objectives for FY 2022-23 2
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3-Financial
3-Financial Management: Track and provide additional or expanded f2023,1
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 processes.
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.
• Reviewed approximately 52 environmental assessments and environmental
impact statements.
• Initiated the development of a comprehensive Public Access Program.
• CZM semi-annual and performance measure reports for January and July
submittals are in progress and on track.
• Participated in four quarterly Hawaii Climate Change Mitigation and
Adaptation Commission meetings.
• Attended four quarterly State Ocean Resources Management Plan (ORMP)
policy meetings and 12 monthly working group meetings.
• Supported nine meetings of the Cultural Resources Commission.
Final Status Report on Program Objectives for FY 2022-23 3
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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 are on track.
3-Infrastructure and Design Planning: Collaborate with Department of Public Works
on transportation planning initiatives, including complete streets. Update codes and rules
related to the Complete Street's Program. Work with other agencies to implement Vision
Zero. Coordinate with Mass Transit Authority to better integrate transit routes and
stations with land use. Develop a Kona Open Space Plan in accordance with the
Community Development Plan. Coordinate the development of the County's Capital
Improvement Program. Prepare and submit the Fair Share Annual Report to Council.
Review and comment on County and State legislation, as appropriate. Collaborate with
other departments related to infrastructure planning.
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.
Final Status Report on Program Objectives for FY 2022-23 4
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4-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 Administrative programs have been progressing and are on track.
• The General Plan draft is complete and out for public review.
• Participated in nine Climate Change Mitigation and Adaptation Commission
meetings and 12 State TOD Council meetings.
• The County Climate Action Plan has been completed and adopted by the County
Council.
• Completed the initial review of Zoning and Subdivision Codes.
• The Board of Appeals closed 16 cases and received 17 new cases.
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 22 public meetings and has made recommendations
or decisions on 26 applications. New commissioners were provided training on land
use planning, parliamentary procedure, Sunshine Law, and County Ethics Code.
Final Status Report on Program Objectives for FY 2022-23 5
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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 80 new SMA Assessment applications and
completed 105 SMA Assessment applications which resulted in 25 SMA Minor
permits. The Division issued 123 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 and
participated in two status report hearings for dockets in front of the State Land Use
Commission.
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.
Final Status Report on Program Objectives for FY 2022-23 6
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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 Hawai`i
1-Public Assistance and Land Use Information: Identify solutions to streamline and
improve customer service at the counter and responses 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 for permit reviews.
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 have been
completed to make the application process more efficient and decision making more
consistent.
Final Status Report on Program Objectives for FY 2022-23 7
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3-Complaints
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
working with Corp Counsel to more effectively serve notices to landowners.
4-Other Planning Programs: Staff and support Kailua Village Design Commission
• Staff have continued to support the Kailua Village Design Commission (KVDC) by
making presentations of applications and hosting the meetings.
Final Status Report on Program Objectives for FY 2022-23 8
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COASTAL ZONE MANAGEMENT
1. Process all SMA Assessments and Permit applications in the required time limit as
specified by law and the County's Rules and Regulations.
Goals and objectives were met by the end of the year.
2. Conduct site investigation of alleged violations within two weeks of receipt of
complaints.
Goals and objectives were met by the end of the year.
3. Monitor all CZM-related legislative bills during the State Legislative session and
provide testimonies as needed(January to May).
Goals and objectives were met by the end of the year.
4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC)meetings,which
are normally held every other month as budgetary constraints will allow.
Goals and objectives were met by the end of the year.
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.
Goals and objectives were met by the end of the year.
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.
Goals and objectives were met by the end of the year.
7. Continue to advertise Planning Commission agenda and hearing notices for all SMA
and SSV Permit applications as required by law.
Goals and objectives were met by the end of the year.
8. Provide the Office of Planning with semi-annual reports within seven days after
December 31st, and June 3 0th of the Fiscal year.
All reports have been sent.
Final Status Report on Program Objectives for FY 2022-23 9
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.
Goals and objectives were met by the end of the year.
10. Continue to review Planning Commission and Planning Department Rules for
compliance with enacted State laws and draft amendments to the rules for adoption.
Goals and objectives were met by the end of the year.
Final Status Report on Program Objectives for FY 2022-23 10
POLICE
POLICE
ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
1. To accommodate at least 95% of requests for public safety/health talks from the
community.
Of 30 requests for public safety/health talks, accommodated 30 requests, or
100% of requests.
2. To accommodate at least 95% of requests for station tours for students and
community members.
Of five requests for station tours, accommodated five 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
225 (of 430) sworn personnel or 52% 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 88% of sworn positions (and
at least 78% of civilian positions.
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 12,418 hours of training, achieving an
average of 49% of this goal.
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 4.3 days.
Six Month Progress Report on Program Objectives for FY 2023-24 1
POLICE
ADMINISTRATIVE SERVICES BUREAU
Administrative Services Division
7. Process 98% of requisitions received from districts and bureaus within a month.
Processed 3,841 out of 3,841 requisitions received or approximately 104% of
requisitions received.
8. Fill 90% of all special duty requests for officers.
Filled 2,208 out of 2,358 requests for special duty or 94% of requests.
9. Compile a listing of all outstanding leave papers and distribute to district commanders
bimonthly.
Collected and submitted to commanders a listing of 384 of 384 outstanding leave
applications, for a total of 100% outstanding leave applications.
10. Fill 90% of requests for storeroom supplies within the month.
Filled 2,025 out of 2,025 requests for storeroom supplies or 100% of requests.
Six Month Progress Report on Program Objectives for FY 2023-24 2
POLICE
ADMINISTRATIVE SERVICESV BUREAU
Technical Services Division
1. Process and issue at least 95% of road closure permits within the month received.
Processed 31 out of 31 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 209 out of 215 violation letters to vehicle owners within a week of receipt,
or 97% of violation letters.
3. Process at least 95% of firearms permits within two weeks.
Processed 2,849 out of 2,849 firearms permit applications, or 100%.
4. Conduct at least six radio site inspections per month.
Conducted 39 radio site inspections or 54% of annual 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 annual goal
for 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 84,374 of the 84,374
calls for service received, or 100% of calls for service.
Six Month Progress Report on Program Objectives for FY 2023-24 3
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Criminal Intelligence Unit
1. Complete 90% of assignments within 30 days.
Completed 381 out of 381 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 298 out of 298 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 85 criminal investigations, or 64% of annual criminal
investigations goal.
4. Compile,produce, analyze and forward to police administrators no less than 32
intelligence reports per month.
Completed 190 intelligence reports, or 49% of annual intelligence reports goal.
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 annual in-service briefings goal.
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.
Conducted four ICCIU presentations, or 100% of ICCIU presentations.
Six Month Progress Report on Program Objectives for FY 2023-24 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 seven internal investigations initiated, completed four internal
investigations, or 57% of internal investigations.
2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate
of 85%.
Completed three of the three internal inquiries, or 100% 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 six in-service training sessions, or 17% of annual goal for
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 four monthly inspections, or 17% 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 by January 31,2024.
Six Month Progress Report on Program Objectives for FY 2023-24 5
POLICE
OPERATIONS BUREAUS
1. To achieve a burglary clearance rate of 30%.
Of 285 burglary cases initiated,89 cases were cleared, or 31% of burglary
clearance rate.
2. To achieve a theft/auto theft clearance rate of 30%.
Of 2,149 theft/auto theft cases initiated, 930 cases were cleared, or 43% of theft
clearance rate.
3. To achieve a robbery clearance rate of 60%.
Of 35 robbery cases initiated, 19 cases were cleared, or 54% robbery clearance
rate.
4. To maintain a sexual assault clearance rate of 80%.
Of 146 sexual assault investigations initiated, 99 cases were cleared, or 68%
sexual assault clearance rate.
5. To attain at least a 65% service of court documents received.
Served 2,858 court documents of the 4,956 received, or approximately 58%
service of court documents.
6. To conduct 760 hard drug investigations (heroin, cocaine and crystal
methamphetamine).
Initiated 332 hard drug cases, or 44% of hard drug investigations.
7. Crime Lab to achieve an assignment clearance rate of 90%.
Crime Lab cleared 432 cases of the 447 cases assigned for a total of 97%
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 750 youths for the three age groups; of this total,
445 or 59% were"at risk youths."
Six Month Progress Report on Program Objectives for FY 2023-24 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 102 problem-solving activities or 255% of problem-solving
activities and 83 crime prevention activities or 208% 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 105 abandoned vehicle/beautification projects, or 109% 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 23 D.A.R.E. curriculum involving approximately 843 students from
six schools and zero training programs, or 48% of classes/training.
Six Month Progress Report on Program Objectives for FY 2023-24 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 $62,415.33.
2. Occupant Protection(State Department of Transportation$150,000) -To conduct
seatbelt enforcement and child restraint roadblocks.
Of$150,000 awarded,we received $19,096.57.
3. STEP Grant(State Department of Transportation $575,000) -To provide for funding
for training, education, enforcement and community collaboration to reduce the
number of traffic fatalities and injury crashes.
Of$575,000 awarded,we received $158,027.10.
4. Roadblock Program(State Department of Transportation, Sobriety Checkpoint
$490,000)to conduct DUI roadblocks to minimize fatalities and injuries.
Of$490,000 awarded,we received $110,907.64.
5. Data Records (State Department of Transportation$75,000) -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$75,000 awarded,we received $47,615.76.
6. SAFE Standby Pay (State Department of the Attorney General $60,000) - To improve
the department's response to violent sex crimes,physical abuse and crimes of
violence against women.
Of$60,000 awarded,we received $23,714.84.
7. Department of Health—Tobacco Sting (State Department of Health$16,000)—To
provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors
in the County of Hawai`i.
Of$16,000 awarded,we received $2,285.78.
Six Month Progress Report on Program Objectives for FY 2023-24 8
POLICE
GRANT REVENUES
8. Increasing Quality Forensic Services—(State Department of the Attorney General
$80,000)—For the purpose of paying for quality Forensic Services by continuous
updated forensic sciences training and the purchase of a digital analytical balance
with data print out accessories.
Of$80,000 awarded,we received$25,239.06.
9. 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$684,225.34.
10. US Marshall Service—(Hawai`i Fugitive Task Force $12,000)—To assist with
overtime incurred to HCPD Officers working with the United States Marshall Service
on the enforcement and capture of fugitives wanted under the Hawai`i Fugitive Task
Force Initiative.
Of$12,000 awarded,we received $0.
11. United States Secret Service- ($10,000)—To assist in the enforcement and protection
of high governmental officials and the prevention of counterfeiting of U.S. Currency
and securing the nation's critical infrastructures, specifically in the areas of cyber,
banking and finance.
Of$10,000 awarded,we received$0.
12. Safe Streets/Violent Crimes Task Force (Federal Bureau of investigation—FBI
$50,000)—For the purpose of identifying and targeting for prosecution criminal
enterprise groups responsible for drug trafficking, money laundering, alien smuggling
and other violent crimes.
Of$50,000 awarded,we received $0.
13. State-wide Multi-Jurisdictional Drug Task Force (SMDTF)—(State Department of
the Attorney General $60,000)—For the purpose of reducing drug threats and drug
related crimes and incorporating multi-agency collaboration.
Of$60,000 awarded,we received $0.
Six Month Progress Report on Program Objectives for FY 2023-24 9
POLICE
GRANT REVENUES
14. Local JAG Program—(U.S. Department of Justice $80,000)—For the purpose of
purchasing a driving simulator for the Police Department's Emergency Vehicle
Operator Course.
Of$80,000 awarded,we received $820.53.
15. ATF Task Force- ($32,000) -To assist with overtime and costs related to operations
with the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF).
Of$32,000 awarded,we received $0.
16.NICS Act Record Improvement Program—($545,760)—To improve the FBI's
National Instant Criminal Background Check System(NICS)by providing assistance
to improve the completeness, automation and transmittal to the Department's records.
Of$545,760 awarded,we received $134,281.69.
17. Hazard Mitigation Grant Program—($162,191)—To reduce the risk of future
damage, loss of life and property in any area affected by a major disaster.
Of$162,191 awarded,we received$110,695.28.
Six Month Progress Report on Program Objectives for FY 2023-24 10
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
1. To accommodate at least 95% of requests for public safety/health talks from the
community.
Of 96 requests for public safety/health talks, accommodated 96 requests, or
100% of requests.
2. To accommodate at least 95% of requests for station tours for students and
community members.
Of 15 requests for public safety/health talks, accommodated 15 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 411 (of 411) sworn personnel or 100% 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 87% of sworn positions (420
out of 484 authorized positions).
Conducted constant recruitment and filled at least 79% of civilian staffing(124
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 39,819.50 hours of training, achieving
an average of 159% of on-going training.
Final Status 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 was 3.3 days.
7. Process 98% of requisitions received from districts and bureaus within a month.
Processed 7,354 out of 7,354 requisitions received or approximately 100% of
requisitions received.
8. Fill 90% of all special duty requests for officers.
Filled 4,453 out of 4,708 requests for special duty or 95% 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 4,468 out of 4,468 requests for storeroom supplies or 100% of requests.
Final Status 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 56 out of 56 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 151 out of 157 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 4,252 out of 4,252 firearms permit applications, or 100%.
4. Conduct at least six radio site inspections per month.
Conducted 80 radio site inspections or 111% of radio site inspections.
5. Complete auto tuning of at least 40 portable or mobile radios per month.
Conducted 482 auto tuning of portable or mobile radios, or 101% 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 180,436 of the
180,436 calls for service received, or 100% of calls for service.
Final Status 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 534 out of 534 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 357 out of 357 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 177 criminal investigations, or 134% of criminal investigations.
4. Compile, produce, analyze and forward to police administrators no less than 32
intelligence reports per month.
Completed 389 intelligence reports, or 101% 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.
Conducted two ICCIU presentations, or 50% of ICCIU presentations.
Final Status 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 48 internal investigations initiated, completed 30 internal investigations,
or 63% of internal investigations.
2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate
of 85%.
Completed 40 of the 42 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 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 38 monthly inspections, or 105% 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 4,2023.
Final Status Report on Program Objectives for FY 2022-23 5
POLICE
OPERATIONS BUREAUS
1. To achieve a burglary clearance rate of 30%.
Of 743 burglary cases initiated,271 cases were cleared, or 36% of burglary
clearance rate.
2. To achieve a theft/auto theft clearance rate of 30%.
Of 4,324 theft cases initiated, 1,628 cases were cleared, or 38% of theft
clearance rate.
3. To achieve a robbery clearance rate of 60%.
Of 75 robbery cases initiated,68 cases were cleared, or 91% robbery clearance
rate.
4. To maintain a sexual assault clearance rate of 80%.
Of 270 sexual assault investigations initiated,245 cases were cleared, or 91%
sexual assault clearance rate.
5. To attain at least a 65% service of court documents received.
Served 6,082 court documents of the 9,860 received, or approximately 62%
service of court documents.
6. To conduct 760 hard drug investigations (heroin, cocaine and crystal
methamphetamine).
Initiated 539 hard drug cases, or 80% of hard drug investigations.
7. Crime Lab to achieve an assignment clearance rate of 90%.
Crime Lab cleared 998 cases of the 998 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 1,773 youths for the three age groups; of this total,
1,647 or 93%were "at risk youths."
Final Status 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 225 problem-solving activities or 563% of problem-solving
activities and 162 crime prevention activities or 405% 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 133 abandoned vehicle/beautification projects, or 139% 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 50 D.A.R.E. curriculum involving approximately 1,946 students from
ten schools and zero training programs, or 125% of classes/training.
Final Status 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 $390,100.
2. Occupant Protection(State Department of Transportation$124,000) -To conduct
seatbelt enforcement and child restraint roadblocks.
Of$124,000 awarded,we received $54,218.
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 $177,678.
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 $205,344.
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 Hawaii Depatltnent 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 $51,657.
Final Status 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 $66,467.
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 $16,000.
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 $80,000.
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 $808,938.
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 under the Hawai`i Fugitive Task
Force Initiative.
Of$12,000 awarded,we received $1,827.
Final Status 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 $47,750.
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.
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.
Final Status 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$256,371.
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$51,496.
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.
Final Status Report on Program Objectives for FY 2022-23 11
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1 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.
The Prosecutor's Office prosecuted criminal cases in all Circuit,District, and
Family courts in Hilo,Kona,North and South Kohala, Hamakua, and Ka`u. 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,
International 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.
The Prosecutor's Office encouraged and provided 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.
•
An award, plus additional supplemental funding,totaling$546,168.00 was
provided to maintain the Career Criminal Prosecution unit for the purpose of
the identification, investigation, and prosecution of serious felony repeat
offenders.
Six Month Progress Report on Program Objectives for FY 2023-24 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 provided assistance to 4,140 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 182 victims of sexual assault crimes served, of
which 70 were adults and 112 were children. Approximately 73 parents and/or
guardians of sexual assault victims were also served during this reporting
period. There were 934 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.
114 referrals were made to community service agencies during this reporting
period, including but not limited to: Child and Family Service,YWCA Sexual
Assault Support Services, Legal Aid Society of Hawaii, Hale Kipa, Catholic
Charities of Hawaii, and the Salvation Army Family Intervention Services.
Staff also coordinated Crime Victim Compensation Commission (CVCC)
services for approximately 503 victims. The CVCC provides compensation to
victims of violent crimes for their crime-related injuries and losses, and to
"Good Samaritans" for injuries or property damage suffered in the prevention
of a crime or apprehension of a criminal https://dps.hawaii.gov/cvcc/.
2. Provide restorative justice options as appropriate.
During this reporting period, our Restorative Justice Program screened cases to
participate in Victim/Offender Conferences (VOC). Of 52 juvenile cases
screened, 36 cases were approved to participate; of those approved,nine cases
completed VOC successfully. Of 42 adult cases screened,29 cases were
approved to participate; of those approved, eight cases completed VOC
successfully. For Victim/Offender Dialogs (VOD), four cases were screened.
Six Month Progress Report on Program Objectives for FY 2023-24 2
PROSECUTING ATTORNEY
GENERAL PROSECUTION
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),Hawaii Coalition Against Human Trafficking, Sexual Assault
Kit Initiative (SAKI) meetings, Hawaii Domestic Assault Response Team, Going
Home Hawaii Consortium, Going Home Hawaii Reentry and Restoration
Summit,Witness Intimidation,Mass Violence Interagency Committees, and
Children's Justice Center(CJC)Interagency Committee meetings. Staff also
facilitated and participated in community events such as National Domestic
Violence Awareness Month in October and the Heroes and Helpers event in
December. Staff worked collaboratively with County Council District 4 in
planning and participating in the first Pahoa Public Safety Partnership Crime
Summit.
Improving the criminal justice system
1. Coordinate continuing training/educational workshops to improve the criminal justice
system.
The Prosecutor's Office 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.
The Prosecutor's Office coordinated monthly meetings for the Family Violence
Interagency Committee and provided in-service training for police officers that
respond to domestic violence incidents.
Six Month Progress Report on Program Objectives for FY 2023-24 3
PROSECUTING ATTORNEY
GENERAL PROSECUTION
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.
The Crime Prevention Unit (CPU) shared training and educational
opportunities with county stakeholders via email and social media.
The CPU has coordinated the "It Takes a Village" Crime and Substance Abuse
Prevention Networking and Resource Fair for both East and West Hawaii.
This fair was limited to service providers and allowed time for face-to-face
networking and education. 100 participants attended representing 37
organizations in East Hawaii, and 24 organizations in West Hawaii with over
60 in attendance.
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.
The Prosecutor's Office continued coordination and facilitation of the Big Island
Juvenile Intake and Assessment Center monthly meetings. These meetings
include the Office of Youth Services,Hawaii Police Department,Juvenile
Probation, Child Welfare Services,Department of Health Family Guidance
' Center, The Salvation Army Family Intervention Services, and Hawaii Youth
Correctional Facility.
Six Month Progress Report on Program Objectives for FY 2023-24 4
PROSECUTING ATTORNEY
GENERAL PROSECUTION
The West Hawaii"It Takes a Village" Crime and Substance Abuse Prevention
Networking and Resource fair was a collaborative effort with the County Office
of Housing and Community Development. Future plans to make both East and
West Hawaii Fairs an annual event are in place.
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.
The Prosecutor's Office staff 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,Hawaii Opioid Initiative, Tobacco-
Free Hawaii Island, East Hawaii Drug Free Coalition,East Hawaii Coalition
for Prevention of Child Abuse and Neglect,Hawaii Fentanyl Taskforce, Going
Home Hawaii, 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.
During Domestic Violence Awareness month in October, our office supported
awareness and educational efforts around domestic violence. This included
coordinating the Domestic Violence.Vigils held in East and West Hawaii,
presenting at the Hawaii Community College Domestic Violence Summit, and
sharing information via emails and social media.
Our Office has a partnership with the Hawai`i Police Department,
Crimestoppers, and NA Leo TV to provide monthly segments to provide
information about our Office and its functions, criminal justice system concerns,
available resources, and upcoming events.
Our Office maintains social media platforms on Instagram and Facebook where
we provide case updates, spread awareness on criminal justice related issues and
concerns, promote upcoming events, and highlight activities and actions taken
by our Office and staff.
Six Month Progress Report on Program Objectives for FY 2023-24 5
PROSECUTING ATTORNEY
GENERAL PROSECUTION
2. Coordinate continuing training/educational workshops to promote healthy behaviors,
crime prevention and early intervention initiatives.
The Prosecutor's Office 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.
The CPU continued to share training and educational opportunities with county
stakeholders via email and social media.
The CPU has coordinated the "It Takes a Village" Crime and Substance Abuse
Prevention Networking and Resource Fair for both East and West Hawaii.
This fair was limited to service providers and allowed time for face-to-face
networking and education. 100 participants attended representing 37
organizations in East Hawaii, and 24 organizations in West Hawaii with over
60 in attendance.
Our office has acquired a Fatal Vision Goggles training kit to implement
interactive alcohol impaired scenarios and demonstrations at community events
and presentations. Demonstrations were available at both "It Takes a Village"
networking fairs for attendees to experience.
Three CPU personnel became trainers in facilitating the Essentials of Asset
Building Curriculum from the Search Institute. This curriculum focuses on the
40 Developmental Assets framework and the role of being an asset builder when
working with youth. Trainings have been facilitated in East and West Hawaii
and will continue throughout the year.
CPU also has assisted in the coordination of the Na Leo 0 Na 'Opio Career Fair
for middle and high school students. This is an annual fair that gives youth the
opportunity to explore and learn from various college and career disciplines.
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 2023-24 6
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.
$484.75
2. Federal Forfeitures -United States Department of Justice and:US Treasury
Department, $50,000. For use to assist crime prevention and healthy communities at
the discretion of the Hawai`i County Prosecuting Attorney.
$0.00
3. STOP Violence Against Women-U.S. Department of Justice, STOP Violence
Against Women Formula Grant Program, $104,508. One Employee—To improve
prosecution of domestic violence cases involving adult women by dedicating a deputy
to handle these cases.
$53,368.00
4. Crime Victims Assistance Program (VOCA) -U.S. Department of Justice, Office
for Victims of Crime Formula Grant Program, $1,101,027. Thirteen employees—To
assist victims of crime through the judicial process, focusing on crimes such as
homicide, sexual assault, child abuse and domestic violence.
$908,970.00
5. Justice Assistance Grant(JAG)—U.S. Department of Justice, $150,000. For
technology improvements.
$0.00
6. Traffic Safety Training Grant—U.S. Department of Transportation, $155,000. To
conduct statewide training to improve law enforcement system response to traffic
crash cases and improve highway safety.
$166,479.88
Six Month Progress Report.on Program Objectives for FY 2023-24 7
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.
$200,000.00
8. Substance Abuse Prevention Program—Hawai`i State Department of Health,
Alcohol and Drug Abuse Division, $110,000. To fund a community assessment and
strengthening of Substance Abuse Systems in the County of Hawai`i. Paid for staff
salaries and:contracted services.
$0.00 •
9. USSS Electronic Crimes Task Force—U.S. Secret Service, $15,000. To reimburse • •
overtime and other expenses related to official investigations by U.S. Secret Service's
Hawai`i Electronic Crimes Task Force. -
$0.00
10. Career Criminal- State Department of the Attorney General, $431,998. Twelve
Employees—To provide quick identification,prosecution and conviction of those
persons making a career of crime. •
$546,168.00
•
11. Victim/Witness Assistance- State Depaitiiient of the Attorney General, $99,172.
One employee—To assist crime victims and witnesses and their families by providing
information, counseling, and support services primarily to victims of violent and
property crimes.
$443,371.00
• Six Month Progress Report on Program Objectives for FY 2023-24 8
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.
The Committee on the Status of Women (CSW) essay contest is planned for
2024.
2. Promote awareness of Equal Pay for Equal Work for women.
Equal Pay for Equal Work planned for 2024.
3. Create and share a report on the status of women in Hawai`i County.
CSW created the CSW Community Survey which is an ongoing survey meant to
gather county-specific data on the issues that affect women and girls and their
`ohana. The survey has been shared with community and community leaders
via posted flyers throughout the County and social media venues.
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 CSW members participated in the State of Hawaii, Department of the
Attorney General's Malama `Ohana Working Group to improve the state's child
welfare system.
5. Update and disseminate the Hawai`i Island Services Directory for Families across
Hawai`i County.
Directory activity has been planned for 2024.
6. Promote Teen Dating Violence Prevention/Education.
The CSW members participated in the Hilo Christmas Parade with the Zonta
Club for 16 Days of Activism to raise awareness about violence against women
and girls.
Six Month Progress Report on Program Objectives for FY 2023-24 9
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate
with other organizations.
The CSW members participated in the Hawaii County Office of the Prosecuting
Attorney's Domestic Violence Vigil to raise awareness of domestic and family
violence in the County and Hawaii Community College's Domestic Violence
Summit.
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 Hawaii to better allow participation from
the public. These will beheld via Zoom until in-person meetings can safely resume.
The CSW held monthly meetings and was available virtually.
9. Support,through sponsorship, planning,promotion, and attendance, the Hawai`i
Island Women's Leadership Summit.
The Hawaii Island Women's Leadership Summit has been planned for 2024.
10. Promote awareness of Human Trafficking across Hawai`i County.
Human trafficking activity has been planned for 2024.
Six Month Progress Report on Program Objectives for FY 2023-24 10
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.
The Prosecutor's Office prosecuted criminal cases in all Circuit,District, and
Family courts in Hilo,Kona,North and South Kohala,Hamakua, and Ka`u. 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,
International 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.
The Prosecutor's Office encouraged and provided 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.
Throughout FY 2022-2323, the Prosecutor's Office worked on 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.
Final Status Report on Program Objectives for FY 2022-23 1
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Grant funds were provided for law enforcement to retrieve firearms from
persons who have been prohibited from owning and/or possessing firearms.
In FY 2022-23, funds from the FY 2022 Edward Byrne Memorial Justice
Assistance Grant have been allocated towards the purchase of video surveillance
equipment to be placed in bait cars. This will assist the Hawaii County Police
Department in stopping auto theft and break-ins as they occur.
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 4,904 victims of crime.
This included services to 1,459 victims of domestic violence-related cases,265
victims of sexual violence (adults and children), 122 child abuse victims, 1,524
victims of crimes against a person (which includes homicides, negligent
homicides, assault, robbery, and terroristic threatening), 1,275 property crime
victims, and 259 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 984 witnesses, 123
secondary victims, and 501 other persons involved with victims. Restitution
information and assistance was provided to 969 victims and 876 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 45 cases were screened for Victim Offender Conferencing,where five cases
have been completed and 27 are active in the program. 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.
The VAU has participated and facilitated in numerous community events that
support victims of crime. Events include the Annual Peace Walk and Vigil
during October's Domestic Violence Awareness Month; Victim Rights Week,
Final Status Report on Program Objectives for FY 2022-23 2
PROSECUTING ATTORNEY
GENERAL PROSECUTION��
Child Abuse Awareness Month and Sexual Assault Awareness Month in April;
and various career, school, and resource fairs throughout the year.
Improving the criminal justice system
1. Coordinate continuing training/educational workshops to improve the criminal justice
system.
The Prosecutor's Office 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.
The Prosecutor's Office coordinated monthly meetings for the Family Violence
Interagency Committee,the 2022 Hawaii Sexual Assault Response Team
training and provided in-service training for police officers that respond to
domestic violence incidents.
The Prosecutor's Office assisted with hosting the annual statewide Hawaii
Sexual Assault Response(HSART)virtual conference which provided attendees
an overview of the Multidisciplinary Team (MDT) response to sexual assault in
Hawaii and highlighted the coordinated efforts of advocacy, law enforcement,
legal, and medical groups to provide a victim-centered and trauma-informed
approach.
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
Final Status Report on Program Objectives for FY 2022-23 3
PROSECUTING ATTORNEY
GENERAL PROSECUTION ... _ ..-
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.
The Prosecutor's Office coordinated assessment sessions for Catalyst Evaluation
Group to conduct West Hawaii Substance Abuse Prevention assessments.
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.
The Prosecutor's Office 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.
The Prosecutor's Office coordinated and facilitated the Big Island Juvenile
Intake and Assessment Center monthly meetings. Funding for this program has
been granted till September of 2023.
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
Hawai`i Island prevention stakeholders and have worked on building capacity in
the prevention workforce,focusing on retention and sustainability. We worked
towards enhancing the substance abuse prevention system with a focus on
underage drinking and other drug use by youth.
Final Status Report on Program Objectives for FY 2022-23 4
PROSECUTING ATTORNEY
GENERAL PROSECUTION
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.
The Restorative Justice Victim Offender Conferencing program serviced seven
juvenile cases.
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.
The Prosecutor's Office 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.
Final Status 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 Hawai`i 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 as
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
Final Status Report on Program Objectives for FY 2022-23 6
PROSECUTING ATTORNEY
.�._�.�....e�__.._.._��.�.�_.�...._...� . 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$4,000
Final Status 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.
The Committee on the Status of Women (CSW) coordinated an essay contest for
"Equal Pay" and"Real Women"with students from across the island.
2. Promote awareness of Equal Pay for Equal Work for women.
The CSW coordinated an essay contest for"Equal Pay" and "Real Women"
with students from across the island.
3. Create and share a report on the status of women in Hawai`i County.
The CSW coordinated and provided a community report on data gathered from
the Mother of the Year project and presented the report to the Hawaii County
Council. The Committee has also participated in the Missing and Murdered
Indigenous Women and Girls taskforce to gather data and provide reports to the
community.
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 CSW members have attended meetings on domestic violence prevention,
legislative development, and others, and have given presentations to the Hawaii
County Council.
5. Update and disseminate the Hawai`i Island Services Directory for Families across
Hawai`i County.
The Hawaii Island Services Directory for Families has been updated and
distributed to the community.
6. Promote Teen Dating Violence Prevention/Education.
Dating prevention cards have been distributed to schools on Hawai`i Island to
include a letter to each Principal requesting that these cards be distributed to
students.
Final Status Report on Program Objectives for FY 2022-23 8
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OR WOMEN
7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate
with other organizations.
The CSW has participated with the Family Violence Interagency Committee in
addressing domestic violence in Hawaii County.
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.
The CSW held monthly meetings and was available virtually.
9. Support,through sponsorship,planning,promotion and attendance,the Hawai`i
Island Women's Leadership Summit.
The Hawaii Island Women's Leadership Summit was not held in in fiscal year
2023.
10. Promote awareness of Human Trafficking across Hawai`i County.
In July, the CSW promoted community awareness of human trafficking at the
World Day Against Human Trafficking in Persons. The Committee also
participated in the Missing and Murder Indigenous Women and Girls taskforce
to gather data and provide reports to the community.
Final Status Report on Program Objectives for FY 2022-23 9
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20
PUBUC WORKS
PUBLIC WORKS
ADMINISTRATION
1. Achieve one third of our average employee count to participate in safety related
training per year.
136 employees or 37% of the total departmental employees received safety
related training from July 2023 to December 2023.
118 employees or 32% of the total departmental employees received non-safety
related training from July 2023 to December 2023.
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.
As of 12/31/2023, 31 billings were issued. Of the 31 billings,23 or 77%were paid
in full within a 30-to-89-day period.
3. Maintain interaction and education for the public by participating in community
meetings.
Community interaction and education were achieved through department
outreach,support and participation in collaboration, and community meetings
which included:
• Pa'au'au Community Meeting in August 2023
• Revitalize Puna in October 2023
• County of Hawaii Fire Management, Public Information Coordination, and
Emergency Meeting in November 2023
• Waipi`o Valley Mayor's Advisory Meetings—monthly
• Pehea Ka 'Aina/Mauli Hawaii meetings—monthly
• Hawai`i County Task Force for Maui—monthly
• Pohoiki Shoreline Project Coordination—monthly
• Pohoiki collaborative meetings—twice a month
• Outrigger Paddling/Parks and Recreation meeting—quarterly
• Mayor Townhall meetings—nine meetings attended island wide
Six Month Progress Report on Program Objectives for FY 2023-24 1
PUBLIC WORKS
ADMINISTRATION
4. Reduce industrial accident claims by 10%by educating personnel through training
programs for personal and operational safety.
Industrial accident claims increased by 13%. The total accident count of nine in
FY 2023-24 from July 2023 to December 2023 increased from FY 2022-23 July
2022 to December 2022 which had a total accident count of eight.
5. Strive to provide a positive customer experience in all public-facing transactions.
Administration staff remained available during normal working hours to
provide assistance over the phone or in person regarding any questions,
comments or concerns. New staff are required to attend Customer Service
Training that is provided by the County of Hawaii.
6. Embrace new technology and other changes that enable us to perform our duties more
efficiently and effectively.
The Administration Division continued to support and assist in efforts for all
Public Works Divisions to identify and implement asset management,work
order management, construction management, or project management software
solutions. The Traffic Division has implemented NexGen and Highways Division
is currently implementing iWorQ.
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.
Between August 2023 to December 2023,Public Works personnel supported
Maui County with Public Informaion Officer staffing and Emergency Operating
Center staffing for the Maui Wildfires. We created reports and releases for the
public and inititate or particpated in community and collaboration meetings.
Continued collaboration with other County departments included:
• Infrastructure meetings twice a month,
• Hawai`i County Information Technology/Geographic Information Systems
meetings as needed.
Six Month Progress Report on Program Objectives for FY 2023-24 2
PUBLIC WORKS
.•
ADMINISTRATION
8. . Provide consistent application of all Department policies and procedures.
Public Works was in the process of hiring a consultant for the Highway
Maintenance Division to create and update Standard Operating Procedures
(SOPs). We are also looking at creating and/or updating SOPs for all Public
Works divisions to ensure consistent, efficient, accurate and quality work
amongst all divisions.
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 67 Request for Information (RFI) and
recorded 716 complaints received for all Divisions. Requests and complaints
were either received by phone,by website, or in-person. All requests were
processed in a timely manner based on the content and complexity of the
request.
Six Month Progress Report on Program Objectives for FY 2023-24 3
PUBLIC WORKS
BUILDING
1. Fully implement and transition to the Electronic Processing and Information Center
(EPIC) system to improve the Building Permit application and inspection processes.
The Building Division implemented the Electronic Processing and Information
Center (EPIC) system,in July 2021. The primary goal was to enhance and
streamline the Building Permit application and inspection processes.
The initial focus was on permit application issuance, covering the entire process
from application receipt, through plan review,to permit issuance. The permit
issuance process is operational and is being continuously optimized.
Ongoing efforts aim to customize workflows, making them more specific to each
permit type,thus simplifying the process for both permittees and inspectors.
Implementation of the EPIC system demonstrates a significant step forward in
modernizing and enhancing the Building Permit application and inspection
processes. The commitment to refining workflows, training staff, and
addressing challenges head-on underscores the Building Division's commitment
to providing a robust and user-friendly system for both internal stakeholders
and the public.
2. Issue Residential Building Permits within 90 calendar days of submittal when
applications are complete,,and no corrections are required.
Average
Residential Permit TotalsDuration
1 Intake 21
2 Building Plan Review 15
3 Pre-Issuance Processing 5
TOTAL PROCESS]NG 4 ' 41
100% of Residential Permits were processed within 90 calendar days when
applications are complete, and no corrections are required. Because this
objective has been met, the future objective for FY 2024-25 is being adjusted to
60 calendar days. It should be noted that staff work overtime to achieve this 41-
day duration.
Six Month Progress Report on Program Objectives for FY 2023-24 4
PUBLIC WORKS
BUILDING
3. Complete Building Permit inspections within two business days of notice.
r Inspections Ins ecti`ons Coin lee Average Time to
Inspection Inspection Completed m p p d m Complete
Type x h Quantity Z days or Less o 2 days or Less , • Inspection.s
/° of Total Inspections)
h
Building 3,862 2,235 58% 2.51
Electrical 5,018 3,733 74% 2.18
Plumbing 2,334 1,682 72% 2.21
Sign 11 5 45% 2.64
TOTAL 11,225 7,655 68%
While 68% of the 11,225 inspections were completed within two days of the
notice (or request for inspection), the average times to complete inspections was
less than three days. There are currently 36 Permit Inspectors and seven
vacancies (81% of positions are filled). The Building Division believes that when
fully staffed, permit inspections can meet the two-day objective.
4. Initiate an investigation of an alleged Building Code violation within 30 calendar
days of a complaint.
There were 454 complaints received of which 141 complaints (31%) began the
investigative stage. More detailed information on the status of complaint
investigations will be available once the EPL Code Enforcement Module is
implemented.
5. Complete Work Orders Requests for County facilities within 30 calendar days of
receipt.
County Departments submitted 962 Work Orders of which 768 (80%)Work
Orders were completed within the 30-calendar day goal. A total of 893 (93%)
Work Orders were completed with 69 (7%)Work Orders yet to be completed.
The continued supply chain delays are the primary reason for completion longer
than 30-calendar days.
Six Month Progress Report on Program Objectives for FY 2023-24 5
PUBLIC WORKS
BUILDING
The Repairs & Maintenance Section was also challenged with unreliable
transportation to repair sites because vehicles experienced frequent and
prolonged downtime due to lack of repair parts.
6. Deliver CIP Projects that have been funded.
At the start of FY 2023-24,there was $11,790,675 available in bond funds
remaining from ORD 22-41 and ORD 23-31. Of the available funds, $8,398,238
was allotted, leaving$3,392,437 for the remainder of the year. A request for
additional CIP bond funds was made and included in Bill 94 which adopted
effetive December 5,2023.
Projects funded during this period include: Aupuni Chiller Replacement
(CON),Hawaiian Paradise Park Fire Station Renovations (DES), Fire Station
Extractor Installation at Various Locations (DES), Central Fire Station
Reroofing and Structural Analysis of the Hose Tower (DES),East Hawaii
Animal Control Protection Agency Facility Interim Improvements (CON),
Kealakehe Animal Control Protection Agency Facility Interim Improvements
(CON),Aupuni Center Sewer Renovation,Phase A (DES),Aupuni Center
Reroofing (CON), and change orders for ongoing construction projects.
•
Six Month Progress Report on Program Objectives for FY 2023-24 6
PUBLIC WORKS
ENGINEERING.�.~..__�.�.n._��_�___._�..��.._ur_..__
1. Participate in the State/Federal Highway Administration(FHWA) Statewide
Transportation Improvement Program(STIP).
In FY 2023-24, projects currently in construction are the Kilauea Avenue/Keawe
Street Rehabilitation (FHWA) and the Waikoloa Road Rehabilitation (FHWA)
projects. Projects that are in the various stages of bidding/award are the
Mamalahoa Highway Rehabilitation Part 2 (FHWA), Lanikaula Street
Rehabilitation (FHWA), and Honoli`i Stream and Kaiwilahilahi Stream Bridges
(FHWA). Projects currently in design are the Mamalahoa Highway
Rehabilitation Part 1 & Part 3 (FHWA),Kahakai Boulevard Shoulder
Improvements SRTS (FHWA),Kilauea Avenue Shoulder Improvements SRTS
(FHWA), and the Mohouli Street Rehabilitation (FHWA).
FHWA projects are funded (from 80% to 100%) by the Federal Highway
Administration.
The Engineering Division also participates in the FEMA Disaster Relief and
Emergency Assistance Program. In FY 2023-24, the$81 million Lava Inundated
Recovery Projects completed the Environmental Assessment. Also,the$22
million Hurricane Lane Recovery Projects are in various stages of design,
construction, or completion. FEMA projects are 75% funded by the Federal
Government.
2. Complete County CIP drainage and Roadway projects on time, and within budget.
Construction of the Hina Lani Resurfacing and the Ali`i Drive Roadway
Emergency Repairs project was completed. Projects currently in construction
are the Lanikaula Drainage Improvement and the Kaiwiki Bridge Repair
projects. Projects soon to be awarded and start construction are the Pauahi
Bridge Reconstruction and the Shipman Industrial Drywell Reconstruction
projects. Projects currently in the planning and design phases include the
Kawili Avenue Shoulder Improvement Project, the Manono Street Shoulder
Improvements,the Waikoloa/Paniolo Avenue Intersection, and the Ane
Keohokalole Phase III projects.
3. Prepare in-house parcel maps within a three-month time frame for road
encroachments, easements and parcel mapping.
There were six parcel maps prepared by the Engineering Division.
Six Month Progress Report on Program Objectives for FY 2023-24 .7
PUBLIC WORKS
_
ENGINEERING
4. Process time-sensitive documents such as environmental assessments, subdivision
applications, variance applications, change of zones, State land use (SLUs),use
permits, SMAs, special permits, and `ohana dwellings, by the stipulated deadlines.
86% of all time-sensitive documents received were responded to or processed by
the stipulated deadlines. The reduction in percentage is due to staff vacancies in
the Regulatory Section during this time period.
5. Process,within a one-month timeframe, subdivision and commercial development
construction plans, drainage reports, solely Chapter 10 plans (ie. grading, grubbing,
and stockpile), solely Chapter 22 plans (ie. permit to work within the County right-of-
way, sidewalk use,private waterline, etc.), complaints, and environmental matters
that do not have a stipulated deadline.
Responded to or processed 79% of the tasks,within one month,that did not
have a stipulated deadline. The reduction in percentage is due to staff vacancies
in Regulatory Section during this time period.
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 the permit was received.
7. Comply with the National Bridge Inspection(NBI) and other Federal, State, and
County of Hawaii bridge inspection regulations including preparation and
submission of bridge reports,by conducting bi-annual inspections of the 145 bridges
in the NBI program.
Completed bi-annual inspections on 87 bridges (60% of the total 144) in FY
2023-24 between 7/1/2023—12/31/2023.
8. Initiate and oversee repair and maintenance and/or replacement projects of bridges
due to deterioration, deficiencies, and defects.
The below bridge projects are currently in the design phase:
Four Mile Creek Bridge- replacement
Hakalau Stream Bridge Kanna Road -scour repair
Hanawi Stream Bridge- scour repair
Honoli`i Stream Bridge—rehabilitation (Construction to begin 2024)
Hualolo Stream Culvert—scour repair
Six Month Progress Report on Program Objectives for FY 2023-24 8
PUBLIC WORKS
ENGINEERING
Ka`ahakini Bridge- replacement
Ka`ie`ie Stream Bridge -scour repair
Kaiwiki Bridge#1 - rehabilitation
Kaiwilahilahi Stream Bridge—rehabilitation (Construction to begin 2024)
Kalopa Gulch Bridge—scour repair
Kaula Gulch Bridge-scour repair
Kawainui Stream Bridge—scour 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
Paheehe`e Stream Bridge-scour repair
Pauahi Street Bridge—replacement(Construction to begin 2024)
Pi`ihonua Bridge- scour repair (Construction to begin 2024)
Upper Pi`ihonua Bridge—scour repair
Waianuenue Avenue Bridge- rehabilitation
Waika'alUlu Gulch Bridge [44-6] —scour repair
Waika'alulu Gulch Bridge [44-8] —rehabilitation
Waima`au`au Stream Bridge—replacement
9. Conduct structural analyses to determine the load rating (Inventory and Operating) of
in-service bridges registered in the NBI, as needed.
There were four bridge load ratings completed in FY 2023-24 between 7/1/2023—
12/31/2023.
10. Conduct underwater inspections of NBI registered in-service bridges, as needed.
There were no underwater inspections conducted in FY 2023-24 between
7/1/2023—12/31/2023.
Six Month Progress Report on Program Objectives for FY 2023-24 9
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 89%, or 1,597 of 1,800 work orders received. Eighty six 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 2022-23 there was an average monthly repair backlog of 74 in the
Construction Equipment section. In FY 2023-24 from July 2023 to December
2023, it decreased by 16,bringing the average monthly repair backlog to 58.
3. Reduce the backlog of monthly repairs of the Automotive section from the prior fiscal
year.
r
In FY 2022-23 there was an average monthly repair backlog of 39 in the
Automotive section. In FY 2023-24 from July 2023 to December 2023,it
increased by six, bringing the average monthly repair backlog to 45.
Six Month Progress Report on Program Objectives for FY 2023-24 10
PUBLIC WORKS
FLOOD CONTROL
1. Continue to conduct semi-annual inspections of flood control systems in concert with
USACE and NRCS.
Highways Maintenance conducted semi-annual inspections of flood control
systems for compliance with USACE and NRCS.
2. Based on inspections, Engineering and Highways work to develop and implement
plans to repair and maintain flood control systems.
a. Prevent deterioration of structures by repairing within six months.
Maintenance and repair work of various flood control systems to prevent
deterioration of structures were performed throughout the past six months.
b. Clear debris such as mud,rocks,branches, etc. from channel within three months.
Maintenance and clearing of debris from channels were performed within
three months throughout the past six months.
c. Control weed and brush growth by using herbicides and mowing quarterly.
Control of weed and brush growth within flood control systems were
performed quarterly.
Six Month Progress Report on Program Objectives for FY 2023-24 11
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PUBLIC WORKS
ADMINISTRATION
1. Achieve one third of our average employee count to participate in safety related
training per year.
A total of 61% of departmental employees received safety-related training.
A total of 37% of departmental employees received non-safety related training.
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 receivable was 35 days and 9% of balances were
over 90 days past due. This represents an improvement from the previous fiscal
year.
3. Maintain interaction and education for the public by participating in community
meetings.
Community interaction and education were performed through regular
meetings as well as event- or project-specific outreach activities.
o Keaukaha Community Association meeting- monthly
o Mayor's Active Living Advisory Committee (MALAC) meeting with
community members and the Mayor's Office- bi-monthly
o South Kohala Traffic Safety Committee (SKTSC) meeting- monthly
o Community engagement and met with lineal descendants of the area
regarding the Pohoiki Environmental Assessment(EA) -June 7
o Community Resource Fair at WHCC -August 5& 6
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
o Community meeting re: Waianuenue Ave Rehab project- September 29
o Talk-Story with design professionals - October 5
o Revitalize Puna Community meeting- October 11,November 17,February 4
o Kupuna meeting re: Waipi`o Valley Road Improvement- October 24
o Informational meeting re: Waipi`o Valley Road Improvement- October 26
o Hawai`i Chamber of Commerce meeting- October 31
o Resident meeting re: Waipi`o Valley Road Improvement-November 2
o Community meeting re: Waikoloa Intersection project-November 3
o Laupahoehoe Community meeting re: Hurricane Lane repairs projects &
Laupahoehoe Road repair projects -November 17
Final Status Report on Program Objectives for FY 2022-23 1
PUBLIC WORKS
ADMINISTRATION
o Community Resource Fair at the Prince Kuhio Plaza -December 10
o Hilo High School& Kea'au High School Career Fair-February 3
o Kilauea Avenue—Keawe Street public meeting-February 23
o Waikoloa Rehabilitation project- April 20
o Waipi'o Valley update-May 1
4. Reduce industrial accident claims by 10%by educating personnel through training
programs for personal and operational safety.
Industrial accident claims decreased by 30%.
5. Strive to provide a positive customer experience in all public-facing transactions.
Staffing levels stabilized post-COVID, and all offices were open to the public
during normal business hours. A commitment was made to continuing the
public's experience with the Department,with a number of employees attending
Customer Service training.
6. Embrace new technology and other changes that enable us to perform our duties more
efficiently and effectively.
A better process was used to record, collect, and report disaster cost data
required by FEMA,using tools with built-in formulas allow for quick and
efficient entry of our labor work,thus improving cost reporting deadlines.
Work is ongoing with the Department of Information Technology to develop
custom reports to provide payroll information, and 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.
Customer service and public relations programs involved department outreach
and participation in meetings and workshops that brought various stakeholders
together.
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.
Final Status Report on Program Objectives for FY 2022-23 2
PUBLIC WORKS
ADMINISTRATION
o Facilitated a workshop for design professionals to provide updates on the
Wind and Seismic Building Codes.
o Coordinated Building Codes training for the staff.
o Developed and published EPIC instructional material and held webinars for
realtors, design professionals, and contractors.
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.
Provided consistent application of policies and procedures by regularly applying
current decision-making and application to past practices,which align with
current policies and procedures.
9. Manage requests and complaints received by all Divisions in a consistent manner and
strive to provide satisfactory responses in a timely fashion.
Processed 108 Requests for Information (RFI) in a timely manner. Requests and
complaints were received by phone, by website, and in person.
Final Status Report on Program Objectives for FY 2022-23 3
PUBLIC WORKS
BUILDING
1. Complete building permit application reviews within 30 calendar days of submittal.
Table 1: Plan Reviews Completed - 7/1/2022 to 6/30/2023.
Permits Completed % r verdge
u c Permit Type Reviewed Yn x Meeting Duration
:wu5 30 days Target (days)
Residential 3,192 2,019 63% 34
Non-Residential/Commercial 920 530 58% 38
Electric Only 1,002 991 99% 4
Plumbing Only 253 252 100% 3
PV-Residential 2,087 2,075 99% 4
PV—Non-Residential/Commercial 61 50 99% 18
Regulatory 17 10 59% 26
Total ,' 7,532 27 79%
2. Complete building inspection within two business days of notice.
Table 2: Inspections Completed - 7/1/2022 to 6/30/2023.
�� 3 A erage
. Inspections Completed 1n ? %Meeting rDura mn'Permit Types s �
. Completed , < 2 days < Target {days
_ :._ ,,*'�.. S ' Y �a. ,..T M,. .. r;ti; ;b �... a F ,.ma's
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
Total; ` 11 738 ,s ,.,. 8 23 S .s.x�.£. 4<_ z7.,..% ,. ..,
Final Status Report on Program Objectives for FY 2022-23 4
PUBLIC WORKS
BUILDING
3. Complete maintenance requests for County facilities within 30 calendar days of
receipt.
A total of 67% of the 1,740 Work Orders received were completed within 30-
calendar days of the request.
A total of 92% of the Work Orders were completed. Staffing challenges and the
lingering effects of COVID-related supply chain issues had the biggest impacts
on work completion.
4. Fully implement and transition to EPIC system to improve the customer building
permit application experience.
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 in August 2022.
With the primary features of the EPIC/EnerGov program in place,the focus was
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 should be prioritized.
Several refinements were launched to improve the permitting process. Most
were 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. For the advanced permit
applicants, a self-certify process was being introduced that will enable them to
bypass the queue for the standard completeness review by Permit Intake Clerks.
The strategies 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.
Final Status Report on Program Objectives for FY 2022-23 5
PUBLIC WORKS
ENGINEERING 1. Participate in the State/FHWA Statewide Transportation Improvement Program
(STIP).
Construction of the$11M Waianuenue Avenue Rehabilitation project was
nearly completed. The Kilauea Avenue/Keawe Street Rehabilitation and the
Waikoloa Road Rehabilitation construction projects were awarded, and
construction began. Projects that completed design and were ready to bid out
were the Lanikaula Street Rehabilitation (Manono to Kilauea) and the
Mamalahoa Highway Resurfacing Phase 2 (Kamalani Street to Kalamauka
Street). All projects are 80% funded by the Federal Highways Administration
(FHWA).
Also, the Department participated in the Federal Emergency Management
Agency(FEMA)Disaster Relief and Emergency Assistance Program. The$81M
Lava Inundated Recovery Projects continued to progress to the Final stage of
the FEMA-run Environmental Assessment(EA). Also, the$22M Hurricane
Lane Recovery projects were in various stages of design, construction, or
completion.
2. Complete County CIP drainage and Roadway projects on time, and within budget.
Construction was completed for Kalaniana`ole Avenue Reconstruction, Hina
Lani Resurfacing, Wainaku Street Resurfacing,Kalaniana`ole Avenue
Resurfacing, Short Term Safety Improvements for Waipi`o Valley Road, and the
Ali`i Drive Roadway Emergency Repairs projects.
Projects with continuing design work included the Kawili Avenue Improvement,
the Manono Street Shoulder Improvements,the Waikoloa/Paniolo Avenue
Intersection redesign,the Ane Keohokalole Phase III projects, Shipman
Drywells Reconstruction,Wilder Road Culvert Replacement, and the Waipi`o
Valley Road Safety Improvements.
3. Prepare in-house parcel maps within a three-month time frame for road
encroachments and easements.
Four parcel maps were prepared within three months.
Final Status Report on Program Objectives for FY 2022-23 6
PUBLIC WORKS
ENGINEERING
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, by the stipulated deadlines.
All(100%) of time-sensitive documents received were responded to or processed
by the stipulated deadlines.
5. Process subdivision and commercial development construction plans, drainage
reports, solely Chapter 10 plans (i.e., grading, grubbing, and stockpile), solely
Chapter 22 plans (i.e.,permit to work within the County right-of-way, sidewalk use,
private waterline, etc.), complaints, and environmental matters that do not have a
stipulated deadline within one month.
Responded to or processed 99% 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.
All(100%) of the 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 Hawaii bridge inspection regulations including preparation and
submission of bridge reports,by conducting bi-annual inspections of the 144 bridges
in the NBI program.
Completed bi-annual inspections on 46% of the total of 144 bridges in the NBI
program.
8. Initiate and oversee repair and maintenance and/or replacement projects of bridges
due to deterioration, deficiencies, and defects.
The following bridges entered 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 replacement
Final Status Report on Program Objectives for FY 2022-23 7
PUBLIC WORKS
ENGINEERING
Ka`ie`ie Stream Bridge scour repair
Kaiwiki Bridge#1 rehabilitation
Kaiwilahilahi Stream Bridge rehabilitation
Ma`ili Stream Bridge scour repair
Makea Stream Bridge replacement
Nanue Stream Bridge scour repair
`Ope`a Stream Bridge scour repair& rehabilitation
Pahe`ehe`e Stream Bridge scour repair
Pauahi Street Bridge replacement
Pi`ihonua Bridge scour repair
Waianuenue Avenue Bridge replacement
Waika'alulu Gulch Bridge rehabilitation
Waima`au`au Stream Bridge replacement
The following bridges entered the construction phase or construction was
completed.
Kolekole Stream Bridge scour repair
Laupahoehoe Gulch Bridge repair(completed)
Mahuna Gulch Bridge repair(completed)
51 Mile Bridge (Saddle Road) repair(completed)
9. Conduct structural analyses to determine the load rating (Inventory and Operating) of
in-service bridges registered in the NBI as required by the FHWA as required.
Load ratings were conducted on two bridges.
10. Conduct underwater inspections of two NBI registered in-service bridges.
No underwater inspections were conducted.
Final Status Report on Program Objectives for FY 2022-23 8
PUBLIC WORKS
AUTOMOTIVE
1. Support the various County departments/agencies island-wide with repair,
maintenance, and welding services, and by performing at least 90% of these services
by staff(versus contract).
A total of 97% of the 3,754 work orders received were completed by staff. The
remaining 3% of work orders were contracted out.
2. Reduce the average monthly repair backlog for the Construction section from the
previous fiscal year.
The average monthly backlog for repairs decreased by from 86 to 74 (14%).
3. Reduce the average monthly repair backlog for the Automotive section from the
previous fiscal year.
The average monthly backlog for repairs backlog for repairs increased from 20
to 37 (85%). Staffing challenges and the lingering effects of COVID-related
supply chain issues had the biggest impacts on work completion.
Final Status Report on Program Objectives for FY 2022-23 9
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 within six months of the
inspection.
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 of the inspection.
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.
Final Status Report on Program Objectives for FY 2022-23 10
21
RESEARCH &
DEVELOPMENT
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
1. Support three programs to increase consumption of local agricultural and value-added
products at local, national, or international levels.
The agriculture program supports the local food distribution programs for Lai
Opua, The Food Basket, and Hui Malama Ike Ala Ulili. Their programs
distribute local agricultural food products to the elderly,under-resourced and
Native Hawaiian elementary school children.
The Hawaii Tropical Flower Council and Hawaii Floriculture and Nursery
Association concluded their promotion and marketing programs with the
Celebrations program in the Fall of 2023. Canadian,U.S. and Hawaii-based
floral designers were invited to learn how to incorporate tropical flowers into the
wedding industry.
2. Support four programs to improve the quality,productivity and safety of agricultural
producers, systems and products through critical, effective, and timely research,
development, and education.
The Department of Research and Development has submitted a half-executed
MOA to the University of Hawaii at Manoa, College of Tropical Agriculture
and Human Resources (CTAHR)to fund 50% of two additional Extension
Agents for Hawaii County. The two agents will support and educate livestock
and indigenous crop producers and home gardeners. The CTAHR General
Counsel needs to approve the MOA.
3. Support two programs for methodology development or farmer training to expand
agricultural industries and methodologies, such as hydroponics, aquaculture,
aquaponics, natural farming, and new crops.
The Agriculture Specialist and Elizabeth Dykstra are working with Maria Haws,
Director of the Pacific Aquaculture and Coastal Resources Center and Rhiannon
Terearii Chandler-`Iao,President,Waiwai Ola Waterkeepers Hawaiian Islands
to gather legislative support for a marine aquaculture park in Hilo Bay. The
intent is to relieve interested producer(s) of the burden and costs of applying for
the state and federal permits to allow for open water,aquaculture of bi-valves
and limu,the first in the state of Hawaii.
•
Six Month Progress Report on Program Objectives for FY 2023-24 ' 1
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
4. Support two research, control, and education programs to reduce the negative impact
of invasive species on agricultural crops and livestock, forests, and the community.
Reached out to Hawaii Department of Agriculture (HDOA) to set up regular
meetings with Maui and Hawaii County to get updates on efforts to survey and
control Coconut Rhinoceros Beetle.
R&D has been communicating with Hui Ho`olako for Hawaiian Initiatives on
the progress of the gorse project on Hawaiian Home Lands. They have
developed a preliminary feed recipe with gorse, macadamia nut shavings and
algae by-product,but the protein level needs to be increased from 10-16%. They
have moved the pelletizing process to a site in Kawaihae and they will have a UH
Manoa researcher conduct the final recipe development and grow out trials.
The required report to the Legislature was submitted to the Department of
Hawaiian Home Lands.
The Agriculture Specialist has volunteered to lead the State Task Force on Meat
Processing Capacity. Bill 54, SLH 2023, is to develop the plan to get uninspected
wild game to be processed and distributed to the under-resourced community,
including the homeless. This is based on similar programs in Wisconsin,Utah,
and Michigan. The Specialist is working with the State Veterinarian, HDOA,
Department of Land and Natural Resources (DLNR), and other appointed
personnel to look at laws that need to be amended,the slaughter capacity of the
state and what is needed to increase our capacity and determine who is willing to
distribute the game protein.
5. Support a program to develop methodologies for and education of producers and
vendors to reduce the incidence of agricultural theft.
The Agriculture Specialist had developed a self-reporting form for agricultural
theft. This form is to be filled out by the producer or reporting representative.
The report rate is low, and this form is intended to increase the number of
reports to the police and increase the statistics of ag theft and trespass. The
increased statistics would help to justify the effort for more support to combat
ag theft.
6. Support a program to preserve agricultural lands by seeking improvements to existing
systems designed to conserve soil and water, including grubbing and grading policies
and landscape level programmatic applications.
No new activity for this reporting period.
Six Month Progress Report on Program Objectives for FY 2023-24 2
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
7. Support the facilitation and collaboration of food system and local agricultural
partners and networks through:
a. five Hawai`i Island Food Alliance (HIFA)meetings;
Facilitated four HIFA meetings on July 18th, September 19th, October 31st,
and December 5th.
b. five Hawai`i Island Agriculture Partnership (HIAP)meetings;
Attended monthly Executive Committee meetings and one in person
partnership meeting with 60 participants on December 5th in Waimea.
c. five Hawai`i Farm to School, Garden to Cafeteria, and/or School Garden Network
meetings;
Attended the Hawaii Farm to School Strategic Planning Meeting September
27th—28th in Oahu. In addition,met with the Hawaii School Garden
Network lead organization Mala'ai six times to develop the 3rd Annual
School Garden Workday on October 21,2023.
d. five Transforming Hawai`i Food System advisory meetings;
Attended 20 planning meetings to support the development of the 2nd annual
Transforming Hawaii Food System Summit.
e. five Circular Economy Network meetings; and
No new activity for this reporting period.
f. 200 network partner meetings.
Attended 132 network partner meetings.
8. Host an annual Food Summit that supports the further development and
implementation of the strategic food system action plan.
On July 27th, the department supported a regional level Food Summit in North
Kohala. The event had over 150 attendees and addressed issues related to food
access, land and water access,production, farmer wellness, housing, and energy.
Six Month Progress Report on Program Objectives for FY 2023-24 3
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
9. Support the facilitation and collaboration of emergency food access network partners
through at least five meetings annually to the further development and effective
execution of the Emergency Food Plan.
No new activity for this reporting period.
10. Annually, host two tabletop Emergency Food Plan exercises with relevant emergency
food access network partners.
No new activity for this reporting period.
11. Identify partnerships, funding, and other resources that enable interventions with a
focus on improving access and consumption of locally produced food among low-
income Hawai`i residents.
Attended monthly statewide Hunger Action Network Meetings and supported
the identification of the coalitions 2024 State Legislative Priorities.
Conducted a Countywide Food Access Needs Assessment and obtained 336
responses. 39% of the respondents indicated that they could access enough food
and the foods they want to eat, 42% indicated that they are able to access enough
food, but not the foods they want to eat. 12% indicated that they sometimes
cannot access enough food and 7% indicated that they often cannot access
enough food.
12. Support the development of projects,•materials, and events that increase cooperation,
innovation, and sustainability within the local food system.
Supported the development and facilitation of the 2nd Annual Transforming
Hawaii Food Systems three-day Summit in Oahu December 13th through 15th.
The Summit brought together over 150 participants from across the state to
identify and develop food systems' legislative priorities.
Conducted meetings with State Legislators, and relevant partners to support the
development of a State Level Farm Bill.
Participated in the Market Systems Development Program July—September
and the Value Chain Assessment on Staple Crops, Technical Assistance
Providers and Export Crops October—December with that Hawaii Island
Agriculture Partnership.
Six Month Progress Report on Program Objectives for FY 2023-24 4
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
13. Support the development of projects, materials, and events that increase access,
consumption, education, and awareness of fresh local foods.
Supported the development and execution of the 3rd annual School Garden
Workday on October 21,2023. The event had 65 participants and took place at
Hawaii Academy of Arts & Sciences,Honoka`a Elementary,Keonepoko
Elementary and Kona Pacific Public Charter School. The event's educational
workshops focused on food sustainability, kalo, ulu,uhi and garden herbs.
Supported the development of the Ulu Cooperative's Arbor Day Event on
November 4th. The event included free educational workshops and samples of
various ulu products. Participants who registered ahead and participated in a
training received an ulu tree to take home and plant.
14. Support the development and coordination of at least two gleaning or food recue
programs that work to reduce food waste and increase fresh food access in local food
assistance programs.
The department awarded$91,500 to The Food Basket's Kokua Harvest program
through the Innovation Grant. The Food Systems Specialist meets regularly
with The Food Basket's Kokua Harvest team to receive updates and support in
mitigating any challenges. As of December 2023,the program has harvested and
distributed 32,366 pounds of produce. This is compared to the 15,628 pounds
harvest in 2022.
Six Month Progress Report on Program Objectives for FY 2023-24 5
•
RESEARCH & DEVELOPMENT
TOURISM
As tourism recovers from the pandemic and focuses on regenerative tourism and
improving resident sentiment,the Tourism Program objectives aim to protect the health
and well-being of residents and visitors, as well as timely response to shifting market
demands.
1. Increase the economic contribution of the visitor industry to Hawai`i Island by
sustaining consistent visitor arrivals and expenditures through strategic marketing to
targeted international and niche markets;public relations; activities that maintain
direct air service; kama`aina visitor campaigns; and Conventions, Meetings, &
Incentives (CMI).
The contract with the Island of Hawaii Visitors Bureau was executed in October
2023 and implementation of the "Pono-Based Communication for Regenerative
Tourism" program began. The following activities occurred: Rediscovering
Hawai`i's Soul Briefing and Art Collab, and sponsorship of the Pono Pledge
Ambassador at the Miss Hawaii Island whose platform is Regenerative
Tourism. Planning for Travel Trade, CMI,Kama'aina Offers,Pono Pledge,
International Outreach,Niche Market and Community Outreach continues.
2. Ensure that the Hawai`i Island visitor industry is place/community-based;
strategically and sustainably managed to promote high quality of life for residents;
and targeted at preserving natural and cultural resources to provide quality
experiences for residents and visitors. These will be accomplished by:
a. Supporting at least five initiatives that achieve responsible tourism through the
annual R&D Innovation Grant Program, Hawaii Tourism Authority (HTA)
Destination Management and Community Programs, TSP Action Planning
Cohorts, and Cultural Resilience Capacity Area Action Teams.
The following initiatives were launched: Keaukaha Stewardship Program
and media rollout; Cities Forward partnership with the U.S. Department of
State,Local Governments for Sustainability (ICLEI), Resilient Cities
Catalysts,the Institute for the Americas and the City of Fortaleza, Brazil.
b. Supporting at least six initiatives that achieve the Pono-Based Communication,
Place Based Education, and Infrastructure goals of the TSP through the TSP
Action Planning Cohorts and Cultural Resilience Capacity Area Action Teams.
The following initiatives were launched that achieve the Place Based
Communication goal: Kuikahi Na'auao Ho`ike in partnership with the
Cultural Resilience Capacity Area Action Team,Waipio Valley Living
Six Month Progress Report on Program Objectives for FY 2023-24 6
RESEARCH & DEVELOPMENT
TOURISM
Library in partnership with UH Hilo,Pehea ka ',Una and Hokupa'a
Community of Practices in partnership with departments countywide and
community-based organizations.
The following initiatives were implemented that achieve the Pono Based
Communication goal: Held Honuaiakea sessions for Waipi`o and Keaukaha
with products that provide place-based, culturally appropriate guidelines
and rules; also,planning continued for the KIPA Certification Program for
Tour Operators.
c. Supporting at least five opportunities by June 2024 that:
• Build capacity of the R&D Innovation Grant Program award recipients, HTA
Destination Management and Community Program participants, TSP Action
Planning Cohorts, Cultural Resilience Capacity Area Action Teams, and
visitor industry stakeholders to sustain quality and culturally appropriate
programs and products and sustainable destination management.
The"Rediscovering Hawai`i's Soul" Briefing was coordinated for visitor
industry stakeholders in October 2023 which provided information on
• scenario planning, four scenarios of Hawai`i's future, and opportunities
for visitor industry representatives to engage in discussions on how their
work may contribute to the preservation of Hawai`i's cultural heritage.
• Promote "Pono Practices" and other efforts that address community needs and
natural resource conservation through:
•
— community and culture-based education for residents and visitors;
— community and place-based marketing and promotions;
— interpretive programs; and
— activities and convenings of the TSP Action Teams, Cultural Resilience
Capacity Area Action Teams, and other community networks.
In partnership with the Indigenous Data Science team,the
"Community-Based Steward Network" convened in August and
October 2023 to build a community of practice around stewardship
and economic diversification.
Six Month Progress Report on Program Objectives for FY 2023-24 7
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
•
1. Transform Government Processes.
a. Enable cultural practitioners to provide grounding for the County in moving
toward a regenerative economy.
No new activity for this reporting period.
b. Utilize indigenous knowledge or data science to make County
processes/initiatives equitable.
Strategically identified an opportunity population by conducting a thorough
analysis of data derived from authoritative sources such as the Native
Hawaiian Databook,Asset Limited,Income-Constrained,Employed
(ALICE) Report, and Hawaii Journal of Health and Welfare. This data-
driven approach harnesses both indigenous knowledge and cutting-edge data
science, ensuring that County processes and initiatives are not only equitable
but also intricately tailored to address the specific needs of the community.
c. Develop a mechanism to help identify priority community initiatives that align
with Business &Industry Development Program goals.
Developed an innovative Regenerative Business Index(RBI) for Hawaii
Island, drawing inspiration from the `Aina Aloha Economic Futures
Assessment Tool. This cutting-edge mechanism systematically identifies and
prioritizes community initiatives that seamlessly align with the goals of the
Business & Industry Development Program. The RBI streamlines the
process of recognizing key projects and contributes significantly to
advancing a regenerative economy rooted in indigenous values.
d. Establish a hub of resources and information to increase efficiency in identifying
connections and opportunities.
Introduced the dynamic Business & Industry Development Hub, a
multifaceted platform encompassing a user-friendly website and engaging
social media channels. This hub serves as a centralized resource hub,
providing a wealth of resources, tools, and networking opportunities for
individuals and businesses to thrive in our diverse ecosystem. Notably,
ongoing development ensures that the hub remains a cutting-edge resource,
continually enhancing efficiency in identifying connections and opportunities
for sustainable growth and prosperity.
Six Month Progress Report on Program Objectives for FY 2023-24 8
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
e. Provide business and industry development program/policy recommendations to
administration.
No new activity for this reporting period.
2. Share Information.
a. Communicate business trends and research including impacts to household
wealth, ecosystem health, and utilization of indigenous data science.
Presented the Native Hawaiian Women Development Initiative to County
staff, administration, community organizations, and cultural practitioners,
seeking insights and feedback. The presentation highlights the initiative's
potential impact on household wealth through economic empowerment,
contributions to ecosystem health via sustainable practices, and the
utilization of indigenous data science for informed decision-making.
Continuous communication and refinement of the initiative persist.
b. Communicate current regenerative economy advancements impacting businesses
in Hawai`i.
No new activity for this reporting period.
c. Communicate resources or collaborative opportunities that enable the
establishment of vital connections (to place, community,past&future, and our
better self) for a regenerative economy.
No new activity for this reporting period.
d. Summarize information and learning from industry meetings,workshops,
festivals, conferences, or trade shows that align with program goals for R&D. •
No new activity for this reporting period.
e. Build the reputation and exposure of Hawai`i grown businesses and their goods
and services locally, nationally, and internationally as appropriate to advance and
amplify a regenerative economy.
No new activity for this reporting period.
Six Month Progress Report on Program Objectives for FY 2023-24 9
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
3. Support Collaboration.
a. Provide technical assistance, coordination, and/or connection for industry
meetings, workshops, festivals, conferences, or trade shows that advance a
regenerative economy.
No new activity for this reporting period.
b. Provide technical assistance, coordination, or connection to networks, agencies,
associations, or organizations that seek a regenerative economy,resiliency, and
equitable access to goods and services.
Offered comprehensive support to over 50 businesses and organizations,
guiding them through the intricacies of accessing financial incentives
available through the Enterprise Zone Program and Small Business
Administration initiatives. This proactive assistance not only strengthens
their financial resilience but also aligns with the overarching goal of fostering
a regenerative economy, building resilience, and ensuring equitable access to
goods and services for the Hawaii Island community.
c. Create space for prospective and established resident entrepreneurs to connect
around regenerative economy.
No new activity for this reporting period.
d. Connect businesses to opportunities for participation in the development of a
regenerative economy.
No new activity for this reporting period.
4. Provide Resources.
a. Fund community initiatives that enhance the viability of businesses for Hawai`i
Island residents through ecosystem health and/or positive systems change.
Allocated $25,000 in funding to support an intermediary,facilitating
seamless coordination of partnerships, robust community engagement, and
effective implementation of crucial components within the Native Hawaiian
Women Development Initiative. This investment aims to enhance ecosystem
health and foster positive systems change, directly contributing to the
viability and prosperity of businesses for Hawaii Island residents.
Six Month Progress Report on Program Objectives for FY 2023-24 10
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
b. Provide technical assistance to resident entrepreneurs that prioritize ecosystem
health to enhance quality of life and business vitality for residents.
No new activity for this reporting period.
•
Six Month Progress Report on Program Objectives for FY 2023-24 11
RESEARCH & DEVELOPMENT
ENERGY
1. Collaborate with Hawaiian Electric and private developers to implement renewable
energy resilience projects for the County of Hawaii.
No new activity for this reporting period.
2. Respond to energy dockets at the Public Utilities Commission that may have
significant impacts in the County of Hawai`i.
No new activity for this reporting period.
3. Identify and implement energy efficiency projects to reduce the County energy load.
a. Ensure that the County's procurement takes into consideration lifecycle energy
costs, including utilizing any rebates, incentives, or private partnerships available.
Continued to ensure that the County's procurement takes into consideration
lifecycle energy costs.
b. Collaborate with Hawai`i Energy to implement Strategic Energy Management
strategies.
No new activity for this reporting period.
4. Plan and implement renewable energy projects for the County of Hawai`i that have a
significant return-on-investment.
a. Explore the development of an energy revolving fund with savings from
efficiency programs,public-private-partnerships, and performance contracting.
Continued to work towards developing the basic structure/framework fund.
b. Explore the development of a self-sustainable renewable energy base emergency
fuel source that is transportable and has an unlimited shelf life.
Explored production, storage and dispensing of energy molecules from
sources within County facilities.
5. Support the refinement and implementation of energy-related General Plan and •
Community Development Plan strategies.
No new activity for this reporting period.
Six Month Progress Report on Program Objectives for FY 2023-24 12
RESEARCH & DEVELOPMENT
ENERGY
6. Collaborate with government and private partners on programs and projects aligned
with energy goals, digital equity initiatives, and mitigation targets of the draft
Integrated Climate Action Plan.
a. Support the expanded use of alternative fuel vehicles, including within the
County's fleet.
Executed two non-binding service addendums with Sustainability Partners.
First provided eight battery electric vehicles within R&D and available for
shared use by various departments. Second was to replace the
existing/failing dual port charging stations located at Aupuni Center, County
Building, and West Hawaii Civic Center(WHCC). Additionally, there will
be four additional stations at the existing `electrical EV ready' parking
stations at WHCC.
b. Support the Mass Transit Agency (MTA)in the acquisition and deployment of
zero emissions buses with supporting fueling and charging infrastructure.
Support for MTA advancement(including grant applications) is highly
active with multiple meetings/calls per week with Center for Transportation
and the Environment(CTE), SSFM, HNEI, NELHA,DOT-Planning,
Corporation Counsel, Sustainability Partners, and other entities.
c. Explore the use of byproducts of the West Hawai`i Sanitary Landfill, Hilo
Landfill (closed), and wastewater treatment facilities as fuel sources.
Developing a Request For Proposal, (RFP) to solicit technology providers
with financing to provide production, storage and dispensing of energy
molecules from the embodied energy source within County facilities.
d. Support the expansion of the network of Electric Vehicle (EV) charging stations,
vehicle-to-grid connections, and hydrogen fueling stations.
See response 6.a.
e. Support the development of innovative, low-cost, efficient mobility systems
including micro-mobility network, active mobility, autonomous vehicles, and
mobility devise sharing.
Data gathering and analysis have been and have continued to perform as
technological changes are constant.
Six Month Progress Report on Program Objectives for FY 2023-24 13
RESEARCH & DEVELOPMENT
ENERGY
f. Develop a building energy benchmarking system for County buildings.
We have completed and published the Energy Star based, building use
intensity report.
g. Integrate all geospatial data about County facility fossil fuel use and cost into the
Climate Viewer geodatabase created by the Climate Action Team.
This baseline data gathering and analysis has been completed. We continued
to work with the Department of Information Technology to have access to
the fuel master database in order to develop a more meaningful and
informative reporting technology.
h. Develop vehicle conversion roadmaps (plans and timelines) for departments that
have not yet developed them. All timelines should transition fleets to zero
emissions by 2040.
See 6.a.
i. Develop waste reduction goals and benchmarks in partnership with the
Department of Environmental Management's (DEM)Recycling Division.
Reduction goals and benchmarks should be approved by the County Council.
No new activity for this reporting period.
j. Identify one to two department champions for climate change to mobilize a staff-
level network for climate change and energy sovereignty within the County.
Partnered with five departments to write grants for climate action work. In
addition we also parterned with Planning and the Finance departments to
include climate change efforts in the CIP process. Supported the creation of
the Office of Sustainability, Climate,Equity and Resilence (OSCER).
k. Present projects and research to the community, conferences, radio/tv, and
academic outlets.
Attended four community outreach events and two nation conferences to
leverage federal resources opportunities (Department of Defense Climate
Resilience Conference and Urban Sustainability Director's Network Annual
Conference). Received$350,000 in funding to hire a Community Outreach
Coordinator and fund community outreach.
Six Month Progress Report on Program Objectives for FY 2023-24 14
RESEARCH & DEVELOPMENT
ENERGY
7. To close the digital divide in underserved/unserved communities,promote access to
fast,reliable, and affordable fixed internet and mobile services and expand access to
devices and digital skills with community partners specializing in workforce
development, telehealth, education, and social connections.
Awarded $69,680.00 from United States Department of Agriculture for the
Broadband Technical Assistance Grant. Funds will be used to evaluate County
Affordable housing facilities for the costs required for internet access. An
evaluation of internet access in each unit and in common areas will be
conducted.
Convened 21 Broadband Hui Meetings and attended and supported two State
Broadband information meetings. In addition,presented the County of Hawaii
Broadband Initiative at the first Broadband Ho`ike.
Created the first Hawaii Island Digital Equity Coalition Annual Report for
2023.
Participated in the Affordable Connectivity Program Outreach for impacted
Lahaina residents which resulted in 169 sign ups total between September 20th
through September 23rd.
8. Expand understanding and integration of malama aina practices and values in
relation to environmental change.
a. Finalize&publish government-asset-focused Integrated Climate Action Plan
(ICAP) in partnership with the Department of Planning and other County
departments.
Published ICAP on July 1,2023, and have encouraged implementation
through applying for over$10 million in grant funds. Received$350,000 as
of December 31,2023.
b. Develop a database and dashboard of County-specific climate indicators.
Integrate dashboard with the energy, food, tourism, workforce development,
business development, health and wellness, and broadband programs.
Developed a pilot dashboard and is currently working to expand.
c. Increase educational outreach around climate change by playing the Climate
Action Game in ten schools and conducting five public outreach events.
Attended five outreach events and promoted the interactive climate game.
Six Month Progress Report on Program Objectives for FY 2023-24 15
RESEARCH & DEVELOPMENT
w.�..�. . .....�....�... �..._r. {� 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.
R&D has supported this University of Hawaii Economic Research
Organization (UHERO) data portal for several years. Current data
portals hosted by the Department of Business,Economic Development,
and Tourism (DBEDT) https://dbedt.hawaii.gov/economic/county-data-
portal/and by UHERO https://uhero.hawaii.edu/uhero-analytics/have
replaced the need to expend County funds for this service.
• Maintain and expand a Hawaii County knowledge management system that
includes a library collection of printed and digital information and a collection
of qualitative or intrinsic knowledge.
No new activity for this reporting period.
• Explore the feasibility of additional digital government platforms.
Released a Request for Proposals for a web-based grantmaking and data
collection platform for R&D programs.
• Develop and implement a program evaluation framework that measures the
economic, social, and environmental impacts of R&D's funding and program
activities.
Continued finalizing a program impact evaluation framework and data
collection process.
b. Provide data and referrals.
• Provide easy access to data, information, and knowledge about and relevant to
Hawai`i Island.
Posted a curated directory of links to over 150 reputable sources of data
and analysis on the R&D'Data and Information webpage that covers a
wide range of issues relevant to Hawaii Island for an equally wide
variety of uses by agencies and the public. During this reporting period,
created three new information pages: Community Engagement,R&D
Six Month Progress Report on Program Objectives for FY 2023-24 16
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Reports, and Community Profiles with links to 54 U.S. Census
Community Profiles for Hawaii County's 54 Community Designated
Places.
c. Advance Communications.
• Manage R&D's web pages and public documents.
Continued management of 42 webpages and related posted documents
and information.
• Monitor trends and research relative to R&D's work and communicate
findings for internal departmental use.
This has been an ongoing process of regular knowledge sharing
communications.
d. 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 for this reporting period.
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 Agriculture Program, and the University of Hawaii at
Hilo to develop a community-based oyster and limu aquaculture park in
Keaukaha. This project will provide culturally appropriate
entrepreneurial opportunity with low entry costs. In addition,the project
is environmentally low-impact and adds to the region's food security.
• Adapt program evaluation framework for use by R&D and its partners.
No new activity for this reporting period.
Six Month Progress Report on Program Objectives for FY 2023-24 17
RESEARCH & DEVELOPMENT
RESOURCE CENTER
f. Advance Balanced Development.
• Coordinate County of Hawai`i cross-agency initiatives focused on balancing
the environment, community, and economy.
No new activity for this reporting period.
• Collaborate with local, state, national, and international networks focused on
balancing the environment, community, and economy.
The Creating a Community Based Hilo Bay Resilience and Watershed
Management Plan reverenced below in 2a has been a highly collaborative
project involving County, State,Federal, and community partners. The
project will continue to affect all aspects of island life including the
environment, indigenous culture, sustainable economic development, and
social equity.
2. Advance Innovation in Funding and Financing.
a. Recommend funding opportunities.
• Identify and recommend strategic funding and financing opportunities for the
County of Hawai`i and for collaborative programs.
Received notice of a$2,000,000 award from the National Fish and
Wildlife Foundation's 2023 National Coastal Resilience Fund for the
County's project, Creating a Community-Based Hilo Bay Resilience and
Watershed Management Plan.
Submitted a proposal to the U.S.Department of Commerce Economic
Development Administration in response to its Distressed Area
Recompete Pilot Program (Recompete Pilot Program)Notice of Funding
Opportunity (NOFO). Our proposal was not awarded. Just 24 awards
were made out of 565 applications received.
• Seek opportunities to leverage funding with other agencies, foundations,
philanthropists, impact investors, and other public and private entities.
Began preliminary exploration for modifying/adding Community
Designated Place geographical boundaries in urban regions to provide
nonprofit partners' eligibility for USDA Rural Development Community
Facilities low-rate long-term loans and grant program.
Six Month Progress Report on Program Objectives for FY 2023-24 18
•
RESEARCH & DEVELOPMENT
RESOURCE CENTER
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that advance balanced development.
Provided technical assistance to the Department of Environmental
Management for its Solid Waste Infrastructure (SWIFR) Grant County of
SWIFR(epa.gov).
Provided technical assistance to the Food Basket for its New Market Tax
Credit application for construction of its new Innovation Center.
Six Month Progress Report on Program Objectives for FY 2023-24 19
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
1. Strengthen and preserve Hawai`i Island communities and natural resources as an
outstanding film location by maintaining an active online presence, locations
. information, and through strategic marketing and meetings with industry
professionals, in collaboration with industry partners.
a. Maintain the film program website with current content.
Maintained the film program website and continued to create a new website
with plans to migrate the hawaiiislandfilm.com to film.hawaiicounty.gov.
b. Maintain the film program social media presence on Facebook, Twitter, and
Instagram with current content for promotion and networking.
Maintained County film accounts on Facebook(1,562 followers), Instagram
(1,195 followers),X(formally known as Twitter) (725 followers) and Tik Tok
(55 followers). The Hawaii Island Film Office had the most active social
media film office within the State of Hawaii.
c. Using YouTube as a tool, update and expand the photo library to include at least
five new albums to market and share.
YouTube was used as an archival digital location. Planning for deployment
of Hawaii Island Location Pro, a robust new platform that has a library of
videos & photographs,was conducted.
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.
Hawaii Island, along with a partnership with Film Offices of the Hawaiian
Islands,was placed in the Location Guide Magazines and was the Title
Sponsor for American Film Market in Santa Monica,the largest Film
Conference in the USA.
Six Month Progress Report on Program Objectives for FY 2023-24 20
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
2. Support local and incoming film and other creative economy projects by advising on
permitting, locations, crew identification, and other project-specific factors and by
publishing related guides and directories, in collaboration with permitting agencies
and the Hawai`i Department of Business, Economic Development, &Tourism's
(DBEDT) Creative Industries Division and Film Industry Branch.
a. Support and/or participate in at least four festivals, conferences, or trade shows
via traditional and evolving venues to advance and promote the creative economy
on Hawai`i Island and provide networking opportunities for those industries.
The Hawaii Island Film Office participated in American Film Market and
Association of Independent Commercial Producers.
The Maui Ola Concert raised over$225,000 on Hawaii Island to support
those impacted by the wildfires on Maui. The event also was able to fill a
20ft container of important supplies to the Maui Fire relief efforts. The event
was shared on all local TV news stations and was streamed live on Kahilu
Theater. Kahilu Theater statistics ranked the broadcast as one of its top
three most viewed videos.
b. Provide "on-island" support and resources, including but not limited to,
permitting, industry referral and support services to creative industry
professionals.
Worked with UH West Oahu, Hawaii.Community College, and the
Department of Education (DOE) to have Hawaii Island High School
students be able to graduate with an AS Degree in Digital Media with the
possibility of also starting their bachelor's degree in the Academy of Creative
Media West Oahu (UH). Continued to create a pipeline for our Hawaii
Island Keiki to be able to further their careers and build upon the film
industry here on Hawaii Island. Worked on creating an acting classes,
screen writing classes, and producers' classes with International Cultural
and the Arts Network(ICAN)who will be mentored by A-list film personnel.
c. Maintain a comprehensive and current directory of creative industry contacts and
local production resources.
Began to develop a film directory platform with information regarding island
locations, crew, talent, and local vendors.
Six Month Progress Report on Program Objectives for FY 2023-24 21
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
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.
Met with the following:
• HBO executive Jay Roewe,who mentioned that if there was a Studio on
Hawaii Island to please call him immediately
• Aghi Koh—AGC Studio Executive—wanted to put together a movie
• " Rick Schuller—Local 300—Location Manager—Known for movies like A
Star is Born—Lady Gaga
• Leann Emmert—Local 300—Location Manager—Transformers
• Alison Week—Producer—Chaperone
3. Develop local film and creative industries by advocating for tax incentives;
collaborating with workforce development, incubator, and accelerator initiatives;
supporting local events, and developing a multi-purpose creative economy facility in
collaboration with private landowners and investors, Hawai`i Technology
Development Corporation(HTDC),Na Leo,the Hawai`i Department of Business,
Economic Development, & Tourism (DBEDT) Creative Industries Division, other
government agencies, and economic and business development organizations.
a. Coordinate resources, services, and industry development strategies with public,
private and government organizations and support programs and initiatives
consistent with statewide creative economy initiatives.
Worked with FOHI—Film Offices of the Hawaiian Islands,which made
strides to collaboratively portray Hawaii as a destination film location.
Spoke to the Rotary Club Kona &Kona Kohala Chamber on the industry
build out.
Coordinated with Chaperone—an independent movie written, shot,
produced, and edited on Hawaii Island with a local cast and crew. Selected
for the Sundance Slamdance Film Festival out of 13,000 entries.
Worked with the producer and director of"The Wind & The Reckoning"—
100% locally produced,written,shot, and edited on Hawaii Island during
the peak of the pandemic. The film employed `Olelo Hawaii as an element
of the script; in addition, the film won all the U.S. film festivals it was entered
in.
Six Month Progress Report on Program Objectives for FY 2023-24 22
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that build Hawai`i Island's creative industries.
The following are projects we provided grant funding or technical assistance
for:
• Chaperone—an independent movie written, shot,produced, and edited
on Hawaii Island with a local cast and crew. Selected for the Sundance
Slamdance Film Festival out of 1 ,000 entries.
• The Wind & The Reckoning— 100% locally produced,written, shot, and
edited on Hawaii Island during the peak of the pandemic.
• Songwriters Festival—Lead Music Executives and Hawaii Island talent
were part of the music mentorshi program. Hand-selected Nashville&
LA executives mentored the next generation in the music industry in an
intimate,individualized setting:
• ICAN—International Cultural the Arts Network bridged the gap
between Hawaii Island and the world in the form of film jobs. These
positions are considered high end.
4. Support ad hoc outreach and engagement of the film and creative industry
communities to support the industries' sta ility and ability to evolve to meet changing
conditions and innovation.
Worked on creating conditions for pote tial Hawaii County film studio facilities
that would meet film industry standard . Discussed locations around Hawaii
Island with state adminnstration and legislative officials, as well as interested
film executives.
Six Month Progress Report on Program Objectives for FY 2023-24 23
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.
2. Expand partnerships supporting immigration and citizenship.
a. Expand network of partners supporting immigrants.
No activity for this reporting period.
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 immigrant
clients. Provided public benefit information available to immigrants to
health service providers and government agencies on Hawaii Island.
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 the continental U.S. Assisted with renewal of
passports,I-9 issues, birth certificates, obtaining documents,travel
documents, and other immigrant issues.
Provided consular services such as passport renewal, notary services,
authentication of documents, and addressing questions and concerns on
matters related to immigration.
d. Due to the COVID-19 Pandemic's health and economic impact, support the
Mayor's Office, Civil Defense, and Hawai`i Department of Health in ad hoc
outreach and engagement of immigrant communities.
No activity for this reporting period.
Six Month Progress Report on Program Objectives for FY 2023-24 24
RESEARCH & DEVELOPMENT
WORKFORCE INNOVATION & OPPORTUNITY ACT
1. Ensure that the needs of Hawai`i Island businesses and workers drive workforce
development strategies and solutions.
The Hawaii County Workforce Development Board (HCWDB)welcomed five
new board members to assist with the development of the Local and State
Unified plans that will guide county workforce development activities.
The American Job Center Hawaii(AJCH) began working with various
employers, businesses and community oranizations to plan for the long awaited
AJCH Job Fair.
2. Oversee management of the American Job Center Hawai`i (AJCH) and its partners to
provide a seamless system of service delivery for employers,their employees,those
seeking employment, and other interested parties within the County of Hawaii.
Hired an interim operator and clerk to be placed at the AJCH to manage daily
operations. The operator started working with various community
organizations, such as Kumukahi Health and Wellness, to promote a variety of
services. Technical assistance was provided by the State of Hawaii Workforce
Development Division to bring the AJCH into compliance with veterans' priority
of service regulations.
The American Job Center Hawaii served 1,420 customers that were walk-ins or
callers. This number was significantly lower compared to previous years. The
current interim operator began implementing strategies to provide presence for
the AJCH and has been working with various partners and community agencies
to upgrade opportunities for walk-ins.
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.
Addressed the needs and request for the WIOA Adult and Dislocated Worker
Service Provider by searching for additional training providers for in demand
sectors.
Hawaii CDL Academy was approved by the State of Hawai`i WDD on
10/27/2023 to provide WIOA training in CDL A,with Endorsements including
Air Brake, Combination, Tanker, HAZMAT, and School/Passenger.
Six Month Progress Report on Program Objectives for FY 2023-24 - 25
RESEARCH & DEVELOPMENT
WORKFORCE INNOVATION & OPPORTUNITY ACT
4. Support the development and provision of program services to youth aged 16-24 who
are not in school and are not working to improve their educational and skill
competencies, employability, and life skills.
Fifty-three youth were served by the WIOA Youth Service Provider, Goodwill
Industries of Hawaii, and 16 Youth received occupational training.
5. Meet eligibility requirements of WIOA.
The HCWDB Staff, Operator, and Service Providers attended various training
and convenings to bring the current WIOA Programs and Services into
compliance with the Federal and State regulations. They included:
• Equal Employment Opportunity (EEO) and Limited English Proficiency
(LEP) Language Access training, provided by the State of Hawaii DLIR.
• Workforce Technology Conference, Geographic Solutions,where HCWDB
Staff learned about the State of Hawaii workforce program (HireNet
Hawaii) and how to access federal reporting and performance requirements.
• 2023 DLIR Workforce Convening,where HCWDB Staff,AJCH Operator,
and Service Providers learned and received Technical Assistance on Priority
of Service for Veterans,WIOA Internal Controls, Governance, and Financial
Management. This convening allowed staff to meet with the state and WIOA
Federal officers to ask questions and seek guidance.
Six Month Progress Report on Program Objectives for FY 2023-24 26
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
1. In collaboration with the Mayor's Office,the Hawai`i District Health Office, and
local advocates,promote community well-being by addressing subjects on public
health and social justice and highlighting local, state and/or national champions on
selected subjects.
a. Identify at least six community well-being subjects to promote.
Kuleana Health:
Through its federally funded health literacy project,Kuleana Health,the
program partnered with Community First,Inc., the University of Hawaii,
and other community partners to promote the following community well-
being subjects with an emphasis on Culturally and Linguistically
Appropriate Services (CLAS):
• COVID-19
• Telehealth
• Diabetes
• Heart Health
• Kidney Health
Tropic Vision Care 2023:
The program supported the Hawaii District Health Office and played an
active role in planning Tropic Vision Care 2023, a crucial initiative between
Hawaii State Department of Health (DOH) and U.S. Department of Defense
(DOD) addressing the urgent need for eye screening and care through
training and demonstration of mass care. Initially aiming to provide 250
exams, the initiative exceeded expectations, serving 578 patients, and
fabricating 486 new pairs of eyeglasses.
b. Draft a press release template on at least four subjects.
The program supported the Hawaii District Health Office by drafting the
County's press release for Tropic Vision Care 2023,which highlighted vision
loss as the top ten cause of disability in the U.S. and the availability of no-cost
services via the initiative.
c. Disseminate at least two subjects via the Mayor's Office (press release, Facebook,
etc.).
The program's press release on Tropic Vision Care 2023 was posted and
disseminated via the Mayor's Office on August 10,2023.
Six Month Progress Report on Program Objectives for FY 2023-24 27
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
d. Highlight at least two champions (health and/or human service providers) and
their work.
The program highlighted the organizations that supported Tropic Vision
Care 2023 through the County's press release. In addition to Hawaii DOH
and the U.S. DOD,the program highlighted Hawaii Island Community
Health Center, Community First,Inc. and Project Vision for their support of
the overall coordination and outreach efforts for the initiative and their
commitment to serve the island community.
2. Collaborate with the R&D Early Childhood Resource Coordinator and participate in
committees and working groups conducting preliminary planning and designing of
local initiatives.
a. Participate in at least four meetings.
The program specialist supported the R&D Early Childhood Resource
Coordinator and regularly participated in committees and working groups
including the Pahoa Promise Partnership's First Annual Summit on
November 17,2023.
3. Collaborate with the Hawai`i Island Prevent Suicide Taskforce and support
dissemination of prevention activities.
a. Participate in at least four meetings.
By actively partnering with the Hawaii Island Prevent Suicide Taskforce
and regularly attending monthly meetings, the program specialist played a
key role in securing essential county support for suicide prevention efforts.
This resulted in the county providing a venue for the National Suicide
Prevention Month event on September 30,2023 in Kailua-Kona.
Six Month Progress.Report on Program Objectives for FY 2023-24 28
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
4. Support the planning of community health initiatives with an emphasis on equity and
inclusion that inform policymaking and implementation of programs.
a. Participate in at least four meetings involved with youth mental health initiatives.
The program supported and participated in various community health
initiatives that addressed youth mental health including:
• Hawai`i Island Prevent Suicide Taskforce's monthly meetings
• Mental Health Crisis Summit on August 11,2023
• Going Home Hawaii Reentry and Restoration Summit on August 23,
2023
• Hawai`i Island Healthcare Conference on October 5,2023
5. Collaborate on the County's effort to establish an island wide community navigator
program through research and planning support.
No activity for this reporting period.
6. Support community-based efforts on disaster resilience and health and human.service
coordination including, but not limited to,participating in at least four Citizen Corps
meetings, Community Action Network(CAN)meetings, and Regional Health
Partnership meetings.
The program,through the County Council, provided contracting and funding
support to Vibrant Hawaii for their resilience hub in Na`alehu, a crucial
initiative addressing food assistance needs in this rural community. In addition,
the program sponsored Community.First, Inc's Hawaii Island Healthcare
Conference on October 5, 2023,which resulted in over 350 attendees. The
conference served the purpose of uniting healthcare, researchers, and
policymakers to facilitate the exchange of ideas and insights while exploring,
discussing, and planning the future of healthcare on Hawaii Island.
The program specialist also regularly attended Citizen Corps meetings,
Community Action Network(CAN) meetings, and Regional Health Partnership
meetings during this period.
Six Month Progress Report on Program Objectives for FY 2023-24 29
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RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
1. Increase consumption of local agricultural and value-added products at local,
national, or international levels.
Worked with the Hawaii Tropical Flower Council(HTFC) and the Hawaii
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) committed to being a gold-level sponsor at the
Kona Coffee Farmers Association's first coffee conference,which will feature
educational speakers,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.
Final Status Report on Program Objectives for FY 2022-23 1
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.
Production of potted garlic was not successful at Hilo and the Volcano
experiment station. The only successful site was the Lalamilo field in Waimea.
There will be another effort to grow potted garlic in Hilo.
A producer has planned to export wasabi products to the West Coast and has
completed the paperwork to exempt the products from federal regulations. The
Agricultural specialists worked with the University of Hawaii at Manoa to allow
the producer to rent a greenhouse at the Volcano experiment station to start the
wasabi seedlings. The initial planting in pots was a success and the producer has
extended the agreement for another six months. A major Japanese wasabi
distributor provided technical support.
4. Reduce the negative impact of invasive species on agricultural crops through research
and educational programs.
The County of Hawaii 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
conducted 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 Hawaii, at Hilo, computer technicians to identify
recommendations to guide vendor selection for developing a Movement
Certificate app to support the reduction of markets for stolen produce. A
coalition of the Prosecutor's Office investigators and Community Ploice Officers
decided that they wanted to encourage the agricultural producers to use the
paper Movement Certificate. Work on a Movement Certificate app has been
stopped.
Final Status Report on Program Objectives for FY 2022-23 2
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
The Community Police Officers provided a list of questions that are asked of
someone reporting theft. These questions would then be provided to producers
through the R&D's Agriculture website to increase the reporting of incidences of
agricultural theft. The questions and ways to prepare information for the police
were presented at the twelve R&D Community Outreach events.
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.
8. Support initiatives to identify and maximize the use of affordable and
environmentally appropriate control of invasive species.
R&D continued to support an organization's effort to develop a model approach
for community collaboration to reduce the invasive feral hog population in the
community. The program would utilize live traps and the Pig Brig to capture
whole sounders (a group of young boars, sows, and piglets). Trapped, live pigs
would be distributed to community members who have attended educational
workshops on safe handling of pigs during hunting, butchering and food
preparation. This program would serve as a model for other districts to
implement to reduce the impact of feral pigs on homeowners and agricultural
producers.
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 and a serious threat to the citrus industry.
Final Status Report on Program Objectives for FY 2022-23 3
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Devil weed continued to be a highly invasive weed that was detected in Puna.
R&D funded the Big Island Invasive Species Committee, BIISC, proposal to
bring in a detector dog to increase the speed and accuracy of surveying for Devil
weed. A dog and its handler,in four hours, covered as much territory as four
skilled technicians working for ten hours. The known infestation sites grew
from six to 11 sites in Hawaii County.
9. Support the effective integration of the food system networks into local agricultural
networks,production systems and value chains.
The Food Systems Specialist facilitated the Hawaii Island Food Alliance (HIFA)
meetings every six weeks. The network provided updates on each other's work
and identified areas for collaboration.
The Food Systems Specialist partnered with the Hawaii Island School Garden
Network to put on the second annual school garden workday on August 16th, as
part of the 2022 Food Summit. There were nine participating schools and over
200 volunteers. The school sites included Ka`n High School,Hawaii Academy
of Arts and Science PCS,Ka`Umekeke Ka`eo PCS, Ha'aheo Elementary,
Laupahoehoe PCS,Pa'auilo Elementary,Kohala Elementry, and Kealakehe
High School. Each site served lunch and had a one-hour community
presentation or workshop. Community presenters included Big Island Invasive
Species Committee,Hawaii 'Ulu Cooperative,HuiMAU,Ho`oani Honey,Honey
Bee Education Program,Natural Progressions LLC., CTAHR and Hawaii
Wildlife Fund. Workshop topics included trellis building,mo`olelo `aina,
polinator gardens, insects: friends and foes, rat lung work prevention, 'ulu
propigation,wiliwili mo`olelo and propigation and vermicomposting.
The Food Systems Specialist supported the planning and facilitation of the 2023
- - - Kohala-Agriculture_Visioning_Event held on.March_15,2023. The event was_
hosted by local nonprofit Kahua Pa'a Mua, County of Hawaii R&D, and
Vibrant Hawaii. The aim of the event was to bring together agriculturists, ag-
related organizations,businesses, county agencies, investors,food banks,
community food distributors,legislators, cultural practitioners, advocates, and
other key stakeholders to create a vision and strategic plan for the future of
Kohala's agriculture. The event had over 200 participants and focused on seven
priority areas: water, agriculture production,land, energy,farmer wellness,
housing, and food access.
Final Status Report on Program Objectives for FY 2022-23 4
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
10. Support the development of a strategic food system plan and an emergency food
access plan.
The Food Systems Specialist 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.
11. Support the development of projects,materials, and events that increase cooperation,
innovation, and sustainability within the local food system.
The Food Systems Specialist supported the development and facilitation for the
Agriculture Innovation Center Design Charette. There were over 100
participans that provided their input to improve the design and business plan.
The Food Systems Specialist attended in-person meetings with food and
agriculture system funders aimed at increasing impact within the sector.
The Food Systems Specialist presented at the 2022 Agriculture Conference,
Hawaii State Association of Counties Conference, and the Hawaii County
Sustainability Summit to highlight the work done by 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 COVID-19 pandemic had a drastic impact on the local and global supply
chain. From 2020 to 2022,Hawaii sustained a 10.1% increase in inflation on
basic needs such as food. Hawai`i'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. In August through December 2023 there
was a 90% to 100% reduction in Hawaii TEFAP deliveries. This reduction in
emergency food supplies greatly strained emergency food access providers in
Hawaii County. To address these challenges,R&D developed a Request for
Final Status Report on Program Objectives for FY 2022-23 5
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS .
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.
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. The County
awarded The Food Basket a contract to conduct the 2022 Kaukau for Keiki
Summer Feeding Program for$541,800. A total of 1,732 families were served
over a 6-week period. Each week families were given a $35 grocery card
and $18 worth of local produce. The grocery store partners included approved
DA BUX retail grocers, KTA Superstores and Malama Markets, and pending
approved DA BUX grocers,Foodland Kea'au and Takata Store in Kapa'au.
The produce was aggregated and distributed by seven food hubs throughout the
County. The seven Food Hubs with sites across the island were: Adaptations,
Inc.,Kohala Food Hub,Hawaii 'Ulu Cooperative,Hawaii Eco Experiences/OK
Farms,The Food Basket,Ho`ola Farms, and Becca's Farm.
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.
Final Status Report on Program Objectives for FY 2022-23 6
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.
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 continued to be implemented.
The Pono-Based Communication for Regenerative Tourism project was initiated
in March 2023 to highlight Hawaii Island's culture, people and businesses at the
"Meetings Today LIVE! Events at which 20 meeting planners nationwide
attended; marketed Hawaii Island at the Dallas Travel and Adventure Show
attended by an estimated 7,000 attendees which included exhibitors, travel
advisors and media; conducted Hawaii Island Travel Advisor Educational
Seminars that reached 175 Hawaii focused travel advisors and regional
wholesale managers; and promoted the Pono Pledge through website and social
media, advertising, industry and community outreach.
2. To ensure that the Hawai`i Island visitor industry is place/community based, and
strategically and sustainably managed to promote high quality of life for residents, the
preservation of natural and cultural resources and quality experiences for residents
and visitors. These will be accomplished by:
a. Supporting at least five initiatives that achieve Responsible Tourism through the
annual Research and Development Innovation Grant, Hawai`i Tourism Authority
(HTA) Aloha `Aina(conservation) and Kukulu Ola(cultural) Programs, and TSP
Action Planning Cohorts.
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.
Final Status Report on Program Objectives for FY 2022-23 7
RESEARCH & DEVELOPMENT
TOURISM
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 were put in place and procurement began in December
2022.
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.
Responsible Tourism: Support was provided to the Conservation
International(CI) and communities of Kealakekua,Honaunau and Miloli`i,
the Kapalilua Kia`i `Aina project was piloted to highlight the relationship
between collaborative resource management,innovative local job creation
and an improved visitor industry. Two paid Malama `Aina consultant
positions were co-created by community and CI, and their duties focused on
data collection and visitor education. A total of 62 data collection days were
analyzed which provided information on human activity, location of
increased impacts,vehicular footprint and total volume of people who
accessed the area. This data collection led to the development of the
community-based Honaunau Visitor Management Action Plan which will
guide the next phase of the project.
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.
Final'Status Report on Program Objectives for FY 2022-23 8
RESEARCH & DEVELOPMENT
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TOURISM
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.
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-andKapu for Pohoiki through the
Honuaiakea process. This provided guidance for the development of
interpretive products and programs as well as branding and marketing
efforts for the area.
The Tourism Specialist also participated in the Hawaii Executive
Collaborative's Rediscovering Hawai`i's Soul initiative and helped to
develop and facilitate the County's Pehea ka `Aina Communities of
Practice. More than 40 government practitioners from 11 County
departments participated in these communities of practice to learn
together how to deepen their understanding and practice of regenerative
governance and ensure that land and people are thriving on Hawaii
Island.
Final Status Report on Program Objectives for FY 2022-23 9
RESEARCH & DEVELOPMENT
TOURISM
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 Hawaii Island Tourism
Strategic Plan's (TSP) goals and objectives. Partners included 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.
Final Status Report on Program Objectives for FY 2022-23 10
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
Hawai`i, 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.
Utilized Aloha `Aina Economic Futures Assessment Tool to evaluate projects
for support to ensure that our initiatives not only meet standards by also
create genuine and meaningful impacts for our residents.
Communicated research and data findings to R&D teams to identify our
vulnerable populations and impact of uplifting women in business. This led
to a collaborative effort with other R&D programs, birthing the Native
Hawaiian Women Development Initiative,which aims to foster growth and
representation of Hawaiian women in entrepreneurial fields.
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.
Initiated development of an online Business & Industry Development Hub
for sharing information. This platform has been primed to enhance
transparency, fostering an environment of information-sharing, and
nurturing collaborative opportunities within our communities.
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.
Final Status Report on Program Objectives for FY 2022-23 11
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 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.
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 Hawai`i Island.
Attended the Council for Native Hawaiian Advancement's Annual Native
Hawaiian Convention and met with industry partners to establish
connections and gain an understanding of systemically 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.
Attended the International Economic Development Council's Economic
Futures Forum to represent Hawai`i County, learn about economic
diversification and opportunity through the lens of economic transformation,
and explore Calgary's current path to diversifying its robust economy.
c. Provide support and resources to industry professionals, including but not limited
to permitting,referral and support services.
Coordinated 6 kuka kuka sessions dedicated to connecting businesses to
community members to understand needs and impacts associated with
community-driven revenue generating activity.
Final Status Report on Program Objectives for FY 2022-23 12
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
Provided technical assistance to local start-ups and established entrepreneurs
on business modeling, financing, resources, and navigating government
processes and communication platforms.
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.
Conducted an in-depth presentation on the Enterprise Zone Program.
Delivered to Hawaiian Homestead Associations statewide, this session made
clear the program's benefits,mechanics, and its prospective impact on the
local economic framework.
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.
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.
Final Status Report on Program Objectives for FY 2022-23 13
RESEARCH & DEVELOPMENT
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BUSINESS DEVELOPMENT
d. Leverage and provide grant funding and/or technical assistance for collaborative
projects that build Hawai`i Island's dominant, emerging, and highest paying
industries and sectors.
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.
e. Coordinate resources, services, and economic and workforce development strategies,
initiatives, or projects with other government agencies and economic and business
development organizations.
Provided core team support and coordination for the Pehea Ka `Aina
county-wide initiative. This initiative is dedicated to reshaping governance in
Hawaii County by grounding it in cultural genealogy, emphasizing
regenerative governance, and fostering connections among government,
community, and academia. Prioritizing open dialogue, enhanced
accountability, and collaborative knowledge co-creation, the initiative deeply
honors the intrinsic bond between the land (`Aina) and its people, echoing our
broader mission to anchor our endeavors in the community's foundational
traditions and values.
Extended tangible support to initiatives like the Affordable Connectivity
Program,which previously underserved its target demographic. By bridging
this information gap and offering our backing,we amplified the program's
outreach, further emphasizing that a flourishing economy is intrinsically
linked to its societal foundations.
Gathered nearly 20 stakeholders composed of community, government, and
academia leaders for a site visit to the local wastewater treatment facility.
This diverse group, spanning community advocates, governmental
representatives, and academia leaders, later engaged in a rich facilitated
discussion. The focal points of this conversation were sustainable business
practices and pioneering innovations in the workforce sector.
Coordinated 24 kuka kuka sessions for grassroots organizations and
community members to connect with each other, educators, public, and
private organizations on issues that impact their communities and open
community revenue generating opportunities.
Final Status Report on Program Objectives for FY 2022-23 14
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT
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Facilitated Farmer Wellness discussions with community members for the
Kohala Ag Visioning Event. These discussions aimed to shed light on the
challenges faced by our farming community and brainstorm solutions that
would benefit both the agricultural sector and the community at large.
Facilitated discussions between community organizations for the Puna
Strong Grant program. We acted as a bridge between community
organizations, ensuring effective communication and collaboration.
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 technical guidance to a grassroots organization, ensuring they
effectively responded to the County's Requests for Information concerning
the Affordable Connectivity Program.
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.
Final Status Report on Program Objectives for FY 2022-23 15
RESEARCH & DEVELOPMENT
ENERGY
1. Collaborate with HELCO and private developers to implement renewable energy
resilience projects for the County of Hawai`i.
Met monthly with Hawaii Electric Light Company (HELCO) officials. There
were 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) 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 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 was an
Intervenor. The PBR docket was very active in 2022-2023 with ASU
supporting the County in working groups on further developing
Performance Incentive Mechanisms (PIMs); developing pilot projects that
the Hawaiian Electric Companies (HECO) 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)—The docket was active in 2022-
2023 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
monitored. The Hawaii Gas IRP docket was filed in 2022. At the County's
request,ASU began monitoring; attended advisory group meetings; and
participated in the development of the IRP.
• 2018-0163 Microgrid—County monitored. This docket was less active,with
a focus on Phase 2 of the Working Group and a Status Conference hosted in
July 2022.
Final Status Report on Program Objectives for FY 2022-23 16
RESEARCH & DEVELOPMENT
ENERGY
• 2019-0333 Power Purchase Agreement-Puna Geothermal Venture—County
monitored. ASU continued to monitor and provide reports and insights.
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.
Developed an Energy Analysis of all County facilities using the Energy Star
Portfolio Manager. The analysis compiled previously ungrouped data to
highlight the energy use intensity at 59 County facilities. Other metrics
produced from this analysis included greenhouse gas emissions,the emissions
factor, and total site energy use. This index informs future prioritization of
facilities' improvements to implement energy efficiency projects.
a. Collaborate with Hawai`i Energy to implement Strategic Energy Management
strategies.
The CAT partnered with Hawaii 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 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.
No new activity for this reporting period.
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 Hawai`i 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.
Final Status Report on Program Objectives for FY 2022-23 17
RESEARCH & DEVELOPMENT
ENERGY
c. Explore the development of a self-sustainable renewable energy base emergency
fuel source that is transportable and unlimited shelf life.
Findings were positive. The U.S. Department of Energy awarded an H2
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. The position paper was incorporated in a book
developed by the ISGP from the position papers, debates, and caucuses at the
Global Pathways to Hydrogen Energy Futures (GPHEF): Island.
R&D worked and collaborated with energy stakeholders from across the
globe and the State energy office on the H2Hub grant application. This 2-
billion-dollar application was submitted with the mission and purpose to seed
a transition to hydrogen. Hydrogen would power operations across all
sectors of Hawai`i's energy ecosystem and economy over the next decade.
This would minimize price volatility, reduce energy costs, and greenhouse
gas emissions in high-value transportation, energy storage and electric power
applications.
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.
Progressed well and determined 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.
Progressed well and determined 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.
Final Status Report on Program Objectives for FY 2022-23 18
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.
The Sustainability Partners (SP) Service Addendum Agreement completed
legal review of the non-binding agreement. SP proposed a final binding
agreement with updated price increases.
d. Support the expansion of the network of EV charging stations, vehicle-to-grid
connections, and hydrogen fueling stations.
Legal review of the SP non-binding Service Addendum completed. SP
proposed a non-binding service addendum with EV charging stations at two
locations. SP partnered with the County on a Clean Fuel Infrastructure
grant for 20 EV charging stations and 12 zero emissions paratransit vehicles.
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
• Released the 2023 Integrated Climate Action Plan for Mitigation and
Adaptation Strategies for the County to take systemic climate action.
• Finalized a GIS climate hazard (cascade) analysis on County assets and
infrastructure.
Broadband, Closing the Digital Divide
• County Network Connectivity Project, in collaboration with DIT
o Connect County facility with the priority of fire,police, and County
owned emergency evacuation sites.
o Completed internet access to 7 County facilities.
o Reviewed and approved an additional 9 County facilities to receive
internet access.
• FCC Fabric Data Map Challenge
o Obtained CostQuest License
o Participated in FCC challenge. Effort was used to bring additional
BEAD (broadband infrastructure funding) to the State of Hawaii.
Final Status Report on Program Objectives for FY 2022-23 19
RESEARCH & DEVELOPMENT
ENERGY
• Statewide Collaboration
o Developed onboarding information to set up County Broadband
Initiatives in Maui County, City and County of Honolulu, and Count
of Kauai
o Walked through and shared broadband specific information with
other Counties
o University of Hawaii and four County Collaboration (all Counties
are set to receive$100,000.00 to progress data collection and
community education for five Year Action Plan)
o County was asked to take on the opportunity to co-convene the
Broadband Hui with the Hawaii Broadband and Digital Equity
Office. County accepted.
• Community Outreach
o Digital Inclusion Week
• Proclamation development for Digital Inclusion Week.
• Event coordination and Proclamation read with collaboration with
the Hilo Library.
• Community Resources
o Developed community resources outlining County Broadband
Initiatives.
• Esri Story Map (last update in Feb. 2023).
• Community Collaboration
o Development and facilitation of the Hawaii Digital Equity Coalition
• Utilized network to educate target community of County
Broadband Initiatives and provide Federal and State agencies the
opportunity to educate the public of their initiatives.
• Total of 120 participants in Hilo and Kona meeting.
o With the development of community collaboration and County
initiatives,the County was able to apply as a digital trailblazer in Feb
2023 through NDIA.
• Grants
o Awarded$175,000.00 as a sub recipient of the Affordable
Connectivity Program Outreach Grant.
o Applied to the USDA Broadband Technical Assistance Grant,
requested $85,000.00.
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.
Final Status Report on Program Objectives for FY 2022-23 20
RESEARCH & DEVELOPMENT
ENERGY
• 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 an 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.
• 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 Hawai`i Island for eligible
federal funding.
• Tracked and updated projects using ArcGIS Pro.
• Provided data visualization support for grant applications.
Final Status Report on Program Objectives for FY 2022-23 21
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.
Maintained online access to the Hawaii 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. Assisted Finance
Department with data collection for its General Obligation Bond float.
2. Collaborate to Advance Innovation.
a. Advance Collaboration.
• Maintain the department's internal Customer Relations Management system.
Communications were more diffuse during this reporting period with all
R&D staff communicating in a direct and integrated manner with
partners and stakeholders.
Final Status Report on Program Objectives for FY 2022-23 22
RESEARCH & DEVELOPMENT
RESOURCE CENTER
• Develop and maintain a comprehensive and current directory of industry
contacts,programs, and resources for internal department use.
Each program specialist maintained their own stakeholder and partner
directories.
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.
c. Due to the COVID-19 Pandemic's health and economic impacts, provide ad hoc
outreach and engagement to support business and community stability and ability
to evolve to meet changing conditions and innovation.
No activity. •
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.
Final Status Report on Program Objectives for FY 2022-23 23
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.
Continued work with the Koi Pond to help bolster workforce
development programs for our youth islandwide.
Collaborated with the philanthrophic sector to develop Native Hawaiian
Women's Development Initiative, an entrepreneur-focused activity, and
Early Learning cohorts.
Worked with state, other counties and private and nonprofit sector
organiations to develop a state farm bill.
Focused on mitigating impacts of invasive species in coordination with
state and nonprofit organiations.
Shared Rediscovering Hawai`i's Soul/Pehea Ka `Aina process and
opportunities with hospitality industry partners.
Supported numerous cultural and community celebrations and events,to
include the 50th Annual Queen Lili`uokalani Outrigger Canoe Race,
Kohala Ag Visioning regional food summits, and a Pahala-based hula
halau cultural exchange.
Worked with federal,nonprofit and private sector partners to expand
regenerative economy opportunities.
• Adapt program evaluation framework for use by the Department and its
partners.
Managed the Department's Innovation Grant Process. Began developing
an impact evaluation framework for implementation during the next
fiscal year.
Final Status Report on Program Objectives for FY 2022-23 24
RESEARCH & DEVELOPMENT
RESOURCE CENTER
f. Advance Balanced Development.
• Coordinate County of Hawai`i cross-agency initiatives focused on balancing
the environment, community, and economy.
Developed a grant coordination process that supported collaboration
across agencies for application and implementation of federal funding
opportunities.
Conducted interagency coordinating activities as part of the development
and publishing of the Integrated Climate Action Plan, to include
implementation actions.
• 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 2023 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.
GHG reduction targets were developed as part of the Integrated Climate
Action Plan.
Final Status Report on Program Objectives for FY 2022-23 25
RESEARCH & DEVELOPMENT
RESOURCE CENTER
• Develop and implement a climate action plan aligned with the County's GHG
targets.
The Integrated Climate Action Plan was published and posted online,
with implementation strategies the next step in the plan.
• Collaborate on the development and implementation of plans for the County
of Hawai`i climate change adaptation.
The Integrated Climate Action Plan published 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.
In collaboration with the University of Hawaii at Hilo, County Council,
Planning Department,Department of Defense, Department of Land and
Natural Resources, and community-based nonprofit organizations,
submitted a proposal to the National Fish and Wildlife Foundation's
Coastal Resilience Fund program for$2,000,000 to complete a
community-based Hilo Bay Watershed Management Plan with a focus on
nature-based solutions.
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.
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.
Collaborated 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.
Final Status Report on Program Objectives for FY 2022-23 26
RESEARCH & DEVELOPMENT
RESOURCE CENTER
In collaboration with the University of Hawaii at Hilo, County Council,
Planning Department,Department of Defense,Department of Land and
Natural Resources, and community-based nonprofit organizations,
submitted a proposal to the National Fish and Wildlife Foundation's
Coastal Resilience Fund program for$2,000,000 to complete a
community-based Hilo Bay Watershed Management Plan with a focus on
nature-based solutions.
b. Leverage and provide grant funding and/or technical assistance for collaborative
projects that advance balanced development.
Funding opportunities from federal infrastructure statutes were reviewed for
their capacity to meet county and island needs,with applications posted
where appropriate.
Final Status Report on Program Objectives for FY 2022-23 27
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.
Efforts to establish a new Hawaii County website began,with plans to
address potential island film locations,vendors,workforce, and creative
entities (i.e., fashion, arts, gaming,metaverse).
b. Maintain the film program social media presence on Facebook, Twitter and
Instagram with current content for promotion and networking.
New content was 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 began 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 was cancelled. Plans were developed 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,
IndiwWire, Marvel Studio, and Location Expo.
2. Support local and incoming film and other creative economy projects by advising on
licensing, locations, crew identification, and other project-specific factors and by
publishing related guides and directories, in collaboration with permitting agencies
and the DBEDT Creative Industries Office.
a. Support and/or participate in at least four festivals, conferences or trade shows via
traditional and evolving venues to advance and promote the creative economy on
Hawaii Island and provide networking opportunities for those industries.
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
Final Status Report on Program Objectives for FY 2022-23 28
RESEARCH & DEVELOPMENT
CREATIVE INDUSTRIES & FILM
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 were 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 was 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 began 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.
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
Final Status Report on Program Objectives for FY 2022-23 29
RESEARCH & DEVELOPMENT
CREATIVE INDUSTRIES & FILM
Branch to create an economy that supports livelihoods for creative
individuals on the island. Support was also provided to help bring back the
Hawaii 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 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.
Partnered with the University of Hawaii and workforce development partners
in creating a vocational degree and on-the-job training for film and creative
production.
Final Status Report on Program Objectives for FY 2022-23 30
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 in listening sessions on: [1] USCIS Self-Petition Program's
VAWA Form I-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.
• ' Attended virtual USCIS Asylum Quarterly Stakeholder Engagement to keep
abreast of new and amended immigration laws.
• Participated in the national engagement on Immigration Options for Youth
and Child Victims of Abuse hosted by USCIS.
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.
Final Status Report on Program Objectives for FY 2022-23 31
RESEARCH & DEVELOPMENT
IMMIGRATION
• 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.
• 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`u 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.
• Attended Language Access Training organized by Office of Language
Access in Honolulu. Agenda items included basic concepts of plain
languages,plain languages tools, misconceptions, and assumptions,
editing and practice.
• Provided immigration information and answered immigration related
questions at the Hispanic Health Fair in Kona sponsored by Hawaii
Island Community Health Center.
• Partnered with Bayanihan Clinic Without Walls (BCWW), a Filipino
non-profit organization, provided free health care to immigrants on the
Big Island.
• Attended a virtual training on fundamentals of language access for
Limited English Proficient(LEP) individuals hosted by Department of
Labor and Industrial Relations (DLIR) and office of Language Access
(OLA).
• Organized a Talk-Story session for Mayor Mitch Roth and the Latino
community leaders on the West side.
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.
Final Status Report on Program Objectives for FY 2022-23 32
RESEARCH & DEVELOPMENT
IMMIGRATION
• 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.
• Attended COFA Network quarterly meetings. Meeting goals focused on
outreach practices and approaches,to explore and understand what
trust-based outreach,partnerships look like and what it takes to be
effective.
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 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.
• 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.
Final Status Report on Program Objectives for FY 2022-23 33
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 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 Ali`i 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 Hawaii
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.
Final Status Report on Program Objectives for FY 2022-23 34
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 364 adults, 18
years of age and older and who meet income requirements, and 142 dislocated
workers recently laid off or given notice of layoff due to company closure. The
AJCH and its partners also participated in ten job/resource fairs in the
community and held six 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 92 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.
The AJCH provided services to 79 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. Three employers received assistance with re-training
and hiring and 92 employers received information on services the American Job
Center could provide if they needed to expand their business,relocate, hire
justice involved individuals through the federal bonding program, and
information on future hiring events.
Six Month Progress Report on Program Objectives for FY 2022-23 35
RESEARCH & DEVELOPMENT
WORKFORCE INVESTMENT & OPPORTUNITY ACT
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.
Provided remote and in person assistance to 2,869 people.
Final Status Report on Program Objectives for FY 2022-23 36
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.
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 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, in partnership with Kuleana Health partners, analyzed
vaccination data from the Department of Health to identify and target
program activities towards areas or populations with low COVID-19
vaccination rate. As a result of this analysis,the project utilized additional
resources and partnership to expand vaccination services in rural Kona and
Oceanview areas.
Final Status Report on Program Objectives for FY 2022-23 37
RESEARCH & DEVELOPMENT
_�.�.... .��._K� _.�.___._...._. ..COMMUNITY WELL-SEING� ..�� .u�.,�.�. ._�.__._.._.__...,
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. R&D in
partnership with Community First supported the Hawaii Island Fentanyl Task
Force's 2nd Annual Fentanyl and Addictions Summit on May 9,2023. The
taskforce reported that nearly 200 individuals who represent community health
centers,medical and behavioral health providers, addiction treatment centers,
harm reduction centers, government,law enforcement, emergency medical
services, public health, and people with lived experience attended this summit.
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,through its federally funded health literacy project, supported staff from
partner organizations attending the 2023 Annual Rural Health Conference and
Rural Innovation Summit in May 2023. Attendees had unique opportunities to
learn strategies and innovations to advance rural health. R&D continued to
support professional development for the nonprofit and health and human
services sectors on Hawaii Island.
5. Due to the COVID-19 Pandemic's health and economic impacts, address COVID-19
health disparities among Pacific Islander,Native Hawaiian, Filipino, and Hispanic
populations, ensuring geographically inclusive distribution of services.
a. Develop a Disparity Impact Statement, including COVID-19 public health
recommendations for testing, contact tracing,vaccination, and other mitigation
efforts.
R&D led the project team that comprised 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 developed and implemented 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 continued to collaborate with the University of Hawaii at Hilo on
quality improvement and evaluation of the health literacy project.
Final Status Report on Program Objectives for FY 2022-23 38
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.
Final Status Report on Program Objectives for FY 2022-23 39
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22
HIGHWAY FUND
PUBLIC WORKS
TRAFFIC DIVISION
Traffic Safety Section
1. Investigate and process complaints and requests (not including projects) within 30
calendar days.
74 of 87= 85% (within 30 calendar days)
Traffic Signs & Markings Section
1. Inspect and maintain as required 250 miles of county-maintained road per year (total of
1,000 centerline miles over four-year maintenance cycle)to address retro-reflectivity.
o Performance measurement: 100% completion of annual inspections.
• 58.4 miles of 250 miles (annual goal)=23%
o Performance measurement: 80% completion of all open traffic markings
maintenance work orders.
• 10of57= 18%
2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year). ,
o Performance measurement: 100% compliant.
• 2,195 of 3,760 (annual goal) =58%
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.
• 85 of 106=80%
Traffic Signals & Street Lights Section
1. Investigate and repair all street light failures within ten working days.
o Performance measurement: 100% completion.
• 48 of 95 =51% (within ten working days)
• 94 of 95=99% (total completed within the six-month period)
Six Month Progress Report on Program Objectives for FY 2023-24 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.
• 13 of 56 =23% (within three working days)
• 48 of 56=86% (total completed within six-month period)
3. Preventative Maintenance Program:
Fifty state-signalized intersections two times per year.
o Performance measurement: 100% completion.
A total of 39 of 50 intersections or 78% were inspected by the biannual
deadline. After the road swap with the Hawai`i Department of
Transportation there are now 58 state signals (67%). 100% of the state
signals were inspected during the six-month period.
Sixty-nine county-signalized intersections one time per year.
o Performance measurement: 100% completion.
A total of 39 of 50 intersections or 78%were inspected by the biannual
deadline. After the road swap with the Hawai'i Department of
Transportation there are now 58 state signals (67%). 100% of the state
signals were inspected during the six-month period.
Conflict Monitor Units (CMU)%Malfunction Management Units (MMU) annual
certification of 119 signalized intersections.
o Performance measurement: 100% completion.
119 of 119= 100% (compliant)
Uninterruptable Power Supplies (UPS) annual inspections and/or replacement.
o Performance measurement: 100% completion.
119 of 119 = 100% (inspected)
Six Month Progress Report on Program Objectives for FY 2023-24 2
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
1. Continue island wide in-house resurfacing program and resurface a total of at least 36
road miles or 115 lane miles of pavement annually.
Resurfaced 16.51 road miles of various County roads:
South Hilo 2.51 miles
South Kohala 7.80 miles
Puna ( 6.20 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 fiscal year 2023-2024, our grass cutting cycles are 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`n 5 to 6 weeks
Puna 2 to 6 weeks -
•
Six Month Progress Report on Program Objectives for FY 2023-24. 3
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PUBLIC WORKS
TRAFFIC DIVISION
Traffic Safety Section
1. Investigate and process complaints and requests (not including projects)within 30
calendar days.
A total of 150 out of 212 complaints were processed or 71% 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: 114 of 250 miles or 46% completed.
o Performance measurement: 80% completion of all open traffic markings
maintenance work orders.
• Work Orders Completed: 36 of 120 work orders or 30% 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 3,123 of 3,760 signs were replaced or 83%.
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: 158 of 189 work orders or 84% completed.
Traffic Signals & Streetlights
1. Investigate and repair all street light failures within ten working days.
o Performance measurement: 100% completion.
• A total of 223 of the 323 work orders or 69%were completed within ten
working days.
Final Status 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 244 of 283 work orders or 86% completed within three working
days.
3. Preventive Maintenance Program:
Fifty State signalized intersections two times per year.
o Performance measurement: 100% completion.
• A total of 41 of 50 intersections or 82% were 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 60 of 69 intersections or 87% were completed. After the road
swap with HDOT,there are now 61 county signals (98% completed).
Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual
certification.
o Performance measurement: 100% completion.
• A total of 78 of 119 certifications were or 66% completed.
4. Uninterruptable Power Supplies (UPS) annual inspections and/or replacement.
o Performance measurement: 100% completion.
• A total of 118 of 119 inspections or 99%were completed.
Final Status 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 a total of 27.09 road miles.
o South Hilo =6.40 miles
o North Hilo= 1.98 miles
o Hamakua=2.14 miles
o North Kohala=0.90 miles
o South Kohala=0.65 miles
o North Kona=3.98 miles
o South Kona= 1.80 miles
o Ka`u=2.37 miles
o Puna= 6.87 miles
(Note: An additional 7.24 miles of paving was completed as part of projects
performed by the Engineering Division)
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 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 2022-23 3
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23
GENERAL EXCISE TAX
FUND
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
1. Make riding transit easier,reliable, and more desirable than other options.
• We entered the planning phase of continuing to ready more stops with ADA
compliance, signage, and online support.
• We worked with our security forces to ensure that they were serving in the
correct locations and adhering to standards that had become lax.
• Started planning for better lighting and shelter for the"Kona hub"which is
currently just a temporary location buses come together.
2. Create a transit system to serve the employment and social needs of all people.
• Focused efforts on ADA compliance, including pre-trip inspection processes
and expectations. Conducted a field audit of equipment.
3. Implement technology to provide real time transportation information.
• Contracted with Swiftly to provide this data from our partners Roberts of
Hawaii.
• Began evaluating past strategies that seem disparate and will work on having
one provider for these services rather than three or four,which should lead
to more options at less expense.
4. Create transportation hubs and bus stops with amenities that provide rider comfort
and safety and that help support community and village gathering places.
• The Environmental Assessment Statement(EAS) draft for the Pahoa hub
was shared and reviewed. MTA provided no further feedback, and the EAS
draft is pending comments from the partnership with the library.
• The idea of beginning planning for Waimea Hub was floated in December
and the first kick-off planning session will be scheduled for mid-February.
Six Month Progress Report on Program Objectives for FY 2023-24 1
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
5. Phase Master Plan transit system implementation in a fiscally sustainable manner.
• We began planning the zero-emission agenda in coordination with the Center
for Transportation and the Environment(CTE) and possibly Sustainability
Partners. Current thinking is that Hilo will be based with Battery Electric
with the possibility of a micro grid of solar for charging. A Kona-Kailua
Base yard plan is being formed where we would likely be based with
Hydrogen fueled buses.
• The Shared Taxi Ride program was made "ticket less"which corresponds
with goals one and two as well as leading to increased ridership.
• Paratransit and vanpool have grown substantially.
Six Month Progress Report on Program Objectives for FY 2023-24 2
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.—On Going
• Completed new website design with additional accessibility features—
Preparing further updates.
• 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.
• Contracted five mystery riders to look for compliance:
o ADA
o Safety
o Cleanliness
• 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 Hawaii County Economic Opportunity Council(HCEOC).
• Connected HIBIKE to the Hele-On transit system by providing codes to
transit passengers for free bicycle access.
• One Hydrogen bus in service,with one more on island to begin service in a
few weeks, and one more on the way.
• Shared Ride Taxi
o Removed the onerous task of purchasing coupons and now use a log.
• Purchased the first battery electric bus.
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.
Final Status Report on Program Objectives for FY 2022-23 1
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
• 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.
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.
• Finalizing the initial 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. Now completed.
5. Phase Master Plan transit system implementation in a fiscally sustainable manner.
• Updated the Master Plan, as well as the financial 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.
Final Status Report on Program Objectives for FY 2022-23 2
J i i
SEWER FUND
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
1. Create an Environmental Quality Control Branch that will oversee and enforce a
newly created Pretreatment Program required under the Hawaii Department of Health
(HDOH) Administrative Order of Consent(AOC).
The branch was created and is comprised of two Environmental Compliance
Specialists, two Program Support Technicians, and a Wastewater Pretreatment
• Coordinator. These positions will be supervised by an islandwide
Environmental Compliance Manager position. Allocation of the islandwide
Environmental Compliance Manager and the Wastewater Pretreatment
Coordinator positions are in progress. Two Environmental Compliance
Specialists and one Program Support Technician position are filled.
2. Complete efforts to evaluate alternative wastewater collection,treatment, and
disposal for the M.'alehu and Pahala Large Capacity Cesspool (LCC)Replacement
projects under a revised (August 22, 2022) Environmental Protection Agency (EPA)
AOC enforcement action. Revised AOC allows County to look at more cost-effective
solutions to close the LCCs.
Approval of the Pahala project Preliminary Engineering Report(PER) from
EPA was received in July of 2023. The Draft Environmental Information
Document(EID)was provided for public comment in November 2023.
Continued efforts for public engagement by completing a public outreach
meeting in August of 2023 and conducting a public survey to solicit feedback on
the community's preferred alternative for wastewater collection and treatment.
3. Complete design and prepare bid documents for construction of the Pua Sewage
Pump Station(SPS)renovation to mitigate pressure surge in the force main; replace
valves and electrical switchgear; and improve the odor control system components.
Design is 60% complete. Efforts continue to prepare bid documents for the Pua
Sewage Pump Station (SPS) renovation to mitigate pressure surge in the force
main; replace valves and electrical switchgear; and improve the odor control
system components. Planning documents were received and are under review.
4. Complete design and prepare bid documents for construction on the Pua Force Main
Replacement Project.
Design is approximately 60% complete. Final versions of the geotech report,
survey, and conceptual design have been completed by the consultant.
Six Month Progress Report on Program Objectives for FY 2023-24 1
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
5. Begin construction of the Hilo Wastewater Treatment Plant Phase 1 work.
The construction plans and specifications are 90% complete. Bidding for
construction is anticipated mid-year.
6. Complete bid documents and initiate construction after award of contract for the
headworks renovation and dewatering at the Papa`ikou and Kulacimano WWTPs.
The Kula`imano, and Papa`ikou WWTP headworks design has been delayed due
to discontinued equipment used for the 60% design submittal. The Division
plans to amend the consultant contract to address the discontinued equipment
and possible future regulatory concerns.
7. Complete design for the sewage pump station(SPS)upgrade and cast-iron force main
replacement at Hale Halawai SPS,Project 19 SPS, Onekahakaha SPS and FM, and
Kolea SPS and FM.
The Hale Halawai SPS force main replacement project construction plans and
specifications are 60% complete. Environmental planning clearances are
approximately 75% complete.
Project 19 SPS force main replacement has not started.
The Division has requested congressionally directed spending for Onekahakaha
SPS and FM, and the Kolea SPS and FM replacement projects. Currently no
funding has been awarded. A decision is expected in March of 2024.
8. Complete bid documents and award construction contract for the installation of sand
filters to produce reuse water as part of the R-1 Project that will upgrade the
Kealakehe Wastewater Treatment to produce and distribute reuse water(recycled
wastewater for irrigation use).
The construction plans and specifications for R-1 distribution pipes are 90%
complete.
Kealakehe WWTP Headworks construction plans and specifications are 60%
complete. Permit application requesting DOH's approval of modifications to
the Kealakehe WWTP submitted in August 2023. Work continues to complete
the construction plans and specifications, expected completion is in fall of this
year.
Six Month Progress Report on Program Objectives for FY 2023-24 2
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
9. Finalize the Environmental Assessment(EA) for the North Kona SPS and Force Main
Project. Once the EA is finalized, start design work to prepare for construction.
The draft EA is currently awaiting a completed Archaeological Inventory
Survey (AIS). Completion of the MS is awaiting dedication of the parcel. The
dedication deed is under review by the County.
10. Complete the Project Definition Report as part of the wastewater master plan for the
Puako and surrounding south Kohala Community Development Plan (CDP)region.
The Final Project Definition Report was completed in June of 2023. The Draft
wastewater master plan for the Puako and surrounding south Kohala
Community Development Plan (CDP) area was completed in December of 2023.
The final master plan projected delivered is in June of 2024 after review and
public comments are incorporated from community stakeholders.
11. Complete the Programmatic Environmental Impact Statement(EIS) for a County-
owned WWTP for the Puna Area.
The Final Programmatic Environmental Impact Study was completed in
September of 2023.
12. Conduct a sewer rate study to evaluate potential sewer rate increases needed to cover
costs.
Notice to proceed was provided to the sewer rate study consultant in July of
2023. The draft revenue requirement analysis results are expected in May of
2024. Draft proposed sewer rates are expected to follow in August of 2024.
13. Draft proposed amendments to the Hawaii County Code and update the
Administrative Rules to adhere to and to be consistent with federal, state, and local
regulatory policies.
A draft of all proposed County Code amendments was provided to Corporation
Counsel for review in November of 2023. Corporation Counsel determined that
the proposed code amendments adhere to and are consistent with the Federal
Pretreatment regulations. The Division will also seek comments on the proposed
code amendments from the Hawaii Department of Health and,following
Six Month Progress Report on Program Objectives for FY 2023-24 3
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
•
incorporation of the comments,the Division will present to the County Council
for support in the first quarter of 2024. Although the proposed County code
modifications focus on adding and clarifying pre-treatment requirements,they
also address connection compliance, collection system expansion and billing, and
add clarification on subdivision requirements and individual wastewater systems
(IWSs).
14. Complete the Pahoa Feasibility Study.
Final Pahoa Feasibility Study was completed by consultant in October of 2023.
•
•
Six Month Progress Report on Program Objectives for FY 2023-24 4
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
1. Complete staff training for the inventory of parts and supplies and provide continued
training on tracking/classifying the condition and long-term performance of
wastewater assets.
The Division's Asset Management System (AMS) staff continued to regularly
develop and refine standard operating procedures for inventorying critical
parts. Condition assessment of existing vertical and horizontal assets continues.
2. Complete staff training on standard operating procedures pertaining to reporting of
safety issues to maintain a required level of safety at the wastewater facilities in
accordance with OSHA/HIOSH.
The DEM Safety and Driver Improvement Coordinator conducted staff training
in calendar year 2023. All Wastewater Division employees with regular
attendance have completed the training.
3. Implement automation of regulatory required reports using the Asset Management
system and improve on wastewater laboratory data recordkeeping and worker
efficiency.
The Division used the asset management software to generate regulatory reports
from daily data input by staff for the Kealakehe, Honoka`a, and Kaloko
Wastewater Treatment Facilities. The asset managment software has also been
leveraged to create reports for uses such as solids transport,work order
summaries, critical inventory lists, and pending procurement status.
4. Strengthen the safety training program by improving the delivery and availability of
annual refresher courses to employees.
Online safety training program were available to all employees via Vector LMS,
Target Solutions editions.
5. Plan to reach target goal of cleaning and video twenty miles of sewer line each year.
During the first six months of the fiscal year, seven miles of sewer line has been
videoed and eighteen miles have been cleaned.
Notice to Proceed was provided for the purchase of a new Vactor'truck. The
Vactor truck will be used to maintain the existing collection system. Delivery is
expected in October of 2024.
Six Month Progress Report on Program Objectives for FY 2023-24 5
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ENVIRONMENTAL MANAGEMENT
��� .... WASTEWATER DIVISION
ADMINISTRATION
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 (AOC)was renegotiated and signed in
August 2022. The Feasibility Study for both communities, as stipulated by the
AOC,was accepted by the EPA in the fall of 2022.
The final preliminary engineering report(PER) for the Pahala project was
submitted to the EPA on April 26,2023. Approval of the report is expected in
early August of 2023. On June 20,2023,the notice to proceed was provided to a
consultant for the environmental information document(EID) and planning
documents associated with the selected alternative for closure of the LCCs.
Draft environmental documents and EID are expected in September of 2023.
The Na`alehu project Preliminary Engineering Report continues, and a draft
report is expected in early August of 2023. The Draft Archaeological Inventory
Survey(AIS)was completed for the previous project prior to the AOC revision.
The Division is deferring submitting the MS to the State Historic Preservation
Division (SHPD) until we have selected an alternative for closure of the LCC.
The Department of Environmental Management (DEM) administration
established regular meetings with SHPD to discuss upcoming projects needing
their review to help reduce SHPD's review time as the agency's review is critical.
for meeting compliance deadlines.
Final Status Report on Program Objectives for FY 2022-23 1
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
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 Final Preliminary engineering report was completed on June 30,2023.
Draft environmental documents are under review by the Division.
4. Continue to make progress on the Pua Force Main Replacement Project.
Work on the 60% design drawings of the proposed/redundant force main (FM)
installation continues. The 30% design plans for the rehabilitation of the
original Pua (FM)was submitted in June of 2023, comments were returned, and
work continues on the 60% design plans and specifications. Work on final
version of preliminary engineering report continues.
5. Evaluate the repair or replacement of the Hilo WWTP and possibly the Papa`ikou and
Kula`imano WWTPs.
Construction documents were provided on February 9,2023, for the Hilo
WWTP Rehabilitation and Replacement Project—Phase 1. Bids were opened on
May 5,2023. Only one bid was received, and County provided the single bidder
a notice of cancellation on June 14,2023. In spring of 2024 the-Division plans to
rebid the combined Phase I and Phase II project scope of work.
The Kula`imano, and Papa`ikou WWTP headworks design has been delayed due
to discontinued equipment used for the 60% design submittal. The Division
plans to amend the consultant contract to address the discontinued equipment
and possible future regulatory concerns.
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 final basis of design for the Hale Halawai SPS FM was completed in March
of 2023. The 60% design submittal is expected in July of 2023 for review by the
Division.
Work to amend the Executive Order(EO) for use of State land for Keopu SPS
continues. Future potential sites for relocating the Keopu SPS and FM are being
evaluated.
Final Status Report on Program Objectives for FY 2022-23 2
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
The Division has requested federal funding for Onekahakaha SPS and FM,
Kolea SPS and FM replacement projects.
Wailuku FM and Pauka`a FM projects have not yet begun.
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.
Comments were received from HDOT and other agencies and were incorporated
into the 90% plans. 90% design plans and specifications for R-1 distribution
pipes were completed in June 2023 and review by State and County agencies
continues.
Final preliminary engineering report(PER) for the Kealakehe WWTP
Headworks and R-1 Improvements are expected in July of 2023. Kealakehe
WWTP Headworks and R-1 Improvements 30% design was completed in May
of 2023. Work on 60% construction drawings and specifications continues. 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). DEM-WWD did get SHPD data collection method concurrence in
February 2023, and our consultant started the MS data collection fieldwork.
During the initial MS efforts, a homeless camp was found covering a portion of
the area of study. Efforts are underway to get the site cleaned and resume the
MS fieldwork. However, the EDA funding fell through, and we are still in the
process of securing the parcel dedication from Hawaii Industrial Park and this
will play major role in this project moving forward.
9. Initiate planning work for constructing a County WWTP for the Puako Community.
The Final Project Definition Report(PDR) for the Puako and South Kohala
- Wastewater Master Plan (WWMP)was completed on June 9,2023. The project
website and public comment form were opened for public input on June 9,2023,
with a link to the Final PDR. Emails and hard copy letters were sent to all
Final Status Report on Program Objectives for FY 2022-23 3
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
stakeholders to notify them of the PDR and to request comments. Work on the
Draft WWMP continues, and the master plan is expected by the end of the year.
10. Initiate planning work to perform a Programmatic Environmental Impact Statement
(EIS) for a County-owned WWTP for the Puna Area.
The programmatic environmental impact statement(PEIS) is accompanied by a
wastewater facility plan. June 7,2023 marked the end of the 30-day comment
period for the draft PEIS published and distributed for public review and
comment. Comments were received from the public and continue to be
addressed.
In June 2023,the draft wastewater facility plan was released for public review
comment. The public comment period ends on July 14,2023.
Final Status 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 Division's Asset Management System (AMS) staff initiated standard
operating procedures for inventorying critical parts. Condition assessment of
existing vertical and horizontal assets continues. The collections systems staff
completed Pipeline Assessment Certification Program (PACP) training in
December 2022. PACP teaches procedures for uniformly assessing horizontal
asset (sewer pipe) conditions. Condition assessments of vertical assets continue.
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. Work
continues to install variable frequency drives and dynamic level control for
reduction of wastewater pumping electrical use. Efforts are underway to
execute a contract for electrical and control improvements at Wailoa SPS.
3. Continue preventative maintenance efforts on electrical generators and energy
transfer devices.
Bids for eight backup generators and automatic transfer switch (ATS)
replacements for East Hawaii SPS and WWTPs opened on May 25,2023. A
notice to proceed is expected in early July of 2023. The County received a
FEMA grant for this equipment.
Wai`aha and Project 19 sewer pump station ATS replacements were completed.
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 was
completed in January of 2023. In June of 2023 check valves were replaced at
Kealakehe SPS along with the installation of one new 88-HP submersible pump.
Final Status Report on Program Objectives for FY 2022-23 5
.
ENVIRONMENTAL MANAGEMENT
_
WASTEWATER DIVISION
OPERATIONS
The new pump at Kealakehe SPS was installed with updated controls and a
variable frequency drive for decreased power consumption.
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 50% design
drawings and specifications were submitted on June 20,2023. Detailed review of
the 50% plans and specifications are underway and includes SCADA and
process control monitoring equipment installation plans.
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.
Completed perimeter fence installation 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 completed in June 2023.
Pua SPS roof replacement was completed in May 2023.
•
Final Status Report on Program Objectives for FY 2022-23 6
25
SHORT-TERM VACATION
RENTAL ENFO RCEMENT
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 were
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.
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PLANNING
SHORT TERM VACATION RENTAL
ENFORCEMENT FUND
1. The Short-Term Vacation Rental Enforcement Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
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.
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J �j
2J
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.
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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.
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BIKEWAY FUND
PARKS & RECREATION
BIKEWAY FUND
1. Conduct one recreational bike activity in each,of five recreational districts by
June 30, 2024.
No bike activities were conducted during July 2023 through December 2023.
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PARKS & RECREATION
BIKEWAY FUND
1. Conduct one recreational bike activity in each of five recreational districts by
June 30, 2023.
No bike activity was conducted during July 2022 through June 2023.
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BEAUTIFICATION FUND
PUBLIC WORKS
BEAUTIFICATION FUND
1. Continue to initiate two roadside planting projects every year.
The Department of Parks and Recreation did not conduct a roadside planting
project as of December 31,2023.
2. Continue to plant or replant a minimum of ten trees each year.
No trees were planted as of December 31,2023.
3. Control roadside trash by providing refuse containers and pick-up.
As part of the Roadside Maintenance Program, the Highway Maintenance
Division provided refuse containers, continued litter pick-up, and rubbish
removal of trash receptacles located in Downtown Hilo,Kailua Village,
Honoka`a Town, and Pahoa Village.
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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,which included the planting of three Kukui trees was
completed on August 27,2022, at the Hilo Bayfront Soccer Fields.
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 from 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 continued to be maintained by the Kailua Village
Business Improvement District(KVBID).
Final Status Report on Program Objectives for FY 2022-23 1
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VEMICLE DISPOSAlf. 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 1,308 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 01,2023,through December 31,2023. Of the 1,308 reports, 468 of them
were not on location or record only. The remaining 840 reports were towed to
one of the County's three abandoned vehicle lots or directly to the County's
contracted metal recycling facility. Of the 840 reports,318 vehicles were
removed from West Hawaii and 522 vehicles were removed from East Hawaii.
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 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.
A formal remediation workplan for the Hilo Scrap Metal Facility was submitted
to the Department of Health (DOH) in October 2023. The division and
contracted consultant met with the DOH to present the workplan and a site visit
is being scheduled with the DOH. Once the workplan has been accepted by the
DOH,the consultant can then move forward to complete the design and prepare
bid documents.
4. Conduct at least one auction of eligible vehicles per year.
No auctions were scheduled during the first six months of FY 2023-24 due to
staffing shortages.
5. Provide Vehicle Disposal Assistance Programs for the public.
On August 7,2023, the Derelict/Abandoned Vehicle (DAV) Section started
accepting applications for the updated Vehicle Disposal Assistance Program
(VDAP). The previous program would allow residents to dispose of two junk or
Six Month Progress Report on Program Objectives for FY 2023-24 1
•
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
derelict vehicles per year,with the County paying for the disposal fee only. The
updated program still allows residents to dispose of two junk or derelict vehicles
per year,however, the County now pays for the towing and disposal of vehicles
that meet towing requirements.
Since the start of the updated VDAP through December 31,2023,the Section
received 393 applications.
Six Month Progress Report on Program Objectives for FY 2023-24 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 2,775 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 June 30,2023. Of the 2,775 reports, 868 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 1,907 reports. Of the 1,907 reports, 712 vehicles were
removed from West Hawaii and 949 vehicles were removed from East Hawaii.
The remaining balance of 246 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 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 October 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 November 18,2022. The consultant
performed preliminary field work during the month of April 2023 and an aerial
survey in June 2023 which will be part of the formal remediation plan submittal
to the DOH.
4. Conduct at least one auction of eligible vehicles per year.
Due to staff shortages,the DAV Section was not able to hold an auction this
year.
Final Status 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 offered two Vehicle Disposal Assistance Programs that ran year-
round. One program was for registered owners of vehicles who wanted to
dispose of their vehicles properly and the other was for private property owners
who had derelict vehicles left on their property.
Final Status Report on Program Objectives for FY 2022-23 2
30
SOLID WASTE FUND
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
1. Increase community outreach and education to decrease contamination and increase
diversion of materials from the landfill.
Recycling staff continued their efforts in promoting Reduce,Reuse, and Recycle
(in that order) through the following different media outlets,websites, and waste
reduction campaigns:
• Reusable Foodware and Bottle System -In September 2023, the EPA selected
the County of Hawaii for a Solid Waste Infrastructure For Recycling
(SWIFR) grant for a reusable foodware and bottle system. In partnership
with Zero Waste Hawaii Island and Perpetual Use, community workshops
were held and continue to be held to promote the project and the importance
of Reuse & Reduce and the need to move away from Single Use,with
Recycling being the last option.
• "Make a Difference" -In November 2023 we launched our "Make a
Difference" school recycling education program, Out of the Sea Media Arts
recruited three high school students to host/narrate the video that explains
various everyday ways that students, as well as their families, could
participate in Reducing waste and mitigating climate impacts with their
individual actions. The approximately five-minute video is available to
schools and online on the hawaiizerowaste.org website.
• Hawai`i Zero Waste Website- Changes to the Hawaii Zero Waste website
are in the works to update the content, make the site more user friendly and
get more use of the GIS map that will help inform and educate the public
about the programs offered and tours offered to schools and organizations.
Five schools and organizations reached out in December to schedule future
tours.
• Visitor Industry-With tourism generating approximately 10% of the
island's waste. Recycling staff re-started outreach to the visitor industry,
more specifically hotels and how to educate the tourist on the recycling
programs available and how they can reduce their carbon footprint.
• E-Waste Program -Worked with the State of Hawaii Department of
Health to promote the Extended Producer Responsibility (EPR) law for
manufacturer-sponsored year-round electronics recycling. Collaborated
with various island wide and regional media companies to educate the
public on the convenient electronics recycling opportunities which resulted
in successful collections in Hilo,Kona, and Waimea.
• Household Hazardous Waste (HHW) Collections - Continued outreach
with the various radio,newspaper, and online companies which led to
Six Month Progress Report on Program Objectives for FY 2023-24 1
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
successful events in Hilo and Kona, collecting approximately 30 tons of
used motor oil. County staff also placed HHW posters at Transfer Station
Thrift Stores,Mr. K's Recycle& Redemption as well as posting them at
various Countywide facilities.
• Non-HI-5 Glass and Other Recyclables -Non-HI-5 Glass, Corrugated
Cardboard & Brown Bags,Metal, and Greenwaste were part of the "Make
A Difference" school video that explains various everyday ways that
students, as well as their families, could participate in reducing waste and
mitigating climate impacts with their individual actions. The video
highlights recycling options offered by the County which includes drop off
recycling bins for cardboard and brown bags at 18 of the island's 21
transfer stations/convenience centers, bins for non HI-5 Glass at 17 of the
transfer stations, bins for scrap metal at 13 transfer stations, and bins for
greenwaste at six transfer stations and at the East Hawaii Organics
Facility and West Hawaii Organics Facility. •
• Used Motor Oil Collection—Outreach for the used motor oil collection
program is planned for the second half of the year. UMO volunteer
facilities collected 3,724 gallons of used motor oil for the months of July—
October 2023.
2. Minimize and reduce regulatory violations.
The Division strived and continues to strive to maintain compliance with all
regulatory requirements. As an addition to our fleet safety management
program, the Division started requiring an electronic fleet management program
to be installed in new equipment purchases. The Division received its first
equipment with the new program in December. The electronic fleet
management Zonar program software provides a real-time picture of all fleet
operations,monitors the fleet anytime, anywhere, creates customized reports
and alerts. It will track and manage the Driver and Vehicle Inspection Reports
in compliance with Federal Motor Carrier Safety Regulations.'
3. Monitor the three closed landfills in Kailua, Waimea, and Hilo.
The Division continued its landfill monitoring program for the three closed
landfills in Kailua,Waimea, and Hilo. The following issues were identified and
addressed:
• At the "Old Kona Landfill," depressions and potential areas for releases
of landfill gases were identified in FY 2023. In FY 23-24, the Division
addressed these areas through a contract to mitigate and repair
Six Month Progress Report on Program Objectives for FY 2023-24 2
ENVIRONMENTAL MANAGEMENT
--sSOLID WASTE FUND
identified areas of concern by removing vegetation and mapping existing
slopes; resurfacing same through removal of old gas probes that served
as a pathway for water ingress and gas egress, filling holes with bentonite
materials, and regrading areas with aggregate.
• At the "Old Waimea Landfill," the Division worked with its counterpart
in the Highways Maintenance Division of the Department of Public
Works (DPW) to resurface the landfill through use of aggregate and
asphalt. The Department of Public Works also placed "interlocking"
barriers along the perimeter of the landfill to prevent damage to the
outer landfill slopes.
• At the "Old Hilo Landfill," the Division identified issues with its Passive
Gas System and repairs were completed.
4. Complete the design and begin construction for the upgrade of the East Hawai`i
Regional Sort Station with an additional off-load chute, roadway, and repair of the
concrete pad.
The design of the facility upgrade is at 30% completion with additional
comments being considered for electrical,water, resurfacing of the floor,
entrance ways, roofing, etc. The Division is also considering updating its
Information Technology and Communications to this facility. With additional
components of the design being considered, design completion and permitting
are expected to be completed in FY 24-25.
5. Increase preventative maintenance on Solid Waste vehicles and equipment.
The Division continued to utilize Night Maintenance contracts in both East and
West Hawaii to provide preventative maintenance services.
A second Construction Equipment Mechanic position was filled and a mechanics
truck has been ordered which will help to increase preventative maintenance
and perform repairs.
6. Research and communicate with Corporation Counsel, Finance Department, and other
municipalities for feasibility of implementation of an enterprise fund.
The Division has been working with a consultant on a County wide Solid Waste
System Operations Analysis,which will include, but not limited to, a financial plan.
Six Month Progress Report on Program Objectives for FY 2023-24 3
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
7. Identify staffing needs,provide training, and promote teamwork.
The Division has been working with a consultant on a Solid Waste System
Operational Analysis Study which, among other things,will look at the current
staffing level and help to identify staffing needs.
The Division continues to provide training for staff through a variety of resources.
The Department of Human Resources provided new hire orientation,various
mandatory training, supervisory training and more. Supervisors provided on-the-
job training and tailgate safety sessions. Other training resources were also used
such as the Solid Waste Association of North America (SWANA) for specialized
training in solid waste management and landfill operations.
The Division continued to promote teamwork. In December,the Division held its 9th
Annual Safety Employee of the Year Awards. This award recognizes an
outstanding Solid Waste Division employee for his or her contributions that
promote a stronger safety work culture. Teamwork exercises were also held with
select staff and the Division plans to do more team building exercises in the future.
8. Develop a plan to transition to an electronic asset management system.
The Division has reviewed the asset management system currently utilized by
the Wastewater Division (WWD) and the Derelict and Abandoned Vehicle
Program (DAV) and believes it can benefit from utilizing the same system. The
Division will be looking to fund the purchase of this program in FY24-25. The
Division is beginning to familiarize itself with the system that the WWD and
DAV have in place in order to determine how it can best be utilized by the
Division. The next step would be to start identifying the specific data that will be
tracked in the new asset management system and how it will be maintained.
Six Month Progress Report on Program Objectives for FY 2023-24 4
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
June 2023. 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 each in Hilo and in Kona in August 2022 and February 2023;
one event was held each in Waimea & Pahoa in March 2023.
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
was completed in May 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`ohinu Transfer Station has been completed and fully
operational since June 9,2023. Upgrades to the facility include a paved area for
recycling,HI-5 Redemption Center and Reuse Center. Rubbish disposal area
went from a single chute where the public would walk their trash to the chute to
a paved area where the public can drive up to the chute to dispose of trash and a
future expansion where multiple vehicles will be able to dispose of trash at the
same time. Overall,the original footprint went from 1/3 of an acre that was
majority gravel to four acres of paved improvements for all services provided
with the option of being able to accommodate trailers in the future.
The Hilo Transfer Station road upgrade and traffic delineators project was
completed and a bid to repair three loading chutes is in progress.
Final Status Report on Program Objectives for FY 2022-23 1
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Repair to the Honoka`a Transfer Station chute was completed on June 22, 2023.
Repair to the Laupahoehoe Transfer Station chute was completed on June 28,
2023.
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. One position was recently filled and the other is
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) maintained 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 has
been completed.
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
Final Status Report on Program Objectives for FY 2022-23 2
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Waimea facility. Continued maintenance work included repairs to the SHSL
drainage channel from rain events, repair to the SHSL gas vent system and the
continued remediation of sink holes at the Kailua facility.
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 and was shown in July-August 2022, emphasizing helpful tips to reduce
unnecessary food waste at home. The"We Can Do It" education campaign was
developed to re-emphasize proper recycling methods,waste reduction, and
minimizing contamination,which ran from April—June 2023.
Non HI-5 Glass and Other Recyclables (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 each in December 2022 and
January 2023 in Hilo and Kona. A transition from County/DOH sponsored e-waste
recycling collection events to new legally mandated manufacturer-sponsored e-waste
recycling collection events occurred in February 2023; manufacturer-sponsored
collections occurred at least monthly in Hilo &Kona.
Used Motor Oil (UMO) Collection—UMO volunteer facilities collected 12,550
gallons of used motor oil. Total UMO collected for the year, including collections at
the Household Hazardous Waste events,was 21,982 gallons of used motor oil.
Household Hazardous Waste(IIHW) Collection—HHW Collection events were held
in Hilo and Kona in August 2022 and February 2023; events were also held in
Waimea and Pahoa in March 2023. The participation was good with approximately
82 tons of HHW being collected at these events.
Final Status Report on Program Objectives for FY 2022-23 3
ENVIRONMENTAL MANAGEMENT
._�_.�._.._..._�.�.._.._-�-.SOLID WASTE FUND
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 FY 2022-23. They
were 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.
With the recent closure of Atlas' site located at 74-592 Hale Makai Pl/Kailua-
Kona on June 3,2023,there are now 14 HI-5 Certified Redemption Centers
(CRCs) in the County of Hawaii. Seven are contracted by the County and
located at County Recycling& Transfer Stations. Closure was due to public
health concerns and vandalism to the CRC and surrounding businesses. After
discussion with DOH, the County will be putting the CRC located at the
Kealakehe Recycling& Transfer Station back out to bid. 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 16 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 Hawai`i Sanitary Landfill.
The Division achieved this objective and was able to transport approximately
48,803 tons of refuse to the WHSL in FY 2022-23.
Final Status Report on Program Objectives for FY 2022-23 4
Si
GOLF COURSE FUND
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 have been aerated in October.
b. Verticut and de-thatch all greens in July, October, January, and April, weather
permitting, or as needed;
We verticutted greens in July and October. Planning on Verticutting end of
January and April 2024.
c. Controlling application of fertilizer to greens, fairways and tees weekly, or as
needed;
Fertilizer has been applied on a monthly basis. We will apply as needed
going forward.
d. Controlling application of herbicide to greens,tees, stream beds, ditches and
course boundaries weekly, or as needed;
Herbicides have been applied to specific areas of the course as needed.
e. Daily mowing of greens;
Greens were mowed daily.
f. Mowing of tee tops every Thursday, weather permitting;
Tee tops were mowed once per week. The specific days were determined by
the amount of play.
g. Mowing of fairways Monday through Friday, weather permitting;
Fairways were mowed daily.
h. Top dressing greens monthly, weather permitting;
We have not top dressed greens every month due to weather. We have been
able to top dress in July,August, September, October and December.
Six Month Progress Report on Program Objectives for FY 2023-24 1
PARKS & RECREATION
GOLF COURSE FUND
i. Rolling of greens on a weekly basis, or as needed.
Greens have been rolled monthly due to weather.
2. Schedule and assign tee times for:
a. Individuals and groups on a daily basis;
Tee times for individual and groups were scheduled on a daily basis.
b. Club tournaments every six months;
Club tournaments were scheduled and completed every six months.
c. Larger fundraising tournaments on an annual basis. Targeting,but not limited to
six fundraisers per fiscal year.
Fundraisers have been scheduled through the next fiscal year.
3. Schedule inspection and repairs of course structures, clubhouse facilities and
maintenance warehouse during the months of July,October, January, and April.
Inspections were done monthly.
4. Daily routine inspections and maintenance of equipment, course vehicles and safety
equipment.
Inspections were done daily.
5. 100% of employees will be trained via safety talks at least once per month.
Safety talks were done on an individual basis.
Six Month Progress Report on Program Objectives for FY 2023-24 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;
All greens were aerated in November and May.
b. verticut and de-thatch all greens in July, October, January, and April,weather
permitting, or as needed;
Greens were verticutted in July, October, and April
c. controlling application of fertilizer and pesticide to greens, fairways and tees
weekly, or as needed;
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.
Final Status 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.
Ten large fundraising tournaments were held. These tournaments included:
Hawaii Island Adult Care(July 29),KIAA Scholarship (Aug 19), Special
Olympics (Aug 28), UH-Hilo Men's Golf Team (Dec 3),Hilo High School
(Jan 28),Waiakea High School(Feb 25), Japanese Chamber(Mar 1),KTA
Seniors (May 6),Nobu Yamauchi RBI (June 12), and the Hawaii Island
Contractors (Jun 10).
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.
Final Status Report on Program Objectives for FY 2022-23 2
3 2
GEOTHERMAL
RELOCATION &
COMMUNITY BENEFITS
FUND
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 no applications for the Geothermal Relocation & Community
Benefits Fund.
•
Six Month Progress Report on Program Objectives for FY 2022-2023 1
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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.
Final Status Report on Program Objectives for FY 2022-23 1
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33
HOUSING FUND
HOUSING
OFFIC E OF HOUSING & COMMUNITY
DEVELOPMENT
Community Development Division
Development Branch
1. Provide project development and construction management oversight for seven
affordable housing projects.
• Kamakoa Nui Workforce Housing Project:
o Engineering and design consultant contracted in October and plans and
specifications are being drafted.
o Geotechnical work completed with Formerly Used Defense Sites (FUDS)
scanning assistance from US Army Corps of Engineers (US ACE) in late
October.
o Entered into a lease with the State of Hawaii Public Library system to
build the first public library in Waikoloa. The State has drafted an
Environmental Assessment(EA) for the library.
o Na Hale Makoa, a multifamily rental project,will apply for additional
• Low-Income Housing Tax Credit(LIHTC) funds to cover increased
construction costs for the project.
• Kula`imano Elderly Housing:
o Executed design consultant contract to renovate the interior of all 50
units.
o Design work currently 34% complete.
• 'Ouli `Ekahi Housing:
o Initiated a physical needs assessment for interior and exterior renovation
of 25 housing cottages and assessment of the on-site wastewater treatment
plant's remaining life span.
• West Hawai`i Homeless Emergency Shelter:
o All shelter health and safety upgrades including the installation of a new
solar water heater,water fountain, room fans, and security lighting are
nearly completed. Completed health and safety upgrades to complete
warranty repair work of the kitchen floor.
• Old Hilo Memorial Hospital
o Developed a web-based story map for the Master Plan and held two
community meetings.
o Nearly completed Chapter 343 and National Environmental Policy Act
(NEPA) environmental studies and conceptual plan layouts for the 25-
acre parcel.
o Completed hazardous material assessment and nearly completed the
reroofing and hazardous material renovation plans for permit application
submission.
Six Month Progress Report on Program Objectives for FY 2023-24 1
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
o Installed hazardous material signs in the building.
o Began negotiation of a new lease for existing tenant.
• Kukuiola Assessment Center & Emergency Shelters
o Submitted building permits in December 2023.
o . Nearly completed bid specifications review.
• `Ainako Master Plan:
o EA has begun.
• Ouli Ekahi Cottage WWTP,Flood Improvements, & Trash Enclosure
Project
o US ACE completed FUDS scan on 95% of the project site.
o Selected contractor to remove old trash pile to native soil to allow US
ACE to clear remaining 5% of site of FUDS in early 2024.
• Ouli Ekahi Cottage—Interior Renovations
o Selected professional services design consultant and nearly completed
renovation plans and specifications.
• Completed a Planning study to evaluate `Ainako and `O`okala lands owned
by the County for affordable housing.
• Monitored one foreclosure sale at Kamakoa Nui to ensure deed rider is
enforced.
Planning Branch
1. Execute three affordable housing agreements.
• Executed one affordable housing agreement, and two others are being
negotiated.
2. Implement portions of HRS 201H delegated to the County of Hawai`i.
• Reviewed two applications for 201H exemptions and expect Hawaii County
Council approval in the first quarter of 2024. Completed submission of all
four quarterly reports to the Hawaii County Housing Agency.
3. Provide 15 Fair Housing trainings for general audiences.
• Provided 37 Fair Housing trainings island wide via WEBEX/ZOOM/In
person.
Six Month Progress Report on Program Objectives for FY 2023-24 2
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
4. Provide one Fair Housing training for a non/limited-English audience.
• Provided one Fair Housing training to limited English service providers who
provide training in Spanish and Marshallese languages.
5. Recruit ten new landlords to attend the Fair Housing trainings.
• Recruited 18 new landlords to receive training on the Fair Housing Act.
6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair
Housing Officer.
• Provided 100% assistance to the 58 clients who pursued information and
resources located on the Fair Housing web page.
Asset Management Branch
1. Complete inspections of 24 County owned housing properties annually and complete
necessary improvements.
• Completed Ground Lease monitoring of eight County supported affordable
housing sites.
• Completed monitoring(compliance& physical) of six County owned
affordable housing sites.
Community Engagement Division
Homelessness
1. Convene bi-monthly Coordinated Entry System meetings as required by the federal
and state funded homeless programs.
• The OHCD continues to facilitate the bi-monthly meetings as required.
2. In partnership with community partners, implement at least one additional safe
parking site.
• On-going engagement with the faith-based communities in the use of their
parking lot. No site identified as of yet.
Six Month Progress Report on Program Objectives for FY 2023-24 3
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
3. Complete Phase 1 of the Kukuiola Assessment Center and Emergency Shelter.
• The mass grading and construction of the shared dedicable access road is
scheduled to be completed in early 2024.
Financial Empowerment Centers (FEC)
1. Secure funding to support the sustainability of the FECs.
• Funding secured from federal, state and private funders. In October 2023,
the OHCD executed an Agreement with Hawaiian Community Assets to
provide no-cost financial education services to Hawaii island community
members.
2. Add at least 20 committed referral partners.
• No committed referral partners identified.
3. Add at least one co-location partner.
• No co-location partner identified.
Community Engagement
1. Implement Phase 2 of the.Emergency Rent Assistance Program.
• The Emergency Rent Assistance Program is scheduled to be implemented in
early 2024.
2. Implement Phase 2 of the Homeowner Assistance Fund Program.
• Implemented. As of November 30,2023, 182 households have cumulatively
received $ 4.477.490.13 in mortgage and mortgage related assistance.
3. Host at least ten Learning Circle virtual webinars.
• The virtual Leaning Circles have been converted to in-person workshops or
community resource fairs. As of December 31, 2023, the OHCD has
facilitated or supported six events.
Six Month Progress Report on Program Objectives for FY 2023-24 4
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
4. In partnership with Unite Hawai`i platform, add at least 20 community partners to
referral partner listing.
• Unite Hawaii has proven to not be a reliable referral source for our
community. The OHCD executed an Agreement with the Neighborhood
Place of Puna to design, implement and manage a Coordination Center. As
of November 2023,the Center has provided assistance to 286 families and
has received 625 calls/contacts with a total of 1,855 referrals.
Existing Housing Division
Family Self Sufficiency Branch
Family Self Sufficiency Program
1. Provide services to 50 Housing Choice Voucher (HCV)program participants through
its Family Self-Sufficiency Program by June 30, 2024.
• There are currently 44 participants in the Family Self-Sufficiency Program
(FSS)with three pending applicants. There have been three participant
graduations from the program in the last six months. Recent graduates have
been highlighted through a press release and featured in the Hawaii
Tribune-Herald.
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.
• Utilization of the HCV Homeownership Option Program has increased by
18% over the past six-month period. One new position created in FY 2023 is
staffed by a Housing Specialist to support increasing utilization of the
Homeownership Option Program.
Rental Assistance Branch
Housing Choice Voucher Program
1. Maintain a 98%utilization rate of U.S. Department of Housing and Urban Development
(HUD)provided funding for the Housing Choice Voucher (Section 8) Program.
Increase authorized budget authority by applying for available HUD funds.
• Utilized 102% of HCVs (number of vouchers leased).
Six Month Progress Report on Program Objectives for FY 2023-24 5
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
• The Existing Housing Division increased budget authority through an
additional increment of ten Veterans Affairs Supportive Housing (VASH)
vouchers and fifteen Stability Vouchers for individuals and families
experiencing or at risk of homelessness,those fleeing or attempting to flee
domestic violence, sexual assault, stalking and human trafficking.
HOME Tenant Based Rental Assistance Program
1. Increase utilization rate of funding for Tenant Based Rental Assistance Program.
• A request has been made to extend utilization of current funding of the
Tenant Based Rental Assistance Program through January of 2025.
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 HUD for its 2023 CDBG funding
for$2,680,506 and conducted the environmental reviews for its CDBG projects.
In the past six months,the CDBG funded projects that are in progress or have
been completed include:
o West Hawaii Emergency Shelter Improvements: Design and construction.
Completed.
o Ulu Wini Low Income Housing Community Center Improvements: Design
and construction. 95% completed.
o Ulu Wini Low Income Housing Wastewater Treatment Plant: Design and
equipment purchase. 80% completed.
o West Hawaii Domestic Abuse Shelter: Interior and Exterior Renovations.
75% completed.
o Hamakua Youth Foundation: Hamakua Youth Community Center Phase 1
Improvements. Cancelled.
o Hale Ohana Domestic Abuse Shelter: Interior and Exterior Renovations.
90% completed.
o Mental Health Kokua Kona Residential Housing Renovation: Interior and
Exterior Renovation. 20% completed.
o Mental Health Kokua Hilo Hale Residence Renovation: Interior and
Exterior Renovation. 15% completed.
Six Month Progress Report on Program Objectives for FY 2023-24 6
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
o West Hawaii Emergency Shelter Improvements: Energy Efficiency
Improvements. 40% completed.
o West Hawai`i Domestic Abuse Shelter: Phase 2 Improvements. 10%
completed.
o Hawai`i County Economic Opportunity Council: Certified Kitchen
Conversion. 10% completed.
o Hamakua Youth Foundation: Hamakua Youth Community Center Phase 2
Improvements. Cancelled.
o Child and Family Services: Hale Ohana Domestic Abuse Shelter Phase 2
Improvements. 10% completed.
o Mental Health Kokua: Hilo Hale Residence Improvements. 10%
completed.
o Hawai`i County Fire Department: Ka`n and Puna Volunteer Fire Station
Brush Truck Acquisition. 10% completed.
o Mental Health Kokua: Van Transportation Acquisition. 10% completed.
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—45% complete.
• Selected Habitat for Humanity Hawai`i Island to construct three Self-Help
Houses in the Puna area—60% complete.
• Selected the Hale Na Koa '0 Hanakahi project to provide 92 seniors
affordable housing units,with preference to veterans and their spouses—
55% complete.
• Selected Habitat for Humanity Hawaii Island to construct three Self-Help
Houses in the Puna area— 10% complete.
HOME ARP
1. Fund, administer and/or complete approximately one HOME-ARP project in
accordance with program regulations. The Project will benefit individuals or families
from the following qualifying populations: Homeless, At-risk of homelessness,
fleeing domestic violence, dating violence, sexual assault, stalking, or human
trafficking, Veterans and families, and other populations with risk of housing
instability.
Six Month Progress Report on Program Objectives for FY 2023-24 7
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
• No selection of projects after two rounds of solicitations.
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 Housing project to provide 100
multi-family rental units—45% complete.
• Selected the Hale Na Koa '0 Hanakahi project to provide 92 senior
affordable housing units,with preference to veterans and their spouses-
55% complete.
•
Six Month Progress Report on Program Objectives for FY 2023-24 8
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.
• Worked with project engineers to include safe parking options as part of the
proposed Assesement Center and Emergency Shelter.
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.
• Grading and construction of access road are scheduled to be completed in
early 2024.
Financial Empowerment Centers (FEC)
1. Secure funding to support the sustainability of the FECs.
• Funding has been secured for FY 2023-24.
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 provide FEC services on-site when housing project is
completed.
Final Status 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 was secured and received from the U.S. Department of Treasury to
support the Emergency Rent Assistance Program for Phase 2.
• Request for Proposal scheduled to be released in mid-August 2023.
2. Implement Phase 2 of the Homeowner Assistance Fund Program.
• Contract executed and services continue to be available for eligible
households in Phase 2.
3. Host at least ten Learning Circle virtual webinars.
• Virtual learning circles were replaced with in-person 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 Hawaii Makahiki Events in Nanawale,Hilo and
Waimea.
• Facilitated 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.
• Added 40 partners to the 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. Hawaii County Council
Final Status Report on Program Objectives for FY 2022-23 2
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
approved a multi-year resolution to lease approximately two acress to the
State of Hawaii State Library System to build the first public library in
Waikoloa. Nearly executed the lease agreement for the Library property.
Selected a professional services consultant to design and engineer a new road
and infrstructure at Kamakoa Nui to open up are for over 600 housing units.
• Kula`imano Elderly Housing: Selected a professional consultant to prepare
renovation plans and specifications for 50 units occupied by elderly tenants.
Received approval from the State of Hawaii Department of Health (DOH)
for a long-term environmental hazard management for the site.
• `Ouli `Ekahi Housing: 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. Negotiated 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 and up to 100 housing lots at the Ainako Subdivision in Hilo.
Completed the professional service selection process to design subdivision
and internal roadway at O`okala.
• West Hawaii Emergency Shelter: Completed installation of new fire
sprinkler system and completed the installation of new security lighting,
solar water heaters, and ceiling fans. Nearly completed plans and
specifications to install a new photo-voltaic system at the shelter.
• Haihai Housing Project: Received an Executive Order for this State
property. Selected a consultant to complete an Environmental Assessment
and subdivision plan for this proposed affordable housing project in Hilo.
• Kukuiola Village: Selected a professional services consultant to prepare
plans and specifications for Phase 1 for the construction of a safe parking lot,
community center with a kitchen, and emergency housing units.
• University Heights Demolition Project: Completed the demolition of the old
home. Hawaii County Council passed a muti-year resolution to lease the
property to a local land trust, and a lease agreement is nearly completed.
• The Homes of Ulu Wini: Completed the repair and replacement of dry rot
on the stairs and the doors on all buildings, and completed painting all
buildings. Began renovation 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, completed a
Final Status Report on Program Objectives for FY 2022-23 3
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
physical needs assessment of the existing hospital building with particular
attention paid to the roof's condition, and any hazardous materials in the old
Hilo Hospital building.
Planning Branch
1. Execute three affordable housing agreements.
• Negotiated seven agreements during this period.
2. Implement portions of HRS 201H delegated to the County of Hawai`i.
• Submitted one HRS 201H-38 affordable housing exemption application to
the Hawaii 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.
• Processed General Excess Tax exemption requests from ten 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 126 trainings with Fair Housing content.
4. Provide one Fair Housing training for a non-/limited-English audience.
• There have been no trainings conducted for non-/limited-English speaking
audiences. Plans commenced to translate and add subtitles to OHCD's Fair
Housing video in several languages.
5. Recruit ten new landlords to attend the Fair Housing trainings.
• Sixty-five new landlords attended the annual April 2023 Fair Housing
Seminiar.
• Eighty-four landlords participated in seven new landlord education trainings
which included Fair Housing trainings.
6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair
Housing Officer.
• There were 104 inquiries that received assistance and referrals from the Fair
Housing coordinator by phone and/or email.
Final Status 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. 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 57 participants in the Family Self-Sufficiency Program. Eleven
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.
• Twelve participants in the Homeownership Option Program. This is an
increase from seven participants for the previous 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 a 99.8% utilization rate and was awarded an additional$4.8
million in funding.
HOME Tenant Based Rental Assistance Program
1. Maintain 98%utilization rate of funding for Tenant Based Rental Assistance
Program.
• Maintained a 72% utilization rate.
Final Status 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
Housing 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 June 30, 2023, 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 completed.
o West Hawai`i Emergency Shelter Improvements: The design and
construction were completed.
o Ulu Wini Low Income Housing Wastewater Treatment Plant: The design
and construction to repair the plant were 60% complete.
o Ulu Wini Low Income Housing Community Center Improvements: The
design and construction of the laundry room and kitchen were 90%
complete.
o Hale `Ohana Domestic Abuse Shelter: The design and construction of the
interior/exterior renovations were completed.
o West Hawaii Domestic Abuse Shelter: The design and construction of
the interior/exterior renovations were completed.
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.
Final Status Report on Program Objectives for FY 2022-23 . 6
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
o West Hawaii 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—20% complete.
• Selected Habitat for Humanity Hawaii Island to construct three Self-Help
Houses in the Puna area—65% complete.
NATIONAL HOUSING TRUST FUND
1. Fund, administer and/or complete one rental housing project in accordance with
program regulations. The project will benefit 100% of extremely low-income (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—20% complete.
The Workforce Investment and Opportunity Act(WIOA) grant has been transferred to
the County of Hawai`i Department of Research and Development.
Final Status Report on Program Objectives for FY 2022-23 7
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34
GEOTHERMAL
ASSET FUND
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 2023-24 1
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PLANNING
... y 1.#. »"'.'4".""^ "_: . s' "f .t'.34 .�*A" ,..,,.e�W"'a' b'",z+?3U....... w�+°,�. _......;. �... ..._'' " / —
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 2022-23 1
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