HomeMy WebLinkAboutCOM 0755.000 2022-2024 - Part 1, Vol. 2 - Program Portion COUNTY OF HAWAI
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PART
VOLUME II
The Proposed Operating Budget
FY 2024 - 2025
March 1 , 2024
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TABLE OF CONTENTS
Page
Aging 1
Animal Control 13
Civil Defense Agency 17
Corporation Counsel 22
County Auditor 33
County Council 38
County Physicians 47
Elderly Activities 49
Environmental Management 60
Finance 6,4
Fire 90
Human Resources 128
Information Technology 136
Liquor Control 144
Management 149
Mass Transit Agency 158
Miscellaneous Accounts 160
Office.of Sustainability, Climate, Equity, and Resilience 167
Parks & Recreation 170
Planning 219
Police 230
Prosecuting Attorney 266
Public Works 280
Research and Development 302
Highway Fund 328
General Excise Tax Fund 342
Sewer Fund 348
Short Term Vacation Rental Enforcement Fund 357
Cemetery Fund 361
Bikeway Fund ' 363
Beautification Fund 365
Vehicle Disposal Fund 367
Solid Waste Fund 370
Golf Course Fund 376
Geothermal Relocation & Community Benefits Fund 380
Housing Fund 383
Geothermal Asset Fund 402
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Mission Statement
As the designated Area Agency on Aging, the Hawai`i County Office of Aging is part of
a national network with a common mission—a mission with the goal of ensuring the
dignity, independence, and the ability for older individuals to remain in their homes, and
communities for as long as possible. The Hawai`i County Office of Aging will serve as
the principle advocate for older individuals, caregivers and service providers to ensure
the fulfillment of the mission entrusted to us.
Department Goals
In accordance with topics developed by the Administration for Community Living
(ACL), and in harmony with the statewide goals developed by the State Executive Office
on Aging (EOA),-and the four County Area Agencies on Aging (AAA),the Hawai`i
County Office of Aging (HCOA) will implement the following five core goals.
1) Older adults in Hawaii have the opportunity to live well. Provide multiple
opportunities and services for older adults to age with dignity, remain active and
independent, increase their quality of life, and continue to engage in their
communities.
2) Hawai`i County's older adults and people with disabilities will be able to age in
place by expanding access to Home and Community Based Services(HCBS). To
provide awareness and connections to long-term support services (LTSS), HCBS, and
other resources available to Hawai`i island's aging and disability populations.
3) Hawai`i County's older adults are prepared for health threats and disasters.
The HCOA will continue to support efforts to assist Hawai`i County residents in
preparation for future natural and/or public health emergencies.
Funding Source and Position Count
General Fund $ 867,821 General Fund 10
Grant Revenue $ 2,725,000 Grant Revenue/Other 7
Other $ 7,500 Split Funded Positions 3
Total Budget:. $ 3,600,321 Total Number of Positions 20
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Department Goals (continued)
4) Caregiving: Enhancing Services and supports for Caregivers. Addressing and
ensuring the needs of Hawai`i's informal caregivers will have a broad array of
services and supports to effectively care for their loved ones.
5) Underserved aging and disabled populations have equitable access to programs
and services. To increase awareness and access to aging programs and services in
diverse and underserved communities in Hawai`i County.
Program Description
The Hawai`i County Office of Aging(HCOA) operates on a budget of approximately 3.6
million dollars. Grant funds account for about 76.1% of this budget, with County
funding accounting for about 23.9%. The management of these funds allows.HCOA to
administer 30 service contracts. These service contracts include the following: Nutrition
Services, Transportation, Case Management, Healthy Aging,Adult Day Care,
Homemaker, Personal Care, Chore, Caregiver Support Services, Legal Services, Elder
Abuse, Education and Training, and Information Dissemination.
Function of the Area Agency on Aging (AAA)
The Older Americans Act, as amended in 2020, designates that the AAA shall be the
leaders relative to all aging issues on behalf of all older persons in their respective areas.
Under this directive,the AAA shall proactively carry out,under the leadership and •
direction of the State Unit on Aging (SUA), a wide range of functions. These functions
may entail, advocacy,planning, coordination, inter-agency linkages, information sharing,
brokering, monitoring, and evaluation designed to lead to the development and
enhancement of a comprehensive and coordinated home and community-based system of
services. These functions and services will enable older individuals to lead independent,
meaningful, and dignified lives in their own homes and communities for as long as
possible. (HRS §1321.53)
The Aging& Disability Resource Center(ADRC)
The ADRC is a collaborative effort of the Administration for Community Living (ACL)
and the Centers for Medicare&Medicaid Services (CMS) designed to streamline access
to long-term care services. Operated under the Hawai`i County Office of Aging,the
ADRC initiative is part of a nationwide effort to restructure services and supports for
older adults and persons with disabilities.
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Program Description (continued)
The goal of the ADRC is to empower individuals to make informed choices and to
provide easier access to services and long-term care support. The vision is to have a
resource connection in every community, serving as a highly visible and trusted place
where people can turn for information on the full range of services and long-term care
support options. Serving as the Information&Referral/Assistance component,the
ADRC serves as an integrated point of entry into the aging network of services, and is -
commonly referred to as a"one-stop shop."
The design of the "One-stop shop" eliminates many of the hurdles consumers and
families' experience, reducing consumer confusion,building trust, and creating respect in
the decision-making process.
Other Supportive Activities of the Hawaii County Office of Aging
Following is a list of activities that the Hawai`i County Office of Aging undertakes to
fulfill its mission:
Assessment and Data Maintenance
1. Continuously assessing the needs of older individuals through outreach efforts
involving the gathering of demographic, health and social data;
2. Assessing and identifying the service gaps and needs of older individuals in their
respective communities through public hearings, data analysis, and
consumer/provider feedback;
Program Development
1. Coordinate planning with other agencies and organizations to promote new or
expanded benefits and opportunities for older persons;
2. Develop and administer an Area Plan on Aging for a comprehensive and coordinated
service delivery system in Hawai`i County;
Contract Development and Monitoring
1. Provide technical assistance,monitor, and periodically evaluate the performance of
all service providers under the Area Plan;
2. Enter into sub-grants or contracts for the provision of services outlined in the Area
Plan; and
Advocacy
1. Represent the interests of older persons to public officials and public and private
agencies;
2. Develop and maintain a public awareness program for older persons;
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Program Description (continued)
3. Monitor, evaluate, and comment on policies, programs,hearings, and community
actions that may affect older persons.
Advisory Councils
The Mayor of Hawai`i County and HCOA have established two advisory committees.
These Committees are as follows:
The Committee on Aging serves as an advisory committee to advise the Mayor and
HCOA on the development and administration of the Area Plan, conduct public hearings,
represent the interests of older persons, and receive and comment on all community
policies, programs, and actions which affect older persons of Hawai`i County. The
Committee on Aging is a mandated function by the Older Americans Act and a
requirement for the approval and acceptance of the Area Plan on Aging for Hawai`i
County.
HCOA also assists the Mayor's Committee on People with Disabilities. The function of
this committee is to advise the Mayor on all matters related to persons with disabilities in
Hawai`i County. As its primary goal,the committee reviews and recommends actions,
solutions, and guidelines to improve the quality of life for all people with disabilities
living in Hawai`i County.
Program Objectives
1. Older adults in Hawaii have the opportunity to live well.
• 1.1: 75% of older individuals receiving transportation services to medical,
shopping, access to community resources, congregate meal sites, and recreational
activities, will indicate they were able to continue to live independently, and live
well within their communities.
• 1.2: 65% of seniors who receive information and/or training on fall prevention,
will indicate the increased knowledge of fall prevention and awareness, allowed
them to live safer in their homes.
• 1.3: 50% of Better Choices Better Health program participants will indicate they
received information, and participated in activities that increased their knowledge
on making better healthy living choices.
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Program Objectives (continued)
• 1.4: 50% of older individuals who participate in the congregate meal program will
indicate they improved their social well-being and reduced feelings of isolation.
2. Hawai`i County's older adults and people with disabilities will be able to age in
place by expanding access to Home and Community Based Services (HCBS).
• 2.1: Through a comprehensive set of person-centered support plans, developed by
the case manager, 40% of Kupuna Care (KC)participants will indicate they had
broader access to HCBS.
• - 2.2: 40% of KC participants who receive a care plan, developed by their case
manager, will indicate that access to HCBS allowed them to remain safely in their
homes.
• 2.3: 50% of consumers who receive options counseling through the HCOA
ADRC, will report that their knowledge of the availability and how to access
HCBS increased.
3. Hawai`i County's older adults are prepared for health threats and disasters.
• 3.1: 40% of participants who participate in the online disaster preparedness
tutorial,will indicate.they had a better understanding of how to prepare for public.
health threats.
• 3.2: 40% of participants who receive informational materials on natural and man-
made disasters will feel they were better prepared to meet and plan for those types
of future threats.
• 3.3: 50%of all consumers who participate in a HCOA sponsored emergency
preparedness activity, or receive emergency response informational training
materials, will report that the HCOA ADRC is a trusted resource for emergency
and disaster related information.
4. Caregiving: Enhancing Services and supports for Caregivers. Hawai`i County
caregivers will have a broad array of services and supports to effectively care for their
loved ones.
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Program Objectives (continued)
• 4.1: 25%who receive support services such as counseling, training, and
information will indicate that they are better prepared to perform their caregiver
duties.
• 4.2: 30% of caregivers who receive a pre and post"Burden Scale" assessment by
their case manager will indicate a reduction in caregiver stress after receiving
respite services.
• 4.3: 40% of caregivers who receive options counseling services will report an
increase in knowledge of services available to caregivers.
5. Underserved aging and disabled populations have equitable access to programs
and services.
• 5.1: 40% of consumers receiving legal services will be from diverse populations
and communities.
• 5.2: 60% of consumers accessing services provided through HCOA will report
their experience was all encompassing regardless of race, religion, sexual
orientation, financial status, country of origin, or belief systems.
• 5.3: 60% of clients discharged from the Kupuna Care Program, will indicate the
services received were all inclusive to their needs.
• 5.4: 50% of caregivers who receive counseling services will report that the
services provided were inclusive and equitably presented.
Program Highlights
• The Hawai`i County Office of Aging (HCOA)received notification from the State
Executive Office on Aging (EOA), of acceptance and approval of its 4-year Area
Plan for Performance and Service Area 4 (PSA4). The plan covers Federal Fiscal
Years 2023-2027. With the acceptance and approval of the Area Plan HCOA will
continue to serve as the designated Area Agency on Aging (AAA) for Hawai`i
County.
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Program Highlights (continued)
• Hawai`i County Office of Aging (HCOA) secured state funding to purchase two
brand new Ford Hot-Shot vehicles for meal distribution. The approximate cost per
vehicle is $80,000. These new vehicles will replace two that are no longer working
in the Nutrition Program and insure the home delivered meals can be delivered hot
or cold to all communities at the required temperature from point of pickup until
delivered.
• The Hawai`i County Office of Aging (HCOA) secured state funding to purchase two
brand new large kilns for the Elderly Recreation Division of Parks and Recreation.
The approximate purchase cost of$16,000 included,two large kilns, furniture
package for each kiln, and a brand new potter's wheel.
• The Hawaii County Office of Aging developed and implemented a new caregiver
respite daycare transportation activity contract. This contract is designed to provide
transportation from rural communities to Adult Day Care services in Hilo. The four
demonstration pickup points are Pepe`ekeo, Papa`ikou, Kea'au, and Pahoa.
OUTSTANDING OLDER AMERICANS
• Hawai`i County Office of Aging hosted an in-person event on May 12, 2023, at the
Hilton Waikoloa Village to recognize the male and female Outstanding Older
Americans in our communities. Awards were presented to the Honorees by Mayor
Mitch Roth.
• Save the date. Hawai`i County Office of Aging has set the date of May 10, 2024,
for next year's Older Americans Month luncheon. The in-person event will honor
the male and female honorees of Hawai`i County. Awards will be presented by the
Mayor of Hawai`i County.
PUBLIC EDUCATION AND TRAINING
• The Office continued to put out a quarterly Silver Bulletin newsletter with a
subscription list of 2,500. The Silver Bulletin newsletter is also used by aging
network providers as a vehicle to distribute their upcoming event announcement
inserts.
• HCOA also provides a monthly caregiver newsletter mail-out, "The Comfort of
Home Caregiver Assistance News, Caring for You, and Caring for Others." The
newsletter distribution reaches approximately 520 caregivers monthly. The letter
covers an array of subjects that addressed caregiver needs. The newsletter provides
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Program Highlights (continued)
suggestions on self-care, inspirational quotes, safety tips and a monthly quiz. The
Caregiver newsletter is also used by aging network providers as a vehicle to
distribute their upcoming event announcement inserts.
• Through the Chronic Disease Self-Management Program(CDSMP), 20 participants
learned how making healthy lifestyle choices can affect positive changes in their
health.
CAREGIVER SERVICES
• Caregiver services continue to provide the necessary education and respite to
caregivers to keep them healthy. These services include individual counseling,peer
support groups, in and out of home respite, supplemental services, and conferences
and training workshops to help caregiver's better cope with the burdens of caregiving
and provides a temporary relief from their caregiving responsibilities at home. The
office was able to assist 73 caregivers with approximately 4,952 hours of respite
service and 27 requests for supplemental services.
LEGAL SERVICES
• During the fiscal year, HCOA contracted with the Legal Aid Society of Hawai`i for
the provision of legal services. These services were provided at no cost, or at low-
cost to assist with issues such as Wills, Power of Attorneys, evictions, debt collection,
Social Security benefits, Advance Healthcare Directives, Divorce, and Guardianships.
The Office assisted approximately 264 individuals with 2,618 units of legal service at
an approximate cost of$157,122.00.
NUTRITION SERVICES
• Hawai`i County Office of Aging contracted for Nutrition Services with the Hawai`i
County Nutrition Program (HCNP). Services procured were congregate meals
(provided at congregate meal sites located throughout the county),home delivered
meals (delivered directly to the consumer's home), and Nutrition transportation
(offers the consumer access to the meal sites). The Nutrition program offered
nutritious meals,nutrition and health education information, and other activities.
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Program Highlights (continued)
These other activities included essential shopping, socialization activities and events
reducing isolation, depression,malnutrition, and chronic health condition
management. The Nutrition program provides services island wide. The following is
a breakdown of services procured:
Title III Home Delivered Meals 450 individuals, 66,450 meals,$454,897.50
Title HI Congregate Meals 581 individuals,32,270 meals, $211,369
Title III Nutrition Education 1,079 individuals, 6,833 sessions, $8,541
Total 1,007 unduplicated consumers, 108,598 units oiservice,.$675,102.
TRANSPORTATION SERVICES
• Transportation is one of the most requested service in the aging network. Through
our contracted providers, 1,254 seniors received 57,037 trips at a cost of$270,176.
These transportation trips included to-and-from congregate meal sites,medical and
health, shopping and banking, and related visits to other community resource
services.
KUPUNA CARE PROGRAM
• The Kupuna Care program is a state funded program providing home and
community-based services to our most frail and vulnerable Kupuna. Through case
management, consumer needs are assessed and identified, and a corresponding care
plan developed addresses those needs. Supportive service plans are then developed
and authorized to meet the care plans goal for the consumers identified needs. By
exploring options,mobilizing informal as well as formal supports the Kupuna Care
Program achieves the highest possible level of client support provided. This
support allows consumers to maintain their independence as long as possible with
the most efficient use of program funds. 'The following are some of the wrap
around services provided through the Kupuna Care Program. These services
assisted seniors who were unable to perform essential Activities of Daily Living
(ADL's) such as eating, dressing, or bathing or Instrumental Activities of Daily
Living (IADL's) like shopping, transportation, or light housework.
Personal Care 79 individuals, 7,132 hours, $223,647
Homemaker 162 individuals, 10,541 hours, $300,896
Chore Services 11 individuals, 181 hours,$5,992
Assisted Transportation 31 individuals, 1,057 trips, $39,779
Adult Day Care , 14 individuals, 192.79 days,$23,134
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Program Highlights (continued)
Attendant Care 1 individual,26 hours,$416
Case Management Services 472 individuals, 7,532 hours, $451,935
Total 495 unduplicated consumers,28,011 units of service, $1,045,799
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Grants Received(millions) 2.9 4.7 . 2.7
Contracts Administered 30 30 32
Title III—Services
Transportation 1,254 ind./57,037 trips 1,485 ind./55,000 trips 1,485 ind. /55,000 trips
•
Legal Services 264 ind./$157,122.00 450 ind. /$131,700 45 ind./$131,700
Public Education 1,555 ind./$5,000.00 2,200 ind./$5,500 2,200 ind./$5,500
Home Modification 158 ind./553 request 170 ind./850 request 170 ind./850 request
Community Based 21 ind./6 workshops 48 ind./36 workshops 48 ind./36.workshops
Planning—Healthy Aging •
•
Caregiver Support
Program
GROUP 1 SERVICES
Counseling&Training+ 22 ind./ 164 hrs. 40 ind./ 160 hrs. 40 ind./ 160 hrs.
Respite** 64 ind./4,952 units 100 ind./ 10,000 units 100 ind. / 10,000 units
Supplemental Services 21 ind./208 request 30 ind./375 request 30 ind./375 request
GROUP 2.SERVICES
Information Services* 522 ind./ 12 Activities 550 ind./ 12 Activities 550 ind./ 12 activities
Kupuna Care Services
Case Management 472 ind./$451,935.00 550 ind./$591,000 600 ind./$650,000
Kupuna Care HCBS 178 ind. /$593,864.00 300 ind./$850,000 300 ind./$850,000
* Information statistics include educational and training presentations
** A unit of service depends on the nature of the service. For example,a unit of personal care services is measured per hour while
a unit of transportation is measured per one-way trip
ind=individuals
Note:Unit of service is a request.A request could be a trip,equipment,meal,or any other allowable item approved by ACL
+ Unit definition change by ACL beginning FFY23
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Program Expenditures
FY 2022-23 , FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 20 20 i 20
Salaries and Wages 909,101.12 1,389,494 1,453,834
Operations 1,712,569.24 3,397,805 2,094,088
Equipment 17,242.65 10,675 44,975
Program Total 2,638,913.01 4,797,974 3,592,897
• Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
County Executive on Aging 1 1 1
Administrative Services Assistant I _ 1 1 1
Aging and Disability Services Manager 2 2 2 •
Aging and Disability Specialist I(1/2 time) 1 1 1
Aging and Disability Specialist I 5 5 5
Aging and Disability Specialist II 1 1 1
Aging Program Planner II 2 2 2
• Aging Program Planner III 1 1 1
Clerk III 1 1 1 •
Computer Operator I 1 1 1
Database Analyst 1 1 1
Information and Assistance Clerk 3 3 3
Total 20 20 20
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COMMITTEE ON PEOPLE WITH DISABILITIES
Program Description
The Mayor's Committee on People with Disabilities is a volunteer committee appointed at
the discretion of the Mayor to advise him/her on matters related to people with disabilities.
The committee's primary function is to review and make recommendations and provide
guidelines to improve the quality of life for people with disabilities in the County of
Hawai`i.
Program Objectives
1. Continue to advise the administration on issues facing people with disabilities.
2. Work with communities to help improve the education and public awareness of
people with disabilities.
3. Continue to improve accessibility of County facilities and programs for people with
disabilities.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Number of Meetings Held 2 6 11
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 454.16 2,912 7,424
Program Total 454.16 2,912 7,424
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ANIMAL CONTROL
ANIMAL CONTROL AND PROTECTION
ANIMAL CONTROL AND PROTECTION
Program Description
The County of Hawai`i Animal Control and Protection Agency enforces Hawai`i County
Code Chapter 4 Animal Control related laws and State of Hawai`i Laws (Hawai`i
Revised Statutes Chapters 143, and portions of Chapter 711). These laws currently
include ordinances related to the following:
• Dangerous/Vicious Dogs
• Stray Animals/Impoundment
• Animal Licensing/microchipping
• Cruelty and Neglect Investigations
The Animal Control and Protection Officers (ACPOs) are badged through training
provided by County agencies. The ACPOs respond and resolve animal control situations
by educating the public about responsible pet ownership, appropriate animal control laws
and penalties, as well as issuing complaint and comply notices, citations, and
dangerous/vicious dog designations. ACPOs are available 24 hours a day, seven days a
week to respond to animal related emergencies.
The Animal Control and Protection Agency accepts domesticated animals,regardless of
condition, into its shelters as applicable by law. Staff is responsible for the sheltering and
caring of animals in their care under the terms of the Hawai`i Revised Statutes and
'providing opportunity for reunification with the animal owners.
General Fund $4,701,929 General Fund 48
Grant Revenue evenue - Grant Revenue/Other Other -
Total Budget: $4,701,929 Total Number of Positions 48
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ANIMAL CONTROL AND PROTECTION
ANIMAL CONTROL AND PROTECTION
Program Objectives
1. 90% of vicious dog calls will be responded to within two hours.
2. 90% of loose animals posing a public safety hazard calls will be responded to within
two hours.
3. 90% of injured animal related calls will be responded to within two hours.
4. 90% of calls for animal control assistance by the police will be responded to within
three hours.
5. 90% of animal cruelty and neglect cases will be responded to in 24 hours and
resolved in 14 working days.
6. 90% of license, loose dog and any non-cruelty/neglect cases will be responded to in
48 hours and resolved in five working days.
7. Eighty-four Sweeps of problem communities per year.
Program Highlights
The Hawaii County Animal Control and Protection Agency was started on July 1st, 2023,
and during FY 2023-24,the program operated at an interim level due to the limited
staffing, resources, and shelter site availability. Hiring efforts will continue to bring
staffing to sufficient levels to successfully manage the program.
From July 1st, 2023,to December 31st, 2023,the facilities were operated with contract
personnel while the permanent positions were written and approved by the County for
hire and selection. As of January 2024,there were six civil servant positions hired and 14
ACPOs are in the process of being interviewed and hired. The agency is still in the
process of hiring additional budgeted positions.
The Agency is working on the purchase of a small shelter facility in Waimea allowing us
additional space and facilities to work out of for better coverage of area to the north.
Coverage of four regions of the County is crucial in cutting down response times and
providing additional officers to respond to public calls for service.
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ANIMAL CONTROL AND PROTECTION
ANIMAL CONTROL AND PROTECTION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Percentage of vicious dog calls will be responded to within n/a 90% 90%
two hours
Percentage of loose animals posing a public safety hazard n/a 90% 90%
calls will be responded to within two hours
Percentage of injured animal related calls will be responded to n/a 90% 90%
within two hours
Percentage of animal control assistance by the police will be n/a 90% 90%
responded to within three hours
Percentage of animal cruelty and neglect cases will be n/a 90% 90%
responded to in 24 hours and resolved in 14 working days
Percentage of license,loose dog and any non-cruelty/neglect n/a 90% 90%
cases will be responded to in 48 hours and resolved in five
working days
Number of sweeps of problem communities per year n/a 100 84
Animal Intake n/a - 2,500
Redeemed n/a 1,000 500
Animal control related calls n/a 8,250 8,250
Dog license issued n/a 7,500 2,000
Dog license fees collected n/a $20,750 $7,200
Cat licenses issued n/a 0 0
After-hour emergency call-outs n/a 1,200 1,200
Miles traveled n/a 210,000 210,000
Complaint/comply notices issued n/a 1,000 1,000
Citations issued
HCC 4-30 Dog Running Loose n/a 250 100
HRS 143-2 License Violation n/a 50 50
HRS 7-11-1109 Cruelty to Animals n/a 35 20
Total Citations n/a 425 170
Citations issued to repeat offenders n/a 40 15
Number of trap rentals n/a 1,000 1,000
Number of Animal Control Officers
Kea'au(also serving Hilo,Hamakua,Kea'au,Puna, n/a 8 7
Ka`u)
Kona(also serving South Kona,Oceanview) n/a 7 7
Waimea(also serving Honoka`a,Waikoloa,Kohala) n/a n/a** 0
Total Animal Control Officers n/a 15 16
*The Animal Control&Protection Agency was established effective July 1,2023
**During FY 2023-24,COH Animal Control did not have a shelter in Waimea.
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ANIMAL CONTROL AND PROTECTION
ANIMAL CONTROL AND PROTECTION
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Personnel - 48 48
Salaries and Wages - 2,399,125 2,686,229
Operations - - 1,029,200 1,282,700
Equipment - 175,000 733,000
Program Total - 3,603,325 4,701,929
*The Animal Control&Protection Agency was established effective July 1,2023
•
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk - 1 2
Administrative Services Assistant I - 1 1
Animal Control and Protection Officer III - 14 14
Animal Control and Protection Officer IV - 3 3
Animal Control&Protection Specialist - 2 2
Animal Control&Protection Administrator - 1 1
Clerk III - 2 3
Clerk-Dispatcher I - 2 2
Coordinator/Community Programs - 1 1
Custodian/Groundskeeper I - 2 2
Kennel Technician - 13 13
Lead Kennel Technician - 2 2
Secretary - 1 1
Storeroom Clerk - 1 1
Total - 48 48
*The Animal Control&Protection Agency was established effective July 1,2023
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WI DEFENSE AGENCY
CIVIL DEFENSE AGENCY
DEPARTMENT SUMMARY
Mission Statement
To protect the community from and lessen the impact of natural and man-made hazards
by improving core capabilities in five mission areas: Prevention, Protection, Mitigation,
Response, and Recovery. To strengthen and promote whole community resiliency
through community collaboration, engagement, and empowerment.
Department Goals
1. Prevention. Develop the relationships,plans, organization, and resources necessary
to gain proficiency in the critical tasks that support the prevention, core capabilities of
planning,public information and warning, and operational coordination.
2. Protection. Develop the plans and systems necessary to secure the County of Hawai`i
against man-made or natural disasters. Focus is on the core capabilities of planning
and intelligence & information sharing.
3. Mitigation. Develop the organization, systems, and training necessary to reduce the
loss of life and property by limiting the chance of cascading effects during a disaster.
Focus is on the core capabilities of community resilience and threat hazard&
identification.
4. Response. Create response proficiency by developing and exercising the core
capabilities necessary to save lives,protect property, and meet basic human needs
during a disaster. Focus is on the core capabilities of operational communications,
mass care services, operational coordination, and situational assessment.
5. Recovery. Develop the policies and procedures necessary to facilitate affected
communities' efficient return to a normal pre-disaster state. Focus is on the core
capability of operational coordination.
Funding Source and Position Count
General Fund $2,321,746 General Fund 12
Grant Revenue $1,025,000 Grant Revenue/Other 0
Total Budget: $3,346,746 Total Number of Positions 12
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CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Description
The Hawai`i County Civil Defense Agency administers hazard mitigation, homeland
security, emergency preparedness, response, and recovery programs for the County of
Hawai`i. This responsibility involves coordinating all resources to achieve a unified effort,
improving training programs, leveraging and enhancing our science and technology
capacity, and ensuring that the administrative, finance, and logistics systems are in place to
support these capabilities. The Civil Defense Agency also administers and manages the
Department of Homeland Security Grant Program, as the subrecipient for all first responder
agencies in the County,to include Citizen Corps activities.
Program Objectives
1. Review and update the Hawai`i County Multi-Hazard Mitigation Plan(MHMP).
2. Assist County organizations in revising their Continuity of Operations Plans (COOP).
3. Project 360. Continue to rebuild the Community Emergency Response Team(CERT)
program by developing more Facilitator/Coaches to expand the CERT training program
with the intent to have 300 trained CERT members. Expand the amateur radio repeater
network to enhance the Auxiliary Communications System (ACS)reach into isolated
communities.
4. Provide Public Information and Warning:
a. Establish the County Warning Point to provide twenty-four-hour monitoring of
conditions that could impact Hawai`i Island.
b. Provide public information through the mass notification system using cell phone,
email, social media, and commercial radio stations.
c. Provide warning for emergency situations via the Integrated Public Alert& Warning
System(IPAWS).
d. Provide interactive maps identifying hazard areas and emphasizing preparation
actions using ArcGIS platforms on the Civil Defense information web pages.
5. Execute the Integrated Preparedness Program to develop capabilities and to achieve staff
qualification requirements:
a. 100% of new staff complete basic Incident Command System(ICS) classes via
independent study: ICS 100, ICS 200, ICS 300, ICS 400, ICS 700, ICS 800, ICS
2200, and ICS 2901.
b. 100% of new staff complete the Emergency Management Institute's Professional
Development series via independent study: IS 120c, IS 230e, IS 235c, IS 240c, IS
241c, IS 242c, and IS 244b.
c. Complete Emergency Management Assistant Compact(EMAC) Incident Command
System certification plan.
18
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Objectives (continued)
6. Maintaining County ofHawai`i Land Mobile Radio (LMR)wireless network
infrastructure:
a. Conduct maintenance inspection of infrastructure at seven LMR sites.
b. Facilitate quarterly patching of LMR radio systems.
c. Construct Puna Geothermal Venture LMR site.
7. Continue to administer the Department of Homeland Security Grant Program for the
County of Hawai`i as administered by the Hawai`i Emergency Management Agency and
the State Department of Defense:
a. Complete quarterly, close-out, and end-of-year reports.
b. Close-out one HSGP account.
Program Highlights
• Reestablished the Hilo Emergency Operations Center (EOC) at 920 Ululani Street as
the Civil Defense Agency's primary operations site.
• Completed the revision of The Civil Defense Agency authorization document,
Chapter 7 of the County Code. With the exception of the name of our organization
(which will not change). Civil Defense is now compliant with the National Incident
Management System.
• Coordinated County of Hawai`i response to the Mauna Loa Eruption in December
2022.
• Coordinated Kona Low response in December 2022.
• Provided public information and warning for 130 unique incidents during the fiscal
year.
• The Homeland Security Grant Program(HSGP)
o The 2018 Homeland Security Grant was closed.
o 2020 Homeland Security Grant.
• Police network security monitoring project initiated.
o 2021 Homeland Security Grant.
• Citizen Corps supplies purchased for Neighborhood Watch and CERT.
o 2022 Homeland Security Grant.
• Two vehicles procured to replace aging vehicles in the fleet.
19
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Highlights (continued)
• The Land Mobile Radio (LMR) system:
o Ocean View fadio tower site located at Fire Station#20 was activated.
o South Point tower site—removal of old tower completed,new tower in service.
o In progress—initiated Motorola system updates.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Emergency Plans Updated 2 1 1
Emergency Preparedness and Training Events 2 2 2
Exercises Conducted 1 2 2
Grants Acquired 2 2 2
Number of Staff Personnel Receiving Training 9 12 17
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Personnel 10 12 12
Salaries and Wages 865,072.22 1,110,702 1,322,914
Operations 783,748.00 1,718,651 1,982,132
Equipment 98,783.73 219,500 41,700.
Program Total 1,747,603.95 3,048,853 3,346,746
20
CIVIL DEFENSE AGENCY
CIVIL DEFENSE...
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Authorized Request
Civil Defense Administrator 1 1 1
Administrative Services Assistant I 1 1 1
Account Clerk 1 1 1
CD Administrative Officer 2 2 2
CD Staff Officer. 3 4 4
Radio Program Manager 1 1 1
Secretary 1 1 1
GIS Analyst II - 1 1
Total 10 12 12
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CORPORATION COUNSEL
CORPORATION COUNSEL
DEPARTMENT SUMMARY
Mission Statement
The mission of the Office of the Corporation Counsel is to support County government
by providing proactive and effective legal representation while maintaining the highest
standards of professionalism and always acting in furtherance of the public interest.
Department Goals
1. Provide legal advice and representation to County clients in a manner that promotes
• countywide goals and priorities.
a. Complete West Hawai`i Civic Center office build-out.
b. Explore options for office space in Waimea.
c. Increase training opportunities given to County officers and employees.
d. Incorporate discussion of countywide goals into deputy meetings and workgroups.
2. Establish an environment that cultivates and encourages department's core values of
teamwork, accountability,professionalism,progress, and service.
a. Continue cross-division round tables as quarterly meetings.
b. Identify and fund case management software. (see also 4e)
c. Highlight achievements and milestones.
d. Update training for new deputies.
3. Support professional development of employees and provide a healthy working
environment based on mutual respect.
a. Adopt a budget that includes meaningful training opportunities.
b. Provide membership and encourage greater participation in national municipal
lawyers' organization.
c. Encourage more interaction with neighbor island colleagues.
d. Provide training opportunities for support staff
e. Finalize a telecommute policy that supports all staff without sacrifice to
department culture and availability to clients.
Funding Source and Position Count
General Fund $5,420,143 General Fund 34
Grant Revenue - Grant Revenue/Other Total Budget: $5,420,143 Total Number of Positions 34
22
CORPORATION COUNSEL
DEPARTMENT SUMMARY
Department Goals (continued)
4. Always strive for improvement, embracing new technology and other changes that
enable the department to perform work more efficiently and effectively.
a. Take advantage of upgrades in legal research technology that does not adversely
affect the department budget.
b. Maintain an equipment replacement schedule.
c. Add software licenses that include electronic signature options and more
document editing capabilities.
d. Increase the number of participants for County trainings through use of Zoom.
e. Identify and fund case management software.
f. Update standard contracts and other countywide standard procurement forms.
5. Provide diverse training opportunities for at least 500 County officers and employees,
to be proactive and keep clients informed of relevant legal requirements and changes
in law.
a. Increase training opportunities through Zoom.
b. Update trainings to reflect changes in law.
c. Partner with other departments where training subject areas intersect.
6. Work with Risk Management to determine desirability and feasibility of insurance.
•
23
CORPORATION COUNSEL
LITIGATION DIVISION
Program Description
The Litigation Division provides legal representation on behalf of the County of Hawai`i,
its officers,representatives, and employees in disputes such as lawsuits, arbitration,
mediation and claims. The division also represents the County of Hawaii in judicial
actions brought by the County of Hawai`i in matters such as collections, code
enforcement actions and eminent domain proceedings.
Program Objectives
1. Offer training opportunities to each litigator at least twice a year,to provide them
with tools to effectively represent the County and its employees.
2. Hold at least monthly litigation meetings to review the status of cases,hear concerns
and provide training and guidance.
3. Responsibly monitor pending lawsuits by recommending settlement only when
quantifiable justifications exist.
a. Implement system of early case assessment.
b. Convene settlement assessment meetings.
4. Highlight litigation division successes and achievements.
Program Highlights
1. The litigators appeared at 378 hearings/meetings, including depositions, on behalf of
the County.
2. The litigators resolved 34 cases by settlement or fmal judgment. They also obtained
dismissals in multiple lawsuits including in Gaspar, a case seeking to restrict a police
officer's ability to perform employment duties, as well as personal injury, firearms,
and employment law cases.
3. The litigators also participated in a class grievance filed by HGEA on behalf of its
members of Bargaining Units 2, 3, 4, 13, and 15 employed with the County. HGEA
contends their members are entitled to temporary hazard pay for reporting to work for
a two-year period during the COVID-19 pandemic. The arbitration involved over 60
witnesses and working closely with the Department of Human Resources and
Finance.
24
CORPORATION COUNSEL
LITIGATION DIVISION
Program Highlights (continued)
4. The litigators prevailed in an appeal to the Ninth Circuit Court of Appeals in the
Andrade case which involved the application of qualified immunity for public
employees.
5. Seventy-eight new claims against the County for damage or injury were investigated
by our office. Twenty-seven of these claims were denied. Payments on claims
totaled$36,475.19. This amount includes payments on new claims filed, as well as
claims continuing from previous fiscal years.
6. The litigators were also responsible for collecting $234,449.61 in outstanding solid
waste, water service fees, and property damages owed to the'County.
25
CORPORATION COUNSEL
COUNSELING & DRAFTING
Program Description
The Counseling and Drafting Division provides legal advice and assistance to all County
departments and County boards and commissions, including the County Council. The
Division also provides legal representation on behalf of the County in administrative
proceedings, including contested case hearings and agency appeals.
Program Objectives
1. Training Opportunities. Offer training opportunities to each counseling and drafting
attorney at least twice a year so that they continue to sharpen their legal skills and
stay abreast of important developments in the law.
2. Review and approve documents. The Division will review and approve legal
documents submitted by the various County departments and agencies promptly.
This review will include a thorough analysis of potential exposure and liability. To
the extent possible, 75% of legal documents shall be reviewed within seven business
days.
3. Review and comment. The Division will review and comment on documents
submitted by the various County departments and agencies promptly. To the extent
possible, 75% of requests shall be completed within 21 business days.
4. Drafting documents and legislation. The Division will draft documents and
legislation at the request of its County clients in a prompt manner. To the extent
possible, 75% of requests shall be completed within 21 business days.
5. Legal Opinions. The Division will thoroughly research and draft legal opinions for
its County clients in a timely manner. To the extent possible, 75% of requests shall
be completed within 21 business days.
6. Miscellaneous Requests for Legal Assistance, including Long-term Projects. The
Division also responds to departmental and agency requests for legal services that
may not involve a formal written response or extensive legal research. Miscellaneous
requests may include long-term projects, which involve longer time commitments
and/or a more intensive investment of resources. For requests not requiring a formal
written response or extensive research, to the extent possible, 50% of all requests
shall be completed within 21 business days. For long-term projects, to the extent
possible, requests shall be completed within the time frame allocated for the project.
26
CORPORATION COUNSEL
COUNSELING & DRAFTING
Program Objectives (continued)
7. Training for County Officers and Employees, and Board and Commission Members.
The department(both litigators and counseling and drafting attorneys) will provide
training for at least 500 County officers, employees, officials, and members of boards
and commissions, on relevant requirements and changes in law. Each attorney will
conduct at least two training sessions.
8. Risk Management/Mitigation. The Division will continue to work with their
respective clients in risk management activities, in conjunction with the County's
Risk Manager.
Program Highlights
1. FY 2022-23 Counseling and Drafting attorneys assisted their departments and
assigned boards and commissions, aiding them in navigating changing requirements
within the Sunshine Law.
2. In FY 2022-23, Counseling and Drafting attorneys reviewed 2,402 contracts, drafted
116 general and legislative documents, reviewed and commented on 400 documents
and issued 551 legal opinions. There were 565 long-term projects of a varied nature,
and 310 miscellaneous projects for which Counseling and Drafting attorneys provided
research and recommendations during this time. All categories of work were
completed within the allotted time.
Deputies actively engaged with`their assigned County departments, boards and
commissions, attending 929 meetings and providing legal guidance and advice.
3. Continuing its philosophy of"preventive lawyering," Counseling and Drafting
attorneys conducted 81 training sessions on various topics,ranging from Ethics and
Sunshine Law to Rule Making and the Uniform Information Practices Act. These
trainings were attended by both County employees and Board and Commission
members.
4. In FY 2022-23,the Counseling and Drafting section attorneys revised the County's
1994 General Terms and Conditions, started the process of standardizing the
Department of Finance's procurement templates, and initiated a five-part
comprehensive training program on procurement between the Office of the
Corporation Counsel and the Department of Finance. This comprehensive program
27
•
CORPORATION COUNSEL
COUNSELING & DRAFTING
Program Highlights (continued)
provides in-depth training to County officers and employees on topics such as
procurement 101,procurement methods,practices on drafting specifications,
contractual amendments, and defending protests.
5. In FY 2022-23,the Counseling and Drafting section attorneys, in conjunction with
the Mass Transit Agency and the Department of Finance, successfully defended a
protest to the Mass Transit Agency's award of a cooperative procurement contract to
acquire electric buses and chargers statewide. The successful defense of the protest
resulted in the County of Hawai`i, the State of Hawai`i Department of Transportation,
County of Maui, and County of Kauai being able to move forward to acquire 12 low-
floor battery electric buses and chargers, and the options to acquire up to 38
additional 35-foot battery electric buses and 15 additional 40-foot battery electric
buses over a 5-year period.
6. In FY 2022-23,the Counseling and Drafting section attorneys and staff assisted the
County's Real Property Tax Division in providing legal support at the division's
January 2023 and June 2023 tax sales. The section's attorneys and staff also drafted
all the tax deeds and continues to provide support to the Real Property Tax Division
with disposition of the tax sale surplus proceeds.
7. In FY 2022-23,the Counseling and Drafting section attorneys worked with the
Mayors' Office, Hawai`i Police Department and the County Council in the creation of
an Animal Control and Protection Agency (ACPA),to provide animal control
services island wide.
8. In FY 2022-23, Counseling and Drafting section attorneys worked closely with the
Hawaii Police Department to revise the procedures for firearm permitting to align
with new requirements stemming from the U.S. Supreme Court Bruen case.
28
CORPORATION COUNSEL
LITIGATION/COUNSELING & DRAFTING
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Requests for Legal Representation(Includes attendance for
litigation and C&D division attorneys at administration
hearings,arbitrations, claims related meetings,collection 2,307 2,000 2,000
hearings,Boards and Commissions representation and
department representation,etc.)
Requests for Legal Services(Includes all administrative
requests such as approval of documents,drafting legislation, 5,344 4,000 4,000
opinions,etc.)
Trainings held for County officers,employees,officials, and
members of boards and commissions on relevant 726 250 500
requirements and changes in law
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 34 34 34
Salaries and Wages 2,704,382.41 3,185,279 3,877,875
Operations 456,386.98 755,330 1,517,498
Equipment 19,957.66 214,600 16,300
Program Total 3,180,727.05 4,155,209 5,411,673
29
CORPORATION COUNSEL
LITIGATION/COUNSELING & DRAFTING
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Corporation Counsel 1 1 1
Administrative Services Assistant I 1 1 1
Assistant Corporation Counsel 1 1 1
Administrative Assistant 1 1 1
.Claims Investigator-Adjustor 1 1 1
Clerk III 1 1 1
Deputy Corporation Counsel •15 15 15
Deputy Corporation Counsel Section Chief 2 2 2
Legal Assistant II 2 2 2
Legal Technician I 6 6 6
Legal Technician II 1 1 1
Private Secretary 1 1 1
_Supervising Legal Technician 1 1 1 _ _ _
Total 34 34 34
•
•
30
CORPORATION COUNSEL
BOARD OF ETHICS
•
Program Description
The Board of Ethics administers and enforces the County Code of Ethics. It receives
administrative support from the Office of the Corporation Counsel.
Program Objectives
1. Review all requests for opinions in a prompt manner.
Program Highlights
In FY 2022-23,the Board continued efforts to educate County personnel to conform to
the requirements of the County Code of Ethics. During FY 2022-23,the Board received
nine new petitions and eight informal advisory opinion requests. In this time period,the
following occurred:
1. One petition was withdrawn.
2. Nine petitions were dismissed.
3. Decisions were rendered on five requested informal advisory opinions.
4. Decisions were rendered on seven petitions that were received during FY 2022-23.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Requests for Opinion 9 9 9
Informal Advisory Opinions 8 11 11
Investigations and Investigative Hearings 0 .1 1
Formal Opinions and Hearings 0 1 1
31
CORPORATION COUNSEL
BOARD OF ETHICS
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations _ 824.71 8,370 8,470
Program Total 824.71 8,370 8,470
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COUNTY AUDITOR
COUNTY AUDITOR
DEPARTMENT SUMMARY
Mission Statement
Hawai`i County Charter Section 3-18 establishes an independent audit function within
the Legislative Branch through the Office of the County Auditor. It is our mission to
serve the Council and citizens of Hawai`i County by promoting accountability, fiscal
integrity, and openness in local government and to serve as a catalyst for improving
County government. Through performance and/or financial audits of County agencies
and programs,the Office of the County Auditor examines the use of public funds,
evaluates operations and activities, and provides findings and recommendations to
elected officials and citizens in an objective manner. Our work is intended to assist
County government in its management of public resources, delivery of public services,
and stewardship of public trust.
Department Goals
1. To procure an external certified public accountant to conduct an annual independent
post-audit of the County's financial transactions to assist the Council in complying
with requirements of the Hawai`i County Charter.
•
2. To conduct or cause to be conducted performance and/or financial audits and special
studies of the funds, services, and operations of any County agency, executive
agency, and/or program, as set forth by the County Auditor in an annual audit plan
that shall be transmitted to the Council and the Mayor and filed with the County
Clerk as a public record.
3. To conduct or cause to be conducted follow-up performance reviews to monitor and
evaluate the implementation of audit recommendations by audited County entities.
4. To assist the County in its efforts to ensure openness and accountability in the
expenditure of public funds.
Funding Source and Position Count
General Fund $871,002 General Fund 5
Grant Revenue - Grant Revenue/Other Total Budget: $871,002 Total Number of Positions 5
33
COUNTY AUDITOR
COUNTY AUDITOR
Program Description
The Office of the County Auditor(OCA) developed an internal audit manual, which was
adopted by the Council in 2006 and updated in 2013, 2016, and 2022 to provide
consistency and conformance with generally accepted government auditing standards
(GAGAS) in the performance of our audit responsibilities and reporting procedures. The
OCA develops an annual audit plan based on a risk assessment of County agencies,
programs, and funds utilizing objective methodology to identify priority areas for
assignment of audit resources.
To assist the Council in complying with requirements of the Hawai`i County Charter,
OCA is responsible for the procurement of an external certified public accountant to
conduct an annual independent post-audit of the County's accounts and financial
transactions.
Program Objectives
1. To procure an independent certified public accountant to conduct an annual post-audit
of the County's accounts and financial transactions (Hawai`i County Charter §10-13).
2. To file an annual audit plan with the Council based on a County-wide risk assessment
of funds,programs, services, and operations of any County agency, executive agency,
or program, which is supported, in whole or in part,by County funds (Hawai`i
County Charter §3-18).
3. To conduct or cause to be conducted performance and/or financial audits of County
agencies,programs, and/or operations in accordance with the annual audit plan, or as
determined necessary by the County Auditor(Hawai`i County Charter §3-18).
4. To conduct or cause to be conducted follow-up performance and/or financial reviews
of audited entities in accordance with the annual audit plan, or as determined
necessary by the County Auditor (Hawai`i County Charter §3-18).
5. To conduct or cause to be conducted special studies or projects to ensure openness
and accountability in the expenditure of public funds.
6. To conduct or cause to be conducted investigations of reports of fraud,waste, or
abuse warrants investigation and may provide recommendations to appropriate
county officials.
34
COUNTY AUDITOR
COUNTY AUDITOR
Program Highlights
Financial Audits. Pursuant to Hawai`i County Charter §10-13, OCA procured an
independent external auditor to conduct the annual financial audits for a single year from
fiscal year ending June 30, 2022 through fiscal year ending June 30, 2023 to Plante
Moran P.L.L.C. via direct negotiation after competitive bidding yielded no bids. OCA
continues to monitor the contract annually. As the contract is a single year, OCA is
actively working with procurement to draft a Request For Proposal (RFP) for a new,
multi-year contract period. As part of this contract,the scope of work includes an audit
of the County's Annual Comprehensive Financial Report, an audit of the Department of
Water Supply's Financial Statement, a Single Audit of Federal Financial Assistance
Programs, Landfill Financial Assurance Report, and Office of Housing Section 8 Report.
Performance Audits:
The Office of the County Auditor concluded three performance audits in the following
departments:
1. Housing and Community Development,Affordable housing credits.
Report No. 2022-01, February 1,2023
2. Department of Information Technology,Help Desk and Help Desk Work Orders.
Report No. 2023-02,May 1,2023
3. Department of Public Works Construction Contracts, Change orders, and
Supplemental Agreements. •
Report No.2023-03, June 30,2023
Our audit reports are available on-line at
https://www.hawaiicounty.gov/our-county/legislative/office-of-the-county-auditor
35
COUNTY AUDITOR
COUNTY AUDITOR
Program Highlights (continued)
Special Studies or Projects:
OCA conducted unannounced cash counts at the following locations:
• Department of Liquor Control—March 20, 2023
• Hilo Municipal Golf Course—March 29, 2023
• Department of Finance, Driver's License Division,Kona—March 31, 2023
Results of these counts were communicated to those tasked with governance.
Annual Audit Plan and Risk Assessment: OCA maintains whistleblower, fraud,waste,
and abuse hotline(s).
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Annual Audit Plan Filed with Council Yes Yes Yes
Performance and/or Financial Audits Completed 4 3 0
Performance and/or Financial Audits Ongoing 0 0 4
Special Studies or Projects Completed 0 3 0
Special Studies or Projects Ongoing 0 4 4
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions , 5 5 5
Salaries and Wages 441,563.25 462,816 469,892
Operations(includes external audit of County fmances) 279,858.24 547,310 399,610
Equipment 876.75 1,000 1,500
Program Total 722,298.24 1,011,126 871,002
36
COUNTY -AUDITOR
COUNTY AUDITOR
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
County Auditor 1 1 1
Administrative Assistant to the County Auditor 1 1 1
Audit Analyst 3 3 3
Total 5 5 5
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COUNTY COUNCIL +
COUNTY COUNCIL/CLERK
DEPARTMENT SUMMARY
Mission Statement
The Office of the County Clerk shall provide the highest quality resources, staff, and
support to the Hawai`i County Council so that it can create effective and thoughtful policy
for the betterment of our community. We will work diligently to connect the people of
Hawai`i Island with their County government by providing information, documents, and
access to legislative proceedings in a timely and comprehensive manner. Our Office
commits to ensuring secure, convenient, and equitable access to our voters for all Federal,
State, and County election contests and questions. We will support each and every
County agency by providing reliable and efficient mail,parcel delivery, and printing
services. We will work in partnership and unity with the vast array of people who serve as
your County government.
Department Goals
1. To ensure the Council complies with all legal notice requirements for its meetings.
2. To ensure the timely processing of all proposals received for consideration by the
Council.
3. To assist the Council with the technical requirements of Council and Committee
meetings,maintain live streaming services, and to facilitate videoconferencing
services in order to provide effective participation in and viewing of the legislative
process to all individuals.
4. To provide the actions and video recordings of the Council and Committee meetings to
the public in a timely manner.
5. To process resolutions and bills adopted by the Council for distribution to the affected
parties in the applicable timeframe.
6. To prepare minutes of all Council and Committee meetings.
7. To conduct research on historical documents in a timely manner,provide copies of
public records, and assist the public with filing claims and registering as lobbyists.
8. To provide prompt and efficient reprographic services for all County departments and
agencies.
Funding Source and Position Count
General Fund $7,036,596 General Fund 85
Other Revenue - Grant Revenue/Other Total Budget: $7,036,596 Total Number of Positions 85
38
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Department Goals (continued)
9. Distribute incoming mail within two hours from receipt. This includes distribution
and pick up of mail and interdepartmental envelopes to various County offices located
in Hilo proper.
10. To provide prompt posting of all outgoing mail and to expedite delivery of
interdepartmental and postal mailing services to all County departments and agencies.
11. Assist departments in complying with U.S. Postal Service regulations.
12. To conduct secure, open, and honest elections in the County of Hawaii.
13. To make voter registration convenient and accessible for the public.
14. To make voting convenient and accessible for all voters.
15. To abide by all election related laws.
16. Work in collaboration with the administration to amend and finalize the annual
Operating and Capital Budgets for the County of Hawai`i.
17. Provide nonpartisan review, drafting, and research assistance to the Council to ensure.
that legislation is clearly articulated, comprehensive, and appropriately formatted.
18.Maintain the Hawai`i County Code and Hawai`i County Charter by applying
systematic practices to ensure accurate upkeep and maintenance in a timely manner.
19. Provide convenient and user-friendly public access to the laws of our County by
maintaining accurate and up-to-date versions of the Hawai`i County Code and Hawai`i
County Charter on the County website.
20. Foster the professional development of Legislative Assistants and facilitate the quality
of work product from district staff by providing relevant training on legislative
drafting, fiscal procedures and practices, and other related matters.
21. Enhance the ability of the County Council to actively participate in the actions of the
State Legislature by providing timely updates to the Council of legislative actions,
hearings, and opportunities to testify on matters that affect the County of Hawai`i.
Program Description
County Council
The Hawai`i County Charter vests the legislative powers of the County with the County
Council, which is comprised of nine members, each elected from one of the nine Council
districts. The Council's primary functions are legislative and public policy formulation.
39
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Description (continued)
Council Services Section
The Council Services Section performs seven functions imposed by the Hawai`i State
Constitution, Hawai`i Revised Statutes, Hawai`i County Charter, and Hawai`i County
Code: (1)prepare and make public all documents received for the Council's consideration;
(2)provide professional and effective reception service to all parties requesting assistance
from the department; (3) provide administrative and technical support for the Council and
Committee meetings; (4) provide the public with timely and adequate notice of meetings
and actions pending before the Council; (5)prepare all measures adopted by the Council
for transition to official documents and laws; (6)prepare official minutes; and (7) archive
and provide public access to over 100 years of County records and documents.
Support Services Division
The Support Services Division is responsible for reproducing, scanning, and binding
documents for all County departments and agencies; metering of outgoing postal mail; and
sorting and distributing incoming postal mail/interdepartmental envelopes.
Administrative Services
Administrative Services performs personnel and accounting functions for the Council-
Clerk's Office as well as support during the annual budget cycle.
Legislative Research Branch
The Legislative Research Branch(LRB) assists the Clerk and Council with matters
involving the Operating and Capital Budgets; provides impartial research, consultation,
drafting assistance, and review of bills and resolutions; maintains the Hawai`i County
Code, Hawai`i County Charter, and the Council's Rules of Procedure and Organization;
and conducts training classes for Council district staff and County staff.
Program Objectives
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.
2. Make available online each item received for consideration by the Council or its
Committees within a reasonable length of time.
40
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Objectives (continued)
3. Facilitate technical services to allow more flexibility for officials and members of the
public to participate in Council and Committee meetings.
4. Provide final votes of Council and Committee agenda items and make video archives
of Council and Committee meetings available online within a reasonable time after the
meetings.
5. Process and prepare adopted resolutions and ordinances for distribution to affected
parties within the timeframe provided in the Council Rules of Procedure and
Organization.
6. Prepare Council and Committee meeting transcripts within the timeframe required by law.
7. Conduct requests for current and historic records in compliance with OIP, UIPA, and
FOIA timeframe and requirements.
Support Services Division
1. Process all documents submitted by departments for reproduction within two business days,
unless the job requested is extremely large.
2. Process all pieces of outgoing postal and interdepartmental mail collected from
departments or received by departments no later than 2:30 p.m. on the same business day.
3. Sort and distribute all collected interdepartmental mail in a timely manner.
Legislative Research Branch
1. Complete review and preparation of all amendments and subsequent drafts of the
Operating and Capital Budgets within established deadlines.
2. Complete review of non-complex bills,resolutions, and amendments initiated by a
Council Member for proper form within two weeks of receipt.
3. Provide drafting assistance and review relating to complex bills or resolutions.
4. Provide research assistance to the Clerk and Council, as requested and time permitting,
relating to substantive as well as procedural matters.
5. Revise and supplement the County Code pursuant to Section 2-153. Update the
Council-Clerk's website to include revisions and prepare semi-annual supplements to
the County Code for distribution within eight weeks of receipt of final adopted
ordinances.
6. Update the Council-Clerk's website to include revisions to the Hawai`i County Charter
pursuant to amendments that pass in the General Election as well as new or amended
Council Rules of Procedure and Organization.
7. Draft ballot questions during an election year for any proposed amendments to the
Hawaii County Charter to be placed on the General Election ballot and update the
Charter to incorporate any amendments passed by the voters.
41
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Objectives (continued)
8. Monitor the State Legislative Session, compile an extensive list of bills that are of
significant interest to the County, and provide daily reports to the Council on all
activity for those bills throughout the legislative session.
9. Conduct training classes for Council district staff on legislative drafting and budget
procedures and amendments.
10. Prepare and distribute at least one informational brochure or other educational material
relating to the legislative process.
Program Highlights
Below are program highlights for the Office of the County Clerk and the Hawai`i County
Council for FY 2022-23:
1. Council Services provided technical and administrative support during 25 Council
meetings,two Special Council meetings,three Council public hearings, 105 Committee
meetings,and a three-day Special Session of the Finance Committee.
2. Council Services controlled technological equipment to provide live streaming of
meetings, archived recordings of meetings online, and live participation via Zoom and
videoconference by the public and government officials for all meetings.
3. The 116 bills adopted by the Council were prepared for certification and transitioned into
ordinances, then official copies were made public, distributed to affected departments,
and placed in the historic archives.
4. The 373 resolutions adopted by the Council were prepared for certification,then official
copies were made public, distributed to affected entities, and placed in the historic
archives.
5. The 247 Committee reports adopted by the Council were finalized and prepared for
signature,then official copies were made public and placed in the historic archives.
6. Approximately 3,600 documents received by the Council as well as hundreds of
documents held by the Office of the County Clerk, such as administrative rules,
lobbyist registration forms,financial disclosure forms, and claims were processed,
scanned, and made available to the public.
7. To improve efficiency,the Council Services Section procured a project to provide an
electronic document management system for processing agenda items, which will
eliminate time-consuming paper logs and document scanning. This new system,
which is currently being implemented, will also provide electronic meeting packets,
greatly decreasing,copying expenses and the amount of paper being used.
42
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Highlights (continued)
8. LRB assisted in 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.
9. LRB reviewed and provided drafting assistance for 267 resolutions, 51 bills, 165
proposed amendments to legislation before the Council, six administration bills, and
11 miscellaneous reviews. Staff also completed 11 research assignments.
10. LRB 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 fmal closing report at the end of the legislative session.
11. LRB conducted 14 training sessions on legislative drafting and five training sessions
on budget process and amendments.
12. Updated the online version of the County Code seven times to include 38 ordinances
that passed during the fiscal year. Published, distributed, and placed online
Supplements 12 and 13 of the County Code.
13. LRB updated the Hawai`i County Charter to include three proposed amendments that
were approved by the voters in the 2022 General Election, then uploaded the 2022
Edition to the Council-Clerk's website and printed 270 copies for distribution.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Council Meetings 25 26 26
Council Special Meetings 2 2 3
Committee Meetings 105 110 110
Committee Site Visits 0 1 1
Committee Special Meetings 1 1 1
Council Public Hearings 3 3 3
Committee Public Hearings 0 1 1
Number of Committee Reports 247 160 247
Number of Ordinances Enacted •
116 100 116
Number of Resolutions Adopted 373 300 373
Number of Copies Duplicated 2,123,672 3,000,000 3,000,000
Number of Pieces Mailed 292,231 350,000 350,000
43
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Expenditures
FY 2022-23 FY 2023-24 ' FY 2024-25
Actual Budget Request
Number of Positions 56 56 56
Salaries and Wages 2,892,223.08 3,285,382 3,664,830
Operations 570,947.88 808,900. 851,050 •
Equipment 14,366.77 47,500 37,500
Contingency Relief Fund - 900,000 900,000
Program Total 3,477,537.73 5,041,782 5,453,380
Personnel Position Summary
FY 2022-23 ' FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Council Chairperson 1 1 1
Council Member 8 8 8
County Clerk 1 1 1 .
Deputy County Clerk 1 1 1
Accountant I 1 1 1
Council Administrative Services Supervisor 1 1 1
Council Aide - 10 10 10
Council Legislative Assistant 9 9 9
Council Services Assistant I 2 2 2
Council Services Assistant II 3 3 3
Council Services Assistant III 1 1 1
Council Services Coordinator 1 1 1
Deputy Executive Assistant to the Council Chair 1 1 1
Executive Assistant to the Council Chair 1 1 1
Human Resources Technician II 1 1 1
Legal Specialist 1 1 1
Legislative Analyst III 1 1 1
Legislative Information&Reference Technician 1 1 1 •
Legislative Specialist 4 4 4 _
Private Secretary 1 1 1
Special Assistant 1 1 1
Support Services Clerk I 3 3 3
Support Services Clerk II 1 1 . 1
Support Services Supervisor 1 1 1
Total 56 56 56
•
44
COUNTY COUNCIL/CLERK
ELECTIONS DIVISION
Program Description
The Elections Division is responsible for all election activities in the County, including
administering Elections By Mail for Federal, State, and County elections; voter
registration; voter education; establishing new voter service centers and places of deposit;
recruiting and training election officials; redefining district boundaries during redistricting;
proposing election legislation; verifying signatories on mail ballot envelopes, petitions, and
nomination papers; and maintaining the voter register.
Program Objectives
1. Establish additional drop box locations for the 2024 Elections.
2. Provide voter education to all public and private high schools around the County.
3. Provide testimony on election related bills during the legislative session.
4. Implement a ballot curing platform for the 2024 Elections.
Program Highlights
Below are program highlights for the Elections Division for FY 2022-23:
1. Recruited individuals to operate voter service centers and conduct operations at the
Counting Center.
2. Processed 7,148 voter registration affidavits.
3. Processed 4,790 voters at the voter service centers in Hilo and Kona for both the 2022
Primary and General Elections.
4. Mailed 224,975 ballot packets to voters in the County of Hawai`i for the 2022
Primary and General Elections.
5. Received 113,293 ballot envelopes from voters in the County of Hawai`i for the 2022
Primary and General Elections.
6. Conducted file maintenance on the voter registration file.
7. Cross-trained staff on various election tasks.
8. Conducted sessions to refresh knowledge of existing and new election laws.
9. Conducted 15 Young Voter Registration presentations at various high schools
throughout the County and registered 324 students.
45
COUNTY COUNCIL/CLERK
ELECTIONS DIVISION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Registered Voters 7,146 _ 10,000 10,000
Voter Registration Satellite Stations 11 14 11
Certificates of Registration Issued 48 150 150 '
Cancellations of Registration 323 1,000 1,000
Deceased Voters Deleted 1,359 1,700 . 1,700
Number of High School Students Registered 324 300 300
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 29 29 29
Salaries and Wages 561,177.26 494,972 708,740
Operations 386,741.12 544,950 866,676
Equipment 3,828.52 13,100 7,800
Program Total 951,746.90 1,053,022 1,583,216
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized , Authorized Request
Elections Assistant 1 1 1
Election Clerk II 2 2 2
Election Clerk III 3 3 3
Election Official I(hourly) - - 2
Election Official II(hourly) - - 2
Election Official III(hourly) - - 2
Election Warehouse Worker I(Temporary) 4 4 4
Election Warehouse Worker II 1 _ 1 1
Elections Program Administrator 1 1 1
Elections Program Specialist I 1 1 1
Precinct Official I 1 1 -
Precinct Official II 3 3 -
Precinct Official III 1 1 -
Temporary Election Clerk 10 10 10 —
Temporary Precinct Official III 1 1 -
Total 29 29 29
•
46
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COUNTY PHYSICIIS
COUNTY PHYSICIANS
DEPARTMENT SUMMARY
•
Mission Statement
To render medical opinions, advise on medical matters and conduct physical
examinations as requested by the Mayor's Office and other agencies of the County.
Department Goals.
Assist the County in creating a safe and healthy environment for its employees by
providing professional medical service.
Program Description
1. Provides pre-employment, PUC and other authorized physical examinations.
2. Provides review of workers' compensation claims.
3. Reviews certain sick leave cases.
4. Assists in police investigations and coroner's cases.
5. Advises County on medical matters.
Program Objectives
Continue to serve the County diligently as in the past.
Funding Source and Position Count
General Fund $192,000 General Fund 4
Grant Revenue - Grant Revenue
Total Budget: $192,000 Total Number of Positions 4
47
COUNTY PHYSICIANS
COUNTY PHYSICIANS
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Estimate Estimate
Number of Positions 4 4 4
Salaries and Wages 132,797.26 133,826 192,000
Program Total 132,797.26 133,826 192,000
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Estimate Estimate
County Physician 1 1 1
Assistant County Physician - - 1
Assistant County Physician 1/2T 1 1 -
Assistant County Physician 1/4T 2 2 2
Total 4 4 4
48
ELDERLY ACTIVITIES
ELDERLY ACTIVITIES
DEPARTMENT SUMMARY
Mission Statement
To provide a wide array of services for the public with excellence, integrity and aloha.
Department Goals
Coordinated Services Unit
1. To promote self-sufficiency by providing services to help recipients achieve, restore,
or maintain independent living and self-direction.
2. To prevent or reduce premature or inappropriate institutional care through the
provision of home-based care which would allow the recipient to remain in or return
home.
Retired & Senior Volunteer Program
1. To address critical community needs through significant volunteer services.
2. To provide a high quality volunteer experience and opportunities for persons 55 and
older.
3. To ensure that volunteers are provided the needed orientation, in-service instructions,
appropriate assignments, individual support and supervision, and recognition for their
volunteer services.
Nutrition—Congregate Nutrition Services
1. To provide meals to individuals 60 years of age and older in congregate settings.
Each meal shall meet the recommended dietary allowance (RDA) as established by
the Food and Nutrition Board of the National Academy of Sciences.
Funding Source and Position Count
General Fund $2,433,282 General Fund 56
Grant Revenue $1,488,675 Grant Revenue/Other 6
Other $ 251,086
Total Budget: $4,173,043 Total Number of Positions 62
49
ELDERLY ACTIVITIES
DEPARTMENT SUMMARY
Department Goals (continued)
Nutrition—Home Delivered Meal Service
1. To deliver meals to the homes of individuals 60 years of age and older who are
homebound due to illness or disability. Each meal shall meet the Recommended
Dietary Allowance (RDA) as established by the Food and Nutrition Board of the
National Academy of Sciences.
•
•
50
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Program Description
The Coordinated Services Program for the Elderly (CSE)provides comprehensive direct
services for adults 60 years and older, and individuals 18 years and older with disabilities
as required by the Federal contract through Hawai`i County Office of Aging.
Coordinated Services' 29 full-time staff are responsible for providing Information and
Assistance, Outreach, Chore, Transportation, and Other Support Services such as Kupuna
Care distribution, and Advocacy.
Program Objectives
The CSE staff will promote maximum independence, optimum health,personal dignity
and self-enrichment by:
1. Providing information and assistance services to 5,000 older adults.
2. Providing outreach services to 900 adults.
3. Providing transportation services to 1,000 older adults and accomplishing 34,000 trips •
annually.
4. Providing transportation services to 50 individuals less than 60 years of age with
disabilities and accomplishing 1,000 trips annually.
5. Providing and completing 3,500 referrals.
6. Providing individuals with disabilities/older adults with 2,500 hours of chore services
annually.
Program Highlights
• Staff provided 5,603 seniors with information and assistance services and 1,070
seniors with outreach services. There were 3,501 referrals which included food
stamps, Medicaid, SSI benefits,housing assistance, legal aid, energy assistance, etc.
• Staff provided transportation services to 58 individuals under 60 years with
disabilities and accomplished 1,048 trips.
• Staff provided transportation services to 1,146 seniors and accomplished 33,515 trips.
• Staff issued the Hawai`i County Senior Identification Cards to 975 seniors.
• Staff assisted clients with in-home chore services and provided a total of 2,615 hours.
• During the months of February to March, CSE East Hawai`i staff assisted AARP with
tax preparations. As a result, over 1,000 preparations were completed.
51
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
*Information and Assistance
Unduplicated Number of Seniors Served 5,603 3,500 5,000
*Outreach
Number of Seniors Served 1,070 900 900
*Transportation
_Unduplicated Number of Seniors Served 1,146 1,000 1,000
Total Trips 33,515 34,000 34,000
Unduplicated Number of Persons w/Disabilities
Under 60 years of age served 58 60 50
Total trips - 1,048 1,000 1,000
*Referrals 3,501 3,500 3,500
*Chore
Total Hours 2,615 3,000 2,500
*Contract Purchase of Service Objectives for Title III
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 31 31 31
Salaries and Wages 1,100,758.28 1,306,520 1,337,469
Operations 159,443.76 244,844 234,202
Equipment 178,640.88 101,000 23,000
Program Total 1,438,842.92 1,652,364 1,594,671
52
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Clerk III 1 7 1 1
Community Service Program Assistant I 8 8 8
Community Service Program Assistant I(Temp) 1 1 1
Community Service Worker I 8 8 8
Community Service Worker II 1 1- 1
Community Service Worker III ' 6 6 6
Community Service Worker III(Temp) 1 1 1
Depaitiuental Data Processing Coordinator I 1 1 1
Elderly Activities Operations Assistant Director 1 1 1
Program Director III(Older Adults) 2 2 2
Total 31 31 31
53
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Program Description
Mission To improve lives, strengthen communities, and foster civic engagements
through volunteer service.
The Retired and Senior Volunteer Program(RSVP)provides diverse and meaningful
volunteer opportunities for persons 55 years and older. Through volunteering, RSVP
volunteers are able to remain active, contributing members of the community thereby
enhancing the overall quality of their lives. Their volunteer services also help private,
non-profit, and public agencies (volunteer stations)to deliver services to meet a wide
range of community needs.
Some examples of RSVP volunteer assignments include: tutoring elementary students;
helping in libraries; delivering meals on wheels; screening blood pressures; instructing
senior crafts and activities; assisting with senior transportation; doing friendly visiting;
entertaining in hospitals and care homes; helping at blood banks, food banks,non-profit
health agencies and museums; staffing public information booths; helping in hospitals;
beautifying public areas; and assisting with community events and special projects of
agencies.
Program Objectives
Provide a variety of opportunities for retired and senior persons aged 55 or older to
participate more fully in the life of their community through significant volunteer
services.
1. Plan and coordinate diverse and meaningful volunteer opportunities to 1,000 persons
55 years and older.
2. Assist significantly in meeting community needs by providing 100,000 hours of
volunteer service.
3. Facilitate volunteer services through 150 volunteer stations.
4. Provide 55 volunteers to assist in Food Basket Distribution.
5. Provide 25 volunteers to assist in Hawai`i County Nutrition Meals On Wheels
Program.
6. Provide 20 volunteers to assist in AARP's Tax Preparation Program.
7. Provide 900 volunteers in other community priorities.
54
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Program Highlights
• We used an alternative method to recognize volunteers, which was approved by the
federal grantor. Gift cards from various restaurants were provided to RSVP
volunteers in place of a luncheon.
• The RSVP program provided Accidental Liability Insurance for coverage of the
volunteers.
• Mileage reimbursements were processed for approximately 350 volunteers.
• Ensured compliance with the Corporation for National and Community Service,
AmeriCorps Seniors.
• Worked in partnership on food distribution to provide volunteers for Food Basket and
other agencies,volunteer support for Meals On Wheels, and Tax Aide assistance as
specified under successful impact project per the Federal grant.
• RSVP volunteers assisted with special projects such as the Hawai`i Island Adult Day
Care Fundraiser and the Hawaii County Office of Aging's mass mailing. RSVP also
provided volunteer support to other Elderly Activities Divisions.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Number of Volunteers 962 1,000 750
Number of Volunteer Hours 61,364 100,000 75,000
Number of Volunteer Stations 208 150 125
Number of Food Basket Volunteers-Kupuna Pantry 60 55 55
Number of Meals On Wheels Volunteers 7 25 25
Number of AARP Tax Prep Volunteers 25 20 20
Number of Other Community Priorities Volunteers 870 900 650
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 4 4 4
Salaries and Wages 188,833.68 228,796 239,116
Operations _ 115,030.08 157,861 159,351
Equipment - 4,242 3,752
Program Total 303,863.76 390,899 402,219
55
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Community Service Program Assistant I 2 2 2
Program Director IV(Older Adults) 1 - 1 1
Total 4 4 4
56
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Program Description
Congregate Nutrition Services
The Older Americans Act authorized funding for local community programs to provide
nutrition services to the elderly. The congregate meal program is designed to provide
older individuals, aged 60 and older, with at least one low cost,nutritious meal, five days
a week in a congregate setting. The program includes nutrition and health education,
health assessments,recreational activities and other appropriate services for older
individuals.
Home Delivered Meal Service
The Older Americans Act authorized funding for local community programs to provide
nutrition services to the elderly. The home delivered meals program or"Meals On
Wheels" is an integral part of a community based health care system. Participants
receiving home delivered meals are aged 60 and older and homebound due to illness or
disability. The home delivered meals program provides once a week five nutritious
meals delivered directly to the participants' home.
Program Objectives
Congregate Nutrition Services
To provide 60,000 nutritious meals, each containing a third of the U.S. RDA,to 900 older
individuals, aged 60 and older, at 15 congregate nutrition sites throughout Hawai`i
County.
Home Delivered Meal Service (Meals On Wheels)
To deliver 60,000 nutritious meals, each containing a third of the U.S. RDA,to 300 frail,
homebound older individuals, aged 60 and older, throughout Hawai`i County.
57
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Program Highlights
• P&R was notified that the Hawaii County Office of Aging is providing two Hotshot
vehicles that will be arriving in late fall 2023. Funding for these vehicles was
provided by HCOA CARES monies.
• The Meals On Wheels East and West Hawai`i vendor, Hawai`i County Economic
Opportunity Council (HCEOC), continued to adhere to federal requirements by
providing modified meals lower in sodium, sugars and fats.
• A new hire for the Community Service worker III 1/2-time position was hired for the
Pahoa congregate site. Nutrition currently has six 1/2-time positions vacant.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
• Actual Budget Estimate
Congregate Nutrition Services
Unduplicated Elderly Served 580 900 900
Total Meals Served 32,261 60,000 60,000
Home Delivered Meal Service
Unduplicated Elderly Served 444 300 300
Total Meals Served 69,450 60,000 60,000
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 27 27 27
Salaries and Wages 585,312.32 745,018 779,596
Operations 790,559.66 1,3 89,132 1,3 84,232
Equipment - 1,625 12,325
Program Total 1,375,871.98 2,135,775 2,176,153
58
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Clerk III 1 1 1
Community Service Program Assistant II 1 1 1
Community Service Worker III 1/2T 15 15 15
Home Delivered Meals Worker Hrly 6 6 6
Program Director IV(Older Adults) 1 1 1 •
Van Driver 1 1 1
Van Driver 1/2T 1. 1 1
Total 27 27 27
•
•
•
59
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ENVIRONMENTAL
MANAGEMENT
I \
ENVIRONMENTAL MANAGEMENT
DEPARTMENT SUMMARY
Mission Statement
To maintain a clean,healthy island environment and promote stewardship and sustainability
by managing wastewater and solid waste services, waste reduction and resource recovery in a
comprehensive, responsive, safe and efficient manner.
Department Goals
1. To improve infrastructure, operations and procedures at the 21 transfer stations and to
increase recycling rates, facility efficiency and reduce costs.
2. To educate the public regarding the department's facilities and approach to management
of solid waste via public outreach methods.
3. To continue to educate the public on current recycling programs and the importance of
reduce, reuse, and recycle. Make recycling easy, which helps with landfill diversion on
the path to zero waste.
4. Continue to encourage and support the diversion of solid waste from existing landfills
and maximize the reuse, reclamation, or re-purposing of our solid waste stream.
5. To repair, replace, or rehabilitate existing sewer infrastructure.
6. To continue the Wastewater Division's Asset Management Program to ensure efficient
and effective operations.
7. To provide reuse water to the community to put treated wastewater effluent to beneficial
•
use.
8. Maintain a continuous improvement environment within the department so as to
encourage increased productivity and efficiency.
9: Investigate and implement, where economically feasible, alternative wastewater
treatment technologies.
10. Participate in the State and local effort on the cesspools conversion to ensure compliance
by 2050.
11. To establish more robust self-sufficient funding programs for both solid waste and
wastewater services.
Funding Source and Position Count
General Fund $2,194,410 General Fund 30
Grant Revenue - Grant Revenue/Other 2
Split Funding -
Total Budget: $2,194,410 Total Number of Positions 32
60
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Program Description
The Environmental Management Director serves as technical advisor to the Mayor,
Managing Director, Environmental Management Commission, and County Council on
matters pertaining to wastewater treatment and disposal, solid waste processing and
disposal, resource recovery,the recycling and disposal of all vehicles, and the removal of
the derelict and abandoned vehicles.
The Environmental Management Administration Office provides personnel management,
accounting and billing support services as well as providing general supervision and
control of the administration and operation of the Wastewater and Solid Waste Divisions
and the Business Services Section.
The Environmental Management Administration Office also provides personnel, clerical,
technical and financial support for the Environmental Management Commission.
Program Objectives
1. Establish sewer fee rates at a level to cover expenses of operations,maintenance,
repairs, and replacements.
2. Maintain vehicle disposal fee system to assure financial self-sufficiency for the
Vehicle Disposal program.
3. Improve the status of Wastewater accounts receivable. Reduce the average number
of days in receivables by 5% annually. Reduce the percentage of balances over 90
days past due by 5% annually.
4. Maintain the status of Solid Waste accounts receivable with an average number of
days in receivables less than 35 days and a percentage of balances over 90 days past
due less than 2%.
Program Highlights
• Completed major renovations at the Wai`ohinu Recycling and Transfer Station.
• Completed negotiations with the U.S. Environmental Protection Agency on a
Countywide Administrative Order on Consent (AOC)regarding wastewater facilities.
The AOC is expected to be signed in FY 2023-24.
• Took on the enforcement of a new law that reduces the use of chemicals found in
sunscreens.
• Expanded the Derelict and Abandoned Vehicles Program to allow removal of
vehicles off private property to clean up neighborhoods.
61
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Tipping fees as%of Solid Waste Fund expenditures 35% 30% 30%
Vehicle Disposal Fund Fee paying for%of program 100% 100% 100%
Days in Accounts Receivable in Wastewater Division 54 52 50
Days in Accounts Receivable in Solid Waste Division 32 31 31
%of Accounts Receivable over 90 days,Wastewater 30% 28% 27%
%of Accounts Receivable over 90 days, Solid Waste 2% 2% 2%
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 30 32 32
Salaries and Wages 1,275,645.39 1,815,299 1,977,650
Operations 1,045,641.61 191,535 202,385
Equipment 85,530.89 21,825 14,375
Program Total 2,406,817.89 2,028,659 2,194,410
62
ENVIRONMENTAL MANAGEMENT
.__ ADMINISTRATION �
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Director of Environmental Mgmt 1 1 1
Deputy Director of Environmental Mgmt 1 1 1
Account Clerk 4 4 4
Accountant I 3 3 3
Accountant III 1 1 1
Accountant IV 1 1 1
Business Manager 1 1 1
Clerk III 2 2 2
Contracts Clerk 1 1 1
Credit& Collections Clerk 1 1 1
Departmental Contracts Asst - 1 1
Environmental Mgmt Planner 1 1 1
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Information&Education Specialist II 1 1 1
Private Secretary 1 1 1
Safety&Driver Improvement Coordinator 1 1 1
Safety&Driver Improvement Supervisor 1 1 1
SCADA Program Manager - 1 1
Senior Account Clerk 3 3 3
Student Helper I 3 3 3
Student Helper II 1 1 1
Total 30 ` 32 32
•
63
FINANCE
FINANCE
DEPARTMENT SUMMARY
Mission Statement
The Department of Finance provides efficient and effective financial services fairly,
accurately and courteously. We serve our customers with pride and respect and enable
other departments to carry out their mission.
Department Goals
1. To facilitate an integrated county-wide financial needs plan.
2. To continue development and maintenance of fiscal policies and procedures for the
County of Hawai`i.
3. To encourage networking to facilitate intra and inter-governmental working
relationships.
4. To continue an ongoing customer service and public relations program that facilitates
interaction with the public and other departments.
5. To continue an ongoing training program to improve employee skills, including
technical training and mentoring for all personnel.
6. To continue a cross-training plan for employees for all core areas.
7. To develop and maintain written operational procedures that address the various
functions of the Finance Department to promote proper and consistent service.
Funding Source and Position Count
General Fund . $18,423,327 General Fund 146
Grant Revenue $ 1,927,420 Grant Revenue/Other 19
Other $ 800,000
Total Budget: $21,150,747 Total Number of Positions 165
64
FINANCE
ADMINISTRATION/BUDGET
Program Description
Administration
The Office of the Director plans, directs, controls, and coordinates the activities of the
Finance Department. The department head and staff advise the Mayor of the
development and execution of administrative policies and assist the Mayor in the
•
preparation and execution of the operating and capital budgets. In addition,the Finance
administration section provides certain auxiliary services to departments and agencies.
The Budget Division plans, directs, and coordinates the formulation,preparation,
execution,review and analysis of the County's operating budget and operating program.
Budget also monitors budget appropriations and actual expenditures to ensure compliance
with the law and also advises County officials on budgetary and long-range planning
matters.
Program Objectives
Administration
1. Conduct training sessions, large and small group settings as needed, for county
financial personnel. Desired outcome is to provide a training media for financial
support staff
2. Maintain interaction and education for the public by participating in community
meetings and by conducting workshops on the various finance areas, including
budget,purchasing and real property tax related areas.
3. Conduct informational sessions or distribute instructive materials to division
managers, supervisors and/or staff at least four times per year, covering new or
changing regulations,rules and procedures that affect employee relations or benefits.
4. Refer procurement protests to Corporation Counsel within three working days of
receipt.
Budget
1. Plan, direct and execute the formulation of the county's operating budget.
2. Prepare transmittal letters,resolutions, and/or bills for the appropriate approvals and
signatures for all,fully-completed requests for council action received three days prior
to the County Council's submittal deadlines.
3. Provide guidance and assistance to departments/agencies to ensure the fiscal
responsibility and accountability in developing the operating budget.
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FINANCE
ADMINISTRATION/BUDGETA . W
Program Objectives (continued)
4. Receive and process County of Hawai`i nonprofit grant applications.
Program Highlights
Administration
On June 21, 2023,we issued $99M in general obligation bonds. The proceeds of the
bond were used to retire bond anticipation notes previously issued and to pay for the cost
of certain capital improvement projects of the County including the Hilo Wastewater.
Treatment Plant Project.
On March 2, 2023, we also issued the Hawai`i County Community Facilities District
No. 1-2021 (Kaloko Heights Project) Special Tax'Revenue Bonds Series 2023. Neither
the full faith and credit nor the general taxing power of the County or the State of
Hawai`i is pledged to the payment of these bonds. They are limited obligations of the
County payable solely from the Special Taxes.
Budget
1. A balanced budget of$833,406,623 was approved for FY 2023-24 in June 2023.
2. The Budget Office continued to provide guidance and assistance on budget/finance
issues and items requiring legislative action. 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. The Budget Office processed 218 nonprofit grant applications for FY 2023-24.
Seventy-five grants were awarded by the County Council totaling $2,497,500.
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FINANCE
ADMINISTRATION/BUDGET
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Nonprofit Grant Agreements Processed 75 150 90
Request for Council Action Forms Processed 143 170 160
Training Sessions Held for County Fiscal Personnel 13 15 15
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 8 8 8
Salaries and Wages 686,733.99 704,713 816,432 _
Operations 17,180.88 23,870 29,370
Equipment 4,957.44 500 500
Program Total 708,872.31 729,083 846,302
Personnel Position Summary .
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
_Director of Finance 1 1 1
Deputy Director of Finance 1 1 1
Budget Administrator 1 1 1
Budget Specialist 1 1 1
Clerk III 1 1 1
Human Resources Specialist II 1 1 1
Human Resources Technician I 1 1 1
Private Secretary 1 1 1
Total 8 8 8
67
FINANCE
ACCOUNTS
Program Description
The Accounts Division maintains general accounting and fixed asset depreciation records
of the County; provides useful, accurate and timely financial reports to the public and
agencies;prepares payrolls and pension rolls;pays all obligations of the County; supports
the Pension Board.
Program Objectives
1. Close FY 2023-24 books and issue final June 30 Budget Status Report by October 15,
2024, and determine the General Fund's fund balance by September 30, 2024.
2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the
Government Finance Officers Association(GFOA) for the County's June 30, 2024
Annual Comprehensive Financial Report.
3. Close the books and have the monthly budget status reports available in FRESH
within ten working days after the end of the month or close of the previous month,
whichever is later, except for June, July,August, September, and October.
4. Support the FRESH (Financial and Resource Enterprise Software for 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.
5. Ensure that all claim payments made are proper and legal by pre-auditing 100% of
payment requests for accuracy and propriety, returning items that are not accurate or
proper to departments for correction.
6. Provide certificate of the availability of funds on County contracts within three
working days of the contract's submission to Accounts Division.
7. Pay vendors promptly by issuing all warrants for claims within seven working days of
the receipt of the invoice by Accounts Division.
8. Ensure that all employees receive the correct amount of pay and related benefits by
pre-auditing 100% of payroll claims for accuracy and compliance with legal and
contractual requirements and filing all required payroll tax forms and returns on time.
•
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FINANCE
ACCOUNTS
Program Highlights
1. The County received a Certificate of Achievement for Excellence in Financial
Reporting from the Government Finance Officers Association for its June 30, 2022
Annual Comprehensive Financiat Report.
2. The Accounts division spearheaded the numerous discussions and analyses to enable
the County to complete its selection of an Enterprise Resource Planning (ERP)
software provider. We are currently working on negotiating a ten-year contract for a
system that will include areas such as general ledger, budgeting,human resource
management, payroll, capital asset management and accounts payable. This will
replace the current system (FRESH),which is outdated and will no longer be
supported.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Claims Checks&Electronic Funds Transfers Issued 39,766 38,000 40,800
Payroll Checks Issued 3,859 3,400 4,300
Direct Deposit Stubs Issued 60,281 61,500 61,500
Funds Maintained 44 44 44
Contracts,Amendments&Change Orders Certified . 1,310 950 1,150
Pensioners 15 15 13
Regular&Part-Time Employees 2,737 2,650 2,800
Program,Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 13 14 14
Salaries and Wages 730,161.69 890,106 1,095,656
Operations 182,987.56 3,740,195 3,752,665
Equipment 2,854.60 100 100
Program Total 916,003.85 4,630,401 4,848,421
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FINANCE
ACCOUNTS
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant II 2 2 " 2
Accountant V 1 1 1
Accounts Payable Supervisor 1 1 1
Assistant Controller - 1 1
Controller 1 1 1
Financial Systems Analyst 1 1 1
Payroll Specialist II 1 1 1 --
Pre-Audit Clerk I 3 3 3
Program Manager 1 1 1
Senior Account Clerk 1 1 1
Total 13 14 14
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FINANCE
INTERNAL CONTROL & TAT
Program Description
The Internal Control &TAT Division conducts periodic compliance checks related to
cash handling procedures, inventory control policies, fraud detection, and other related
financial security protocols. This division also established a transient accommodations
tax collection and compliance section to receive,process, and reconcile Hawai`i County
Transient Accommodation Tax(HCTAT)payments as well as initiate collection actions
when required.
Program Objectives
Internal Control
1. Review departmental policies and procedures related to financial controls and asset
protection.
2. Identify potential control weaknesses and develop enhanced security procedures to
reduce opportunities for fraud, create additional accountability, and build greater
public trust.
Transient Accommodations Tax
1. Contact and collect on delinquent taxpayers with the establishment of the taxpayer
activity reports.
2. Draft proposed installment/settlement agreement.
3. Draft proposed Director of Finance rules.
Program Highlights
• Assisted Community Development Block Grant—Disaster Recovery program with
hiring an Internal Auditor and providing guidance to the Internal Auditor in executing
performance reviews related to the CDBG-DR funding, conducting fraud, waste and
abuse investigations related to the CDBG-DR funding, and identifying higher level
risk areas within the program.
• Developed a computer system to manage the Hawai`i County portion of the Transient
Accommodations Tax including state filings,payments, and collection activities.
• Began distributing taxpayer activity reports to taxpayers.
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FINANCE
INTERNAL CONTROL & TAT
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
IC-Surprise Cash Counts Conducted 0 6 6
IC-Division/Agency Policy&Procedure Reviews 1 4 4
TAT-Payments Received/Processed 31,010 33,000 35,000
TAT-Delinquency Notices Issued 0 1,500 1,500
TAT-Formal Collection Actions Initiated 0 10 10
TAT-Appeals Filed 0 30 30
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 4 4 4
Salaries and Wages 141,472.64 273,822 277,722
Operations 2,062.90 6,250 6,750
Equipment 4,408.16 1,200 700
Program Total 147,943.70 281,272 285,172
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Accountant I 1 1 1
Credit and Collection Clerk - - 1
Internal Control Manager 1 1 1
Senior Account Clerk 2 2 1
Total 4 4 4
72
FINANCE
PROPERTY MANAGEMENT
Program Description
The Property Management Division is responsible for the acquisition and disposal of the
County's real property including land,remnants, easements, sale of abandoned roads,
buildings, other miscellaneous real property assets, equipment, and vehicles. This
includes the acquisition of Right-of-Ways, Governor's Executive Orders for State owned
lands, easements,right-of-entries, and other types of real estate interests in connection
with the Department of Public Works, Department of Environmental Management,
Department of Parks and Recreation and other general County purposes.
The Property Management Division is responsible for being the office of record for the
maintenance of records related to the County's acquisition and disposal of real and
personal property assets.
The division manages, administers, and maintains the fiscal responsibility for the leasing
of private lands for County use in addition to leasing County land and buildings to private
users.
The division is responsible for the negotiation and acquisition of easements or land
authorized by the County Council utilizing the Public Access, Open Space and Natural
Resources Preservation Fund (FUND). Once land or easement is acquired with the
FUND,the division is responsible to review, evaluate, recommend, and contract grant
funding for the maintenance, management, and stewardship of these acquisitions to
eligible stewardship grant applicants. This grant funding comes from the Preservation
Maintenance Fund (MNT FUND). The financial public posting of both funds is the
responsibility of the Property Management Division.
The division supports the Public Access, Open Space and Natural Resources Preservation
Commission(PONC) and transmits annual recommendations to the Mayor. In addition,
PONC reviews and forwards recommendations to the Department of Finance on MNT
FUND applicants.
Program Objectives
1. Provide support for PONC in meeting its requirement of submitting its annual list of
prioritized properties to the Mayor by December 31, 2024.
2. Provide support and maintain public posting of meetings, forms, information,
financial reports, etc. on the county website for public documents.
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FINANCE
PROPERTY MANAGEMENT
Program Objectives (continued)
3. Identify and initiate negotiations on the purchase of the next property pursuant to
recommendations by PONC, the Mayor, and as authorized by the County Council.
4. Provide support for PONC as they review, evaluate, and make recommendations to
the Director of Finance regarding applications for stewardship grants from the MNT
Fund.
5. Provide support for grant awardees in the maintenance, stewardship, and management
of properties acquired by the fund.
6. Provide support for the land management and right-of-way acquisition needs for all
County departments.
7. Provide administrative and fiscal management of County leased properties and ensure
leases are paid on time.
8. Dispose of surplus real property as requested by departments and authorized by the
Director of Finance.
9. Dispose of used equipment or vehicles as requested by departments and authorized by
the Director of Finance.
10. Maintain the Personal Use of vehicles as requested by departments and authorized by
the Director of Finance.
11. Maintain the fixed assets of vehicles quarterly status reporting as requested by Risk
Management and County Corporation Counsel.
12. Maintain the fixed assets record system of County property and submit the annual
fixed asset report to the County Council.
13. Hold at least one public auction for the disposal of useable surplus County owned
personal property.
14. Maintain all public posting on public websites or legal advertising relating to PONC
and other Property Management events.
Program Highlights
The County acquired three fee simple properties consisting of 50.9 acres, located at
Keauhou Bay,North Kona, and Halelua,North Kohala. We continue to preserve coastal
areas, forests,natural beauty, buffer zones, natural resources, access to beaches,heiau,
the Bay, and numerous cultural significant sites with the Fund.
Presently,the division is working with Hawaiian Island Trust,who acquired matching
funds from the U.S. Fish and Wildlife Service (USFWS)Recovery Land Acquisition
(RLA) grant and other private donations.
74
•
FINANCE
PROPERTY MANAGEMENT
Program Highlights (continued)
The County is anticipating to co-hold, a Conservation Easement with the State of Hawai`i
through its Board of Land and Natural Resources for Haloa `Aina, South Kona. The
• property consists of 2,733 acres in South Kona dedicated to protecting and conserving
wildlife habitat, a watershed,pristine native forest(Sandalwood,Koa, Mamane, `Ohi`a,
etc.), numerus cultural sites, and a reforestation program.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Surplus personal property auctions 0 1 1
Surplus real property sales 0 1 1
Real property transactions 23 20 28
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 4 • 6 6
Salaries and Wages •
266,603.22 321,389 341,811
Operations 1,904,459.42 3,092,435 3,070,058
Equipment 0.00 82,900 100
PONC—Open Space Commission 5,907.19 5,140 5,140
• Program Total 2,176,969.83 3,501,864 3,417,109
•
•
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Property Management Specialist 1 1 1
Property Manager 1 1 1
Property Management Technician 1 1 1
Senior Account Clerk 1 3 3
Total 4 6 6
•
75
FINANCE
PURCHASING
Program Description
The Purchasing Division assists all County agencies and programs in the purchasing of
required goods and services in accordance with Hawai`i Revised Statute 103D, Finance
Director Rules and Hawai`i County Purchasing Procedures. It is the mission of the
Purchasing Division to procure quality goods and services that meet the user's needs, at a
reasonable cost, in a fair and impartial manner, and with the maximum feasible amount of
competition. Construction projects are procured through the Public Works Department.
Program Objectives
1. Use technology effectively by processing 95% of all IFBs, RFPs and RFQs using
Public Purchase,the division's chosen e-procurement system.
2. Conduct a minimum of three vendor outreach opportunities annually to promote
"doing business with the County" and to encourage competition for future
opportunities.
3. Provide outstanding customer service to departments and agencies for purchases less
than the formal bidding limits,by completing the request for quotation process 95%
of the time within ten working days of receipt.
4. Provide outstanding customer service by processing 95% of routine documents
(invoice payment approvals, contracts, change orders and supplemental agreements)
within two working days of receipt, including electronic approvals.
5. Conduct a minimum of three internal procurement trainings annually with County
agencies to yield more effective procurement results.
Program Highlights
1. The Purchasing Division worked hard to address a workload that was much higher
than anticipated. These numbers are shown in the Program Measures chart,but to
summarize,the team processed 370%more contracts, reviewed and routed 224%
more Change Order and Supplemental documents, and approved 25%more invoices
than was budgeted for.
2. The Purchasing Division managed several large procurements through to the contract
stage,notably being the lead agency in a Cooperative with the Counties of Maui and
Kaua`i for the furnishing and delivering of battery electric buses and chargers for all
three counties, and the Enterprise Resource Planning System to replace the County's
current financial software, and also recognizing and combining several past
requirements into one to fulfill the County's Air Conditioning Maintenance
requirements.
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FINANCE
PURCHASING
Program Highlights (continued)
3. The Purchasing Division worked closely with Corporation Counsel to review the
1994 General Terms and Conditions and update them to current laws and
regulations.
4. The Purchasing Division worked closely with Corporation Counsel to create and
update standardized work templates for solicitations and special provisions,making
work more efficient and streamlined for the client departments.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Purchase Orders Issued 2,541 2,000 2,500
Invoice Payment Approvals 11,844 9,500 11,000
Requisitions Received 2,644 2,000 2,500
Contracts Completed* 554 150 550
Advertised Formal Bids and Requests for Proposals 116 125 125
Informal Written Requests for Quotations 501 700 700
Contract, Change Order& Supplemental Agreement 839 375 750
Review for Compliance*
Sole Source Approvals(Exceeding$25,000) 47 10 30
Professional Services exceeding$5,000 78 30 60
*As of FY 2022-23,measures include all contracts reviewed by the Purchasing Division(previously only
Purchasing initiated contracts were reported)
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 6 7 7
Salaries and Wages 278,210.34 392,396 427,415
Operations 102,250.87 166,200 166,200 ,
Equipment 660.00 250 250
Program Total 381,121.21 558,846 593,865
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FINANCE
PURCHASING
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Buyer I 1 1 1
Buyer III 1 1 1
Contracts Clerk 1 1 1
Procurement&Specifications Specialist 1 2 2
Purchasing Agent 1 1 1
Student Helper I 1 1 1
Total 6 7 7
78
FINANCE
REAL PROPERTY TAX
Program Description
The role of the Real Property Tax Division is to assess all real property in a uniform and
equitable basis for purposes of real property taxation. All real property is assessed based
on fair market value as of January 1. The division is also responsible for collecting all
taxes,processing exemptions,programs, dedications and coordinating the appeals as
imposed by Chapter 19, Hawai`i County Code, as amended.
Program Objectives
1. Attain sales assessment mean ratio +/- 10% from the 100% assessment and attain a
co-efficient of dispersion at+/- 15% of the mean ratio.
2. Maintain an active educational and informational program on real property taxation:
3. Initiate proceedings for two real property tax foreclosure sales to reduce the number
of delinquent accounts and dollar amount of delinquent taxes owed to the County.
4. Mail 1,000 preliminary tax sale letters.
5. Close 1,000 delinquent accounts.
6. Attain processing of documents within four weeks of receipt from State of Hawai`i,
Bureau of Conveyances.
Program Highlights
1. The number of appeals decreased this past year. The past three years appeal counts
were 345 in FY 2021-22, 835 in FY 2022-23 and 412 in FY 2023-24. While the past
economic outlook and real estate trends have not held to a recession or"soft landing"
as previously indicated, more economists are predicting values will soften by the end
of the 2024 calendar year as interest rates continue to rise. During the end of FY
2022-23,there were two vacancies on the Board of Review which delayed the start of
the appeal hearings. Once the County had confirmed two new Board members there
were two appeal hearings.
2. The Division continues to work on the compliance review process for the
homeowner's program. In the past four years,the compliance analyst has recaptured
over $4,000,000. This process is expected to continue and recapture additional
revenue.
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FINANCE
REAL PROPERTY TAX
Program Highlights (continued)
3. In 2023,the County Council was busy with changes to the agricultural, homeowner
• exemption and solar water heater programs. Finance Director Rules and Regulations,
forms, information(both in hardcopy and website),procedures and guidelines
relevant to the changes are being updated.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Parcel Count(taxable) 140,905 141,000 141,100
Parcel Count(non-taxable) 6,250 6,300 6,300
Number of Tax Bills(1st and 2nd half) 227,623 230,000 230,000
Number of Agency Records(1st and 2nd half) 63,759 64,000 64,000
Assessment Appeals 835 600 600
Number of Condominium Units 14,131 13,200 14,200
Current Year Balance at 6/30(millions) 10.3 15.0 15.0
Prior Year Balance at 6/30(millions) 16.7 10.0 14.0
Delinquent Taxes at 6/30(millions) 27.0 25.0 29.0
Sales Assessment Median Ratio 84% 90% 90%
Coefficient of Dispersion 12% 11% 11%
Appraisal Section
Agricultural and Land Inspections 3,173, 3,700 3,700
Building Inspections 6,344 2,000 3,000
Appeal Inspections 835 600 600
Clerical Section
Exemptions Processed 4,996 5,000 6,500
Amended Assessment Notices Prepared 1,034 800 900
Half Year Exemptions Processed* 1,173 1,200 1,200
Collections Section __ _
Current Year Collection(Targeted Revenue) 441,694.702 430,000,000 463,000,000
Prior Year Collection(Targeted Revenue)- 10,314,408 15,000,000 15,000,000
Total is included in Current Year Collection
(Targeted Revenue)
Delinquent Accounts Closed 6,131 1,000 1,000
Foreclosure Action: 2 2 2
Properties Sold 156 225 200
RPT Revenues Collected(not including surplus) 553,207 800,000 600,000
Mapping Section
Total Documents Processed 13,600 14,000 14,000
Ownership Changes 13,176 13,400 13,500
Revised Parcels 424 600 500
*New Measure implemented as of FY 2023-24.
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.
FINANCE
REAL PROPERTY TAX
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 47 51 51
Salaries and Wages 2,437,732.49 2,959,361 3,160,156
Operations 1,213,625.77 . 1,847,135 1,810,195
' Equipment 15,757.31 164,170 26,170
Program Total 3,667,115.57 4,970,666 4,996,521
Personnel Position Summary
' FY 2022-23 FY 2023-24 FY 2024-25
Position Title + Authorized Authorized Request
Abstractor I 4 4 4
Abstractor II 1 1 1
Accountant II 1 1 1
Assistant County RP Tax Administrator 1 1 1
Cashier II 2 2 2
County Real Property Tax Administrator 1 1 1
Geographic Information System Analyst II 1 1 1
Real Property Appeals Board Clerk 1 1 1
Real Property Appraiser IV 12 12 12
Real Property Appraiser V 2 2 2
Real Property Appraiser VI 1 1 1
Real Property Tax Appraisal Assistant I - 1 1
Real Property Tax Clerk 12 12 12
Real Property Technical Officer 1 1
Real Property Valuation Analyst III 3 3 3
Senior Account Clerk 1 1 1
Supervising Real Property Tax Clerk II 1 1 1
Tax Collection Assistant 3 4 4 _
Valuation Analyst Assistant Clerk - 1 1
Total 47 51 51
81
FINANCE
DISK MANAGEMENT
Program Description
The Risk Management Division is responsible for developing and implementing a
program to manage risk in order to protect County assets,minimize the interruption of
vital services, provide a safe environment for the public and County employees, and
reduce the cost of accidents and other fmancial losses.
Program Objectives
1. Continue to develop the Risk Management Division and respond to inquiries,requests
for assistance and consultation.
2. Annually meet/communicate and collaborate with departments to discuss current risk
issues, assess the policies and procedures in place and make necessary modifications
to reduce risk and improve regulation compliance.
3. Annually review the County's self-insurance program and research insurance industry
products to determine the most advantageous program to reduce potential financial loss
and provide adequate protection.
4. Meet annually/semi-annually with the Risk Management Committee to discuss
activity and current risk issues.
5. Meet monthly with the Safety Division Administrator to discuss areas of safety
concern and schedule safety and training programs to minimize the impact of such
concerns.
Program Highlights
• Performed analysis of the County's self-insured program with potential options
conditioned upon the availability of both underwriting exposure data(e.g. payroll by
WC Class Code) and loss payout data(for Liability and Workers' Compensation).
• For Lifeguard/water safety exposure, the decision was made to procure General
Liability insurance coverage, effective July 1, 2022.
• For both Excess Liability and Cyber Risk, quotes were obtained and reviewed;
however,the cost/benefit assessments did not warrant a decision to purchase
insurance in lieu of remaining solely on a self-insured basis.
• Continued refinement of statement of values for property insurance. Both for record
purposes and to address heightened insurance underwriting scrutiny. Also,to negate
inclusion of a margin clause endorsement which could negatively impact potential
claim recovery dollars by the County.
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FINANCE
RISK MANAGEMENT
Program Highlights (continued)
• Maintained the database for liability losses enhanced with litigated cases by
Corporation Counsel. Potentially to assess incidents/accidents to identify and target
areas for accident investigation and hazard correction.
• Ensured appropriate contractual risk transfer by reviewing and affording
recommendations to contracts presented by various departmental requests.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate _
Department consultations held re risk factors 40 20 35
New risk management initiatives carried out 5 6 5
Risk Management Committee meetings 0 1 0
Insurance evaluation and procurement 15 17 15
Safety Division meetings re:training 12 12 12
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 1 1 1
Salaries and Wages 112,880.00 115,888 127,504
Operations 248.65 925 925
Equipment - 100 100
Program Total 113,128.65 116,913 128,529
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Risk Management Officer 1 1 1
Total 1 1 1
83
FINANCE
TREASURY
Program
Program Description
The Treasury Division collects, manages, and invests the County's cash. Treasury
arranges financing (municipal bonds) for capital improvement projects and improvement
districts. This office assists in the improvement district(ID) and Community Facilities
District(CFD) formation process and administers the ID/CFD after the loan/bonds are
issued. Major accounting functions performed include the receipting of all revenues,
reconciliation of bank accounts, and accounting of tax-exempt capital improvement
expenditures.
Program Objectives
1. Invest 99 percent of all funds in interest-bearing accounts or certificates.
2. Maintain sufficient liquidity to meet cash requirements.
3. Maximize interest income by attaining budgeted projection while ensuring the safety
of County funds.
4. Reconcile monthly statements within 30 days of receipt.
Program Highlights
On June 21, 2023, we issued$99M in general obligation bonds. The proceeds of the
bond were used to retire bond anticipation notes previously issued and to pay for the cost
of certain capital improvement projects of the County including the Hilo Wastewater
Treatment Plant Project.
On March 2, 2023,we also issued the Hawai`i County Community Facilities District
No. 1-2021 (Kaloko Heights Project) Special Tax Revenue Bonds Series 2023. Neither
the full faith and credit nor the general taxing power of the County or the State of
Hawai`i is pledged to the payment of these bonds. They are limited obligations of the
County payable solely from the Special Taxes.
84
FINANCE
TREASURY
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Improvement District 3 3 3
General Obligation Bonds 18 18 17
Petty Cash Vouchers Paid 86 50 50
Treasury Receipts Handled 16,187 16,000 16,000
State Revolving Fund(SRF)Loans 10 10 10
Percent of Cash Invested 100% 100% 100%
Rate of Return on Amount Invested 1.77% 0.75% 2.725%
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 6 6 6
Salaries and Wages 348,265.51 371,060 394,628
Operations 22,830.11 44,778 45,278
Equipment 21,462.16 1,000 1,000
Program Total 392,557.78 416,838 440,906
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant I 1 1 1
Accountant III 1 1 1
Pre-Audit Clerk I 1 1 1
Senior Account Clerk 1 1 1
Treasurer 1 1 1
Total 6 6 6
85
FINANCE
VEHICLE REGISTRATION AND LICENSING
Program Description
The Vehicle Registration and Licensing Division administers the functions of driver
licensing, commercial driver licensing,motor vehicle registration,periodic motor vehicle
inspections, and issues bicycle, dog, and business licenses. The Driver's License Section
issues Driver's Licenses, Commercial Driver's Licenses and State Civil Identification.
The Motor Vehicle Registration Section issues vehicle, bicycle, select business
registrations and dog licenses. The Motor Vehicle Control Section authorizes and
monitors Vehicle Inspection providers.
Program Objectives
Vehicle Registration
1. Process mail within ten business days from date received.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
3. To have 90 percent of`Service Excellence Surveys' indicate "Excellent" overall
efficiency rating in responding to customer concerns.
Licensing S
1. Respond to inquiries and requests for renewals/duplicates by mail within ten business
days from date received.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent" overall
efficiency rating in responding to customer concerns.
Periodic Motor Vehicle Inspection
1. Conduct at least 560 inspections of stations issuing safety checks.
86
•
FINANCE
VEHICLE REGISTRATION AND LICENSING
Program Highlights
• The total number of licensed drivers showed an increase of 4,602 licensed drivers
bringing the total licensed drivers at the end of 2022 to 142,016. Individuals holding
a motorcycle license increased by 331 licensed drivers bringing the total number of
motorcycle licenses to 10,221.
• We saw a decrease of 53 licensed commercial drivers,the total commercial driver
license at the end of 2022 was 2,646.
• The enforcement of REAL ID compliant driver's license and state identification
credentials marked with a white star within a gold circle is scheduled to take place on
May 7, 2025. Travelers may continue to use current credentials without the white star
within a gold circle until May 7, 2025.
• State identification issuance decreased by 1,033. Total State IDs issued at the end of
2022 was 20,050.
• 29,097 individuals utilized our vehicle registration online renewal application, a
decrease of 2,643 users.
• 53,168 individuals utilized our registration renewal kiosks located at various sites
around the island.
87
FINANCE
__ _VEHICLE REGISTRATION AND LICENSING
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Vehicles(Registrations Processed) 217,319 207,912 214,261
MV Transfers 39,568 43,423 39,522
Duplicate Certificates 8,516 6,500 7,660
Non-Resident Permits 27 30 28
Business and Occupation Licenses 59 45 50
Bicycle Licenses 2,429 3,000 2,400
Dog Licenses 976 2,200 980
Subpoena Certificates 2,153 950 2,100
Written Driver's Tests 8,422 6,956 7,628
Driver Road Tests 6,420 6,500 6,591
Driver's License Issued 24,386 23,000 25,154
CDL Written Driver's Tests 1,369 1,100 1,327
State Identification Cards 5,318 3,500 5,042
Inspections of Safety Check Issuers 362 560 560
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 68 68 68
Salaries and Wages 2,635,775.55 3,786,192 3,904,184
Operations 987,234.54 1,619,347 1,596,455
Equipment 40,504.22 81,440 93,283
Program Total 3,663,514.31 5,486,979 5,593,922
88
FINANCE
VEHICLE REGISTRATION AND LICENSING
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Accountant I 1 1 1
Clerk III 4 4 4
Driver License Examiner I 9 9 9
Driver License Examiner II 3 3 3
Motor Vehicle Control Inspector I 2 2 2
Motor Vehicle Control Inspector II 2 2 2
Motor Vehicle Registration Clerk I 2 1 1
MV Financial Responsibility Clerk I 2 2 2
Senior Account Clerk 1 1 1
Student Helper I 1 1 1
Supervising Driver License Examiner 1 1 1
Supervising DL Financial Responsibility Clerk 1 1 1
Supervising Motor Vehicle Registration Clerk 1 1 1
Supervising Vehicle Registration&Licensing Clerk 2 2 2
Vehicle Registration&Licensing Administrator 1 1 1
Vehicle Registration&Licensing Clerk 35 36 36
Total 68 68 68
Cost for one of the Motor Vehicle Registration Clerk I,eight of the Vehicle Registration&Licensing
Clerk,two Driver License Clerk III, one MV Financial Responsibility Clerk,two Driver License Examiner
II and four Motor Vehicle Control Inspector(I&II)positions are reimbursed by the State Department of
Transportation.
89
FIRE
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FIRE
DEPARTMENT SUMMARY
'Mission Statement
First in fire protection and emergency services with trained professionals—dedicated to
serve with pride, honor, and compassion.
Department Goals
1. Sustain and Consistently Enhance our Emergency Response Service
2. Promote Workplace Safety and Compliance
3. Maintain Up-to-Date Policies, Procedures,MOAs, MOUs
. 4. Management of a Robust Fire Prevention and Education Program
5. Promote Workforce Excellence and Professional Development
6. Advance Health and Wellness Initiatives
7. Optimize Resource Allocation and Effective Fiscal Management
8. Implement Innovative Technology and Data-Driven Decision Making
9. Maintain and Improve Infrastructure and Assets
10. Uphold Governance, Compliance, and Risk Management Standards
Funding Source and Position Count
General Fund $44,716,216 General Fund 450
EMS Contract Revenue $27,000,000 Grant Revenue/Other 139
Hapuna/Kua Bay
Lifeguard Contract $ 1,211,527 Split Funding: GF/Grant/Other 31
Grant Revenue $ 1,341,275
Other $ 195,000
Total Budget: $74,464,018 Total Number of Positions 620
90
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Volunteer Operations
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FIRE
ADMINISTRATIVE DIVISION
Program Description
The Hawai`i Fire Department's Administrative Services Division is responsible for the
Fiscal and Human Resources Branches. This Division operates in support of the
department and the underlying mission of all-hazards response. The goal of the division
is to provide the administrative documentation and accountability for the effective
management of personnel, services, and equipment.
The Fiscal Branch is responsible for all aspects of the department's finances, including
billing, collection, procurement of goods and services, equipment and apparatuses,
accounts payable,payroll, management of grant and private funds, and recovery of
disaster relief funds. It provides short- and long-range financial planning and prepares
and manages the department's operating and capital program and budget; and provides
reports and information pertaining to the financial status of the various funds. The Fiscal
Branch provides fiscal and administrative support to 20 fire stations, a mechanic shop, a
warehouse, a communications center, volunteer stations, and the Ocean Safety Division.
The Human Resources Branch is responsible for the proper documentation and
preparation of personnel records/actions to include but not limited to the coordination of
employee's benefits such as health coverages,the Premium Conversion Plan as well as
Flexible Spending Plan, dependent care enrollment, Employees Retirement System
enrollment, beneficiary designations, Family Medical Leave Act(FMLA)requests,
workers' compensation, Total Administrative Services Corporation(TASC) benefits,
reallocations, preparation of various departmental reports for the Occupational Safety and
Health Administration(OSHA) and Federal Aviation Administration(FAA),promotions,
recruitment, and personnel files. Additionally, the branch is responsible for the
preparation and disposition of investigations, drug and alcohol testing, and disciplinary
actions as necessary.
Program Objectives
Administration:
1. Evaluate the Strategic and Long-Term Plan for the Department and have changes
published by the end of the second quarter within the fiscal year.
2. Have at least 35% of the policies and procedures reviewed and updated by the end of
the fiscal year.
Fiscal Branch:
1. Process and pay invoices within 30 days of receipt at least 90% of the time. (Goal 1)
92
FIRE
ADMINISTRATIVE DIVISION
2. Payout cash in lieu of vacation(CILV) within 90 days of termination at least 95% of
the time.
3. Update the records retention schedule by mid-year.
4. Move from paper records to electronic records in Laserfiche at least 25%per quarter.
5. Update and manage option years for contracts that may be expiring at least 45 days
prior to the expiration date.
Human Resources Branch:
1. Process personnel actions within 15 working days of receipt.
2. Continue to process HR-related items in an efficient manner to meet scheduled
deadlines countywide and fulfill the needs of our department. Successfully meet 95%
of processing deadlines.
3. Develop a department recruitment program and participate in 75% of job fairs and
recruiting meetings scheduled by the Directorate of Human Resources.
4. Manage the recruitment of new personnel and promotional actions at least 30 days
prior to the effective date in 90% of the actions.
5. Manage.personnel actions of employees within 30 days of receipt and with less than a
10% error rate.
Program Highlights
• The Fiscal Branch was able to fill several positions which has enhanced the branch's
ability to process and complete fiscal documents in a timely manner.
• A reorganization of the department's budget has allowed for greater control and
accounting of funding allocation.
• Several of the staff have attended training and seminars which has contributed to a
more efficient process.
• The Human Resource Branch has had great success in providing the necessary
paperwork for numerous hiring actions and promotional opportunities in the past
year. This work has been accomplished on time.
• The Human Resources Branch has.assistedin the development of over 16 new
positions.
• The Human Resources Branch has handled all COVID-19 mandates and testing
criteria for over 400 personnel.
93
FIRE
ADMINISTRATIVE DIVISION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Admin Actual Budget Estimate
1.Evaluate and Publish Plans by 2nd QTR FY 45% 60% 100%
2.Policies/Procedures/MOA/MOUs updated(35%) 35% 45% 35%
Fiscal Branch:
1.Invoice Settlement within 30-days,90% 85% 90% 90%
2.Pay-out of CILV's within 90 days,90% 100% 95% 95%
3.Records Retention Schedule Mid-Year Mid-Year ***
4.Transition to Electronic Records 25%per Qtr. 15% 25%per Qtr. ***
5.Option Years for Contracts 45-days 0 45-Days ***
1.Dollar value of grants applied for $557,180 $600,000 $5,000,000
2.Dollar value of grants received $494,900 $600,000 $5,000,000
Human Resources Branch:
1.Process Actions within 15 working days 100% 100% 100%
2.Process Deadlines 80% 95% 95%
3.Recruitment Plan and Job Fair Participation Deferred 75% 75%
4.Recruitment and Promotion Actions>30 days 80% 90% 90%
5.Personnel Actions within 30 days,<10%Error 5% 10% 10%
***Program Measure being phased out.
Program Expenditures
*See Fire Operations Branch
94
FIRE
ADMINISTRATIVE DIVISION
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Request
County Funded(FIRE)23 positions
Fire Chief 1 1 1
Deputy Fire Chief 1 1 1
Account Clerk 2 2 1
Accountant I 1 1 1
Accountant III 1 1 1
Accountant IV 1 1 1
Assistant Fire Chief 2 2 2
Clerk III 2 1 1
Fire Captain 6 6 2
Fire Equipment Operator 6 6 6
Human Resources Assistant 1 1 1
Human Resources Program Specialist 1 1 1
Private Secretary 1 1 1
Safety Specialist II 1 1' -
Fire Safety Specialist - - 1
Senior Account Clerk - - 1
Student Helper I 1 1 1
State Funded(EMS) 4 positions
Accountant I 1 1 1
Clerk III 1 - -
Human Resources Technician I 1 1 1
Senior Account Clerk 2 2 2
Split Funding 2 positions
Accountant I(.5Fire/.505) 1 1 1
Account Clerk(.5Fire/.5EMS) 1 1 1
Total 35 33 . 29
95
FIRE
FIRE RESPONSE SECTION
Program Description
The Emergency Operations Division represents the service delivery of emergency response
and emergency mission performance components (all-hazards) of the Hawai`i Fire
Department. The Emergency Operations Division is dependent upon the support and
assistance of other divisions, branches, and sections of the organization, in the development
of the program budget.
The Emergency Operations Division is tasked with the delivery and performance of fire
and emergency response to natural and manmade incidents on the Island of Hawai`i.
In addition to public sentiment or customer satisfaction and expectations, the various
programs are measured against recognized industry standards such as those established
by the National Fire Protection Association(NFPA). Such standards support a more
qualitative and quantitative assessment of program performance.
Program Objectives
1. Provide adequate manpower and equipment to respond to 90% of alarms within the
turnout and aggregate response times as adopted by the State of Hawai`i and industry
standards if specific response criteria are not established.
2. Maintain minimum staffing in accordance with approved levels for 95% of the year.
3. Establish a required equipment list, life cycle replacement program, and maintenance
cycle criteria for emergency response and support functions by the end of the 2nd
quarter of FY 2023-24.
4. Develop, staff, and utilize a Promotion, Transfer, and Recruit standard operating
procedure by the 1st quarter of FY 2023-24 with a less than 10% annual error rate.
5. Establish a comprehensive annual budget to ensure that operational needs are
captured and programmed for resolution 30 days prior to the budget input deadlines.
Program Highlights
• The Response Division published the first minimum staffing criteria for emergency
response. This has established minimum service level objectives in accordance with
the industry standard.
• Secured numerous apparatuses to include a big dog tanker, brush truck and class A
pumper through donations.
• Established mobile data terminals within all primary response apparatus.
96
FIRE
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FIRE RESPONSE SECTION •
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Statistical Relevant Data: Actual Budget Estimate
Fire Calls 1,200 1,400 1,456
EMS/Rescue Calls 22,000 22,500 24,235
Hazardous Conditions 350 400 416
Special Service 2,200 2,500 2,600
Good Intent 4,200 4,500 4,600
False 450 500 520
Other/Weather/Disasters . 35 50 52
Total: 30,435 31,850 33,874
Objective Measures of Success:
Firefighters Per 1000 population 1 1 1
1.Manpower/Equipment for 90%of ART 19% 90% 90%
2.Maintain minimum staffing levels 80% 95% 95%
3.Equipment and Life Cycle Plan Deferred 2'Qtr.FY23 End of FY 24
4.Develop a Promotion,Transfer,&Recruit Plan 0 <10%Error <10%Error
5.Annual Budget Submittals Deadlines 0 >30 Days >30 Days
Fire Suppression On-Scene Time(<4 min.) 7.84% 6.21% 10%
Average chute time under 80 seconds 29.57% 30.54% 35%
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 204 204 207
Salaries and Wages 30,420,178.46 32,490,729 34,916,423
Operations 3,587,634.33 3,940,313 3,553,906 .
Equipment 135,135.90 276,500 1,256,000
Program Total 34,142,948.69 36,707,542 39,726,329
97
•
FIRE
FIRE RESPONSE SECTION
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Request
County Funded(FIRE) 193 positions
Battalion Chief 6 6 7
Fire Captain 36 36 42
Fire Equipment Operator 48 48 48
Fire Fighter 90 90 93
Fire Helicopter Pilot - - 3
Federal Funded(SAFER Grant) 0 positions
Fire Captain 6 6 -*
Fire Fighter 3 3 -*
Split Funding(FIRE 50%/EMS 50%) 14 positions
Fire Fighter 15 15 14
Total 204 204 207
*SAFER Grant Funding Expires
98
FIRE
EMS RESPONSE SECTION
Program Description
The Emergency Medical Service Response Section is a part of the Emergency Operations
Division. However, it is solely responsible and contracted by the State of Hawai`i to provide
Emergency Medical Service (EMS) ambulance service for the County of Hawai`i. Although
personnel in this section are trained in the disciplines of fire and other all hazards response,
their main focus is to provide Emergency Medical Service (EMS)response, treatment and
transport.
Program Objectives
1. Provide for the arrival of an advanced life support(ALS) company within an eight-
minute response time to 90% of incidents in urban settings and 15 minutes in rural
settings.
2. Meet return of spontaneous circulation(ROSC)rate for 10% of witnessed and
cardiopulmonary resuscitation(CPR) initiated cardiac events.
3. Provide for full time advanced life support(ALS) coverage on medic units for 90%
of calls.
4. Ensure body substance isolation is used on responses with a less than 5% exposure
or needle stick risk.
5. Provide response to the community with a less than 5% instance of complaints.
Program Highlights
• The Emergency Medical Services Branch has been a leader and participant in the
Fentanyl Awareness Education Initiative. This has included multiple community
educational presentations.
• The Emergency Medical Services Branch has assisted in the training of two recruit
classes for Emergency Medical Technicians and assisted the Kapi`olani Community
College Emergency Medical Technician Registration Process.
• The Emergency Medical Services Branch assisted with Fire/hazardous Materials
Specialist II (FMS II)vacancies island wide. Several initiatives have been developed
by the Emergency Medical Services Branch to alleviate staffing issues.
99
FIRE
•
EMS RESPONSE SECTION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Number of Responses: Actual Budget Estimate
EMS/Rescue 22,555 ' 23,457 24,235
EMS personnel Per 1000 population 1 1 1
EMS cost per call $550 $508 $564
Objective Measures of Success:
1.Manpower/Equipment for 90%of ART 85% 90% 90%
2.ROSC for 10%of Cardiac Events 6.9% 10% 10%
3.ALS Coverage for 90% 94% 90% 90%
4.Body Substance Isolation Issues for<5% <1% <5% <5%
5.Complaints<5% <2% <5% <5%
Program Expenditures
FY 2022-23 FY 2023-24` FY 2024-25
Actual Budget Request
Number of Positions _ 96 96 97
Salaries and Wages 12,902,728.92 14,799,686 15,630,607
Operations 974,282.80 1,500,000 1,550,000
Equipment 2,868,398.05 2,608,282 2,898,592
Program Total 16,745,409.77 18,907,968 20,079,199
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Request
State Funded(EMS)96 positions
Fire/EMS Specialist I 2 2 5
Fire/EMS Specialist II 48 48 48
Fire Fighter(EMT) 46 46 43
Split funded(County/EMS) 1 position
Fire/EMS Specialist I - - 1
, Total 96 96 97
100
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Program Description
The Ocean Safety Branch is tasked with the development and delivery of ocean safety
operations and public safety education programs utilizing a team of highly skilled and
dedicated Water Safety Officers. It maintains safety services,promotes preventative actions,
and facilitates basic emergency life support functions. The Branch is the principal resource
and consultant on all matters relating to ocean safety on the Island of Hawai`i.
Program Objectives
1. Provide for the safety of the public through maintaining tower staffing 90%of the
time during normal park hours for all publicly guarded beaches.
2. Manage,prepare, and participate in the Big Island Junior Lifeguard program with the
Hawaiian Lifeguard Association(HLA) at four locations:_Hilo, Punalu'u,N/S Kona,
and Hapuna and ensure that employee participation is available 95% of the time.
3. Identify, inspect and repair all equipment to maintain readiness for 95% of all
publicly guarded beaches.
4. Provide response to the community with a less than 5%instance of complaints.
5. Maintain electronic records on beach management and public contacts, which shall be
reported by the first week of the month with less than a 5% error rate.
Program Highlights
• The Ocean Safety Branch has been responsible for numerous life-saving activities.
The ability to be flexible in staffing has allowed lifeguard coverage for most of the
established requirements.
• Entered consultation with the Collective Bargaining Unit to convert part-time
positions into full-time positions.
• Received and fielded two new rescue watercrafts (jet skis and trailers)to beaches on
the island.
101
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Program Measures ,
FY 2022-23 FY 2023-24 FY 2024-25
Actual Current Goal
1.Tower Staffing 80% 90% 90%
2.Junior Life Guard Program Staffing Deferred 95% 95%
3.Equipment Maintenance Program Readiness 0 95% 95% r
4.Complaints <2% <5% <5%
5.Electronic Reports Error Rate 0 <5% <5%
Program Metrics
Statistical Relevant Data: FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Beaches with WSO Staff/Patrolled 11 12 12
Persons Served at Beaches 3,707,709 4,000,000 4,000,000
Beach/Park Rule Violations 4,995 15,000 15,000
Preventative Actions 571,848 900,000 900,000
Minor First Aid 9,129 10,000 10,000
Public Contacts 520,411 700,000 700,000
Individuals Rescued at Beaches 317 550 550
Major First Aid Given at Beaches 200 300 300
Resuscitations 2 25 25
Drownings 4 10 10
Surfing Accidents 33 140 140
Scuba Accidents 0 5 5
Jump Dive Accidents 2 5 5
I.R.B.Assistance 12 5 5
Ambulance Assistance 75 150 150
Helicopter Assistance 1 10 10
Police Assistance 3 10 10
Lost Child 2 3 3
Shark Attack 0 2 2
Jellyfish/Man o`War Sting 35 10 10
102
FIRE
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OCEAN SAFETY OPERATIONS BRANCH
Beach Attendance
Location FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Kahalu`u Beach Park 390,040 350,000 350,000
La'aloa Beach Park.(Magic Sands) 243,755 350,000 350,000
Kua Bay 473,439 500,000 500,000
Hapuna Beach State Park 1,102,197 1,000,000 1,000,000
Spencer Beach Park* 130,854 80,000 80,000
Honoli`i Beach Park 170,666 220,000 220,000
Onekahakaha Beach Park* 35,747 110,000 110,000
Carlsmith Beach Park* 77,784 110,000 110,000
Leleiwi Beach Park* 217 50,000 _ 50,000
Richardson's Ocean Park 269,641 250,000 250,000
Isaac Hale Memorial Beach Park 243,684 250,000 250,000
Punalu`u Blacksands Beach Park 497,473 350,000 350,000
Total 3,635,497 3,620,000 3,620,000
*Not guarded daily, numbers reflect tracking during staffed days.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 62 . 71` 73
Salaries and Wages 3,647,432.59 4,791,124 5,437,913
Operations 154,594.57 301,597 326,154
Equipment 56,657.61 250,204 300,250
Program Total 3,858,684.77 5,342,925 6,064,317
103
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual s Budget Request
County Funded(O/S)57 positions
Water Safety Officer I Temp 5/12T 5 5 5
Water Safety Officer II 37 42 38
Water Safety Officer II 1/2T 5 5 7
Water Safety Office II 3/4T - - 2
Water Safety Officer III - 4 3 '
Water Safety Officer IV 2 2 2
State Funded(O/S) 14 positions
Water Safety Officer II 12 12 13
Water Safety Officer III 1 1 -
Clerk III - - 1
Split Funded(County, O/S), 2 positions
Water Safety Officer III - - 1
Water Safety Officer V - - 1
Total 62 71 73
104
FIRE
VOLUNTEER OPERATIONS BRANCH
Program Description
The Volunteer Operations Branch responds to all hazard incidents in combination with
the Fire Operations Branch to extinguish fires,protect life,property, and the
environment.
Program Objectives
1. Have at least 75% attendance at all scheduled training and special meetings.
2. Have at least one unit respond within 15 minutes of the initial dispatch 80% of the
time.
3. Conduct monthly equipment checks and maintain equipment in an operational status
for 90% of the time.
4. Have six personnel respond within 14 minutes to 80% of calls in rural areas and four
personnel respond within 20 minutes (dependent on travel distance) in remote areas
90% of the time.
5. Volunteer stations shall identify and develop pre-fire plans for target hazards located
within their response districts and report quarterly on percentage of completion.
Program Highlights
• Increased training and drill times within the past year to bring more firefighters
within the provisions of the positions they hold.
• Enacted the Driver Improvement Program and have had several drivers commence
with this process.
• Restructured the operating picture of the volunteer program and the rank structure.
105
FIRE
VOLUNTEER OPERATIONS BRANCH
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Statistical Relevant Data: Actual Budget Estimate
Responses by volunteer companies 262 314 350
Hours of work completed 4,326 6,260 8,000
Objective Measures of Success:
Training Attendance 65% 75% 85%
Initial Response Within 15 Minutes 57% 62% 70%
Monthly Equipment Checks 80% 83%% 85%
6 Personnel in 14-Min Rural and 4 Personnel within
20-Min Remote 24%/65% 35%/72% 50%/80%
Develop Target Hazards and Report Quarterly - 12% 40%
Program Expenditures
*See Volunteer Services Branch
Volunteer Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Goal
_Volunteers(Not County Employee Positions)
Firefighter(Volunteer) 135 150 180
Total 135 150 180
106
FIRE
SEARCH & RESCUE OPERATIONS SECTION
Program Description
•
The Search and Rescue Operations Section is part of the overall Emergency Operations
Division and shares duties and responsibilities in the Fire Response Section with Fire and
Emergency Medical Services response. They are also the primary section responsible for the
delivery of services in the disciplines of search and rescue, to include all aspects of land, air,
and sea. Specializing in technical rescue with low angle, high angle, swift water, and
trench/below grade and confined space rescue.
Program.Objectives
1. Provide adequate manpower and equipment to respond to 90% of alarms within the
turnout and aggregate response times as adopted by the State of Hawai`i and industry
standards if specific response criteria are not established.
2. Identify and create a structured equipment replacement schedule on an electronic
platform to assure the timely replacement of apparatus and equipment to assure
continuity of services and minimize service disruptions due to equipment failure by
the 2nd quarter of FY 2023-24.
3. Meet service level objectives on 85%of search and rescue responses with adequate
personnel.
4. Develop funding requirements for the cyclic and refresher training for the search and
rescue program, and ensure required training is provided for at least of 90% of the
search and rescue personnel.
5. Maintain at least 85% of rescue personnel at required certification and qualification
levels.
Program Highlights
• Held.Confined Space Rescue Training for all personnel.
• Developed specifications for the purchase of a new rescue boat.
• Conducted open water and land-based search and rescue training.
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FIRE
SEARCH & RESCUE OPERATIONS SECTION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Objective Measures of Success: Actual Budget Estimate
ART for Equipment and Personnel 55% 60% 90%
Equipment Replacement Schedule - 3rd Qtr.FY23 2nd Qtr.FY 24
Service Level Objectives SAR 75% 75% 85%
SAR Training Requirements 60% 70% 90%
Rescue Personnel Certification 75% 85% 85%
' r
Program Expenditures
*See Fire Operations Branch
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position.Title Actual Budget Request
County Funded(FIRE)30 positions
Fire Captain 6 6 6
Fire Equipment Operator 6 6 6
Fire Rescue Specialist 18 18 18
Total 30 30 30
108
FIRE
HAZMAT OPERATIONS SECTION
Program Description
The Hazardous Materials (HazMat) Operations Section is part of the overall Emergency
Operations Division and shares duties and responsibilities in the Fire Response Section with
Fire and Emergency Medical Services response. They are also the primary section
responsible for the delivery of specialized services in the discipline of hazardous materials
response and mitigation.
Program Objectives
1. Provide the Battalion Chief with hazardous materials reports for all specialized
responses with detailed analysis of operations and tactical considerations within 30
days of the event for 90%of such calls.
2. Provide adequate manpower and equipment to respond to 90% of alarms within the
turnout and aggregate response times as adopted by the State of Hawai`i and industry
standards if specific response criteria are not established.
3. Establish an incident command system with a full staff on 90% of calls requiring
multiple companies or outside agencies.
4. Identify and create a structured equipment replacement schedule on an electronic
platform to ensure the.timely replacement of apparatus and equipment to assure
continuity of services and minimize service disruptions due to equipment failure by
the 2"d quarter of FY 2024-25.
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 2024-25.
Program Highlights
• Four personnel were able to attend Chemical Safety Days on O`ahu and bring back
updated industry standard policies and procedures on response.
• Attended training on hydrogen fuel storage and principles of response at the Natural
Energy Laboratory of Hawai`i Authority (NELHA) and Blue Planet Research.
• Developed a needs analysis for emerging threats and modernized equipment
requirements.
109
FIRE
HAZMAT OPERATIONS SECTION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Number of Responses: Actual Actual Estimate
Hazardous Material Conditions 300 358 375
Others/Needless/Special Service 19 42 50
Total: 319 400 425
Objective Measures of Success:
Detailed Analysis within 30-days 0 90% 90%
Adequate Staffing and Equipment ART Deferred 90% 90%
ICS Establishment for Complex Calls 0 90% 90%
Equipment Replacement Program 0 2ND Qtr.FY23 2"d Qtr.FY24
HazMat Training 76% 85% 85%
Program Expenditures
*See Fire Operations Branch
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Request
County Funded(FIRE)30 positions
Fire Captain 6 6 6
Fire Equipment Operator 6 6 6
Fire/Hazardous Materials Specialist 18 18 18
Total 30 30 30
110
FIRE
FIRE PREVENTION BRANCH
Program Description
The mission of Hawai`i Fire Department's Fire Prevention Branch is to save lives and
property by taking a proactive approach to prevent fires and emergencies from occurring.
We take pride in providing residents and businesses the education they need to protect
themselves. We accomplish this by enforcing building and life safety codes via
inspections, fire origin and cause investigations, plans review for new commercial
construction and existing building remodeling or renovations, and public education aimed
at the preservation of life and property.
Program Objectives
1. Approval or disapproval of construction plans within 14 days from when the plan(s)
was/were received by a Hawai`i Fire Department Plan Reviewer.
2. Conduct fire investigations with a 70%rate of incendiary, accidental, or natural
dispositions rather than"undetermined." Currently, "undetermined", as a cause,
accounts for 40-50% of fires post investigation.
3. Expand on public education by the introduction, implementation, and maintenance of
new or existing social media and radio programs to promote life safety topics, with
the goal of increasing public contact by 15% and reporting stats every month.
4. Adopt updates to the National Fire Protection Association 1,with Hawai`i County
Code Amendments within the two-year time limit and report on the progress monthly.
5. Increase Code Enforcement Inspections by 10% over the previous year.
Program Highlights
• Has reestablished the Fire Investigation Section which has been responsible for
numerous investigations and fire cause determinations.
• Has reduced overall turnaround time on plans reviews and construction approvals.
• Has increased total number of inspections and recommended corrective actions.
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FIRE
FIRE PREVENTION BRANCH
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Plans Review Within 14 days 75% 78% 80%
Origin and Cause Determined 50%of time 45% 62% 75%
Program Metrics
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Fires per 1000 population 151 156 166
Inspections—Occupancy 730 550 700
Public Education-(Social Media&in-person) 99 15 140
Building Plans 685 1,250 1,050 .
Fire Investigations 40 50 40
Permits(Ag,Tent,Tank) 184 400 200
Complaints Investigated 88 50 250
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 8 9 9
Salaries and Wages 886,794.13 _ 1,058,573 1,124,734
Operations 20,381.57 24,016 34,945
Equipment - 114,000
Program Total 907,175.70 1,196,589 1,159,679
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Request
County Funded(FIRE)9 positions _
Battalion Chief 1 1 1
Clerk III - 1 1
Fire Captain 2 2 2
Fire Prevention Inspector I 3 3 3
Fire Prevention Inspector II 2 2 2
Total 8 9 9
112
FIRE
TRAINING SERVICES BRANCH
Program Description
The Training Services Branch is responsible for the overall training of the Hawai`i Fire
Department personnel. We provide the foundation from which the department
establishes its standards of operation and conduct. The primary function of the Training
Bureau is to support the continued training and evaluation of all personnel to ensure the
highest level of competency and proficiency to our community.
The primary focus of the Training Services Branch is fire suppression operations. Our
secondary focus is the identification, adoption, delivery, and maintenance of specialty
training including but not limited to: HazMat, rescue, and ocean safety. Our goals are to
provide exceptional public service,promote career development, optimize operational
effectiveness, and to provide a safe working environment in compliance with all
standards associated with our profession.
Program Objectives
1. Fire Instructor I and II Training
• Certify Hawai`i Fire Department personnel in accordance with National Fire
Protection Association 1041, "Standard for Fire Service Instructor Professional
Qualifications."
• Develop the capacity to deliver the Fire Instructor I certification to all company
officers and cadre members. Program managers of existing programs must be
trained and certified to the level of.Fire Instructor II.
• Provide a total of 7,200 hours of training to certify a minimum of 40 personnel to
Fire Instructor I and II.
• Secure funding for Vector Evaluations+software to provide point of contact data
entry and performance analysis for all 595 employees. This software application
will quantify training program impacts on operational effectiveness as key
performance indicators.
2. Company Level Training
• Develop and implement back to basics, captain-led training supported by cadres.
• Provide supervisory personnel with resources such as online courses, video
demonstrations, and reference materials. .
• Provide monthly four-hour firefighting drills,targeting 16,320 documented
training hours to each fire company per month.
• Document skills performance and drills on Target Solutions.
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FIRE
TRAINING SERVICES BRANCH
Program Objectives (continued)
3. Engine Company Operations
• Provide three days of training for 40 fire suppression personnel in the"Nozzle
Forward"methodology to introduce a system of size up, hose deployment, water
application, and hose advancement techniques.
• Assign UL Firefighter Safety Research Institute modules on Target Solutions.
• Provide engine company evolutions to companies aligned with National Fire
Protection Association 1410.
• Research and develop live fire instruction, training, and evolutions with site visits
to other fire departments and training centers locally and nationally.
4. Truck Company Operations
• Provide cadre-led training with an initial focus on rescue of trapped occupants on
the topics of conventional and through the lock forcible entry, ladders,and vent-
enter-isolate-search(VEIS).
• Secure funding for commercially built conventional forcible entry props, and
material to build through the lock and vent-enter-isolate-search props.
• Deliver eight hours of on-duty training, in station to all fire companies with a
target of 9,768 total documented training hours.
5. ' Blue Card Command
• Provide training and certification aligned with best practices for common, local,
everyday strategic and tactical emergency operations conducted on National
Incident Management System(NIMS) Type 4 & Type 5 events.
• Build capacity to instruct 60 supervisory personnel per year and a computer
simulation lab Command Training Center. Certify ten in-house Blue Card
Command instructors to deliver 7,200 hours of annual training.
• Produce Incident Commanders that make better decisions to potentially eliminate
lethal and/or costly mistakes that cause injury, death, and unnecessary fire losses
in the local response area. Provide Incident Command training opportunities to
supervisory and temporary.assignment personnel. Provide company officers with
the education and ability to effectively command and mitigate incidents,and
provide Battalion Chiefs' with the ability to command and mitigate complex,high
risk incidents.
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FIRE
TRAINING SERVICES BRANCH
Program Objectives (continued)
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.
Program Highlights
• Graduated the 50th recruit class, which had all attendees receive their Pro-Board
Certifications.
• Developed and are conducting bi-monthly Mobile Intensive Care Technician(MICT)
prep classes which has had great participation.
• Fostered a partnership with Pohakuloa Training Area for Class A fire burn
simulations,roof venting props, firefighter confidence scenarios as well as wildland
firefighting principles.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Target Estimated
Statistical Relevant Data: Hours Hours Hours
Fire Fighter Recruit Training - 41,600 41,600
Fire/Rescue Training(Operations) - 19,700 149,912
Public Education Training(Provided by TB and - 4,000 , 10,000
Ops)
Hazardous Material Training(FRO/TECH Refr.) - 2,842 2,842
Objective Measures of Success:
1.Instructor I&II for 7200hrs - 40 personnel 40 personnel
2. 12 monthly 4-hr training sessions per company - 16,320 hours 16,320 hours
3.Nozzle Forward 3-Day Training - 40 Personnel 40 Personnel
4. 8-hours of Truck Operations all companies - 9,768 hours 9,768 hours
5. Certify 10 Blue Card Command instructors - 7,200 hours 7,200 hours
6.Coordinate Specialty Training - 1st Qtr.FY23 Pt Qtr.FY24
115
FIRE
TRAINING SERVICES BRANCH
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 68 78 78
Salaries and Wages 422,280.98 905,452 912,289
Operations 192,819.12 81,584 208,800
Equipment ,- 100 140,100
Program Total 615,100.10 987,136 1,261,189
Personnel Position Summary •
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Request
County Funded(FIRE)8 positions
Battalion Chief 1 1 1
Clerk III 1 1 1
Fire Captain 1 1 _1_
Fire Equipment Operator 1 1 1
Fire Training Specialist • 4 4 4
Temp positions, Unfunded(funding source from vacant positions FIRE) 60 positions
Fire Fighter Recruit(Temp) 60 60 _ 60
Temp positions, Unfunded(funding source from vacant positions State EMS) 10 positions
Fire/EMS Recruit(Temp) 0 10 10
Total 68 78 78
•
116
FIRE
EMS SERVICES BRANCH
Program Description
The Emergency Medical Services (EMS) Branch is directly aligned with the Emergency
Operations Division and provides program support and coordination. The Emergency Medical
Services Branch participates in the development of recommendations relating to program
budgets, equipment acquisition,policy and procedure establishment and acts as the
department's liaison with the many health care agencies of our community. Another essential
function of the Emergency Medical Services Branch is coordination of Emergency Medical
Technician(EMT) and Mobile Intensive Care Technician(MICT or Paramedic)training. As
the department's liaison, the Emergency Medical Services Branch assists our community
health organizations in the prevention, treatment, and recovery from community health
hazards.
Program Objectives
1. Maintain a.minimum of 75% staffing levels of Mobile Intensive Care Technicians.
2. Conduct at least one Paramedic Class a year with an 80%passing goal of candidates.
3. Maintain an operational frontline fleet of 16 ambulances with a minimum reserve
fleet of 75%.
4. Review and provide feedback for 100% of pediatric critical calls, mass casualty
incidents, and traumatic injuries involving a significant mechanism of injury.
5. Increase the operational budget from the State of Hawai`i by 10% for the fleet
replacement program,preventative maintenance program, contract increases, and
other operational increases.
Program Highlights
• Was able to secure additional funding from the State of Hawai`i to purchase six new
ambulances to replace outdated and non-operational units.
• Successfully managed the Emergency Medical Services (EMS) Week in which this
year's theme was "Rising to the Challenge". This was especially appropriate due to
the previous two years of COVID-19 response.
• Updated all laptops with patient reporting documentation. This initiative was in
conjunction with the State Department of Health.
117
FIRE
EMS SERVICES BRANCH
•
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Statistical Relevant Data: Actual Budget Estimate
Cardiac Events with ROSC 9% 11% 12%
Objective Measures of Success:
Maintain Paramedic Staffing 72% 75% 75%
Paramedic Class with Passing Scores 80% 80% 80%
Operational Fleet with Reserves 95% 75% 75%
Review of stated responses 100% 100% 100%
Secure of an additional 10%of funding - 10% 10%
Program Expenditures
*See EMS Response Branch
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Request
State Funded(EMS) 10 positions
Aeromedical Helicopter Pilot(Unfunded) 3 3 1
Aeromedical Helicopter Pilot - - 2
Battalion Chief . 1 1 1
Chief Aeromedical Helicopter Pilot(Unfunded) 1 1 -
Clerk III - 1 1
Fire/EMS Specialist III 3 3 4
Fire/EMS Specialist III(Unfunded) 1 1 -
Program Support Technician . 1 1
Split Funded(County, State EMS) 1 position
Chief Aeromedical Helicopter Pilot - - 1
Total 9 11 11
118 1
FIRE
VOLUNTEER SERVICES BRANCH
Program Description
The Volunteer Training Section provides direction, coordination, support, and oversight
of the Volunteer Firefighting training program.
The Hawai`i Fire Department is the only fire department in the State of Hawai`i that is
considered to be a combination fire department whereby the emergency response
workforce is comprised of both paid career and volunteer responders. The primary
function of the Volunteer Training Section is to train all volunteers to the highest level,
promoting safety and adherence to the core values of the Hawai`i Fire Department.
Program Objectives
1. Have 100% of volunteer personnel attend their annual physical assessment.
2. Have 65% of the volunteers trained and certified in first aid and cardiopulmonary
resuscitation(CPR).
3. Have 85% of Volunteer Captain's obtain Incident Command System 100 and 200
training.
4. Develop an apparatus requirement status list and maintain at least 75%response
capability.
5. Identify volunteer station requirements through a needs analysis and submit
corrective actions by the end of the 2nd quarter of FY 2024-25.
Program Highlights
• The commander position was redefined and given more authority in making
decisions for the Volunteer Section. This included a new philosophy on how the
Volunteer Section was split into three areas. These include Response, Support and
Specialty Functions.
• The training cycles and base course requirements were evaluated, and a new one-
year training cycle was developed. This has standardized the training schedule for
all Volunteer Companies.
• An updated standard operating procedure for the Volunteer Core has been developed
and is being reviewed for required edits. This new document shall be the governing
document for the Volunteer Section.
119
FIRE
VOLUNTEER SERVICES BRANCH
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Statistical Relevant Data: Actual Budget Estimate .
Newly recruited personnel this fiscal year 16 27 30
Retention percentage of volunteers 84% 81% 85%
Total number of volunteer fire personnel 135 150 180
Fire Engines 67% 74% 90%
Brush Trucks 72% 80% 90%
Water Tankers 78% 81% 90%
Objective Measures of Success:
Annual Medical Assessment 45% 85% 90%
First Aid/CPR 70% 78% 90%
ICS 100/200 for Captains 75% 80% 90%
Compliant with Vector Solutions 90% - 65% 90%
Identify Station Renovation Requirements - 3rd Qtr.FY 23 2nd Qtr.FY 24
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 2 2 2
Salaries and Wages 223,779.85 235,545 263,514
Operations 91,708.00 253,028 150,895
Equipment - 100,000 330,000
Program Total 315,487.85 588,573 744,409
Personnel Position Summary .
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Request
County Funded(FIRE)2 positions
Fire Captain 2 2 2
Total 2 2 2
120
FIRE
VEHICLE MAINTENANCE SECTION
Program Description
The Vehicle Maintenance Section provides the repair and support services for all
department vehicles, apparatus, and portable equipment. Personnel also participate in the
design and specification of new equipment and apparatus to be acquired. This support
section is an essential component in the maintenance of emergency services and mission
readiness of Hawai`i Fire Department and is critical to the success of the department in
meeting its goals and objectives. As Hawai`i Fire Department's mission and service
delivery demands continue to increase, the maintenance and repair of the department's
vehicle and apparatus fleet continue to grow at exponential rates. As our fleet of vehicles
continues to age, with limited funding for replacements,the sustainability of emergency
operations is dependent upon the service and maintenance of our apparatus and
equipment.
Program Objectives
1. Routine preventive maintenance for apparatus will be conducted within ten business
days 75% of the time.
2. Average out of service time shall be reduced by 5%.
3. Frontline primary response apparatus will be maintained in a state of readiness for
90% of the time.
4. Emergency work shall be initiated the same day of the issue for 80% of the time.
5. Monthly reports will be submitted on time and with an error rate of less than 5%.
Program Highlights
• The Maintenance Section has been able to dispose of outdated and uneconomically
repairable apparatus from behind Station 2. This resulted in a much safer work
environment and has eliminated an unsightly component.
• The out of service average for the past year has decreased, despite several large-scale
repair challenges.
• The final designs for a renovation have been.approved. Additionally, a site for a
future maintenance facility has been identified and negotiations for the land continue.
121
FIRE
VEHICLE MAINTENANCE SECTION
Program Measures _
FY 2022-23 FY 2023-24 FY 2024-25
Statistical Relevant Data: Actual Budget Estimate
_Shop—Vehicle Repairs . 864 1,100 1,200
Contractual--Vehicle Repairs 96 120 130
Calls for Service—Trouble Calls 264 300 330
__Obj ctive Measures of Success:
1.Routine Maintenance in 10 business days 75% 75% 80%
2. Out of Service Time reduced by 5% _ 5% 5% 5% _
3.Primary Response Apparatus Readiness 80% 90% 90%
4.Emergency Work on the same day 75% 80% 85%
5. Submittal of Monthly Reports with errors <5% <5% <5%
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Number of Positions 7 7 8
Salaries and Wages 294,181.78 309,634 395,857
_Operations 355,191.54 373,752 374,875
Equipment - 10,000 10,000
Program Total 649,373.32 693,386 780,732
Personnel Position Summary
- FY 2022-23 FY 2023-24 FY 2024-25 _
Position Title Actual Budget Estimate
County Funded(FIRE) 6 positions
Chief Mechanic,HFD 1 1 1
Fire Equipment Mechanic 3 3 3
Fire Equipment Mechanic II - - 1
Helicopter Mechanic(Unfunded) 1 1 1
State Funded(EMS)2 positions
Fire Equipment Mechanic 2 2 2
Total 7 7 8
122
FIRE
.M..._... .._..._......:..._..........r.. :............... . .._................_:..:. . ..n. .u.:........._. ..._..._..... .... . . ..:...
EMERGENCY COMMUNICATION SECTION
Program Description
The Fire Communications Control Center is the focal point through which all emergency
service requests are made via the telephone as well as via the radio communications
system. In addition, all Fire Department operational activities and communications are
coordinated through the Fire Communication Control Center to include flight following for
our two helicopters. Fire Radio Dispatchers also provide online pre arrival medical
instruction or emergency medical dispatching services to persons placing 911 calls and are
able to instruct members of the public in basic lifesaving maneuvers and techniques. It
cannot be stressed enough that the roles and responsibilities of the Fire Radio Dispatchers
and the department's emergency communication section extends far beyond that of a
simple call taking and routing center. Fire Radio Dispatchers facilitate a critical
communications network and system that provides essential lifesaving instructions and
directions to persons in crisis as well as serving as a conduit for all operational
communication needs.
Program Objectives
1. Emergency Medical System alarm to dispatch in accordance with response criteria for
90% of calls. .
2. Fire suppression alarm to dispatch in accordance with response criteria for 90% of
calls.
3. Average process time in accordance with response criteria for 90% of calls.
4. Provide service to the community with a less than 5% instance of complaints.
Program Highlights
• Implemented an air tracking module that allows the real time tracking of aerial assets
from a central location. This allows for better dependability of monitoring aviation
operations during emergencies.
• Restructured the command-and-control positions of the FCCC to have a better
distribution of responsibilities and span of control.
• Established a uniformed Captain Position within the dispatch to assist with the
management of the section.
•
123
FIRE
EMERGENCY COMMUNICATION SECTION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
911 Calls for service 30,717 31,850 33,874
Objective Measures of Success:
1.EMS Alarm to Dispatch IAW criteria :11 :12 :9
2.Fire Suppression Alarm to Dispatch IAW criteria :33 :26 :20
3.Average Process Time IAW criteria 73% 78%% 90%
4.Complaints <3% <2% <5%
* Data is in Fractals
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 21 37 41
Salaries and Wages 628,787.49 1,556,939 1,845,977
Operations - - 99,336
Equipment - - -
Program Total . 628,787.49 1,556,939 1,945,313
•
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Request
County Funded(FIRE)29 positions
Battalion Chief - - 1
Fire Captain 1 1 4
Supervising Fire Communications Officer 4 5 5
Fire Communications Officer III(Temp) - 3 3
Fire Radio Dispatcher III 1 1 -
Fire Communications Officer II - 10 10
Fire Communications Officer II(1/2T) 2 2 2
Fire Fighter - 4 4
Clerk III 1 - -
State Funded(EMS)2 positions
Fire Communications Officer II 2 2 2
Split Funded(FIRE 30%/EMS 70%) 10 positions
Fire Communications Officer II* 10 10 10
Total 21 37 41
124
FIRE
LOGISTICS SECTION
Program Description
The Logistics Section provides a lifeline of support to all divisions, branches, and
sections of the Hawai`i Fire Department. This includes the procurement, receipt,
inventory, and distribution of all emergency operations and ancillary supplies and
equipment.
Program Objectives
1. Reported service and work orders are processed and submitted within five business
days 90%of the time.
2. Requests for supplies on hand shall be distributed within five business days 90% of
the time.
3. Purchase requests for supplies or services will be initiated within five days of
identification of need for 75%of the time.
4. Life Cycle Replacement purchasing shall be accomplished within the 1st quarter of
FY 2023-24.
5. 100% annual inventory with a variance rate of less than 5%.
Program Highlights
• We were able to fill the Fire Auxiliary Services Officer position which had been
vacated. This resulted in having a single point ordering specialist to handle the
department's needs. -
• The Logistics Section transitioned from Tradegecko to Quicken E-Commerce. This
allows for better tracking of stock inventory and materials ordering.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Objective Measures of Success: Actual Budget Estimate
1. Service&Work order processing 75% 90% 95%
2. On-hand supply requests in 5 business days 78% 90% 95%
3.Purchase Requests initiated in 5-days 65% 75% 80%
4.Life-Cycle replacement purchasing 3rd Qtr.FY22 Pt Qtr.FY23 1st Qtr.FY23
5.Annual Inventory with<5%variance <7% <5% <5%
125
FIRE
LOGISTICS SECTION
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 5 6 5
Salaries and Wages 228,917.32 •364,346 356,148
Operations 773,110.74 1,026,563 1,350,166
Equipment 21,844.59 878,039 333,376
Total 1,023,872.65 2,268,948 2,039,690
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Request
County Funded(FIRE)5 positions
Battalion Chief 1 1 1
Clerk III - 1 1
Fire Maintenance Worker 1 1 1
Information Systems Analyst IV 1 1 1
Storekeeper 1 1 -
Program Support Technician - - 1
State Funded(EMS) 1 position
Storekeeper 1 1 -
Total 5 6 5
126
• FIRE
GRANT REVENUES
•
1. Local Emergency Planning Commission - Tier II reporting fees to support the
Local Emergency Planning Commission, $56,000. Hazard Evaluation and
Emergency Response (HEER) Office at the State of Hawai`i Department of Health.
Funding is managed by the Local Emergency Planning Commission.
2. Fire Dept Private Contributions—Private contributions from non-governmental
sources for Fire Department use, $25,000.
3. Rescue Equipment—Private—Private contributions from non-governmental
sources for rescue equipment, $25,000.
4. Volunteer Fire Assistance—The Volunteer Fire Assistance (VFA) is a federal grant
program that provides funds for fire equipment, training, and initial fire department
organization to.fire departments serving small communities under 10,000 in
• population. The USDA.Forest Service grants this money to needful volunteer fire
departments. $300,000.
5. SAFER Grant-The Staffing for Adequate Fire and Emergency Response Grants
(SAFER)was created to provide funding directly to fire departments and volunteer
firefighter interest organizations to help them increase or maintain the number of
trained, "front line" firefighters available in their communities. Hawai`i County has
been awarded this Federal Emergency Management Agency (FEMA) funding to
provide salaries and wages for six Fire Captains, and three Fire Fighters. $257,161. •
Grant Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Salaries and Wages 881,939.34 1,385,051 257,161
Operations • 206,775.21 203,590 115,000
Equipment 10,502.25 175,000 235,000
LEPC 31,460.12 45,000 56,000
Program Total 1,130,676.92 1,808,641 663,161
•
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HUMAN RESOURCES
DEPARTMENT SUMMARY
Mission Statement
The Department of Human Resources provides support and guidance to assist departments
in achieving their missions. Through strategic partnerships,we build a culture of intention,
focused on innovation to attract, support, engage, and retain a competitive workforce. We
encourage a positive,inclusive,and rewarding work environment that values and advocates
for all.
Department Goals
1. To provide names of qualified individuals to hiring departments on a timely basis for
the filling of their civil service vacancies.
2. To provide a classification and pay system that ensures an equitable compensation system.
3. To provide timely advice and assistance to all County agencies consistent with
applicable laws affecting human resource management.
4. To identify County training needs and provide training and personnel development
programs that will enhance the skills of County employees, provide a safe working
environment, and, ensure compliance with applicable laws affecting human resource
management.
5. To recognize County employees for their accomplishments.
6. To support the Merit Appeals Board and the Salary Commission with their duties and
functions.
7. To develop, implement, and maintain appropriate policies,procedures, and reports
required by law or by operational needs.
8. To negotiate and provide adjustments in wages, hours, and terms and conditions of
employment for County employees.
9. To identify and pursue appropriate changes in law,rules, contracts,policies and
procedures affecting human resource management.
10. To identify and reduce/eliminate unsafe and hazardous working conditions and work
practices in an effort to reduce the number of work place injuries and illnesses.
11. To process workers' compensation claims in accordance with the law, demonstrating
respect, compassion, and fiscal responsibility,with the ultimate goal of returning the
employee to regular full employment as soon as it is deemed to be appropriate.
Funding Source and Position Count
General Fund $4,004,740 General Fund 84
Grant Revenue - Grant Revenue/Other 1
Total Budget: $4,004,740 , Total Number of Positions 85
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Department Goals (continued)
12. To ensure departments and agencies are in compliance with applicable laws affecting
human resource management.
13. To assist, encourage, and insure, County compliance with laws,rules, and policies
relative to equal opportunity and employment.
Program Description
The Department of Human Resources is the central human resource agency for the
County of Hawai`i whose functions include administering the civil service laws as they
apply to the County. As the central human resource agency for the County,the
department has responsibility for strategic planning, workforce planning and
employment, equal opportunity,personnel development, compensation and benefits,
employee and labor relations, and occupational health and safety.
Program Objectives
Classification and Pay
1. Review and process position re-description reviews within five workdays of receipt.
2. Review and process reallocations for recruitment within ten workdays of receipt.
Labor Relations
1. Hear and respond to employer-level grievances within 60 days from receipt.
2. Answer all written departmental inquiries relating to the administration and
interpretation of all collective bargaining agreements and executive orders within 14
days from date of receipt if it does not require inter jurisdictional action, 30 days if it
does.
3. Provide background and other technical information required by the Corporation
Counsel's Office for the arbitration of grievances within 14 days from the date of
request.
Personnel and Organizational Development
1. Conduct the New Hire Orientation class once a month.
2. Provide at least ten Supervisory Skills Training sessions annually.
3. Issue the Fall 2024 and Spring 2025 Training Catalogues.
4. By December 31, 2024,hold an annual employee awards program.
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Program Objectives (continued)
Equal Opportunity
1. Respond to inquiries and complaints while providing a high level of customer service
to employees and the public within 14 days of knowledge or receipt unless extensive
research, investigation, or action by another department is warranted.
2. By June 30, 2025, deliver two supervisory and non-supervisory training classes
relating to Anti-discrimination and Harassment,ADA—Reasonable Accommodation
and other EO/ADA civil rights compliance classes, depending upon identified needs.
Administrative Services
1. Conduct two department/agency audits each quarter on personnel files,temporary
assignment records,postings, etc. to ensure compliance with personnel laws, rules,
policies and procedures, collective bargaining agreements and executive orders.
2. With the exception of mass pay adjustments transactions, audit and approve properly
completed and submitted payroll certification forms within five workdays of receipt.
Audit and approve mass pay adjustment payroll certification forms within two weeks
of the last form received.
3. Review and act upon properly completed and submitted Flexible Spending Plan
change in status forms within two workdays of receipt.
4. By December 31, 2024, hold the annual Pre-retirement Workshop.
Recruitment and Examination
1. Establish eligible lists to assist hiring departments fill their vacancies:
• Within two months for registration recruitments and small/medium size open-
competitive recruitments.
• Within three months for large size open-competitive recruitments.
2. Establish internal recruitment lists to assist hiring departments fill their vacancies
within one month for internal recruitments within the department or internal
recruitments within the County.
3. Certify (refer)names from available eligible lists to hiring departments within four
workdays from receipt of the request for the list.
4. Conduct two department/agency audits each quarter on interview packets to ensure
that the hiring department or agency is in compliance with employment laws,
including lawful and non-discrimination practices, interview and selection procedures
and the merit principle.
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HUMAN RESOURCES
Program Objectives (continued)
Recruitment and Examination (continued)
5. Coordinate the placement of Hawai`i Community College Cooperative Vocational
Education(CVE) students within the County by October 31 of every year.
Health and Safety
1. Coordinate and/or conduct safety inspections of at least 16 County facilities.
2. Provide requested safety and equipment training within two months of original
request.
3. Provide ten HIOSH-required training programs per quarter.
4. Provide at least 12 Defensive Driver Courses (DDC)to County employees during the
fiscal year.
5. Coordinate the annual flu shot clinics for County employees in the districts of Hilo,
Waimea, Ka`u, and Kona.
Workers' Compensation
1. Conduct semi-annual workers' compensation claims reviews.
2. Provide WorkComp 101 and Return to Work Program training at least semi-annually.
Program Highlights
• Conducted one large departmental reorganization to assist them with position
classification and organizational restructuring.
• Created various new classes of work and assisted with allocating positions for the
creation of the Animal Control and Protection Agency.
• Established and implemented a voluntary telecommuting program which provides
departments and employees with greater flexibility in achieving departmental goals
and objectives and in providing services to the public.
• Finalized and distributed the County's revised Violence in the Workplace Policy and
Procedures.
• Participated in arbitration proceedings regarding temporary hazard pay related to
COVID-19 for employees in HGEA Bargaining Units.
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HUMAN RESOURCES
Program Highlights (continued) -
• The Employee Engagement and Retention Pilot Program was initiated in order to help
train managers and supervisors with building a workplace that enhances employee
engagement and will ultimately lead to greater retention of employees. The pilot
program is designed to encourage supervisors to embrace engagement concepts and
implement engagement strategies. We are currently working with the Recreation
Division at the Parks and Recreation Department, where we have completed half of
the program. There are approximately 40 participants at various supervisory levels
participating in this program.
• Due to high demand, we offered two classes of the Supervisory Training Program in
2022. The program was completed in September 2022 with 21 participants
completing the program. The 2023 Supervisory Training Program ran from January
2023 through June 2023 with 27 participants completing the program.
• In Fall 2022, we received a request from the Recreation Division at Parks and
Recreation to provide a shortened version of the Supervisory Training Program with
just their supervisors. We did a series of three classes that were focused on Building
a Better Workplace, Your Role as a Supervisor, and Conflict Management. A total of
53 attended the three-part series.
• Provided technical assistance to County departments on issues related to civil rights
matters and the Americans with Disabilities Act(ADA).
• Delivered 22 trainings island wide to 381 County employees consisting of
supervisory and non-supervisory personnel, including Summer Fun employees.
Trainings included anti-discrimination and harassment, as well as ADA Title I
(including reasonable accommodations) and Title II.
• Coordinated County's Leave Sharing Program: Seven requests for shared leave hours
were approved; 109 employees donated 3,622 hours of vacation leave.
• Facilitated Flexible Spending Plan: As a cafeteria plan under section 125 of the
Internal Revenue Service Code, the County's Flexible Spending Plan allows
participants to pay for health insurance premiums and medical and dependent care
expenses with pretax dollars. As a result, participants realize both state and federal
income tax savings as well as FICA tax savings. In Plan Year 2022-23,the County
saved approximately$370,483 in FICA taxes. During this period, 1,800 employees
participated in the plan.
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Program Highlights (continued)
• As part of our ongoing monitoring and oversight of Countywide interview and
selection processes, eight departmental audits of interview packets were conducted to
ensure that the hiring department or agency was in compliance with employment laws
including lawful and non-discrimination practices, interview and selection procedures
and the merit principal.
• Coordinated and participated in three two-day Community Resources Fairs to
promote what our departments do in the community and to showcase our employment
opportunities.. Representatives for ten County Departments/Agencies as well as
representatives from the American Job Center Hawai`i participated in our events.
• Attended and participated in college,high school, and community
career/job/community fairs/and expos.
• Certified 184 County employees in First Aid/CPR/AED.
• Along with KTA pharmacy, coordinated influenza vaccination clinics island wide for
179 employees. 'Eighty-two bivalent COVID-19 vaccinations were also provided at
the influenza clinics.
• There were 118 new workers' compensation claims filed during FY 2022-23. During
the same period 170 claims were closed. The total number of open workers'
compensation claims at the end of FY 2022-23 was 249, which is down 18%
compared to the end of FY 2021-22, when there were 301 open claims.
• Overall workers' compensation claim expenditures for FY 2022-23 were down 22%
compared to FY 2021-22,which is attributed to the early interventions to facilitate
return to light duty work, and active management to resolve claims quickly, with the
total number of open claims maintained at a consistently low level.
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HUMAN RESOURCES
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HUMAN RESOURCES �...��.��_w��.d� ���_.. .�..N..��
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
No. of Positions
Permanent Full-Time 3,063 3,014 3,070
Permanent Part-Time 199 206 199
Temporary Full-Time 328 288 328
Temporary Part-Time 10 12 10
Total No. of Positions 3,600 3,520 3,607
Applications Reviewed 8,331 8,000 8,000
Internal Recruitments Conducted 209 200 200
Open Competitive Recruitments Conducted 221 150 150
Examinations Administered 36 30 20
Certifications Completed 949 575 " 600
Personnel Transactions Processed 10,631 7,000 7,000
FSP Change Forms Reviewed/Processed c 185 250 200
No. of POD* Training Programs Offered 7 5 5
No. of POD Training Sessions Conducted 64 50 50
No.of Employees Who Attended POD Training 987 500 500
CVE Students Placed 3 15 15
Initial Allocations 66 10 30
Reallocations** 378 400 400
New Classes 11 5 5
Position Redescription Reviews 418 350 400
Class Specification Amendments 48 20 30
Employer-Level Grievances Heard 28 10 10
Merit Appeals Board Meetings 10 12 12
Merit Appeals Board Hearings 1 4 1
Salary Commission Meetings 1 6 7
Salary Commission Public Hearing*** - - 1
Tool Testing 0 2 2
Monthly Reports-Accidents 12 12 12
Safety Inspections 12 16 16
First Aid Classes—Trained Employees 180 150 150
Driver Training&Equipment(No. of Employees) 61 60 60
* Personnel and Organizational Development(POD)
** Includes reallocations for recruitment purposes
***New program measure implemented in FY 24-25
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HUMAN RESOURCES
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 54 85 85
Salaries and Wages 1,997,754.10 2,442,481 2,635,517
Operations 201,735.78 930,137 948,373
Equipment 2,229.15 7,550 4,850
Skills Development Program - 416,000 416,000
Program Total 2,201,719.03 3,796,168 4,004,740
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Director of Human Resources 1 1 1
Deputy Director of Human Resources 1 1 1
Account Clerk 2 2 2
Administrative Services Officer II 1 1 1
Administrative Services Program Specialist - 1 1
Clerk III 1 1 -
Employee Development Assistant - - 1
Equal Opportunity Officer/ADA Coordinator 1 1 1
Equipment Operations Instructor(Temporary) 1 1 1
Human Resources Assistant 3 3 3
Human Resources Manager I 1 1 -
Human Resources Manager II 5 5 6
Human Resources Program Specialist 2 2 3
Human Resources Specialist I 5 5 5
Human Resources Technician I 1 1 2
Human Resources Technician II 3 3 , 1
• Park Caretaker I(Temporary) - 20 ' 20
Professional Intern(Temporary) - 10 10
Safety Specialist I 1 1 1
Safety Specialist II 1 1 1
Secretary-Reporter 1 1 1
Student Helper I 1 1 1
Workers' Compensation Claims Specialist III 2 2 2
Workers' Compensation Position 20 20 20
Total 54 85 85
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INFORMATION
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Mission Statement
To empower the County of Hawai`i with modern technologies that will enable County
employees to serve our citizens efficiently, effectively, and with aloha.
Department Goals
1. To provide secure, available, and reliable Information Technology resources by
aligning with the needs of departments, agencies, and citizens of Hawai`i County.
2. To improve existing services and support County business innovation by
implementing new technologies and solutions.
3. To seek out,provide, and maintain useful and relevant online service opportunities
for citizens to access records and conduct business with the County.
4. To develop, attract, and retain talented IT professionals and maintain a thriving work
environment for employees.
5. To improve efficiency and productivity,through automation and streamlining of
workflows, by providing the tools and training that employees need to perform their
jobs effectively.
6. To enhance collaboration and communication so that County employees can work
together seamlessly.
7. To embody fiscal stewardship by seeking 'best value' solutions, when optimizing IT
infrastructure,negotiating contracts, and working with vendors.
8. To enhance system resiliency to keep critical information systems available during
times of disaster.
9. To design and integrate a cohesive countywide Geographic Information System plan
to embrace industry standards and foster cooperative innovation.
10. To continue to develop and improve Information Technology operations,policies,
standards, and procedures to guide County departments and agencies.
Funding Source and Position Count
General Fund $9,603,780 General Fund 40
Grant Revenue - Grant Revenue Total Budget: $9,603,780 Total Number of Positions 40
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Description
Information Technology (IT)provides technical leadership in all aspects of computer use
for the County of Hawai`i. This includes financial and departmental applications,
hardware and software support,telecommunications and network functions, and the
Geographic Information System (GIS).
Additionally, Information Technology also provides advice and support for computer
systems and applications utilized by various other County departments and agencies. IT
maintains daily systems operations, conducts system analysis, system selection and
implementation,maintains data security, and conducts in-house computer training.
User Support Section
Help Desk/Service Desk:
Coordinates, implements, and supports the use and installation of desktop computers, '
laptops, mobile devices, peripherals, and audio/visual equipment. Provides technical
advice and resolves problems for all users of the County of Hawaii network and
electronic resources. Provides multi-tier support services and assists with training
County staff. Provides guidance and assistance with common office functions such as
printing, scanning, copying, word processing, spreadsheets, e-mail, and multi-media
presentations. Supports and guides internship candidates for introduction to Information
Technology services within the County domain.
Applications:
Analyzes, designs, develops,tests, implements, and supports computer applications
running on the County network. Aligns with departmental needs through evaluation,
selection, and implementation of applications and information systems. Provides
technical advice, custom reports, and resolves problems for designated computer
applications such as Eden/FRESH,Utility Billing, Laserfiche Document Management,
FireRMS and Planning/Building Permits. Provides systems analysis, programming
support, and coordinates all departmental use of the County of Hawaii website and
SharePoint Intranet sites. Coordinates and provides software training for County staff.
Systems Support Section
Network:
Identifies components, implements, manages, and maintains the County information
systems, network, and security operations. Coordinates maintenance,provides support,
and resolves problems with the system servers. Oversees all network communications,
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Description (continued)
Voice over Internet Protocol (VoIP) systems, Firewalls, and related equipment and
services meant to protect the County information systems and data. Researches and
implements new technologies for information systems.
Shared Services:
Evaluates, designs, selects, purchases, implements, and administers the County of
Hawai`i shared services. Oversees network security, virus protection, email servers, file
storage and data backup. Analyzes, identifies, and conducts problem resolution for all
network, server, and workstation-based software systems. Researches and implements
new technologies for information systems.
Geographical Information System (GIS)Support Section
Manages and monitors the County's GIS platform. Plans,researches, evaluates, and
implements cross-departmental GIS. Develops,troubleshoots, and deploys GIS software
applications and workflows to extend and enhance the capabilities of GIS software.
Develops and manages short-term and long-range plans for County's GIS._,Manages,
evaluates, and sets standards for hardware, software and integration of County GIS and
solutions. Manages integration of County GIS with third party solutions and products
utilized by departments and agencies countywide. Evaluates GIS program performance
and monitors contractual service. Manages, evaluates, and sets security standards for
County GIS services and infrastructure. Develops policies and procedures for GIS.
Coordinates the development and periodic evaluation of goals and objectives for
countywide GIS software and services. Provides training, expertise, and technical
support to other County departments and agencies in the development, design, and
implementation of GIS software.
Program Objectives
1. Provide a reliable and managed network for the County of Hawai`i. Implement
services and equipment to improve the network speed, reliability, and security for
County locations.
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.
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Objectives (continued)
3. Maintain and enhance the reliability and resilience of the County's information
technology infrastructure. Seeklintend to consolidate network security and monitor
external threat management.
4. Continued improvement of 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.
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.
Program Highlights
Network& Security
• Completed upgrades to all network backbone segments from 1 G to 10G. The Nokia
Dense Wavelength Division Multiplexing (DWDM) improvements allows increased •
speed and bandwidth throughout the network.
• Added new network devices at multiple County facilities to replace legacy
equipment.
• The INET fiber was extended to DEM and Liquor Control's West Hawaii location.
• Conducted numerous security updates for cybersecurity and equipment to ensure
timely responses to new and emerging threats.
Customer Support& Services
• Microsoft Endpoint Configuration Manager (MECM) clients were installed on
County endpoint devices for system patching IT ensured Microsoft Office Suite and
Microsoft Operating Systems were kept and updated on all user's devices. Windows
10, Office 2013, Office 2016 and Office 2019 were regularly updated when security
patches were released by Microsoft. There is a great need to keep our software and
network patched with the latest protection.
• Installed VoIP 911 Gateway Routers to upgrade existing VoIP infrastructure. This
supports the majority of the County telephone solutions used at multiple facilities
throughout the island.
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Highlights (continued)
Applications, Customer& Departmental Support
• The Applications Branch provided support to the County of Hawaii website's
Content Managers by assisting with content posts, sub site creations, and
maintenance.
• Support by the User Support division was provided for the following systems used by
County of Hawai`i departments:
o Electronic Permitting and Information Center(EPIC)—used to track and issue
permits and plans.
o Fairfax—replacement for the Core cashiering system.
o Eden—financial system used by all departments.
o FireRMS —record management system for tracking fire incidents.
• The Help Desk provided end-users with software deployment;configuration,
maintenance, guidance, and troubleshooting.
• The Help Desk provided support and maintenance for 1,700 PCs and laptops and
associated peripherals, as well as installed and configured PC peripherals such as
scanners and printers used by various departments. The Help Desk performed
physical layer troubleshooting and provided solutions for end-user network
connectivity across different locations.
Geographic Information Systems GIS
• Provided strategic scoping, logistical,technical, and quality assurance GIS support to
multiple County programs and Departments including Elections' ballot tracking,
EnerGov's online permitting, Mass Transit's General Transit Feed Specifications
(GTFS), Planning's Recovery teams, Research and Development's teams, Liquor's
team, Planning Department's Public Access, Riparian, and Shoreline GIS, DEM,
Clerks Redistricting public engagement mapping, Police's team, and the NASA
DEVELOP disaster, vulnerability, and risk project coordinated by the Mayor's Office
and enacted through the Planning Department.
• Worked with federal agencies and private contract partners to scope new data
acquisition, analysis, and modeling projects to implement Metadata standards, and to
ensure data Quality Control requirements are met on existing projects delivering new
GIS data, modeling, and analysis to the County under contract.
• Provided immediate security response and completed Log4J threat mitigation and
remediation that included analyses and impact assessments of the Log4J exploit on
County GIS system infrastructure and recommendations for network enhancements to
harden the counties security profile against future threats of a similar nature.
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Highlights (continued)
• Initialized the IT system enhancement project to virtualize and migrate the existing IT
Migrated GIS infrastructure to virtual environment to increase newer hardware,
software, and technology implementation standards, increasing system performance,
reliability, and up-time, and reducing while reducing system operational and
maintenance costs.
• Provided training, account management, and support to users of both internal and
public facing County GIS software products.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Computer Systems
Servers(Physical):Retired/New/Total 34/8/49 4/6/54 5/5/54
Servers(Virtual):Retired/New/Total 23/39/91 5/10/126 20/10/100
New network nodes added/Total nodes 20/127 3/107 20/147
New/replacement PC's setup 216 600 400
Total workstations supported 1,838 1,850 1,900
GIS Licensed Users
Desktop Non-Maintenance 100 300 100
Device Software Non-Maintenance* 0 - -
Portal Named Users 370 500 500
ArcGIS Online Named Users 203 500 500
GIS Enterprise Deployment
GIS Portal—CMS entryway 2 3 3
GIS Server—Map,Imagery,Notebook,Dev Roles. 11 11 12
GIS DataStore—Relational,Tile, SpatioTemporal Roles 6 6 8
GIS SQL Server 2 4 3
GIS File Storage 4 5 5
GIS Gateway 3 6 3
GIS Data Layers
Public Domain In-House GIS Server Services 156 75 200
Public Domain ArcGIS Online Services 81 150 100
In-House/County of Hawai`i File System and SQL Server Data 750 750 750
Layers estimated _
Data Layers hosted through Pictometry Online estimated*** 31 20 -
Imagery/Percent of Island covered 100% 100% 100%
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Measures (continued)
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Other Work Statistics
Primary Computer System Uptime During Normal Work Hours o 0 0
(247 days x 8.75 hrs.) 99/0 99/0 99/o
Face to Face IT Training Classes and Workshops Offered 3 20 6
Face to Face IT Training Classes Attendees 20 90 40
Virtual Training Classes and Workshops Offered 3,100 3,100 3,100
Virtual Training Classes and Workshops Attendees 196 300 300
Service Desk Calls 8,062 3,000 10,748
Average Service Desk Calls/Day 43 20 44
Average number of days a support call is Open 16 5 5
Voice Over IP
Numbers Supported 1,000 1,000 1,000
3 3 3
Call Manager Servers
Voicemail Servers 2 2 2
*Device Software Non-Maintenance is now obsolete—per GIS
***Becomes obsolete after 2023-24.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Number of Positions 25 35 40
Salaries and Wages 1,355,785.85 2,391,434 3,310,628
Operations 2,408,887.39 2,938,031 4,125,152
Equipment 320,993.17 4,316,191 2,168,000
Program Total 4,085,666.41 9,645,656 9,603,780
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INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Personnel Position Summary •
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Authorized Request
Administrative Services Assistant I - 1 1
Director of Information Technology 1 1 1
Geographic Information Systems Manager 1 1 1
Geographic Information Systems Analyst II 2 2 2
Information Systems Analyst III 7 8 8
Information Systems Analyst IV 3 6 6
Information Systems Analyst V 6 7 7
Information Systems Program Manager 2 2 2
Information Systems Technician II 1 2 2
Information Systems Technician II(Temporary) - 3 3
IT Systems Manager 1 1 1
Information Technology Specialist IV - - 2
Information Technology Specialist V - - 1
Information Technology Specialist VI - - 1
Information Technology Specialist VII - - 1
Private Secretary 1 1 1
Total 25 35 40
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UQUOR CONTROL
•
LIQUOR CONTROL
DEPARTMENT SUMMARY
Mission Statement
To promote the health, safety and welfare of the general public by regulating the
importation, manufacture, distribution, sale and service of alcoholic liquors in the County
of Hawai`i.
Department Goals
1. To govern operations of liquor licenses which promote reasonable practices in the
sale or service of liquors by Rules of the Liquor Commission and/or implementation
of programs which promote compliance to liquor laws.
2. To enforce the liquor laws of the United States, State of Hawai`i and County of
Hawai`i.
3. To grant, renew or deny liquor license applications and permits in accordance to law.
4. To provide efficient administrative services.
5. To educate licensees, staff, commission, board members and the public on liquor laws
and issues affecting their activities.
6. To conduct and/or support public and youth programs whether through education,
enforcement, or activities which promote compliance to liquor laws and responsible
drinking.
7. To help support businesses and industries involved in the sale of liquor, by
streamlining and updating current licensing and enforcement practices and
procedures.
8. To help alleviate financial burden on licensees during the COVID-19 pandemic by
temporarily modifying collection practices and other rules.
Funding Source and Position Count
General Fund - General Fund
Grant Revenue - Grant Revenue/Other
License Fees $2,470,602 License Fees 20
Total Budget $2,470,602 Total Number of Positions 20
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LIQUOR CONTROL
LIQUOR CONTROL
Program Description
1. To grant, renew and refuse applications or liquor licenses for the manufacture,
importation, and sale of liquor.
2. To amend or adopt rules having the force and effect of law in the county.
3. To enforce federal, state and county liquor laws by inspections of licensed premises
and investigations of complaints or violations for referral to the Liquor Control
Adjudication Board.
4. To provide services to and on behalf of the Liquor Commission and Liquor Control
Adjudication Board, including the review and amendment of procedures and duties.
5. To provide education to licensees, staff, Commission, Board, and the public.
6. To review federal, state and county liquor laws for uniformity.
7. To conduct and/or support public and youth programs whether through education,
enforcement, or activities which promote compliance to liquor laws.
8. To help support businesses and industries involved in the sale of liquor, by
streamlining and updating current,licensing and enforcement practices and
procedures.
9. To help licensees through the COVID-19 pandemic by temporarily modifying rules
and providing assistance with securing PPE and equipment (disinfectant foggers) as
well as modifying collections to help ease financial burdens.
Program Objectives
1. Licensing:
a. Conduct 75 interviews with new liquor license applicants.
b. Process 50 new license applications.
c. Conduct 50 site visits to applicant premises.
2. Operations:
a. Hold minimum of 12 liquor card classes in Hilo and 24 in Kona/Waimea for
approximately 1,500 manager examinations administered to employees of
licensed establishments. Classes and examinations to be offered to all licensees'
staff, including minor-aged employees.
b. Conduct a minimum of 2,000 licensee checks per month to promote compliance
to liquor laws by liquor licensees.
c. Provide all staff, commissioners and board members education via county, state,
and nationally sponsored programs.
3. Public Programs:
a. Provide minimum of two youth,public, and enforcement programs which
promote compliance to liquor laws.
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LIQUOR CONTROL
LIQUOR CONTROL
Program Highlights
1. The Department of Liquor Control processed 72 contingency fund grant requests
from our councilmembers in FY 2022-23. These grants offer funding to non-profit
organizations on Hawai`i 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.
2. 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. This is a class offered through a focused career academy
for students preparing themselves for jobs in law enforcement, legal, corrections and
the military. Our investigator shared what the duties and responsibilities are of the
Department of Liquor Control and the work experience and preparation needed to
qualify for the investigator position.
3. 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
Hawai`i 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 Hawai`i Island community.
4. The Department continued to improve its website and online presence by working
with MC Hawai`i, (formerly known as Hawai`i Information Consortium, LLC), a
division of Tyler Technologies. Enhancements to our online licensing and permitting
modules have been ongoing to improve communication with our liquor licensee's and
with the public. The following services are available online for our licensees to
conveniently apply,renew and pay for the following fees: percentage fee, direct wine
shipper permits, liquor license filing fee and liquor license renewals. It has been a
successful and convenient enhancement for our licensees.
5. The most significant 2023 legislative change was discussed in HB16, which
authorized restaurant liquor licensees to sell unopened beer, wine, and prepackaged
cocktails with the sale of food for pick up, delivery and takeout. HB 16 also allowed
retail store licensees to deliver purchased liquor"curbside"to a customer's vehicle.
This change makes permanent the adjustments that liquor businesses made during the
COVID pandemic. The Department has been at the forefront of adjusting our
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LIQUOR CONTROL
LIQUOR CONTROL
•
Program Highlights (continued)
procedures to help licensees stay afloat and in business and was already allowing
stores to do delivery and curbside pick-up prior to, during, and after the COVID
pandemic. During the COVID pandemic, the Department was an early supporter of
allowing restaurants to sell pre-packaged liquor sold with food for pick-up, delivery,
and take out. With the help of our licensees on Hawai`i Island, we were able to
demonstrate this modification could work and during the COVID emergency,the
State adopted and approved this concept statewide in its emergency proclamations.
The Department still supports these concepts.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Estimate Estimate
Licensing
Applications for Licenses
Interviews for Applications 108 75 75
Regular 50 50 50
Renewal 433 380 380
Special 156 130 130
Transient Vessel 51 100 100
Catered Functions 81 150 150
Miscellaneous Applications 14 100 100
Permit Applications 1,412 1,500 1,500
Site Inspection 49 50 50
Liquor Commission
Public Hearings on Rules and Regulations 0 0 0
Meetings(Public Hearings,Preliminary Hearings, 12 12 12
Special Meetings,Workshops)
Site Visitations 0 2 2
Liquor Control Adjudication Board
Public Hearings on Rules and Regulations 0 0 0
Meetings(Public Hearings, Special meetings, 3 6 6
Workshops)
Violations to Board 15 30 30
Operations
Warning and Citations 29 30 30
Manager Examinations 1,366 1,500 1,500
Manager Registration(activate existing manager 198 600 600
cards)
Audio Surveillance Checks 7 25 25
Field Inspections Per Month 1,970 2,000 2,000
Public Complaints 8 20 20
Investigations 36 100 100
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LIQUOR CONTROL
LIQUOR CONTROL
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 20 20 20
Salaries and Wages 1,087,500.75 1,223,003 1,308,492
Operations 829,467.51 1,017,520 1,033,460
Equipment 37,597.11 8,600 10,650
Public Programs 250,240.72 118,000 118,000
Program Total 2,204,806.09 2,367,123 2,470,602
Personnel Position Summary
FY 2022-23 , FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Director of Liquor Control 1 1 1
Administrative Assistant 1 1 1
Administrative Services Assistant I 1 1 1
Clerk III 1 1 1
Liquor Control Administrative Officer 1 1 1
Liquor Control Investigator Trainee 1/2T ' 2 2 2
Liquor Control Investigator II 6 6 6
Liquor Control Investigator III 2 2 2
Liquor Control Licensing Officer 1 1 1
Liquor Control Licensing Technician II 1 1 1
Liquor Licensing Clerk 1 1 1
Private Secretary 1 1 1
Secretary to Board and Commission 1 1 1
Total 20 20 20
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MANAGEMENT
MANAGEMENT
OFFICE OF THE MAYOR
Mission Statement
To foster a sustainable Hawaii Island where our keiki and their keiki can thrive and
succeed for generations to come.
Department Goals
To accomplish the following strategic priorities by working collaboratively and
constantly striving to be better by improving:
• Public Safety: Support hiring, equipment purchases, and capital improvements for
Police, Fire, Civil Defense, and Environmental Management to equally service each
district,to harden critical facilities as needed for resilient response to emergencies
and disasters,to reduce crime, and to quicken response times.
• Infrastructure: Prioritize key capital infrastructure projects that promote affordable
housing and economic development consistent with the General Plan.
• Waste Management: Update and invest in waste infrastructure to ensure prudent
management while working to minimize waste disposal through innovative
conversion of waste streams to assets, such as composting and reclaimed effluent.
• Culture & Recreation: Celebrate our multicultural community with programs and
facilities that promote an active lifestyle, lifelong learning, inter-generational
interaction, and mutually respectful conflict resolution.
• Health &Welfare: Address complex issues that are not considered core County
responsibilities but fall between the cracks of jurisdiction and have significant
impacts on our community, such as healthcare, affordable housing, homelessness,
human services,transportation alternatives, and workforce development.
• Governance: Balance the budget with optimized revenue source management and
expenditure controls. Develop a strategic communication system to facilitate public
information and feedback. Encourage public involvement through community
planning and commission appointments.
Funding Source and Position Count
General Fund $2,261,793 General Fund 21
Grant Revenue - Grant Revenue/Other 2
Total Budget: $2,261,793 Total Number of Positions 23
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MANAGEMENT
OFFICE OF THE MAYOR
Program Description
The Office of Management provides leadership, direction, and supervision for
departments and agencies of the County of Hawai`i, ensures that the duties and
responsibilities of the executive branch are faithfully discharged by the provisions of the
County Charter, and addresses the needs, concerns, and interests of the people of the
Island of Hawai`i.
Program Objectives
• Prudent Finances: Budget consistently, delivers services efficiently,plans for long-
term liabilities and contingencies, and optimizes revenue generation.
• Productive Workplace: Foster a work environment where County employees are
trained,managed, and appreciated to fulfill their duties to the best of their abilities.
• Strategic Objectives: Collaborate and promote innovation among departments to
accomplish identified priorities.
• Economic Initiatives: Partner with the nonprofit and private sectors to diversify
economic and employment opportunities.
• Resilient Community: Be knowledgeable,trained, and prepared for emergencies and
disasters.
• Inclusive Governance: Encourage civic participation with appointments to boards
and commissions and an active community planning system that exemplifies
democracy at its best.
• Open Communication: Communicate with the public with a two-way system that
informs and is responsive to suggestions,requests, and complaints.
• Sustainable Environment: Respect and sustain the natural and cultural heritage of
this County.
Program Highlights
• Presented a balanced FY 2023-24 budget by the end of FY 2022-23.
• Visited four Sister Cities throughout Japan and successfully celebrated our 60th anniversary
with our most extended Sister City, Oshima.
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MANAGEMENT
OFFICE OF THE MAYOR
Program Highlights (continued)
• Worked with the Fentanyl Taskforce to make NARCAN available on all County premises
and within official County vehicles.
• Invested$728,603 in various agriculture development initiatives overseen by the
Department of Research and Developmgnt's Agriculture Specialist.
• Hosted community job fairs to promote County jobs and grow our workforce.
• Successfully hosted the filming of Chief of War and Temptation Island Season 5, which
brought in$39.32M in revenue to the island of Hawai`i.
• Conducted meetings with Directors and Deputy Directors focusing on organizational
development, continuous improvement, and leadership.
• Joined the Pacific Hydrogen Alliance alongside Namie, Japan, and Lancaster, California,to
explore hydrogen as a clean energy alternative.
• Applied for two connectivity grants, the first being the Affordable Connectivity Program
Outreach Grant, in which the county was awarded$175,000.00. Additionally,the County
applied for the USDA Broadband Technical Assistance Grant for $85,000.00; the status of
this application is still pending.
• $1,647,337 in funding from the Workforce Innovation and Opportunity Grant(WIOA)
Program, U.S. Department of Labor was used to provide training, education, support
services, and work experience opportunities for participants of the Adult, Dislocated
Worker, and Youth Programs.
• Continued to work in partnership with Community First and the University of Hawaii at
Hilo to address COVID-19 and chronic disease health disparities among Pacific Islander,
Native Hawaiian, Filipino, and Hispanic populations with support from a$3 million award
from the U.S. Department of Health and Human Services under its Community Program to
improve Minority Health.
• Partnered with Conservation International (CI) and the communities of Kealakekua,
Honaunau, and Miloli`i on the Kapalilua Kia`i `Aina project to pilot and highlight the
relationship between collaborative resource management, innovative local job creation, and
an improved visitor industry.
• We received our second delivery of 5,000 books and have widened our distribution to
include pediatric practices and clinics around the county..
• The Integrated Climate Action Plan was released in partnership with the Department of
Planning and Research and Development. The Plan outlines the County's strategies to
reduce greenhouse gas emissions and increase resilience to the impacts of climate change.
• Provided ten County sites considered community anchors with complimentary high-speed
internet access.
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OFFICE OF THE MAYOR
Program Highlights (continued)
• Supported various activities and events, including observation of World Suicide Prevention
Month in September 2022, celebration of National Public Health Week and sponsorship for
the Annual Fentanyl Summit.
• Awarded$1 million worth of innovation grants to non-profit organizations in economic
sectors such as tourism and culture, energy, agriculture and food safety, sustainability, film,
and creative arts. These grants support projects designed to explore and examine
innovative processes and structures for economic sustainability and resilience.
• Engaged with Hawai`i Executive Collaborative members in support of opportunities in
agriculture, energy, and other economic drivers, as well as efforts to enhance long-term
sustainability projects.
• Continued supporting a community effort to reduce the impact of feral pigs on farmers and
homeowners with a$25,000 grant.
• Partnered with the Hawai`i Island School Garden Network to put on the second annual
school garden workday for the 2022 Community Food Summit.
• 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.
• Received a$3 million"advancing health literacy" grant from the United States Department
of Health and Human Services designed to demonstrate the effectiveness of working with
local community-based organizations to develop health literacy plans to increase the
availability, acceptability, and use of COVID-19 public health information and services by
racial and ethnic minority populations, and other populations considered vulnerable for not
receiving and using COVID-19 public health information. The project has been awarded to
a local healthcare coalition for implementation over the next two years.
• 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 Hawai`i County. To achieve this goal,the
office reached out to the community via press releases, contacting Council Members,
calling upon existing Boards and Commissions staff, along with current members,
and posting announcements on the County's website and social media platforms.
• Established an Advisory Committee related to the Waipi`o Valley Road closure to
ensure adequate communication and consultation with the Waipi`o Community.
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MANAGEMENT
OFFICE OF THE MAYOR
Program Highlights (continued)
• Implemented an Active Hazard Map with the Civil Defense Agency to allow
residents to see hazards presented by natural or manmade disasters in real time.
• Provided services to a total of 4,559 individuals through the American Jobs Center
Hawai`i.
• The Immigration Office served approximately 3,000 walk-ins and 6,000 telephone calls
and e-mail inquiries and conducted over 120 mini-trainings and outreach activities island
wide.
• Made building permit data and statistics public on the DPW website to improve
transparency and showcase the Department's progress in reducing the permit backlog.
• Took delivery of the County's first zero-emission fuel cell-powered bus, started operation
on Routes 202, 203, and 204 in Kailua-Kona.
• Applied for a Federal Transit Authority (FTA) a Low Emission—No Emission(LoNo)
grant for six new fuel cell buses, along with fueling production and distribution.
• Held an Early Childhood Symposium to inform practitioners about the new Kindergarten
Entrance Assessment being implemented this Fall across the state. There was also a
presentation by Lieutenant Governor Sylvia Luke to share her Ready Keiki Initiative.
• Created an Early Childhood Resource Coordinator position. The position was filled in
June of 2023.
• Played a pivotal role in the successful coordination and support of the Pehea Ka `Aina
countywide initiative launch. This initiative is dedicated to reshaping governance in
Hawai`i County by grounding it in cultural genealogy, emphasizing regenerative
governance, and fostering connections among government, community, and academia.
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OFFICE OF THE MAYOR
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Incoming Correspondence 228 1,000 200
Appointments to Boards and Commissions 81 50 80
Proclamations issued 110 120 115
Mayor's Messages 93 90 95
Certificates 327 160 320
Mayor's Event Requests 240 130 240
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 21 22 23
Salaries and Wages 1,506,515.50 1,695,486 1,931,716
Operations 577,952.10 321,702 326,702
Equipment 3,319.47 3,375 3,375
Program Total 2,087,787.07 2,020,563 2,261,793
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MANAGEMENT
OFFICE OF THE MAYOR
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Mayor 1 1 1
Managing Director 1 1 1
Deputy Managing Director 1 1 1
Administrative Services Assistant I 1 1 1
Administrative Specialist 1 1 1
CDBG Internal Auditor 1 1 1
Clerical Services Assistant 3 3 3
Data Processing Control Clerk I 1 1 1
Executives Assistant Aide 1 1 1
Executive Assistant II(1/2T) 1 1 1
Executive Assistant III 4 4 4
Organizational Development Specialist(1/2T) - 1 1
Private Secretary to the Managing Director 1 1 1
Private Secretary to the Mayor 1 1 1
Program Manager(Temp) 1 1 1
Public Relations Specialist 1 1 1
Secretary to Boards/Commissions - - 1
Student Helper I 1 1 1
Total 21 22 23
155
•
MANAGEMENT
COST OF GOVERNMENT
Program Description
The Cost of Government Commission(COGC) studies and investigates the organizations
and methods of operations of all County departments, commissions,boards, offices, and
other instrumentalities of all branches of the County government and determines what
changes, if any, may be desirable.
Program Objectives
1. Examine and investigate the organizations and methods of operations of all County
departments, commissions,boards, offices, and other instrumentalities of all branches
of the County government and determine and recommend changes, if any, by the
Charter-imposed deadline.
Program Highlights
The current Hawai`i County COGC was appointed and confirmed at the end of 2021
pursuant to Chapter 2 of the Hawai`i County Charter (2020). The Charter authorizes nine
members to represent each of the nine council districts in Hawai`i County. After each of
the nine members took their Oath of Office, COGC held its first meeting on January 27,
2022.
Commissioners defined priority areas to focus their attention. It was determined that the
primary focus areas would be 1)permitting/construction/licensing, 2) environmental
management/solid waste/wastewater, and 3) information technology/automation/
electronic records/digital payments. A secondary focus area of car and vehicle costs/
vehicle types/vehicle maintenance was also created. Lastly, within a tertiary focus area,
1)water system efficiency/well and pipe maintenance; 2)public access, open space, and
natural resources (PONC) expenditures; 3)roads/transportation/public works; and 4)
optimizing the number of commissions/boards.
Throughout the year, COGC invited the directors of each department to share an
overview of their department, cost savings, and efficiency opportunities within those
departments and answer questions from each commissioner. COGC also invited other
county resources, such as the newly appointed County Auditor,to participate in meetings.
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MANAGEMENT
COST OF GOVERNMENT
Program Highlights (continued)
The community also participated with the COGC throughout the year. At several
meetings, community members participated in-person,provided written testimony, or
appeared before the Commission via the Zoom meeting platform. To streamline the
process of getting specific recommendations, the COGC established Permitted Interaction
Groups (PIGs) during the summer and used those insights and findings in the Fall to
come to conclusions captured within their report, which is posted to the Boards and
Commissions page on the county website.
https://records.hawaiicounty.gov/weblink/1/doc/118555/Page 1.aspx
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Departments/boards/commissions reviewed - N/A -
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Operations 327.18 -Program Total 327.18 - -
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MASS TRANSIT AGENCY
MASS TRANSIT AGENCY
GENERAL FUND
Program Description
Refer to Mass Transit Agency under the General Excise Tax(GET) Fund Section.
Program Objectives
Refer to Mass Transit Agency under the GET Fund Section.
Program Highlights
Refer to Mass Transit Agency under the GET Fund Section.
Funding Source and Position Count
General Fund $ 20,000 General Fund Grant Revenue $26,196,094 Grant Revenue/Other Total Budget: $26,216,094 Total Number of Positions
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MASS TRANSIT AGENCY
GENERAL FUND
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Salaries and Wages 4,814.40 242,212 1,365,726
Operations 4,082,269.64 1,346,663 5,048,875
Equipment 1,840,000.00 13,075,164 19,801,493
Program Total 5,927,084.04 14,664,039 26,216,094
159
MISCELLANEOUS
MISCELLANEOUS
ANIMAL CONTROL
Program Description
The Animal Control and Protection Agency was established effective July 1, 2023. Refer
to the Animal Control and Protection Agency section.
Program Objectives
The Animal Control and Protection Agency was established effective July 1,2023. Refer
to the Animal Control and Protection Agency section.
Program Highlights
The Animal Control and Protection Agency was established effective July 1, 2023. Refer
to the Animal Control and Protection Agency section.
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MISCELLANEOUS
ANIMAL CONTROL
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Percentage of vicious dog calls will be responded to within * 90%two hours
Percentage of loose animals posing a public safety hazard * 90% -
calls will be responded to within two hours
Percentage of injured animal related calls will be responded to * 90% -
within two hours
Percentage of animal control assistance by the police will be * 90%responded to within three hours
Percentage of animal cruelty and neglect cases will be * 90% -
responded to in 24 hours and resolved in 14 working days
Percentage of license,loose dog and any non-cruelty/neglect * 90% -
cases will be responded to in 48 hours and resolved in five
working days
Number of sweeps of problem communities per year * 100 -
Animal Intake
Stray/Feral * 5,000 -
Owner Surrendered * 1,000 Total Intake * 6,000 -
Redeemed * 1,000 -
Adopted * 2,500 -
Adopted animal returned for health reasons * 20 -
Adoption percentage(Based on total intake numbers) * 40% -
Adoption percentage(Based on Adoptable Animals) * 95% -
Animal control related calls * 8,250 -
Dog license issued * 7,500 -
Dog license fees collected * $20,750 -
Cat licenses issued * 0 -
After-hour emergency call-outs * 1,200 -
Miles traveled * 210,000 -
Dead animals collected** * N/A -
Complaint/comply notices issued * 1,000 -
Note: Under HIHS,intake statistics included feral cats,mongoose,chickens and other livestock that the
Hawaii County Code, Chapter 4,does not require intake of healthy feral animals.
*Statistics not available as agency oversight transitioned from Police to the new Animal Control&
Protection Agency.
**N/A=Not Available since transition to COH Animal Control pick-up of deceased animals are being r
conducted by County Department of Public Works and State Highways personnel.
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MISCELLANEOUS
ANIMAL CONTROL
Program Measures (continued)
•
Citations issued
HCC 4-30 Dog Running Loose * 250 -
HRS 143-2 License Violation * 50 -
HRS 7-11-1109 Cruelty to Animals * 35 • -
Other(inc.Vicious Dog) * 90 -
Total Citations * 425 -
Citations issued to repeat offenders * 40 _ -
Number of animal pickups * 400 -
Number of trap rentals * 1,000 -
Spay/neuter coupons issued * 0 -
Number of Animal Control Officers
Kea'au(also serving Hilo,Hamakua,Kea'au,Puna, * 8 -
Ka`u)
Kona(also serving South Kona, Oceanview) * 7 -
Waimea(also serving Honoka`a,Waikoloa,Kohala) * N/A*** -
Total Animal Control Officers * 15 -
***During FY 2022-23,COH Animal Control did not have a shelter in Waimea. We do not currently have
a shelter in Waimea.
****Animal Control and Protection Agency established as of July 1,2023,and has its own section.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 1,751,309.05 -
Program Total 1,751,309.05
****Animal Control and Protection Agency established as of July 1,2023,and has its own section.
162
MISCELLANEOUS
HOMELESSNESS
Program Description
The Office of Housing and Community Development shall establish and administer
programs addressing homelessness within the County of Hawai`i utilizing designated
funds deriving from a percentage of revenue collected annually from the real property tax
on residential tier two properties.
Program Objectives
1. Prioritize the "Housing First" model,which aims to quickly move people
experiencing homelessness into stable and permanent housing without preconditions
or barriers.
2. In partnership with government agencies and non-profit organizations, develop
programs and services to prevent individuals and families from becoming homeless,
including eviction prevention, emergency financial assistance, and legal support.
3. 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.
4. Design and implement a system that collects, measures and documents outcomes
achieved by entities who receive funding through the County Homelessness and
Housing fund.
5. Collect and analyze data on homeless populations to better understand the
demographics,needs, and trends in homelessness.
6. Leverage existing funding sources to support resources needed to ensure individuals
and families continue to move towards increased self-sufficiency.
7. Promote collaboration among government agencies,non-profit organizations, and
community stakeholders to create a coordinated and efficient response to
homelessness.
8. Raise public awareness about the issue of homelessness and educate communities
about the challenges and solutions.
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MISCELLANEOUS
HOMELESSNESS
Program Highlights
• The program began on July 1, 2022.
• In September, completed the Homelessness and Housing Strategic Roadmap that
highlights the top priorities for investment of the Homelessness and Housing Fund.
• In November, issued a Request for Proposal for the Homelessness and Housing Fund.
• In May 2023, completed the.execution of 16 agreements with 13 non-profit
organizations for the delivery of services as proposed in their response to the Request
for Proposal
• In May 2023, the OHCD hosted its first quarterly Community of Practice, a
convening of the Homelessness and Housing Fund grantees that provide a networking
space for collaborations, partnerships and generation of new ideas and approaches to
addressing emerging issues.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Salaries and Wages 53,155.22 367,275 276,688
Operations 4,008,449.65 10,720,512 10,812,434
Equipment 6,206.77 12,213 10,878
Program Total 4,067,811.64 11,100,000 11,100,000
164
MISCELLANEOUS
MISCELLANEOUS/COUNTYWIDE COSTS
FY 2022-23 FY 2023-24 FY 2024-25
Actual _ Budget Request
Animal Control 2,419,600.00 3,603,325 -
Nonprofit Grants 3,154,600.00 2,500,000 2,500,000
Schools 9,642.11 52,650 52,650
Homelessness 4,067,811.64 11,100,000 11,100,000
Fringe Benefits
State Retirement System 57,708,785.58 66,602,318 72,500,000
FICA 7,120,233.42 8,232,614 9,500,000
County Pensions 33,383.82 66,000 54,000
Health Fund 16,968,769.09 21,566,498 23,500,000
Post-employment Benefits 42,801,803.08 44,136,000 44,577,000
Worker's Compensation 3,524,718.06 5,957,289 5,957,289
Unemployment Compensation 16,043.12 425,174 425,174
Vacation Pay - 1,000,000 1,000,000
Total Fringe Benefits 128,173,736.17 147,985,893 157,513,463
Bond Issue/Debt Service
Interest 15,973,612.00 16,319,434 18,988,864
Bond Redemption 33,525,518.00 31,641,499 38,785,113
Total Bond Issue/Debt Service 49,499,130.00 47,960,933 57,773,977
Supplemental Transfers
Transfer to Capital Project Fund 119,750.00 - -
Transfer to Housing Fund 11,144,320.00 11,495,033 11,919,180
Transfer to Self-Insurance Fund 1,000,000.00 2,000,000 4,000,000
Transfer to Solid Waste Fund 28,916,044.00 30,136,536 30,636,826
Transfer to Golf Course Fund 790,367.00 1,095,681 1,172,172
Transfer to Disaster/Emergency Fund 4,359,277.38 4,503,500 4,715,000
Transfer to Public Access/Open Space Preserve Fund 8,834,305.94 9,075,000 9,540,000
Transfer to Pub Acc/Open Space Preserve Maint Fund 656,896.97 1,134,375 1,192,500
Transfer to Budget Stabilization Fund 250,000.00 250,000 250,000
Transfer to Sewer Fund 3,446,553.00 5,094,515 5,876,248
Trans to Community Benefit Fund - 250,000 250,000
Total Supplemental Transfers 59,517,514.29 65,034,640 69,551,926
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MISCELLANEOUS
MISCELLANEOUS/COUNTYWIDE COSTS
• FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Other Costs
Provision for Compensation Adjustment - 5,700,000 3,500,000
Sundry Refund 49.55 15,000 15,000
Provision for Reallocation - 35,000 35,000
Miscellaneous Insurance Claims&Judgments 4,050,581.76 6,925,000 4,925,000
Public Safety Disaster/Emergency 148,201.48 1,000,000 1,000,000
Provision for Energy&Fuel - 2,000,000 2,000,000
Provision for Training - 1,000,000 808,219
Miscellaneous(Block&Housing Grants,Home Pgm) 60,950,142.38 550,000 455,000
Miscellaneous(Prior Year Grants&Contributions) 2,423,899.65 - 50,000
Total Other Costs 67,572,874.82 17,225,000 12,788,219
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OFFICE OF
SUSTAINABIIITY,
CL1MATE„ EQUITY,
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
DEPARTMENT SUMMARY
Mission Statement
The Office of Sustainability, Climate, Equity, and Resilience (OSCER)was created to
coordinate and manage policies and programs to address sustainability, mitigate
greenhouse gas emissions, and adapt to the impacts of climate change and other natural
and human caused hazards. Through regular stakeholder engagement these policies and
programs shall promote the County's sustainability and resilience in a manner that is
immediate, direct, coordinated, and equitable in their impact on various communities in
the County.
Department Goals
1. Coordinate and manage County policies related to sustainability, climate change,
equity, and resilience.
2. Coordinate and manage County programs related to sustainability, climate change,
equity, and resilience.
3. Establish regular stakeholder engagement related to sustainability, climate change,
equity, and resilience.
•
Funding Source and Position Count
General Fund $786,036 General Fund 7
Grant Revenue - Grant Revenue/Other Total Budget: $786,036 Total Number of Positions 7
167
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Description
OSCER is responsible for establishing broad work plans for county initiatives through
collaboration across all departments related to sustainability, climate change, equity, and
resilience, including developing programmatic priorities and budgets, conducting
program analyses, making policy recommendations, and preparing sustainability or
initiative reports.
Program Objectives
On August 2, 2023,the County adopted the Integrated Climate Action Plan(ICAP)by
Resolution 203-23. The ICAP is the strategic roadmap that will be used by OSCER to
help achieve our climate change goals and targets. OSCER will be responsible for
implementing the plan beginning with short-term implementation priorities.
Short-Term Implementation Priorities: (2023-2025)
1. Establish OSCER as the centralized coordinating authority to oversee and manage
countywide climate actions and mainstream interdepartmental collaboration.
2. Provide technical assistance and support to:
a. Streamline climate-related data gathering and dissemination.
b. Conduct cost-benefit analyses for climate action implementation.
c. Secure Federal and State funding.
3. Develop and coordinate a grant program for the Office of Sustainability, Climate,
Equity, and Resilience, including identifies and evaluates potential funding sources
and preparing appropriate grant applications.
4. Establish regular stakeholder engagement to increase transparency of climate action.
a. Climate Data Dashboard and Portal
b. Place-Based Knowledge
c. Promote Funding Opportunities
d. Develop an Engagement Strategy
5. Produce an ICAP Annual Report.
Program Highlights
The OSCER office begins staffing and delivery of program objectives in the Spring of
2024. This entails establishing the physical office location, including the purchase of
initial equipment and furniture. In addition,the OSCER administrator will complete all
position descriptions and begin recruitment for the funded positions. As a new County
168
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Highlights (continued)
office,the initial six months will require establishing and building relationships across
the county, state, and with our federal partners. Priorities will also focus on building
capacity through training and networking to accomplish program objectives.
Program Measures
1. Hire all funded positions and maximize support from other programs, such as VISTA.
2. Establish a centralized dashboard to show current progress on individual strategies
and actions.
3. Produce an Annual Report.
Program Expenditures
FY 2022-23 - FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions - 5 7
Salaries and Wages - 431,326 611,036
Operations(includes external audit of County finances) - 150,000 150,000
Equipment - 38,000 25,000
Program Total - 619,326 786,036
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Accountant I _ - - 1
Climate Equity Specialist - - 1
Community&Outreach Specialist - 1 1
Data Analysis&Visualization Specialist - - 1 1
Grants Manager - 1 1
Policy Analyst - 1 1
Sustainability Administrator - 1 1
Total - 5 7
169
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PARKS & RECREATION
PARKS & RECREATION
DEPARTMENT SUMMARY
Mission Statement
To provide a wide array of services for the public with excellence, integrity and aloha.
Department Goals
Service
• " Provide and/or facilitate a wide array of recreational opportunities, services and
opportunities that meet the needs of the Big Island community while maintaining the
cultural uniqueness of our rich heritage, diversity and the aloha spirit.
• Conduct the P&R "Service Survey" to evaluate the quality of services provided and
report the results quarterly.
• Keep the public informed of the availability of programs and facilities via various
media outlets including a departmental website.
Facilities
• Provide safe, clean, enjoyable, accessible and aesthetically pleasing facilities by:
o Implementing the transition plan for ADA compliance.
o Implementing the transition plan for playground safety and equipment.
o Continuing to develop and implement maintenance standards.
o Maintaining a five-year plan for repairs and maintenance.
o Providing regular facility and safety inspections and monitoring the results and
recommendations.
o Determining the need for additional recreational facilities throughout the Big
Island via public meetings and service surveys.
o Assessing current facility use and analyzing for optimum utilization.
Fiscal Responsibility
• Refine fiscal management and performance of the department.
• Develop alternative strategies to generate supplemental resources in order to maintain
and enhance operations (grants, cost sharing, donations, etc.).
Funding Source and Position Count
General Fund $33,924,534 General Fund 425
Grant Revenue $ 1,478,150 Grant Revenue/Other 2
Other $ 862,750
Total Budget: $36,265,434 Total Number of Positions 427
170
PARKS & RECREATION
DEPARTMENT SUMMARY
Department Goals (continued)
Partnerships
• Create public/private partnerships to improve and maintain recreational facilities and
enhance programs.
Safety
• Provide proper safety equipment for all employees.
• Maintain,update and keep all employees current with health and safety requirements
and testing, such as hearing tests,hepatitis immunization for covered individuals,
CDL licenses, etc.
• Perform regular safety inspections of all facilities.
• Provide a mechanism to address safety concerns of all employees.
Training
• Provide for personal and professional growth opportunities for all staff.
•
•
171
PARKS & RECREATION
'ALAE CEMETERY
Program Description
The `Alae Cemetery provides an affordable and accessible public memorial park to
accommodate the burials of the general public.
Program Objectives
1. Conduct maintenance and repair activities.
2. Assign and record all burials.
Program Highlights
Custodial facility for the Annual Ireito Hoyo Service was held on August 28, 2022.
Removed vegetation needed to fence the entire unfenced area along the perimeter of the
cemetery.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Total Acreage 42.37 42.37 42.37
Burials 67 110 110
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Number of Positions 4 4 4
Salaries and Wages 203,554.51 206,378 216,170
Operations 3,643.15 6,315 6,286
Equipment - 426 455
Program Total 207,197.66 213,119 222,911
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Park Caretaker I ,2 2 2
Power Mower Operator 2 2 2
Total 4 4 4
•
172
PARKS & RECREATION
VETERANS CEMETERIES - EAST AND WEST HAWAI'I
Program Description
The East and West Hawai`i Veterans Cemeteries accommodate the local burial needs of
Big Island Armed Forces Veterans and eligible family members.
Program Objectives
1. Continue to coordinate development of the East and West Hawaii Veterans
Cemeteries with the Veterans Advisory Committee and the Department of Defense.
• Address the findings of the recent Department of Veteran's Affairs, Office of the
Inspector General Compliance Inspection conducted in June 2021; currently 90%
compliant.
2. Performs interments, grounds maintenance and facilities maintenance in accordance
with the National Cemetery Administration(NCA)Veterans Cemeteries standards.
3. Assign and record all burials.
4. Foster a customer service culture.
Program Highlights
Implemented NCA Procedures for:
- Receiving and inspecting headstones, markers and niche covers.
- Cleaning and storing headstones,markers and niche covers.
- Setting and installing.
- Placing and aligning headstones and markers in first and second interments.
Placing and aligning headstones and markers in existing sections, including fine tune
alignment.
The International Association of Lions Clubs volunteered to clean headstones.
Changed from doing one plot with one-reserve for spouse to double depth.
173
PARKS & RECREATION
VETERANS CEMETERIES — EAST AND WEST HAWAI'I
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Total Acreage 78.78 78.78 78.78
Burials 278 250 250
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Number of Positions 5 5 5
Salaries and Wages 159,275.43 205,576 215,680
Operations 85,648.58 91,846 91,617
Equipment 439.78 426 455
Program Total 245,363.79 297,848 307,752
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Equipment Operator II Temp 1 1 1
Park Caretaker I 3 3 3
Veterans Cemetery Caretaker/Equip Operator 1 1 1
Total 5 5 5
•
174
PARKS & RECREATION
RURAL CEMETERIES
Program Description
The Parks Maintenance Division ensures that the grounds and facilities of cemeteries in
Hamakua, Kohala, and Kona are properly maintained.
Program Objectives
1. Continue maintenance of cemetery grounds.
2. Assign and record all burials.
Program Highlights
No projects done at this time.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Cemeteries Burials
North Hilo/Hamakua District: 3 5 7
Honoka`a,Kukuihaele,Kuka`iau,Laupahoehoe
North/South Kohala District: 27 16 18
Haw',Waimea
North/South Kona District: 18 20 22
Keopu,Na`alehu
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Operations 1,290.89 1,200 1,400
Program Total 1,290.89 1,200 1,400
175
PARKS & RECREATION
HAWAII COUNTY BAND
Program Description
The Hawai`i County Band was established in 1883 and has provided music for parades,
concerts, festivals, ceremonies, and other special events County-wide for the past 140
years. The Hawai`i County Band performs as a representative of the County of Hawai`i
and continues to enhance events by providing live music performances. The band also
serves as a musical resource for the County and State of Hawai`i.
Program Objectives
1. Provide musical services for island residents and visitors by working with community
organizations and providing 40 musical services annually (e.g. parades, ceremonies,
festivals, concerts and special events).
2: Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational,
musically challenging, and historically significant.
3. Feature at least two young musicians as soloists at the April or May Mo`oheau
Bandstand Concert,which provides musical education opportunities for the youth of
the County of Hawai`i.
4. Introduce 20 new musical pieces per year to provide musical challenges to the band
members.
Program Highlights
• Provided 40 performance services during FY 2022-23.
• Featured nine monthly Mo`oheau Bandstand Concerts which is a 100 plus year
tradition.
• Mo`oheau Bandstand April and May Concerts featured young musicians as soloists.
• Participated in July 4th Mo`oheau Bandstand Concert in conjunction with the
Fireworks Display.
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PARKS & RECREATION
HAWAI'I COUNTY BAND
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Performance Services 40 40 40
Rehearsals 95 95 95
Number of Events:
Parades 6 5 7
Ceremonies 8 6 7
Concerts 18 15 18
Special Events 8 6 8
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 40 40 40
Salaries and Wages 210,247.90 280,158 295,111
Operations 3,649.30 13,133 13,133
Equipment - 70,050 50
Program Total 213,897.20 363,341 308,294
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Band Director 1 1 1
Assistant Band Director(Hrly) 1 1 1
Musician I(Hrly) 4 4 4
Musician II (Hrly) 7 7 7
_Musician III (Hrly) 10 10 10
Musician IV(Hrly) 9 9 9
Musician V(Hrly) 8 8 8
Total 40 40 40
Note: All positions are part-time with the exception of the Band Director.
177
PARKS & RECREATION
WEST HAWAI'I BAND
Program Description
The West Hawai`i Band provides music for parades, ceremonies and other events,
principally in the Hamakua, Kohala and Kona districts,to support and inspire traditional
and emerging cultural, charitable, educational,recreational and economic activities, and
provides musical enjoyment and satisfaction for residents and visitors of diverse ages and
backgrounds,through performance and rehearsal.
Program Objectives
1. Provide musical services for island residents and visitors by working with community
organizations and providing 20—25 musical services annually (e.g. parades,
ceremonies, festivals, concerts, and special events).
2. Provide six concerts that are entertaining, educational,musically challenging and
historically significant.
3. Feature a young musician as soloist at the March or May monthly concert, to provide
music education opportunities for the young musicians of Hawaii County.
4. Introduce 20 new pieces per year to provide musical challenges for the band.
Program Highlights
• The West Hawai`i Band provided fifteen performance services as many services were
cancelled due to COVID-19 restrictions.
• The band continued to rehearse on a weekly basis at the West Hawai`i Civic Center.
• The West Hawai`i Band has introduced 12 new pieces.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Performances 26 20 25
Rehearsals 45 45 45
178
PARKS & RECREATION
WEST HAWAI'I BAND
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 19 19 19
Salaries and Wages 27,830.47 46,464 49,706
Program Total 27,830.47 46,464 49,706
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized . Request
Assistant Band Director (Hrly) 1 1 1
' Musician I(Hrly) 4 4 4
Musician II(Hrly) 7 7 7
Musician III(Hrly) 6 6 6
Musician IV(Hrly) 1 1 1
Total 19 19 19
Note: All positions are part-time.
179
PARKS & RECREATION
_.....� �.N.�. � _ ADMINISTRATION
�.�.a_v���.�_ _��_e.m__w�e
Program Description
The Parks&Recreation Administration provides organizational support services to all
the divisions/sections to achieve the development and implementation of the
department's mission.
Program Objectives
1. Continue to update information for Divisions and Sections on the County of Hawai`i
website on an as needed basis.
2. Continue implementation of the transition plan for accessibility to public facilities
during the fiscal year.
3. Continue implementation of the transition plan for playground safety and accessibility
during the fiscal year.
4. Maximize resources by encouraging the "Friends of the Park"program and identify a
minimum of five community service projects that focus on maintenance and/or
improvements to park facilities.
5. Provide at least one technical job specific training for 50% of administrative staff.
Program Highlights
• Conducted cash handling and internal controls monitoring for various Parks and
Recreation facilities.
• Reopened a portion of Richardson Ocean Park including the comfort station after the
partial completion of the Accessibility Improvements project.
• Completed the initial portion of the Hilo Bayfront Trails Phase 2 project This
portion of the trail provides access between Kumu Street and Kilauea Street.
• Completed the Papa`aloa Park Accessibility Improvements project.
• Completed the Pa'auilo Park Accessibility Improvements project.
• Completed the Magic Sand Beach Park Accessibility Improvements project.
• Executed 51 Recreation Educator contracts for our Elderly Activities and Culture and
Education programs and 37 employee contracts for Summer/Intersession programs.
180
PARKS & RECREATION
ADMINISTRATION �����-.w..��_e_.�._.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Camping Permits Issued 9,223 7,700 9,000
Pavilion Permits Issued 2,563 2,500 2,500
No of Completed Service Surveys 900 400 400
Surveys Rating Quality of Service as Satisfactory or 90% 85% 85%
greater
Surveys Rating Facilities as Adequately Maintained 90% 90% 90%
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 27 27 27
Salaries and Wages 1,578,713.78 1,824,574 1,933,729
Operations 1,077,097.25 1,712,491 1,709,991
Equipment 244,088.38 138,182 53,182
Program Total 2,899,899.41 3,675,247 3,696,902
181
PARKS & RECREATION
ADMINISTRATION
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Parks&Recreation Director 1 1 1
Deputy Parks&Recreation Director 1 1 1
Account Clerk 3 3 3
Accountant I 2 2 2
Accountant IV 1 1 1
Architectural Drafting Tech I 1 1 1
Architectural Drafting Tech II 1 1 1
Business Manager 1 1 1
Clerk II 1 1 1
Clerk III 2 2 2
Department Contracts Assistant 1 1 1
Human Resources Assistant 1 1 1
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Information&Education Specialist I 1 1 1
Park Planner 1 1 1
Park Projects Manager 4 4 4
Private Secretary 1 1 1
Projects Administrator 1 1 1
Student Helper I 1 1 1
Total 27 _ 27 27
182
PARKS & RECREATION
PARKS MAINTENANCE
Program Description
The Parks Maintenance Division maintains inland parks, beach parks,playgrounds, ball
fields, and other recreational facilities; undertakes construction, repairs and renovation
projects for buildings, equipment and grounds; and operates a storeroom for departmental
maintenance supplies.
Program Objectives
1. Maintain completion of approximately 2,500 work orders on an annual basis.
2. Undertake two park improvements projects per district, one of which involves a
community group.
3. Monitor complaints filed for strategic planning purposes for maintenance and services
improvements.
4. Provide park users with safe facilities and grounds.
• Conduct safety inspections of P&R facilities:
1. Every three months with responsible supervisor(nine crews).
2. Every 12 months by the Park Superintendent.
3. Every 12 months by the West Hawai`i District Superintendent.
4. Playground and Skateboard Park inspections every month.
5. Provide employees with a safe working environment.
• Participate with department safety committee and discuss and evaluate
accident/incident reports.
• Correct any hazardous conditions or practices.
• Provide a minimum of one safety instructional session per crew each month.
• Review and upgrade Park Maintenance Safety and Health Programs.
Program Highlights
• Park Maintenance—Maintain and Repair Existing Facilities
The Parks Maintenance Division maintained inland parks, beach parks,playgrounds,
ball fields; County cemeteries, East and West Hawai`i Veterans Cemeteries,
Community Centers and other departmental facilities. We provided the public with
safe repair and renovation projects for buildings, equipment, grounds and supported
landscaping and beautification projects.
Beautification projects and beach cleanups were accomplished with assistance from
public/private partnerships and volunteer projects.
183
PARKS & RECREATION
PARKS MAINTENANCE
Program Highlights (continued)
• Plumbers
Total Work Order Generated: 363
Work Orders Completed: 337
• Fencing and Waxing Crew
Total Work Orders Generated: 83
Works Ordered Completed: 36
• Electricians
Total Work Order Generated: 343
Work Ordered Completed: 307
• Pump Mechanic
Total Work Orders Generated: 1
Work Orders Completed: 1
• Painters
Total Work Orders Generated: 88
Work Orders Completed: 52
• Carpenter Shop
Total Work Orders Generated: 675
Work Orders Completed: 501
• Waimea/S Kohala B & G
Total Work Orders Generated: 39
Work Orders Completed : 30
• Kona B & G
Total Work Orders Generated: 496
Work Orders Completed : 440
• Construction Crew
Total Work Orders Generated: 141
Work Orders Completed : 36
• Mechanic/Welding Shop
Total Work Orders Generated: 566
Work Orders Completed: 503
184
PARKS & RECREATION
PARKS MAINTENANCE
Program Highlights (continued)
• Tree Trimming
Total Work Orders Generated: 75
Work Orders Completed : 32
• Vector Control
Total Work Orders Generated: 11
Work Orders Completed : 11
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Facilities Maintained: Actual Budget Estimate
Beach Parks 39 39 39
Parks&Playgrounds 65 65 65
Gyms&Recreation Centers,Baseball Fields 98 98 98
Swimming Pools 9 9 9
Tennis Courts 30 30 30
Other Facilities 43 43 43
Complaints Received 10 20 20
Beautification Projects 25 25 30
Work Orders Completed 2,286 2,300 2,560
Safety Instructional Sessions 168 168 168
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions , 170 175 175
Salaries and Wages 7,688,507.87 8,631,630 9,104,444
Operations 5,439,401.18 9,209,124 10,717,612
Equipment 154,511.36 373,880 19,010
Program Total 13,282,420.41 18,214,634 19,841,066
185
PARKS & RECREATION
PARKS MAINTENANCE
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Building&Grounds Utility Worker 5 5 5
Building&Grounds Utility Worker-Temp 2 2 2
Building Maintenance Worker 3 3 3
Building Maintenance Worker-Temp 1 1 1
Building Repair and Maintenance Supervisor 1 1 1
Carpenter-Cabinet Maker 2 2 2
Clerk III 1 1 1
Custodian/Groundskeeper I 7 6 6
Custodian/Groundskeeper II - 1 1
Custodian/Groundskeeper I(Night Shift) - 4 4
Custodian/Groundskeeper II(Night Shift) - 1 1
Electrical Pump-Mechanical Electrician 1 1 1
Electronic Equipment Repairer 1 1 1
Equipment Operator I 1 1 1
Equipment Operator II 6 6 6
Equipment Operator II-Temp 2 2 2
Equipment Operator III - 1 1
Equipment Operator III Temp - 1 1
Laborer II 6 5 5
Laborer II-Temp 3 2 2
Laborer III - 1 1
Lead Carpenter-Cabinet Maker 1 1 1
Lead Electronic Equipment Repairer 1 1 1
Lead Painter 1 1 1
Lead Plumber 1 1 1
Mechanical Repair Welding Supervisor 1 1 1
Mechanical Repairer-Temp 1 1 1
Mechanical Repairer-Welder 3 3 3
Painter 1 1 1
Park Caretaker I 63 63 63
Park Caretaker I—1/2T 1 1 1
Park Caretaker I—2/5T 1 1 1
Park Caretaker I—3/5T 1 - -
Park Caretaker II 5 6 '6
Park Caretaker III 1 1 1
Park Construction&Maintenance Supervisor 1 1 1
Park Facilities Refuse Collector 3 2 2
Park Facilities Refuse Collector Driver - 1 1
Park Maintenance Manager 1 1 1
Park Maintenance Supervisor I 2 3 3
Park Maintenance Supervisor II 3 - -
Park Maintenance Supervisor III 1 1 1
•
186
PARKS & RECREATION .
PARKS MAINTENANCE
Personnel Position Summary(continued)
_Park Maintenance Supervisor IV 1 2 2
Park Maintenance Supervisor V 1 1 1
Park Maintenance Supervisor IV - 1 1
Parks District Superintendent 1 1 1
Plumber 2 2 2
Power Mower Operator 11 12 12
Power Mower Operator-Temp 1 1 1
Senior Account Clerk 1 1 1
Storekeeper 1 1 1
Tractor Mower Operator 4 3 3
Tractor Mower Operator-Temp 1 1 1
Tree Trimmer 3 3 3
Tree Trimmer-Equipment Operator II 1 1 1
Tree Trimmer-Heavy Truck Driver 1 1 1
Tree Trimming Crew Supervisor 1 1 1
Tree Trimming—Park Maintenance Supervisor 1 1 1
Vector Control Specialist 3 2 2
Total 170 175 175
187
PARKS S RECREATION
RECREATION
Program Description
The Recreation Division plans and coordinates organized recreation, athletics, aquatics and -
arts and crafts activities for all age groups at recreation centers and aquatic facilities
throughout the County of Hawai`i.
Program Objectives
1. Provide or assist in the facilitation of a minimum of four types of organized athletic
activities in each district. Athletic activities shall include basketball,baseball/softball,
volleyball, football, track and field,pickleball, futsal, etc. These activities shall be
provided on a quarterly basis with the intent of servicing at least 500 youth and 200 adults
• per district.
a. Provide a minimum of one athletic activity per recreation facility cluster, with the
specific purpose of introductory level instruction. These introductory athletic activities
shall be provided on a quarterly basis with the intent of servicing at least 100 youth
and/or adults per recreation facility cluster.
2. Provide or assist in the facilitation of a minimum of six creative and artistic activities per
district, for youth and/or adults. Creative and artistic 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 creative/artistic activity per recreation facility cluster, for
youth and/or adults. These activities shall be provided on a quarterly basis with the
intent of servicing at least 25 youth and/or adults per recreation facility cluster.
3. Provide a minimum of two district-wide events per district with the intent of servicing at
least 200 youth and 200 adults per year. These events shall include holiday/seasonal
events and community resource fairs.
4. Provide a minimum of two island wide special events with the intent of servicing at least
1,000 youths and 500 adults per year. These events shall include track and field meets,
`Ohana shoreline Fishing Tournament, etc.
5. Develop a minimum of six partnerships with other recreation providers, as well as
community organizations to maximize service and activities to the public. These
partnerships could include working with the Department of Land and Natural Resources
for hiking, malama aina(conservation)projects, Hawai`i Island Food Basket in services
provided to the community, athletic organizations for a youth triathlon, etc.
188
PARKS & RECREATION
RECREATION
Program Objectives (continued)
6. Provide a minimum of one outdoor activity per district,per quarter. These activities shall
be provided with the intent of servicing at least 20 youth and/or adults and can include
partnerships with community or government organizations. These programs can include
activities such as hiking, fishing, camping, etc.
7. 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).
8. Provide quarterly training to enhance personnel's understanding of recreational
programming principles, foster development of quality programs through growth of
knowledge and boost individual and organizational performance. With relevant and
consistent training,personnel will continue to grow as civil service employees and provide
service with aloha to the public.
Program Highlights
Track& Field Meets (4 Annual Events)
The Track&Field program has been extremely successful for many years. Two events are
typically held per year—Age Group Track Meet and Exponent Track Meet. Both events are
held on the east side and west side for a total of four track& field meets. Averaging 750
participants per event with at least 1,000 in attendance. The track&field program which dates
back to the 1940's allowed us to showcase the many talented youth of our island.
In FY 2022-23,the Age Group Track&Field Meets were held on February 4, 2023 in both
Hilo and Kona. The Exponent Track Meet on February 18, 2023 was cancelled due to
inclement weather.
`Ohana Shoreline Fishing Tournament
The annual Ohana Shoreline Fishing Tournament was held on August 19-21, 2022. Weigh-
ins were held at the Honoka`a Sports Complex. There was a total of 136 entries in six
divisions—men, women,teen, keiki,kupuna, and `ohana. Prizes were given to almost every
registered person who weighed in a fish. This event marked the return of the tournament since
the pandemic.
189
PARKS & RECREATION
RECREATION
Program Highlights (continued)
Holoholo Crafters
This new program provided an opportunity for the Recreation personnel to work with people
with disabilities. Personnel provided various arts & craft projects and instruction to multiple
Department of Education special education classes and adult care facilities in Hilo and Kona.
This program will continue as we encourage these partnerships and provide recreational
programming for all ages and abilities.
Easter Events
The Biggest Easter Egg Hunt event was held on April 7, 2023, at the Francis Wong Stadium.
Over 1,000 people attended this event which included four age group egg hunts, craft
activities, contests, keiki I.D., and other community resource booths. The Hilo District
Recreation personnel continued to organize a great family event.
A new Easter event was organized by the Hamakua District Recreation personnel. This event
was held at the Pa'auilo Gym on April 7, 2023. The event included egg hunts for various age
groups, contests with prizes, food and entertainment.
Both events were free for the public to enjoy.
P&R Sports Leagues
These sports leagues were provided during FY 2022-23:
- Hilo/Puna District
o Biddy Basketball (8 years &under)
o Age Group Basketball (10 years &under, 12 years &under, 14 years &under)
o Age Group Volleyball (10 years &under, 12 years &under, 14 years &under)
o T-Ball & Coach Pitch Baseball (6 years and under, 8 years &under)
- N/S Kohala/Hamakua District
o Biddy Basketball (8 years &under)
o Age Group Basketball (10 years.&under, 12 years &under, 14 years &under)
o Age Group Volleyball (10 years &under, 12 years &under, 14 years &under)
- Kona District
o Biddy Basketball (8 years & under)
o Age Group Basketball (10 years &under, 12 years &under, 14 years &under)
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PARKS & RECREATION
RECREATION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Program/Events Countywide Countywide Countywide
Participants Participants Participants
Actual Budget Estimate
Instructional Sports Program(Baseball, Softball,
Basketball,Floor Hockey,Pickle Ball,Volleyball, 372,520 500,000 500,000
Tennis,Track&Field,Croquette)
Arts&Crafts 10,555 35,000 35,000
Organized P&R Sports Games/Clinics(Baseball,
Basketball,Volleyball) 280,355 200,000 300,000
Music and Dance 28,825 50,000 50,000
Drama, Storytelling,Puppetry 15,785 20,000 20,000
Physical Fitness/Aerobic for Tots to Senior Citizens 320,075 300,000 350,000
Outdoor/Nature Activities/Hiking Programs 13,722 ,105,000 20,000
Special Events 177,250 180,000 180,000
TOTAL 1,219,087 1,390,000 1,455,000
Persons Utilizing Facilities—Total 4,000,000 4,500,000 4,500,000
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 52 52 52
Salaries and Wages 2,511,288.29 2,848,386 2,932,355
Operations 808,510.39 903,163 908,163
Equipment 15,287.10 5,000 5,000
Program Total 3,335,085.78 3,756,549 3,845,518
•
191
PARKS & RECREATION
RECREATION
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Clerk III 2 2 2
Recreation Administrator 1 1 1
Recreation Director II 22 22 22
Recreation Director II—1/2T 1 1 1
Recreation Director IV 5 5 5
Recreation Specialist I 1 1 1
Recreation Specialist II 2 2 2
Recreation Technician II 6 6 6
Recreation Technician II—1/2T 3 3 3
Recreation Technician III 4 4 4
Recreation Technician III—1/2T 2 2 2
Recreation Technician III—3/4T 1 1 1
Senior Account Clerk 1 1 1
Total 52 52 52
192
PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Description
Summer and intersession programs are provided for elementary-aged children. These
enrichment programs incorporate team sports, games, arts and crafts, drama,music,
dance and excursions.
Program Objectives
1. Provide a minimum of 20, six-week Summer Fun programs island wide.
2. Work in partnership with the State of Hawai`i - Child Nutrition Program and vendors
with county meal contracts to sponsor free lunch programs for all summer fun sites
that qualify and meet the requirements for this program.
a. Provide free meals to a minimum of 75% of Summer Fun program participants.
3. Provide a minimum of four special summer enrichment programs such as ocean
awareness and teen programs. Programs offered will operate for the same six-week
period as Summer Fun programs; with the intent of teaching life skills with emphasis
on leadership training.
4. Provide a minimum of three Winter Intersession programs island wide. These two-
week programs will incorporate enrichment activities such as arts and crafts, athletic
activities, physical fitness, outdoor activities.
5. Provide a minimum of two Fall and two Spring Intersession programs. These one-
week programs will provide enrichment opportunities focused on outdoor activities,
service learning and malama `aina.
6. Integrate children with disabilities into the summer and intersession programs
wherever possible.
Program Highlights
`Ike Kai Intersession Programs
As part of the `Ike Kai Enrichment Program series,there were three intersession
programs held—fall break, winter break and spring break.
The `Ike Kai program goals are to engage the participants in activities focused on ocean
awareness and safety. This program incorporates malama aina principles and other
Hawaiian practices such as lawai`a(fisherman). We focus on the health of the coastal
ecosystem through education and outreach. The program was held at the Richardson's
Ocean Center and Reed's Bay in Keaukaha.
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PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Highlights (continued)
Pilikulaiwi Intersession Programs
The Pilikulaiwi program was held during fall break on October 4-6, 2022. The three-day,
two-night program partnered with the Hilo Yacht Club to utilize their facilities.
Participants ranged in grade from 4th-12th grades. The focus of this program was to learn
about the Keaukaha coastline.
The Spring Intersession program was held March 14-16, 2023. A total of 25 participants
were registered,between grades 6th-12th. Utilizing the Gilbert Kahele Recreation Area
bunkhouses as its home base,the program travelled to different parts of the island.
Activities were organized to learn more about our island and participate in service-
learning projects. Maintenance work was completed in the garden behind the
bunkhouses.
2022-23 Winter Intersession Programs
Winter Intersession programs were held at Pi`ihonua Gym, Papa`ikou Gym and the
Waimea District Park from December 27, 2022-January 6, 2023. Registration at the
respective sites were—Pi`ihonua Gym(60), Papa`ikou Gym (20) and Waimea District
Park(30).
2023 Summer Fun Program
There was a total of 15 Summer Fun program sites island wide which ran from June 13-
July 14, 2023. There were 39 Summer Fun personnel hired to assist the Recreation
Division personnel. Registration limits were determined by the Recreation Division site
staff, dependent on facility size and staffing availability.
Hilo: Andrews Gym(80), Pana`ewa Gym(62), Kawananakoa Gym (85), Pi`ihonua Gym
(81), Hilo Armory (54)
Hamakua: Papa`ikou Gym(51), Honoka`a Sports Complex(45)
Puna/Ken: Pahoa Regional Park(81), Kea'au Armory (73),Ka`u Regional Gym (24),
Na'alehu Community Center(16)
North/South Kohala: Waimea District Park (51), Hisaoka Gym(20), Pu'unui Park(20)
North/South Kona: Kekuaokalani Gym(60)
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PARKS & RECREATION
„�� ___�_W � _ ..71 _
SUMMER FUN AND INTERSESSION
Program Highlights (continued)
The free lunch program was offered at 13 summer program sites (All Hilo District sites-
including the Pu`u`eo Teen program and `Ike Kai program, Papa`ikou Gym, `Ike Pono
program [Kula`imano, Honomu and Papa`aloa], Honoka`a Sports Complex, Pahoa
Regional Park, and Kea`au Armory). A combined total of 767 summer program
participants (80%) were enrolled in the free lunch program provided in partnership with
the U.S. Department of Agriculture—Food Service Federal Grant Program. We were
unable to provide these services to other sites, due to the lack of vendor participation.
2023 Special Summer Enrichment Programs
There was a total of five special enrichment programs that occurred in the summer,which
were also participants in the free lunch program.
Two of these programs were teen enrichment programs which operated on the same six-
week period as the Summer Fun programs. The Teen Scene program at the Pu'u'eo
Community Center registered 20 participants. The Waimea Teen Program registered ten
participants. Both programs focused on life skills development and leadership training
with activities such as cooking and meal planning and higher education and trade school
visitations.
The `Ike Kai program held three,two-week sessions with a six-week total of 82
participants. During each session there were approximately 28 participants.
`Ike Pono, a new program was added to the Summer Enrichment series. Three,two-week
•
sessions were implemented, one session in each Hamakua community—Kula`imano (15
registered),Honomu(15 registered) and Papa`aloa(24 registered). This program focused
on learning about the aina and how to respectfully use our natural resources,providing a
unique cultural experience for the participants from planting kalo to harvesting and
making laulau.
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PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Measures _
FY 2022-23 FY 2023-24 FY 2024-25
__ Actual Budget Estimate
Persons Served—Summer Fun/Intersession 958 1,500 1,500
PROJECTED SITES/POTENTIAL ENROLLMENT INCLUDING
SUMMER/INTER-SESSION/AFTERNOON PROGRAMS
O p G C C a
w E aLi E? d E r d E a`i L y E 8 w° E a E v
L tC as 1 E E 9 R y R v/ A R
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a0 E o n,E o E c o % " o E O•t a a o. a r. o - o w
Q�I E L V] 7 L 7 a L a) L L O h R L rn d L .d. L '' m l'6
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Hilo 5 1 1 8 1 4 2 9 22
Puna/Ka`u 4 0 . 0 8 1 1 1 8 15
Hamakua 2 3 0 5 2 1 1 6 14
N/S Kona 1 0 0 3 1 1 1 3 7
N/S Kohala 3 1 0 4 0 1 1 4 10
TOTAL 15 5 1 28 5 8 6 30 68
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Salaries and Wages 173,060.80 224,872 224,872
Operations _ 159,364.24 369,180 369,180_
Program Total 332,425.04 594,052 594,052
196
PARKS & RECREATION
HOOLULU PARK COMPLEX
Program Description
The Ho`olulu Complex ensures the safe and efficient use of all facilities at the Ho`olulu
Complex(Dr. Francis F. C. Wong Stadium, Afook-Chinen Civic Auditorium, Edith
Kanaka`ole Multi-Purpose Stadium, Aunty Dottie Thompson Hale, Walter Victor
Baseball Complex,Aunty Sally Kaleohano's Luau Hale, Butler Building, Kuawa
Ballfields, Ho`olulu Multi-Purpose Field and Hilo Drag Strip).
We maximize the use of all facilities by ensuring service in an equitable and fair manner
and through careful scheduling and accommodating of:
1. Public requests for private parties and sports activities.
2. Professional or non-profit agencies.
3. School activities and sporting events.
4. Agencies that promote activities for statewide,national or international participants.
5. County and department functions.
Program Objectives
1. Provide clean, safe and well-maintained facilities:
a. Close each facility once per year for general clean up and minor repairs.
b. Pressure-wash each facility semi-annually.
c. Inspect for any potential safety hazards daily.
d. Clean and sanitize facilities before and after events.
e. Work with Safety Committee to perform safety inspections annually.
2. Provide a well-manicured playing surface at Wong Stadium, Walter Victor Baseball
Complex, Ho`olulu Multi-purpose Field and Kuawa Ballfields:
a. Mow fields weekly, weather permitting.
b. Close each ballfield at least one week annually for field repairs.
c. Fertilize field surfaces annually.
3. Provide training for staff:
a. Conduct safety talks on various topics at least once per month.
b. Train employees regarding safe, efficient use of all equipment at lease semi-
annually.
c. Supervisors shall conduct equipment maintenance training and equipment
maintenance shall be performed weekly.
d. Provide training courses regarding Safety Data Sheets for all new or modified
products.
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PARKS & RECREATION
HOOLULU PARK COMPLEX
Program Objectives (continued)
4. Enforce rules and educate sponsors:
a. Comply with ADA, OSHA, County, Department and Complex rules and
regulations.
b. Review and revise rules annually.
c. Distribute rules with all applications.
5. Work with various schools, community groups, and government agencies on
improvements to the Ho`olulu Complex:
a. Complete one major improvement project.
b. Complete at least one beautification/landscaping project annually.
6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an
estimated 3,800 activities annually.
Program Highlights
The following were the major events held at the Ho`olulu Complex:
• Hawai`i Archery Club annual Shoot: November 11-12, 2022
• University of Hawai`i at Hilo Basketball Games: November 2022 - February 2023
• Hawai`i AJA Memorial Baseball League Games: December 2022 -March 2023
• University of Hawai`i at Hilo Baseball Season Games: Feb -May 2023
• Hilo High School Baseball Season Games: January -May 2023
• 60th Annual Merrie Monarch Festival: April 5-8,2023
• Tough Man Hawaii Kickboxing: August 13, 2022, December 17, 2022 & June 3,
2023
• S. Tokunaga Ulua Challenge awards: June 11, 2023
• Hilo Pony, RBI, LL and Wood Bat Baseball Leagues: Oct-Dec 2022, March- June
2023
• HCC/UHH Commencements: May 12-13, 2023
• Hawai`i Youth Challenge Academy Commencement: June 23, 2023
• High School Commencements: May 19-20, 2023; May 27, 2022
• Hilo Orchid Society: July 24-30, 2022
198
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PARKS & RECREATION
HOOLULU PARK COMPLEX
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Persons Served—Aggregate Total 439,503 325,000 400,000
Activities Accommodated: 4,649 4,045 4,500
Afook-Chinen Auditorium&Butler Building:
Revenue Generating 280 130 60
Fees Waived/Exempt 443 100 30
Edith Kanaka`ole Multi-Purpose Stadium:
Revenue Generating 1,169 1,300 1,325
Fee Waived/Exempt 218 120 100
Wong&Victor Stadiums:
Revenue Generating 240 180 200
Fee Waived/Exempt 1,430 1,700 1,700
Aunty Sally Kaleohano's Luau Hale:
Revenue Generating 0 120 140
Fee Waived/Exempt 0 300 280
Hilo Drag Strip
Revenue Generating 72 60 65
Fee Waived/Exempt 58 35 50
Program Expenditures
' FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 17 17 17
Salaries and Wages 781,746.60 777,414 806,962
Operations 489,635.86 502,244 562,049
Equipment - 1,000 1,000
Program Total 1,271,382.46 1,280,658 1,370,011
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PARKS & RECREATION
HOOLULU PARK COMPLEX
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Building Maintenance Worker 1 1 1
Facilities Maintenance and Service Worker I 10 10 10
Facilities Maintenance and Service Worker II 3 3 3
Ho`olulu Complex Maintenance Supervisor 1 1 1
Recreation Specialist II 1 1 1
Total 17 17 17
200
PARKS & RECREATION
AQUATICS
Program Description
The Aquatics Section develops and implements water safety operations and programs.
The Aquatic Section promotes water safety to the public by conducting American Red
Cross Learn-to-Swim classes, certification courses in Lifeguarding, CPR,AED,First Aid
and Basic Water Rescue. Instructor certification courses are also offered for
Lifeguarding Instructors and Water Safety Instructors. It conducts introductory
competitions for beginners (novice swim and intro to water polo programs) and advanced
(open water competitions) swimmers.
Aquatics maintains safety services and initiates preventative actions,progressively
implementing advanced safety equipment and strategies to meet our goals and act as a
resource and consultant on matters relating to water safety.
Program Objectives
1. Provide services at our nine aquatic facilities with at least two lifeguards on duty
daily at all County pools.
2. Maintain safe and clean facilities, free of hazards for all activities,patrons and
employees by maintaining acceptable pool chemical levels, conducting daily safety
inspections and remitting work orders as necessary to correct unsafe conditions. A
comprehensive safety inspection to be conducted on a semi-annual basis.
3. Offer recreational and lap swimming for approximately 850,000 patrons. Offer four
sessions of Learn to Swim in the summer at all pools and other water related courses
to approximately 3,000 patrons.
4. Develop and distribute a quarterly brochure of County of Hawai`i pool facilities
highlighting recreational and adult lap swimming hours as well as water aerobics,
swim lessons, special events, activities and programs.
5. Conduct nine American Red Cross Lifeguarding/First Aid/CPR/AED Classes island
wide during the fiscal year.
6. Plan, promote and coordinate five Novice Swim Meets serving approximately 350
participants during the three month season.
7. Sponsor one open ocean water swim competition.
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PARKS & RECREATION
AQUATICS
Program Objectives (continued)
8. Promote workplace safety for all staff by providing personal protective equipment
and safety training on an ongoing basis.
9. Conduct American Red Cross Blood Borne pathogens training on an annual basis in
January or February for all staff
10. Develop at least two partnerships with aquatics clubs to encourage competitive
aquatic sports throughout the island.
11. Reduce cost through implementing sustainable technologies and prudent practices.
Program Highlights
LEARN TO SWIM (LTS)
• Swim Lessons were offered at all open pools; classes offered to best meet the needs of
the community.
NOVICE SWIM SEASON
The Novice Swim Season for 2023 ran from February through mid-May. There were
only three teams who participated,with approximately 85 swimmers participating.
Expecting more participants as more pools reopen.
ANNUAL RICHARDSON'S OCEAN SWIM
The 2022 Richardson Roughwater Swim was postponed due to ongoing renovations at
the park. The 2023 Richardson Roughwater Swim is scheduled for October 22, 2023.
202
PARKS & RECREATION
AQUATICS_�_._y.._._..___._..__.�__...�__.___�.�
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Swimming Pools . 9 9 9
Persons Served at Pools 399,245 600,000 450,000
Novice Meets/Participants 5/85. 5/400 5/250
Learn to Swim(participants) 350 1,300 1,000
Instructional Courses by Aquatics Division 250 400 350
American Red Cross Lifeguarding Certification Crs 25 5 9 _
Partnership with Aquatic Clubs 9 9 9
Pool Attendance
Location Total Count Total Count Total Count Total Count
2019-20 2020-21 2021-22 2022-23
Honoka`a 0 0 2,200 20,239
Kawamoto 164,949 37,071 57,438 79,181
Kohala* 26,859 8,438 2,192 0
Konawaena 28,682 7,793 12,212 25,475
Laupahoehoe • 30,019 485 12,983 4,639
NAS * 17,167 0 0 0
Pahala * 11,986 2,678 4,003 0
Pahoa 105,961 30,358 64,661 125,636
Kona Community Aquatic Ctr 56,579 25,995 63,736 144,075
Total 442,202 112,818 219,425 399,245
*Closed for renovations/repairs throughout FY
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 58 58 59
Salaries and Wages 1,357,883.78 2,020,328 2,144,397
Operations _ 796,040.62 1,045,478 1,110,018
Equipment 53,743.59 20,950 20,950
Program Total 2,207,667.99 3,086,756 : 3,275,365
203
PARKS & RECREATION
AQUATIC S
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title _ Authorized Authorized Request
Account Clerk 1 1 1
Aquatic Recreation Director II - - 1
Aquatics Recreation Specialist 1 1 1
Pool Lifeguard 24 24 24
Pool Lifeguard 1/2T 2 2 2
Pool Lifeguard 1/2T Temp 6 6 6
Pool Lifeguard 3/5T 3 3 3
Senior Pool Lifeguard 9 9 9
Swimming Instructor 1/2T Temp 3 3 3
Swimming Instructor Temp 3 3 3
Swimming Pool Custodian 3 3 3
Swimming Pool Custodian 1/2T 3 3 3
Total 58 58 59
204
PARKS & RECREATION
CULTURE & EDUCATION
Program Description
The Culture & Education Division provides edudational and community-based activities
and events to celebrate,perpetuate, and foster the appreciation of our island's rich multi-
cultural heritage in the arts, history, and the humanities.
Program Objectives
1. Provide 95 workshops and classroom instructions in various disciplines, music,
dance, drama, arts, crafts, and natural sciences at established sites Countywide.
2. Develop and enhance at least one core/major Cultural/Community event per quarter
to preserve ethnic traditions and heritage, encourage craftsmanship and cottage
industry.
3. Market programs by securing community involvement and financial support through
six partnerships/sponsorships.
4. Advertise and promote the Cultural &Education programs and activities through our
quarterly"Arts Visions" newsletter and media such as radio,television,periodicals
and newspapers.
Program Highlights
First Quarter:
• Fourth of July—Hilo Bay Blast—July 4, 2022
o First time being held as a full-scale, in-person event since 2019.
• 23rd Annual Queen Lili`uokalani Festival (2022)—September 10, 2022
o First time being held as a full-scale, in-person event since 2019.
• Peace Pole Dedication—September 19, 2022
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.
Second Quarter:
• Merrie Monarch Keiki Hula Competition- (cancelled)
• Hilo World Peace Festival - (cancelled)
• King Kalakaua Tribute—November 16, 2022
o Blessing at Kalakaua Park in honor and recognition of the King's birthday and
legacy.
• "Home for the Hilo-days"—December 16-18, 2022
o Assisted the Hilo Palace Theater with holiday decorations for the event.
205
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PARKS & RECREATION
CULTURE & EDUCATION
Program Highlights (continued)
• `Tis the Season Holiday Walk-Thru Event(Afook-Chinen)—December 21, 2022
o Assisted with coordination of activities/setup and supplies for event.
• Christmas Wreath Exhibition at Aupuni Center—December 2022
• Magic of the Season—Holiday Open House Event—December 12-16, 2022
o First time being held as a full-scale, in-person event since 2019.
Third Quarter:
• 30th Annual Waimea Cherry Blossom Heritage Festival(2023)—February 4, 2023
o First time being held as a full-scale, in-person event since 2020.
• Cultural Demonstration: Sister City Visit—February 2023
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—May
2023
o Setup and displayed artwork from 5th grade elementary students in Japan and
Hawaii. There were 49 pieces from students at 13 different school's around
Shibukawa, and there were 60 pieces from students at E.B. DeSilva school.
• Merrie Monarch Festival=April 2023
o Assisted with logistics and support. Coordinated delivery and usage of palms for
decorations, as well as provided printed shirts for staff working the event.
• May Day Celebration—May 1, 2023
o Assisted with logistics and support.
• Boys' Day display at County Building (Koi Fish)—May 2023
• King Kamehameha Awesome Athletes Inclusive Canoe Race—June 4,2023
o Assisted with logistics, supplies and support for the event
• Cultural Demonstration: Summer Fun Program(Kea`au)—June 15, 2023
o Conducted a cultural demonstration and interactive lessons in hula, chant and
ukulele for summer fun program participants
• Cultural Demonstration: Summer Fun Program(Hilo Armory)—June 20, 2023
o Conducted a cultural demonstration and interactive lessons in hula, chant and
ukulele for summer fun program participants
• Tribute to Our Heroes display at County Building (Patriotic Salute)—June 2023
206
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PARKS & RECREATION
CULTURE & EDUCATION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Classes/Workshops(Countywide) 92 105 95
East Hawai`i 92 95 90
West Hawai`i 0 10 5
Participants in Classes/Workshops(Countywide) 625 1,000 650
East Hawai`i 625 700 600
West Hawai`i(includes Waimea District) 0 300 50
Total Participants Served Countywide 99,500 110,000 95,000
East Hawai`i 75,000 85,000 70,000
West Hawai`i(includes Waimea District) 24,500 25,000 25,000
Number of Festivals/Major Events 7 8 7
Program Expenditures -
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 5 5 5
Salaries and Wages 268,659.51 281,522 294,274
Operations 123,535.25 148,028 158,528
Equipment - 50 50
Program Total 392,194.76 429,600 452,852
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Culture and Education Administrator 1 1 1
Park Interpretive Tech 1 1 1
Park Interpretive Tech(1/2T) 1 1 1
Recreation Specialist II 1 1 1
Recreation Specialist I 1 1 1
Total 5 5 5
207
PARKS & RECREATION
ELDERLY ACTIVITIES
Program Description
EAD Administration
The Elderly Activities Division's (EAD) Administration oversees five programs: Retired
Senior Volunteer Program(RSVP), Coordinated Services,Nutrition, Recreation and
Special Programs. The Division provides comprehensive and coordinated services for
older individuals, which promote maximum independence, optimum health,personal
dignity and self-enrichment. The EAD staff offers adults 55 years and older many
educational and recreational choices, various opportunities and services to enhance their
quality of life, including volunteer opportunities,transportation, escort, information and
assistance, in-home services (chore,personal care),recreational activities, congregate
meals and home-delivered meals and island wide, statewide, national and international
activities (Kupuna Hula, bowling, softball, health fair, etc.).
EAD Recreation
The Elderly Recreation Services (ERS)provides comprehensive recreational,
educational, health related and leisure activities for adults 55 years and older, which
promote maximum independence, optimum health,personal dignity and self-enrichment.
The ERS staff provide and promote active and passive recreational, cultural, leisure
opportunities, special interest programs, island wide and maintain independence, quality
of life and dignity to older adults. Services are provided countywide at 25 senior centers,
including districtwide activities and recreational, educational, and health-related classes.
EAD Special Programs
The Special Programs branch provides individuals 55 years and older with a variety of
special events such as recreational, sports (golf and softball), health(Wellness Fair),
leisure time, performing arts (Kupuna Hula), and other support services countywide, as
well as senior participating in state, national, and international events.
208
PARKS & RECREATION
ELDERLY ACTIVITIES . '
Program Objectives
EAD Administration
1. The division will provide and/or facilitate a wide array of services and opportunities
and evaluate the quality of services provided by coordinating a service delivery
system that addresses the needs and interests of older adults. This will be
accomplished by providing comprehensive and coordinated services that are
represented by the division's five major programs. The Elderly Activities Division
provides services to over 13,500 seniors annually. An evaluation is conducted on
each program annually to ensure goals are met.
2. The division will pursue assistance from persons and groups to improve and maintain
P&R facilities and enhance programs, services, and activities. This will be
maintained by the EAD Advisory Council which is made up of representatives from
the 25 senior citizen clubs, 15 nutrition sites and the RSVP Advisory Council that
will conduct at least one general meeting in January and one meeting for east and
west districts in July of each fiscal year servicing 40 presidents/chairpersons island
wide.
3. The division will provide regular facility and safety inspections and training for staff
by maintaining an EAD Safety Committee with at least one representative of each
program meeting quarterly to enforce safety procedures, improve unsafe conditions
affecting staff and seniors and give feedback to the department safety committee, as
needed. Additionally,they will conduct a safety on-site evaluation semi-annually
(January and July) of 32 senior center facilities and conduct safety evaluations and
training for 50 EAD staff.
4. In order to keep the public informed of its activities the division will:
• Produce at least one "Video Highlights" of the division's activities annually.
• Maintain the division's Kupuna News magazine by providing information on all
EAD program activities and printing at least 3,000 copies for distribution to over
200 organizations,two times semi-annually.
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PARKS & RECREATION
ELDERLY ACTIVITIES
Program Objectives (continued)
EAD Recreation
1. Provide and promote active and passive recreational, cultural and leisure
opportunities to 4,000 unduplicated individuals 55 years and older island wide.
2. Provide and promote active and passive recreational, cultural and leisure
opportunities for 1,000 senior club members 55 years and older at 26 senior
centers/sites.
3. Serve 3,000 older adults in recreational, educational,health-related and cultural
classes island wide.
4. Provide at least ten districtwide 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 Ham-gala.
EAD Special Program
1. Provide at least six countywide, state,national and international events for 2,550
older adults.
2. Serve a total of 1,150 older adults in at least three countywide special events and
serve 800 older adults in one statewide event.
3. Provide one cultural event for 300 older individuals on a county, state, and
international level that will attract a total of 1,200 attendees.
Program Highlights
• Coordinated Services for the Elderly transported 58 participants under 60 years of age
with disabilities and accomplished 1,048 trips.
• Coordinated Services for the Elderly provided 5,603 seniors with Information and
Assistance, Outreach,Referrals, transportation and Chore Services.
• Elderly Recreation Services' number of participants for the classes and clubs was
3,361. Twenty-two of the 25 senior clubs are fully open.
• Elderly Recreation Services had two very successful large island wide and statewide
events. The Ukulele Festival and the State Line Dance Round-up.
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PARKS & RECREATION
r x�
ELDERLY ACTIVITIES
Program Highlights (continued)
• The 2023 Hawai`i Kupuna Softball League started on February 4, 2023 with 22 teams
and 518 on the roster.
• The Retired Senior Volunteer Program enrolled 962 volunteers and contributed
61,364 hours of service at 208 non-profit and government agencies. Volunteers did
Food Basket Distribution,Meals-On-Wheels and the AARP Tax Preparation
Program.
• The Hawai`i County Nutrition Program has filled the vacant positions at the main
office. The Program Director IV and the Account Clerk were permanently hired.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Unduplicated Number of Older Adults Serviced:
RSVP 962 1,000 750
Coordinated Services 5,603 3,500 5,000
Nutrition 1,024 1,262 1,200
Elderly Recreation 3,361 2,500 4,000
Special Programs 1,506 2,450 2,550
EAD Recreation
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
No.of Senior Centers 26 26 26
No.of Unduplicated Elderly Participants in Clubs 3,361 2,500 4,000
and Classes
District Wide Activities* 4 - 10
No.of Participants in District Wide Activities* .926 - 1,500
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PARKS & RECREATION
ELDERLY ACTIVITIES
EAD Special Programs
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Total Number of Participants Served: 1,506 2,450 2,550
Total Number of Events: 4 6 6
County-wide Events:
Number of Events: 2 4 3
Number of Participants: 941 1,350 1,150
Big Island Senior Golf Tournament - 100 100
Hawai`i Kupuna Softball League&Tournament 518 400 400
Akamai Living Fair* 423 650 650
West Hawai`i Akamai Living Fair* - 200 -
State/National/International Events:
Number of Events: 2 3 3
Number of Participants: 565 1,100 1,400
Number of Attendees: - 1,200 -
State Senior Softball Tournament 315 800 1,000
Hawai`i Kupuna Hula Festival - 300 300
(#of Performers)
Hawaii Kupuna Hula Festival** - 1,200 1,200
(#of Attendees—2 nights)
Other Events - - 100
*Sponsored event,EAD manpower 11
**Not calculated in Number of Participants total
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 12 12 12
Salaries and Wages 653,574.75 665,263 879,841
Operations 280,289.38 291,066 351,737
Equipment 3,062.70 4,725 10,225
Program Total 936,926.83 961,054 1,241,803
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PARKS & RECREATION
�,...._-_____,„___ -_,.„....-__-_ELDERLY ACTIVITIES
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk 2 2 2
Elderly Activities Operations Director 1 1 1
Program Director I(Older Adults) 1 1 -
Program Director II(Older Adults) 3 3 4
Program Director III(Older Adults) 1 1 1
Program Director IV(Older Adults) 1 1 1
Recreation Aid 1 1 1
Van Driver 1 1 1
Student Helper I 1 1 1
Total 12 12 12
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PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Program Description
The Pana`ewa Recreational Complex is comprised of two facilities,the Pana`ewa
Rainforest Zoo & Gardens and the Pana`ewa Equestrian Center. Together they provide
varied recreational opportunities that are open to the public.
Pana`ewa Rainforest Zoo
The Pana`ewa Rainforest Zoo & Gardens is the only zoo in the United States that is set in
a tropical rainforest. This provides the unique opportunity to exhibit various species in a
natural rainforest environment. An abundance of lush flora enhances the animal
experience and transforms the zoo into a diverse botanical park. The Pana`ewa
Rainforest Zoo & Gardens provides a welcome form of alternate recreation and education
for all ages to enjoy. The zoo is open daily from 10:00 a.m. to 4:00 p.m. with closures on
the first Thursday of the month, Christmas, and New Year's Day, and on maintenance
and zoo orientation days. There is currently no admission charge.
Contemporary zoos strive to provide and promote a theme of conservation through
education and recreational activities. Conservation of world wildlife and rainforests will
affect many future generations. Continuing education and awareness are vital for
preserving our natural resources, and the zoo affords the perfect opportunity to combine
this education through enhanced recreation.
Our program is achieved by meeting Federal USDA Animal Welfare Act regulatory
standards and requirements to maintain Federal licensure, and acquisition of State and
Federal permits necessary to import,transport and house restricted animals. Volunteers
and community involvement is vital to the program's success and future expansion.
Friends of the Pana'ewa Zoo (FOZ) is a 501(c)3 not for profit volunteer organization
which provides financial support for both projects and supplemental animal care. FOZ is
an integral part of the zoo and they maintain a zoo website and Facebook page that
provides news and public information to increase visitor awareness.
The Pana`ewa Equestrian Center
The Pana`ewa Equestrian Center is located adjacent to the zoo and has the capacity to
house 49 horses. Horse stalls are rented to the public for a nominal cost and the arena is
rented for appropriate events,training, and practices.
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PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Program Description (continued)
The Pana`ewa Equestrian Center was developed and is maintained for a wide variety of
equestrian related facilities, which include a 5/8 mile race track, rodeo arena,wash racks,
and 49 rental stalls with attached paddocks. The center is open for public use seven days
a week.
Program Objectives
1. Focus on maintaining a healthy rainforest animal collection with 12 scheduled
preventative health exams with license veterinarians and a new quantified nutrition
program.
2. Successfully breed at least one animal species for population maintenance or to trade
with other facilities.
3. Work with FOZ to host at least two events to promote the zoo and increase the
number of visitors.
4. Work with community groups to help facilitate four major volunteer projects to
maintain and improve the Zoo and/or Equestrian Center.
5. Increase community education and interest, and reinstitute a docent training program
by utilizing FOZ volunteers.
6. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian
Center:
a. Host two rodeo events annually.
b. Host two dressage events annually.
Program Highlights
• Zoo attendance has increased this year. There is an estimated 1,000 visitors per day.
• Returned closing hour to 4:00 p.m. on January 2, 2023. Previously,the Zoo was
closed at 3:00 p.m. due to COVID protocols.
• The Zoo's ReZOOvenation days started in January 2023. The Zoo is closed on the
first Thursday of the month for larger projects, staff training, and animal rest.
• The Zoo became fully staffed this year with a new administrator coming on board on
July 1, 2022, a zoo animal keeper was hired and started on October 16, 2022, and the
new park caretaker was hired and started on March 01, 2023.
• Species360 membership was acquired, and the Zoological Information Management
System(ZIMS) was onboarded. All historical zoo animal records were input into
ZIMS. All current records are being entered.
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PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Program Highlights (continued)
• Updating the Zoo's water tank and pump house began in October 2022. A temporary,
new, disinfected water tank was brought online on May 5, 2023,providing the Zoo
with potable water for animals, staff, and guests.
• Several community events were held at the Zoo this year. Kama'aina Nissan and
HIFCU held Family Days for their customers in April 2023. The Akaka Falls Lions
Club held a special event for community school children in October 2022. The
County and the Rotary Club installed an International Peace Pole at the front of the
Zoo.
• FOZ's Christmas at the Zoo for the animals was held on Saturday, December 3, 2022,
and all the animals received special treats and `gifts'. Visitors watched as tigers
played with their new toys and monkeys enjoyed their peanut butter jars! A variety
of gifts were given out to the collection.
• FOZ also held two plant sales this year on October 15, 2022, and April 1, 2023. Both
were very successful to raise several thousand dollars each.
• The Hawai`i Horse Owner's Association Pana`ewa Stampede Rodeo continues to be
the most popular statewide rodeo event. The Stampede was held on February 18 and
19, 2023. There were also four Keiki Rodeos held on July 29-31, 2022, September
16-18, 2022,April 8, 2023, and April 29-30, 2023.
• The ADA service animal policy was updated and implemented.
• All animal educational signage was updated and installed. New directional exit signs
were also placed around the facility.
• Education packets were developed for grades K-2 and 3-5. These packets include
various activities for teachers to use with their classes before, during and after their
visit to the Zoo. Vocabulary, classroom activities, and ideas have been developed for
grades 6-8 and 9-12.
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PANA'EWA RECREATIONAL COMPLEX
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Attendance* 357,000 362,000 362,000
Acres Maintained 57 57 57
Equestrian Center—Stalls 55 56 49
Equestrian Center—Rodeos, Shows,Clinics&Races 5 6 5
Community&Volunteer Projects Completed 4 4 5
New animals acquired - 5 2 4
Educational presentations(field trips,school visits, 5 25 10
etc.)
Species(Current Actual Count as of Jun 2023) 83 80 85
Birds 31
Primates 6
Mammals 14'
Amphibians 6
Reptiles 24
Fish < 2
*Numbers are based on estimates by gift shop staff.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 12 12 12
Salaries and Wages 621,123.62 687,664 722,612
Operations 316,028.99 305,640 305,690
Equipment - 1,500 29,500
Program Total 937,152.61 994,804 1,057,802
•
•
•
•
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PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Building and Grounds Utility Worker 1 1 1
Nursery Worker I 1 1 1
Pana`ewa Recreation Complex Administrator 1 1 • 1
Pana`ewa Recreation Complex Supervisor 1 1 1
Park Caretaker I 1 1 1
Zoo Animal Keeper II 6 6 6
Zoo Information/Education Specialist I 1 1 1
Total 12 12 12
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PLANNING
PLANNING
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DEPARTMENT
SUMMARY �����
Mission Statement
To foster an improved quality of life for the Island of Hawai`i's communities through
responsible and progressive planning programs and initiatives that are shaped by values
that respect our past while laying the foundation for our future.
Department Goals
1. Long-Range Planning. To support and sustain the community's vision, facilitate
public participation, and drive the policy foundation that helps shape a more
equitable, resilient, and sustainable future for Hawai`i Island;
2. Regulatory System. To refine and enhance our existing land use management
systems to provide for clear and objective standards and efficient process;
3. Public Participation/Information. To develop effective methods to seek community
and interagency input that encourages broad-based participation in planning and
regulatory decision making;
4. Organizational Capacity. To strive for competence, sensitivity, and responsiveness in
the delivery of planning services to the people and institutions of this County and to
partner governmental agencies at the Federal, State and County levels.
Funding Source and Position Count
General Fund $4,427,942 General Fund 59
Grant Revenue $ 754,267 Grant Revenue/Other 8
Other $ 40,000
Total Budget: $5,222,209 Total Number of Positions 67
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Program Description
The Planning Department carries out its responsibilities through its offices in East and West
Hawai`i. The department sits on the committee and staffs several
boards/commissions/committees which have jurisdiction over various land use and related
permits or designations. They are:
1. Hawai`i County Windward Planning Commission
2. Hawai`i County Leeward Planning Commission
3. Cultural Resources Commission
4. Board of Appeals (BOA)
5. Banyan Drive Hawai`i Redevelopment Agency
6. Kailua Village Design Commission
7. Puna Community Development Plan Action Committee
8. Kona Community Development Plan Action Committee
9. Ka`u Community Development Plan Action Committee
10. South Kohala Community Development Plan Action Committee
11.North Kohala Community Development Plan Action Committee
12. Hamakua Community Development Plan Action Committee
The Planning Director serves as the chief planning officer of the County and the technical
advisor to the Mayor, Planning Commissions, and Council on all planning and related matters.
These include: prepares and implements the general plan and amendments;prepares and
implements the community development plans; prepares proposed zoning and subdivision
ordinances and any amendments and modifications; reviews and prioritizes proposed capital
improvements; administers the subdivision and zoning ordinances and related regulations;
approves proposed subdivision plans; approves variances as provided by law;and receives,
processes and recommends to the Planning Commissions appropriate action regarding
rezoning applications, land use boundary amendments, special permits, use permits, special
management area permits and other similar requests.
•
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Program Objectives
Administrative Permits
1-Public Assistance and Land Use Information: Respond to land use inquiries and
confirming zoning requirements in the processing of building permits. Identify solutions
to streamline and improve customer service at the counter.
2-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.
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.
Administrative Services
1-Technology: Build and develop the Department's internal Information Systems
section. The Information Systems Analyst IV position will take the lead in identifying
areas that software/databases can be used to improve efficiency and productivity.
Support Department's shift towards going paperless, electronic signatures, EPIC system
improvements, etc. This section will maintain our technology inventory;plan out
replacement of old computers and replace with laptops. Continue to backup and secure
Departmental data in-house.
2-Personnel: Plan for and getting ahead of vacancies, reducing the time it takes to fill
positions. Continue to evaluate department structure and organization to help increase
planning and regulatory functions. Sustain practice for consistent staff evaluation and
performance management.
3-Financial Management: Track and provide,additional or expanded fiscal expenditure
reports to be used as managerial tools in the management of fiscal budget, Geothermal
funding, and Coastal Zone Management(CZM) funding; work with managers to seek
other sources of revenue. Include and encourage Division Managers to participate in
budgetary discussions and process.
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Program Objectives (continued)
Long Range
1-Natural and Cultural Resource Planning: Review environmental assessments and
environmental impact statements. Review and comment on County and State legislation,
as appropriate. Continue to implement the Public Access mauka and makai island wide.
Manage the Federal Emergency Management Agency (FEMA)hazard mitigation grant
related to the shoreline/riparian setback project. Manage the CZM grant related to the
shoreline/riparian setback project. Prepare the CZM semi-annual and performance
measure reports. Participate in the Hawai`i Climate Change Mitigation and Adaptation
Commission and State Ocean Resources Management Plan policy and working group
meetings. Manage the FEMA hazard mitigation grant related to the Climate Change
Action Plan and collaborate with other departments. Support the Cultural Resources
Commission and coordinate efforts with the Department of Land and Natural Resources .
(DLNR) State Historic Preservation Division(SHPD) and the National Park Service
(NPS). Review and comment on Section 106 requests.
2-Regional and Community Planning: Implement the Community Development
Plans. Work with Action Committees and community networks to prioritize and
implement community-based actions. Assist communities to develop and implement
town or village plans as needed. Support the Puna Resilience Action Teams in
coordination with the Recovery Division. Continue to work with other County
departments, outside agencies, and the public on various community learning series and
network initiatives. Review and comment on County and State legislation, as
appropriate.
3-Infrastructure and Design Planning: Collaborate with the 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 improvement 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.
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Program Objectives (continued)
4-Administrative Programs: Complete comprehensive review and update to the
County's General Plan. Administer the Coastal Zone Management grant contract.
Review and seek grant funding opportunities for long-range priority projects consistent
with the General Plan and Community Development Plans. Support county code
amendment opportunities. Review and comment on County and State legislation, as
appropriate. Provide administration for the Board of Appeals. Continue to amend BOA
Rules of Practice and Procedure, as appropriate.
Planning
1-Windward and Leeward Planning Commissions: Continue to provide background
and recommendation reports for the Planning Director for land use applications to the
Windward and Leeward Planning Commissions. Provide continued administrative
support to the Leeward and Windward Planning Commissions in fulfilling their duties to
advise the Planning Director and County Council on land use matters. Provide technical
training to the Planning Commissions on land use planning, coastal zone management,
parliamentary procedure, Sunshine law, and the County Ethics Code. Continue to
improve public participation in discretionary land use permitting decisions.
2-Special Management Area and Shoreline Regulatory Permitting: Continue to
process all Special Management Area(SMA) assessments, exemptions and permits and
shoreline permits within the County. Continue to implement the new SMA short form
for exemption determinations for non-shoreline parcels for quicker SMA reviews. Work
cooperatively and collaboratively with other divisions of the Department and government
agencies in resolving complaints and enforcing the SMA and shoreline laws. Work
collaboratively with the Long-Range Division to implement State CZM Program
initiatives through rule and code changes to improve the protection of coastal resources
and reduce coastal hazards to life and property, such as low-impact development and
adaption to sea level rise.
3-State Land Use Commission: Continue to support the Planning Director for State
Land Use Boundary Amendments, Special Permits, Order to Show Cause Motions, and
other State Land Use (SLU)requests that are approved before the State Land Use
Commission.
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Program Objectives (continued)
4-Environmental Planning: Serve as approving agency by reviewing and issuing
environmental exemptions, environmental assessments, and environmental impact
statements for projects related to Planning Commission permits and SMA/Shoreline
permits. Collaborate with affected agencies, organizations, and the public in reviewing
traffic impact analysis reports, archaeological studies, flora and fauna studies, cultural
studies, and socio-economic studies related to the Division's projects. Review and
comment on County and State legislation related to land use matters.
5-Administration: Complete a comprehensive update of the Division's application
forms to integrate with the new EPIC permitting system so that the public and applicants
can better understand the permitting process and timelines. Amend the Planning
Commission's and Planning Department's Rules of Practice and Procedures to address
changes to shoreline management law and to address new application forms. Update
SMA application form to create one master application. Update Planning Commission
(PC) application forms to create one master PC application form. Create a new shoreline
setback determination application form. Improve the Planning Department website for
PC and SMA functions. Continue to explore methods of providing improved
enforcement of land use permits and ordinances,to ensure that the requirements of these
permits and ordinances are implemented in a timely and effective manner, which may
include a comprehensive audit of these permits and approvals.
West Hawaii
1-Public Assistance and Land Use Information: Identify solutions to streamline and
improve customer service at the counter and responses to land use inquiries and
confirming zoning requirements in the processing of building permits.
2-Permits and Subdivision: Review and process administrative permits in a timely and
efficient manner. Work cooperatively and collaboratively with applicants, other County
departments and government agencies in the permit and subdivision review process.
Create opportunities to increase communication and collaboration among Hilo and Kona
staff to develop standards for consistent processing of permits.
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Program Objectives (continued)
3-Complaints and Investigation: Work cooperatively and collaboratively with other
divisions of the department and government agencies in resolving complaints. Identify
sections within current codes, rules, and regulations that need further clarification,
interpretation, or revisions. Identify changes for managing,tracking, and streamlining
record keeping and monthly reporting of complaints.
4-Other Planning Programs: Staff and support Kailua Village Design Commission
(KVDC).
Program Highlights
• Managed the CZM and FEMA hazard mitigation grant to conduct the research
necessary to establish a new shoreline setback policy and rule.
• Continued review and draft amendments for the General Plan Comprehensive
Review.
• Continued review of the comprehensive review and amendments to the
zoning and subdivision codes.
• Secured a consultant and kicked off the Kona Open Space Plan.
• Commenced parcel data migration to new Parcel Fabric application with
consideration for future projection system change.
• The Department's Disaster Recovery Division achieved several milestones in
supporting Puna's communities recovering from the 2018 Kilauea eruption in terms
of planning,housing assistance, infrastructure restoration, and building community
resilience. In the prior fiscal year,the Voluntary Housing Buyout Program acquired
275 of the 300 applications for assistance from owners of primary homes. An
additional 500 applications from owners of secondary homes and undeveloped land
are being reviewed for acquisition. This program was made possible by a$107 •
million grant in Community Development Block Grant—Disaster Recovery (CDBG-
DR) funds from the U.S. Department of Housing and Urban Development. The
County continued to collaborate with FEMA on an environmental assessment for the
work to restore roads and waterlines along Pohoiki Road,Highway 137 and
Kumukahi-Lighthouse Road. This environmental assessment is expected to be
completed in Fall 2023. Finally,the Division launched a second year of community
grant-making through Puna Strong with Hawai`i Community Foundation. Puna
Strong invested more than$600,000 in community resilience projects and capacity
building for not-for-profit organizations across the Puna district.
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PLANNING
:_. _ ._____.._.u_.__....._.. ._. ._.._wv_._... ._._._,_n-.________ __ -.w., .._____I
PLANNING
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
PERMITS
`Ohana Permits 5 10 10
Plan Approval Reviewed 94 140 140
AGREEMENTS
Farm Dwelling Agreement 21 30 30
Subdivision—New Application 101 60 60
Consolidation—New Application 27 20 20
APPLICATIONS PROCESSED
General Plan Amendment 0 2 2
Change of Zone 14 20 20
Special Permit 27 15 15
Use Permit 12 10 10
Special Management Area Major Permit 5 12 12
Special Management Area Minor Permit 25 25 25
Special Management Area Assessment 105 180 180
Special Management Area Short-Form Exemptions 123 125 125
State Land Use Boundary Amendments(<15 acres) 1 5 5
State Land Use Boundary Amendments(>15 acres) 0 2 2
Shoreline Setback Variance 0 8 8
County Council Initiated Code Amendments 1 2 2
Planning Director Initiated Actions 1 4 4
Other Miscellaneous Applications 5 6 6
Administrative Variance 41 60 60
Planned Unit Development 1 2 2
Non-significant Zoning Change 1 2 2
Appeals Processed 22 30 50+
Boards/Commission/Committee Meetings 76 120 120
Contested Case Hearings-PC 10 5 5
Contested Case Hearings—BOA 12 12 12 ,
ENFORCEMENT
Complaints 255 400 400
CADASTRAL MAPPING
New/Updated Plat Maps 198 260 260
%Plat Maps in CADD(261 out of 2,376) 11% 11% 11%
Copies of Tax Maps Requested 22 300 300
The Depaitment's regulatory functions can be measured in terms of volume and
responsiveness. The previous table provides an indication of volume,which should be
considered relative to the number of personnel. The Zoning and Subdivision Codes,
Planning Commission Rules and Planning Department Rules provide for time limits
which the Department is required to follow in processing these applications and permits.
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Program Expenditures
i FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 60 61 61
Salaries and Wages 3,038,449.90 3,839,298 4,104,343
Operations . 1,015,855.20 386,168 384,768
Equipment 110,742.64 143,850 15,250
Program Total 4,165,047.74 4,369,316 4,504,361
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Planning Director 1 1 1
Deputy Planning Director 1 1 1
Accountant I 1 • 1 1
Accountant II(TEMP) 1 1 1
Administrative Services Officer I 1 1 1
Clerk II 1 1 1
Clerk III 4 4 4
Geographic Information Systems Analyst I 1 1 1
Geographic Information Systems Analyst II 1 1 1
Information"Systems Analyst IV 1 1 1
Land Use Plans Checker III 7 7 7
Land Use Plans Checker IV 2 2 2
Planner I 2 2 2
Planner IV 7 7 6
Planner V - 7 8 8
Planner VI 3 3 4
Planning Commission Support Tech 1 1 1
Planning Inspector II 3 3 3
Planning Program Manager 4 4 4
Private Secretary 1 1 1
Program Manager(TEMP) 1 1 1
Program Support Technician(TEMP) 1 1 -
Program Support Technician - - 1
Secretary to Board/Commissions 3 3 3
Subdivision Applications Clerk 1 1 1
Tax Maps&Records Supervisor II 1 1 1
Tax Maps&Records Tech I 1 1 1
Tax Maps&Records Tech II 1 . 1 1
Tax Maps&Records Tech III 1 1 1
Total 60 61 ' 61
•
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PLANNING
COASTAL ZONE MANAGEMENT
Program Description
The Hawai`i Coastal Zone Management(CZM)Program is established by Chapter 205A,
Hawaii Revised Statutes (HRS). It is a comprehensive management guide for the
beneficial use, protection, and development of Hawai`i's land and water resources. The
State Legislature created the CZM Program as a shared management system with the
State and County regulatory agencies. Through an agreement,the State of Hawai`i
Department of Economic Development and Tourism, Office of Planning provides funds
(State and Federal)to the County of Hawaii to implement the CZM Program through the
regulation of development in the Special Management Area(SMA) and Shoreline
Setback Area(SSA). The Department assesses development proposals within the SMA
and SSA for compliance with the CZM objectives and policies articulated in the HRS and
determines whether the issuance of a SMA and/or Shoreline Setback Variance (SSV)
permit is appropriate. As part of the agreement with the State, the County's
responsibilities include:
1. Administration of the SMA and SSV permits, non-point source pollution issues, and
other CZM-related matters.
2. Administer an ongoing monitoring and enforcement program.
3. Facilitate and support public participation in the CZM Program, as may be necessary.
4. Attend all CZM-related meetings,workshops, and seminars.
5. Coordinate, facilitate, and where possible, streamline the development review process.
6. Submit status and performance reports on a semi-annual basis to the Office of Planning.
7. Submit CZM performance measures report on an annual basis to the Office of Planning.
Program Objectives
1. Process all SMA Assessments and Permit applications within the required time limit
as specified by law and the County's Rules and Regulations.
2. Conduct site investigation of alleged violations within two weeks of receipt of
complaints.
3. Monitor all CZM-related legislative bills during the State Legislative session and
provide testimonies as needed(January to May).
4. Attend all Marine and Coastal Zone Advocacy Council (MACZAG)meetings, which
are normally held every other month as budgetary constraints will allow.
5. Attend all State Office of Planning's CZM County Directors meetings, Ocean
Resources Management Plan policy and working group meetings, and subcommittee
meetings as budgetary constraints will allow.
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Program Objectives (continued)
6. As a public participation measure,provide a written report to the State Office of
Planning CZM Program of all SMA Permit applications and their status.
7. Continue to advertise Planning Commission agenda and hearing notices for all SMA
and SSV Permit applications as required by law.
8. Provide the Office of Planning with semi-annual reports within seven days after
December 31 st, and June 30th of the Fiscal year.,
9. Provide the Office of Planning with annual performance measure reports within seven
days after the June 30th end of the fiscal year.
10. Continue to review Planning Commission and Planning Department Rules for
compliance with enacted State laws and draft amendments to the rules for adoption.
Program Measures
Program measures are included in the Administration and Planning program.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 6 6 6
Salaries and Wages 263,143.75 564,476 601,316.00
Operations 9,371.30 110,532 110,532.00
Equipment 390.03 6,000 6,000.00
Program Total 272,905.08 681,008 717,848
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Administrative Assistant - 1 1
Clerk III 1 1 1
Planner IV 2 2 2
Planner V 1 1 1
Planning Inspector II 1 1 1
Senior Account Clerk 1 - -
Total 6 6 6
229
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POLICE
POLICE
DEPARTMENT SUMMARY
Mission Statement
The employees of the Hawai`i Police Department are committed to preserving the spirit
of aloha.
We will work cooperatively with the community to enforce the laws,preserve peace, and
provide a safe environment.
Department Goals
1. To protect life and property and serve the community.
2. To actively involve the community in crime prevention programs.
3. To gather necessary evidence quickly for successful prosecution.
4. To expeditiously recover stolen property and contraband.
5. To enforce traffic laws.
6. To provide other services as necessary to promote efficient operation of the Police
Department and provide for the overall safety of the community.
Funding Source and Position Count
General Fund $81,971,474 General Fund 761
Grant Revenue $ 6,352,987 Grant Revenue/Other 56
Other $ 850,176
Total Budget: $89,174,637 Total Number of Positions 817
230
POLICE
POLICE COMMISSION��� ..�
Program Description
The Police Commission is established under the Hawai`i County Charter to oversee the
activities of the Police Department. It consists of nine citizens appointed by the Mayor
from each of the nine County Council districts and confirmed by the County Council.
The members volunteer their services and serve staggered terms of five years each.
The Police Commission has the following mandated responsibilities under the Charter:
1. To appoint and to remove the Police Chief
2. To review the annual budget prepared by the Police Chief and possibly make
recommendations about it to the Mayor and Managing Director.
3. To receive, consider and investigate charges brought by members of the public
against the conduct of the Police Department or any of its members and to submit a
written report of its findings to the Police Chief.
4. To advise the Police Chief on police-community relations.
5. To review the department's operations, as deemed necessary, for the purpose of
recommending improvements to the Police Chief and the Managing Director.
6. To evaluate, at least annually,the performance of the Police Chief and submit a report
to the Mayor, Managing Director, and the Council.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 1 1 1
Salaries and Wages 57,085.32 57,176 60,008
Operations 6,149.67 6,171 6,171
Program Total 63,234.99 63,347 66,179
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Secretary 1 1 1
Total 1 1 1
231
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Description
The division, under the direction of a Police Major,provides island wide administration,
direction and planning control and coordination of police services; and supports operating
units through the centralized Administrative Services Division. The division's support
sections include the Training/Safety Section,the Finance Section, the Human Resources
Section, the Word Processing Center, and the Accreditation Section.
Training Section/Safety Section
The Training Section is responsible for training both sworn and civilian personnel;
facilitating and providing all entry level training for all police recruit officers; and
facilitating the training of personnel. This section also maintains and manages the
training files for all department personnel.
The Safety Section is responsible for the duties associated with reviewing and
investigating workers' compensation cases for alleged abuse; conducting department
random drug testing; coordinating and scheduling mandatory annual physicals; providing
timely and comprehensive information on safety and health issues;.and planning and
conducting training classes on employee safety matters.
As part of research and development, this section involves addressing the overall needs
and equipment requirements for the department; conducting research and evaluation of
equipment,uniforms, protective devices; providing recommendations to minimize injury
to personnel; researching and tracking of legislation that deal primarily with law
enforcement issues; and preparation of testimony for submittal.
Finance Section
The Finance Section, under the direction of the Accountant IV, is in charge of preparing
the department's budget, maintaining its accounts, inventory control,processing payroll,
maintaining personnel attendance records,purchasing supplies and equipment,
distributing supplies to districts and bureaus, furnishing custodial and maintenance
services, providing messenger and delivery service,providing department and subsidized
vehicles with fuel and administering the special duty program.
232
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Description (continued)
Human Resources Section
The Human Resources Section is responsible for all personnel actions, to include both
external and internal recruitments for appointments to positions;management of
personnel files; management of safety and workers' compensation files; conducting
research to address issues facing the department; legislative actions; maintaining and
updating departmental policies,rules, and regulations; and other duties associated with
providing administrative support to operational units.
Personnel duties include managing and maintaining personnel files for employees;
processing all documents and correspondences relating to personnel actions; providing
management with recommendations and courses of actions involving personnel actions;
and all related duties involving personnel issues.
Accreditation Section
The Accreditation Section maintains accreditation for the Department through the
Advanced Law Enforcement Accreditation program offered by the Commission on
Accreditation for Law Enforcement Agencies (CALEA®). CALEA® sets forth a total of .
484 standards, and the Accreditation Section ensures compliance with the standards
applicable to the Department. The program consists of an annual Web-Based Review
(years one through four) and a Site-Based Assessment(year four only). Upon successful
completion of these reviews and assessment,the Department is awarded accreditation on
year four.
Word Processing Center
Under the direction of a Clerical Services Supervisor and Assistant Clerical Supervisor,
12 clerical personnel are responsible for the transcription of all narrative police reports
dictated onto a digital recording system by sworn personnel. These reports, after
approval, become the official document detailing criminal investigations conducted by
the department.
233
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Objectives
1. To accommodate at least 95% of requests for public safety/health talks from the
community.
2. To accommodate at least 95% of requests for station tours for students and
community members.
3. Conduct drug screening of all sworn personnel and initiate pre-employment testing of
civilian personnel.
4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80%
vacancies for civilian positions by end of fiscal year.
5. Improve competence and professionalism of sworn and civilian personnel through
advanced equipment purchases and provide 25,000 hours of on-going training.
6. Maintain the level of proficiency in the Word Processing Center with a turnaround
time of less than nine days for processing reports.
7. Process 98%of requisitions received from districts and bureaus within a month.
8. Fill 90% of all special duty requests for officers.
9. Compile a listing of all outstanding leave papers and distribute to district commanders
bimonthly.
10. Fill 90% of requests for storeroom supplies within the month.
Program Highlights
Training Section
In FY 2022-23, the Training Section provided 39,819.50 hours of training to existing
personnel, and there was a total of three recruit classes in session during this time period:
1. 95th Police Recruit Class: December 16, 2021,to June 30, 2022; Field Training from
July 1, 2022 to October 31, 2022;
2. 96th Police Recruit Class: July 1, 2022, to December 31, 2022; Field Training from
January 1, 2023 to April 30, 2023; and
3. 97th Police Recruit Class: January 17, 2023 to July 16,2023; Field Training from July
17, 2023 to November 15, 2023.
Finance Section
In FY 2022-23,the Finance Section continued to operate the payroll, accounts payable,
special duty, and storeroom sections. Accounts payable processed approximately 7,354
234
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Highlights (continued)
invoices, special duty filled 4,453 special duty requests, and the storeroom filled 4,468
orders.
Human Resources Section
In FY 2022-23 the Human Resources Section, in conjunction with the Hawai`i County
Department of Human Resources, conducted various open and internal recruitments for
sworn and civilian vacancies. This resulted in the hiring of 20 police recruits,ten police
communications officers, and 21 civilian personnel. Internally,there were 14 promotions
to sergeant/detective, six promotions to lieutenant, five promotions to captain, one
promotion to major, one promotion to supervising police communications officer, and
one promotion to police operations clerk.
Accreditation
During the four-year accreditation award cycle, the Hawai`i Police Department must
maintain compliance-with applicable standards,keep up-to-date proof of its compliance,
strive to operate in the spirit of those standards, and submit an annual report.
In FY 2022-23,the Accreditation Section prepared for year four of the re-accreditation
process with the Commission on Accreditation for Law Enforcement.Agencies
(CALEA®). From June 23, 2023, to July 1, 2023, CALEA® Compliance Service
Member Lou Moreto, retired police chief of the Manalapan Township Police Department,
conducted a web-based assessment of compliance proof files and supportive
documentation to determine compliance with standards.
Chief Benjamin Moskowicz and the Accreditation Section will face the CALEA®
Commission Board in a public hearing held in Bellevue, Washington,where the board
will announce the Hawaii Police Department's new accreditation status.
Word Processing Center
In FY 2022-23 the Word Processing Center transcribed 14,165 reports;totaling more than
164,000 minutes and 1,163,905 completed lines of dictation.
•235
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Public Safety/Health Talks 100% >=95% >=95%
Station Tours 100% >=95% >=95%
Students&Community Members 440 >=3,600 >=3,600
Drug Screening(Sworn Personnel)* 100% 100% 100%
Recruitment(%of Staffing Sworn/Civilian) 83% . 80% 80%
Training Hours 39,819.50 25,000 25,000
Word Processing Center -turnaround time 3.3 Days 9 Days 9 Days
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Finance Section
Process Requisitions within the month 100% 98% 98%
Fill Special duty requests 95% 90% 90%
Collect/reconcile 85%of leave applications within month 100% 85% 85%
Compile a listing of all outstanding leave papers and 100% 100% 100%
distribute to district commanders bimonthly
Fill 90%of requests for storeroom supplies within month 100% 90% 90%
* Percentage does not include those sworn personnel unavailable for testing due to extended leave for
entire calendar year.
236
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Expenditures (Special Duty)
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 2 1 2 2
Salaries and Wages ' 70,442.53 98,121 102,261
Operations - 27,915 27,915
Program Total 70,442.53 126,036 130,176
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk 2 2 2
Total 2 2 2
Program Expenditures (Administrative Services)
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 303 308 310
Salaries and Wages 9,574,127.98 9,828,131 10,694,097
Operations 9,771,846.31 11,617,746 11,717,734
Equipment 136,666.11 2,687,000 1,277,000
Program Total 19,482,640.40 24,132,877 23,688,831
237
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Authorized Request
Police Chief 1 1 1
Deputy Police Chief 1 1 1
Assistant Police Chief 1 1 1
Account Clerk 3 3 4
Account Clerk(Temporary) - 1 -
Accountant I 1 1 -
Accountant II - - 1
Accountant III 1 1 1
Accountant IV 1 1 1
Assistant Clerical Supervisor 1 1 1
Clerical Services Supervisor I 1 1 1
Clerical Services Supervisor II 1 1 -
Clerk II-I 16 17 17
Clerk III(Temp) 1 2 1
Clerk-Dispatcher I - 1 -
Fingerprint Classifier II 1 1 1
Fingerprint Technician 1 1 1
Firearms Registration Clerk 2 3 3
Grant Coordinator - - 1
Human Resources Assistant 1 2 2
Human Resources Program Specialist 1. 1 1
Human Resources Program Specialist II - - 1
Human Resources Technician I 1 1 1
Information Systems Analyst III 2 1 1
Information Systems Analyst IV 1 1 1
Information Systems Analyst V 1 1 1
Information Systems Analyst VI 1 1 1
Police Cadet(Hrly) 24 24 24
Police Captain 1 1 2
Police Communications Officer II - 39 39
Police Communications Officer III(Temporary) - 6 6
Police Documents Clerk 1 1 1
Police Evidence Custodian 2 2 2
Police Lieutenant 4 4 4
Police Major 2 2 2
Police Officer I(Temp) 67 67 67
'Police Officer II 4 5 5
Police Officer III(Temp) 30 30 30
Police Radio Dispatcher II ! 39 - -
Police Radio Dispatcher III(Temp) 6 - -
Police Records Analyst 1 1 1
238 •
POLICE •
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Personnel Position Summary (continued)
Police Records Clerk 9 9 2
Police Records Section Supervisor - - 1
Police Reports Reviewer I - - 1
Police Reports Reviewer II - - 6
Police Sergeant 9 9 9
Program Manager 1 1 1
Public Relations Specialist 1 1 1
Public Safety Counselor - - 1
Radio Technician I 4 4 4
Radio Technician II 1 1 1
School Crossing Guard(Hrly) 40 40 40
Secretary 2 2 2
Secretary to the Chief of Police 1 1 1
Senior Account Clerk 1 1 1
Senior Clerk-Stenographer 2 1 1
Senior Police Records Clerk 1 1 1
Storekeeper 1 1 1
Student Helper I 2 2 2
Supervising Police Communications Officer - 5 5 _
Supervising Police Radio Dispatcher 5 - -
Traffic Safety Coordinator 1 1 1
Total 303 308 310
239
POLICE
ADMINISTRATIVE
SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Description
The Technical Services Division, under the direction of a Police Major, consists of the
Traffic Services, Records and Identification, Communications Maintenance,
Communications Dispatch, and the Computer Center. The division provides technical
assistance on traffic and motor vehicle safety and training; manages police records and
evidence storage; assists in the maintenance of the county's microwave radio system and
the installation and maintenance of police mobile radios; administers central dispatch
functions and provides technical support to the department's computer software and
hardware systems.
Communications-Dispatch Center
All requests for police service are recorded, logged, and assigned by Dispatch personnel
using a computer-aided dispatch system, with six to seven dispatchers on shift at any
given time.
Records and Identification Section
The Records and Identification Section has several internal subsections composing of
records, identification, firearms, and evidence. The major responsibilities of the section
are the maintenance of police records; processing evidence; conducting fingerprint
examinations; processing subpoenas and court documents; compiling and disseminating
statistical information; and processing firearms permit applications and registrations,
which include thorough background checks on each individual applying for a long gun or
handgun permit.
The Body Worn Camera(BWC)unit is incorporated into the Records Section. This
project is staffed with one sergeant, one PO-II, and one information systems analyst.
Traffic Services Section
The Traffic Services Section oversees the grants for traffic enforcement, equipment
purchases, and training to improve traffic safety. They also oversee the School Crossing
Guards, who are assigned at various schools throughout the island.
240
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Description (continued)
Computer Center
The Computer Center is responsible for interconnectivity between all police stations and
substations to assure a secured networking infrastructure,to include installing and
maintaining computer equipment, installing and troubleshooting software systems, and
providing technical assistance for various computer issues.
Communications Maintenance
The Radio Maintenance Section is responsible for assisting with the maintenance and
repair of all county-owned radio sites. This includes towers, shelters, microwave radios,
repeaters,base radios, mobile radios, and handheld portable radios.
The Communications Maintenance Section installs and maintains all radio and
emergency warning equipment in the Police Department's fleet and subsidized vehicles.
This section also performs auto tuning for all Department mobile and portable radios,
which includes the inspection of the radio (hardware),updating the firmware (software),
and bringing the radio back into factory specifications.
Program Objectives
1. Process and issue at least 95%of road closure permits within the month received.
2. Issue at least 95% of traffic violation letters to vehicle owners within a week.
3. Process at least 95% of firearms permits within two weeks.
4. Conduct at least six radio site inspections per month.
5. Complete auto tuning of at least 40 portable or mobile radios per month.
6. Process and dispatch personnel to 100% of calls for service received.
Program Highlights
Communications Dispatch Center
In FY 2022-23,the Communications/Dispatch Center received 220,558 calls to 911, a
4.09%increase over the previous fiscal year of 211,894 calls. Of those calls, 13.44%
were transferred to the Hawai`i Fire Department. On average, about 79.29% of the calls
received were from wireless phones.
241
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Highlights (continued)
The Dispatch Center documented 180,401'calls for service (events) during this fiscal
year, a 2.6%increase over the previous fiscal year of 175,769 calls.
Records and Identification Section
hi FY 2022-23,the Records and Identification Section recorded the following:
Records Section:
• Processed requests for 9,746 copies of criminal and traffic accident reports
• Fingerprinted 1,151 individuals
Firearms Section:
• Issued 4,176 firearms permits
• Registered 9,697 firearms
Identification Section:
• Processed 9,860 court documents
Evidence Section:
• Processed 16,242 property receipts
The Body Worn Camera(BWC)unit processed 140 internal, 138 media/public, and
2,083 Prosecutor requests for BWC footage.
Traffic Services Section
In FY 2022-23,the Traffic Services Section requested reimbursement of$530,788.68 in
federal grant funds, which Traffic Services Section oversees for traffic enforcement,
equipment purchases, and training to improve traffic safety.
The Traffic Services Section also recorded the following:
• 56 road closure permits issued;
• 151 violation letters sent out to motorists;
• 257 school crossing guard checks conducted; and
• 3,156 abandoned vehicle cases routed to the Department of Environmental
Management.
242
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Highlights (continued)
Computer Center
In FY 2022-23,the Computer Center received 2,433 requests via the Helpdesk system
and closed 2,379 of these requests.
•
Communications Maintenance (Radio Shop)
In FY 2022-23, Radio Shop completed 105 radio installations for Department vehicles,
one radio installation for a Fire Department apparatus, and one radio installation for the
Coordinated Services transport van.
In addition,the Radio Shop personnel responded to Civil Defense emergencies upon
request.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Road closure permits within a month 100% >=95% >=95%
Traffic Violation Letters within a week 98% >=95% >=95%
Firearms permits within two weeks 100% >=95% >=95%
Radio site inspections 80 >=72 >=72
Auto Tuning 482 >=480 >=480
Dispatch to calls for service 100% 100% ' 100%
243
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Description
The Criminal Intelligence Unit(CIU) and Office of Professional Standards (OPS)
Division are under the direct management of the Police Chief. It is commanded by a
Police Captain and maintains offices in Hilo and Kona.
The Criminal Intelligence Unit gathers,maintains, and analyzes intelligence for the
purpose of keeping police administrators informed about the extent,nature and
characteristics of organized crime activity, drug trafficking organizations, as well as
issues dealing with Homeland defense and dignitary protection assistance. The unit is
also responsible for conducting criminal history checks for the department.
The Office of Professional Standards investigates allegations of misconduct by
department members. These investigations seek to determine if not only misconduct
occurred, but also the underlying reasons for errant behavior on the part of the employee.
Investigations are also used to indicate the need for additional training and/or procedural
changes.
Program Objectives
Criminal Intelligence Unit '
1. Complete 90% of assignments within 30 days.
2. Complete 90% of criminal history checks of prospective employees of the
department, as well as other federal, state and local law enforcement agencies within
30 days.
3. Develop, maintain and disseminate intelligence information, which can be utilized to
produce no less than 11 criminal investigations per month.
4. Compile,produce, analyze and forward to police administrators no less than 32
intelligence reports per month.
5. Provide assistance to other elements within the police department either through
intelligence briefings on current crime trends and/or through no less than 12 in-
service training sessions per month.
6. Conduct four presentations to semi-annual Statewide Inter-County Criminal
Intelligence Unit(ICCIU) conferences on major criminal activity within this
jurisdiction, along with gathering criminal intelligence from other jurisdictions,which
may have a connection to our jurisdiction.
244
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Objectives (continued)
Office of Professional Standards
1. Conduct complete and thorough internal investigations seeking a monthly clearance
rate of 67%.
2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate
of 85%.
3. Provide no less than three monthly in-service training sessions to other elements
within the department to prevent and deter employee misconduct, as well as to ensure
procedural compliance in the investigation of employee misconduct.
4. Conduct no less than two monthly random and unannounced inspections of the
different elements within the department to ensure compliance with rules and
regulations.
5. Compile and provide a yearly report to the state legislature on certain specific aspects
of discipline meted out by the department as required by law.
Program Highlights
Criminal Intelligence Unit(CIU)
In FY 2022-23,the Criminal Intelligence Unit provided intelligence information,which
in whole or in part led to the initiation of 177 criminal investigations. The unit also
submitted 389 intelligence reports. The unit conducted 357 criminal history
investigations for prospective department employees, other designated employees, and
prospective employees of other county, state, and federal law enforcement agencies.
Office of Professional Standards (OPS)
In FY 2022-23, the Office of Professional Standards (OPS) conducted 48 administrative
investigations, 42 internal inquiries into actions by police department personnel, and
provided 36 in-service training sessions to employees. OPS also conducted 38
compliance inspections of various elements of the department to prevent the abuse,
misuse, fraud and waste of department resources. The yearly report to the State
Legislature was submitted on January 4, 2023.
245
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Criminal Intelligence Unit Actual Budget Estimate
Other Assignments 100% >=90% >=90%
Criminal History Checks 100% >=90% >=90%
Numbered Cases 177 >=132 >=132
Intelligence Reports 389 >=384 >=384
In-service Presentations 144 >=144 >=144
Presentations to ICCIU 2 >=4 >=4
FY 2022-23 FY 2023-24 FY 2024-25
Office of Professional Standards Actual Budget Estimate
Internal Investigations 63% >=67% >=67%
Internal Inquiries 95% >=85% >=85%
In-service Presentations 36 36 36
Random Inspections 38 24 24
Yearly Legislative Report 1 1 1
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 9 9 9
Salaries&Wages 950,062.44 1,051,844 1,106,126
Operations 5,924.21 7,850 7,850
Program Total 955,986.65 1,059,694 1,113,976
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Authorized Request
Detective 4 4 4
Police Captain 1 1 1
Police Officer II 4 4 4
Total 9 • 9 9
246
POLICE
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OPERATIONS BUREAUS
Program Description
CRIMINAL INVESTIGATION DIVISION (CID)
The Criminal Investigations Division investigates crimes of violence,theft, fraud,
commercialized vice and narcotics; apprehends perpetrators of these crimes; and
compiles evidence and information for the prosecution of all persons charged with
violations of criminal statutes. The division is also responsible for criminal
investigations of police officers, while internal affairs conduct concurrent administrative
investigations.
This division is under the command of a Police Captain who oversees the operations of
the respective sections to include the Criminal Investigations Section(CIS), which
includes the Crime Lab;the Juvenile Aid Section(JAS); and the Vice Section,which
includes the "ice"Task Force (ITF) and the Drug Interdiction Task Force (DITF).
Criminal Investigation Section (CIS)
The Criminal Investigation Section(CIS), under the command of a Police Lieutenant, is
responsible for the investigation of major crimes to include homicides, suspicious deaths,
assaults, property crimes, identity thefts and fraud. In addition, CIS Detectives respond
to all reported suicides, child deaths and other deaths with questionable circumstances.
Juvenile Aid Section (JAS)
The Juvenile Aid Section(JAS),under the command of a Police Lieutenant, is
responsible for the investigation of cases involving juveniles as victims or perpetrators.
Investigations conducted include assaults,property crimes, sexual assaults, domestic
violence, gang activity and status offenses.
JAS also maintains two specialized units consisting of the Sex Crimes Unit, specializing
in sexual assault investigations; and the Domestic Violence Unit, specializing in domestic
abuse cases.
Vice Section
The Vice Section is responsible for the prevention and suppression of all forms of
commercialized vice activity,to include prostitution, gambling and illegal trafficking of
narcotics. Special operations and covert programs are in place to combat the distribution
of illegal drugs on the Big Island. Federal and state grants provide the necessary funding
to accomplish these objectives.
247
POLICE
OPERATIONS'BUREAUS
Program Description (continued)
Vice officers belong to the Statewide Narcotics Task Force and are involved in joint
operations with the Drug Enforcement Administration; Bureau of Alcohol, Tobacco and
Firearms; Bureau of Immigration and Customs Enforcement; United States Postal
Service; and the Federal Bureau of Investigation. The Vice Section is also part of the
Hawai`i High Intensity Drug Trafficking Area(HIDTA)Task Force.
The Vice Sections are augmented with an"ice"task force (ITF), whose primary goals are
to identify, disrupt,prosecute and ultimately dismantle street mid- and upper-level drug
trafficking organizations dealing crystal methamphetamine ("ice").
The Area II Vice Section is supplemented with the Drug Interdiction Task Force (DITF),
primarily responsible for investigating drug smuggling through the airports and other
venues. The department DITF personnel is comprised of three officers who work in
conjunction with federal agencies to investigate, identify, and apprehend individuals and
organizations involved in the smuggling of illicit drugs into the County of Hawaii.
Crime Lab
The Crime Lab performs a variety of physical, chemical, instrumental and microscopic
analysis of evidence in connection with crime detection and law enforcement work. In
addition, all of the criminalists/evidence specialists assigned are required to provide court
testimony whenever necessary in both state and federal courts.
Patrol Divisions
The Patrol Divisions, each under the command of a Police Captain,plan,proactively
direct and coordinate functions towards the enforcement of federal, state, and county
laws,the prevention of crime,the apprehension and custody of law violators and the
development of partnerships between the community and the Hawai`i Police Department.
These divisions include the operating units from each of the police districts, Community
Policing, the Police Reserve Officers Program, and the Traffic Enforcement Unit.
The Patrol Divisions continue enforcement efforts through special projects such as
sobriety checkpoints, seatbelt/child restraint checkpoints,high-speed enforcement,
underage drinking deterrent programs, and truancy deterrent programs.
248
POLICE
OPERATIONS BUREAUS
Program Description (continued)
Community Policing Officers
The Area I Community Policing Unit is coordinated by a Police Lieutenant and consists
of 14 PO-III positions, distributed as follows: Eight in the South Hilo District, four in the
Puna District, one in the North Hilo District, and one in the Hamakua District.
The Area II Community Policing Unit is coordinated by a Police Sergeant and consists of
15 PO-III positions, distributed as follows: Nine in the Kona District,three in the South
Kohala District,two in the Ka`u District, and one in the North Kohala District.
The School Resource Officer Program consists of eight PO-III positions, distributed as
follows: One at Hilo Intermediate School, one at Waiakea Intermediate School, one at
Honoka`a High&Intermediate School, one at Pahoa High& Intermediate School, one at
Kealakehe Intermediate School, one at Konawaena Middle School, one at Kea'au
Intermediate School, and one at Waimea Intermediate School.
These officers are tasked with providing law-related education, counseling, and
enforcement at their respective school campuses.
The Community Policing Unit Officers facilitate the activities of the Hawaii Isle Police
Activities League (HI-PAL),which is a proactive program designed to encourage and
engage youths to participate in constructive and supervised athletic activities. The goals
of the program are to promote sportsmanship,benevolence, friendship, sociability, good
will,tolerance and to provide a meeting place for the promotion of common interest of
youths.
Traffic Enforcement Unit
The Area I Traffic Enforcement Unit(TEU)is comprised of a supervising Sergeant and
four PO-III positions; and the Area II TEU is comprised of a supervising Sergeant and
four PO-III positions. The major responsibilities of TEU are to enforce traffic laws and
investigate traffic deaths utilizing specialized skills (i.e., computerized diagramming of
accident scenes).
•
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Program Objectives
1. To achieve a burglary clearance rate of 30%.
2. To achieve a theft/auto theft clearance rate of 30%.
3. To achieve a robbery clearance rate of 60%.
4. To maintain a sexual assault clearance rate of 80%.
5. To attain at least a 65% service of court documents received.
6. To conduct 760 hard drug investigations (heroin, cocaine and crystal methamphetamine).
7. Crime Lab to achieve an assignment clearance rate of 90%.
8. HI-PAL.to serve 60 youths in three age groups for each month and a 30%participation of
"at-risk youths" out of all youths served.
9. Community policing program to complete at least 40 problem-solving activities and 40
crime prevention activities annually through the development of partnerships directed at
resolving community-police problems, resulting in the improvement of the quality of life
for all citizens.
10. Community policing program to complete at least 96 abandoned vehicle/beautification
projects annually through the development of partnerships with the community.
11. To provide at least four D.A.R.E. curriculum(core classes) and/or training per month
through the department's School Resource Officer Program.
Program Highlights
Criminal Investigation Section (CIS)
The Area I Criminal Investigation Section (CIS)
The Area I Criminal Investigation Section investigated 1,195 major crimes, of which six
were murder cases, four were attempted murder cases, 93 were burglary cases, 318 were
theft cases, and 197 were financial crimes.
The Area II Criminal Investigation Section (CIS)
The Area II Criminal Investigations Section investigated 359 major crimes, of which
there were no murder cases, two were attempted murder cases, 143 were burglary cases,
39 were theft cases, and two were financial crimes.
250
•
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OPERATIONS BUREAUS
Program Highlights(continued)
Juvenile Aid Sections (JAS)
The Area I Juvenile Aid Section (JAS)
The Area I Juvenile Aid Section investigated 243 cases, including sexual assaults,
domestic violence, other crimes against women, child pornography, missing persons and
juvenile-related crimes.
The Area II Juvenile Aid Section (JAS)
The Area II Juvenile Aid Section Detectives investigated 477 cases, including sexual
assaults, domestic violence, other crimes against women, child pornography, missing
persons and juvenile-related crimes.
Vice Section
The Area I Vice Section
The Area I Vice Section conducted 909 drug investigations, resulting in 700 arrests. In
addition, the Area I Vice officers recovered the following illegal drugs:
• 88.36 pounds of crystal methamphetamine
• 177.93 pounds of dried marijuana
• 4.81 pounds of heroin •
• 1.26 pounds of cocaine
• 162.52 grams of fentanyl powder
• 4,986 fentanyl pills
The Area II Vice Section •
•
The Area II Vice Section conducted 201 drug investigations resulting in 95 arrests. In
addition, the Area II Vice officers recovered the following illegal drugs:
• 17.07 pounds of crystal methamphetamine
• 41.41 pounds of dried marijuana
• • 0.86 pound of heroin
• 0.34 pound of cocaine
• 36.28 grams of fentanyl powder
• 1,815 fentanyl pills
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Program Highlights (continued)
Crime Lab
The Crime Lab completed 998 cases and conducted 25 in-service training sessions.
Patrol Division
The South Hilo Patrol Division
South Hilo Patrol operates the East Hawai`i detention center,which holds pretrial
detainees for the three police districts that comprise Area I Operations: South Hilo, Puna,
and Hamakua.
During FY 2022-23, officers of the South Hilo Patrol Division were assigned to a total of
10,141 criminal calls for service and 24,233 non-criminal calls for service, issued a total
of 12,643 citations, and responded to 266 major traffic collisions.
Of the criminal calls for service:
• Two murder cases were reported, as compared to two reported last fiscal year;
• Two attempted murder cases were reported, as compared to three reported last fiscal
year;
• 24 robbery cases were reported, as compared to 29 reported last fiscal year;
• 141 burglary cases were reported, as compared to 168 reported last fiscal year;
• 315 assault cases were reported, as compared to 279 reported last fiscal year;
• 134 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 247 reported last fiscal year; and
• 135 theft of motor vehicle(unauthorized control of a propelled vehicle) cases were
reported, as compared to 160 reported last fiscal year.
Of the citations issued:
• 1,602 were for speeding violations;
• 1,953 were for moving violations;
• 5,627 were for regulatory violations;
• 791 were for seat belt violations;
• 423 were for use of mobile electronic device (cell phone)while driving; and
• 36 were for child restraint violations.
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Program Highlights (continued)
Firearm related cases and firearm recovery,thefts of catalytic converters and drugs
remain a major crime concern for the district, and efforts were made toward curtailing
that potential crime trend.
The Puna Patrol Division •
During FY 2022-23, officers of the Puna Patrol Division were assigned to a total of 8,524
criminal calls for service and 20,961 non-criminal calls for service, issued a total of
14,171 citations, and responded to 181 major traffic collisions.
Of the criminal calls for service: •
• Three murder cases were reported, as compared to three reported last fiscal year;
• Four attempted murder cases were reported, as compared to four reported last fiscal •
year;
• 18 robbery cases were reported, as compared to 21 reported last fiscal year;
• 272 burglary cases were reported, as compared to 261 reported last fiscal year;
• 282 assault cases were reported, as compared to 346 reported last fiscal year;
• 151 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 309 reported last fiscal year; and
• 217 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 213 reported last fiscal year.
Of the citations issued:
• 2,180 were for speeding violations;
• 2,056 were for moving violations;
• 4,877 were for regulatory violations;
• 858 were for seat belt violations;
• 551 were for use of mobile electronic device (cell phone)while driving; and
• 54 were for child restraint violations.
The Community Policing Officers (CPOs) in the Puna District work with numerous
Neighborhood Watch groups in crime prevention, community awareness, and problem
• solving. CPOs allow for the immediate attention to community concerns that would
otherwise be addressed through means that may not always be effective or as direct. The
Community Policing Officers partner with Neighborhood Watch leadership in crime
prevention, community awareness and problem solving. •
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Program Highlights (continued)
The School Resource Officers work diligently in the Pahoa and Kea'au Intermediate
schools to keep our island keiki safe and prevent school violence through drug awareness
and prevention.
The Hamakua Patrol Division
During FY 2022-23, officers of the Hamakua Patrol Division were assigned to a total of
988 criminal calls for service and 9,134 non-criminal calls for service, issued a total of
3,730 citations, and responded to 59 major traffic collisions.
Of the criminal calls for service:
• One murder case was reported, as compared to none reported last fiscal year;
• No attempted murder case was reported, as compared to none reported last fiscal
year;
• One robbery case was reported, as compared to two reported last fiscal year;
• 20 burglary cases were reported, as compared to 24 reported last fiscal year;
• 32 assault cases were reported, as compared to 26 reported last fiscal year;
• 12 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 24 reported last fiscal year; and
• Nine theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to ten reported last fiscal year.
Of the citations issued:
• 1,142 were for speeding violations;
• 371 were for moving violations;
• 1,303 were for regulatory violations;
• 210 were for seat belt violations;
• 127 were for use of mobile electronic device (cell phone)while driving; and
• Three were for child restraint violations.
The School Resource Officer worked with school administrators and personnel at the
Honoka`a and Pa'auilo schools to reduce incidents of bullying, truancy,thefts, and drug
activity.
Community Policing Officers and School Resource Officers continued to work with
neighborhood watch organizations, schools, and community organizations to address
various community concerns.
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Program Highlights (continued)
The Kona Patrol Division
The Kona Patrol Division operates out of the Kealakehe police station,which houses the
West Hawai`i detention facility that holds pretrial detainees for the four police districts
that comprise Area II Operations: Kona, South Kohala,North Kohala, and Ka`u. The
Kona Patrol Division also operates a firearms registration and evidence sections.
During FY 2022-23, officers of the Kona Patrol Division were assigned to a total of
8,208 criminal calls for service and 20,617 non-criminal calls for service, issued a total of
19,853 citations, and responded to 221 major traffic collisions.
Of the criminal calls for service:
• No murder case was reported, as compared to four reported last fiscal year;
• Four attempted murder cases were reported, as compared to none reported last fiscal
year;
• Ten robbery cases were reported, as compared to ten reported last fiscal year;
• 120 burglary cases were reported, as compared to 81 reported last fiscal year;
• 253 assault cases were reported, as compared to 189 reported last fiscal year;
• 870 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 695 reported last fiscal year; and
• 199 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 176 reported last fiscal year.
Of the citations issued:
• 1,633 were for speeding violations;
• 3,273 were for moving violations;
• 9,679 were for regulatory violations;
• 677 were for seat belt violations;
• 415 were for use of mobile electronic device (cell phone)while driving; and
• 28 were for child restraint violations.
The Kona District has hosted the Ironman World Championships since 1981. In October
2022,the triathlon was divided into two events (October 6th and October 8th)to separate
the men's and women's competitions. Considered to be one of the most iconic sporting
events in the world, Ironman draws triathletes worldwide to Kona.
Kona Community Policing Officers were involved in numerous community outreach
events, including Coffee With a Cop, Shop With a Cop, Cop-on-Top, Fill-a-Cruiser, Troy
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POLICE
OPERATIONS BUREAUS.._.������..w.�...
Program Highlights (continued)
Barboza Torch Run, Keiki Water Flask Drive, and HONOUR Project events.
Community Policing also hosted the First Annual HIPAL Canoe Regatta in Kona.
The South Kohala Patrol Division
During FY 2022-23, officers of the South Kohala Patrol Division were assigned to a total
of 1,968 criminal calls for service and 5,612 non-criminal calls for service, issued a total
of 8,349 citations, and responded to 137 major traffic collisions.
Of the criminal calls for service:
• No murder case was reported, as compared to none reported last fiscal year;
• One attempted murder case was reported, as compared to none reported last fiscal
year;
• One robbery case was reported, as compared to none reported last fiscal year;
• 23 burglary cases were reported, as compared to 31 reported last fiscal year;
• 52 assault cases were reported, as compared to 42 reported last fiscal year;
• 26 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to seven reported last fiscal year; and
• 30 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 36 reported last fiscal year.
Of the citations issued:
• 2,030 were for speeding violations;
• 1.149 were for moving violations;
• 2,566 were for regulatory violations;
• 583 were for seat belt violations;
• 785 were for use of mobile electronic device (cell phone)while driving; and
• 49 were for child restraint violations.
Four major State highways and numerous County thoroughfares traverse the centrally
located South Kohala district. This naturally results in traffic enforcement becoming one
of the primary tasks for the personnel assigned to this district. To this end, district
personnel participated in numerous organized traffic enforcement projects to address
distracted driving, speeding and seatbelt violations as well as impaired driving. These
projects occurred during regular shift hours and during grant-funded overtime hours.
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OPERATIONS BUREAUS
Program Highlights (continued)
The North Kohala Patrol Division
During FY 2022-23, officers of the North Kohala Patrol Division were assigned to a total
of 1,024 criminal calls for service and 7,143 non-criminal calls for service, issued a total
of 4,500 citations, and responded to 18 major traffic collisions.
Of the criminal calls for service:
• No murder case was reported, as compared to none reported last fiscal year;
• No attempted murder case was reported, as compared to none reported last fiscal
year;
• No robbery case was reported, as compared to none reported last fiscal year;
• Nine burglary cases were reported, as compared to three reported last fiscal year;
• 16 assault cases were reported, as compared to 17 reported last fiscal year;
• Four theft from vehicles (unauthorized entry into a motor vehicle) cases were
reported, as compared to two reported last fiscal year; and
• One theft of motor vehicle (unauthorized control of a propelled vehicle) case was
reported, as compared to four reported last fiscal year.
Of the citations issued:
• 1,239 were for speeding violations;
• 583 were for moving violations;
• 1,553 were for regulatory violations;
• 143 were for seat belt violations;
• 163 were for use of mobile electronic device (cell phone)while driving; and
• Five were for child restraint violations.
The North Kohala Community Policing Officer participated with the community in Keiki
Fishing Tournaments,Neighborhood Watch meetings, Coffee with a Cop meetings, and
assisted the local high school with career day presentations and student conflict
resolutions. The Community Policing Officer also submitted:monthly articles to the
Kohala Mountain News to address police and community concerns.
The Ka`u Patrol Division
During FY 2022-23, officers of the Ka`u Patrol Division were assigned to a total of 1,769
criminal calls for service and 5,560 non-criminal calls for service, issued a total of 3,022
citations, and responded to 66 major traffic collisions.
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Program Highlights (continued)
Of the criminal calls for service:
• No murder case was reported, as compared to none reported last fiscal year;
• Four attempted murder cases were reported, as compared to none reported last fiscal
year;
• Four robbery cases were reported, as compared to two reported last fiscal year;
• 88 burglary cases were reported, as compared to 101 reported last fiscal year;
• 79 assault cases were reported, as compared to 47 reported last fiscal year;
• 38 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 46 reported last fiscal year;
• 62 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 69 reported last fiscal year.
Of the citations issued:
• 669 were for speeding violations;
• 391 were for moving violations;
• 1,100 were for regulatory violations;
• 208 were for seat belt violations;
• 92 were for use of mobile electronic device (cell phone)while driving;
• Eight were for child restraint violations.
KaTu Community Policing Officers continued to work with the community to establish
partnerships and work on community projects. Some of the neighborhood watch groups
included Discovery Harbour, Green Sands Subdivision, and Hawaiian Ocean View
Estates.
The Traffic Enforcement Units (TEU)
The Traffic Enforcement Units are charged with investigating traffic crashes involving
death or serious injury while conducting traffic enforcement and training related to traffic
enforcement and investigation.
Area I TEU
In FY 2022-23,Area I TEU investigated 15 fatal crashes that killed 15 people. Two of
the fatalities were related to alcohol only, six fatalities were related to drugs only, and
five fatalities were related to both alcohol and drugs.
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OPERATIONS BUREAUS
Program Highlights (continued)
Area I TEU officers conducted 112 DUI saturation patrols, arrested 67 drivers who were
under the influence of intoxicants, conducted 242 seatbelt/distracted driver checkpoints,
and 135 speed projects.
The Area I TEU officers also issued 3,384 moving citations, of which 1,597 were for
speeding. They issued 1,460 regulatory citations and made 60 other arrests.
Area II TEU
In FY 2022-23, Area II investigated 12 fatal crashes that killed 13 people. One fatality
was related to alcohol only,three fatalities were related to drugs only, and six fatalities
were related to both alcohol and drugs.
Area II TEU officers conducted 91 DUI saturation patrols, arrested 73 drivers who were
under the influence of intoxicants, and conducted 124 seatbelt/distracted driver
checkpoints.
The Area II TEU officers also issued 2,573 moving citations, of which 1,753 were for
speeding. They issued 1,074 regulatory citations and made 205 other arrests.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
• Actual Budget Estimate
Criminal Investigation Section
Robbery Clearance Rate 91% 60% 60%
Juvenile Aid Section
Sexual Assault Clearance Rate 91% 80% 80%
Vice Section
Hard Drug Cases 539 >=760 >=760
Crime Lab
Assignment Clearance Rate 100% 90% 90%
HI-PAL
Participation in 5-8 age group 485 >=240 >=240
Participation in 9-12 age group 873 >=240 >=240
Participation in 13-17 age group 415 >=240 >=240
"At risk"Youth Participation 93% 30% 30%
Presentations/Clinics 24 24 24
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OPERATIONS BUREAUS
Program Measures (continued)
Community Policing Program
D.A.R.E Curriculum or In-Service Training 50 48 48
Problem Solving Activities 225** 40 40
Crime Prevention Activities 162** 40 40
Abandoned Vehicle/Beautification Projects 133 96 96
Traffic Enforcement Unit(TEU)
DUI Saturation Patrol Projects 203 >=84 >=84
DUI Arrests 140 n/a* n/a*
Seatbelt/Distracted Driver Projects 366 >=72 >=72
Moving Citations 5,957 n/a* n/a*
Regulatory Citations 2,534 n/a* n/a*
Departmental(Island wide)Measures
DUI Arrests 955 n/a* n/a*
Traffic Citations Issued 77,308 n/a* n/a*
Burglary Clearance Rate 36% 30% 30%
Theft/Auto Theft Clearance Rate 38% 30% 30%
Court Documents 62% 65% 65%
*n/a= Statistical information,no projected numbers provided as the department does not support a quota system for
citations or arrest.
**=Change in extraction of data from records management system as of FY 2023-24.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Operations Bureau Actual Budget Request
Number of Positions 494 494 '494
Salaries and Wages 45,802,302.62 49,912,837 52,865,587
Operations 2,528,931.65 2,950,188 2,977,188
Program Total 48,331,234.27 52,863,025 55,842,775
HI-PAL
Number.of Positions 1** 1** 1**
Salaries&Wages 49,373.32 54,693 57,213
Operations 4,177.48 16,500 16,500
Program Total 53,550.80 71,193 73,713
•
**HI-PAL position included in Personnel Position Summary Clerk III count below
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•
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Authorized Request
Assistant Police Chief 2 2 2
Clerk III(includes HI-PAL**) 7 7 7
Criminalist II 2 2 2
Criminalist III 1 1 1
Custodian/Groundskeeper I 4 5 5
Custodian/Groundskeeper I(1/2T) 2 1 1
Custodian/Groundskeeper I(1/4T) 3 3 3
Detective 38 38 38
Police Captain 9 9 9
Police District Operations Assistant 1 1 1
Police Evidence Custodian 2 2 2
Police Evidence Specialist II 4 4 4
Police Investigative Operations Clerk 6 6 6
Police Lieutenant 19 19 19 ,
Police Major 2 2 2
Police Officer II 336 336 336
Police Operations Clerk 6 6 6
Police Sergeant 45 45 45 _
Polygraph Examiner 1 1 1
Secretary 2 2 2
Sexual Assault Forensic Nurse Coordinator 1 1 1
Storeroom Clerk 1 1 1
Victims Services Assistant(Temp) 1 1 1
Total 495 495 495
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POLICE
MISCELLANEOUS
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Investigating Cause of Death 762,829.56 850,000 850,000
Training Account 123,809.10 191,000 191,000
Police Sobriety Test 137,619.50 138,000 145,000
Asset Forfeitures - 700,000 700,000
Police Private Contributions 240,000.00 20,000 20,000
Total Miscellaneous 1,264,258.16 1,899,000 1,906,000
•
•
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POLICE
GRANT REVENUES
Program Description
To continue active efforts in obtaining funding through federal and state-sponsored grants
to augment the department's budget in the areas of:
1. To continue providing for community relations, D.A.R.E. and youth programs.
2. To provide investigative operations personnel funding dealing with drug enforcement
investigations.
3. To provide necessary equipment, manpower,training and for public education in
dealing with Traffic Enforcement,to include speeding violations, drunk driving,
seatbelt enforcement and motor vehicle occupant protection.
4. To provide SAFE nurses with stand-by pay to deal with sexual assault and domestic
violence investigations.
5. To provide investigative operations personnel funding dealing with Wanted Fugitives,
Counterfeiting of U.S. Currency and Violent Crimes.
Program Objectives
1. HI IMPACT (Hawai`i HIDTA$475,000) - To combat the methamphetamine (ICE)
problem in the County of Hawai`i by conducting various sting operations.
2. Occupant Protection(State Department of Transportation$160,000) -To conduct
seatbelt enforcement and child restraint roadblocks.
3. STEP Grant(State Department of Transportation $580,000) - To provide funding for
training, education, enforcement and community collaboration to reduce the number
of traffic fatalities and injury crashes.
4. Roadblock Program(State Department of Transportation, Sobriety Checkpoint
$495,000)to conduct DUI roadblocks to minimize fatalities and injuries.
5. Data Records (State Department of Transportation$80,000) -To transfer completed
Motor Vehicle Accident Reports (MVAR)to Hawai`i Depaitinent of Transportation
(HDOT) within three months and HPD traffic citations to the District Courts within
six days of issuance to ensure compliance with national standards.
6. SAFE Standby Pay (State Department of the Attorney General $125,000) - To
improve the department's response to violent sex crimes,physical abuse, and crimes
of violence against women.
7. Department of Health—Tobacco Sting (State Department of Health$16,000)—To
provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors
in the County of Hawaii.
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POLICE
GRANT REVENUES
Program Objectives (continued)
8. Increasing Quality Forensic Services—(State Department of the Attorney General
$96,360)—For the purpose of paying for quality Forensic Services by continuous
updated forensic sciences training and the purchase of a digital analytical balance
with data print out accessories.
9. Wireless E911 Fees—(Hawai`i Enhanced 911 Board $3,015,676)—For expenditures
associated with the deployment of Wireless Enhanced 911 System.
10. US Marshall Service—(Hawai`i Fugitive Task Force $12,000)—To assist with
overtime incurred to HCPD Officers working with the United States Marshall Service
on the enforcement and capture of fugitives wanted under the Hawai`i Fugitive Task
Force Initiative.
11. Investigative Assistance - (United States Secret Service $10,000)—To assist in the
enforcement and protection of high governmental officials and the prevention of
counterfeiting of U.S. Currency and securing the nation's critical infrastructures,
specifically in the areas of cyber,banking and finance.
12. Safe Streets/Violent Crimes Task Force (Federal Bureau of investigation—FBI
• $50,000)—For the purpose of identifying and targeting for prosecution criminal
enterprise groups responsible for drug trafficking, money laundering, alien
smuggling, and other violent crimes.
13. State-wide Multi-Jurisdictional Drug Task Force (SMDTF)—(State Department of
the Attorney General $60,000)—For the purpose of reducing drug threats and drug
related crimes and incorporating multi-agency collaboration.
•14. Local JAG Program—(U.S. Department of Justice $114,000)—For the purpose of
purchasing a driving simulator for the Police Department's Emergency Vehicle
Operator Course.
15. ATF Task Force- (ATF Program$32,000) -To assist with overtime and costs related
to operations with the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF).
16.NICS Act Record Improvement Program—(Hawai`i Criminal Justice Data Center
$545,760)—To improve the FBI's National Instant Criminal Background Check
System(NICS) by providing assistance to improve the completeness, automation and
transmittal to the Department's records.
17. Hazard Mitigation Grant Program—(FEMA$162,191)—To reduce the risk of future
damage, loss of life and property in any area affected by a major disaster.
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POLICE
_,�.. ._.�GRANT REVENUES
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Salaries and Wages 748,596.73 1,213,626 1,410,292
Operations 1,406,064.07 3,370,669 3,377,669
Equipment 121,805.03 1,565,026 1,565,026
Program Total 2,276,465.83 6,149,321 6,352,987
265
PROSECUTING ATTORNEY
PROSECUTING ATTORNEY
DEPARTMENT SUMMARY
Mission Statement
The Office of the Prosecuting Attorney pursues justice with integrity and commitment.
Department Goals
1. To strive for just disposition of criminal cases and promote public safety and order
through timely, efficient, and effective prosecution.
2. To ensure that victims and witnesses of crimes are treated with respect, courtesy, and
sensitivity in their cooperation with criminal prosecution.
3. To improve and restore trust in the criminal justice system by identifying areas of
need and working collaboratively with other criminal justice agencies and the
community.
4. To encourage and promote crime prevention and early intervention initiatives,
encourage treatment and services, and support reintegration programs to improve the
quality of life on Hawaii Island.
5. Identify, promote and implement new and innovative approaches to solving crime
problems.
Funding Source and Position Count
General Fund $11,634,480 General Fund 108
Grant Revenue $ 3,132,070 Grant Revenue/Other 24
Other $ 250,000
Total Budget: $15,016,550 Total Number of Positions. 132
266
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Description
The Office of the Prosecuting Attorney is charged with the duty to see that the laws are
faithfully executed and enforced within the County of Hawai`i. Violations of State and
County laws, ordinances, rules and/or regulations are prosecuted on behalf of the
community.
The Deputy Prosecuting Attorneys prosecute cases in the Family Courts, seven District
Courts and four divisions of Circuit Courts in Hawai`i County. This involves all criminal
matters including preliminary hearings, grand jury sessions, arraignment calendars,
motions, hearings,pretrial conferences and trials. In addition, they handle all appeals
before the Hawai`i Appellate Courts as well as the Federal Appellate Courts. Deputy
Prosecutors screen all criminal referrals made by police and other law enforcement
agencies and are available 24 hours per day, seven days a week for juvenile detention and
felony conferrals
The Office of the Prosecuting Attorney continues its efforts to attend to the needs of
victims and witnesses as they go through the criminal justice process and seeks victim
input for and notifies victims of case disposition.
The Office of the Prosecuting Attorney provides training for staff to maintain and
improve their specialized skills. In addition, the Prosecuting Attorney Deputies and staff
provide training for police recruits and refresher training for police officers as well as to
other law enforcement agencies and community organizations.
The staff participate in career fairs and job shadowing and prepare appropriate
educational presentations to students and faculty on the justice system, careers as a
prosecutor and the risks and consequences of involvement in illegal activity. Our
volunteer program provides opportunities for career exploration and work experience.
In an effort to reduce crime and promote public safety,the Office of the Prosecuting
Attorney is actively involved in several initiatives that address juvenile delinquency and
promote community involvement in identifying and addressing public safety issues. The
Office of the Prosecuting Attorney is actively supporting the Big Island Juvenile and
Adult Drug Court, Veteran's Court, Environmental Court and Adult Mental Health Jail
Diversion Program. In addition, we are collaboratively working to address elder issues,
domestic violence, sexual assault, homelessness, efforts to reduce recidivism and
continue to support the Big Island Juvenile Intake and Assessment Center. These
programs strive to balance the individual service needs of the individual,the legal
requirements of the courts, and the safety needs of the community. Whenever possible,
the Office of the Prosecuting Attorney seeks funding for specialized units and
demonstration projects.
267
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Objectives
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.
2. Maintain a professional, dedicated and trained staff to carry out the duties of the
Prosecuting Attorney as defined under the County Charter.
3. Provide for a statewide Traffic Safety Resource Prosecutor to develop effective
enforcement strategies to reduce highway offenses,traffic collisions, and increase
traffic safety.
4. Maintain grant-funded specialized prosecution units that work collaboratively with
the Hawai`i Police Department and other law enforcement agencies to improve case
outcomes for victims of violent crimes and crimes against persons.
Victim services
1. Attend to the needs of victims and witnesses in the criminal justice system by
providing referrals to appropriate agencies, assistance with restitution and crime
victim compensation.
2. Provide restorative justice options as appropriate.
3. Participate in community events that support victims (i.e.National Crime Victims'
Rights Week and National Domestic Violence Awareness Month) and promote
community safety.
Improving the criminal justice system
1. Coordinate continuing training/educational workshops to improve the criminal justice
system.
2. Collaborate with the Hawai`i Police Department to discuss joint initiatives,policies,
and procedures to strengthen investigations and prosecutions.
3. Meet with law enforcement, government agencies, and community service providers
to improve handling of domestic violence, child abuse, and sexual assault cases.
4. Meet with Hawai`i criminal justice agencies and State branches to discuss appropriate
interventions and consequences for offenders.
268
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Objectives (continued)
Improving the juvenile justice system
1. Coordinate continuing training/educational workshops to improve delivery of
services along the continuum of the juvenile justice system.
2. Collaborate with law enforcement, government agencies, and community service
providers to discuss joint initiatives, interventions,policies and procedures to
improve outcomes for juvenile offenders.
Community initiatives to promote crime prevention and intervention and other
efforts
1. Support prevention, education, and intervention initiatives directed at reducing crime
and increasing public safety on issues such as domestic abuse, including to reduce
child abuse and neglect, substance abuse, and impaired driving.
2. Coordinate continuing training/educational workshops to promote healthy behaviors,
crime prevention and early intervention initiatives.
3. Provide meeting coordination and fiscal support to the County of Hawai`i Committee
on the Status of Women.
Program Highlights
Traditional Prosecution
1. The Office of the Prosecuting Attorney coordinated training opportunities for deputy
prosecuting attorneys. This included basic and advanced trial skills, digital and
forensic evidence, witness management, and specialized training to handle witness
intimidation, witness protection, sexual assault evidence collection, domestic
violence, child abuse,narcotics distribution, firearms,impaired driving, and other
types of cases requiring specialized knowledge.
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GENERAL PROSECUTION
Program Highlights (continued)
Victim Services
1. 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. A total of 45 cases were screened for Victim Offender Conferencing,where five cases
have been successfully completed and 27 are active in the program.
3. The Victim Assistance Unit 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,
Child Abuse Awareness Month and Sexual Assault Awareness Month in April, and
various career, school, and resource fairs throughout the year.
4. The Office of the Prosecuting Attorney provided training opportunities for staff
regarding proper mental health response to mass violence incidents including
community resiliency strategies, trauma treatment, and psychological first aid.
5. The Restorative Justice Unit participated in a community policing panel at the East
Hawai`i Cultural Center which discussed current police-community relations,the
impact of incarceration on families and the community, and analyzed a survey
recently released by the University of Hawai`i at Hilo.
Criminal Justice System
1. The Office of the Prosecuting Attorney contracted with PRO SECUTORbyKARPEL
for the creation of a new case management system that would be integrated with local
and state law enforcement agencies,the Judiciary, and criminal history databases.
The new case management system will also provide integrations to limit clerical data
entry, improved ability to extract relevant data records and statistics via queries,
streamlining and enhanced victim services and notifications, electronic discovery, and
facilitate expedited transfers of data to the judiciary and court monitoring supervision
authorities.
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GENERAL PROSECUTION
2
Program Highlights (continued)
Juvenile Issues
1. Grant funding was received from the Department of Health,Alcohol and Drug Abuse
Division to build County capacity to enhance the substance abuse prevention system
with a focus on underage drinking and other drug use by youth.
2. Title II funding was received from the Department of Human Services, Office of
Youth Services to continue the Big Island Juvenile Intake and Assessment Center
(Center),providing immediate intervention for youth and also allowing police
officers to return to public safety duties. The,Center accounted for 236 juvenile
intakes. Monthly status meetings are held with the Salvation Army Family
Intervention Services, Hawai`i Police Department, Department of Human Services'
Child Welfare Services, Family Court- Juvenile Client Services, Department of
Health Family Guidance Center, Hawai`i Youth Correctional Facility, Department of
Education, and Office of Youth Services.
3. The Restorative Justice Victim Offender Conferencing program(VOC) serviced
seven juvenile cases. All cases remain active.
Community Strategies
1. The Investigators Unit visited local farmers markets across Hawai`i Island and
educated vendors and members of the public about agriculture theft,the impact of
purchasing stolen fruits, vegetables, and produce, laws regarding ownership and
movement certificates, documented recent agriculture theft incidents for victims, and
shared methods farmers and ranchers can employ to protect their crops, animals,
produce, and equipment.
2. The Restorative Justice Program joined the Justice Partner Committee for Going
Home Hawai`i to collaborate with the community on restorative strategies for justice
involved community members. Restorative Justice Program facilitated trainings for
ongoing volunteer facilitators with the West Hawai`i Mediation Center.
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Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Charges:
Opened during period 17,508 20,000 18,000
Accepted for prosecution 12,038 17,000 14,000
Circuit Court 3,564 4,000 4,000
District Court(criminal,excludes traffic) ' 7,052 11,000 8,000
Family Court 1,422 2,000 2,000
Circuit Court calendar days:
Hilo 492 260 492
Kona 492 260 492
Misdemeanor calendar days:
Hilo(a.m.and p.m.) 208 208 208
Puna 104 105 104
South Kohala/Hamakua(includes Adult DV) 76 105 76
North Kohala(includes Adult DV) 76 12 76
Kona/Ka`ti 180 260 180
Family Court(Juvenile)calendar days:
Hilo,Puna 52 52 52
Kona 52 52 52
N.& S.Kohala/Hamakua 12 52 12
Family Court(Adult-DV)calendar days:
Hilo,Puna 52 52 52
Kona/Ka`u 26. 26 26
S.Kohala 12 26 12
Hamakua 12 52 12
Drug Court(Adult)calendar days:
Hilo 52 52 52
Kona 52 52 52
Drug Court(Juvenile)calendar days:
Hilo 52 52 52
Kona 52 52 52
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GENERAL PROSECUTION
Program Measures (continued)
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Veterans Treatment Court calendar days:
Hilo 52 52 52
Kona 52 52 52
Mental Health Court(District Court)calendar days:
Hilo/Puna 24 24 24
Kona/Ka`u 12 12 12
Environmental Court calendar days:
Hilo 12 12 12
Kona 104 105 104
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 102 107 108
Salaries and Wages 6,589,445.72 9,153,404. 10,851,325
Operations 505,435.52 966,435 772,955
Equipment 209,757.59 54,200 200
Program Total 7,304,638.83 10,174,039 11,624,480
•
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GENERAL PROSECUTION
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Prosecuting Attorney 1 1 1
1st Deputy Prosecuting Attorney 1 1 1
Account Clerk 1 1 1
Accountant III 1 1 ' 1
I Business Administrator 1 1 1
Clerk II 1 1 -
Clerk III 1 3 1
Deputy Prosecuting Attorney 34 37 37
' Executive Assistant to the Prosecuting Atty - 1 1
Human Resources Technician I 1 1 1
Information Systems Analyst IV 2 2 2
Information Systems Analyst V 1 1 1
Information Systems Analyst VI - - 1
Investigator IV 2 1 1
Investigator V 6 6 6 _
Investigator VI 1 1 2
Investigator VII - - 1
Legal Assistant II 2 - -
Legal Clerk I 6 8 7 _
Legal Clerk II 8 8 8
Legal Clerk III 17 17 17 _
_Legal Clerk IV 2 2 4 .
Private Secretary _ _ _ 1 1 1
Program Manager '1 1 1
Senior Account Clerk 1 1 1
Special Projects Coordinator 2 2 2
Supervising Legal Clerk I 1 1 -
Supervising Legal Clerk II 1 1 2 ,
Victim/Witness Program Director 1- 1 1
Victim/Witness Counselor I 1 1 1
Victim/Witness Counselor II 4 4 4
Total 102 107 108
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PROSECUTING ATTORNEY
GRANT REVENUES
Program Description
The Office of the Prosecuting Attorney receives and continually seeks funding from
Federal and State sources. These funds are used to implement innovative programs,
support prosecution efforts, educate the public, improve the criminal justice system, and
purchase equipment that would not be possible with County funds.
Program Objectives
1. State Forfeitures - State Department of the Attorney General, Civil Recoveries
Division, State of Hawai`i, $200,000. For use to assist crime prevention and healthy
communities at the discretion of the Hawai`i County Prosecuting Attorney.
2. Federal Forfeitures United States Department of Justice and U.S. Treasury
Department, $50,000. For use to assist crime prevention and healthy communities at
the discretion of the Hawaii County Prosecuting Attorney.
3. STOP Violence Against Women-U.S. Department of Justice, STOP Violence
Against Women Formula Grant Program, $162,360. One Employee—To improve
prosecution of domestic violence cases involving adult women by dedicating a deputy
to handle these cases.
4. Crime Victims Assistance Program (VOCA) -U.S. Department of Justice, Office
for Victims of Crime Formula Grant Program, $1,165,896. Thirteen employees—To
assist victims of crime through the judicial process, focusing on crimes such as
homicide, sexual assault, child abuse and domestic violence.
5. Justice Assistance Grant(JAG) -U.S. Department of Justice, $150,000. For
technology improvements.
6. Traffic Safety Training Grant-U.S. Department of Transportation, $175,000. To
conduct statewide training to improve law enforcement system response to traffic
crash cases and improve highway safety.
7. East Hawaii Big Island Juvenile Intake and Assessment Center(BIJIAC) -
Hawai`i Office of Youth Services, $200,000. To support operation of a juvenile
intake and assessment center in East Hawai`i.
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PROSECUTING ATTORNEY
GRANT REVENUES
Program Objectives (continued)
8. Substance Abuse Prevention Program -Hawai`i State Department of Health,
Alcohol and Drug Abuse Division, $110,000. To fund a community assessment and
strengthening of Substance Abuse Systems in the County of Hawai`i.
9. USSS Electronic Crimes Task Force-U.S. Secret Service, $15,000. To reimburse
overtime and other expenses related to official investigations by U.S. Secret Service's
Hawai`i Electronic Crimes Task Force.
10. Career Criminal- State Department of the Attorney General, $457,198. Six
Employees—To provide quick identification,prosecution and conviction of those
persons making a career of crime.
11. Victim/Witness Assistance- State Department of the Attorney General, $445,712.
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.
12. National Criminal History Improvement Program -U.S. Department of Justice
$200,000. To improve in the accuracy, quality,timeliness, immediate
accessibility, and integration of national systems of criminal history and related
records.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 20 25 24
Salaries and Wages 840,826.53 1,711,373 2,267,970
Operations 467,543.13 617,100 697,350
Equipment. 146,876.39 407,750 416,750
Program Total 1,455,246.05 2,736,223 3,382,070
Note: Includes Federal and State Forfeitures
I
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GRANT REVENUES
Personnel Position Summary*
•
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Clerk II 1 1 -
Deputy Prosecuting Attorney 2 4 4
Investigator V(Temp) 1 1 1
Investigator V 1 2 1
Legal Assistant II - 2 2
Legal Clerk I 2 2. 2
Legal Clerk I(Temp) 1 1 1
Legal Clerk III 1 1 1
Program Manager 1 1 1
Special Projects Coordinator 2 2 1
Student Helper 1 1 1
Victim/Witness Counselor I 2 2 2
Victim/Witness Counselor I(Temp) 2 2 2
Victim/Witness Counselor II 3 3 3
Victim/Witness Counselor III - - 2
Total 20 25 24
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PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
Program Goals
1. To promote and support women in their roles in public and private sectors.
2. To act as a clearinghouse and coordinating body for activities and information
supporting women and girls.
3. To create public awareness of the responsibilities,needs, potentials and contributions
of women.
4. To seek improvements in educational, counseling programs and policies to meet the
needs of women and girls in order to better prepare them for their roles in the
community.
5. To work with the Hawai`i State Commission on the Status of Women to improve the
wellbeing of all women in the County and State.
6. To build and maintain relationships with federal, state, local and international
agencies advocating for the status of women.
Program Description
The Hawai`i County Committee on the Status of Women(CSW), working with the
Hawai`i State Commission on Status of Women(HSCSW),promotes equality for women
and girls in the County by acting as a catalyst for positive change through advocacy,
education, collaboration, and program development.
Program Objectives
1. Sponsor and coordinate an island wide essay contest to increase awareness among
students on the accomplishments of women in Hawai`i County.
2. Promote awareness of Equal Pay for Equal Work for women.
3. Create and share a report on the status of women in Hawai`i County.
4. Participate in local and/or off-island meetings or conference by sending at least one
representative. The purpose of which will be to share information with the
Committee members on current programs, legislation or issues that affect the status of
women.
5. Update and disseminate the Hawai`i Island Services Directory for Families across
Hawai`i County.
6. Promote Teen Dating Violence Prevention/Education.
7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate
with other organizations.
8. To the extent that it is safe to do so,hold rotating monthly meetings in East 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.
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COMMITTEE ON THE STATUS OF WOMEN
Program Objectives (continued)
9. Support,through sponsorship, planning, promotion, and attendance, the Hawaii
Island Women's Leadership Summit.
10. Promote awareness of Human Trafficking across Hawai`i County.
Program Highlights
1. The 2022-2023 Hawai`i Island Services Directory for Families was updated and
distributed to service agencies and individuals island wide.
2. The Committee has distributed dating prevention cards to schools on Hawai`i Island
to include a letter to each Principal requesting that these cards be distributed to
students.
3. The Committee coordinated an essay contest for"Equal Pay" and"Real Women"
with students from across the island.
4. Members have attended meetings on domestic violence prevention, legislative
development, and others, and have presented to the Hawai`i County Council.
5. The Committee 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.
6. The Committee participated in the Missing and Murder Indigenous Women and Girls
taskforce to gather data and provide reports to the community.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Number of Meetings Held 9 12 12
Events Held 3 3 3
Event Participation 18 3 3
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 2,650.00 10,000 10,000
Program Total 2,650.00 10,000 10,000
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PUBLIC WORKS
PUBLIC WORKS
�.n�
DEPARTMENT SUMMARY�� �_ __.,�....�
Mission Statement'
The Department of Public Works will serve the community by building, operating, and
maintaining the County's infrastructure in,order to create a safe,resilient, and sustainable
Hawai`i Island community.
Department Goals
1. People—our employees are our greatest resource! Treat all employees with respect,
build highly functioning teams; invest in training and technical development; foster a
sense of personal worth for every employee.
2. Transparency—promote honesty and openness with our employees and the public.
3. Customer Service—strive to provide high quality customer service,treating every
member of the public like `ohana.
4. Continuous Improvement—committed to continuously improving our operations and
enhancing our customers' experience.
5. Safety—no one gets hurt on the job! Build a culture of safety through training,
education, and policy development; strive to minimize accidents; promote employee
personal responsibility; maintain a safe work environment for our employees,
customers, vendors, and the entire public.
Funding Source and Position Count
General Fund $26,705,970 General Fund 185
Grant Revenue - Grant Revenue/Other 33
Other $ 10,000
Total Budget: $26,715,970 Total Number of Positions 218
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PUBLIC WORKS
ADMINISTRATION
Program Description
The Public Works Director serves as technical advisor to the Mayor, Managing Director,
and Hawai`i County Council on matters pertaining to building permits and code
enforcement; flood zone monitoring;maintenance of roads, streetlights, traffic signals
and signs;permitting for grading, grubbing, and right of way; culvert drainage
maintenance; repair and maintenance of roadways and bridges; and disaster emergency
response.
The Public Works Administration division provides professional and effective reception
service to all parties requesting assistance from the department; provides the public with
timely and adequate responses to requests for information;performs personnel, payroll,
and accounting functions for all six divisions; coordinates the annual budget; assists all
County agencies in the procurement of vendors for construction projects and the '
administration of procurement documents; and performs community outreach and
education to the County.
Program Objectives
1. Update website to improve accessibility to department information.
2. Identify software to automate work orders and improve asset management.
3. Reduce the use of paper and digitize files.
4. Update all Department policies and procedures.
5. Manage requests and complaints in a consistent manner and ensure responsiveness.
6. 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.
7. Achieve one third of our average employee count to participate in County provided
trainings per year.
Program Highlights
1. Launching a new and improved DPW website. Our primary objective for the
development of the new DPW website is to enhance accessibility for the community
we serve. Our aim is to create a user-friendly platform that facilitates easy
navigation, ensuring that residents can effortlessly access the information they need.
Transparency is a key focus, and we intend to provide comprehensive insights into
our ongoing projects, keeping the community well-informed about our initiatives.
Additionally, we recognize the importance of streamlined communication, and our
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PUBLIC WORKS
ADMINISTRATION .
Program Highlights (continued)
new website will feature improved notification systems. Members who sign up will
receive timely updates, ensuring they stay informed about relevant developments and
events within the community. Through these enhancements, we aspire to strengthen
the connection between the DPW and its members, fostering a more engaged and
well-informed community.
2. Continue to recover funds from the Federal Emergency Management Agency
(FEMA) for FEMA legacy projects including 2014 Lava disaster and 2014 Tropical
Storm Iselle and current projects including the 2018 Lava disaster, August Wildfires
and Maui Support for their wildfires.
3. Deployed personnel via Request for Assistance from the Hawaii Emergency
Management Agency to support the recovery efforts for Maui Wildfires.
4. Procured 36 departmental consultant contracts and 29 County wide construction
contracts.
5. Responded to and processed 108 Requests for Government Records from the public
and Hawai`i County employees regarding various operations of the department.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Number of department-wide industrial accidents* 15 21 -
Number of employees trained in safety classes 217 125 125
No. of managers/supv rec'd Supervisory Training 6 10 10
No. of employees trained in non-safety classes or 132 120 125
trainings**
Additional Information:
Number of Employees in the Department 355 360 375
Work Comp Cases with Lost Time 14 15 5
*measure will be phased out in FY 2024-25
**added on training to measure as of FY 2024-25
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ADMINISTRATION
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request - .
Number of Positions 27 27 27
Salaries and Wages 1,167,683.82 1,554,725 1,670,407
Operations 679,065.42 279,690 279,690
Equipment 11,086.11 10,000 10,000
Water Spigot 197,925.00 257,925 257,925
Program Total 2,055,759.35 2,102,340 2,218,022
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
- Position Title Authorized Authorized Request
Director 1 1 1
Deputy Director 1 1 1
Account Clerk 4 4 4
Accountant I 2 2 2
Accountant IV 1 . 1 1
Administrative Assistant 1 1 . 1
Business Manager 1 1 1
Clerk III 3 3 3
Contracts Technician 2 2 2
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Information&Education Specialist 1 1 1
Information Systems Analyst IV 1 1 1
Private Secretary 1 1 1
Program Manager , 1 1 1
Senior Account Clerk(Temp) 1 1 1
Student Helper I 3 3 3
Supervising Contracts Technician 1 1 1
Total 27 27 27
•
283
PUBLIC WORKS
BUILDING
Program Description
The Building Division is responsible for administering the County of Hawai`i Building
Code and for maintaining the County of Hawai`i's facilities. Both functions are based on
the Hawai`i County Building Code, "to provide minimum standards to safeguard life or
limb,health,property and public welfare by regulating and controlling the design,
construction, quality of materials, use and occupancy, location and maintenance of all
buildings and structures within the County and certain equipment".1
The Building Code is enforced by the Inspection Section through a permitting process
that includes plan review and inspection during construction; and an enforcement process
that investigates alleged Building Code violations and requires corrective action.
The Facilities Management Section maintains, repairs, renovates, designs, and constructs
facilities for various departments in the County of Hawai`i through three Units: General
Services (GS), Repair& Maintenance (R&M), and Design and Engineering (D&E). All
work performed on the County Facilities must be Building Code compliant and is
regulated by the Building Peiuut process.
The Building Division provides island wide, interdepartmental services through locations
in East Hawai`i and West Hawai`i. As a part of Facilities Management,the Building
Division is also responsible for the budget and expenditures for the interdepartmental
utility services (electricity, gas, sewer,telephone, water) and for facilities' insurance
premiums.
The Building Division has begun to transition its organizational structure to support the
function of the Building Division program and goals more effectively. Program
objectives and measures are being used to identify areas needing improvement and to
further refine processes and procedures.
Program Objectives
1. Fully implement and transition to the Electronic Processing and Information Center
(EPIC) system to improve the Building Permit application and inspection processes.
2. Issue Residential Building Permits within 60 calendar days of submittal when
applications are complete, and no corrections are required.
3. Complete Building Permit inspections within two business days of notice.
1 Hawaii County Building Code Section 5A-1-2.Purpose.
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PUBLIC WORKS
BUILDIlITG
Program Objectives (continued)
4. Initiate an investigation of an alleged Building Code violation within 30 calendar
days of a complaint.
5. Complete Work Orders Requests for County facilities within 30 calendar days of
receipt.
6. Deliver CIP Projects that have been funded.
Program Highlights
1. Electronic Processing and Information Center(EPIC)
The Building Division developed permit metrics to help manage the permitting
process and to provide permit applicants with a timeline for permit issuance. The
metrics represent the average duration, from date of application to permit issuance,
for applications that do not require any corrections. The metrics do not report data
when corrections are required by the applicant.
The metrics also help supervisors manage staff more effectively and report average
durations for each of the three major steps of the permit process: permit application
intake,plan review, and permit issuance.
The Building Division has continued to refine the permit processing screens referred
to as "Priority Tiles"to improve processing efficiency. Priority Tiles organize the
workflow and separate permit applications into 16-permit types, some of which
include emergency work, medical facilities, cell towers, County,projects,
photovoltaic,regulatory inspections,plumbing or electric only permits.
Permit issuance durations have also been reduced now that all six Plans Examiner
positions have been filled. One new Plans Examiner was hired on the five-step Plans
Examiner program that allowed a Permit Clerk to advance into a new career. There
have also been other Permit Clerk attritions that resulted in an overall shortage of
three positions (70% of staff)that are in the process of being filled.
The focus on EPIC is finally being transitioned from permit issuance to permit
inspections and enforcement. Many challenges are anticipated as the inspection
workflows are corrected and then enhanced to its potential. The Building Division is
hopeful that the requested'staffing will provide the necessary support to configure the
remainder of EPIC efficiently.
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Program Highlights (continued)
2. Building Permits Issued
The following table presents actual permits issued (excluding electrical only,
plumbing only, and sign permits) for prior years based on the County Districts.
Fiscal Year 2022-23
Percentage change from Fiscal Year 2021-22
Geographic Permits Issued Valuation Fees
District
Quantity Change Amount Change Amount Change
1 Puna 1,460 3% $ 180,682,670 31% $ 948,857 14%
2 S Hilo 855 3% $ 127,680,122 (40%) $ 672,458 16%
3 NHilo 48 (8%) $ 4,916,126 (38%) $ 31,808 (1%)
4 Hamakua 108 3% $ 18,300,688 645% $ 91,310 55%
5 N Kohala 160 13% $ 35,430,527 58% $ 154,752 64%
6 S Kohala 588 2% $ 160,200,676 11% $ 774,800 2%
7 N Kona 1,179 (15%) $ 374,100,040 367% $ 1,601,487 46%
8 S Kona 215 9% $ 39,273,445 109% , $ 177,593 86%
9 Ka`u 209 16% $ 24,524,412 39% $ 133,494 60%
Totals 4,822 (1%) $ 965,108,706 14% $ 4,586,580 19%
3. General Services Service Contracts
General Services provided custodial and groundskeeping services and managed
service contracts for 80 offices, including the recently acquired East Hawai`i Animal
Control Facility.
In October 2022, General Services began its weekend shift that enables larger
maintenance projects such as carpet cleaning and floor waxing.
4. Repair and Maintenance
Multiple roof leaks were temporary repaired on facilities awaiting reroofing projects:
Central Fire Station,Aupuni Center, Waimea Highways Baseyard, Pahala Fire
Station, Kea'au Police Station, Puna Highways Baseyard, and damaged the soffit at
the Public Safety Building.
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Program Highlights (continued)
5. Design and Engineering-Project Delivery
The Design and Engineering (D&E) Section bases its project delivery on a project
priority metric that considers the Mayor and Managing Director Priorities, Planning
Department priorities,User Department Priorities, Building Division Priorities from a
facility maintenance perspective, Life Safety, Security, ADA Accessibility, Roof
Repairs and Upgrades.
The CIP project list submitted for funding projections has been refined to separate the
design phase from construction phase, unless both design and construction occur in
the same fiscal year. This definition provides better management of cash flow.
Construction has been ongoing and is expected to complete in FY 2023-24 for the
following projects: Hawai`i Emergency Call Center and Civil Defense Emergency
Call Center, Waiakea Fire Station Electrical Improvements, Hawai`i County Building
Lava Rock Veneer Repairs, Kealakehe Police Station Air Conditioning
Improvements, Ocean View Communication Tower, Hawai`i County Civil Defense
EOC Expansion, South Point Communication Tower, Pahala Fire Station Fencing,
and Ka`umana Fire Station Plumbing Improvements.
The following projects are scheduled for construction in FY 2023-24: Public Safety
Building Flood Mitigation, Temporary Relocation of VRL to Kaiko`o Office
Building,East Hawai`i Animal Control Facility Interim Improvements, Kealakehe
Animal Control Facility Interim Improvements, Aupuni Center Reroofing, Pahala
Fire Station Reroofing, Carpentry Shop Replacement, PGV Radio Equipment
Structure and Site Improvements.
Design phase projects, both ongoing and new, include East Hawai`i Animal Control
Facility Replacement, Hawaiian Paradise Park Fire Station Improvements, Civil
Defense Radio Tower Remediation(Ka`u,Na`alehu and Kulani),Public Safety
Building Electric and Mechanical Upgrades and Painting, Central Fire Station
reroofing, and Fire Station Extractors.
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Program Measures .
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Issue Residential Building Permits within 90- 35.4%within 90%within -
calendar days of submittal when applications are 90-days 90-days
complete and no corrections are required**
Issue Residential Building Permits within 60- - - 100%within
calendar days of submittal when applications are 60-days
complete and no corrections are required*
Complete building inspections within 2-business 70% 70% 75%
days of notice(%requests completed within 2 work
days)
Initiate investigation of an alleged Building Code - 75% 75%
violation within 30-calendar days of a complaint
Complete Work Orders Requests for County 61% 95% 95%
facilities within 30-calendar days of receipt
Deliver CIP Projects that have been funded 60% 95% 95%
ADDITIONAL DIVISION INFORMATION
Inspection Section**
Plan Reviews Performed:** 7,532 7,500 -
Permits Issued:** 4,908 6,060 -
Residential** 1,644 1,485 -
Non-Residential Commercial** 439 555 -
Electric Only** 931 1,295 -
Plumbing Only** 249 480 -
Photovoltaic—Residential** 1,589 2,150 -
Photovoltaic—Non-Residential/Commercial** 36 55 -
Regulatory** 20 40 -
Permit Inspections Performed(Quantity):**
Building** • 8,284 7,500 -
Electrical** 11,192 6,500 -
Plumbing** 4,930 3,000 -
Building Code Violations(Quantity):**
. Complaints Received** 723 700 -
NOVs Issued** 4+Bill 66 -
ORDERs Issued** 2 3 -
Facilities Management Section**
CIP Project Programmed(subject to funding)** 21 18 -
Number of Building Structures Maintained** 80 80 -
Floor Area Maintained(square feet)** 205,007 205,000 -
Grounds Area Maintained(acres)** 51 51 -
Repair and Maintenance Jobs Performed** 1,740 1,500 -
Structures in Design** 11 11 -
288
•
PUBLIC WORKS
BUILDING
Program Measures (continued)
Structures in Construction** 10 9 -
Parking Citations Issued** 402 350 -
*New Measure FY 2024-25
**Measure will be phased out and not tracked in FY 2024-25
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual - Budget Request
Number of Positions 116 119 119
, Salaries and Wages 5,515,370.40 7,426,454 7,904,126
Operations 5,128,457.37 8,005,813 9,496,457
Equipment 114,353.95 124,655 122,655
Program Total 10,758,181.72 15,556,922 17,523,238
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk 1 - -
Accountant I 1 1 1
Architect II 1 1 1
Architectural Drafting Technician I 2 2 2 ,
Architectural Drafting Technician II 1 1 1
Building Chief 1 1 1
Building Inspector 14 14 14
Building Maintenance Worker 1 1 1
Building Permit Clerk 8 8 8
Building Plans Examiner V 6 6 6
Building Projects Manager 2 2 2
Building Repair and Maintenance Supervisor 1 1 1
Carpenter-Cabinet Maker 5 5 5
Custodian/Groundskeeper I 20 20 20
Custodian/Groundskeeper II 5 5 5
Deputy Building Chief 1 1 1
Electrical Engineer II 1 1 1
Electrical Inspector 10 10 10
Electrician 2 2 2
Facilities Program Manager 1 1
General Services Superintendent 1 1 1
General Services Supervisor 2 2 2
Information Systems Analyst IV - 1 1
Lead Carpenter-Cabinet Maker 2 2 2
Lead Electrician 1 1 1
289
PUBLIC WORKS
,_ _. __. �. ____ _ �__�. BUILDING ���__-._. _._�_�.� _...,
Personnel Position Summary (continued)
Lead Painter 1 1 1
Mechanical Engineer IV 1 1 1
Painter 2 2 2
Parking Control Officer 1 1 1
Permit Systems Coordinator - 1 1
Plans Examining Manager 1 1 1
Plumber 2 2 2
Plumbing Inspector 6 6 6 _
Program Manager 1 1 1
Program Support Technician - 1 1
Projects Coordinator 3 3 3
Structural Engineer 1 1 1
Supervising Building Inspector 2 2 2
Supervising Building Permit Clerk 2 2 2
Supervising Electrical Inspector 2 2 2
Supervising Plumbing Inspector 2 2 2
Total 116 119 119
290
•
PUBLIC WORKS
ENGINEERING
Program Description
The Engineering Division provides civil engineering, land surveys, and regulatory
services in accordance with Chapters 10, 22, and 27 of the Hawai`i County Code (HCC).
The Division is comprised of the following five sections:
• Administration
• Land Surveying
• Regulatory Review
• _Design and Investigation
• Inspection
The Administration section provides the following services:
1. Provides general supervision and administrative support.
2. Coordinates civil engineering (non-building)projects and programs using County,
State, and Federal funds.
3. Supervises and coordinates land acquisition activities for the Department.
The Land Surveying section provides the following services:
1. Provides general land surveying services, including topographic maps and
boundary studies.
2. Produces parcel maps and their descriptions for the County.
3. Reviews privately generated survey maps and descriptions.
4. Addresses survey issues and complaints related to County facilities, such as road
encroachments.
5. Maintains an inventory/file of all road and drainage rights-of-way,Public Works
parcels, and survey records generated by the County.
6. Provides County maps and survey information to the public.
The Regulatory Review section provides the following services:
1. Implements/enforces the applicable regulatory requirements of Chapters 10,22
and 27, HCC.
2. Provides comments to the Planning Department on land-use related matters, such
as subdivision, `ohana,variance, and change of zone applications; and on Special
Management Area(SMA),Use, and Special Permits.
3. Investigates and resolves regulatory complaints (except for building permit plans),
reviews and/or coordinates the review and approval of all private construction
plans,traffic reports, flood studies, environmental documents, as they relate to the
interests and regulatory authority of the Department.
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ENGINEERING
Program Description (continued)
The Design and Investigation section provides the following services:
1. Plans, designs, and constructs civil engineering (non-building) County Capital
Improvement Projects (CIP).
2. Investigates and resolves roadway, drainage, and other related complaints.
3. Provides drafting services.
The Inspection section provides the following services:
1. Inspects civil engineering (non-building) County CIP; private subdivision, and
development construction.
2. Inspects grading, grubbing and stockpiling work per Chapter 10 of the HCC.
3. Inspects construction within the County right-of-way (R-O-W)per Chapter 22 of
the HCC.
Program Objectives
1. Participate in the State/Federal Highway Administration(FHWA) Statewide
Transportation Improvement Program(STIP).
2. Complete County CIP drainage and Roadway projects on time, and within budget.
3. Prepare in-house parcel maps within a three-month time frame for road
encroachments, easements, and parcel mapping.
4. Process time-sensitive documents such as environmental assessments, subdivision
applications, variance applications, change of zones, State land use (SLUs), use
permits, SMAs, special permits, and `ohana dwellings,by the stipulated deadlines.
5. Process,within a one-month timeframe, subdivision and commercial development
construction plans, drainage reports, solely Chapter 10 plans (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.
6. Process all permits issued by the Division, including building permits, within one
month.
7. Comply with the National Bridge Inspection(NBI) and other Federal, State, and
County of Hawai`i bridge inspection regulations including preparation and
submission of bridge reports, by conducting bi-annual inspections of the 145 bridges
in the NBI program.
8. Initiate and oversee repair and maintenance and/or replacement projects of bridges
due to deterioration, deficiencies, and defects.
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PUBLIC WORKS
ENGINEERING
Program Objectives (continued)
9. Conduct structural analyses to determine the load rating (Inventory and Operating) of
in-service bridges registered in the NBI, as needed.
10. Conduct underwater inspections of NBI registered in-service bridges, as needed.
Program Highlights
1. Completed construction for the following projects: $21M Kalaniana`ole Avenue
Reconstruction Project, $3.0M Mana Road Repair Project(FEMA), $2.2M Hina Lani
Street Resurfacing Project, $2.1M Kolekole Stream Bridge Repairs (FEMA), $1.4M
Kalaniana`ole Avenue Resurfacing, $1.3M Waipi`o Valley Road- Short Term Safety
Improvements, $1.2M Laupahoehoe Gulch Bridge Repairs (FEMA), $700K Wainaku
Street Resurfacing, $642K Pa'ainako Street Extension Guardrail Repairs, $532K
Laupahoehoe Culvert Repairs (FEMA), $491K Uweki and Lepoloa Road Repairs
(FEMA), $369K Moho Road and Pi`ihonua Road Repairs (FEMA), $260K Kolekole
Access Road/Guardrail Repair(FEMA), $108K Ka`ao Culvert Repairs (FEMA),
$74K Culvert Repair Near Hakalau Park (FEMA), $70K Shoulder Repair near
Honomu Gym(FEMA), and$23K Mahuna Gulch Bridge Repairs.
2. Current projects under construction are the $26M Waikoloa Road Rehabilitation
Project(STIP), the $12.3M Kilauea/Keawe Rehabilitation Project(STIP),the $10M
Waianuenue Avenue Rehabilitation Project(STIP),the $450K Lanikaula Drainage
Improvement Project, and multiple Hurricane Lane Repair Projects (FEMA).
Projects ready to be Bid out: Mamalahoa Highway Resurfacing Project from
Kamalani St to Kalamauka Rd. Part 2 (STIP), Honoli`i Stream and Ka`iwilahilahi
Stream Bridges Rehabilitation(IIJA Grant),Lanikaula Street Rehabilitation Project
from Manono Street to Kilauea Avenue (STIP),Pauahi Bridge Reconstruction
Project, Hilo Shipman Drywell Drainage Reconstruction Project, and Waika'alulu
Gulch Bridge#44-8 Structural Repairs and Preservation Project.
3. The following projects are currently in the Design phase: the Lava Inundated
Emergency Repair Road Projects; Pohoiki Road,Highway 137 and portions of
Leilani Avenue (FEMA), multiple Hurricane Lane Repair Projects (FEMA),the
Mamalahoa Highway Resurfacing Project Parts 1 & 3 (STIP),the Kawili Street
Shoulder Improvements, the Manono Street Shoulder Improvements,the Pahoa Post
293
PUBLIC WORKS
ENGINEERING
Program Highlights (continued)
Office Road Reconstruction, Kahakai Shoulder Improvements Project (TAP Grant),
Kilauea Avenue Shoulder Improvements (SRTS Grant), Wailoa Stream Flood
Control Channel Dredging Project, Various Island wide Drywell/Drainage
Improvement Projects, and the Waikoloa Road/Paniolo Drive Intersection
Roundabout Project.
4. Bridge Projects: Waima'au'au Stream Bridge Repair, Ka`ahakini Bridge#29-1
Reconstruction, Makea Stream Bridge Replacement, Bridge No. 27-3 Ka`ie`ie Stream
Bridge Repair, Repairs to Bridge#s 25-1, 25-2, 27-7, 41-1, 44-6, 44-7, 26-3, 27-5,
28-3, 31-2, 32-1, 36-1, and Hakalau Stream Bridge (Kanna Road), and Kaiwiki
Bridge#1 and `Ope`a Stream Bridge (STIP),the Waianuenue Bridge Rehabilitation
Project(FEMA HGMP), and the 4 Mile Creek Bridge Reconstruction.
5. Current projects in the Planning phase are the Waipi`o Valley Road Safety
Improvements Project, the Kawailani Street Shoulder Improvements Project(SRTS
Grant),the Oneo Lane Project,the Puhala Street Extension Project, and the Ane
Keohokalole Phase III Project.
294
PUBLIC WORKS
ENGINEERING
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Program Measures
All Construction Contracts Completed $30,000,000. $65,000,000 $70,000,000
FHWA Construction Projects Completed 0 $50,000,000 $20,000,000
FHWA Projects with Design/Planning in Progress 3 5 3
Prepare In-House Parcel Maps-Within Three 4 4 4
Months
In-house Active Construction Management Projects 9 10 10
No.Bridge Inspections of Total Bridges 68 75 70
No.Bridge Repair&Maintenance 43 50 50
No.Bridge Replacement/Rehabilitation Projects 2 25 25
Regulatory Review
%of Applications,etc.Reviewed by Deadline 100% 100% 100%
%of Plans,etc.Reviewed Within One Month 99% 100% 100%
%of Permits Processed Within One Month 100% 100% 100%
Community Rating System
'No.Points in the Federal Emergency Management 1,674 1,577 1674
Agency(FEMA)Public Info Community Rating System
ADDITIONAL DIVISION INFORMATION
Design&Investigation
Survey Projects and Requests 314 300 300
Regulatory Review Detail
Construction Plan Reviews—Private Developer 12 50 30
Subdivision Application Reviews 68 100 85
Subdivision Construction Plan Reviews 24 25 25
Grading/Grubbing/Stockpiling/R-O-W Permits 480 300 450
Regulatory Inspections
Subdivision Construction ( 10 25 20
Grading/Grubbing/Stockpiling/R-O-W Permits 268 300 300
Complaints 293 - 200 300
•
295
PUBLIC WORKS
ENGINEERING
Program Expenditures -
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 41 41 42
Salaries and Wages 713,105.09 762,232 813,265
Operations 62,239.60 403,897 142,497
Equipment 2,448.92 12,000 23,400
Program Total 777,793.61 1,178,129 979,162
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Civil Engineer III 1 1 1
Civil Engineer IV 10 10 10
Civil Engineer V 5 5 5
Civil Engineer VI 1 1 1
Civil Engineer VII 1 1 1
Clerk III 1 1 1
Construction Inspector 1 1 1
Engineering Aid III 1 1 1
Engineering Aid IV 1 1 1
Engineering Permit Clerk 2 2 2
Engineering Support Technician IV 9 9 9
Geographic Information System Analyst II - - • 1
Land Surveyor I 1 1 1
Land Surveyor III 2 2 2
Land Surveyor IV 1 1 1
Senior Construction Inspector 1 1 1
Senior Project Construction Inspector 1 1 1
Supervising Engineering Permit Clerk 1 1 1
Supervisory Project Construction Inspector 1 1 1
Total 41 41 42
296
PUBLIC WORKS
. . �e�n Hn .. ........... . .._. .__. AUTOMOTIVE
Program Program Description
The Automotive Division is a support-service division responsible for the repair and
maintenance of all County vehicles and equipment,with the exception of equipment that
may be practically maintained by the respective departments. The division furnishes
parts, labor, accessories, gasoline, diesel, lubricants, and tires.
The division's primary goal is to continue to maintain the County's fleet of vehicles and
equipment with accountable,trustworthy, and motivated service, so that employees will
always have safe and operable vehicles and equipment to use. The division aspires to
keep the County on the move.
Program Objectives
1. Perform at least 90% of the work to repair, maintain, and weld all County vehicles
and equipment that belong to various County departments and agencies, thereby
reducing the reliance on third-party vendors.
2. Reduce the backlog of monthly repairs of the Construction Equipment section from
the prior fiscal year.
3. Reduce the backlog of monthly repairs of the Automotive section from the prior fiscal
year.
Program Highlights
1. Completed 3,754 (97%) of work orders for County vehicles and equipment in-house;
only 123 needed to be serviced by contracted vendors.
2. Filled two Construction Equipment Mechanic positions and a Construction equipment
Repair Supervisor II position.
3. Reallocated two positions in Waimea: CE Repair Supervisor II &Lead CE Mechanic.
297
PUBLIC WORKS
AUTOMOTIVE
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Average Monthly Repair Orders Completed(By
Staff vs.Contract):
Garage 100%(147/0) 99%(145/2) 99%(144/2)
Construction Equipment 90%(91/9) 92%(96/8) 91%(93/8)
Solid Waste 91%(54/5) 97%(61/2) 93%(58/4)
Welding 100%(19/0) 94%(16/1) 99%(18/1)
Average Monthly Repair Order Backlog:
Garage 37 24 31
Construction Equipment 57 59 58
Solid Waste 15 20 18
Welding 2 2 2
Additional Information:
Average Monthly Repair Orders Received(Including
Prior Month's Carryovers):
Garage 178 169 174
Construction Equipment 156 163 160
Solid Waste 69 81 75
Welding 20 18 19
No. of Equipment Damage Report - - -
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Number of Positions 30 30 30
Salaries and Wages 1,820,899.56 1,951,501 2,058,217
Operations 2,758,284.49 3,558,775 3,582,231
Equipment 13,556.85 210,100 25,100
Program Total 4,592,740.90 5,720,376 5,665,548
•
298
PUBLIC WORKS
AUTOMOTIVE
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Account Clerk 1 1 1 _
Automotive Equipment Superintendent 1 1 1
Automotive Mechanic I 5 5 5
Automotive Mechanic II 1 1 1
Automotive Stores Clerk 1 1 1
Construction Equipment Mechanic 11 10 10
Construction Equipment Mechanic Temp , 1 1 1
Construction Equipment Repair Supervisor I 1 - -
Construction Equipment Repair Supervisor II 1 2 2
Garage Supervisor 1 1 1
Lead Construction Equipment Mechanic 1 2 2
Lead Welder 1 1 1
Senior Account Clerk 1 1 1
Welder 2 2 2
Welder Temp 1 1 1
Total 30 30 30
299
PUBLIC WORKS
FLOOD CONTROL
Program Description
The Flood Control Program involves maintaining, operating, inspecting, and repairing
various flood control structures, levees, dams, spillways, channels, and drainage areas on
the island in cooperation with the U.S. Army Corps of Engineers (USACE) and the
USDA Soil.Conservation Service (now called Natural Resources Conservation Service or
NRCS).
Program Objectives
1. Continue to conduct semi-annual inspections of flood control systems in concert with
USACE and NRCS.
2. Based on inspections, Engineering and Highways work to develop and implement
plans to repair and maintain flood control systems.
a. Prevent deterioration of structures by repairing them within six months.
b. Clear debris such as mud, rocks, branches, etc. from channel within three months.
c. Control weed and brush growth by using herbicides and mowing quarterly.
Program Highlights
1. Completed maintenance and repair work of approximately 19 miles of drainage ways,
conveyance channels, and lava tubes which include 27 flood control systems, island
wide.
300
PUBLIC WORKS
FLOOD CONTROL
Program Measures
• FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Annual Inspections 1 1 1
Flood Control Systems 27 27 27
Flood Control Systems-Miles 19 19 19
Additional Information:
South Hilo District: 13 13 13
Alenaio#4,AinakO, `Iwalani,Palai,Ainaola,
Haihai,Keone,Kilikina
Kawili,Wai-o-lama, `Akolea,Waiakea,Wailoa
North Hilo/Hamakua District: 2 2 2
Kalopa,Waipi`o
North/South Kohala District: 1 1 1
Pu'ukapu
North/South Kona District: 5 5 5
Kainaliu, Kona Coffee Mill,Keopu/Keopu Heights
Kamani Tree Basin,Kailua Industrial
Ka`u District: 3 3 3
Pa`au`au,Na`alehu,Wai`ohinuBamboo Forest
Puna District: 3 3 3
North Kulani,Kukui Camp Road, Shipman
Industrial
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 329,152.00 330,000 330,000
Equipment - -Program Total 329,152.00 330,000 330,000
301
RESEARCH &
DEVELOPMENT
RESEARCH & DEVELOPMENT
DEPARTMENT SUMMARY
Mission Statement
The mission of the Department of Research& Development(R&D) is to imagine, invest
in and collaboratively create a sustainable, equitable, and thriving Hawai`i Island.
• To Imagine-R&D serves as the innovation hub of Hawai`i County government.
Leadership and staff are dedicated to positioning itself at the forefront of research
and technology to build a sustainable future for the island where its people and `aina
flourish.
• To Invest In -R&D utilizes its wealth of data with experienced and knowledgeable
staff capable of conducting necessary analysis, along with policy actions,to access
financial and other resources which provide funding for a variety of county and
community projects.
• To Collaboratively Create-R&D's strength lies in its ability to connect the
world's resources with state, county, community, and the island's abundant natural
resources to find the best path toward community well-being.
Funding Source and Position Count
General Fund $4,356,132 General Fund 19
Grant Revenue $ 49,900 Grant Revenue/Other 3
Split Funding: GF/Grant/Other 4
Total Budget $4,406,032 Total Number of Positions 26
I
302
RESEARCH & DEVELOPMENT
DEPARTMENT SUMMARY
Department Goals
To strengthen the resilience and well-being of Hawai`i Island communities and develop a
robust, diversified, and regenerative economy across three areas: environment, social and
economic.
1. Sustainability and Climate: to ensure stewardship of natural resources that
underpin Hawaii Island's economy,promote energy efficiency and climate
adaptation and mitigation. Intervene in and streamline county processes to
incentivize behavior and development that complements local ecosystems and
communities. Establish partnerships and project networks that promote opportunities
for resource stewardship, advocates for climate resilience infrastructure and
community systems in line with place-based values and provides resources and
guidance on climate resilient and sustainable practices that contribute to a circular
economy through responsible consumption and value added production.
2. Social: to ensure equitable access to support services (social, physical, and mental
health), community networks, social capital and other government programs, and
enhance cultural and community resilience.
3. Indigenous Data Science: to utilize indigenous data science to guide and support
indigenous data science research,program development, and capacity building
integrating indigenous and place-based practices that optimize the restoration and
regeneration of the people and places on Hawaii Island.
4. Broadband: to support Digital Literacy programs and allocate resources to
strengthen the robust Broadband ecosystem on Hawaii Island with the end goal of
providing interne access for all.
5. Economic: to ensure equitable access to goods, services, commodities, and
workforce, entrepreneurial and economic development opportunities that increase
household economic self-sufficiency.
6. Grants Management: to identify and apply for grant funding opportunities that
invest in Hawaii County's sustainability, equity, and ability to thrive for future
generations.
303
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Description
The Agriculture and Food Systems Program provides leadership and support for the
development of robust local agriculture and food systems,through programs that promote
and facilitate the development, coordination, expansion,resilience, and sustainability of
their components. The Program seeks to increase producer and related sectors viability
and the availability and access to fresh, local, and affordable produce. The program aims
to foster public and private sector cooperation and innovation to overcome systemwide
challenges.
Program Objectives
1. Increase consumption of local agricultural and value-added products by expanding
marketing and education at the local,national, or international levels.
2. Support research, development, control, and education that improves agricultural
production,quality, resilience, and producer viability or reduces the impact of pests
or disease on agricultural crops, livestock, forests, or the community.
3.. Support collaboration, innovation,resource development, and programmatic
sustainability throughout the food system to reduce food waste, improve producer
viability and resilience, develop workforce development pathways, or increase access
to locally produced food among low-income residents.
4. Support farm to school,place based, agriculture, and garden-based nutrition
education programs that promote environmental stewardship and improves
educational and health outcomes.
Program-Highlights
The Agriculture Program continued support for innovative projects in research, new
product and systems development, marketing and promotion, business development and
education. Project highlights include:
• Supported marketing and promotion of Hawai`i's ornamental and foliage nursery
products for local consumption and export to national and international
markets. Efforts to increase the local markets for ornamental plants and foliage were
featured at four events.
• Supported a community's effort to reduce the impact of invasive feral pigs on
agricultural producers and the residents' lawns. They purchased traps and will set up
a reporting website and will develop training videos on safe handling of feral pigs,
slaughter, and food preparation.
304
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Highlights (continued)
• Supported efforts to detect and manage the spread of Devilweed using scent detection
dogs. Big Island Invasive Species Council removed 17,626 plants, surveyed 1,854
acers, and trained 50 master gardeners on how to identify Devilweed.
• Supported food waste reduction and increased healthy food access through The Food
Basket's gleaning program Kokua Harvest. The project will increase harvesting
capacity to enable increased harvests and the proj ect's long-term sustainability
through the development of value added products.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Programs
Increase Consumption of Agricultural Products*
Promotion of Agricultural Products Contracts* 2 3 -
Support of Trade Shows/Missions* 1 1 -
Support locally produced,and/or value-added 1 4 -
agriculture-based products*
Research,Development&Education*
Critical,Effective&Timely Research* 1 4 -
Aquaculture Research Project* 0 1 -
Agricultural Website Inquiries* ? 1,300 -
Update website two times a month 0 12 -
Development of farmer skills,business 0 3 -
management*
Invasive Species Research,Education& 2 3 -
Business*
Training* 1 i 2 -
Committee/Program Meetings*
Attendance* 68 100 -
Agricultural Theft Program*
Producer and Vendor Educational workshops* 0 2 -
Preserve Agricultural Lands*
Review grubbing and grading policies * 0 1 -
Explore effectiveness of current landscape level 0 1 -
policies and programs*
Development of Affordable Farm Worker
Housing*
Explore possible policy reforms* 1 1 -
Support deployment strategies with existing 0 1 -
government support programs*
Food System &Local Agricultural Partners
and Networks*
305
RESEARCH & DEVELOPMENT
AGRICULTURE & SYSTEMS
Program Measures (continued)
Convene food systems networks with agricultural 50 25 -
industry partners to identify barriers and
opportunities*
Host Community Food Summit* 1 1 -
Food System Partners Meetings* 315 200 -
Support projects,materials,and events that - 5 -
increase cooperation,innovation,and
sustainability within the local food system*
Increase Local Food Access *
Support the development and coordination of at 8 5 -
least 2 gleaning or food rescue programs.*
Participate in youth education and fann to school 10 10 -
network meetings and initiatives that aim to
increase consumption of local foods.*
Develop community resources* 3 3 -
Support awareness and increased efficiency of 12 10 -
food assistance programs*
Emergency Food Plan
Host tabletop exercises with Civil Defense and - 2 -
relevant partners*
Increased Consumption of Agricultural - - 5
Products**
Support research,development,control,and - - 9
education that improves agricultural production,
quality,resilience,producer viability or reduces
the impact of pests or disease on agricultural
crops, livestock,forests,or the community**
Support collaboration,innovation,resource - - 3
development,and programmatic sustainability
throughout the food system**
Support farm to school,place based,agriculture, - - 2
and garden based nutrition education programs**
*Program Measure being phased out. '
**New Program Measure for new area of strategic focus in FY 2024-25
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 529,386.70 203,500 123,500
Program Total 529,386.70 203,500 123,500
306
RESEARCH & DEVELOPMENT
TOURISM
Program Description
The Tourism Program is guided by the vision, goals, and objectives of the Hawai`i Island
Tourism Strategic Plan 2020-2025 (TSP). The Program provides leadership and financial
support for regenerative tourism to build a sustainable, regenerative visitor industry on
Hawai`i Island that promotes the preservation of its natural and cultural resources and a
high quality of life for residents.
Program Objectives
As tourism recovers from the pandemic and focuses on regenerative tourism and
improving resident sentiment,the Tourism Program objectives aim to protect the health
and well-being of residents and visitors, as well as timely response to shifting market
demands.
1. Increase Hawai`i Island visitor industry contribution through strategic marketing to
international and niche markets, strengthen community/private/public and
international partnerships public relations, activities that maintain direct air service,
kama`aina visitor campaigns, and Conventions, Meetings, &Incentives (CMI).
2. Ensure that the Hawai`i Island visitor industry is place based, strategically and
sustainably managed to promote high quality of life for residents and preserves
natural and cultural resources for quality experiences for residents and visitors.
Program Highlights
• Research and Documentation—in partnership with the Edith Kanaka`ole Foundation,
the Honuaiakea process was facilitated for Pohoiki, an area that is heavily visited by
residents and visitors. Indigenous data science was conducted to draw out
observations and analyses documented in source material such as `oli (chants),mele
(songs) and ka`ao (stories), and methods of observation and data analysis. From these
sources of knowledge, both cultural and government practitioners worked together to
develop kanawai and kapu(guiding principles)that are intended to guide government,
industries, and communities on how to respectfully engage with the areas and
people. Interpretive products such as signage were developed from these sources as
well as content for community-based education programs.
• Responsible Tour Operations and Visitation—in partnership with the Edith
Kanaka`ole Foundation,the"Known Indigenous Perspectives and Alignment" (KIPA)
certification program for tour operators was implemented in Hilo through which 30
community members,tour operators and hoteliers were certified. The participants
307
RESEARCH & DEVELOPMENT
TOURISM
Program Highlights (continued)
learned how to shift personal and organizational perspectives to be more connected
and engaged with Hawai`i's landscape, environment, community, and culture so they
can help to shift their guests' perspectives to be more conscious of sacred sites and
approach with appropriate protocol and reverence, while engaging visitors to
participate safely while on island and return to their home with a healthy respect of
island culture and natural resources.
• Community-Based.Stewards—in partnership with 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.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Marketing and Product Development
Total County Contribution $150,000 $150,000 $550,000
Total State Contribution(HTA Community $175,000 $175,000 -
Programs Evaluation)*
Number of Festivals,Events&Products* 6 - -
Number of Festivals,Events&Products - - -
Evaluated*
Number of Community-Based Programs& - 10 -
Products*
Number of Community-Driven Marketing& 5 5 -
Education Programs&Products*
Number of cultural and promotional events** - - 20
308
RESEARCH & DEVELOPMENT
TOURISM
Program Measures (continued)
Visitor Arrivals and Spending(2022)
Total Airline Arrivals(2022)*** 1,674,208 2,500,000 1,700,000 _
International(2022)*** 107,606 50,000 110,000
Domestic(2022)*** 1,566,602 1,000,000 1,700,000
Total Cruise Ship Arrivals 46,395 '50,000 60,000 _
Total Per Person/Per Day Spending 193.20 100 200
*Program Measure being phased out.
**New Program Measure for new area of strategic focus in FY2024-25.
***HTA collects visitor statistics by calendar year. Therefore, statistics listed are based on a calendar
year versus fiscal year.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 251,617.00 500,000 200,000
Program Total 251,617.00 500,000 200,000
309
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT & INTEGRATED
ECONOMIC REVITALIZATION
Program Description
The Business Development and Integrated Economic Revitalization Program strives to
empower Hawai`i Island communities by fostering a regenerative economy that
prioritizes ecosystem health,promotes Hawai`i's products and services, and ensures
equitable access to resources. This program emphasizes collaboration, sustainability, and
leveraging indigenous values, aiming to advance the environmental, social, and economic
resilience of the island.
Program Objectives
1. Collaborative Enhancement: Foster collaboration between local stakeholders,
including businesses, communities, cultural practitioners, and government entities,to
identify and implement sustainable economic initiatives grounded in Hawai`i Island's
indigenous values.
2. Regenerative Economy Growth: Promote and support the establishment and
expansion of businesses that prioritize ecosystem health, diversification, and cultural
heritage, ensuring they contribute positively to Hawai`i Island's environmental,
social, and economic fabric.
3. Access &Empowerment: Streamline and innovate government processes to provide
equitable access to resources,training, and opportunities for residents, emphasizing
community engagement and alignment with regenerative economic principles.
Program Highlights
• Business &Industry Development Hub Launch: Unveiled our Business &Industry
Development Hub, which serves as a centralized platform offering valuable
resources,tools, and opportunities tailored for our diverse business ecosystem.
• Engaging Social Media Presence: We built engagement through our social media
channels on Facebook and Instagram, spreading awareness of grants,workshops, and
opportunities that our business communities could benefit from.
310
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT & INTEGRATED
ECONOMIC REVITALIZATION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Programs
Grand Total Contracts 7 3
Technical Assistance/Referrals 11 25
Committee/Program Meetings
Attendance 50 200
Coordination 10 10
Facilitate Development of Regenerative
Economy*
Indigenous partnerships established(contract)* 2 -
Equitable County processes/initiative established* 1 -
Evaluation mechanism developed* 1 -
Resource and information hub developed* 1 -
Program and policy recommendations provided* 5 -
Share Information*
Trends and research communicated* 3 -
Regenerative economy advancements 3 -
communicated*
Resources&collaborative opportunities 3 -
communicated*
Industry summaries provided to department* 5 -
Reputation and exposure for Hawai`i grown 20 -
businesses built*
Support Collaboration*
Technical assistance, coordination,or connection 3 -
provided to industry(TA)* _
Technical assistance,coordination,or connection , 3 -
provided to networks, agencies,associations,or
organizations(TA)*
Spaces created for resident entrepreneurs to 4 -
connect*
311
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT & INTEGRATED
ECONOMIC REVITALIZATION
Program Measures (continued)
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Technical assistance(TA)provided to resident 5 -
entrepreneurs*
Connections made between businesses and 20 -
opportunities for participation in regenerative
economy*
Provide Resources*
Community initiatives funded(contracts)* 5 -
Technical assistance(TA)provided to resident 5 -
entrepreneurs*
Collaboration and Partnership Quality for
Economic Revitalization**
Collaborative projects** - - 3
Feedback** - - 80
Holistic Economic and Business Impact**
Businesses' adherence to ecosystem health, - - 15
diversification, and culture heritage**
Testimonials** - - 80
Community Resource Engagement and Economic
Opportunity**
Use of program resources** - - 300
Feedback** - - 40
*Program Measure being phased out.
**New Program Measure for new area of strategic focus in FY 2024-25.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Operations 92,469.60 205,000 125,000
Program Total 92,469.60 205,000 125,000
312
RESEARCH & DEVELOPMENT
ENERGY
Program Description
The Energy Program supports and advances renewable energy projects/generation,
energy efficiency improvements, greenhouse gas reduction, and transformation of
mobility with zero emissions innovations.
Program Objectives
1. Advance the production of energy from waste.
a. Solicit third party financing with technology providers to advance the use of
existing solid waste and wastewater molecules to produce renewable,green
sources of energy. The production process will not include incineration(burning)
of biomass.
2. Transform the County fleet and implement according charging and fueling
infrastructure.
a. The County will transform the fleet of vehicles to battery and fuel cell vehicles for
the purpose of reducing energy load and greenhouse gas emissions.
3. Reduce the energy load at County facilities.
a. The facilities will have improved management of the electricity load, along with
onsite energy generation if appropriate.
Program Highlights
The Energy Program focused on optimizing the integration of renewable energy systems,
energy efficiency improvements, and transportation/fuel innovations that improve energy
self-sufficiency,reduce greenhouse gas emissions, lower energy costs, and ensure energy
resilience. In addition,the Energy Program is focused on supporting broadband
initiatives. Program highlights include:
• The production of the 2018 Energy Analysis as a guide to future energy generation
improvements for County facilities.
• Partnered with Namie, Japan and Lancaster, California to form the Pacific Hydrogen
Alliance as a part of the Department of Energy's H2 Twin Cities award to discuss the
future of hydrogen in Hawai`i County.
• Awarded Federal Transit Administration Low-Emissions: No-Emissions Grant
(LoNo grant) (414 million w/matching) for six fuel cell buses, along with
production, storage and dispensing of the hydrogen fuel.
313
RESEARCH & DEVELOPMENT
ENERGY
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
• Actual Budget Estimate
Resilience&Adaptation Actions:meetings 200 250 -
attended and/or arranged*
Policy/Docket Actions:meetings,testimonies and 300 280 200
other submittals attended and/or arranged
Efficiency Actions:meetings,contracts attended 200 250 12
and/or arranged
Return-on-Investment Project Actions:meetings, - 250 24
contracts attended/arranged
Collaboration Actions:meetings attended and/or 300 380 150
arranged •
Policy Outputs:Code Adoption/Equipment 75 110 -
Acquisition/Installatons/Deployment*
Grants applications - 4 10
EVs purchased - 10 30
ACP Signups - 10,000 10,000
County sites with-Public interne access - 20 40
Climate Action Plans Published - 1 1
Energy rebates filed for the county - 11 16
Direct payments in.lieu of tax credits and tax
deductions accepted for green technology - 5 10
purchases
IRA tax credits and deductions filed by businesses - 100 100
and residents
•
*Program Measure being phased out.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 210,079.70 100,000 225,000
Program Total 210,079.70 100,000 225,000
•
314
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Description
The Resource Center Program collects information, data, and knowledge products, and
conducts research to support R&D's programs; monitors and reports on the impacts of
department programs to promote continuous learning and improvement; offers data and
information services to County Agencies; manages the Department's website and
document repository; and provides grant support to R&D through technical assistance,
grant writing, and grantmaking activities.
Program Objectives
1. Maintain R&D Resource Center System.
a. Provide data and information support to County Agencies.
b. Provide research assistance for R&D program areas.
2. Evaluate and monitor R&D Program Impacts.
a. Analyze results of R&D-funded projects for economic, social, and environmental
impacts.
3. Provide Grant Support.
a. Assist R&D program areas with grant technical assistance and grant writing.
b. Support the Department's Innovation Grant program.
Program Highlights
• Maintain R&D Resource Center System.
o Provided economic data assistance for Finance Department's Annual Budget and
General Obligation Bond application.
o Provided demographic research for the Mayor's office.
• Evaluate and monitor R&D Program Impacts.
o Began developing evaluation framework.
• Provide Grant Support.
o Submitted a proposal to the National Fish and Wildlife Foundation's National
Coastal Resilience Fund seeking$2,000,000 for a Community-Based Hilo Bay
Resilience and Watershed Management Plan.
o Submitted a proposal to the U. S. Economic Development Administration in
response to its Distressed Area Prime Age Employment Gap Strategy
Development Grant opportunity seeking $91,000 to improve the availability of
local skills training to support the employment needs of high-growth sectors via a
private-sector led strategy development process.
315
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Manage Data,Information and Knowledge
Systems*
Compile and publish monthly economic statistics* 12 12 -
Assist the public and other agencies with data, - 25,000 -.
information;and knowledge about and relevant to
Hawai`i Island(number of requests/web visits)*
Develop and publish new data sets or data reports* 2
Innovation in Funding and Financing
Provide matching funds for at least two proposals - 1 that advance balanced economic development*
Submit grant proposals on behalf of the County - 1 2
Manage grant awards made to R&D* 1 1 -
Publish impact reports resulting from R&D's - 2 -
Evaluation Framework**
Maintain R&D Knowledge Management System**
Provide information assistance to County - - 5
Agencies**
Publish new knowledge product online** - - 10
Evaluate and monitor R&D Program Impacts**
Develop impact evaluation framework** - - 1
Submit impact evaluation reports to R&D** - - 5
Provide R&D Grant Support**
Assist R&D with grant opportunities.** - 3
Facilitate R&D Innovation Grant program.** - - 1
*Program Measure being phased out.
**New Program Measures for new area of strategic focus in FY2024-25.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 39,661.92 130,112 65,112
Program Total 39,661.92 130,112 65,112
316
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
Program Description
The Film and Creative Industries Program fosters media production and creative industry
growth,promoting Hawai`i Island as a top location, supporting various productions, and
engaging the local creative community.
Program Objectives
1. Promotion—Showcase Hawai`i Island as a leading destination for media and creative
production,both locally and globally. Promoting locations and local businesses on
media and content platforms.
2. Support—Assist local and incoming creative projects with film permits, crew
identification and resources,while fostering industry networks.
3. Community Engagement—Activity involve and empower the local and creative
community, fostering collaboration and workforce development within the industry.
Create pipelines where schools will be able to learn firsthand from industry
professionals and receive credit. Foster industry stability and innovation through
outreach and engagement efforts.
4. Education and training—Offer workshops and training programs on sustainable
content making practices for industry professionals and students. Develop a
certification program for productions that adhere to high sustainability standards in
Malama `Aina and Pono Pledge efforts.
Program Highlights
• Media Production Promotion-Facilitated creation of numerous films, TV shows, and
creative projects on Hawai`i Island, showcasing its diverse landscapes and fostering a
robust film& creative industry.
• Infrastructure Enhancement-Invested in upgrading and expanding film-related
infrastructure, including a studio, equipment, and production facilities attracting more
production to the region.
• Community Collaboration-Forged strong partnerships between businesses,
government agencies, the local community, and content providers, fostering a
collaborative environment to support creative endeavors.
• Economic Growth- Contributed significantly to the local economy through film,job
creation, business opportunities, and reinforcing the importance of the creative sector.
• Sustainability -Prioritized sustainability in media production, reducing the
environmental footprint of projects and championing eco-conscious practices.
317
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
Program Highlights (continued)
• Cultural Preservation—Supported projects that celebrate and preserve the unique
cultural heritage of Hawai`i Island,promoting accurate and respectful representation
of past generations.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Trends/Research Briefs&Recommendations 6 12 15
Inquiries 300 476 521
Productions Completed 50 100 125
Production Revenues $32,857,000 $8,000,000 $56,000,000
Social Media Reach 2,500 200,000 250,000
Collaboration/Coordination Engagements 35 57 67
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 42,822.98 76,271 70,285
Program Total 42,822.98 76,271 70,285
318
RESEARCH & DEVELOPMENT
IMMIGRATION
Program Description
The Immigration Office serves as liaison on immigration matters of broad community
concern as well as serves individual needs and/or matters of immigrants on Hawai`i
Island. It acts as a resource office by providing information and assistance on
immigration related issues and concerns.
Program Objectives
1. Proactively deliver information about family-based petition, permanent residency,
naturalization, and citizenship process to immigrants and to prospective and new
citizens.
2. Expand community outreach programs and services to assist immigrant communities
in accessing community resources and services.
a. Expand network of partners supporting immigrants.
b. Inform and engage community groups and other networks on immigration issues.
c. Work with the Consulate General Offices to provide outreach services in Hawai`i
County.
Program Highlights
The Immigration Program served as a liaison to federal immigration matters in meeting
individual and family needs through direct and coordinated supportive services. Program
highlights include:
• Outreach into targeted immigrant communities to provide direct services was
accomplished by coordinating and hosting outreach events for the consulate offices of
the Philippines, Mexico, Federal States of Micronesia, and the Republic of the
Marshall Islands. At these events, critical services such as passport renewals,
authentication of documents, dual citizenship documentation and response to
questions were provided to individuals and families.
• Additional community-based work was carried out to strengthen network alliances
that further support immigrants understanding of required documentation and
available support services.
319
RESEARCH & DEVELOPMENT
IMMIGRATION
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Telephone Inquiries for assistance 5,200 5,000 5,000
Office visit assistance 2,160 2,000 2,500
Community outreach 36 , 15 45
Email for assistance 350 450 450
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 75.00 1,620 1,620
Program Total 75.00 1,620 1,620
•
320
RESEARCH & DEVELOPMENT
WORKFORCE INNOVATION & OPPORTUNITY ACT m,_e
Program Description
The Workforce Innovation& Opportunity Act(WIOA)program is designed to
strengthen and improve our county, state and nation's public workforce system and help
Americans, including youth and those with significant barriers to employment, obtain
high-quality jobs and careers. In addition, WIOA assists employers with hiring and
retaining skilled workers. Meeting workforce needs is critical to economic growth
through partnerships at the State, regional, and local levels. WIOA promotes the
alignment of workforce development programs, education, and economic development
services including job-driven training,work-based learning, access to post-secondary
career tracks and employment in key sectors.
Program Objectives'
1. The needs of businesses and workers drive workforce solutions and local boards are
accountable to communities in which they are located.
2. The American Job Center provides excellent customer service to all jobseekers and
employers and focuses on continuous improvement.
3. Develop and/or implement education and training programs that respond to labor
market analysis within the region and relate directly to the sectors addressed in the
Local Area Plan.
4. The program services youth aged 16-24 who are not in school and are not,working.
5. Meeting eligibility requirements of WIOA.
6. Oversees the management of the American Job Center Hawaii (AJCH)where
program participants and the public can access various services in a single location.
Program Highlights
• During Program Year 2022 (FY 2022-23), assisted 364 adults who are 18 years of
age and older and met the income requirement, 142 dislocated workers who have
recently been laid off due to company closure or who were given notice of layoff, 27
youth(ages 14-18) and 79 out-of-school youth(ages 14-21)who were considered
disadvantaged with at least one of the WIOA program barriers.
• Oversaw management of the seven programs at the AJCH where clients can access
various services in one location.
• Provided Employer services to 92 employers through the AJCH including free
services such as labor market trend information to help plan for business expansion,
relocation, future hiring, and training needs due to the recovery of the COVID-19
pandemic.
321
RESEARCH & DEVELOPMENT
WORKFORCE INNOVATION & OPPORTUNITY ACT
Program Highlights (continued)
• Provided on-going recruitment campaigns for new business ventures of facilities
needing a large number of specialized workers.
• Provided Rapid Response Services to three employers effected by recession and
economic downturn.
• AJCH held six Job Fairs supporting the Maritime, Healthcare, Behavioral Heath, and
Aviation industries.
• AJCH provided remote and in-person assistance to 4,559 people.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Adult Program
Employment 2"d Quarter 53% 60% ! -
Employment 4th Quarter 64% 65% -
Median Earnings 2"d Quarter After Exit $5,300 $6,025 -
Credential attainment rate 65% 58% -
Measurable Skill Gain 50% 60% - -
Dislocated Worker Program
Employment 2"d Quarter 75% 65.3% -
Employment 4th Quarter 75% 76% -
Median Earnings 2'Quarter After Exit $6,200 $5,091 -
Credential attainment rate 50% 70.3% -
Measurable Skill Gain 50% 63% -
Youth Program
Employment/Education/Training after 2"d 75% 77.63% -
Quarter
Employment/Education/Training after 4th 65% 66.5% -
Quarter
Median Earnings 2'Quarter After Exit $4,200 $4,600 -
Credential attainment rate 65% 65% -
Measurable Skill Gain 50% 53% -
FY 2024-25 Estimate As of 10/06/2023—The Workforce Innovation&Opportunity Act(WIOA)Program
Measures refer to the specific performance criteria outlined within individual contracts for each program
areas under`Negotiated Performance Measures'.
However,the County of Hawaii currently faces a limitation. It is unable to provide estimates or
projections for FY 2024-25. The reason for this is contingent upon the establishment of contracts with the
State of Hawai`i Workforce Development Division. Until these contracts are fmalized and formalized,the
County cannot make any predictions or plans for the specified fiscal year.
322
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
Program Description
The Community Well-Being Program is responsible for leading and ensuring the design,
strategy, and implementation of support of innovative programs to improve the health
and well-being of Hawai`i Island families and communities. It identifies innovative
models of holistic and integrated systems to create opportunities to advance a well-being
economy that nurtures our relationship with the 'aim; addresses economic inequality; and
supports individual and community health resilience.
Program Objectives
1. In collaboration with the Mayor's Office,the Hawai`i District Health Office, and
local advocates,promote community well-being by addressing subjects on public
health and social justice and highlighting local, state and/or national champions on
selected subjects.
a. Identify at least six community well-being subjects to promote.
b. Draft a press release template on at least four subjects.
c. Disseminate at least two subjects via the Mayor's Office (press release, Facebook,
etc.).
d. Highlight at least two champions (health and/or human service providers) and
their work.
2. Collaborate with the R&D Early Childhood Resource Coordinator and participate in
committees and working groups conducting preliminary planning and designing of
local initiatives.
a. Participate in at least four meetings.
3. Collaborate with the Hawaii Island Prevent Suicide Taskforce and support
dissemination of prevention activities.
a. Participate in at least four meetings.
4. Support the planning of community health initiatives with an emphasis on equity and
inclusion that inform policymaking and implementation of programs.
a. Participate in at least four meetings involved with youth mental health initiatives.
5. Collaborate on the County's effort to establish an island wide community navigator
program through research and planning support.
6. Support community-based efforts on disaster resilience and health and human service
coordination including, but not limited to, participating in at least four Citizen Corps
meetings, Community Action Network(CAN)meetings, and Regional Health
Partnership meetings.
323
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
Program Highlights
• Established and filled an Economic Development Specialist III (temporary)position
to develop and lead the Community Well-Being Program.
• Established and filled an Early Childhood Resource Coordinator(contract)position to
develop and lead the County's early childcare initiative.
• Administered and managed a$3,000,000 Department of Health&Human Services
grant to support implementation of the Health Literacy Project.
• Established community/district boards that consist of influential members of targeted
communities including Native Hawaiian, Pacific Islanders, Filipino,
Latino/Hispanics, and individuals living in rural areas.
• Established a monthly health literacy consortium meeting that is attended by health
center partners, community-based organizations, and the Hawai`i Health District
Health Office.
• Established three professional health literacy trainings (teach-back method,
motivational interviewing, and trauma-informed care)that were offered to project
partners.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Programs
Research,compile,collect,organize,and maintain 2 2 relevant data on quality-of-life domains*
Research,compile,identify the best 2 2 -
practices/models on community wellbeing
programs*
Participate in relevant meetings/webinars related to 20 20 -
health and community wellbeing*
Prepare,update,and maintain local resources and 2 2 data related to health and community wellbeing via
the County's R&D website*
Timely completion and submission of the health 4 - -
literacy project deliverables to HHS(10
deliverables anticipated)*
Timely completion and submission of the health 6 - -
literacy project progress report to HHS(4-8 reports
anticipated)*
Establish/maintain a formal partnership with the 6 - -
project's consortium partners through a
MOU/MOA*
324
- RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
Program Measures (continued)
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Expand/maintain the health literacy project scope 1 - -
into 4 districts via consortium partners,District
Coordinators, and community boards*
Successful completion and attendance by 1 - -
consortium partner organization of trauma-
informed care training*
Successful completion and attendance by 1 • - -
consortium partner organization of teach-back
method training*
Access to professional interpretation/translation 1 - -
services by consortium partner organizations*
Conduct the National Culturally and Linguistically 6 - -
Appropriate Service(CLAS)Standard survey
(check-list)among all 7 consortium partners*
Lead a monthly Kuleana Health champion 6 - -
meeting*
• Attend monthly consortium partner meetings* 6 - -
Attend monthly meetings with a project officer 6 - -
from OMH/HHS*
Community board meetings held monthly in 4 40 - -
districts*
•Conduct an initial/routine site visit for Community 1 - -
First,Inc.for programmatic and contractual
monitoring*
Draft a press release on the health literacy project 1 - -
for the County's announcement*
Develop,initiate and execute new contracts related 1 1 -
to community wellbeing(i.e.,childcare,health,
etc.)pending availability of funds*
Plan,identify and promote community well-being 1 2 -
subjects into the community in collaboration with
the Mayor's Office,Hawai`i District Health Office
and local advocates*
Attend a childcare related planning meeting* 4 4
Attend a monthly meeting of Hawai`i Island 10 4 -
Prevent Suicide Taskforce*
Support the planning of youth mental health 0 4 -
initiative and meet with internal and external
partners*
Support the County's effort on establishing 0 2 -
community navigator and attend the planning
meetings*
325
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
Program Measures (continued)
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Support community-based efforts on resilience 10 12 -
and/or health and human service coordination and
attend meetings*
Number of programs and/or staff funded to provide - - 2-3
enabling services that are intended to address
SDOH** •
Number of opportunities or projects that result in - - 3
enhancing healthcare access,community health,
and/or community resilience.**
Number of initiatives on mental health literacy and/or - - 3
social connectedness that reached vulnerable
community members.**
*Program Measure being phased out due to federal grant ending June 30, 2022.
**New Program Measures for new area of strategic focus in FY 2024-25.
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Request
Economic Development Specialist III(Temp) 1 - -
Total 1 - -
326
RESEARCH & DEVELOPMENT
RESEARCH &DEVELOPMENT
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 21 25 26
Salaries and Wages 1,291,180.59 1,605,291 1,773,075
Operations 2,568,609.90 840,634 1,171,620
Equipment 10,715.45 150 150
Soil and Water Conservation District 336,000.00 426,720 426,720
American Job Center-One Stop Program - - 223,950
Program Total 4,206,505.94 2,872,795 3,595,515
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Director of Research&Development 1 1 1
Deputy Director of Research&Development 1 1 1
Asst.Account Clerk 1 - -
Accountant I(Temp) - 1 1
Administrative Services Assistant I 1 1 1
Administrative Assistant 1 1 1
Clerk III 1 1 2
Economic Development Specialist II 4 4 4
Economic Development Specialist III 6 6 6
Economic Development Specialist II(Temp) - 1 1
Economic Development Specialist III(Temp) 1 2 2
Economic Development Tech 1 ' 1 1
Immigration Specialist 1 1 1
Private Secretary 1 1 1
Student Helper I 1 1 1
Food Systems Specialist(Temp) - 1 1
Climate Equity Specialist - 1 1
Total 21 25 26
327
HIGHWAY FUND
PUBLIC WORKS
HIGHWAY FUND
Program Description
The Highway Fund,involves the maintenance of roads and drainage systems for more
than 1,003 miles of public streets and highways. In addition, it includes installation,
operation, and maintenance of signs and road markings,traffic calming devices,
streetlights, and traffic signals.
Department Goals
1. To build a culture of safety through training, education, and policy development; and
to maintain a safe work environment for our employees, customers, and the entire
public.
2. To treat our employees fairly and with respect, encourage growth and technical
development.
3. To communicate openly and honestly with our employees and the public.
4. To strive to provide high quality customer service.
5. To continuously improve in every aspect of our operations.
6. To provide safe roadways that allow the efficient movement of people and goods
around our island.
7. To provide the necessary resources to assist Civil Defense in all matters concerning
emergency response and disaster recovery.
8. To develop and maintain systems to efficiently manage the County's highway and
traffic control assets.
9. To develop and implement operational and technical programs for traffic control
devices.
10. To expand educational programs through websites and social media tools to
encourage highway safety and to provide customers 24-hour access to request a repair
or service.
11. To create and implement highway safety standards, and procedures.
Funding Source and Position Count
Highway Fund $57,887,175 Highway Fund 260
Grant Revenue $ 1,600,000 Grant Revenue/Other
Total Budget: $59,487,175 Total Number of Positions 260
328
PUBLIC WORKS
TRAFFIC DIVISION
Program Description
The Traffic Division was established under the Department of Public Works under
Chapter 2, Article 9, Section 2-41 of the Hawai`i County Code (HCC). The Traffic
Division installs,maintains, and repairs all traffic control facilities and devices and street
lighting systems in compliance with Chapter 24 of the HCC. The Division is responsible
for all traffic engineering projects for the county and maintains a traffic education
program.
Administration Section
The responsibilities of this section include:
1. Managing the Division's role in the safe and efficient movement of traffic.
2. Mitigating traffic problems and improving overall roadway efficiency and safety.
3. Receiving and resolving complaints and answering inquiries.
4. Promoting traffic education.
5. Providing supervision and administrative support for the Division.
Traffic Safety and Signs and Markings Section
The responsibilities of the Traffic Safety Section include:
1. Conducting studies, investigations, inspections,traffic surveys, and other related
activities to safeguard and facilitate vehicular and pedestrian traffic.
2. Reviewing construction plans,traffic studies, zone changes, variances, etc. to ensure
compliance with Division standards, guidelines, and policies for federal, state,
county, and private entities.
3. Reviewing and inspecting new county traffic signs and markings projects.
4. Proposing, designing, and managing new traffic control related projects to help
mitigate existing traffic problems and to improve overall roadway efficiency.
5. Identifying safety improvement projects based on traffic accidents and conflict
analysis procedures.
6. Overseeing resurfacing and restriping program.
7. Proposing traffic calming initiatives including driver feedback signs and speed
humps; and
8. Creating, maintaining, and improving programs to promote highway safety.
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PUBLIC WORKS
TRAFFIC DIVISION
•
Program Description (continued)
The responsibilities of the Traffic Signs and Markings section include:
1. Maintaining all county traffic signs and markings.
2. Developing and implementing a traffic signs and markings maintenance program
based on federal and county requirements and standards.
3. Installing new signs and markings generated by Safety Section projects and as
directed by the Depaihiuent of Public works for in-house projects.
4. .Establishing and maintaining a computerized database for supplies,materials, and
traffic signs and marking inventory.
5. Assisting the Safety Section with studies, investigations, inspections, and traffic
surveys,resurfacing restriping program, and traffic calming initiatives.
Traffic Signals and Street Lights Section
The responsibilities of the Traffic Signals and Street Lights section include:
1. Maintaining and operating all County and State traffic signals and street lights.
2. Establishing and applying routine maintenance programs and projects.
3. Designing and developing new traffic signal and street light installation projects.
4. Reviewing and inspecting new traffic signal and street light portions of county
projects.
5. Real-time monitoring of the traffic signal systems.
6. Maintaining a traffic signal and street light database.
7. Installing traffic signals.
8. Installing county school zone beacons.
9. Installing county crosswalk flashing beacons.
10. Installing uninterruptible power supplies (UPS).
11. Assisting the Safety Section with traffic calming initiatives by installing and
maintaining driver feedback signs.
330
PUBLIC WORKS
TRAFFIC DIVISION__.
Program Objectives
Traffic Safety Section
1. Investigate and process complaints and requests (not including projects)within 30
calendar days. -
Traffic Signs &_Markings Section
1. Inspect and maintain as required 250 miles of county-maintained road per year(total of
1,000 centerline miles over four-year maintenance cycle)to address retro-reflectivity.
o Performance measurement: 100% completion of annual inspections.
o Performance measurement: 80% completion of all open traffic markings maintenance
work orders.
2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year).
o Performance measurement: 100% compliant.
3. Install new, and modify existing,traffic signs and markings to address safety concerns
and work requests received from the public.
o Performance measurement: 90% completion of all open safety-related work orders.
Traffic Signals & Street Lights Section
1. Investigate and repair all street light failures within ten working days.
o Performance measurement: 100% completion.
2. Investigate and resolve all traffic signal timing and operational complaints within
three working days.
o Performance measurement: 100% completion.
3. Preventative Maintenance Program:
Fifty-eight state signalized intersections two times per year.
o Performance measurement: 100% completion.
Sixty-one county-signalized intersections one time per year.
o Performance measurement: 100% completion.
331
PUBLIC WORKS
TRAFFIC DIVISION
Program Objectives (continued)
Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual
certification of 119 signalized intersections.
o Performance measurement: 100% completion.
Uninterruptable Power Supplies (UPS) annual inspections and/or replacement.
o Performance measurement: 100% completion.
Program Highlights
Projects Completed or In-Progress
1. Continuing with island wide traffic sign retro-reflectivity program as part of the
Division's asset management program.
Status:
Goal=3,760 signs changed per fiscal year.
Total Signs Replaced per FY 2021-22=3,123 or 83%.
2. Installed new and modified existing traffic signs and markings to address safety
concerns and requests from the public.
Status;
Total Work Orders Generated= 189.
Work Orders Completed= 158 or 84%completion.
3. Investigate and resolve all traffic signal timing and operational complaints within
three working days.
Status:
Total Work Orders Generated=283.
Work Orders Completed 244= 86% completion.
4. Continuing island wide street light upgrades/improvements to address failing LED
fixtures is in-progress.
Status:
Total Street Lights= 11,576.
Changed Out= 5,443 Fixtures (35W, 70W, 85W, 100W) or 47% completion.
5. Purchased and preparing to deploy Nexgen Asset Management Program.
332
PUBLIC WORKS
TRAFFIC DIVISION
Program Measures
EXISTING MAINTENANCE FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Traffic Signal&Street Light
Investigate and repair all street light failures within 69% 100% 100%
ten working days.
Investigate and resolve all traffic signal timing and 86% 100% 100%
operational complaints within three working days.
Preventative Maintenance Program
50 state signalized intersections two times per year. 82% 100% -
**
58 state signalized intersections two times per year.* - - 100%
69 county signalized intersections one time per year. 87% 100% -
**
61 county signalized intersections one time per - - 100%
year.*
Conflict Monitor Units(CMU)/Malfunction 66% 100% 100%
Management Units(MMU)annual certification.
Unintemzptable Power Supplies(UPS)annual
inspections and/or replacement. 99% 100% 100%
Traffic Signs&Markings
Inspect and maintain as required 250 centerline miles o 100%of 100%of
of county-maintained road per year(total of 1,000 46/o of annual annual annual
centerline miles over four-year maintenance cycle)to mspectf all inspections. inspections.
address retro-reflectivity. 30/o of all 80%of all 80%of all
open traffic open traffic open traffic
markings markings markings
maintenance maintenance maintenance
work orders work orders. work orders.
Maintain all traffic signs on a seven-year 83% 100% 100%
replacement cycle(3,760 signs per year).
Install new and modify existing traffic signs and
markings to address safety concerns and requests 84% 90% 90%
from the public.
Safety
Investigate and process complaints and requests(not 71% 100% 100%
including projects)within 30 calendar days.
*New Measure implemented as of FY 2024-25.
*Measure not tracked as of FY 2024-25.
333
PUBLIC WORKS
•
TRAFFIC DIVISION
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
. Actual Budget Request
Number of Positions 53 53 53
Salaries and Wages 3,162,998.99 3,947,692 4,091,864
Operations 6,040,115.46 6,979,203 7,238,154
Equipment 304,942.87 657,000 396,050
Program Total 9,508,057.32 11,583,895 11,726,068
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Program Manager 1 1 1
• Civil Engineer V 2 2 2
• Civil Engineer VI 1 1 1
Clerk III 1 1 1
Electrical Engineer I 1 1 1
Electrician 1 1 1
Engineering Support Tech III 2 2 2 ;
Engineering Support Tech IV 1 1 - 1
Lead Traffic Electrician(1 in Kona) 2 2 2
Lead Traffic Signs&Markings Painter(3 in Kona) 6 6 6
Office Manager 1 1 1
Program Support Technician 1 1 1
Senior Account Clerk 1 1 1
Student Helper I 1 1 1
Supervising Traffic Technician 1 1 1
Traffic Electrician(4 in Kona) 8 8 8
Traffic Electrician Supervisor II 1 1 1
Traffic Signal and Street Light Inspector 2 2 2
Traffic Signs&Markings Helper(1 in Kona) 2 2 2
Traffic Signs&Markings Installer(3 in Kona) 6 6 6
Traffic Signs&Markings Painter(3 in Kona) 6 6 6
Traffic Signs&Markings Supervisor II 2 2 2
Traffic Signs&Markings Supervisor III 1 1 1
Traffic Technician IV 2 2 2
Total 53 53 53
334
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Program Description
Highway Administration
The Highway Maintenance Division oversees and directs the maintenance of roadways,
drainage systems, and public flood control structures. The Division also completes in-
house resurfacing projects and responds to various road emergencies as well as natural
disasters.
District Baseyards
Each District baseyard maintains and repairs roads, streets, highways, bridges, storm
drains and other flood control structures in their respective geographical area.
Program Objectives
1.' Continue island wide in-house resurfacing program and resurface a total of at least 36
road miles or 115 lane miles of pavement annually.
2. Perform grass-cutting operations and maintain the standard of six miles(12 total)per
operator/equipment per workday and the goal of a five-week cycle per district.
Program Highlights
1. Highway Maintenance
Resurfaced 27.09 road miles of various 1, 2, and 4 lane county roads:
a. South Hilo 6.40 miles
b. North Hilo/Hamakua 4.12 miles
c. North/South Kohala 1.55 miles
d. North/South Kona 5.78 miles
e. Ka`u 2.37 miles
f. Puna 6.87 miles
2. GIS Mapping Program
The Department of Public Works Highways Division continues to implement and
expand their Geographic Information System (GIS). The program is well integrated
with Public Safety and Emergency Management and allows for improved
coordination between agencies.
335
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Program.Highlights (continued)
Major highlights of the GIS Mapping Program include:
• Data Collection and Mapping
o Road maintainer/owner(QA/QC)
o Bridge inspection and maintenance
o Catch Basin inspection and maintenance
o Culvert inspection and maintenance
o Drywell inspection and maintenance
o Drainage and flood channel/canal inspection and maintenance
• DPW Highways GIS Dashboard
o For use by DPW Divisions, Highways Division, and Highways Districts
o Provides one location to view various maps and data resources such as:
• Paving Schedule
• 343 Exemptions
• Road Owner/Maintainer
• Bridges
• Drainages
• Prohibited Herbicide
• GIS Base Layers
• Fiscal Year End Inventory
o Asset management tracking
o Locations and photos of all Inventory Items
• Annual Paving Projects and Scheduling
• Herbicide Spraying
o Tracking of spray locations and locations with no spray agreements in place
• Emergency Operations Center Hazard Assessment Tool
3. Special Projects
The Highway Maintenance Division is on call 24 hours, seven days a week and are
called out nightly to assist first responders and to address public safety and potential
hazards. Special projects include removing fallen trees, dead animals, or any debris
from roadways,responding to emergencies such as traffic accidents to help clear the
336
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Program Highlights (continued)
roadway, assisting with down utility lines,roadblocks and setting up messaging
boards for the public. The division also provides equipment and personnel to other
county departments such as the Hawai`i County Fire Department,the Hawai`i County
Civil Defense Agency and the Hawai`i County Police Department at a moment's
notice for disasters such as wildfires, hurricanes,tropical storms, earthquakes,
flooding and high surf.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Resurfacing Road Miles(Varying Widths) 27.09 36 36
South Hilo 6.40 11 11
North Hilo/Hamakua 4.12 5 5
North/South Kohala 1.55 5 5
North/South Kona 5.78 7 , 7
Ka`ti 2.37 2 2
Puna 6.87 6 6
Grass Cutting Operation(Cycle for Each District,in
Weeks):
South Hilo 5 5 5
North Hilo/Hamakua 5 5 5
North/South Kohala 5 5 5
North/South Kona 5 5 5
Ka`u 5 5 5
Puna 5 5 5
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 206 206 207
Permanent/Temporary 170/36 170/36 172/35
Salaries and Wages 8,396,759.85 9,894,552 10,468,736
Operations 9,868,624.64 10,808,015 10,808,015
Equipment 664,656.22 1,757,700` 1,757,700
, Program Total 18,930,040.71 22,460,267 23,034,451
337
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized. Authorized Request
Account Clerk 1 1 1
Accountant II 1 1 1
Clerk III - - 1
District Road Overseer I 1 1 1
District Road Overseer II 5 5 5
Equipment Operator I 27 27 27
Equipment Operator II 25 25 25
Equipment Operator III 9 9 8
Equipment Operations Instructor 1 1 1
Geographic Information Systems Analyst II - - 1
Highway Division Chief 1 1 1
Highway Superintendent 1 1 1
Highways Technician II 1 1 1
Laborer II 72 72 • 72
Lead Mason 1 1 - 1
Mason 1 , 1 1
Road Construction&Maintenance Supervisor I 4 4 5
Road Construction&Maintenance Supervisor II 9 9 9
Safety&Driver Improvement Coordinator 1 1 1
Senior Account Clerk 6 6 6
Street Cleaning Supervisor 1 1 1
Street Sweeper Operator 1 1 - 1
Student Helper II - - 1
Subtotal 170 170 172
TEMPORARY POSITIONS:
Equipment Operations Instructor Temp 3 3 3
Equipment Operator I Temp 6 6 6
Equipment Operator II Temp 5 5 5
Equipment Operator III Temp 4 4 4
Lead Mason Temp 1 1 1
Mason Temp 3 3 3
Road Constr&Maintenance Supervisor I Temp 6 6 6
Student Helper II 1 1 -
Tree Trimmer Temp 4 4 4
Worker's Compensation Position 3 3 3
(Temporary Positions)Subtotal 36 36 35
Total 206 206 207
•
338
PUBLIC WORKS
ENGINEERING
Program Description
Refer to Department of Public Works under the General Fund Section.
Program Objectives
Refer to Department of Public Works under the General Fund Section.
Program Highlights
Refer to Department of Public Works under the General Fund Section.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Salaries and Wages 1,482,197.85 2,220,935 2,363,855
Operations 1,800,676.32 3,493,996 3,333,196
Equipment 322,812.77 187,900 436,700
Program Total 3,605,686.94 5,902,831 6,133,751
339
POLICE
HIGHWAY FUND
Program Description
Refer to Police Department under the General Fund Section.
Program Objectives
Refer to Police Department under the General Fund Section.
Program Highlights
Refer to Police Department under the General Fund Section.
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Salaries and Wages 1,226,989.76 1,828,246 1,900,651
Operations 55,800 196,000 336,470
Equipment 216,241.85 370,958 370,958
Program Total 1,499,031.61 2,395,204 2,608,079
340
PUBLIC WORKS
HIGHWAY FUND MISCELLANEOUS
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Roads in Limbo - 400,000 400,000
Fringe Benefits
Health Fund 1,590,699.52 2,225,000 2,447,500
State Retirement System 3,534,117.89 4,310,000 4,757,000
FICA 995,171.43 1,380,000 1,516,000
Worker's Compensation 645,053.34 850,000 850,000_
Total Fringe Benefits 6,765,042.18 8,765,000 9,570,500
Supplemental Transfers
Transfer to Capital Projects Fund 7,500,000.00 5,000,000 5,000,000
Other Costs
Provision for Compensation - 300,000 300,000_
Vacation Pay - 50,000 50,000
Public Safety Disaster/Emergency - 575,000 575,000 '
Provision for Training - - 89,326_
Total Other Costs - 925,000 1,014,326
Total Miscellaneous 14,265,042.18 15,090,000 15,984,826
341
‘ 11•1 I
GENERAL EXCISE
TAX FUND
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Mission Statement
Continue to build and improve a high-quality, multi-modal transportation system that
provides safe, reliable, convenient, environmentally responsible, and cost-effective
mobility choices that meet the needs of our residents and visitors.
Agency Goals
1. Improve transportation mobility for the public, including service for the mobility
impaired.
2. Make riding public transportation easier, reliable, and compatible with other multi-
modal options.
3. Assist the public in obtaining transportation alternatives to the private automobile
through the use of buses, ride sharing and bicycling in a fiscally sustainable manner.
4. Create a transit system responsive to the needs of all populations including those for
whom public transit is a necessity.
5. To provide for a transportation system that allows for travel to work, health services,
educational institutions, businesses, commerce centers, after school activities, and
recreational sites.
6. Connect modes to enable a seamless integration of transit networks, bicycles, and
pedestrians by the use of transportation hubs and bus stops.
7. Implement technology to provide real time transportation information including
locations,planning, and service alerts.
Funding Source and Position Count
GET Fund $75,000,000 GET Fund 22
Grant Revenue - Split Funding: GF/Grant/Other 4
Total Budget: $75,000,000 Total Number of Positions 26
342
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Description
The Mass Transit Agency provides island wide public transportation and operates daily
from approximately 3:15 a.m.—2:00 a.m., seven days a week on 24 routes. Hele-On Bus
passengers consist of the general public and many of the passengers are low-income and
have no other means of transportation. Individuals with a disability who are unable to
use the regular fixed Hele-On route services within the Hilo, Puna, and Kailua-Kona
service areas are afforded the opportunity to use Paratransit services known as Hele-On
Kako`o.
Other services provided by the Mass Transit Agency include the following:
• Hele-On Shared Ride Taxi Program available in the Hilo area,provides up to nine
miles of travel and an ADA accessible vehicle.
• HIBIKE bikeshare bicycles are free for Hele-On transit passengers and are located in
Hilo and Kailua-Kona.
• Hele-On Hoa Holo Vanpool program which subsidizes commuters.
• Hele-On Ho`okele, a rural door-to-door service provided by the Hawai`i County
Economic Opportunity Council (HCEOC)which provides persons with disabilities,
seniors and the general public with door-to-door transportation in areas where Hele-
On bus and shared ride taxi services is limited on weekdays.
The County contracts with Roberts Hawai`i to operate the Hele-On fixed route transit
system, Medical Transportation Management, (MTM Transit)to operate the Hele-On
Kako`o paratransit system and Hele-On Micro microtransit system,People for Active
Transportation Hawai`i(PATH)to operate the HIBIKE bikeshare system, Commute with
Enterprise to operate Hele-On Hoa Holo and HCEOC to operate Hele-On Ho`okele. The
County also has many other contracts to support Mass Transit Agency operations
including bus washing, security,bus shelter cleaning and three taxicab companies for the
Shared Ride Program.
The Mass Transit Agency also provides administrative support for the Hawai`i County
Transportation Commission and oversees taxicab operators for Hawai`i Island.
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MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Objectives
1. Continue to:
a. Make riding transit easier, reliable, and more desirable than other options.
b. Develop our transit system to serve the employment and social needs of all
people.
c. Implement technology to provide real time transportation information.
d. Advance the concept of transportation hubs with spoke circulating buses.
e. Identify, and improve bus stops, to provide for safety and security with amenities
that provide rider comfort, and that help support community and village gathering
places.
2. Implement Master Plan transit system requirements in a fiscally sustainable manner.
Program Highlights
1. In the period from July 1, 2022,to June 30, 2023,the Hele-On transit system(buses,
paratransit, demand response, taxi, and vanpool) collectively transported 1,046,888
passenger trips. In the same period, last fiscal year,Hele-On carried 588,416
passenger trips. HIBIKE,the bikeshare system operating island wide carried 334,136
bicycle trips.
2. Additional Federal Transit Administration(FTA) and Federal Highway
Administration(FHWA) grants through Hawaii Department of Transportation
(HDOT) were obtained to support the replacement of the transit fleet, continued
transition to zero emission buses using battery electric and hydrogen, Pahoa Transit
Hub Planning,transit hub planning and ADA bus stop accessibility island wide.
3. Continued work on the hydrogen bus project by U.S. Hybrid and Hawai`i Natural
Energy Institute, School of Ocean and Earth Science and Technology,with two buses
delivered on island and one being currently used in Kailua-Kona,with the other being
retrofitted.
' 344
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Highlights (continued)
4. Continued work with SSFM on:
a. Planning of the Kailua-Kona and Pahoa transit hubs.
b. ADA bus stop accessibility and inventory project.
c. Kailua-Kona Baseyard planning project.
5. Partnerships formed with Hawai`i Department of Education and Safe Place.
6. Worked with SSFM to get identified bus stops ADA compliant.
7. Progressed implementation with Center for Transportation and the Environment
(CTE).
8. Continued to provide improvement to newly implemented technology on Hele-On,
that include a new website, trip planners, mobile ticketing, procurement of fareboxes,
and a new automatic vehicle locator service to track buses in real time.
9. Continued partnership with PATH to provide free HIBIKE rides to Hele-On
passengers.
10. Continued implementation of the Master Plan as funding resources and passenger
demand allows.
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MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Total Passengers—Systemwide 1,046,888 500,000 1,100,000
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 26 26 26
Salaries and Wages 1,219,757.12 1,895,345 1,952,642
Operations 23,993,916.30 26,941,900 35,260,236
Equipment 1,750,390.09 8,895,000 7,245,000
Program Total 26,964,063.51 37,732,245 44,457,878
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Mass Transit Administrator 1 1 1
Assistant Mass Transit Administrator 1 1 1
Account Clerk 3 3 3
Administrative Services Asst I 1 1 1
Clerk II 1 1 1
Garage Supervisor 1 1 1
Mass Transit Storekeeper 1 1 1
Transit Program Manager 3 3 3
Transit Vehicle Mechanic I 8 8 8
Transit Vehicle Mechanic II 3 3 3
Secretary I 1 1 1
Mass Transit Fleet and Facility Manager 1 1 1
Accountant I 1 1 1
Total 26 26 26
346
MASS TRANSIT AGENCY
MISCELLANEOUS
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Supplemental Transfers
Transfer to Capital Projects Fund 24,977,957.00 38,197,627 20,414,574
Total Supplemental Transfers 24,977,957.00 38,197,627 20,414,574
Bond Issue/Debt Service
Int on GO Bonds—County 2,300,000.00 2,300,000 2,450,000
Gen Ser Bond Red—County 6,200,000.00 6,400,000 6,700,000
Total Bond Issue/Debt Service 8,500,000.00 8,700,000 9,150,000
Fringe Benefits
FICA 86,133.46 155,000 155,000
State Retirement System 234,374.66 475,000 475,000
Health Fund 80,893.43 175,000 175,000
Worker's Compensation - 60,000 60,000
Total Fringe Benefits 401,401.55 865,000 865,000
Other Costs
Provision for Compensation - 105,128 105,128
Provision for Training - - 7,420
Total Other Costs - 105,128 112,548
Total Miscellaneous 33,879,358.55 47,867,755 30,542,122
347
SEWER FUND
ENVIRONMENTAL MANAGEMENT
SEWER FUND
Mission Statement
To protect public health and the environment to enhance quality of life when managing
the County Wastewater System,respect the community while spending wastewater
public funds efficiently and appropriately, and nurture responsibility and professionalism
in the Wastewater Division workplace.
Division Goals
1. To protect public health, safety, and the environment through the proper management
of the County Wastewater System.
2. To meet or exceed all wastewater discharge permit and regulatory compliance
requirements.
3. To provide efficient service county wide.
4. To sustain no lost-time injuries and maintain a healthy, empowered and committed
workforce.
5. To create sufficient revenues for the sewer fund to become self-sufficient.
Funding Source and Position Count
Sewer Fund $20,542,757 Sewer Fund 101
Subsidy $ 5,876,248 Grant Revenue/Other
Grant Revenue -
Total Budget: $26,419,005 Total Number of Positions: 101
348
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Description
The Administration program of the Wastewater Division(WWD) includes administration
and engineering functions. Administration manages the countywide wastewater system,
maintains effective long-range plans via the Capital Improvement Program(CIP) and
Equipment Replacement Fund(ERF)planning process, coordinates with the
Environmental Management Commission(EMC),the Department Administration and
County Council, administers permit applications, maintains archives, and maintains
public relations through education and problem solving as needed.
Program Objectives
1. Work with stakeholders to revise County ordinances and administrative rules to
provide additional sewer fund revenues, decrease sewer spills from un-regulated
industrial customers, and provide compliance with the newly created wastewater •
discharge standards created by the Pretreatment Program as required under the
Hawai`i Department of Health(HDOH)Administrative Order of Consent (AOC).
2. Continue working towards the closure of the Na`alehu and Pahala Large Capacity
Cesspool(LCC's) as stipulated by the revised (August 22, 2022) Environmental
Protection Agency (EPA)AOC enforcement action.
3. Complete design and prepare bid documents for construction of the Pua Sewage
Pump Station(SPS)renovation to mitigate pressure surge in the force main; replace
valves and electrical switchgear; and improve the odor control system components.
4. Complete design and prepare bid documents for construction on the Pua Force Main
Replacement Project.
5. Complete bid documents and initiate construction after award of contract for the Hilo
Wastewater Treatment Plant Rehabilitation Project.
6. Complete bid documents and initiate construction after award of contract for the
headworks renovation at the Papa`ikou and Kula`imano WWTPs.
7. Complete design for the sewage pump station(SPS)upgrade and cast-iron force main
replacement at Hale Halawai SPS, Project 19 SPS, Onekahakaha SPS and FM, and
Kolea SPS and FM.
8. Complete construction documents for the Kealakehe Wastewater Treatment Plant R-1
upgrades. The intent of the project is to upgrade the Kealakehe Wastewater
Treatment to produce R-1 quality water (for irrigation use).
9. Finalize the Environmental Assessment(EA) for the North Kona SPS and Force Main
Project: •
10. Complete the wastewater master plan for the Puako and surrounding South Kohala
Community Development Plan(CDP)region.
349
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Objectives (continued)
11. Complete the Pahoa Feasibility Study.
12. Complete the draft of the island wide facility and cesspool conversion plan. Begin
public engagement and work towards a finalized document to serve as a division
roadmap for facility maintenance and sewer collection system expansion.
Program Highlights
• Provided Notice to Proceed for the island wide facility plan and cesspool conversion
plan contract.
• Created the Compliance Branch within our division. Two Compliance Specialist
positions and one Compliance Support Technician have been filled within this newly
created branch. New positions continued to be allocated and filled within this young
compliance branch.
• Renegotiated with EPA to revise the AOC for LCC closure projects for Pahala and
Na`alehu communities on August 22, 2022. Feasibility study as stipulated by the
AOC was accepted by EPA in fall of 2022. Final preliminary engineering report
(PER)for Pahala was submitted to EPA on April 26, 2023. Approval of PER
expected in Quarter 1 of FY 2023-24.
• Pua SPS final preliminary engineering report was completed on June 30, 2023. Draft
environmental documents are under division review.
• Pua Force Main(FM)replacement project 30%plans were reviewed by division in
Fall of 2022. Work continues on 60%plans and environmental permitting
documents.
• Construction documents were provided for Hilo Wastewater Treatment Plant
Rehabilitation Phase I project in February of 2023 and the bids were opened on May
5, 2023. One bid was recieved and the County did not award the project. In spring of
2024,the division plans to rebid the combined Phase I and II project scope of work.
• Final Basis of Design Report for Hale Halawai SPS FM replacement project was
completed in March of 2023. Work on 60% design submittal continues.
• 90% Design plans were completed for the R-1 North-South Distribution Pipelines
Project. Review by State and County agencies continues.
• Began PER for the Kealakehe WWTP Headworks and R-1 Improvements, final PER
expected in July of 2023 and work continues on the 60% design plans.
350
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Highlights (continued)
• DEM-WWD initiated the Archaeological Inventory Survey (AIS) fieldwork for the
North Kona SPS and Force Main Project. Field work has been delayed due to
transient inhabitation of the trail site under Archaeological investigation. Work
continues to clean up the area and encourage relocation of the transient inhabitant.
• Final Project Definition Report for the Puako and Kohala Wastewater Master Plan
(WWMP)was completed and the public comment period started on June 9, 2023.
• Completed draft programmatic environmental impact statement (PEIS) for the Puna
District and concluded public comment period on June 7, 2023. DEM-WWD is
addressing the comments received during the public comment period.
• Puako and Kohala draft wastewater facility plan was prepared and released for public
review and comment. Comment period ends July 14, 2023. •
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget ,Estimate
REGULATORY COMPLIANCE PROGRAM
Number of NPDES Permit Violations 0 0 0
Number of Reportable Sewage Spills 6 2 3
Number of Reportable Treatment Bypass 3 2 2
Number of Hawaii Occupational Safety and Health Division 0 0 0
(HIOSH)Citations
SEWER CONNECTION PROGRAM
Number of Building/Plumbing Permits Processed 198 250 200
Number of Sewer Connection Plans Reviewed 13 30 20
Number of Sewer Connections Inspected 11 20 20
PRIVATE SEWER EXTENSION PROGRAM
Number of Private Sewer Extension Plans Reviewed 13 2 10
Number of Private Sewer Extensions Inspected 9 2 5
REPLACEMENT RESERVE ACCOUNT PROGRAM
Number of Design Projects Completed 1 5 5
Number of Construction Projects Completed 3 1 1
•
351
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
Program Description
The Operations program involves operating, maintaining, and repairing wastewater
collection,pumping,treatment, and disposal facilities and equipment. The Operations
program includes coordinating the planning, design, construction, and inspection of
equipment replacement projects with Wastewater Administration,performing laboratory
analyses to determine permit compliance and efficiency of plant processes; ensuring
regulatory compliance including compliance with applicable safety regulations; and
storing and maintaining adequate inventory of spare parts and supplies.
Program Objectives
1. Continue to foster a culture of continuous improvement, continual condition
assessment,programmatic equipment/facility replacement, and preventative
maintenance.
2. Continue to foster a culture where we identify and correct safety hazards before
accidents happen by following OSHA/HIOSH guidelines.
3. Install instrumentation to continously monitor process efficiency, energy usage, and.
continously look for ways to be more efficient.
4. Continue to reduce inventory discrepancies by improving inventory controls and
procedures. Identify critical parts to keep on hand to decrease system downtime or
spills.
5. Strengthen the safety training program by improving the delivery and availability of
annual refresher courses to employees.
6. Clean, video, and perform NASSCO condition assessment of 20 miles of sewer line
each year. Using an industry standard NASSCO condition assessment scoring system
will allow WWD to prioritize collection system repairs to reduce risk of possible
sewer spills and improve overall maintenance of our sewer lines.
Program Highlights
• Continued utilization of the Computerized Maintenance Management System
program as part of the new Asset Management System program.
• Created a Wastewater Plant Maintenance Branch within Operations. This includes an
island wide maintenance staff to perform maintenance and repair projects at WWTPs
and SPSs. The island wide Wastewater Plant Maintenance Manager position was
filled along with another mechanic position to increase manpower for maintenance
tasks.
352
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
Program Highlights (continued)
• Continued efforts with reorganizing Operations to include an island wide sewer
collection system maintenance branch(Line crew maintenance).
• Replaced two aging pumps at our Waiaha Sewer Pump Station.
• Repaired ATS systems at Holualoa, Waiaha, Keopu, Pua, and Waiaha Sewer Pump
Stations.
• Replaced Kealakehe WWTP effluent pump station check valves.
• Replaced Kealakehe SPS discharge manifold check valves.
• Replaced one eighty-eight horse power pump that had failed at the Kealakehe SPS
and upgraded pump controls.
• Overhauled Air Release Valves at Kealakehe SPS and WWTP that had failed.
• Replaced influent flowmeter at Kealakehe WWTP.
• Replaced influent flowmeter at Honoka`a WWTP.
• Completed replacement of Bio-Tower arms at Hilo WWTP.
• Completed installation of perimeter security fence, replaced existing stairs, and
removed trees that posed a risk of damaging the Kapehu WWTP facility.
• Temporarily repaired grit removal system at Kealakehe WWTP until we can
complete the headworks renovation project.
• Rehabilitated bio-filter for sewer gas at Waiaha SPS.
• Completed Kealakehe SPS roof replacement.
• Completed Pua SPS roof replacement.
• Collections system staff completed the Pipeline Assessment Certification Program
(PACP)training for use when performing condition assessment of pipe during CCTV
operations.
353
•
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
WASTEWATER TREATMENT PROGRAM
Percent of Wastewater Treatment Plants Receiving 50% 50% 50%
Acceptable or Conditional Rating from DOH
Hilo WWTP—Average Daily Flow(mgd) 3.14 3.20 3.20
Papa`ikou WWTP-Average Daily Flow(mgd) 0.12 0.10 0.14
Kula`imano WWTP-Average Daily Flow(mgd) 0.18 0.10 0.20
Kapehu WWTP-Average Daily Flow(mgd) 0.006 0.008 0.008
Kealakehe WWTP-Average Daily Flow(mgd) 1.51 1.80 1.80
Honoka`a WWTP—Average Daily Flow(mgd) 0.04 0.06 0.06
Kaloko WWTP—Average Daily Flow(mgd) 0.02 0.03 0.03
Pass EPA laboratory quality control test? Yes Yes Yes
SEWER LINE MAINTENANCE PROGRAM
Miles of Sewer Lines Cleaned 17 20 20
Miles of Sewer Lines Video Inspected 17 20 20
Number of Point Repairs Completed 11 25 25
PLANT MAINTENANCE PROGRAM
Number of Work Orders Completed 793 700 1,000
Number of Outstanding Work Orders 36 50 100
r
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Number of Positions 92 97 101
Salaries and Wages 4,585,113.98 6,912,094 7,576,309
Operations 8,551,491.55 10,751,966 11,554,974
Equipment 654,172.11 1,466,175 2,101,900
Operator Training Facility - 16,100 16,100
Program Total 13,790,777.64 19,146,335 21,249,283
354
•
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Assistant Wastewater Treatment Plant Operator 5 7 7
Civil Engineer III 1 1 1
Civil Engineer IV 5 5 5
Civil Engineer V 2 3 3
Civil Engineer VII 1 1 1
Clerk III 1 1 1
Construction Inspector - 2 2
Database Analyst 1 1 • 1
Electrician - 1 -
Electronics Technician - 1 1 1
Engineering Student 1 1 1
Engineering Support Tech IV 1 1 1
Environmental Compliance Manager 1 1 1
Environmental Compliance Specialist 2 2 2
Environmental Mgt Engineer III 1 - -
Equipment Operator III 1 1 1
Geographic Systems Analyst I 1 1 1
Lead Plant Electrician/Electronics Repairer 1 1 1
Mechanical Repairer 2 2 2
Mechanical Repairer Helper - - 2
Mechanical Repairer-Welder 2 2 2
Plant Electrician/Electronics Repairer 2 1 2
Program Manager 1 1 1
Program Support Technician 3 3 3
Projects Coordinator 1 1 1
Sanitary Chemist I 2 2 2
Sanitary Chemist III 1 1 1
Sewer Maintenance Repairer 11 10 10
Sewer Maintenance Supvr II - 1 1
Sewer Maintenance Working Supervisor 2 3 3
Storekeeper 2 2 2
Student Helper I 1 1 1
Student Helper II 1 1 1
Trades Helper 4 4 6
355
ENVIRONMENTAL MANAGEMENT
___., _____ _ _ __ __ _,_ __ ._ _, _._e __.. v.._ben . „„
WASTEWATER DIVISION
Personnel Position Summary (continued)
Wastewater Deputy Division Chief 1 1 1
Wastewater Division Chief - 1 1
Wastewater Operations Superintendent 2 2 2
Wastewater Plant Maintenance Manager - 1 1
Wastewater Plant Maintenance Mechanic 4 4 4
Wastewater Plant Maintenance Mechanic Supervisor 1 1 1
Wastewater Plant Working Supervisor III 1 1 1
Wastewater Plant Working Supervisor IV 1 1 1
Wastewater Pretreatment Coordinator 1 1 1
Wastewater Treatment Plant Operator I 3 3 3
Wastewater Treatment Plant Operator II 4 4 3
Wastewater Treatment Plant Operator III 6 4 5
Wastewater Treatment Plant Operator IV 5 5 5
Wastewater Treatment Plant Supervisor III 1 1 1
Wastewater Treatment Plant Supervisor IV 1 1 1
Total 92 97 101
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Fringe Benefits
FICA 334,510.41 515,906 579,540
State Retirement System 1,040,046.13 1,574,677 1,818,286
Health Fund 455,909.11 874,223 1,040,998
Worker's Compensation 300,106.61 105,000 150,000
Total Fringe Benefits 2,130,572.26 3,069,806 3,588,824
Other Costs
Provision for Compensation Adjustment - - 50,000
Provision for Training - - 27,683
Replacement Reserve Account 811,982.26 1,000,000 1,503,215
Total Other Costs 811,982.26 1,000,000 1,580,898
Total Miscellaneous 2,942,554.52 4,069,806 5,169,722
•
356
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1
SHORT TERM VACATION
RENTAL FUND
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Mission Statement
To establish and administer a program to regulate Short-Term Vacation Rentals and to
manage their impacts on communities island wide. A Short-Term Vacation Rental is
defined as a dwelling unit of which the owner or operator does not reside on the building
site,that has no more than five bedrooms for rent on the building site, and that is rented
for a period of thirty consecutive days or less.
Department Goals
The Planning Department is responsible for the regulation of Short-Term Vacation
Rentals. The Department's goals include determining where Short-Term Vacation
Rentals are allowed to operate based on land use classification(e.g. commercial resort,
residential multi-family); defining operational standards for this type of business;
establishing a registration process; processing non-conforming use certificates and
special permits; and enforcing the Zoning Code related to this type of use.
The Planning Department is responsible for enforcement of this code and responding to
complaints related to Short-Term Vacation Rentals. Additionally,the Planning
Department is required to maintain a list of all Short-Term Vacation Rentals that have
registered or recevied a non-conforming use certificate.
Funding Source and Position Count
Short-Term Vacation $1,174,882 Short-Term Vacation 12
Rental Enforcement Fund Rental Enforcement Fund
Other - Other Total Budget: $1,174,882 Total Number of Positions 12 ,
357
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Program Description
Short-term rental of residential units, as an alternative to traditional resort and hotel
accommodations, is an emerging trend in the visitor industry that continues to grow
across Hawai`i Island. Ordinance No. 2018-114 manages the impacts of these Short-
Term Vacation Rentals by:
1. Defining where this use will be allowed;
2. Establishing provisions and standards to regulate this use;
3. Providing an avenue for an existing use deemed to be improper by this ordinance to
apply a for a non-conforming use certificate that would allow them to continue to
operate in a non-permitted district.
Pursuant to section 10-12, Hawai`i County Charter, a special fund to be known as the
Short-Term Vacation Rental Enforcement Fund is created by Ordinance 18-114. This
fund shall be administered by the Planning Director. The purpose of the fund is to
support efforts to enforce the County's Short-Term Vacation Rental law. This account
shall be funded by all fees and fines collected in connection with the administration and
enforcement of this ordinance. The funds in this account shall be utilized to pay for
expenses that facilitate enforcement of the County's Short-Term Vacation Rental law.
Expenditures under this account shall be made in accordance with appropriations adopted
by the Hawai`i County Council after receiving recommendations from the Planning
Director.
Program Objectives
1. The Short-Term Vacation Rental Enforcement Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
358
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Program Highlights
• STVR applications and Nonconforming Use Certificate (NUC)renewals began and
were integrated into the new EnerGov/EPIC system. Applicants are able to apply
online,make payments and track the status of their applications.
• Planned and implemented the pacing out of STVR and NUC renewals so that
submissions are spread out evenly throughout the year for better efficiency in
processing.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Short-Term Vacation Rental Registrations 264 300 300
Non-Conforming Use Certificates 814 750 750
Special Permits 10 2 2
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 7 12 12
Salaries and Wages 324,236.85 645,772 684,282
Operations 38,408.36 94,000 80,575
Equipment - 115,000 15,000
Program Total 362,645.21 854,772 779,857
359
•
•
PLANNING
SHORT—TERM VACATION RENTAL
ENFORCEMENT FUND
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
'_Account Clerk - 1 1 _
Clerk II 1 1 1
Land Use Plans Checker I 1 1 1
Planner III 3 3 3
Planner IV - 1 1
Planner V - 1 1
Planning Inspector I- 2 2 2
Planning Inspector II - 1 1
Total 7 12 12
Miscellaneous
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Fringe Benefits
Health Fund 56,169.95 127,000 156,100
State Retirement System 75,659.31 155,000 159,000
FICA 23,560.89 50,000 66,500
Total Fringe Benefits 155,390.15 332,000 381,600
Other Costs
Provision for Compensation Adjustment - - • 10,000
Provision for Training _ 3,425
_ _
Total Other Costs - - 13,425
Total Miscellaneous 155,390.15 332,000 395,025
•
•
•
•
360
CEMETERY FUND
PARKS & RECREATION
�._�...� ..._...__ . ._ u.�__..._w �..��.. CEMETERY FUND
Mission Statement
The Department of Parks and Recreation Cemetery Fund provides affordable burial
facilities for residents of Hawai`i County.
Department Goals
To improve, maintain and upkeep `Alae Cemetery.
Program Description
The Cemetery Fund was authorized to use the revenues from plot sales at `Alae Cemetery
for the improvement,maintenance, and upkeep of`Alae Cemetery.
Program Objectives
Conduct maintenance and repair activities by providing the necessary equipment and
services.
Program Highlights
• The Annual Ireito Hoyo Memorial Service on August 28 to honor those immigrants
that have migrated to Hawai`i.
Funding Source and Position Count
Cemetery Fund $10,000 Cemetery Fund -
Grant Revenue - Grant Revenue/Other Total Budget: $10,000 Total Number of Positions
•
361
PARKS & RECREATION
CEMETERY FUND
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Acres Maintained 42.37 42.37 42.37
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 2,375.00 10,000 10,000
Equipment - -Program Total 2,375.00 10,000 10,000
362
BIKEWAY FUND
PARKS & RECREATION
BIKEWAY FUND
Mission Statement
The Department of Parks & Recreation Bikeway Fund promotes safe bicycling
transportation and recreation.
Department Goals
1. Provide safe bicycling recreational opportunities for all age groups.
2. Match local Bikeway Funds with federal money whenever possible and desirable.
3. Support programs, planning and physical bikeways (on-road and off-road)that
promote bicycling for transportation,recreation and sport.
4. Conduct maintenance and repair activities.
Program Description
The Bikeway Fund collects fees for the bikeway fund that will be used for the promotion
of bicycle education and recreational activities, as well as the maintenance and
improvements of County bikeways.
Funding Source and Position Count
Bikeway Fund $209,000 Bikeway Fund Grant Revenue - Grant Revenue/Other Total Budget: $209,000 Total Number of Positions
363
PARKS & RECREATION
BIKEWAY FUND
Program Objectives
1. Conduct one recreational bike activity in each of five recreational districts by
June 30, 2025.
Program Highlights
• Procured 8,000 Smart Cycling Quick Guides for distribution with bicycle
registrations.
• Provided a grant to PATH where 608 fourth grade students attended classes held for
bicycle education.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Participants in Recreational Activities 0 0 100
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 68,958.04 199,000 199,000
Equipment - - 10,000
Program Total 68,958.04 199,000 209,000
364
BEAUTIFICATION FUND
PUBLIC WORKS
BEAUTIFICATION FUND
Program Description
The Beautification Fund involves planning projects and working with the community to
beautify the roadways by installing and maintaining landscape,trees, and appropriate
facilities in order to enhance the travel experience.
Department Goals
1. To control roadside trash by providing refuse containers and pick-up.
2. To maintain and provide new plantings along highways, roadways, and County facilities
visible along highways and roadways to create green aesthetically pleasing landscape.
Program Obje
ctives
1. Continue to initiate two roadside planting projects every year.
2. Continue to plant or replant a minimum of ten trees each year.
3. Control roadside trash by providing refuse containers and pick-up.
Funding Source and Position Count
Beautification Fund $212,340 Beautification Fund Grant Revenue - Grant Revenue/Other Total Budget: $212,340 Total Number of Positions
365
PUBLIC WORKS
BEAUTIFICATION FUND
Program Highlights
1. The Department of Parks and Recreation conducted an Eagle Scout project at Hilo
Bayfront Soccer Fields where three Kukui trees were planted.
2. The Department of Public Works Highway Maintenance Division placed six 29-
gallon trash bins on Kamehameha Avenue in Hilo.
Program Measures
FY 2022-23 - FY 2023-24 FY 2024-25
Actual Budget Estimate
New Projects Initiated 1 2 2
Trees Planted 3 10 10
Additional Information:
Refuse Containers Provided Pahoa Village
(seven 55 gal Bins+seven 55 gal Bins for 7 0 7
recycling)
Refuse Containers Provided PuakO Beach Road 0 0 -
(six 3 cu.yd.Bins)*
Refuse Containers provided on Banyan Drive(two
regular trash bins at the bus stops fronting Naniloa 2 2 2
hotel)
*measure will be phased out as of FY 2024-25
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 172,438.34 183,420 188,445
Equipment 32,829.43 85,030 23,895
Program Total 205,267.77 268,450 212,340
366
VEHICLE DISPOSAL FUND
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND •
Mission Statement
To protect public health, safety, and the environment by removing and recycling
derelict/abandoned vehicles and properly disposing of waste generated from such
vehicles.
Department Goals
1. To ensure the timely removal of derelict/abandoned vehicles from public property,
rights of way and private ungated roadways that are open to the public.
2. To process and properly manage all derelict/abandoned vehicles in a timely manner.
3. To coordinate special community programs that assist Hawai`i County residents with
the disposal of unwanted vehicles.
4. To conduct auctions for the sale of abandoned vehicles that have met State mandated
holding and notification periods.
Program Description
The Derelict/Abandoned Vehicle Program assists the Hawai`i Police Department,
Department of Land and Natural Resources, and Hawai`i Volcanoes National Park by '
providing the identification,removal, and temporary storage of derelict/abandoned
vehicles for Hawai`i County, as well as processing/recycling of derelict vehicles in
accordance with program procedures.
Program Objectives
1. Coordinate the removal of vehicles from public and private roadways that the Hawai`i
County Police Department have classified as derelict or abandoned.
2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are
being processed and recycled in compliance with Hawai`i Revised.Statutes, Hawai`i
County Code, and Department of Health requirements.
3. Continue the planning and design phases for the remediation of the Hilo Scrap Metal
Facility.
Funding Source and Position Count
Vehicle Disposal Fund $4,608,184 Vehicle Disposal Fund 5
Grant Revenue - Grant Revenue/Other
Total Budget: $4,608,184 Total Number of Positions 5
367
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
Program Objectives (continued)
4. Conduct at least one auction of eligible vehicles per year.
5. Provide Vehicle Disposal Assistance Programs for the public.
Program Highlights
• Investigated 2,775 Vehicle Incident Reports which resulted in 1,661 vehicles being
towed. A total of 712 vehicles were removed from West Hawai`i and 949 vehicles
were removed from East Hawai`i.
• The section launched an updated year-round Vehicle Disposal Assistance Programs
that allow residents to properly dispose of up to two vehicles per fiscal year at no cost
to the resident.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Vehicles Processed 1,661 3,000 2,000
Vehicles Investigated 2,775 4,500 3,000
Vehicles Disposed through Vehicle Disposal 115 1,000 1,000
Assistance Programs
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 4 4 5
Salaries and Wages 108,556.88 204,699 253,700
Operations 2,063,294.38 3,904,200 3,479,067
Equipment 84,489.72 50,400 6,140
Program Total 2,256,340.98 4,159,299 3,738,907
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Derelict/Abandoned Vehicle Coordinator 2 2 2
Derelict/Abandoned Vehicle Specialist 1 1 1
Clerk III 1 1 2
Total 4 4 5
368
• ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND MISCELLANEOUS
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Fringe Benefits
FICA 6,067.53 15,600 19,400
State'Retirement System 17,480.90 48,900 60,900
Health Fund 9,637.79 42,204 60,835
Worker's Compensation - 2,000 2,000
Total Fringe Benefits 33,186.22 108,704 143,135
Other Costs
Provision for Compensation Adjustment - - 5,000
Provision for Training - - 1,142
Transfer to Debt Service 302,244.00 520,000 520,000
Transfer to Cap Proj Fund—VD - 200,000 200,000
Total Other Costs 302,244.00 720,000 726,142
Total Miscellaneous 335,430.22 828,704 869,277
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SOLID WASTE FUND
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Mission Statement
To maintain a clean, healthy island environment and promote stewardship and
sustainability by managing solid wase services, waste reduction and resource recovery in
a comprehensive,responsive, safe, and efficient manner.
Department Goals
1. Provide efficient residential and commercial customer oriented solid waste services.
2. Comply with Federal, State, and Local laws and regulations relating to solid waste
management.
3. Promote household hazardous waste, used motor oil, and e-waste events.
4. Complete assessment and evaluation of Solid Waste's Operation. ,
5. Explore the creation of a solid waste enterprise fund.
6. Promote a healthy,team-oriented work environment.
7. Establish an asset management system for Solid Waste.
8. Implement the top eight 2019 Integrated Solid Waste Management Plan priorities.
Funding Source and Position Count
' Solid Waste Fund $20,550,678 Solid Waste Fund 139
Subsidy $30,636,826 Grant Revenue/Other 1
Grant Revenue , $ 959,358
Total Budget: $52,146,862 Total Number of Positions 140
370
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Description
The Solid Waste Division operates and maintains all solid waste collection, disposal,
recycling, and reuse facilities in the County of Hawai`i, in accordance with Federal, State
and Local laws and regulations. This is accomplished by either County personnel or by
contracted services. This includes one active landfill,three inactive landfills, 21 transfer
stations, seven reuse centers and island wide hauling operations. This also includes
various events that are held to collect more specialized materials such as household
hazardous waste and e-waste. Used motor oil collection is facilitated through a County
funded network of privately-owned businesses.
Program Objectives
1. Continue to work with other counties to develop Extended Producer Responsibility
(EPR)policy statements or resolutions. As a component of EPR policy, implement a
campaign to develop EPR for difficult-to-recycle products, and lobby state and
federal lawmakers to advance EPR initiatives.
2. Improve the current reuse facility program by working with the contractor to create a
list for public distribution,which describes what items are preferable donations.
Provide more covered space at reuse centers.
3. Conduct additional Household Hazardous Waste (HHW) collection events.
4. Continue to look for other volunteer sites for the Do-It-Yourself Used Motor Oil
program.
5. Do outreach to businesses,hotels, and recyclers to build partnerships and explore how
to create opportunities to expand or create new programs.
6. Maintain regulatory compliance to avoid any potential violations.
7. Monitor and maintain the three closed landfills in Kailua, Waimea, and Hilo.
8. Complete design and bid documents for upgrades to the East Hawai`i Regional Sort
Station with an additional off-load chute, roadway, and repair of the concrete pad.
9. Develop a preventative maintenance program with the new Solid Waste Division
Construction Mechanics.
371
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Highlights
• Life-Cycle Assessment for Solid Wastes operations completed.
• Comprehensive food and organic waste study completed.
• Developed and launched a multi-media Food Waste Reduction Education Campaign
to reduce unnecessary food waste at home.
• Worked on legislation,with the Department of Health(DOH),that culminated into
Act 151,the outcome of which resulted in the collection,transportation, and recycling
of"all electronic devices in the State"being fully funded by manufacturers.
• During the transition period before Act 151 was implemented(Jan. 2023),
approximately 80 tons of"E-Waste" from over 1,000 customers were collected in
four separate collection events between December 2022 and January 2023.
• Provided Household Hazardous Waste Collection Events in Hilo, Kona, Waimea, and
Pahoa which reached an estimated 2,300 customers and collected 87 tons of waste.
• Provided additional recycling services to the Hawaiian Ocean View Estates
(H.O.V.E.) community beginning in September 2022 accepting scrap metal &white
goods, cardboard, and non-HI-5 glass.
• Grant Writer secured to meet the 2019 Integrated Solid Waste Management Plan
(ISWMP)recommendation to develop a"Visitor Industry Waste Reduction
Education Program."
• Achieved a rate of redemption,of 64.6%for the HI-5 program in FY 2022-23. This is
less than the previous fiscal year,however the State has also seen a reduction in the
overall State Redemption Rate at 56.02%.
• Acquisition efforts for the Waiea Transfer Station property began.
• Wai`ohinu Transfer Station improvements project completed.
372
ENVIRONMENTAL MANAGEMENT
_...SOLID WASTE FUND._...�__.�..�....�.w,��.��_�.��..�d._.....
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Additional Information
East Hawaii
Tons of Refuse Disposed at Transfer Stations 37,897.43 40,791 39,428
Transfer Stations Maintained 8 8 8
Total Chutes for Container Trailers 15 15 15
Total Container Trailers Available 42 42 42
Reload Facilities Maintained** - - -
Closed Landfills Maintained 1 1 1
Reuse Centers 3 3 3
Recycling Processing&Collection Centers 8 •
8 8
West Hawaii
Tons of Refuse Disposed.at Transfer Stations 44,008.65 48,777 45,787
Transfer Stations Maintained 13 13 13
Total Chutes for Container Trailers 17 17 17
Total Container Trailers Available 41 41 41
Active Landfills Maintained 1 1 1
Reuse Centers 3 3 3
Closed Landfills Maintained 2 2 2
Recycling Processing&Collection Centers 13 13 13
Total Tonnage Disposal at West Hawai`i Landfill 204,923.57 207,949.29 213,202
County-wide diversion from landfill rate* 19.5% 22% 22%
*Rates primarily reflect diversion through County programs and includes a limited amount of data
available on private recycling.
** Previously known as"Active Landfills Maintained".
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 138 138 140
Salaries and Wages 8,389,918.22 9,617,040 10,171,480
Operations 26,225,409.23 33,559,431 36,437,992
Equipment 7,048.98 338,475 402,000
Program Total 34,622,376.43 43,514,946 47,011,472
373
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Personnel Position Summary •
Position Title FY 2022-23 FY 2023-24 FY 2024-25
Authorized Authorized Request
Civil Engineer III 1 1 1
Clerk III 1 1 1
Construction Equipment Mechanic 2 2 2
Environmental Compliance Specialist 1 1 1
Equipment Operator III 45 45 45
Equipment Operator III Temp 1 1 1
Lead Solid Waste Transfer Station Attendant 2 2 2
Program Support Technician 2 2 2
Projects Coordinator 1 1 1
. Recycling Coordinator 1 1 1
Recycling Specialist I 1 1 1
Recycling Specialist II 3 3 3
Recycling Specialist III 1 1 1
Scale Attendant 4 4 4
Solid Waste Deputy Operations Division Chief 1 1 1
Solid Waste Facility Attendant 48 48 48
Solid Waste Facility Attendant Temp 2 2 2
Solid Waste Operations Division Chief 1 1 1
Solid Waste Projects Manager 1 1 1
Solid Waste Superintendent 2 2 2
Solid Waste Supervisor 4 4 5
_Solid Waste Supervisor II - - 1
Solid Waste Working Supervisor 5 5 5
Solid Waste Working Supervisor Temp 5 • 5 5
_ Student Helper I 1 1 1
Student Helper II 1 1 1
Supervising Scale Attendant • 1 1 1
Total 138 138 140
374
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND MISCELLANEOUS � ��� � �
• FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Fringe Benefits
FICA 614,015.95 732,913 778,100
• State Retirement System 1,790,261.62 2,299,335 2,439,900
Health Fund 960,957.23 1,166,225 1,322,006
Vacation Pay - 30,000 40,000
Worker's Compensation 489,630.94 466,000 466,000
Total Fringe Benefits 3,854,865.74 4,694,473 5,046,006 •
Other Costs
Provision for Compensation Adjustment - 50,000 50,000
Provision for Training - - 39,384
Total Other Costs - 50,000 89,384
Total Miscellaneous 3,854,865.74 4,744,473 5,135,390
•
375 •
GOLF COURSE FUND
PARKS & RECREATION
GOLF COURSE FUND
Mission Statement
The Department of Parks &Recreation Golf Course Fund strives to provide a quality
recreational experience for the golfing community with excellence, integrity and Aloha.
Department Goals
To continue to provide the golf community with a challenging, safe, and well-maintained
facility.
Program Description
This program operates and maintains the only public golf course in Hawai`i County.
Activities include the maintenance of grounds and facilities, and the scheduling of all golf
activities.
Funding Source and Position Count
Golf Course Fund $1,048,058 Golf Course Fund 20
Subsidy $1,172,172 Grant Revenue/Other Total Budget: $2,220,230 ; Total Number of Positions 20
376
PARKS & RECREATION
GOLF COURSE FUND
Program Objectives
1. Improve, beautify and maintain the greens,tees and fairways at the Hilo Municipal
Golf Course by:
a. Aerating all golf course greens in October and May, weather permitting;
b. Verticut and de-thatch all greens in July, October, January, and April, weather
permitting, or as needed;
c. Controlling application of fertilizer to greens, fairways and tees weekly, or as
needed;
d. Controlling application of herbicide to greens,tees, stream beds, ditches and
course boundaries weekly, or as needed;
e. Daily mowing of greens;
f. Mowing of tee tops every Thursday, weather permitting;
g. Mowing of fairways Monday through Friday,weather permitting;
h. Top dressing greens monthly, weather permitting;
i. Rolling of greens on a weekly basis, or as needed.
2. Schedule and assign tee times for:
a. Individuals and groups on a daily basis;
b. Club tournaments every six months;
c. Larger fundraising tournaments on an annual basis. Targeting,but not limited to
six fundraisers per fiscal year.
3. Schedule inspection and repairs of course structures, clubhouse facilities and
maintenance warehouse during the months of July, October, January, and April.
4. Daily routine inspections and maintenance of equipment, course vehicles and safety
equipment.
5. 100% of employees will be trained via safety talks at least once per month.
377
PARKS & RECREATION
GOLF COURSE FUND
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Acres Maintained 124 124 124
Rounds of Golf 60,805 70,000 70,000
Tournaments 11 12 13
Aerated Greens 18 18 18
Course Closures 0 0 - 0
Program Expenditures
•
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 20 20 20
Salaries and Wages 992,142.94 1,028,030 1,084,114
Operations 253,490.86 456,956 444,586
Equipment 4,457.35 93,500 192,700
Program Total 1,250,091.15 1,578,486 1,721,400
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Authorized Authorized Request
Equipment Operator I Temp 1 1 1
Golf Course Groundskeeper I 7 7 7
Golf Course Groundskeeper II 4 4 4
Golf Course Groundskeeper III 1 1 1
Golf Course Maintenance Supervisor 1 1 1
Golf Course Administrator 1 1 1
Golf Course Operations Assistant 1 1 1
Golf Course Starter 1 1 1
Golf Course Starter''V2T 2 2 2
Mechanical Repairer-Welder 1 1 1
Total 20 20 20
378
PARKS & RECREATION
GOLF COURSE FUND MISCELLANEOUS
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Fringe Benefits
FICA 72,196.96 78,415 82,935
State Retirement System 216,343.81 246,008 260,187
Health Fund 126,773.23 142,000 142,000
Worker's Compensation 284.19 6,000 6,000
Total Fringe Benefits 415,598.19 • 472,423 491,122
Other Costs
Provision for Compensation Adjustment - - 2,000
Provision for Training - - 5,708
Total Other Costs - - 7,708
Total Miscellaneous 415,598.19 476,423 498,830
379
• GEOTHERMAL
RELOCATION &
• COMMUNITY BENEFITS
• FUND
PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
Mission Statement
To establish and administer a geothermal relocation and community benefits program for
the relocation of qualified owner-occupants residing near the Puna Geothermal Venture's
plant who want to be permanently relocated, and to fund expenditures for the benefit of
Lower Puna.
Department Goals
The Planning Department is authorized to establish a program for the relocation of
owner-occupants residing near the Puna Geothermal Venture's plant and who want to be
permanently relocated, and to fund expenditures for the benefit of Lower Puna, including,
but not limited to,road improvements, water infrastructure development, land
acquisition,parks and recreational facility needs, civil defense, and mass transit
improvements.
The Planning Director is hereby authorized to purchase the affected properties by
negotiation for not more than 130% of the assessed value, as determined by the Real
Property Tax Division of the Department of Finance and dispose of the affected
properties by public auction or pursuant to Article 19 of Chapter 2, with the exception of
the requirement for council resolution found in Section 2-111(a).
Complete the purchases of new relocation requests and complete disposition of such
properties. Complete the request(s)to fund Community Benefits for Lower Puna
submitted by District 4 and District 5 Council offices.
Funding Source and Position Count
Geothermal Relocation & $1,000,000 Geothermal Relocation&Community Benefits Fund Community Benefits Fund
Grant Revenue - Grant Revenue/Other Total Budget: $1,000,000 Total Number of Positions
380
PLANNING
GEOTHERMAL RELOCATION & COMMUNITYtly
BENEFITS FUND
Program Description
Ordinance No. 08-37 renamed and redefined the Geothermal Relocation Revolving Fund
Program to the Geothermal Relocation and Community Benefits Fund Program. The
Geothermal Relocation and Community Benefits Program shall be funded by proceeds
from the following sources:
1. Geothermal royalties received from the Department of Land and Natural Resources.
2. Proceeds from the sale of properties purchased under this program.
3. Rental fees from any of the properties purchased under this program.
The proceeds from the fund shall be used for the necessary expenses in administering and
carrying out the purposes of the geothermal relocation and community benefits program.
Expenditures relating to the geothermal relocation and community benefits program
include, but are not limited to:
1. The costs of any necessary appraisals required under this program.
2. The payment of necessary fees and expenses.
3. The costs of the purchase of an affected dwelling and property in accordance with this
chapter, if necessary.
4. The costs necessary to dispose of affected dwelling and property.
5. Expenditures for public purposes including road improvement,water infrastructure,
land acquisition,parks and recreational facility needs, civil defense, and mass transit
improvements.
(A) Funds shall be expended in Lower Puna,which is defined as extending from
Hawaiian Paradise Park Subdivision to Kalapana and including Orchidland
Estates, `Ainaloa, Hawaiian Beaches, Hawaiian Shores, Kapoho, Pahoa,
Nanawale,Leilani Estates, and other communities proximate to Pahoa.
(B) Expenditures under this subsection shall be made in accordance with
appropriations adopted by the Hawai`i County Council after receiving
recommendations from the Planning Director.
Program Objectives •
1. The Geothermal Relocation and Community Benefits Fund shall be administered in
an efficient and responsible manner complying with all applicable ordinances and
rules.
381
PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
Program Highlights
• The Department has received one application for Community Benefits; and has not
received any action on applications for Relocation.
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Community Benefits 1 1 1
Dwellings Acquired 0 1 1
Dwellings Sold 0 1 1
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Community Benefits 327,240.00 -Operations - 1,000,000 1,000,000
Program Total 327,240.00 - 1,000,000 1,000,000
382
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HOUSING FUND
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Mission Statement
To provide for the development of viable communities in Hawai`i County by providing
decent housing, suitable living environments and expanding economic opportunities.
Department Goals
Administrative Division-
To deliver services efficiently, effectively, and fairly to the public and to provide
necessary support services to the Community Development, Community Engagement,
Existing•Housing and Grants Management Divisions.
Community Development Division
To facilitate the development of housing opportunities that meets the needs of low- and
moderate-income residents through community collaboration and data research, policy
development and implementation, resource coordination,project development and
compliance oversight.
r
Community Engagement.Division
The Community Engagement is founded on pilina/relationships. The pilina amongst our
team sets the foundation for collaboration with government and community partners to
ensure Hawai`i Island residents have equitable access to needed services and •
opportunities.
Funding Source and Position Count
Housing Fund $ 2,471,388 Housing Fund—Federal/County Split 30
Subsidy $11,919,180 Grant Revenue/Other 34
Grant Revenue $38,140,507
Other $ 2,043,152
Total Budget $54,574,227 Total Number of Positions 64
•
383
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Department Goals (continued)
Existing Housing Division
To maximize the use of the existing housing stock within the County by offering
expanded opportunities for low-income or moderate-income households for rental
assistance and self-sufficiency programs.
Create positive public awareness and expand the level of family, owner, and community
support in accomplishing the OHCD's mission.
Grants Management Division
To provide for maximum community development opportunities through the use of funds
from the U. S. Department of Housing and Urban Development(HUD), and other
appropriate grants and programs.
Program Description
Administrative Division
The Administrative Division is responsible for the accounting, clerical, and technology
support services to the department.
Community Development Division
The Community Development Division is responsible for the data coordination,program/
policy compliance and support,project development and construction management for
programs and projects that benefit low-to moderate-income residents, and asset
management of County housing projects including maintenance and repair.
The Development Branch provides project development and construction management
support for County properties.
The Planning Branch provides data coordination,program and policy compliance and
support.
384
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Description (continued)
The Asset Management Branch is responsible for the oversight of County housing
properties including annual inspections and general repair and maintenance activities to
include the management of the Kula`imano Elderly Housing, Kaloko Housing Project
(aka Na Kahua 0 Ulu Wini), and the 'Ouli `Ekahi Housing Project.
Community Engagement Division
The Community Engagement Division is responsible for working with the community in
designing, implementing and managing programs to ensure residents have equitable
access to services and opportunities and are ultimately less reliant on government
assistance.
The Special Programs Branch offers an array of federal, state, local and private funded
programs to the community as well as leads different projects and is open to other
opportunities that may arise that would meet community needs.
•The Community Services Branch emphasizes and focuses on the importance of
relationship building with external partners to strengthen trust and opportunities for
learning and increased impact for families and communities on Hawai`i Island.
Existing Housing Division
The Existing Housing Division(EHD)manages the Office of Housing and Community
Development's U.S. Department of Housing and Urban Development(HUD)Housing
Choice Voucher(Section 8) Public Housing Agency Programs. There are five areas of
operation within the EHD that meet federal regulatory program requirements.
The Planning Branch develops and evaluates Administrative Rules for HUD funded
Section 8 programs and is responsible for developing and submitting the Public Housing
Agency's Annual and Five-year Plan in accordance with HUD guidelines. In addition,
the branch conducts research and applies for additional funding and regulatory waivers to
increase assistance to very low-income families.
385
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Description (continued)
The Rental Assistance Branch administers the Section 8 Housing Choice Voucher
subsidies to eligible families. Special Purpose Vouchers Programs include additional
funding targeted for special populations including HUD-Veterans Affairs Supportive
Housing (HUD-VASH), Mainstream Vouchers for non-elderly persons with disabilities,
Foster Youth Initiative Program, Emergency Housing Vouchers,Stability Vouchers, and
the HOME Tenant-Based Rental Assistance Program. These programs assist income-
eligible individuals and families to rent decent, safe, and sanitary housing in the private
market.
The Housing Programs Branch is responsible for Project Based Voucher (PBV) activities
including selection for PBV assistance, requirements and monitoring of environmental
reviews, subsidy layering and contracts. The Landlord Liaison program manages the
landlord incentive program and provides support to landlords through landlord
engagement opportunities.
The Support Services Branch is responsible for conducting housing inspections and
determining rent reasonableness. The branch provides clerical support services of both a
general and virtual nature;provides office support assistance with a full range of clerical
duties including data entry, filing,phone and front desk reception,bookkeeping,
processing forms and maintaining supplies for the EHD.
The Family Self-Sufficiency Branch administers the Section 8 Family Self-Sufficiency
Program which develops strategies and coordinates resources that help program
participants obtain employment enabling participating families to achieve economic
independence and reduce dependence on welfare assistance and rental subsidies.
Grants Management Division
The Grants Management Division is responsible for the administration of county and
federal grants, which primarily benefit low- and moderate-income persons.
The Grants Administration Branch is responsible for the Community Development Block
Grant (CDBG),HOME Investment Partnerships Program(HOME), HOME Investment
Partnership Program—American Rescue Plan(HOME-ARP),National Housing Trust
(HTF)Fund, Emergency Solutions Grant(ESG) Program, County Affordable Housing
Production(AHP)Program, and other Grant Programs.
386
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Objectives
Community Development Division
Development Branch
1. Provide project development and construction management oversight for 14
affordable housing projects.
Planning Branch
1. Execute three affordable housing agreements.
2. Implement portions of HRS 201H delegated to the County of Hawai`i.
3. Provide 15 Fair Housing trainings for general audiences.
4. Provide one Fair Housing training for a non-/limited-English audience.
5. Recruit ten new landlords to attend the Fair Housing trainings.
6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair
Housing Officer.
Asset Management Branch
1. Complete inspections of 24 County owned housing properties annually and complete
necessary improvements.
Community Engagement Division
Special Programs Branch
1. Timely and Responsive Execution of Projects/Programs.
a. Homelessness and Housing Fund.
i. Complete on-going program and fiscal monitoring of the existing programs
funded to ensure contractural obligations are met.
ii. Release a Request for Proposal for the 2024-2025 funding. Have contracts in
place in early 2025.
b. `Ohana Zone Fund.
i. Execute and manage the homeless services and resources contracts as required
by State funding source.
ii. Advocate for funding.
c. Kukuiola Assessment Center and Emergency Shelter.
i. Complete Phase I.
d. Community Based Social Services Navigator Program.
i. Management of the existing contract to ensure goals and objectives are met.
387
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Objectives (continued)
e. Residential Repair Program.
i. Manage existing and new construction contracts.
ii. Develop and coordinate activities and strategies to promote the program to
both contractors and applicants.
iii. Secure funding to support the sustainability of the program.
f. Financial Empowerment Services (FES).
i. Secure funding to support the sustainability of the FES.
ii. Complete on-going program and fiscal monitoring of the existing and new
services contract.
Community Services Branch
1. Strengthen relationships with Existing Networks and Coalitions.
a. Assist with the planning and participate in the quarterly Activate Puna events.
b. Facilitate monthly Ho`owaiwai Network meetings.
c. Partner with government and non-profit organizations for an annual career and/or
resource fair.
d. Actively participate in monthly coalition meetings including, but not limited to
the Community Alliance Partners, Hui Laulima,Vibrant Hawai`i—Resilience
Hubs and Partners in Development.
e. Convene and facilitate the bi-monthly Coordinated Entry System meeting as
required by the federal and state funded homeless programs.
f. Actively participate in Pehea ka `Aina monthly meeting and quarterly events.
Existing Housing Division
1. Maintain a 98% or greater utilization rate of HUD provided funding for the Housing
Choice Voucher(Section 8)Program.
2. Implement strategies to maintain a 98% or greater utilization rate of the Housing
Choice Voucher Program including Special Purpose Voucher types.
3. Increase authorized budget authority by applying for additional Housing Choice and
Special Purpose Vouchers when they become available.
4. Provide services to 75 Housing Choice Voucher(HCV)program participants through
its Family Self-Sufficiency (FSS)Program by June 30, 2025.
5. Increase the annual FSS graduation rate by 10%.
6. Increase participation in the HCV Homeownership Option Program to at least 15
participants by June 30, 2025.
388
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Objectives (continued)
7. Achieve scores equaling "high performer stabs" on the Section Eight Management
Assessment(SEMAP) annual rating certification by 2025.
8. Maintain a FSS Achievement Performance Score of 1=Best on the FSS Achievement
Metrics (FAM).
9. Ensure administrative rules are updated annually and reflect current federal
regulations and local policies.
10. Conduct annual Fair Housing training for staff,program participants and landlords.
11. Conduct timely inspections following current HUD standards to ensure that
participating landlords are providing safe and suitable living conditions for program
participants.
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.
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 five HOME units for households at<50%AMI.
HOME ARP
1. Fund, administer and/or complete approximately one HOME-ARP project in
accordance with program regulations. The Project will benefit individuals or families
from the following qualifying populations: Homeless, At-risk of homelessness,
fleeing domestic violence, dating violence, seXual assault, stalking, or human
trafficking,Veterans and families, and other populations with risk of housing
instability.
389
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Objectives (continued)
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.
AFFORDABLE HOUSING PRODUCTION FUND
1. Fund, administer and/or complete one affordable housing production fund project, in
accordance with the program Administrative Rules. The project will benefit
homeowners/renters, between below 30%to 140%AMI.
Program Highlights
Community Development Division
• Ulu Wini Community Center Improvements
o Completed expansion of the laundry room and nearly completed renovating the
kitchen into a commercial kitchen.
• Kamakoa Nui Workforce Housing Project:
o Na Hale Makoa,.a multifamily rental project, received Low Income Housing Tax
Credits (LIHTC) funding in February 2023, and was awarded Project Based rental
assistance vouchers.
o Completed a new master plan for the Karnakoa Nui Workforce Housing Project
allowing for development of the next phase of infrastructure and opportunity for
668 new affordable housing units.
o Completed a lease for a parcel for a new State Library in Waikoloa.
o Completed negotiation for a civil engineering contract to install a new loop road
at Kamakoa Nui.
• 'Ouli `Ekahi Housing:
o Completed 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.
• Kula`imano Elderly Housing Project:
o Selected consultant to begin planning and design work to renovate the interior
units to meet ADA requirements.
• West Hawai`i Homeless Emergency Shelter:
o Completed all shelter health and safety upgrades including the installation of a
new solar water heater, water fountain,room fans, and security lighting.
390
HOUSING
.�v..._....m.....�.,,._..»,...d..W..«m,. ..........._�....V....m....�.,�.,..,..,.... W..Ww..w..eu,............................�._.,....................�,�....... ..,.....,.e..Ka.. M...�.__... ..�..........>.._ .......�.,w.._ .........,,.,......,....1
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Highlights (continued)
• Expedited building permits for Hale Na Koa 0 Hanakahi veteran's preference
housing project near the University of Hawai`i at Hilo which commenced
construction in 2023.
• Began planning and design for the vertical construction of the Kukuiola Emergency
Shelter in Kailua Kona which includes safe parking, 16 emergency shelter units, a
community center with a certified kitchen, and combined restroom and shower
facility.
• Completed a planning study to evaluate Ainako and `O`okala Lands owned by the
County for affordable housing.
• Submitted and received County Council approval of a 201H application for 91-unit
Hale 0 Mohouli affordable housing project in Hilo.
• Began planning and design for upgrades to the Old Memorial Hospital in Hilo
including reroofing the buildings, selective hazardous material abatements, exterior
drainage work, and removal of selective trees causing damage to the facility.
• Submitted and received County Council approval for a 201H application for
Ho`omalu Workforce Rental housing, a 229-unit housing project in the Waikoloa
Resort.
• Processed one Affordable Housing Agreement.
• Completed negotiation of a property management contract for the Homes of Ulu Wini
Multifamily Housing effective July 1, 2023 and completed a property management
agreement for the `Ouli `Ekahi housing site effective November 1, 2022.
• Completed ground lease monitoring at 12 County supported affordable housing sites.
• Provided 126 Fair Housing trainings island wide via WEBEX/ZOOM and recruited
344 new landlords to receive training on the Fair Housing Act.
• Assisted 104 clients with Fair Housing inquires/issues.
• Received over 1,131 clients who pursued information and resources located on the
Fair Housing web page.
Community Engagement Division
Homeless
• Coordinated Entry System—worked with homeless services providers, as required by
federal and state homeless program funders,to ensure connectivity of those
experiencing homelessness or are at-risk of homelessness to appropriate housing
opportunities.
391
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Highlights (continued)
• Secured State of Hawai`i Ohana Zone funding.
• Secured Federal Community Project Funding Grant to support the vertical
construction cost of Kukuiola.
Financial Empowerment Center
• Secured two-year funding from the Cities for Financial Empowerment(CFE)Fund to
support the implementation of the Financial Empowerment Fund.
• Secured partnerships with ten committed referral partners.
Community Engagement
• Implemented Phase 1 of the Emergency Rent Assistance program.
• Implemented the Landlord/Tenant Mediation program.
• Implemented the Homeowner Assistance Fund program.
Existing Housing Division
• Administered approximately 2,175 Housing Choice Vouchers and achieved 100.6%
utilization rate.
• Administered approximately 300 special purpose vouchers for Veterans, foster youth,
non-elderly disabled, and those experiencing or at-risk of homelessness.
• Fifty-six families on contract with the Family Self Sufficiency Program in FY 2022-
23.
• Thirteen participants in Homeownership Option Program are receiving mortgage
subsidies.
• Groundbreaking on two multi-family Project Based Voucher projects: Hale Na Koa
on Kawili St. in Hilo, and Kaloko Heights on Hina Lath in Kona.
• Executed Project Based Voucher HAP contracts for Project Based Vouchers for
Papa`aloa Elderly Housing and Kaiaulu 0 Waikoloa.
• Initiated a Landlord Incentive Program for the Emergency Housing Voucher Program
and later expanded to Foster Youth Initiative vouchers,Veterans vouchers and
Mainstream vouchers. This program resulted in over 100 new units available to
program participants.
392
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Highlights (continued)
• HUD awarded ten additional HUD-Veterans Affairs Supportive Housing (HUD-
VASH)vouchers and 15 new Stability Vouchers to Hawai`i County.
• Staff attended training on upcoming Housing Opportunity Through Modernization
Act(HOTMA) federal policy changes for program implementation in FY 2023-24.
Grants Management Division
The Hawai`i County OHCD is currently in the 2023 CDBG funding process.' Public
hearings were conducted and completed to solicit project proposals from government and
non-profit agencies. The Hawai`i County OHCD anticipates receiving $2,600,000 in
CDBG funds.
The Hawai`i County OHCD executed a Grant Agreement with U. S. Department of
Housing and Urban Development(HUD) for 2022 CDBG funding for$2,695,481 and is
in the process of completing the environmental reviews for its 2022 selected projects. In
the past fiscal year, the CDBG funded projects that are in progress or have been
completed include:
• 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.
• Kula`imano Elderly Housing Project Phase II: The construction of various
improvements were completed.
• West Hawai`i Emergency Shelter Improvements: The design and construction were
completed.
• Ulu Wini Low Income Housing Wastewater Treatment Plant: The design and
construction to repair the plant were 60%complete.
• Ulu Wini Low Income Housing Community Center Improvements: The design and
construction of the laundry room and kitchen were 90% complete.
• Hale `Ohana Domestic Abuse Shelter: The design and construction of the
interior/exterior renovations were completed. •
• West Hawai`i Domestic Abuse Shelter: The design and construction of the
interior/exterior renovations were completed.
393
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Highlights (continued)
• 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.
• 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.
• West Hawai`i Emergency Shelter Improvements: The design and construction of a
Photovoltaic system and other improvements to the Shelter were 10% complete.
• Hamakua Youth Foundation: Phase I of this Improvement project includes the design
and removal of hazardous materials, including foundation repairs were 10%
complete.
For the HOME Investment Partnerships Program (HOME),the Hawaii County OHCD:
• Provided rental assistance to 86 families on its Tenant-Based Rental Assistance
Payments Program;
• Awarded the Kaloko Heights Affordable Housing Project which will provide 100
multi-family rental units; and
• Awarded Habitat for Humanity Hawaii Island to construct three Self-Help Houses in
the Puna area.
For the National Housing Trust Fund (HTF) Program, the Hawai`i County OHCD:
• Awarded the Kaloko Heights Affordable Project to construct a 100-unit multi-family
rental housing project.
394
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Measures
Community Development Division FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
#of affordable housing agreements executed . 1 3 3
#of affordable housing projects provided assistance 35 25 25
#of for-rent affordable housing units constructed 112 200 200
#of for—sale affordable housing units constructed 0 0 0
#of housing—related studies completed 0 0 1
#of FH awareness videos translated to another
language completed 0 1 0
#of FH trainings for general audiences 126 15 50
#of FH trainings for non-/limited-English audiences+ 0 1 1
#of new landlords attending Fair Housing training+ 344 40 60
#of persons assisted with FH inquiries/issues 104 40 60
#of visitors to the County's dedicated Fair Housing 1,131 1,000 1,000
website
#of projects assisted with construction management 5 2 5
+Workshop now held virtually
Community Engagement Division* FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
#of implemented safe parking site 1 1 1
#of FEC committed referral partners 5 5 0
#of FEC co-location sites 1 1 1
#of learning circle workshops conducted** 12 0 0
#of committed referral partners added to Unite
1 Hawai`i platform 0 20 0
*This table was previously identified as"Homelessness Branch" •
**Replaced the virtual learning circles workshops with in-person services and resource events
395
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Measures (continued)
Existing Housing Division FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Amt of funds Administered through the Housing 23,367,033 28,000,000 30,000,000
Choice Voucher Program
Housing Choice Voucher Program:
%of funds utilized(total amount of rental assistance 98% 98% 98%
used as a percent of the budget authorized)
Tenant Based Rental Assistance Program:
%of funds utilized(total amount of rental assistance 68% 81% 90%
used as a percent of the budget authorized)
Section 8 Family Self-Sufficiency Program: 56 75 100
#of participants on contract with program
Section 8 Homeownership Program:
#of participants who purchased a home through the 12 13 15
program
Grants Management Division FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
$of grant funds received for the County. Solicit CDBG$2,600,000
project proposal,review,rank,rate,make HOME$0
recommendations for approval for grants and execute $2,695,481.00 HOMEHTFARP$0 $2,600,000
grant agreements WIOA**
Spend down CDBG funds to comply with HUD's $4,023,299.63 <1.5 $4,020,759
ratio of grant amount to balance by April
%of CDBG funds that will benefit persons earning
less than 80%of the median income as established by 100% 100% 100%
HUD
#of HOME-ARP rental or for-sale units for the
families or individual of the HOME-ARP qualifying 0 6 6
populations _
%of HOME funds that will benefit persons earning
less than 80%of the median income as established by 100% 100% 100%
HUD
%of HTF funds that will benefit persons earning less
than 30%of the median income as established by 100% 100% 100%
HUD
#of HUD projects administered/monitored 17 13 13
396
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Number of Positions 60 64 64
Salaries and Wages 3,855,049.56 4,432,640 5,278,448
Operations 33,201,816.20 36,567,049 44,929,223
Equipment 60,783.29 704,098 484,773_
Program Total 37,117,649.05 41,703,787 50,692,444
397
•
HOUSING
KULA'IMANO ELDERLY HOUSING FUND
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 512,249.02 530,385 620,346
Equipment 5,477.93 14,150 13,660
Kulaimano Repl Reserve Acct - ! 21,176 50,000
Program Total 517,726.95 565,711 684,006
•
•
398
HOUSING
'OULI 'EKAHI HOUSING FUND
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations 360,371.46 405,434 637,339
Equipment - 9,000 6,780
`Ouli`Ekahi Housing Proj Repl Reserve Acct - 28,746 59,400
Program Total 360,371.46 443,180 703,519
•
399
I
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Budget Estimate
Housing Administrator 1 1 1
Assistant Housing Administrator 1 1 1
Account Clerk 3 3 3
Accountant I 1 1 1
Accountant II 3 3 3
Accountant III - 1 1
Accountant IV 1 - -
Administrative Services Officer I - 1 1
Clerk II 2 2 2
Clerk III 2 2 2
Housing&Community Dev Specialist I 1 2 -
Housing&Community Dev Specialist II 3 4 3
Housing&Community Dev Specialist III 9 9 12
Housing&Community Dev Specialist IV 8 7 7
Housing&Community Dev Specialist V 10 10 10
Housing&Community Dev Specialist VI 3 4 4
Housing&Community Development Technician II 3 2 2
Housing Administrative Assistant 1 1 1
Housing Quality Standards Technician III 2 3 3
Private Secretary 1 1 1
Senior Account Clerk 2 2 2
Special Program Coordinator 1 1 1
Human Resources Technician II - 1 1
Student Helper I 2 2 2
Total 60 64 64
400
HOUSING
OFFICE OF HOUSING& COMMUNITY
DEVELOPMENT
Miscellaneous
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Fringe Benefits
FICA 270,989.50 320,682 365,172
State Retirement System 863,322.39 1,006,061 1,145,638
Health Fund 433,438.77 544,950 620,554
Workers Comp 81,402.25 125,000 225,000
Total Fringe Benefits 1,649,152.91 1,996,693 2,356,364
Other Costs
Provision for Compensation Adjustments - 5,000 5,000
Provision for Training - - 17,694
Ulu Wini Repl Reserve Acct - 238,060 115,200
Total Other Costs - 243,060 137,894
Total Miscellaneous 1,649,152.91 2,239,753 2,494,258
•
401
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GEOTHERMAL
ASSET FUND
PLANNING
GEOTHERMAL ASSET FUND
Mission Statement
The Geothermal Asset Fund shall be funded by payments made by Puna Geothermal
Venture, a Hawai`i Partnership, its successors or assignees and the State of Hawai`i for
the purpose of compensating persons impacted by geothermal energy development
activities pursuant to the provisions incorporated in Geothermal Resource Permit No. 2.
Department Goals
The Planning Commission is authorized to direct the payment of money from the
Geothermal Asset Fund to claimant(s)whom the Planning Commission finds has been
adversely impacted by activities authorized or unauthorized by Geothermal Resource
Permit No. 2, issued by the County of Hawai`i, and to authorize payment for community
approved geothermal impact mitigation projects within the District of Puna.
Program Description
All Claims for release of monies from the Geothermal Asset fund will be presented to
and reviewed by a Profession Claims Adjuster, who will then present its fmdings and
recommendations to the Planning Commission. The Planning Commission will review
these findings and then render a decision.
Program Objectives
The Geothermal Asset Fund shall be administered in an efficient and responsible manner
complying with all applicable ordinances and rules.
Program Highlights
No new claims to the Geothermal Asset Fund were submitted in FY 2022-23.
Funding Source and Position Count
Geothermal Asset Fund $50,000 Geothermal Asset Fund Grant Revenue - Grant Revenue/Other Total Budget: $50,000 Total Number of Positions
402
PLANNING
GEOTHERMAL ASSET FUND
Program Measures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Estimate
Claims 0 1 1
Program Expenditures
FY 2022-23 FY 2023-24 FY 2024-25
Actual Budget Request
Operations - 50,000 50,000
Program Total - 50,000 50,000
403