HomeMy WebLinkAboutCOM 0795.000 2022-2024�j7 County of Hawaii JNSI OF
Office of the County Auditor
County Auditor 120 Pauahi St., 309 1
County of Hawai'i Hilo, HI 96720
Office of the County Auditor F 808.961.8905 -
Ph 808.961.8386 qrF QF•w„+��
www. h awa i i co u ntv .4 ov
March 28, 2024
Honorable Heather Kimball, Council Chair
gnp
and Members of the Hawai'i County Council]
Hawaii County Council
25 Aupuni Street
Hilo, Hawai'i 96720'
TNT
Dear Council Chair Kimball and Council Members,
cr
In accordance with generally accepted government auditing standards and the Hawai'i County
Charter Section 3-18(d)(2), the Office of the County Auditor conducts or causes to be conducted
performance and/or financial audits of the funds, programs, services, and operations of any
county agency, executive agency, or program, asset forth by the county auditor in an annual
audit plan that shall be transmitted to the county council and the mayor and file with the county
clerk as a public record.
We have completed our engagement focusing on performance, training, and mental health
initiatives at the Hawaii County Police Department. The objective sought answers to the following
questions:
1. What is the efficiency and effectiveness of service delivery within the Hawaii County Police
Department, focusing on response times, crime locations, officer deployment, resource
utilization, overall customer satisfaction, and how do results improve public safety outcomes?
2. How effectively have the mental health initiatives been implemented within the Hawaii County
Police Department, and how does their impact enhance the well-being and safety of
department employees? This includes examining the coordination of resources, collaboration
with community partners, and effectiveness of intervention strategies specifically focused on
supporting employee mental health.
3. How do the training programs and practices in the Hawaii County Police Department align
with industry best practices, and how are they enhancing officer performance and safety?
What opportunities for continuous improvement can be identified to ensure the highest
professional standards and accountability?
Although HPD is proactively pursuing industry best practices and works to continually improve its
value to the community, we identified improvement opportunities, which led us to make (5)
recommendations. 5
Comm. No.
Ref. U
Hawaii County is an Equal Opportunity Provider and Employ, Date APR - 1 2024
We appreciate the Hawai'i Police Department's unrestricted access to sites, information,
personnel, and coordination throughout the audit. The cooperation was exceptional.
In response to a draft of this report, management expressed general agreement with our audit
results.
To improve government accountability and ensure audit recommendations are implemented or
resolved, we will continuously monitor the status of recommendations using our remediation
tracker. To view the department's status, visit us at https://www.Hawai'icounty.gov/our-
county/legislative/office-of-the-county-auditor.
If there are any questions or concerns about the status of the recommendations discussed, feel
free to contact our office at 808.961.8386.
Res ectfully,
C my Auditor
cc: Hawaii County Police Commission
Mitchell D. Roth, Mayor
Deanna Sako, Managing Director
Diane Nakagawa, Finance Director
Jon Henricks, County Clerk
Benjamin Moszkowicz, Police Chief
Reed Mahuna, Deputy Police Chief
srI iar
i 1 ry�
NIL
IL
r ` °
County of Hawaii
Office of the County Auditor
Hawaii County Police Department
Assessment of Community Service Expectations, Mental
Health Support and Training Programs
Report No. 2024=01
March
&�A
UNIr
p g
ot
RI
�.
'i IF
n
INA
MIX
a
" •-+:� '� r III t4T[ T
M \Ylot,
a '`
This page intentionally left blank
County of Hawaii
r�' �,}, �r®�11�
-°=��
Office of the Count Auditor
y
r w
County Auditor
County of Hawaii
120 Pauahi St., 309
Hilo, HI 96720
Office of the County Auditor
F 808.961.8905
al
.�`•
Ph 808.961.8386
° �� f�W
www.hawaiicountv.aov
March 28, 2024
Honorable Heather Kimball, Council Chair
and Members of the Hawaii County Council
Hawaii County Council
25 Aupuni Street
Hilo, Hawaii 96720
Dear Council Chair Kimball and Council Members,
In accordance with generally accepted government auditing standards and the Hawaii County
Charter Section 3-18(d)(2), the Office of the County Auditor conducts or causes to be conducted
performance and/or financial audits of the funds, programs, services, and operations of any
county agency, executive agency, or program, as set forth by the county auditor in an annual
audit plan that shall be transmitted to the county council and the mayor and file with the county
clerk as a public record.
We have completed our engagement focusing on performance, training, and mental health
initiatives at the Hawaii County Police Department. The objective sought answers to the following
questions:
1. What is the efficiency and effectiveness of service delivery within the Hawaii County Police
Department, focusing on response times, crime locations, officer deployment, resource
utilization, overall customer satisfaction, and how do results improve public safety outcomes?
2. How effectively have the mental health initiatives been implemented within the Hawaii County
Police Department, and how does their impact enhance the well-being and safety of
department employees? This includes examining the coordination of resources, collaboration
with community partners, and effectiveness of intervention strategies specifically focused on
supporting employee mental health.
3. How do the training programs and practices in the Hawaii County Police Department align
with industry best practices, and how are they enhancing officer performance and safety?
What opportunities for continuous improvement can be identified to ensure the highest
professional standards and accountability?
Although HPD is proactively pursuing industry best practices and works to continually improve its
value to the community, we identified improvement opportunities, which led us to make (5)
recommendations.
Hawaii County is an Equal Opportunity Providerand Employer
We appreciate the Hawaii Police Department's unrestricted access to sites, information,
personnel, and coordination throughout the audit. The cooperation was exceptional.
In response to a draft of this report, management expressed general agreement with our audit
results.
To improve government accountability and ensure audit recommendations are implemented or
resolved, we will continuously monitor the status of recommendations using our remediation
tracker. To view the department's status, visit us at https://www.Hawai`icounty gov/our-
cou my/leg islative/office-of-the-county-auditor.
If there are any questions or concerns about the status of the recommendations discussed, feel
free to contact our office at 808.961.8386.
Respectfully,
County Auditor
cc: Hawaii County Police Commission
Mitchell D. Roth, Mayor
Deanna Sako, Managing Director
Diane Nakagawa, Finance Director
Jon Henricks, County Clerk
Benjamin Moszkowicz, Police Chief
Reed Mahuna, Deputy Police Chief
Table of Contents
ReportHighlights........................................................................................................................................ 1
AboutUs...................................................................................................................................................... 2
Objective, Scope, and Methodology......................................................................................................... 3
Chapter 1 Introduction
Introduction..............................................................................................................................5
NoteworthyAchievements.....................................................................................................11
Chapter 2 Audit Results
Performance and Community Expectations...........................................................................15
BeatAnalysis.........................................................................................................................16
Finding 1: Ongoing Evaluation of Beat Distribution Needed at HPD ...........................24
ResourceUtilization...............................................................................................................25
Finding 2: Address Imbalanced Budgeting Practices at HPD......................................27
PoliceCommission................................................................................................................28
Finding 3: Procedural Gaps in Police Commission Oversight.....................................29
MentalHealth Initiatives.........................................................................................................30
Finding 4: Insufficient Internal Resources for Mental Health Initiatives at HPD ...........36
TrainingInitiatives..................................................................................................................37
Finding 5: Enhance Officer Training and Standards for HPD......................................42
Chapter 3 Fraud, Waste and Abuse
Waste, Fraud, and Abuse......................................................................................................411
3
Conclusion.............................................................................................................................45
Chapter 4 Management Response
HPD Management Response................................................................................................46
Police Commission Response...............................................................................................50
Chapter 5 Attachments
Attachment 1: Auditor's Notes...............................................................................................52
Attachment 2: HPD 's Community Satisfaction Survey............................................................54
This page intentionally left blank
County of Hawaii
Office of the County Auditor Performance Audit of the Hawaii County Police Department
March
2024
:a 1 •
Performance,, Mental Health, and Training
We Recommend
HPD conduct a comprehensive review of officer
assignments to address response time.
HPD integrate a data -driven budgeting process that
accurately aligns fixed and variable costs with
operations.
Y, a: The Police Commission revise and regularly update
4 rules and procedures to include guidelines for
w 7.
budget reviews, annual report content, the Police
Chief's performance evaluation, public complaint
m handling, ensuring consistent, transparent,
accountable oversight, and required document
• production.
3b: The Police Commission establish a review
schedule and provide onboard training for new
members to implement these procedures
effectively.
HPD establish a dedicated role within the
department to coordinate mental health and
wellness initiatives.
a: HPD prioritize the adoption of POST promoting
standardized law enforcement practices statewide,
including flexibility for department -specific
adaptations, acknowledging unique operational
needs.
L,. HPD evaluate the staffing model within its training
division. This assessment is an examination of the
trainer -to -officer ratio to ensure that it can effectively
manage the current training and seamlessly
incorporate new and pertinent activities to support
HPD's long-term objectives.
A dashboard showcasing certain data sources is
available on our website at:
https://www. hawaiicou nty.gov/our-county/legislative/office-of-
the-county-auditor/audit-reports
This page intentionally left blank
About Us
Mission
It is our mission to serve the Council and citizens of Hawaii County by promoting accountability,
fiscal integrity, and openness in local 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.
Audit Authority
Hawaii County Charter §3-18 establishes an independent audit function within the Legislative
Branch through the Office of the County Auditor.
Purpose
This engagement determined the current state of service delivery, mental health support for
officers, and training programs within the Hawaii County Police Department. The goal was to
enhance officer well-being, performance, and safety by identifying areas for improvement.
Performance Audit Definition
Performance audits provide objective analysis, findings, and conclusions to assist management
and those charged with governance and oversight with, among other things, improving program
performance and operations, reducing costs, facilitating decision -making by parties responsible
for overseeing or initiating corrective action, and contributing to public accountability.
Our objective in performance auditing is to improve public services provided by the county
government. We do this by recommending specific actions to address the issues we raised and
by providing valuable information to the public, the administration, program leadership, the county
council, and the mayor.
2 1 A b o u t Us
This page intentionally left blank
Objective, Scope, and Methodology
Objective
1. What is the efficiency and effectiveness of service delivery within the Hawaii County Police
Department, focusing on response times, crime locations, officer deployment, resource
utilization, overall customer satisfaction, and how do results improve public safety outcomes?
2. How effectively have the mental health initiatives been implemented within the Hawaii County
Police Department, and how does their impact enhance the well-being and safety of
department employees? This includes examining the coordination of resources, collaboration
with community partners, and effectiveness of intervention strategies specifically focused on
supporting employee mental health.
3. How do the training programs and practices in the Hawaii County Police Department align
with industry best practices, and how are they effectively enhancing officer performance and
safety? What opportunities for continuous improvement can be identified to ensure the highest
professional standards and accountability?
Scope
The audit was conducted from September to March 2024.
• Calls for Service Data: January 1, 2019, to September 30, 2023, to identify trends and
patterns in service demand.
• Policies and Procedures: Applicable Commission on Accreditation for Law Enforcement
Agencies (CALEA) and Hawaii County Police Department policies and procedures to
ensure alignment with industry standards.
• Clearance Rate Materials: January 1, 2018, to December 31, 2020, to assess the
department's effectiveness in resolving cases.
• Budget Allocations and Expenditures: Budget allocations and expenditure data for Fiscal
Years 2018-19 to 2022-23 in FRESH, the County's accounting system, to assess financial
management practices.
• Service Delivery Efficiency and Effectiveness: Assessment of service delivery processes
within HPD to determine efficiency in resource utilization and meeting community needs.
• Mental Health Initiatives: Evaluation of mental health initiatives within HPD to address the
needs of individuals experiencing mental health crises.
• Training Programs and Practices: Document training programs and practices within HPD
to ensure officers receive adequate training and professional development opportunities.
31Objective, Scope, and Methodology
• The audit did not evaluate the Communications Dispatch, Criminal Investigation, VICE, or
Juvenile Aid Sections of the Hawaii County Police Department.
Methodology
To accomplish our objectives, we:
Data Analysis and Research:
• Analyzed call for service data from January 1, 2019, to September 30, 2023
• Analyzed clearance rate materials from January 1, 2018, to December 31, 2020
• Benchmarked relevant FBI crime statistics
• Analyzed budget -to -actual expenditures for variance
• Analyzed Laserfiche materials related to the execution of duties
Compliance and Standards Assessment:
• Assessed compliance with applicable CALEA standards
• Reviewed SHOPO 2021-2025 Collective Bargaining Agreements
• Reviewed the 2022 Hawaii County Charter, as amended
• Reviewed applicable Police Commission's Annual Reports
• Reviewed applicable Law Enforcement Standards Board materials
• Reviewed applicable General Orders
Community Engagement and Interviews:
• Participated in community policing ride-alongs
• Interviewed Police Commission Chair
• Interviewed the HPD Chaplain
• Interviewed the Training Division
• Interviewed the City of Bend Oregon Police Department
• Reviewed materials related to the nonprofit organization "Friends of First Responders"
• Reviewed HPD' Community Satisfaction Surveys
Program Benchmarking and Miscellaneous:
• Gained an understanding of the Department of Justice, Law Enforcement Mental Health
and Wellness Act (LEMHWA)
• Benchmarked active programs administered by other agencies
• Other activities as required
We conducted this performance audit in accordance with generally accepted government auditing
standards. Those standards require that we plan and perform the audit to obtain sufficient,
appropriate evidence to provide a reasonable basis for our findings and conclusions based on our
audit objectives. We believe the evidence obtained provides a reasonable basis for our findings
and conclusions based on our audit objective.
41Objective, Scope, and Methodology
Chapter 1
Introduction
Why we selected HPD for this review
OCA's annual risk assessment highlighted the department's inherent risks associated with
intricate and sensitive operations. The assessment considered the severity and impact of potential
adverse outcomes and the likelihood of such events. These factors underscored the critical nature
of the department's functions and the importance of ensuring robust and effective operational
protocols. HPD expressed specific concerns related to the following:
• Performance - Appropriately distributing personnel in sufficient quantity is vital for
meeting community safety expectations. This ensures that resources are effectively
allocated to areas of greatest need, enhancing the department's ability to respond swiftly
and efficiently to emergencies. Strategic deployment maintains public trust and ensures a
safe, secure community environment, and it is a Hawaii County Charter Section 7-2.4(a)
requirement.
• Mental Health — As mental health initiatives are still emerging in police operations, there
is a notable lack of established guidance or authority. It is, however, well understood that,
in general, overall well-being and job effectiveness are inextricably intertwined. Attention
to the field is becoming more mainstream with the passage of the Law Enforcement Mental
Health and Wellness Act of 2017 and subsequent reporting to Congress based on related
research.
• Training — Hawai`i County Charter Section 7-2.4(b) requires that through the
administrative head (Police Chief), the police department shall "train, equip, maintain, and
supervise the force of police officers and employees. CALEA Chapter 33 establishes
additional requirements to meet and maintain standards.
Hawaii County Police (HPD) Department Primary Functions
As established under Hawaii County Charter Section 7-2.4, the police chief shall be the
administrative head of the police department and shall:
(a) Be tasked with preserving public peace, preventing crime, detecting and arresting
law offenders, protecting the rights of persons and property, and enforcing and
preventing violations of all state laws and county ordinances, along with any
related regulations.
(b) Train, equip, maintain, and supervise its police officers and employees.
(c) Develop and implement rules and regulations for the organization and
administration of the police force.
(d) Provide periodic reports to the police commission regarding the department's
activities and the actions taken on cases investigated by the police commission.
(e) Undertake any additional powers, duties, and functions as directed by the Police
Commission or as required by law.
5 � introduction
HPD's Mission, Vision, and Core Values
Mission Statement: The employees of the Hawaii 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.
Vision Statement: The Hawaii Police Department is committed to providing the highest quality of
police service and forming partnerships with the community to achieve public satisfaction, making
the Big Island a safe place to live, visit, and conduct business.
Core Values
• Integrity
• Professionalism
• Compassion
• Teamwork
• Community Satisfaction
Police Stations
HPD uses eight stations arranged around
Hawaii Island as illustrated below:
• Honoka'a Station
• Laupahoehoe Station
• Hilo Station
• Pahoa Station
• Na'alehu Station
• Kona Station
• Waimea Station
• Kapa'au Station
In addition, HPD utilizes satellite locations.
These locations are typically unoccupied,
used for paperwork, and not promoted for
walk-in use.
13ID}
' Kukuihaele
Hama
I awaihae wa a Paauilo
Laup�hot
,I-,'aikalaa , -
Village -.X
'4 I -onornu
Papaikou
F..I. , ,,V)
KcaaL
1%'A-:duu-Keauhou f tsrrd of Orchidlands
Estate
Ya wa1'1
;. i s • , Cook Volcanoes
� p National Park
Volcano
RA alii Ka �j d ore Pahala
ReseTve
Ocean Viuw r,;3 EVL
Police Stations Island -wide, Courtesy hawaiipolice.com
6� Introduction
Coverage Area
HPD provides coverage for an extraordinary area of approximately 4,028 square miles. HPD
segments geographical areas into sections called beats. A police beat is a designated area or
patrol route within a jurisdiction that officers regularly monitor and patrol to maintain law and order,
respond to incidents, and engage with the community.
r A.
°
r
&U ,.
6M
I,`',
3 34
531
Mrahukona
535 }R N,�
Honokaa
33
432 s 33 I aBuf o
ifr+�frrPTBr� :
Kawajhac
336
xf.• i yy A3
3 W gk +
434 430
Honomv
114 �.
43S _ i � l Hilo
5
.........633 a7 _ ...
142
9 63�y
2
144.
Kail s-Kauai
fCeau�rou .. ` ,_ - r��fo,rrri��1�""} .�•''°
"-'- - ._ �-'- vi �•.� ��� b.
83
TM fi34 3999 Pc` hoa
t
Koalacekua - - 1 y f +� . 836
&0 ' J f
Honaunau
jIM
m joh?
a
Hawaii Police Department - Districts and Beats
PIXKW Swom
MipRooad& ® SOLI@IFhb
=] KMw
F'°2. rrAkW
KOW
,x _ PC E3za[s HtdhKbhwa
NA r,-deer
"s.
736 9994 µa4 Kalapana
r f
C147
735 W.
r
r It`aha
e�1 WU r� s�+• _ �v2 _ g a .t
`c1Yfdc7ld i + 733 `-0, 734 ',' *+ 130
,�CGGl
{:1rt�{/f7p/J�.� +, ^° 9 l�6 fir' 131 kill
L"
731 � ' � Naalehv
730 Y 4 n _141
k . • '�
Ai aF� '�' .. � � y 4'6 �1�,. �e • rz. .
rr L5
142
South Point
f
Courtesy of Hawaii County Police Department
Beat areas are described in General Order (GO) 204, District and Beat Boundaries - delineates
police beats, encompassing foot patrols, motorcycle beats, and motor patrol beats across
districts. Directional indicators, cross streets, or geographical landmarks define beat boundaries.
In addition to the beats specified in the GO, specific events, such as traffic safety efforts during
the Mauna Loa eruption of 2023 and COVI D-19, may be included as part of a 'project beat' or
temporary beats. Consequently, our report documents calls associated with approximately 102
beats.
71 Introduction
Organization Structure
Below is an overview of the department's organizational structure, including its reporting lines,
staffing distribution, and key positions.
Organization
Section 7-2.1 of the Hawaii County Charter states, "There shall be a police department consisting
of a Police Commission, a Chief of Police, a Deputy Chief of Police, and the necessary staff.
Police Commission: Hawaii County Charter Section 7-2.2. establishes a Police Commission.
Nine Hawaii Island residents serve on the Hawaii County Police Commission. The mayor
appoints one member from each council district subject to confirmation by the Hawaii County
Council. The Police Commission's responsibilities include appointing the Chief of Police,
reviewing the police department's budget, advising the Chief on police -community relations, and
considering and investigating misconduct charges by the Police Department or its members.
Police Chief: Hawaii County Charter Section 7-2.4 establishes that the Chief of Police oversees
the planning, assignment, and execution of police activities, manages investigations and
subordinates, and maintains departmental records. They exercise judgment in daily operations,
formulate policies, plan the department's budget, and design crime prevention programs. As the
highest-ranking official in a police department's chain of command, they hold responsibility for all
operations across every division and unit.
Administrative Bureau:
Police Commission
• Police Chief
o Office of Professional Standards / Criminal Intelligence Unit
o Deputy Police Chief
• Administrative Bureau
• Administrative Services
• Finance
• Word Processing
• Public Relations
• Special Response Team
• Accreditation
• Human Resources
• Safety/Workers Comp
• Personnel
• Training
• Community Relations / Research & Development
• Technical Services
• Communications Maintenance
• Computer Center
• Communications Dispatch
• Records & Identification
■ Traffic Services
• Area I Operations Bureau
• Area I Criminal Investigations Division
• Criminal Investigations Section
8� Introduction
■ Vice Section
■ Juvenile Aid Section
■ Crime Lab
■
South Hilo Patrol
■
Hamakua/North Hilo Patrol
■
Puna Patrol
■
Traffic Enforcement Unit
■
Community Policing
■ Community Policing Officers
■ School Resource Officer
■ DARE
■ HI -PAL
■ Area II
Operations Bureau
■
Area II Criminal Investigation Division
■ Criminal Investigation Section
■ Vice Section
■ Juvenile Aid Section
■
Kona Patrol
■
South Kohala District
■
North Kohala District
■
Ka`u District
■
Community Policing
■ Community Policing Officers
■ School Resource Officer
■ DARE
■ HI -PAL
ORGANIZATIONAL CHART
HAWAVI POLIO DEPARTMENT
POLICE COMMISSION
POLICE CHIEF
f PROFESSIONAL
STANDARGS
dEPUTY POLICE CHEF
ADMINISTRATIVE ISILI I --'13LFIEgU -� BUREAIJ
MINISTRATIVE TECHNICAL SERVICES AREA I CRIMINAL SGUTH HILL PATROL AREA II CREMAL KONA PATROL
SERVICES INVESTIGATION DIVISION �fy Tl&kTIDN DIVIS10N
OCO"UNICATKWS CRIMINAL INVESTIGATION I HAMAKUAJNORTH HILCI C JRGNLPL INVESTIGATION
FNANCE MAINTENANCE SECTION PATROL SECTION SOUTH KOHALA PATROL
WORD PROCESSIhJ Z)CIMPUTERCENTER CRIME L?I8 PUNA PATROL VICE SECTION NORTH KOHALA PATROL
PUBLIC RELA-;::.',°= COMWUNICATIONS VICE SECT IQJN TRAFFIC ENFORCEMENT I JLNENLEAID SECTION KAL PATROL
dISPATCH UNff
HUUAN RESOURCES RECORDS& JLNENILEAIDSECTION COMMPOUSROMI n:•_ TRAFFICENFCRCEIUENT
IO UENTIFICATN UNff
SJ4FETifAWC TRAFFIC SERVICES RESERVES =OWA POUSRCUMI.PAL
TRAIN RESERVES
SRTJONT
ACCREDIThTION
Source: hawaiipolice.com
9� Introduction
Services Overview:
1. Core Services:
• Active Shooter/Violence Awareness
• Animal Control (a new agency established July 1, 2023)
• Crime Prevention and Drug Safety
• Coroner/Medical Examiner
• Domestic Violence Services
• Firearm Services
• Police Reports
• Terrorism Awareness
2. Community Engagement:
• Community Policing
• Community Satisfaction Surveys
• Drug Take Back Program
• Gated Communities
• HI -Pal
• Neighborhood Watch
• Station Tours, Speaker Bureau
• TV Interviews, Website Posts
HPD's array of services reflects a deep understanding of the community's various needs.
101Introduction
Noteworthy Achievements
CALEA Accreditation
The Hawaii County Police
Department has achieved its fourth
consecutive CALEA accreditation
for Advanced Law Enforcement.
This milestone reflects the
department's adherence to over
400 CALEA standards, achieved
through effective policy
management and ongoing
revisions.
�IIIINNNININIIIIIIII��
THE GOLD STANDARD IN PUBLIC SAFETY
HPD's Accreditation Section, Source: CALEA.org
comprising a Police Lieutenant
who serves as the Accreditation Manager, two Police Sergeants, and a Clerk III, is responsible
for aligning policies with CALEA's standards, managing compliance files, and conducting the
necessary assessment processes. These processes include annual web -based assessments and
an extensive on -site assessment every four years.
The department focuses on maintaining compliance with best practices and meeting community
expectations. Staff training and development are facilitated through participation in CALEA
conferences and the use of PowerDMS software, which assists in managing compliance files and
policy databases.
Transparency and Accountability
Maintaining CALEA certification offers several benefits to the public, one of which is the
adherence to standards for reviewing Use -of -Force incidents, as outlined in CALEA standard
4.2.4. This standard discusses Use -of -Force Analysis, compiled by the special response unit and
submitted to the Chief annually. The most recent report from 2022 included a suggestion to make
this information accessible online.
Similarly, at the end of every year, HPD submits a misconduct report' to the Hawaii State
Legislature. Misconduct and attendant disciplinary reports reflect the status submitted to the
Hawaii State Legislature at the time. Results, in part or their entirety, may be subject to Grievances
and Appeals set forth by the Collective Bargaining Agreement governing the accused employees.
1 Hawaii Police Department Annual Miscount Report. https://www.hawaiipolice.com/about-us/annual-misconduct-report Date accessed 1-3-
2024
111 Noteworthy Achievements
Proactive Policing Overview
Community Policing Mission
To form a partnership with the community in order to
create a safe and secure environment.
Community Outreach Initiatives
Community police officers foster community
collaborations to establish a safe and secure
atmosphere. This goal involves community engagement,
initiatives to prevent crime, and addressing specific
issues, such as presenting to Neighborhood Watch and
Citizen Patrol programs.
Neighborhood Watch Program Officer assists homeowner with abandoned vehicle left
The Neighborhood Watch Program is a community -
on private property, courtesy County Auditor
based initiative to enhance neighborhood security by encouraging collaboration between
residents and local law enforcement. The program revolves around residents actively observing
and reporting suspicious activities in their neighborhoods, effectively acting as additional eyes
and ears for the police.
Participants in Neighborhood Watch typically organize meetings, often with police
representatives, to discuss safety concerns, crime prevention strategies, and ways to maintain
vigilance in their area. These meetings also serve as a platform for building stronger community
ties and enhancing communication between neighbors and law enforcement.
Coffee with a Cop
Coffee with a Cop is an innovative community policing
initiative designed to break down the barriers between
police officers and the communities they serve. At its core,
this program builds trust and fosters open communication
in a relaxed and approachable setting.
During events, local police officers and community
members gather in a neutral space, often a local cafe, to
discuss community issues, build relationships, and drink
coffee. There is no agenda or speeches, but the program
offers a chance to ask questions, voice concerns, and for
citizens to get to know the officers in their neighborhoods.
This initiative is part of a broader trend in modern policing
emphasizing community engagement and proactive
problem -solving rather than reactive law enforcement.
Y
Coffee with a Cop, courtesy HPD
12 1 Noteworthy Achievements
The program aims to build a stronger, more cohesive community and a more effective and
approachable police force.
School Resource Officers
The School Resource Officers initiative, initiated in 2003, represents a joint venture involving
police officers, educational professionals, students, parents, and the wider community. Its primary
goal is to implement educational programs focusing on legal matters within schools. This initiative
aims to decrease criminal activities, drug misuse, and violence, thereby fostering a secure
atmosphere for schooling.
The responsibilities of School Resource Officers encompass addressing criminal incidents
occurring on school premises, delivering educational sessions to pupils, offering advice related to
legal issues, and acting as intermediaries between educational institutions and the Police
Department.
HI -PAL (Hawaii Isle Police Activities League)
The HI -PAL program was established on the Big Island in 1980. It provides social and athletic
activities for the youth of Hawaii between the ages of 5 and 17.
HI -PAL comes under the jurisdiction of each
district commander, whose patrol and
community police officers, with community
member assistance, provide positive activities
for youths that teach moral and social values,
such as sportsmanship, fair play, respect for
authority, self-discipline, and the benefits of
hard work, all while having fun. HI -PAL also
reaches out to youth considered "at risk" due
to economic, geographical, or social
situations.
HIPAL Kona Canoe Regatta Medal Winners. Courtesy, HPD
13 1 Noteworthy Achievements
Public Input and Feedback
Every two years, HPD hosts a Community Satisfaction Survey2. The survey results indicate a
mixed trend in perceptions of safety and satisfaction with the Hawaii Police Department from
2013 to 2023.
While there's a decline in the percentage of respondents who strongly agree that the island is a
safe place to live, work, or visit, the combined percentage of those who agree or strongly agree
generally remains stable or shows a slight increase by 2023. In 2023, 11.9% of respondents
strongly agree, slightly less than the 12.67% in 2021 but higher than the 7.82% in 2019. The
percentage of those who agree in 2023 is 47.14%, showing a consistent increase from 45.84%
in 2021 and 42.27% in 2019. See Attachment 2 for detailed survey results.
Contacts with police officers are mostly perceived positively, with an increase in the percentage
of respondents who strongly agree that officers demonstrated professionalism and integrity and
expressed interest in helping. The survey results for 2023 reinforces this positive trend.
Satisfaction with civilian police employees also shows a positive trend through 2023, with some
fluctuations in specific aspects like professionalism and compassion.
Participation in satisfaction surveys was relatively flat between 2013, 2016, and 2019. However,
we note that beginning in 2021, HPD has successfully increased community engagement in the
surveys. Between 2019 and 2021, participation nearly doubled from 563 participants to 1,034.
Between 2021 and 2023, numbers increased again from 1,034 to 1,572, or an additional 52%
increase. We commend HPD in its effort to continually improve outreach and incorporate vital
public feedback into its strategic planning.
Conclusions
The HPD's initiatives align with modern community engagement strategies and are consistent
with industry peers, designed to foster safer communities through collaboration and
communication. However, it is important to recognize that the presence of these programs alone
does not automatically equate to their success or efficacy. The nature of community needs and
challenges necessitates continuous review, assessment, and adaptation of programs to ensure
they deliver tangible benefits and meet the evolving expectations of the community. Regular
evaluation, coupled with the willingness to make necessary adjustments, is fundamental to
maintaining their relevance and effectiveness in contributing to public safety and trust.
2 Community Satisfaction Survey. https://www.hawaiipolice.com/community/community-satisfaction-survey
Date accessed 2-14-2024.
141Noteworthy Achievements
Chapter 2
Audit Results
Performance and Community Expectations
Audit Activity
To verify this section, we conducted the following activities:
• Analyzed call for service data from January 1, 2019, to September 30, 2023, from CAD
• Reviewed Attorney General 2020 Uniform Crime Reporting Reports
• Benchmarked applicable FBI crime statistics
• Assessed compliance with applicable CALEA standards
• Participated in two community policing ride-alongs
• Other activities as required
• Note: A dashboard is available to the public at:
https://www.hawaiicounty gov/our-county/legislative/office-of-the-county-auditor/audit-reports
Performance and Community Expectations
Our first objective was to determine "What is the efficiency and effectiveness of service delivery
within the Hawaii County Police Department, focusing on response times, crime locations, officer
deployment, resource utilization, and overall customer satisfaction, and how do results improve
public safety outcomes?" Our analysis focused on the activities of patrol and community policing.
The audit did not review Communications Dispatch, Criminal Investigation Division (CID), VICE,
Juvenile Aid, or other ancillary divisions.
Evaluation of HPD's Performance
Standard 40.1.1 of the CALEA Law Enforcement Standards, titled "Crime Analysis Procedures,"
mandates that law enforcement agencies establish written directives for crime analysis, covering
several key aspects:
1. Identification of Data Sources: Agencies must specify sources for crime analysis data.
2. Data Evaluation: The data and findings are evaluated for accuracy.
3. Dissemination of Findings: Analysis findings should be disseminated appropriately.
4. Briefing the CEO: The Chief Executive Officer must be briefed on crime patterns or
trends.
This standard emphasizes collecting, evaluating, and analyzing crime data to develop actionable
intelligence. It suggests using various analytical tools to identify and interpret criminal activity and
trends. The standard also highlights the need to effectively disseminate information to relevant
units for operational and tactical planning and strategic development at the agency level.
151Audit Results
HPD complies with this standard through district crime trend reports, which track major crime
categories month -over -month, year -over -year, and year-to-date. The reports include the number
of assaults, closure rate percentages, a timeline of events, crime trend summaries, and
recommendations for implementing improvements.
While HPD's compliance with CALEA Standard 40.1.1 through its district crime trend reports is
commendable, we conducted an independent analysis to offer insights and identify risks. This
beat analysis, distinct from internal evaluations, allows for a different perspective of crime patterns
and trends within Hawaii County.
Beat Analysis
Results were derived through a police beat analysis of the Hawaii County Police Department,
assessing their performance on several variables in a calls -for -service dataset between January
1, 2019, to September 30, 2023, and other relevant data. A police beat is a designated area or
patrol route within a jurisdiction that officers regularly monitor and patrol to maintain law and order,
respond to incidents, and engage with the community.
To augment visualization of the following datapoints, the Office of the County Auditor has created
a dashboard available to the public. The information detailed in this report can be accessed on
the dashboard at:
https://www.hawaiicounty.gov/our-count /Iegislative/office-of-the-county-auditor/audit-reports
We determined that the highest volume of calls is the most critical factor to consider when
evaluating demand or resource allocation. This is because a higher volume of calls typically
reflects an increased need for services in the community. It directly impacts emergency services'
operational capacity, response times, and resource management. As the demand for assistance
grows, it becomes crucial to understand and address these changing needs to ensure timely and
efficient responses.
161Audit Results
1. Island -Wide Incident Location
Our review found call volume significantly increased in 2021, with a baseline increase of
approximately 13,058 calls after the COVID-19 pandemic. Instead of an expected annual
increase, 2022 saw a negligible decrease of 37 calls from 2021. The estimated number of calls
by the end of 2023 suggests a moderate increase of approximately 2,854 calls from 2022.
.. 5 Hi ghest- by Be
Area Total
Beat
834
Hawaiian Paradise Park
37,569
835
Ainaloa, Hawaiian Beaches
29,521
133
Hilo, downtown
267127
833
Keaau/ Kurtistown
237119
635
Kona, downtown
227290
Table 1: Top 5 Highest Call Volume by Beat, compiled by the Office of the County Auditor
*Auditor note: Data includes all calls
2. Incident Types
The frequency of Priority 1 calls in a beat is an
important indicator of potential danger for
officers and victims. A high ratio of Priority 1
calls suggests that officers frequently encounter
high -risk situations. Conversely, excessive time
spent on lower Priority 2 calls, such as public
disturbances, can impede officer readiness for
urgent situations. Therefore, connecting high
utilizers of public safety services, especially
within vulnerable groups, to supportive social
services is important to reduce the strain on
police resources, focusing on dignity and
societal integration for these individuals.
Officer speaks with group of citizens, courtesy County Auditor
Priority 1
• Includes violent crimes such as murder, assault, robbery
• Involves immediate threats to life, safety, and property
Priority 2
• Involves property crimes like theft and burglary
• Generally, less severe or does not involve immediate threats to life, safety, and property
Top 5 Beats Highest
Area
Priority 1 Call Volume
Priority 1 Priority 1 %
Over
Priority 2
25%
Priority 21Y6 Total
Beat
834
Hawaiian Paradise Park
137351
35.54%
247217
64.46%
377568
835
Ainaloa, Hawaiian Beaches
87720
29.54%
207800
70.46%
291521
632
North Kona, Old Airport
77217
34.55%
137672
65.45%
207889
634
Kona, Downtown-Palani
67771
31.29%
147869
68.71 %
217641
635
Kona, Downtown-Ali`i
67681
29.97%
157608
70.02%
22,290
Table
2: Call for service data. arovided by
HPD compiled by the Office of the Countv Auditor
*Auditor note: Data includes all calls
171 Audit Results
3. Response Time to Critical Calls
Because of large coverage areas, difficult -to -access geography or roads in some areas, and
staffing shortages, HPD deals with long response times for most of its calls. HPD prioritizes
Priority 1 calls, and response times reflect this. The following table reflects the highest number of
Priority 1 calls with a response time greater than 30 min. This table calculates Response Time as
the average time between "When reported" and the "First Arrived Time" on scene.
Top
Beat
5 Beats: Highest Priority 1 Calls and Response Time Exceeding 30 Minutesl
Area Priority 1 Resp Time
832
Eden Roc
67445
32:37
731
Ocean View
57436
37:40
831
Fern Acres
3,887
40:50
837
Leilani & Lower Puna **
2,191
**30:10
735
Pahala
1,978
38:60
Table 3: Call for service data, provided by HPD compiled by the Office of the County Auditor
**See Attachment 1 for Auditor Notes, excludes Officer Initiated calls
Other Notable Response Time Attributes
The average response time between January 2019 to September 2023 is 00:25:59, with single -
year ranges from 00:23:45 in 2021 to 00:30:21 in 2020.
Response times vary by Beat from as low as 00:13:26 (138, Hilo, Wong Stadium) to as high as
00:57:07 (838, Kalapana)*.
*Auditor Note - Data outliers omitted from response times analysis.
4. Time -Series
Calls by Hour
Early Morning Rise (5:00 — 9:00 AM): Call volume increases around 5:00 AM, reaching its peak
at 9:00 AM. This increase could be attributed to the start of the daily activities of residents and
businesses, leading to more incidents requiring police attention.
Daytime Plateau (9:00 — 4:00 PM): From 9:00 AM, the call volume remains relatively consistent
until about 4:00 PM. The consistency during these hours might be due to regular daytime activities
and traffic, which maintain a steady level of incidents.
Evening Decline (4:00 — 11:00 PM): There is a linear decline in call volume from 4:00 PM until
11:00 PM. This decline could correspond with the end of the typical workday and reduced
business activities, leading to fewer incidents.
Late Night Surge (11:00 — 12:30 AM): At 11:00 PM, calls increase until around 12:30 AM. This
surge might be related to nightlife activities, such as bars and restaurants closing, which can lead
to a temporary spike in incidents.
Overnight Decrease (12:30 — 5:00 AM): After 12:30 AM, there is a steady decline in call volume
until it reaches its lowest point at 5:00 AM. The overnight hours are typically quieter, with fewer
people and businesses active, resulting in fewer incidents and, thus, fewer calls.
181Audit Results
Calls by Day
• On average, there were about 437 police calls for service per day
• The highest number of calls recorded in a day is 635
• The lowest recorded number of calls in a day is 243
• There is a variation of approximately 54 calls around the mean
• 75t" Percentile: 75% of the days had 474 or fewer calls
• Median (50t" Percentile): Half the days had 440 or fewer calls
• 25% of the days had 401 or fewer calls
Calls by Week
• Highest on Fridays, 117,453
• Dips during the weekends
• Lowest on Sundays, 90,819
Calls by Month
Overall, there is little change in cyclical crime patterns in Hawaii County. Volumes are lowest in
the second quarter of the year (February - April) and typically spike in the fourth quarter (October
— December). This lack of change and relative consistency is primarily due to the region's
consistent fair weather. This stable climate minimizes significant changes in residents' habits and
routines, which can lead to seasonal variations in crime types and rates in many other regions.
Consequently, the absence of dramatic weather -related lifestyle changes in Hawaii contributes
to a more uniform crime pattern throughout the year.
191Audit Results
Officer Deployment
The graph below illustrates a 24-hour call -for -service call pattern and officers available to respond
for all years (January 2019 — September 2023). HPD staffing is relatively flat over the 24 hours,
and on -duty patrols do not strongly correlate to the mid -day spike in demand for services.
200
24
&00 AM ' 2:0- 3:0 -.. 6:00 P�_,
Cburt cf Ca I N L rr ber 0 Count o- Officer
Graph 1 Call for service data provided by HPD, compiled by the Office of the County Auditor
The graph below illustrates that over time (January 2019 - September 2023), the call for service
demand is outpacing the number of officers available to respond. The trend line for calls for
service indicates a slight increase in service demand, while the Officer count trend line is slightly
declining, indicating an uncoupling.
100
2019 2020
0 Cc v of Officer CburYt of CzI I Number
Graph 2. Call for service data provided by HPD, compiled by County Auditor
20 1 A u d it Re
Crime Reporting and Clearance Rates
Nationally, law enforcement's approach to crime reporting has undergone significant changes.
Traditionally, departments have submitted crime data to the Federal Bureau of Investigation (FBI)
using the Uniform Crime Report (UCR) format. The UCR system focuses on Part I offenses, which
are divided into two categories: violent crimes (such as murder, rape, robbery, and aggravated
assault) and property crimes (such as burglary, larceny -theft, motor vehicle theft, and arson). This
program compiles data on the occurrence of these crimes as reported to law enforcement and
the associated arrests. However, the UCR's summary reporting method, which records only the
most severe offense in a criminal incident, has faced criticism for potentially underrepresenting
the full extent of criminal activity.
In response to these limitations, the National Incident -Based Reporting System (NIBRS) was
developed to offer a more detailed and comprehensive perspective on crime in the United States.
NIBRS gathers data on each incident and arrest within numerous elements and offense
categories (Group A offenses) and also includes Group B offenses, for which only arrest data are
reported. NIBRS aims to improve the quality, quantity, and timeliness of the crime data collected
by law enforcement, providing a fuller picture of crime incidents.
HPD began NIBRS reporting in 2022. This adoption is significant because, in the short term, crime
statistics reported by the FBI may indicate a spike in crime in Hawaii County. However, this
perceived increase reflects a more thorough reporting of the range of crimes associated with
particular incidents. Both the UCR and NIBRS systems are managed by the Federal Bureau of
Investigation.
The shift from UCR to NIBRS in crime reporting is important when discussing clearance rates,
which measure how well police solve crimes. Once mature datasets emerge with NIBRS providing
a clearer picture of crime, police can use this information to solve more cases.
Clearance
Although definitions can vary, clearance rates tend to represent the percentage of reported crimes
that have been solved or "cleared" by law enforcement agencies. Calls are typically cleared for
one of two reasons, either by arrest or by exceptional means.
Arrest
This reason applies if at least one person has met one of the following conditions:
• Arrested
• Charged with a crime
• Turned over to the court for prosecution
Exceptional means
This reason applies only if the following four conditions are met.
• The offender is identified.
• Sufficient and appropriate evidence exists to support an arrest, make a charge, and turn
over evidence to the court for prosecution.
211Audit Results
• The offender is located and will be taken into custody immediately.
• A circumstance beyond the department's control prevents a successful arrest, charging,
and prosecution of the offender. Examples include an inability to extradite, suicide, victim
refusal to cooperate, etc.
We utilized data provided by HPD to the Office of the Attorney General and published as Review
of Uniform Crime Reports, November 2021. We compared the results to national 2019 UCR data
as published by the FBI to compare HPD results against national averages:
Comparison of Crime Clearances
to UCR
National Averages
2020 2019 National Average
Description
2018
2019
Total Crime Clearance*
18.1%
15.9%
19.9%
-
Violent Crime Clearance**
40.3%
37.8%
49.4%
45.5%
Murder Clearance
50%
87.5%
69.2%
61.4%
Rape Clearance***
29.6%
34.8%
25.7%
32.9%
Robbery Clearance
44.6%
41.9%
52.5%
30.5%
Aggravated Assault Clearance
45.5%
36.3%
54.4%
52.3%
Property Crime Clearance
15.9%
14.1 %
15.4%
17.2%
Burglary Clearance
11.9%
14.8%
17.3%
14.1%
Larceny -Thefts Clearance
16.1 %
13.6%
13.9%
18.4%
Motor Vehicle Thefts
16.0%
13.8%
Table 4: Comparison of Crime Clearance (AG) to UCR (FBI) National Averages, complied Office of the County Auditor
*See Attachment 1 for Auditor Notes
Separately, in HPD's Operations Bureau Six -Month Progress Report on Program Objectives for
FY 2022-23, the department set goals and reported actual clearance for specific crime types,
including:
ProgramObjectives
Description Goal
Actual
Burglary
30%
29%
Theft/Auto Theft
30%
27%
Robbery
60%
62%
Sexual Assault
80%
60%
Table 5: Source: Six-month Progress Report on Program Objectives for FY 2022-23
Based on what HPD reported, actual performance represents a marked improvement over time
compared to prior periods. We commend HPD on their improved clearance rates.
221Audit Results
Beat Analysis Conclusions
The Hawaii County Police Department (HPD) presents a nuanced and evolving picture of law
enforcement, balancing proactive measures with notable challenges. HPD's accreditation and
subsequent recertifications, adoption of community policing approaches, and aggressive goals
indicate a prudently run department.
However, additional opportunities to improve exist. Specifically, response times are a crucial
aspect of policing efficiency. While industry standards suggest a swift response within 3 to 15
minutes for priority 1 calls, HPD's average response time is significantly longer, about 21 minutes,
and priority 2 calls average about 30 minutes. This challenge reduces HPD's ability to intervene
effectively in crimes in progress.
Notably, the increasing calls for service in areas like Hawaiian Paradise Park and Ainaloa and the
management of growing homeless populations in areas like downtown Kona continue to strain
the department's resources. Despite efforts by community policing units, these escalating
demands highlight the need for either more effective or additional resource allocation to address
the evolving needs of these communities.
The vast geographic regions create a mismatch between in-service demand and officer
availability, indicating insufficient personnel or potential over-resourcing in low-pressure areas
and under-resourcing in high -demand zones.
Despite these challenges, clearance rate percentages are competitive with or outperforming
national averages for the period reviewed.
While the HPD demonstrates a solid commitment to community -oriented policing and has made
significant strides in certain operational areas, it faces challenges in response times and human
resource allocation. Addressing these areas is crucial for the department to effectively meet the
evolving needs of the Hawaii County community, thereby enhancing public safety and trust in law
enforcement.
231Audit Results
Finding 1: Ongoing Evaluation of Beat Distribution Needed at HPD
Cause of the Condition
HPD struggles with extended response times, and a mismatch in service demand versus officer
availability suggests imbalances in resource distribution.
Effect of the Condition
The prolonged response times hinder HPD's ability to intervene effectively in crimes, leading to
missed opportunities in apprehending offenders during the critical initial stages of incidents.
Recommendation 1: Evaluate Beat Distribution at HPD
We recommend HPD conduct a comprehensive review of officer assignments to address
response time, including but not limited to:
• Continually evaluate response time strategies in the highest demand areas.
• Reassign staff in smaller low -demand beats that might be over-resourced to high -demand
beats that might be under-resourced, or if no areas can be identified, add new resources
to reduce disparities between areas.
• Increase the frequency of social work ride -a -longs, explicitly appealing to individuals who
heavily use department resources. This strategy aims to directly connect individuals with
appropriate services, thereby reducing the operational burden on the Hawaii Police
Department.
241Audit Results
Resource Utilization
Audit Activity
To verify this section, we conducted the following activities:
• Analyzed budget -to -actual figures from FRESH reports.
• Reviewed SHOPO 2021-2025 collective bargaining agreement
Salary and Wages
HPDjLSalary and Wages (S&W)gActual ExpeIndituresAMM
Description FY 2018-19
FY 2019-20
FY 2020-21
FY 2021-22
FY 2022-23
Regular 45,141,181.16
45,9087512.52
4678877896.16
4578067057.55
477742,399.25
Overtime 5,2887048.19
577217647.98
677747695.21
779497612.81
879447228.65
Misc 5647228.08
9367806.10
7657284.72
798,468.77
8057363.04
Table 6: HPD Salary and Wages (S&W) Actual Expenditure (EDEN Fresh), compiled by the Office of the County Auditor
Regular Salary and Wages (S&W): HPD consistently over -budgets for regular wages. The
actual expenditures were consistently lower than budgeted amounts.
L
Fiscal Year
HPD Regular
Budget
S&W
Actual Variance %
FY 2018-19
$ 4875427066
$ 4571417181.16
- 7.01 %
FY 2019-20
$ 52, 222, 059
$ 457908, 512.52
-12.09 %
FY 2020-21
$ 52, 807, 544
$ 46, 887, 896.16
-11.21 %
FY 2021-22
$ 5276877204
$ 4578067057.55
-13.06%
FY 2022-23
$ 5272057062
$ 4777427399.25
- 8.55%
Fable 7: HPD Regular Salary and Wages (EDEN Fresh) compiled by the Office of the County Auditor
Overtime Wages: A striking under -budgeting trend is observed in overtime wages. The overtime
expenses exceeded the budget and did not meet the department's overtime needs. HPD's
overtime expenses are primarily driven by operational readiness, not unforeseen circumstances.
Collective bargaining agreements also drive categories of guaranteed overtime.
111IMME1111111110 - es -
Fiscal Year
Budget
Actual
Variance %
FY 2018-19
$ 37023,399
$ 572887048.19
+ 74.90%
FY 2019-20
$ 688,800
$ 572717647.98
+665.34%
FY 2020-21
$ 2, 806, 201
$ 6, 774, 695.21
+ 141.42 %
FY 2021-22
$ 3, 002, 946
$ 7, 949, 612.81
+ 164.73 %
FY 2022-23
$ 3, 336, 583
$ 8, 944, 228.65
+ 168.07 %
Table 8: HPD Overtime (EDEN Fresh) compiled by the Office of the County Auditor
251Audit Results
Miscellaneous Wages: As with overtime wages, HPD has a pattern of under -budgeting for
miscellaneous wages. The actual expenses exceeded the budgeted figures significantly.
iI U
" 0 Ah
Fiscal Year
Budget
Actual
Variance %
FY 2018-19
$ 5337871
$ 5647228.08
+ 5.69%
FY 2019-20
$ 5167669
$ 9367806.10
+81.32%
FY 2020-21
$ 5907249
$ 7657284.72
+29.65%
FY 2021-22
$ 5927309
$ 7987468.77
+34.81 %
FY 2022-23
$ 5937409
$ 8057363.04
+35.27% A
Table 9: HPD Miscellaneous Wages (EDEN Fresh) compiled by the Office of the County Auditor
Other Current Expenses (OCE)
The OCE section exhibited a more aligned trend, with actual figures closely matching the budget
projections, with some variances.
HPD
OCE
Actual Variance %
Fiscal Year
Budget
FY 2018-19
$ 14, 525, 382
$ 14, 2117179.21
- 2.16 %
FY 2019-20
$ 1570827281
$ 1374947394.10
10.53%
FY 2020-21
$ 1474867325
$ 1470027657.78
- 3.34%
FY 2021-22
$ 15, 669, 325
$ 13, 638, 051.02
-12. �Jb u/o
FY 2022-23
$ 1771447845
$ 1477127407.74
-14.19%
Table 1 U: HPD Uther Current Expenses (UCE), (EDEN Fresh) compiled by the Uttice of the County Auditor
A detailed analysis reveals subtle shifts within the budgetary framework, which are normal and
should be expected.
Equipment (EQPT)
While a smaller part of the overall budget, equipment expenses showed mixed accuracy in
budgeting, with some years seeing significant underestimation and others overestimation.
---------------------------------------------------------------------------------------------------------
Fiscal Year
HPD Equipment'
Budget
Actual Variance %
FY 2018-19
$ 7147467
$ 7977329.51
+11.60%
FY 2019-20
$ 6667100
$ 111397331.00
+71.05%
FY 2020-21
$ 9407200
$ 9927135.91
+ 5.52%
FY 2021-22
$ 1,107, 034
$ 926, 995.65
-16.26 %
FY 2022-23
$ 373087831
$ 2657624.14
-91.97%
Table 11: HPD Equipment (EDEN Fresh) compiled by the Office of the County Auditor
Conclusion
Not all expenditures can be anticipated, and deviations may represent adapting to meet needs.
Still, the audit reveals a need for HPD to refine its budgeting processes and adopt a more data -
driven, flexible approach to ensure a more accurate alignment of budget allocations with actual
operational needs.
261Audit Results
Finding 2: Address Imbalanced Budgeting Practices at HPD
Cause of the Condition
HPD faces challenges due to consistently unfilled funded vacancies, especially in temporary
officer positions. This is compounded by collective bargaining agreements that drive overtime
expenses and HPD's underestimation of operational demands. Subtle budget shifts in budget -to -
actual expenses demonstrate mixed accuracy in forecasting, indicating challenges in predicting
financial needs.
Effect of the Condition
The imbalanced budgeting approach leads to insufficient funds in some areas and unnecessary
surpluses in others. It also undermines the department's ability to forecast and allocate resources
accurately, potentially impacting the overall effectiveness.
Recommendation 2: Implement Balanced Budgeting Practices at HPD
We recommend HPD integrate a data -driven budgeting process to align fixed and variable costs
with operations accurately.
271Audit Results
Police Commission
Audit Activity
To verify this section, we conducted the following activities:
• Reviewed the 2022 Hawaii County Charter, Section 7-2.2
• Interviewed Police Commission Chair
• Reviewed applicable Police Commission Annual Reports
• Analyzed Laserfiche materials related to the execution of duties
• Discussed Confidential Report Draft 2 with the Hawaii Police Commission
The Police Commission is pivotal by serving as an essential oversight body. In a context where
distrust in policing might arise from past incidents, perceived lack of transparency, or concerns
about accountability, the Commission acts as a conduit for accountability and public trust. Its
authority is granted in Hawaii County Charter §7-2.2(c) Police Commission Power and Duties
include:
1. Adopting Rules: The Commission is responsible for creating rules necessary for its
operations and overseeing the regulations of the police department.
2. Budget Review: It reviews the annual budget prepared by the Police Chief, providing
recommendations to the Mayor and Managing Director.
3. Annual Reporting: An annual report is submitted to the Mayor, Managing Director, and
the Council, detailing the Commission's activities and findings.
4. Public Complaints Handling: The Commission receives, investigates, and reports on
public complaints against the Police Department or its members. A summary of these
complaints and their outcomes is included in the annual report.
5. Advisory Role: It advises the Police Chief on matters of police -community relations.
6. Operational Review: The Commission periodically reviews police department operations
to suggest improvements to the Chief and Managing Director.
7. Performance Evaluation: The performance of the Police Chief is evaluated annually,
with a report submitted to the Mayor, the Managing Director, and the Council.
8. Staffing: It has the authority to hire personnel necessary to fulfill its functions.
9. Non -Interference Clause: Commission members are prohibited from interfering in the
administrative affairs of the police department except for purposes of inquiry.
281Audit Results
What we found:
The Rules of Practice and Procedure were last revised and adopted on July 20, 2018.
The Rules of Practice and Procedure does not address:
• How the budget review and recommendations should be conducted
• While the Commission is tasked with receiving, considering, and investigating charges
brought by the public against the conduct of the department or its members, the document
does not specify the steps or criteria to be used in these investigations.
• What the Annual Report should include
o The FY 2019-20 Annual Report is missing or was never produced
o The FY 2021-22 Annual Report is missing or was never produced
o The FY 2022-23 Annual Report is missing or was never produced
• How will the Chief's performance review process be conducted
o The Police Commission has not evaluated, at least annually, the performance of
the Police Chief, and no associated report is provided to the Mayor, Managing
Director, or the Hawaii County Council as required by Hawaii County Charter
Section 7-2.2(c)(7).
Conclusion
The Police Commission's activities require procedural enhancements. Despite its role in fostering
public trust and accountability in policing, the Commission's current practices, last revised in 2018,
lack detailed guidelines for key oversight functions.
Finding 3: Procedural Gaps in Police Commission Oversight
Cause of the Condition
The Police Commission's rules and procedures, last revised in 2018, lack specific guidelines for
aspects of its official oversight duties.
Effect of the Condition
Due to the absence of detailed procedures and gaps in the Police Commission's effective
oversight, public trust and transparency in police operations may erode over time.
Recommendation 3a. and 3b.: Review and Update Police Commission Rules of Practice
and Procedures
3a. We recommend the Police Commission revise and regularly update rules and procedures
to explicitly include guidelines for budget reviews, annual report content, the Police
Chief's performance evaluation, and public complaint handling, ensuring consistent,
transparent, accountable oversight and required document production.
3b. We recommend the Police Commission establish a review schedule and provide onboard
training for new members to implement these procedures effectively.
291Audit Results
Mental Health Initiatives
Audit Activity
To verify this section, we conducted the following activities:
Gained understanding of the Department of Justice, Law Enforcement Mental Health and
Wellness Act (LEMHWA)
• Analyzed General Orders (GO) relevant to the subject matter
• Interviewed HPD's Training Division
• Interviewed the HPD Chaplain
• Reviewed materials related to the nonprofit organization "Friends of First Responders"
• Benchmarked active programs administered by other agencies
• Gained understanding of City of Bend Oregon Police Department wellness program
The United States Department of Justice (DOJ) is pivotal in guiding best practices for mental
health in public safety. The DOJ implemented the Law Enforcement Mental Health and Wellness
Act of 2017 (LEMHWA), recognizing the importance of mental well-being alongside physical
health. This act underscores the critical need to maintain the psychological health of law
enforcement officers to ensure community protection while being emotionally resilient and
adaptable to stress.
Despite the recognized importance, support for officer wellness at a national level is fragmented
and hindered by cultural and logistical barriers. Law enforcement officers face significant
stressors. Their responsibilities involve vigilance, irregular work hours, and exposure to traumatic
and confrontational situations. The added pressure of public scrutiny further intensifies these
challenges.
Building on this understanding, a 2017 LEMHWA3 Report to Congress offered 22
recommendations to address these risks and improve law enforcement officers' mental health
and wellness. Recommendations from the report are as follows:
1. Support creating a public service campaign around law enforcement officers' mental
health and wellness in conjunction with National Mental Health Month.
2. Support the development of resources for community -based clinicians who interact with
law enforcement and their families.
3. Support programs to embed mental health professionals in law enforcement agencies.
4. Support programs for law enforcement family readiness at the federal, state, and local
levels.
5. Encourage departments to allow retired law enforcement officers to use departmental peer
support programs post -retirement.
3 Law Enforcement Mental Health and Wellness Act Report to Congress. Enforcement Mental Health and Wellness Act Report to Congress.
https://portal.cops.usdoi.gov/resourcecenter/content.ashx/cops-p370-pub.pdf Date accessed 1-3-2024 (page 43-44).
301Audit Results
6. Support the development of model policies and implementation guidance for law
enforcement agencies to reduce suicide.
7. Support the creation of a Law Enforcement Suicide Event Report surveillance system.
8. Support rigorous research to evaluate the efficacy of crisis lines.
9. Support the expansion of crisis lines for law enforcement staffed with counselors with a
law enforcement background.
10. Consider support for a national crisis line for law enforcement.
11. Support research to determine the efficacy of mental health checks and establish best
practices.
12. Consider methods for establishing remote or regional mental health check programs at
the state or federal level.
13. Support the expansion of peer support programs for all officers.
14. Support expanding peer programs to include broader health and wellness, not just critical
stress incidents.
15. Support alternative models to agency -specific peer programs, such as through regional
collaborations or labor organizations.
16. Support training programs for peer mentors for peer support programs.
17. Include all types of agencies, including federal, when supporting peer programs for law
enforcement.
18. Improve legislative privacy protections for officers seeking assistance from peer crisis lines
and other peer -support programs.
19. Support identifying, developing, and delivering successful resiliency training programs for
academy and periodic in-service settings.
20. Support training programs that promote the universal application of preventive
interventions, including skills to manage stress.
21. Encourage departments to make support available to nonsworn employees on the same
terms as their sworn colleagues.
22. Promote the development of programs that promote whole health and officer resilience.
Furthermore, the DOJ compiled a case study4 of 11 organizations to compare the similar and
distinct initiatives implemented at the various organizations.
The 11 case studies included the following participants:
1. Bend Police Department
2. Charlotte -Mecklenburg Police Department
3. Cop2Cop
4. Dallas Police Department
5. Indianapolis Metropolitan Police Department
6. Las Vegas Metropolitan Police Department
7. Los Angeles County Sheriff's Department
8. Milwaukee Police Department
9. Metropolitan Nashville Police Department
4 Law Enforcement Mental Health and Wellness Programs Eleven Case
Studies. https://portal.cops.usdoi.gov/resourcecenter/RIC/Publications/cops-p371-pub.pdf Date accessed 1-3-2024 (page 5).
311Audit Results
10. San Antonio Police Department
11. Tucson Police Department
The report included overviews, program components, challenges, and key learning lessons for
program replication. Below is an extraction of the unique elements in and through the various
programs'
................................................................................................................................................................................................................................................................................................................................................
Table 1. Continuum of law e ilf orcem erit nienta 111 ea Ith and wel I mess programs
ComJponents
Nr,ruitmenit, hiring. allUsLreeninU zor
mental wellness
Training academy resiliency and self-
X
X
X
care
la -service training on imental %vellness
X
X
X
X
X
X
X
X
X
X,
X
topics
Suicide prewerytion
X
X
X
X
X
X
X
X
X
X
A
ResihencE and self -rare
X
X
X
X
X
X
X
X
X
X
Supervisor trainingasfi-Di-it-I ine
X
X
X.
X
rnent-al health first aid
Mentorship programs
X
Early warning systems
X
X
X
X
X,
Critics I incident response teams
X
X
X
X
X
X
X
X
X
X
X
* Debriefing protocol
X
X
X
X
X
X
X
X
X
X
Peer support programs
X
X
X
X
X
X
X
X
X
X
Behavioral hea 1') and %-e 11 ness u nits
X
X
X
X
X
X
X
4 Counseling
X
X
X
X
X
X
X
X
X
X
X
* Referralsfor SEnfilMS
X
X
X
X
X
X
X
X
X
X.
X
* Dornestic violence
X
X
X
X
X
X.
X
* Substance -abuse
X
X
X
X
X
X
X
X
X
X.
X
Chaplaincy role
X
X
X
X
X
X
X
X
Psychological counseling (Internal)
X
X
X
X
X
X
X
X
X
Psychologica I UDILIMeling (externall
X
X
X
X
X
X
X,
X
* Employee assistance pr,D.qram
X
X
X
X
X
X.
X
* Treatment (resident ial and
X
X
X
X
X
X
X
X
X
nomesidertiall
* Recurring mental heaAh checks
X
X
X
X
X
* Mandatory counseling following
X
X
X
X
X
X
X
X
X
X
X
Critical Incident
Eye movement desensitization and
X
X
X
i
reprocessing therapy
Officer crisis care and support jinl'ury,
X
X
X
X
X
X
X
X
illness. line -of -duty deaths, etc.)
Military support —deployment and
X
X
X
X
reintegration
Re6rad efficers
X
X
X
X
A
Spau 5a I suplacirt, healthy Tamil ies. or
X
X
X
X
Fa m, 1 IV Day
Therapy an ima Is (d,DgS, cats, horses.
goatsl
Source: LEMHWA Eleven Case Studies Report, 2019
32 1 Audit Results
The County of Hawai`i's Mental Health Initiatives
Mental health initiatives in the HPD encompass several programs and services. Many of the
mental health initiatives are addressed through the department's General Orders (GO). For
example, recruitment, hiring, and screening for mental wellness from the table above are
addressed in GO-531 Psychological Evaluations, which states, "It shall be the policy of the Hawaii
Police Department that pre -employment psychological evaluations shall be used to help
determine suitability for law enforcement work." Other GOs include Peer Counseling & Critical
Incident Support Units GO-533 and Police Chaplain Services GO-419. HPD employs a robust
early recognition system, as described in Section 4.7 of its procedures manual, to identify
employees experiencing difficulties and employ early intervention strategies to support and avoid
escalating behavior patterns. Additionally, Training Personnel GO-400 covers modules such as
suicide prevention, crisis intervention, peer -to -peer support training, and others. There is a
mandatory debriefing protocol for officers following critical incidents.
The County also offers a COH Employee Assistance Program (EAP), in which State of Hawaii
Organization of Police Officers (SHOPO) Bargaining Unit (BU) members are offered up to four
free annual visits and additional visits covered by insurance with a copay.
The Chaplain services GO-419 are a central aspect of HPD's mental health program.
Chaplain responsibilities are:
Police Chaplain Coordinator (Lead Chaplain) Responsibilities:
1. Report to the Police Chief the operation of the Chaplains' Program
2. Administer the Chaplains' Program
3. Collaborate with the Administrative Services Section Sergeant on administrative matters
4. Submit statistical reports on the activity of the Chaplains' Program to the Police Chief
5. Provide training to recruit classes on the role of the Police Chaplains' Program
6. Be available to perform the duties of a Police Chaplain when necessary
Police Chaplain Responsibilities:
1. Counseling
2. Hospital and Sick Calls
3. Funerals
4. Weddings
5. Invocation and Benediction
6. Public Relations
7. Reporting
8. Perform services within the County outside of the assigned jurisdiction when the Police
Chief authorizes the activity.
9. Make regular visits to the police station within their jurisdiction to build relationships.
331Audit Results
Although the Chaplain's role is a volunteer position and has clearly defined responsibilities (GO-
419), it does not address all components of a mature program. In response, mental health
stakeholders formed a nonprofit organization, Friends of First Responders (FFR)5 , to address
some gaps.
The "Friends of First Responders Hawaii Island" is dedicated to supporting the health and
wellness of acting and former first responders and their families on Hawaii Island. They engage
in activities such as supporting peer units and personnel during stress or trauma from critical
incidents. They connect trauma -affected first responders to counseling or other psychological
services. They make crisis text hotlines and suicide prevention hotlines accessible to first
responders and their families safely and confidentially. They host family support events and
community -building activities to foster a supportive environment for first responders and their
loved ones. These include family fun, an annual family first couples retreat, golf tournaments, first
responder flag -waiving, and similar events. During events like the first couples retreat, seminars
are administered by subject matter experts on topics such as suicide prevention.
FFR has taken a central role in HPD's mental health wellness program. However, we did not find
it typical for a private organization to spearhead an agency's program. FFR is acknowledged as
a committed partner in improving mental health efforts, and public -private partnerships can result
in effective service delivery. However, HPD does not have a specialist responsible for organizing
and enhancing its initiatives and network. Currently, a detective with a full-time workload is
handling coordination. As a result, HPD depends on FFR for significant support.
A Program by Comparison
We contacted the City of Bend, Oregon, Police Department (CBPD) as they were one of the
eleven agencies in the LEMHWA Congressional Report. We spoke with the Lieutenant in charge
of the Training Division, which houses the behavioral unit. The Lieutenant stated that the general
training budget is approximately $ 280,000 and $ 130,000 in additional programs and activities
($ 410,000 Total) for its workforce of approximately 310 personnel. By contrast, in FY 2022-23,
HPD budgeted $ 146,000 for a workforce of approximately 650 personnel.
S Friends of First Responders Hawaii Island. https://fofrhi.com/ Date accessed 1-3-2024.
341Audit cults
Bend Oregon Police Department Wellness Program
Overview:
Bend Oregon Police Department's (BOPD) Wellness Program aims to support their employees'
physical and mental well-being. These initiatives include various health, fitness, and stress
management activities, emphasizing voluntary participation and confidentiality. The programs
collectively contribute to a healthier, more resilient workforce.
Available Programs and Resources:
• Team and Individual Workouts
• Yoga
• Mindfulness
• Mental Health LCSW
• Peer Support/Critical Incident Response Team
• Employee Assistance Program (EAP)
• Chaplaincy Program
• Johnny Law Program
• Restorative Resting Program
• Spouses of Bend Oregon Police Department (BOPD)
• Mentorship Program
Wellness Activities:
• Team & Individual Workouts: Officers can substitute their breaks for a one -hour workout
during shifts. This encourages teamwork and motivation, with individual workouts also
available. Participation is voluntary.
• Yoga ($30,000 additional funding): Officers can replace breaks with aone-hour yoga
session. It's offered four times in eight days, with professional instructors to reduce stress
and improve flexibility. Participation is voluntary.
• Mindfulness: A 15-minute session at the end of day shifts, focusing on breathing and
reflection to reduce stress and improve mental well-being. Participation is optional.
• LCSW ($60,000 additional funding): A Licensed Clinical Social Worker available for up
to 10 hours weekly, offering support and referrals for mental health concerns, building and
networking program connections, and maintaining confidentiality.
• Peer Support Group/Critical Incident Response Team: A team providing support and
counseling for stress management maintaining confidentiality under Oregon Revised
Statute.
• Employee Assistance Program (EAP): Offers free and confidential counseling for
personal and work -related issues independent of the department.
351Audit Results
• Chaplaincy Program (funding unknown): A chaplain supports officers in crisis, offering
assistance with stress, trauma, and other life stressors.
• Johnny Law Program ($40,000 additional funding): An annual health screening
program for first responders focusing on cardiac health, diet, sleep, injury prevention, and
mental health.
• Restorative Resting Program: Allows graveyard officers to rest during breaks, with
specific guidelines for readiness and location.
• Spouses of Bend PD: A program for spouses to connect, share resources, and support
each other, focusing on positive communication and community.
Conclusion
Prioritizing a comprehensive wellness program requires substantial time, effort, and energy
invested in researching, designing, implementing, and enhancing initiatives. The maturity of these
programs demonstrates a deep commitment to the holistic well-being of both HPD personnel
morale and their families. It underscores the department's dedication to fostering a supportive and
resilient work environment.
Finding 4: Insufficient Internal Resources for Mental Health Initiatives at HPD
Cause of the Condition
Historically, HPD has not prioritized the role of a mental health coordinator to identify needs and
continually enhance offerings in its workforce.
Effect of the Condition
The absence of a dedicated mental health coordinator for first responders could have significant
and far-reaching consequences. Without targeted support, first responders face:
• Heightened stress and burnout
• Reduced effectiveness in emergencies
• Increased absenteeism and turnover
• Decline in morale and job satisfaction
• Strained relationships
• Negative public interactions
• Escalating costs for the county
Recommendation 4: Prioritize Resources for Mental Health Initiatives at HPD
We recommend HPD establish a dedicated role to coordinate mental health and wellness
initiatives. The coordinator should develop, manage, and customize comprehensive mental health
programs consistent with the LEMHWA recommendations to Congress and other established
programs, prioritizing consistency and integrating these initiatives to meet the specific needs and
structures of HPD. This approach should reduce dependency on any single external organization
and enhance the offering of mental health support for first responders.
361Audit Results
Training Initiatives
Audit Activity
To verify this section, we conducted the following activities:
• Reviewed publications applicable to the adoption of Peace Officer Standards and Training
(POST)
• Reviewed Law Enforcement Standards Board materials
• Reviewed HRS 139 Law Enforcement Standards and other relevant state laws
• Interviewed HPD's Training Division
• Referenced applicable CALEA standards
In the United States, police training standards are not determined at the national level but are
managed by individual states. Each state has its own (POST) board or an equivalent entity that
sets the minimum training standards for law enforcement officers. In Hawaii, the Law
Enforcement Standards Board ("Board") was established by Act 220, Session Laws of Hawaii
2018, adding a new chapter codified as chapter 139 to HRS. As outlined in section 139-3, HRS,
the board shall:
(1) Adopt rules in accordance with chapter 91 to implement this chapter;
(2) Establish minimum standards for employment as a law enforcement officer and certify
persons to be qualified as law enforcement officers,
(3) Establish criteria and standards in which a person who has been denied certification,
whose certification has been revoked by the board, or whose certification has lapsed
may reapply for certification;
(4) Establish minimum criminal justice curriculum requirements for basic, specialized, and
in-service courses and programs for schools operated by or for the State or a county for
the specific purpose of training law enforcement officers;
(5) Consult and cooperate with the counties, agencies of the State, other governmental
agencies, universities, colleges, and other institutions concerning the development of
law enforcement officer training schools and programs of criminal justice instruction;
(6) Employ, subject to chapter 76, an administrator and other persons necessary to carry
out its duties under this chapter;
(7) Investigate when there is reason to believe that a law enforcement officer does not meet
the minimum standards for employment, and in so doing, may:
a. Subpoena persons, books, records, or documents;
b. Require answers in writing under oath to questions asked by the board and
c. Take or cause to be taken depositions as needed in investigations, hearings, and
other proceedings related to the investigation;
(8) Establish and require participation in continuing education programs for law enforcement
officers;
(9) Have the authority to charge and collect fees for applications for certifications as a law
enforcement officer;
(10) Establish procedures and criteria for the revocation of certification issued by the board;
371Audit Results
(11) Have the authority to revoke certifications and
(12) Review and recommend statewide policies and procedures relating to law enforcement,
including the use of force.
The Hawaii State Attorney General's Office houses the Law Enforcement Standards Board, as
provided for by HRS §139-2, comprising various officials and members with relevant experience
in law enforcement and public service. This board has faced criticism for not meeting deadlines
and making slow progress toward establishing unified state standards for law enforcement. The
American Civil Liberties Union (ACLU) has been particularly vocal, emphasizing the necessity of
uniform standards for law enforcement.
Historically, throughout the state, there has been a tendency to rely on CALEA accreditation as
being sufficient. Current HPD leadership has expressed an appetite for adopting POST. It's
important to note that POST does not conflict with CALEA; instead, they complement each other
and can facilitate adoption, as CALEA provides a common methodological framework.
Adopting POST ensures consistent training for law enforcement recruits statewide, aligning
County police departments more closely with the Hawaii Revised Statutes. Establishing a uniform
statewide framework for training, comprehension, and enforcement of laws reduces ambiguity for
law enforcement personnel and the public, enhancing clarity in adhering to legal provisions.
The HPD faces risks without adopting POST, including legal and liability concerns, which are
partially mitigated when:
• Initial certification assures that officers have been trained under a uniform standardized
framework.
• Maintaining certification ensures officers stay up-to-date on new technologies and
techniques. It also provides predictable training patterns for scheduling and budgeting.
• Decertification helps to ensure that agencies aren't hiring employees with unacceptable
behavior patterns.
POST reduces liabilities by assuring that departments are prepared for current and evolving
community needs and helps insulate the department and its employees.
Other concerns include limited interagency cooperation, particularly during an emergency or joint
operations. Variability in training techniques and procedures can impede effective collaboration
with other agencies. Additionally, the challenge of attracting and recruiting qualified applicants
persists, as potential recruits may favor departments adhering to recognized standards like POST.
While law enforcement agencies in Hawaii slowly move toward adopting a state standard,
National Certification Training such as the International Association of Directors of Law
Enforcement Standards and Training (IADLEST) are being adopted, and in some states, such as
Idaho and Nevada, are becoming mandatory.
381Audit Results
Conclusion
As law enforcement agencies across the country continue to enhance their horizontal integration
at the state level and vertical integration through the adoption of national standards, any delay in
Hawai`i's full implementation of POST will contribute to a steep learning curve and a more
protracted timeline to adopt uniform practices employed by participating industry peers.
Despite these challenges, HPD does have a robust training program administered by five full-time
uniform personnel. One captain, one sergeant, three police officers and up to 197 field training
officers who teach specialized training modules.
HPD training initiatives
Training takes place under four circumstances:
1. Recruitment
2. Transfers
3. Returning to Duty
4. Remedial (Recall Training)
Training Competency
Field Training Officers (FTO) and Training Coordinators learn how to administer, manage, and
supervise FTO programs.
The goal of the training is to:
• Produce highly trained and positively motivated employees
• Produce trainers capable of meeting or exceeding the standards of performance the
organization requires
• Improve the agency's selection process through on-the-job observation of each new
employee's performance and their response to training
• Build skill and knowledge
• Establish a job -related appraisal system utilizing a standardized and systematic approach
to the documented measurement of probationary performance.
• Provide equal and standardized training to all newly hired members and remedial training
in those areas with identifiable deficiencies
• Establish a career path within the organization by providing qualified members (FTOs)
• Ultimately, it increases the organization's overall efficiency, effectiveness, and reputation
by modeling professional, competent, and ethical behavior
HPD maintains training content that is up-to-date, relevant, and compliant with certification
standards through the use of its powerDMS module, a feature offered through CALEA.
Recruitment
Individuals who completed the FTO program train recruits. General Orders govern training. For
recruits, timelines include:
• Six months of classroom training
o 40-hours, prosecutor's training
39 I Aud it Res
■ Evidence
■ Prosecutorial thresholds
0 40-hours Criminal Investigation Division & Juvenile Victim's Unit
o Specialized lessons include:
■ Use of Force
■ Pepper Spray
■ Baton Use
■ 40-hours, Firearm
■ Heart Savers (eight department instructors)
■ Medical Field Aid Kit (MFAK) (Certified by Hilo Medical Center, four instructors)
■ How to Administer Narcan (two department instructors)
■ Tourniquet (Instruction provided by the Hawaii Fire Department)
■ Emergency Vehicle Response — (Maui "Trained -the -Trainer," initially)
■ Advanced Law Enforcement Rapid Response Training (ALERRT) is an active
shooter module
■ Riot Training "Field Force"
■ Arrest and Control Techniques
■ Correction Facility Training - Cell Extraction
■ Sobriety Testing
■ Annual Training — Firearm Recertification
■ De-escalation Training (Three-day training)
■ Mental Health for Employees, external physician teaches
• Suicide Training
• Four additional months of on-the-job training. (10 months total)
During the probationary period, which comprises the first four months of on-the-job
training, the trainee's field training officer fills out a daily evaluation worksheet. The
form contains about 20 metrics on knowledge, safety, and proper use of code.
• The trainees rotate officer pairings monthly to incorporate diverse perspectives
• Trainees struggling are
put on Performance
Improvement Programs.
Transfers
Transfers receive abbreviated
training, lasting two to six months,
and contains the same criteria as
the recruit training.
Returning to Duty
Return -to -duty employees receive
a two month refresher training that
focuses heavily on recent changes
in law and software to refamiliarize
officers with changes that may
have occurred during their
absence.
Special Response Team operators conducting basic entry tactics, Mauna Kea Cabins.
Courtesy HPD
40 1 Audit Results
Recall Training
Historically, remedial training with
seasoned officers has not been
prioritized. Beyond basics such as
annual firearms recertification,
many seasoned officers have not
been targeted for training in new= ,
and emerging techniques. Recently,
HPD has begun retraining
g ..
initiatives. Its first class commenced
on November 24, 2023. The class
consists of 20 officers at a time and '
is conducted monthly for four days
each month. Upon completion, all
sworn staff will be apprised of the
latest law enforcement modules.
The training division's goal is to
ensure all sworn staff receive the
latest information in a devoted classroom setting at least every five years.
Active Shooter Drills: HPD and HFD, ALERRT AAIR Joint Training
Courtesy HPD.
Conclusion
We compared the training department ratios between the BOPD and HPD. In BOPD, there are
4.5 full-time equivalent (FTE) staff members and additional contractors specifically assigned to
advance training initiatives. In contrast, HPD has one Sergeant, one Captain, and three Police
Officers responsible for overseeing training activities for a workforce nearly twice the size of
BOPD. To fill the gap, HPD utilizes a diverse pool of approximately 197 department instructors
covering a wide array of topics, including Firearms, Use of Force, and CPR/First Aid. HPD is
committed to providing comprehensive training. HPD estimates these instructors, dispersed
across various departmental units, provide approximately 3,291 hours of training annually to
department personnel.
While this practice is noteworthy, frequently borrowing field personnel to supplement gaps in the
full-time training staff burdens operations and maintaining full staffing. The necessity to borrow
personnel frequently indicates a need to analyze the underlying reasons for this requirement.
HPD's recall training ambitions put additional pressure on its callbacks, holdovers, and working
on days off, likely contributing to additional overtime. HPD has no devoted training facility, as
illustrated in the photographs above.
Training and drills are conducted at the grace of various facilities willing to accommodate the
department's requests. This is a challenge for both police and fire services, as they cannot
practice practical life-saving drills routinely.
411Audit Results
Finding 5: Enhance Officer Training and Standards for HPD
Cause of the Condition
The core challenge faced by the division stems from Hawai`i's absence of uniform training
standards. Additionally, the division's training program is severely hindered by a small
management team, limited resources, a lack of dedicated facilities, and a limited budget.
Effect of the Condition
HPD faces increased public scrutiny until the state adopts standardized training. Its small
management team limits effective coordination, increasing the likelihood of operational failure.
Scarce resources, no dedicated training facilities, and a constrained budget limit officers'
exposure to critical scenarios. This lack of preparedness puts officers and the public at risk in life -
threatening situations without prior simulation or contingency planning.
Recommendation 5a. and 5b.: Strengthen Training Framework with Standards and
Resources Optimization
5a. We recommend HPD prioritize the adoption of POST standards promoting standardized
law enforcement practices statewide, including flexibility for department -specific
adaptations acknowledging unique operational needs.
5b. We recommend HPD evaluate the staffing model within its training division. This
assessment is an examination of the trainer -to -officer ratio to ensure that it can effectively
manage the current training and seamlessly incorporate new and pertinent activities to
support HPD's long-term objectives.
Lastly, HPD should consider exploring collaboration opportunities with the Hawaii County Fire
Department and other agencies to formulate a long-term strategy for securing a dedicated training
facility. This collaborative effort should focus on resource pooling, shared usage, and potential
funding avenues to establish a specialized training center.
421Audit Results
Chapter 3
Waste, Fraud, and Abuse
As a practice, we remain mindful and document instances of fraud, waste, and abuse within the
scope of the audit objective and not departmentwide or countywide.
Management did not report actual fraud, waste, abuse, although they acknowledged ongoing
investigations and pending litigation.
What is the definition of Abuse?
"Abuse" involves deficient or improper behavior compared to behavior that a prudent person
would consider reasonable and necessary operational practice given the facts and circumstances.
This includes the misuse of authority or position for personal gain or the benefit of another. Abuse
does not necessarily involve fraud or illegal acts.
During the audit, we became aware of disciplinary reports taken against multiple current and
former employees, as reported through press releases and departmental disciplinary reports'.
These actions may be considered abusive behavior when the allegations are confirmed to be
accurate.
We commend the County's efforts to provide avenues for the public to lodge complaints with the
Police Commission and to hold employees accountable when breakdowns occur. The department
needs to remain vigilant and continue nurturing a culture that condemns behaviors detrimental to
the public interest and the reputation of both the department and law enforcement, including
actions that may constitute abuse.
6 Annual Misconduct Report. 4* https://www.hawaiipolice.com/about-us/annual-misconduct-report Date accessed 2-14-2024.
431WastL, Fraud, and Abus(
HPD Ethics Pledge:
LAW ENFORCEMENT CODE OF ETHICS
AS A LAW ENFORCEMENT OFFICER, my fundamental duty is to serve mankind; to safeguard
lives and property; to protect the innocent against deception, the weak against oppression or
intimidation, and the peaceful against violence or disorder; and to respect the Constitutional rights
of all men to liberty, equality, and justice.
I WILL keep my private life unsullied as an example to all; maintain courageous calm in the face
of danger, scorn, or ridicule; develop self-restraint; and be constantly mindful of the welfare of
others. Honest in thought and deed in both my personal and official life, 1 will be exemplary in
obeying the laws of the land and the regulations of my department. Whatever I see or hear of a
confidential nature or that is confided to me in my official capacity will be kept ever secret unless
revelation is necessary in the performance of my duty.
I WILL never act officiously or permit personal feelings, prejudices, animosities or friendships to
influence my decisions. With no compromise for crime and with relentless prosecution of
criminals, I will enforce the law courteously and appropriately without fear or favor, malice or ill
will, never employing unnecessary force or violence and never accepting gratuities.
I RECOGNIZE the badge of my office as a symbol of public faith, and I accept it as a public trust
to be held so long as I am true to the ethics of the police service. I will constantly strive to achieve
these objectives and ideals, dedicating myself to my chosen profession ..... law enforcement.
CIVILIAN EMPLOYEES CODE OF ETHICS
AS A CIVILIAN EMPLOYEE, I will keep my private life unsullied as an example to all; develop
self-restraint and be constantly mindful of the welfare of others. Honest in thought and deed in
personal and official life, I will be exemplary in obeying the laws of the land and the regulations of
the department. Whatever I see or hear of a confidential nature or that is confided to me in my
official capacity will be kept ever secret unless revelation is necessary in the performance of my
duty. I will never act officiously or permit personal feelings, prejudices, animosities, or friendships
to influence my decisions.
REVIEWED FOR PUBLIC RELEASE
Source: https://www.hawaiipolice.com/wp-content/uploads/2019/08/Code-of-Ethics.pdf Date Accessed: 2-15-24
441Waste, Fraud, and Abuse
Conclusion
To improve government accountability and ensure audit recommendations are implemented or
resolved, we will continuously monitor the status of pending recommendations using our
remediation tracker. To view the status, visit us at: https://www.Hawai`icountygov/our-
co u my/�g i s l ative/off i ce-of-the-county-a u d ito r
In closing, the improper use of government resources or positions is often discovered
thanks to employees and the public, and we encourage you to report concerns through our
fraud and whistleblower hotlines:
Fraud and waste hotline: (808) 480-8213
Whistleblower hotline: (808) 480-8279
Email: concern Ca)Hawai`icounty. aov
Fax: (808) 961-8905
Mail: Office of the County Auditor, 120 Pauahi St., Hilo, HI 96720
To access the complaints directory:
https://www. Hawai `icou nty.gov/our-cou my/leg islative/office-of-the-cou nty-auditor/i ng u i ry
and -complaint
Submit a claim:
https://www. Hawai `icou nty.gov/our-cou nt/l/legislative/office-of-the-cou nty-auditor/i ng u i ry-
and-com plai nt/i ntake-form
451 Conclusion
This page intentionally left blank
Chapter 4
HPD Management Response
�h3 r
I I I I R "�VlljiLjh: A 7. '01-Nr.kulflcz
H'cd FL INL&11;1�1
County of Hawal"I
I'v]L:r lkiim::
Ut) u r A u d i i: ('i r
25 AU,[)Lr.i Strd-cL
3(
;el-- - 'dANA(i] M, 17. N I Q.) YO CO l,'.N'I'Y A t J 1) 11'() 1 Z RT
B :.i ri-i ir-ril 01 P D) v-Jt:-� di%uudk. find i r--Lrs. whIch I I
wlx--r� i i ri ra'-'LODUI P-700JJJ [It %,kith'r opcii-Hilonal and
r- % I I
a c] m n',4 i, r, 'iii;� :-)ns. 'J ill', l:1C1-JL:'Ci 111 e Mi33 lU I I I -U n' t �L) L: 1%" on j le i reso LLr C e i� (I g G jn -i i n -L� I I L 5 ris o
I aw - n foTccrnicn, prxl,KL��. �LnL�
the Pn1i,QL: 3T1 1 1 jJ71 itandar '];ra7 o n o.,,
tMLn111-.1W Staff HSsCSSjjj(-r-" %:hln:1L,!L: rTIL:111 i S i, I I L'Lllk:rijl L1L'1'-L%L:lrjLl11 OC Lh;: COP GILHIMS '%Alld 111%-r
%,onla, Tik%.,: %3,,,1 :bin jn�j t!TFL! roarij:LL: rrjL: iiL f c� L. po� i is s.
rccnr,i1,cndatwi1L: T' 1hr" 1% (11A 1lsl:L:L
Itt:CU111111tathlbin 1,
v I l ri: I i r.- L I I I I-L' 111 k- I 1 %-1'. 1 t'%:'- 'L,-, V, 1) 11J]ALL I :i%,1,i1jnYiikckis% ai 41 (I (I
Vi;inai,�onienl
or-C-UT-s w3t,h th is r,xo ii in'i:nd,r' -
I I V I S foci n,il a staffing Nhortagc, lc.li 1, L j rr,�W I V i1t 21r" (4) 'tip tvv c'n fvixLmLr."
L
ii� at Vej.Y impixi-�, pijtr�A operations, rcdwing- otticer av�%ill.-Ibllily rcFu1r-lr-.-g 311
1k) �Ainn:5, 1., sliorlage ney, I
-ki.-od ru,'.-i_.insL! bine-q-' as rev-.-uled i13 thl�- audit. 1'o combat the ol" kcr %rihorta gc, HPD has iaktn
311 L"J.".. J I C % LO I I '.L:3 CaSt rect alwim")t methods, to inclu,&- a, mowtary iii-�ciinve app[Xar, I on -ilvil ; la[%al I i (IL".
v-' ve trw i i I i: loi i-rd to a conLinuous recruittricat pT4.1w0s, IA"hiQh 4LPP] i L:,irLL.S DO I i 5raSL- r hu vc co -wal
fUT IlkYe-C--`-JJtr3lClLt i')uviod t�. opuli a[vd applicailone 1"Or 111o]Wc OFFiccr I part be submi,ted at any tiire,
%kr:11L:n wid aei[ih tc-its arc noix cll`er,�d monNy. which has UJJQWXl HPI) IL) r2c�-Ivu- U swijj�- pool Of
- �X)S: L'O11SL HPD ha:5 ako 'TIGT-C�JSCd Ifit: J'rtqLLC1)LV 1)f [Ile PGhCU Uli0'11:-1
applicants fo'.'r P". I I Kk- () CCLC%;1' I L I
tnwri i ng acLqd.%nvv, h-j 161in L-1 k'-r)W� C I H 'Car, Thl-S CYV-'l t W] 11 C L5nLl nut LLr"Lli I die. VaC,20)(Ae-q We fi 111A,
461 Management Response
CO 11, N'FY A L 0 11 O R
Uy 01 " I 1AWAf I
RE: f.XLAB N'1"YAUD]TC1R'TS Pj---J)()R'F'
ILIA R, C I 1 19
P A Ci E. 7P
] 5
0 rill, S rCLru i 't
Cf,)ni1r,-.j1nL,,1 v.-'I--�i Lhu ITICTILILINed 1&-.L:J'Ui-JTIC3)t Cfr' 'd in � WIC] L �; LL�: I tf equemy-
sw'orn vac)L�[ I.V1 [ dt;:TCL,-� t. A c t,-. m j) f e [i ell .5 I'V C P�: VQ W i-� 1' L I I s t r 1 L t 1) ti� t as,: i knt'noni S Will b., C C. 'n L I L.- L I L.' (I
11 :il I 1'�Iw F -'I P i-) dk •1�311" 11110-1 (it'
T) C CI Tjj'j-n1;7?1" vnr,,-,i lil 3 1" 1 (; rc, ij..,, e d [ % k) CI -1 C' I , 'N L•or Urn - -XODI!It� I'D
0 f f] -7 Ok'%% T -S s n J 'i %� I i k L 1 V Ln :0 icidn�i Lht! rrs JI)ICS tO Q111;3 b
1 .1 fAM, L: t , y PaL101
ReCOF"WUCT)d0Ti0n 2:
1FPD intugratc a daita-driven budgetiTig pri-iccx% that accuralirly Lik'gus flhced aml variahle
co%ts with operatiulls.
L
gc nacn t ro;-s po n%,L! ti,j RCLOrnrim r-yidatifila 21F
............ I
conc urs, Wlth, th-1.5 m V(1-9.1 M(Lr LLH,1,1()Tl.
i� curre -P W, Con 1 7 LA3dj rkJA
e huh Ir
f6i th,-% Lipc.oming fisc--j' yt!.,,,a Jltl%� UA)d�C-f M AL e % an d i S' Pa St Np
-n),
paiif.,�rzis, L-nd fmA. i I c g L% i [ al -..% cl, an (I G:�-x 1� I L2 L2 xpnixt�,,-, uy ['L'L -Eltl. niptjiip� to ar-Z 1cl Pa' c & tba L are i�'i (i t
Ve't kiloviLl'. L)Cp'armionl cxponsu.� 01'- L IC LLL1(jU;;d t-JnL:d L)udk:L:t arc arx,c%m�h.�'67,6-rl vin Lrrinits Or.
-1%1 t
silp p leni.eni al b "I I �j �-V. C T L.--' 1 2 L.' X L� r] n � 1 �Lll Jcpj-rtr:x'r,'�i, spen,di-1 I'S C011,J Uctr%d jTJ {t M.UTI1' TN�.[hL IL j� JIY
rz S P, 0 n S I'D I c 'a -n' d #%,% n s u T(. L: f i S' ."' �, I I C f T i U I r T1 C
Recomm end ation S-3 as n(J 3b
0 Tbe Folice conimissi-nn I'Cvi�ie aaJ srcguhirly 1.113datie rults and procedures to inutudc
1�.,aidehttes for budget reviews, ;,innual rep rirt tun [,ent, th,c Pulice Chiefs pie rform-anot
eV iq I LI dl tiOU, publid romp laint fiaill inl",., cmuring consistent, Wanspareol-1, amnunlahle
qve,7N, i ght ;,,,I wit required, ilipc u-men I 13rodti-efi,an..
L
T h'V P f I I i -V i C41 M M isvi-IOR tSlah fish a review scbedule arid p:r'o V 1116; o n bijs rd trSin ink, for kk ram''
m em'kr5 to i rn pl emcni thr-st proe-p-dter- ifs eff-vetivelvi
Management rcspor,sc to Rcc(rmm-undst!on 3a and 3b;
H'P D i mk e � ri i ) p i ) x -3 iion W1 LEI Jdki rt(;DE313'rLeJ"1d3Wj on
Th t C 'o -Jnl�- i i F1 lawai: 1 11411 i ct� Contin i �sjo, ii" s autborl I from I lie T 'I wrval: 3 (-'11 um Y Chacc.r. ''! h-:�
L L I ing
Lx i rr--:7-i i duij", %ZU 3d respons'i L." 1'6cs i i- C I t-dc a?prlin ling or rc rr-ov 1 r-i 1 ffic ("'IL'LL: t' f, iL:C,,,.
I,",-rl nLvimv I C :,-- I I n I i t L I I "'.AJ d J� Z-2, t J'i r C al eL:-' d 1) "c th C C hi Q'I 2, f
ar i a r a r -i -j a I � i L:r f,.,. r r 13 LU I U C rl� V I -C %-V 0 C C [1,- 0 J, 0 f .11 o I
flol i ce. anc� -ci te-IL-L: ive. %�ons:-dcr. and inv,cst'g-ai v ch,.ir�t�L: �'n M&( 1`1 tl:.t! -,I Ub� kc agaL!"197 1% CO'lid L,,,- o ibe
I
NJ
" t
t F. a r"L: 1i -e I I t o f W 0 L j i i i: -i�i 1. b c s s 1) Vitas n (I a 1.i Ch () r 1 Z'V r J!, I i3jld D Ati1f(.)W,
4' CoL)j I),,- C 11 771 -P ht
- L 6 �� j dadions wot-)�] bC ' (.L�l 8�ijrW%"��12L:- I o L I DI I Lt
471 Management Response
I YLLK BENN,L.k
CQUNTYA1,JD1T()R
CO ON"FY 0 F H A WA I " I
I
PAGE'3"
Reco mmendation 4:
.0 HPO usta b 1,15h a dcli-Catull ri) Ic wirhi.n the dcpartment to coordimite ment.,ill hvi,,P111h amd
14, elln ess iju iti, atives.
N-1 tti,Rct�iiimnkeikdation 4:
I IT] ) -;:.031 c, u r � �%J ti i th- is r e -c o n lj n e j i d ra:l. o n.
"I 11t 171, &L-'3 ItJ 1 dI :irlij J%er Conal -w-eJ [ness of a] eniplloyi;xs o F C__W 14 P D r.-. (I f' 1.11C k'_"'_rr1LV-J i r-_ij':i :.r1wice . A s
n 't u d 1 r L i t u uLA rvpoil. t,wz i e i t Evr p rogimr. 1. Ul ner,i I uwi uddi, [I i m ul in i "Li -Ad v, es z:�,i uddie ti,s o ffl[ccr vvd Incss arc in, m..011on :v,,-.
I r 5 A j) ril 12 () 2 t [� t: 131 ue L) Lu a _11 C, C _- W -�� I I i"I C,3 S ro ga m wi 11 'h tt i i I 1119-TV- L L i,, o 2 0 L-_TT1j,)1civcux, ij,
s 1, Til lar pmgr3rn wil I 1"Ne c i Cf'trr-d cc i I mst rc-_:pojidci eoitplcs., and six loyc:,Cs '.ail" 'bL- lrr,Jirtd r.0
IMInIdIM x) L:arL providr- in -s -'-r u u ti.0-71 �--dh;r dC-JUfTJ1lC_F31 jvx,,ju"Nrs Chi4 F_irti IC-' Z J 1 A T
p u Lrr
(1,-:, u, Jnffri Lul '�italtli jnobjilc pho-'ic 'Lip, pl wbic��!b will 'Me nlMlt
-3 �L
u yai U)]e to otlker� (eurrent wid r tir Ai G th L f=1 1.1s, 11v milll-!umm�r. This
o 1� t", I I I u v a] 1 An -1 v n i, s I v ao c (L s s a, p I of o T a i rv. S 0 L 3 - L: L i ut ii d d rcs, s
t r.,-. a ineflivd " n which t'
various Si.tW16005% Oftr:r_ biv- fir�i rcspondus-, ind,
L. I ' in tb.:� Enal st, 11K"Al -S L 6
W A Pul.Aic Safety CcunL,,,,J-2r pr--s' ki gi;�S �1 QPITI &-.31t. A -,I(MiLi4irl. 11US I -ell
L-reitud Wind fu-idc,d, d'i.- C t"j w ic j 1. av_ d H I I D s a ve-a I t i �n e I I ji i :( a i�, I -o n o
'd SCIC-t d H 1,51117- 1, V T) '--.I rtr L I J Trm'ri Rtsc i urn:e sz. e I I L-� P C- to UC C L-U't 311 aqu.allfv�Tid
t: J3
bv i 1-ic cTul o F tlic c:i,Er*tmt 1_1 I )nu f Ji Irr-d. tip LAAL% Safm-- Coiimclor ivIAl 5c.Li-viti.%:! 11 TSB
�]ICITRI'Lff'n- it ri LL I I L u 1 "r I' m 11 i e s ;j ti, i t2 v i i Lv�- Lit L: c I iru u gli %, a- r i i�j L i E s L IL i a i: i o n s th a I -n -F, n -n;� it P, V .21 v
m p ,iz t 11-1 1 r I I v
Rccom mtn d afinn Sa a nil 531r.
.A
HPD prilorittize the ad,opticin of POSTpromoting staridpv(ii7cd law cnforccmunt pructices
.m Litatewidr, i"nelluding f1exibillity far dupwrimcni-specific ad.aptations, ;mv_1k,nuw1cdgiLng uiiiqur,
Poi
v rperli.tj U Ha I b ef'48.
BPI) eN,aj,uate tke statfing madel wiffilim 'LIN training, dilvisionL "rikis. assmiment is ain
ic:xamin,ition ()f the (r&inir[n-nV"wcr ratito tt) rnsure titat it eiin effectivelly maD.rlge the
eu ii-iren I I rai n im l; a nil %camlesisly inrorpu,rale new and pertint-W ;ictivitics to supporl 1,1PD"S
lungtcrm [Phjt:cfi1vCS..
] i P I) c,% i r i,,L-- w:- t f i :'t2Ci)131JJLLA3LdW.:1Gurus.
48 1 Management Response
TYLER BF-"�\�FLR,
CO 1, YNFY () F H A W A Il
R F: )vt A N A G I -AU -: N T R f- S P 0 "N S E 10 C G UNTY A 1. 1) 1 FO R'.,N R F FlOiZ'I
PAGE -'
T 1 P D [x.2c1t.Ld;e%.!ej.--a tInic t sum daid 'w-6on cil' nutionall-Y 'rcA)�jilzcd Jaw mfoi�xnill cn,; TUV,' i Ct� I LLI
L. Vi dc-nct!(.1 1� v -.! ur 0011 o 10TI -
ji, o a Am Ldization (f,)7 T..LWF. n ('(TrC'r-TT1,t T"i I A �,' 1: 31 C, i e.. 3 2 ccni tic,�W
OLl UF dcparlmc ri L ac [k:-e- v t!J initial CALEACCTJ',rJVF,111(1T1 :-n '2 r.- I a i i v-3 s I: i tc r L �- U 7 C Q -C S S V` r r, C,;� r- 111 C:, L 1"0 1 J T
t 1171 Y,. I I I C Li t r V- C -.- 13: 1)-' j I 1 .21 0 21 -1 C A I., FA c-. u rl i I I LaLii m s:-%L7-,n I �t %, that u w- Ju,P
l , artnwnt has d,.%1,M4,,1(-h5LrkLLr-J:
Wiil L0at]11U..---i t�1:® dulions--ratc. a Egli stapdud tii4-' -prot'cmjoual exxi,.eellericc Lu L-. rclatcs to �our dcpurt rTl,:f : i t
L
i
rJt - (11 1,jj I V 12C) Q'i I z G �CS� :e PF, '-f `5 W T 1� c -1�,1
Clper,311,031N, U:]d 11111.jZCi:twidards thal q I ip-n rL
(,Ln fi m-ctrzitri [.
11 is no I cd L-lUt Elie 11 2-WaF i S"tiAt :T1 L:ld at t!d L a%y E ri fo jv -k% --n,, c ji I S 1, r i n,k, I a FS ( i �;.j r d I L LS B j h,as b c �c n m s k-, c � I
L H1 c.-ition anIA dt-c-ff ni ficafion nrogram o C %-.:Ill
wit-] dw+:�--. Ot' '-3l1[)-`C'MC11t1'r[ g H C (,,- rt 1 L 1
IJ I . . S E3 "!; to [e- w i Ll be to C-n -LiTc law
th i r,- th Stet of H gwa ?.iir nl' 1hu T.1 S S
rT,i Ic LTS W I 1'o r rit 01
cnforc =-;mt 17;i'n: n LOTI and c,,,---Tt'1, Ikut, � 8 T C in WILA Ili "JOnal.1v Jecogli ly�:fl bt:q
I'f ) 7 1,,iw 1jk-C:jV ZO 1,() tit 1I,L!.x:,gn-,i.1tin N' rr-jILU to PO®L'.
OLLr department's Liaming :x L,,:()Tnmurl.�.eJ, by a Cap-,ain -ind wnslsl� of one Si-,rL,1r-uru and thrc.:�
71-Zi3n i rig %,%bi f'J, "-LL� r [v
10 baj.;fr,,L� 0) e, i, n u", - t o,,- iD r-.- L C C r 1: 3 1L, L 0,
3 tra I
Dft ct!r.,. Ru,()crnlzijig tF
r7.
TL- r) xpL5n. Jc- artm. L. Ti L i r L: Li ut t i-,- S
I jj) t"
L n c t d 1,,,, ad d ja ---� ar- a d d 1 L i o -a'- o ffi c, c r i, () I h c ca L- e, Lii id i i
;17L! TEE L 11 M ittd ti,% i,! r-1,�-, the u atnir-p� cadre: and o 1'�-1 L:er.%, I ri. v;j,,.ri L)us,.:js� kniments throij��hou i rl�v Jr-r. :,-,ru,ne ill
�7-
h i � a 1, 1 i �i w N FO 7- Ll i t� d-:tu c r i [ju i J',z ut 1'o n o C tr a I j iin g 0. 11"'CITI.S And
S"U111C HN err %truL:"-(irS 311, VdrWLJS CISLIP] incs, %V -
(1-ie a'-11 [I L y li I i Y, t r,ijj i i L- iu to d c p ails n t m i:` m cry.
1 ri :031CJUS2011Ilela11 1. [..W3kL )zpnt.mcm LivIL:u're-A)[5uousJP TO V D.E C, T p er,:j t i o: i s at) d
3 TT-Lplerntn [Utl CI f L 0 f' til C S C [-,%% c o j ii n i % %nda,uons wl'.] ltad it) --V'--iurLLC-d c)-,ii2ra . Honal Aficdc,ncv, b-,-Ilc!T- rt!.,so uTYL,L
tFCsc MtLHS-liTe�, WAI
and i C0331pilwicu W1111 TL��I,Ll�,,LLOTy r c q u yt r r,-, r- i itN. Additionc-ilb..
1% 1, tr', utll'lg 'to Pub]'LC tr--ISt -�Llffr
J11d Lall� -11-Y Wit &PHTI M-cr". , con I'll r) i5r
cTi h-c.-ric, [!L E L
COP.6fi& LICO -1011T �'A1.Par1TT11.`.7)9-.
IIILU)k V-N1 ff)7 ,fllg�vin bre 11�I I i�w�j 1 1 F'olice D,"-partment to pro v-d�L
-1 ,"part
491 Management Response
Police Commission Response
Mitchell D. Rc,
1
Couint%of Hawaili
i1)LICE ('ONIMISS[()�N
.-Nupi.1611
10 1 Paitah ii Wvel- Su hc 9 i Y6,-,,
N-19
1P
March 25, 2024
Tier 3, Benner
county Audirtor
County of Hawaii
OffiCe of the County Auditor
Ph 808-961.83B6
RE: POLICE DEPARTMENT AUDIT (SEP 23 — MAR 24) M Email
N,ar Mr. Bea r,
k Rl-ihin,�j)rj. Chair
1','h-nhk I kikj. Vivo ('h.ii-,r
loh,,) licrlwdi.
[r-.i-;iN Inv. %Iemh�,-r
I'liddin.L: I N1,L-inticr
i
6,10 Qtiartarari% Memh;j
.A i i I FN m % S,% i r. N1 I � n I 1-c (
Li lead I %LfcinK-,r
We vyisb to express nu r appreciation for iiour E..horough auditing of rhc% IA'Awoii County Pol Ice
Department- It hdS CDMO tOouir attention that this marks the departmen't'5 inaugural and a
signIficant M it r:tone noted by this com missiDn.
AS, the sooile JQ.ga,l Buthority entrusted with go
Vern-ance and oversight wiftn the Police
depa rtmentr the Comm iSSion remains. committeid, to einha rl.-
d,:".-""11-trqefltal performance
throa-gh re-,,--Drnmend,0'on5 to the poli-ce chief, as mandated by
This Commissi un tit hat the auditing team Wely eng -iged with the police
department administr.aticin to pinpoint Vhe Ncus areas of this audi-t.. Whir�e any audit is IndeW
benencial, the COrnmission strongly a6m�catee for a leader5hip r0t2 in doine,ati ng the a tees
I ecessitating future audits- The Corry sSjoni [�!; mindfwl of the eKlusion of sigaiflcant historfcalty
controversial areas-
10 ice C � ief' Pteview, is -a r N, ui rement of the Police CarnmIssion and, shu u id Le conducted
annuad,y tO the date of hire. It needs to have rneaSurable standards 17170t the Commission has,
set for the Chief. Further this review should prom'de for the a ff to fo r-wa and c oncerns, in
confidence, to thie, Police Ccimrni�sion --or its understanding -and considefation in, its resew
process
W, h il'e the and it's Stope did not specirically identify the C,ommission as a subjec� M,
acknooledge ou r i nd u sion i n Chapter 2 Audit Qasults,i where cor),5trudive crlticism was
provided. The im.. , dentifico Nyo pri mart' areas for the C�omm ission's considerati0f,
1, We recommend that the P01 ic'6 CommIssim revise and regula rly update its rules and
procedures to explicitly include guidelines for budget mviews, annual repoft content, the Police
ChKs performance evaluation,. and the handling of public complaints- This aril I ensure
c0irIsistent., transparent,, an-d -accountable oven;ightr aS well as the Mquired production of
dc[cu ments,
Lowl Oh-qVninill. f �rfn.fdef 100d
501 Management Response
Letter to County Auld i1or Regarding Police Department Aud 4 (,,Sep 23 - March 24)
Z
1 . We. recommend tha- thoe Police CommIss"on establi5h a review schedule and provide
anb�cjard training, For new members W effectilvely, 'Implement these procedures -
The Commission FLl supp�orts these recorn mendaUons a nd wishes to cm ph as ize tha P, both
L " Prilitiaves were already in progress befcore their klentification In ts au�it,
In add ressi ng certaln la ng ualge contai ned within the a ud it, it :is importa nt to c lard fy a r-y
misconcepbons regarding the Commission's author[tie5.
The audit states:
'9.. Non-Interferenoe Clause,, Commission members are prohibited from interfering -in
the admini'strative affairs of the police depa ent except for purposes o, f 11"IqUiry, I I
Contrarily to this assertion, the 2D22 County Chi fterr expi"Ilcitly reads:
11 N) Except for purposes of inquiry, neither the rommission nor Its mller rsshafi
i n t e r-fe- re F n
in anY way Mth the adm"Nstrative affairs of tie department,
There [5 no ",prohibitlod' clause within the cha rter that re, stricts rho Com m ission's authority as
implied in your audit.,
Contrarily, it is Imper-ative not to misconstrue the srnlngly passive languagile, as the
Commission I S authority is fully supported by the law. Furthermor, Hawaii county Police
Commission Rule 7 - CornmIssion Inquiries provides Ithe legal framework,, for iniHafling lnquirlle�
through a motion of its members,
I - -
The Comrn',ssion's power of inquiry �is unequivocal., with no, legal 11Writs to its right to discovery.
This phrdsc was added to the charter in 1994 to expand the powers of, the, commission, not
diminishill. It is the m miss lori, "s superpower against the dark forces, should they appear.
Sincerely, li'lli -
Rick Robinson
Hawal"i PoNice Corinmisslion lhair
511 Management Response
Chapter 5
Attachments
Attachment 1: Auditor Notes
Notes about the data in general
We relied on management's representations about information provided and, whenever possible,
sought corroboration from other sources and evaluated against our knowledge of operations. We
requested supporting documentation and, if available, reviewed this information for
reasonableness. Therefore, our reviews are not intended to provide assurance that information
provided by management is free from error.
Table 3: Call for service data, provided by HPD compiled by OCA
[To%,5 Beats: Highest Priority 1 Calls and Response Tim_%Exceeding 30 Minute
Beat Area Priority 1 Resp Time
832
Eden Roc
6,445
32:37
731
Ocean View
51436
37:40
831
Fern Acres
37887
40:50
434
Waikoloa Village**
27371
**36:13
837
Leilani & Lower Puna
27191
30:10
I able 3: (;all Tor service data, provided by HF'U compiled by the Uttice of the County Auditor
**See Attachment 1 for Auditor Notes, excludes Officer Initiated calls
Officer -initiated calls are excluded from response time analysis as officers were presumably on
the scene when the call was initiated. **Waikoloa Village had an unusual average in 2022 that
spiked the total and generally has response time averages between 26:26 to 29:47 for priority 1
calls. Other distinct times that HPD may consider when calculating response time includes
"Dispatched" and "First Enroute Route" times.
52 1 Attachment 1
Table 4: Comparison of Crime Clearances (AG) to UCR (FBI) National Averages, complied OCA
Comparison of Crime Clearances
to UCR
National Averages
2020 2019 National Average
Description
2018
2019
Total Crime Clearance*
18.1%
15.9%
19.9%
-
Violent Crime Clearance**
40.3%
37.8%
49.4%
45.5%
Murder Clearance
50%
87.5%
69.2%
61.4%
Rape Clearance***
29.6%
34.8%
25.7%
32.9%
Robbery Clearance
44.6%
41.9%
52.5%
30.5%
Aggravated Assault Clearance
45.5%
36.3%
54.4%
52.3%
Property Crime Clearance
15.9%
14.1 %
15.4%
17.2%
Burglary Clearance
11.9%
114.8%
117.3%
14.1%
Larceny -Thefts Clearance
16.1 %
13.6%
13.9%
18.4%
Motor Vehicle Thefts
'10.6%
16.0%
19.8%
13.8%
able 4: Gomparison of Grime Clearance (AG) to UCK (F131) National Averages, complied Uttice of the County Auditor
*See Attachment 1 for Auditor Notes
* Index Crimes - Murder, rape, robbery, aggravated assault, burglary, larceny -theft, motor vehicle
theft, and arson. However, due to a different method of counting, arson and human trafficking
offenses are not included in the totals of reported Index Crimes and Index & Part II Offenses.
** Violent Crimes - Murder, rape, robbery, and aggravated assault. Human trafficking -
commercial sex acts and human trafficking - involuntary servitude are also violent crimes;
however, due to a different method of counting, they are not included in the totals of violent crimes,
Index Crimes, and total Index & Part II Offenses.
***Encompasses two definitions - Rape (legacy)* - The carnal knowledge of a female forcibly
and against her will. Assaults or attempts to commit rape by force or threat of force are included.
Rape (revised)* - Penetration, no matter how slight, of the vagina or anus with any body part or
object, or oral penetration by a sex organ of another person, without the consent of the victim.
53 1 Attachment 1
Attachment 2: HPD Community Satisfaction Survey
HPD t ft
,:Dj 1. The islarid cI Ha,*ai'i" -is a safe Pala ce to-Ii've. 2013 2016 20 19 2021 20"23
N eu tra 1
Disagree
Strorgly Disagree
12.7%
I.DO%
419.2%
4. 1.1
45. 13%
4:-
3 1.5%
25.22%
2.;.:,.CL,5
29.3%
2P.5%
23. B 0A
22-9 7%
20. 7 %
23.03%
11. B%
110-G19%
" .02 SbI
16.4%
14.99%
l 1.5%
15.1D 1
B.53%
4 A �
3.05cyD
02 2_ T hie ii rill a, rid of Hla w-aii 9 is a safe plate to work-
-,Dngly Aji,---- a
.grey
tiI 1
US.3 r" rzi-e
S-xongly Disagree
2%
10.135%
@. 92�
14.6%
15.32�
-5.4 %
4B. 1 B%
47'.32%
50.7%
419.97,11A
1. '2 %,
25.815%
2G.25%
215.3%
25. B 3%
Cr%
10.135%
12.3,2S.
7.3 �
7.:56%
l 1.211A
14. M, 'A
14.2!DM
1.5
1.41%
03 3. The i Bland of H awaiiii is asafe place to vie it.
St,,ro n g I y Ag re r=
Agree
N e u tra 1
Disagree
Strongly Disagrec-I
12.9%
9.31%
1 C.50%,
12.596
13.3 OPE
%P. 2. 9 "A
43.15%
4-4�.7.3%,
47. 7%
4 0.3!D�
22.2 1%
20.445%
22.OBI%
22.6%
24.56�
11.0%
13.17%
1777%
14.0%
13.47%
15.2D%
14. B 5%
'3_ 1'
12.23%
04 4. U 11 C"le wh at ci rcumStarr ces, i f an y. d id y c%u have contact with th e Mawai'i PGfice Deparftmmt dudng the past year?
(PI ea se somildbwn and the ok al I t,.hat a p p lye.
1 C%7,1
Traffic :3 tap
Traffic Accident
de a repo r
:'a rking ticket
-.m u n ity p rog ra m
Casual e �ic;Dur.-.7--r with an dicer
ed a recor
R.&g istered TM, `�-7-:-i -m
mot fingerprin-e-d
Victi rn of a orirre
s to a, c ri n-e
.Arrested for a crime
Sooke with a c --Lve
N G oa
I.--- -*t to deolare
Other
1 @.'1 %
21.74%
2 22'. 4 1 %
113.69%
13.4 %
.2-52%
1 1.W%
13.43%
9771%
0.4%
7. B3
4.52%
5-613%
4.719%
3 19 %
33.N%
28.21%
28.53%
22. a:5%,
131.5%
C1. 97 'A
1.27%
.89.01)%
1.051%
13. 19 %
a 5.05%
13.92 1%
a-N%
2B. B%
27 A 9%
27.49%
24.1
21.70%
5.
4.16%
2-B(l%
3.80%
5.3%
6:39%
3.62%
3-85%
4'.33%
2'.M
2.39%
1.63%
1 - GE
1.571%
12..5%
14A3%
-9.40%
9-3B%
7'.ff7l%
r-.8%
7.49%
18.50r%
7-50%
5.04%
C.7%
0.35%
(1.72%
131.85%
13.41%
13-74%
1 Di. 419 %
7-31%
8.26%
A'
21.74%
22.42%
27.05%
31.28%
3.' %
3.48%
344%
'3-36%
2.09%
i 15.3%,
" 5. 13%
1 G.09%
11.659%
15.34%
54 1 Attachment 2
Q5 5. During the past y�ear, did have,yau contact wfth ,a POUC E, OFFICE , from the IH awai'i P cI is a Eye Fartme n°t?
Ye s,
a
72. �B 0%
71, 3. G 1
C.C-15%
MI. g e
_
29.95
34. D= ?E
6. The ems) I had d contact vrith ezpressed interest in helping Fne-
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
des not apply14.7%
26.0%
.52%
25.113%
� :. 61 ?'
213.4%
29.72%
32.112%
J, I*
15. B%
17A5%
1:. d 1 :*
15. __
1 U.19%
13-GB%
13.21 %
1 ' .1 PE
9.3 3
14.2%
1CU%
1 %0 .21
12.09:*
9 .C=11
4.01%
3.3
5 - If
9
QT 7. The s) I had shcmmd omeem for my -
Strongly Agree
Agree
Neutral
Disagree
S tron gly Disag r
oes, not ap�pay
119.6%
-24%
21. %
-24.4e:*
=4. 5'_,_u:
27.6
-G7%
.ec5%
26.70
20.4 7 }
22.2%
20.0,0%
10.&B%
20. %
19.071%
91.1%
3.7 1%
-9.3
10.813%
7.
1 1.4
1 °
11.C-,5%
10.11 %
1334
1 �. D
8.571
9.
17-5@%111-27%
Q6„ B. The ems) I had contarA with wed corn pas si on.
Stron Agree
Agree
Neutral
Disagree
Strongly Disagree
�es, not appay
1 13.3%
" p .02%
0.37
22.713%2:3.6996
2 5. 9
25-840k
27.11596
29.05%
29,0
21. B
21.770k
20.153
19.57%
21.91%
14.1 %
11.72%
13.05%
12.6
13.70%
15.3%
16.5 1 °k
13.513%
11.93%
9.55%
4�.7%
4.55
5.2
3_ 113%
G.94%
Q9 9_ The. officer(sI I Illh�a d cxxktact veM denvenstrated professimia fi�sm.
Stron Agree
Agree
Neutral
Disagree
.rongly Disagree
-Pies nit apply
25.4%
.a,1 %
27'.115%
'32.1
.74%
33.6%
33-17%
37''.34%
33.7
;31"3.,B
16-2%
15. %
14. %
17.05%
14.E
13.4%
8.133%
7.0
B-76%
G.41%
14.396
14.H%
13.05%
7. %
7'.82%
1.2%
1.91 %
1-G4%
(.a 1
=. . -
Q1 h I O . 'The D oe s) I had con acA temon
S -ror gl-y Agree
agree
NemrM
Disagre-n-
G-xongly Disagree-
Does not apply
21. 5
-02%
25.07%
28.48%
3 1.G4N,
31. Sb
27A70k
32. %
28.33%
10.5
-72%
18.02%
21.05%
210.155I
a .2?
11.57%
9.6
8.9113%
a. ; 9%
13.9%
12-29%
11.75%
9. %
8.0a%
� .2'A
3.13%
'3.1
3:7
-; .:5�
Q11 11. The officer(s) I had contact with 1pwaid attenbon to waft.
Strongly Agri
17.5
119-011%122.05%
124.127.170�
551Attachment 2
Q12
Q13
Q1
Q115
Agree
NeLrtra.
DisagreqE
S-rongl y Dina greE
woes not appl)
12. The officerlsl I had oc
3,�-rongly AgreE
Agree
Neutra
Disagree
!3-rongly DisagreE
Doe,s nit appl)
113_ The. officerls) I had -ca
3,�-rongly AgreE
r
Neutra
Disagree
!3u-ongly Disagree
Does not apply
114- The. officer(s) I hac
3,�-rongly ogre
. rep
Neu-ra
DisagreE
!3u-ongly DisagreE
Does not apply
15_ The. officer(s) I had contai
-rongly .ogre
. re
Neu-ra
Disagre
!3u-ongly Disagre
��oe,s not apply
Q116 1 G. Over the. Past year, did you have ciontact wT
.fie{
Q117 17_ The civilian( M I had conib
-rongly .ogre
AgreE
Neu-.ra.
33-3%
21D _7' 1 %
'32.23%
30.27%
31. 3
17-3%
18-84%
1 G.z7sb
1 S. 33
17_71%
13-2%
12_8
1 1121 . 07 Sb
10.14 �E
C .58%
14_9%
15_ %
13.12%
12.M
&�.113%
3.8%
3. %
4.20
3.5
5 28%
ntact with made ine kael hale_
.0
p_5 1 %
2G. %
26.79%
2,1.24%
"29.
31. %
28.12�
�1.�19�
31.E
1'P. PSG
21.4 d°�
18123%
17.7G%
16. %
1 1. 5%
9. 316-2 �E
11.67%
10.59%
10_0
15.0%
. 5 .0 1 °�
13. %
12. "15%
10_0
2.2%
2.44�E
1 1.36�E
1 1A
12.44%
itact with twk3ied
resolm my situation.
1 .7
13_ 1 °
1 37 Sb17.134%
18_8
23.3%
-399�
19.Msb
39
20_0
17-3
17-20%
1 C . 4 Sb
16. 3
18_5
13.7%
14_50%
14.20%
14.4
13_7
2 3.4
23.5�'9°�C
.
1 1
1 �_
12.9
A 3.319�
13.40%
10.7 1%
13_8
contact with did an exceIlud job�
19.4%
3.47%
1 F .
34. Y �
26-28%
5.1
_� 1 °
1 p .EbB%
A-
23. 1
1. 5
23_
15 . �'4
��. ?'
1. ?'
1 1. y
12_a 1 %
14.2996
1 ' . d= ?'
1 D. 36:1*
18.91%
1D_95%
20.63%
15.61
11331A
14.31A2.'
113.49%113-8,2%
1 C .35
I with treated me with aka and resWct-
26.3%
25.02%
29.60%
'32.2d
3 3.1:,'A
31.2%
32.C2%
32 .
31.78%
3 n. 3r3I,*
1 ?.1
6 .? 6%
1 C.63%
16.
1 ; . 361A
p .71A
A 1.0 9%
7.20%
7-70%
C .61
13. 9
"' 4 .C4%
12.83%
10.75
p .N. %
1.!DIA
0. pp'A
1.3
0-G40k
1.45%
h a CAN (EMPLOYEE of �th:e H3wai i Police aepartrnent?
3:5-5%
34.p 3%
2e .41
7. %
20. 34
64-5%
155.13
7 1.50%
72.34%
70.6
ct with expressed intemst" in hirelpiiing me.,
;3 1.9%
24 ,4
28. ' 3
3 3
31.
413.E%
43.72. q.
3C=13
32.(]
13.1%
11.3 6qb1
C.45%1:.
1 1. 903
KI
561Attachment 2
Disagree
Strongly Disa,pree
Does not apply
3 .
10_3 %
14.30
P_93%
7.40
4.8%
8.7011A�
12.42%
10.29%
9.87
1.
:3.
12.61%12-94%
16.95%
Q 18 °1G_ The civil i f s.) I had contact wrth 5®mod emcern fcr nrf
-rongly Agree
Agree
Neutral
Disagree
!3u"ongly Disagree
Does not apply
1 p.6%
1' 2_39%
18.54 %
113.73%
20.5
219.2%
20_35%
23.18%
24.54%
20.5I
24.19%
23.71 %
113.54%
25. %
20.0
3.3%
6.15 �E
10). %
7-M%
5.63%
4.3%
6.70 �E
1 G
UM
7.88%
1 9.7%
12,3 -1 -D %
13. %
17. lB4�%
25.4
Q19 119. The rAviiiiian(s) I had contest with shy cornpassim.
-r nil .ire
Agree
Neutral
Disagree
S-rongl rr Disagree
-oe,s not apply
.
A .7 , =
2a. %
21.05�
24.3
3 3.3
25.7 3
24.0
23.0411s
0.31DA,
4.1 4°
4. ,
7. 9Ef
? .:3
a .-; D%
3 .
13. 6
1' 2_57%
12.00
7.3 @%
14.58�E
_ The criiiian(s M I Lard cautact with dery nstirated profe ss kxrm
SLrongly Agree
Agree
Neutral
Disagree
ongly Di rep
-JOE-'S r,,t ap rlyY
31.1 %
110.37%
31.1- 3
29.7C �E
3 1. DOS E
3.8_8
42A1 %
25.' 4
30.93 �E
3'3.48�E
16-5%
17-28%
10.63
1-.35�E
12.PCPA
4.
9.42%
11.92-%
0.4D%
3.' 4
d.
9.42%
14.�7
0.71 %
5.05
2.4�
2.
. SF-�
5°
5.
Q21 21_ The civil ian(s) I had contact with dkmonstirated integrity
Stronply Agree
Agree
Neutral
Disagree
G-ron!' y Dina 3ree
woes r ' t ap rl .Y
27.1 %
119.135%
'
r3. 35
2 .0
36.19%
-G'3
29.
1%05%
21.7%
_9B°k
18.
24.� 1'�
� D.Do%
2.5%
7.94 I�E
11.26%
5.3 2%
5.23
5.4Ik
4, :-k
11160%
0.5,5
7.50%
Fe -PE
1 :. :�E
15.30%B-92%
111.36%
Q22 22- The civilia s) I had conta of Frith paid attenii on to details_
Stro nply Agree
Agree
Neu--al
Disagree
trongly Disagree
Does not apply
2 0. 3
19-Z.
�� . ' �
��. ���
��_�
3.3
30-54%
9.83
'32.71%
32-2
13.7%
A 9.23%
11.26%,
16.17%
12.59
5.3%,
1' gA1 %
17. %
12.030A,
10. 31
0. ,
9.g0'
9-9
DAD%
7.09
3.41DA,
3.65
2-05%
3,13%
8.24%
Q23 23_ The civifianlrij I had cAmtact with macle nee feelcon4wtalMe-
F- Stro rl y Agree.
B_°124.16%
127.E
12-9-25%
571Attachment 2
.Agree
Neutral
Disagree
S-xongly Disagree
��oELs not a p p I y
3-G.3
:33.3 %
24.16%
25.43:*
31.21%
15_!D%
18_75
2L ."' 3
2 57:*
14.1
G.0%
14- 50%
11.41 %
1 ' . e 9 :*
10.25
7 .0
10-42%
15.44%
1 C=1. 2?:*
9.' 1
5 .
4. 59 %
4_7
3-90%
, .C=1d
Q24 24.,, The civilian(s) I had contact anti helped resub, w mW s1lln`" _
3 .rongly .Agree
Agree
Neutral
Disagree
S-rongly Disagree
-joes r ,t -IF 2-1-
2 3. 5%
5.25%
24.67%
25.29%
2, . 5
3 5. 5%
:35.79%
20.67%
29.E
2, .11 %
1 {
A 3 .d 9%
13.33%
16.
15_7
7.0
11.LI5
11.33%
!0_4:3
9.7!0%
3.&*
A 3.16%
15.33%
12.83%
B. %
3 .ilk
" 1.13-5°
-B.0
111-719%1(]_!0
Q25 25,_ The civdian(s 117ad con'taGt wfth did an excellenit j _
%3i-rongl� agree
Agree
Neutral
Disagree
!3u-onglyr Disagree
Does not apply"
31. 3Sb
21.E
20.49%
27.1
I-5
3 3.3%
26.19%
25.17%
21.8
2:5_6
17. 3
25.13%
17.89%
22.64%
17_1
? .01A
A 3.47%
11.921%
13.58%
1(]_!D
5.01A
2.57°
15.
11.32%
9. "
4.51A
4.15'A
2_6
3-40%
G. %
Q2+6 26. 'Th,e civilian1s)1 had contact with treated me. wM abolva a,
Si-rongly Agree
Agree
Neural
Disagree
xonglyr Disagree
Does not apply
34.5
2 1. 5 9%
27.15%
31. B4%
33.E
4 3. 3
:35.8,4%
27. "' 5
2:5. 54 �E
29.59%
15.3%
13.2
2.47 M
1 3.0
3. C,
!D.47'A
3.27M
3 .d 1 %
9.40 G
7.0%
2 .d 3%
15.23
9.3 5%
OAC%
I L .5%,
.58 'A
12.651A
11.87%
1 5.50%
;9_ If III red assiistance I aim ccadcwtable calling the Hawwai'i Police Deponent
�,-rongly Agree
Agree
Neu-ral
Disagree
!3u-ong y Disagree
30.,5
� 1-GB%
31. 3
34.27
37.31%
3 3. 3
:32_72%
33 .
3:3. 33
3:3. %
19. 5
"'? .7 3%
13.116%
14. 3L �E
15. 3
13.5%
J 1.3 3%
1 ? .53
1
&.73%
C . ' :*
7.13 :1*
3. 5!D'A
5.3 5%
4.85
Q28 28- 1 am contacting the R3wai'i Folic* DePartment'tD, report a Grin e_
S-rnl Agee
Agree
Neutral
Disagree
!3u-onglyr Disagree
33_�
1 °
31.3
3 :. 3, ?'
3 3.6?'
36.5%
_77%
33.65
3�,. 5C:*
3 d. 26:1*
14.0%
15_G9%
12.'3%
13.51:*
1144 ,:*
10.2%
8.
13 .
3 3
, .: d
5.3%
6. 3
6.-99�E
5 5%
_ 1 am ownforUble contacting the Hawa"l Police Depaitmerd to shareinformation ab�oLn a crime.
S`rongly .Agree
1 31. 3
A
131.95,%134.se:*
3 d. 56:*
581Attachment 2
Neutral
Ds -agree
rgly Disagree
33.6%
_H%
33�.65%
33.75`%
� � =Agree _ -u:
119.1 %
1t G7%
14. %
16.51 %
10.3%
9.1115%
12.0396
9_ 150A
R: _ a :%,
5.
7.60%
7.71%
6_
_ 1 am cordidenit in the a bWdy of the Hawaii Police Deparbnerkt W serve myr needs_
Strongly Agree
Agree
Neutral
D sag ree
ngly Disagree
16.4%
13_37%
19.37%
119.5 2i,
25.5%
_74%
.48%
29.11 %
.B ' :uX'
23.0%
26-19%
25. %
22.E
27-2
241.19%
119_7B°k
22.03%
16.65%
13_51%
14. '1 %
13_92%
15. 44 %
12.57%
9.89%
1 31.1 bd i F cd ice EWparbment does a g000d jab in keepi ng the istain d of 1 saf�LL_
Stron Agree
Agree
Neutral
Disagree
Srongly Disagree
15.5%
12_52%
1 8.34�%
16.19
23.4%
33-70%
2G.13
3O.B21
- } 5
26. "196
_52%
213.76%
25.79%
24.3rf --. :
119.696
15_ 1
1 E1. %
"14.57%
13.79FIX,
10.2%
12_ 15%
14. '%
10.48
7 .01
Q32 32_ 1 � satisfied in the way Ow Hlawail Po Iic Depeartment rest tD crkne in mqy exawnunity.
SbuM Iy Agree
Agree
Neutral
[M ree
Stwgly Disagree
13_896
11.715%
1 G.25%
14.57%
14. 54:uX
20-6%
_5 %
19. %
25.B7%
23. �.�=�.
24.0%
24 = `
'5.05%
23.55%
5. 3� 5:,
24_0
.� °
= = _ ` =
1
1 � . 3
17.6
10-73%
191.35%
6.531'
Q33 33. Fuse provide infbrnnad n, °.. your ms idlency staff try �:,,h a ki ng the appropriate box below -
I am a residen- & tJ a island & Hawaii
1 am not a resden- o` the island of Hawaii
96. 3
07.717
_=
3 . ,
• . =u��:
= -°- =u��:
-1 1 °
6
Q34 34. Have you been a msidlent of the island of Hawai'i all your Life?
Yes
No
36.6
30_1)2%
27.11 %
36.192
5 -;x
03.4
_ °k
72.8D%
63.381%
e j . 31 f�.
Q36 36 _ H aw I o n g "have you err a ires1 dent cf the isLmd cf Rawa
Less than one year
1-2 ye its
:, -ti . _ ��-{
= f
f Ir{
13-' - irs
15-2C years
3-25 y&ars
More han 2-5 ;gears
1 -do no- wish -o declare
2.31A
2.41
1.'
1_G1
1.
:.:3'A
4. 8%
5.61'
3_550k
R .09
3 {
y
.. _ -.�:
1 °k
13 . 9B %
19, =u :
1,0.44 =u:
1 d.0%
. %
14.7'1%
-4. _ =u:
• - }_-ux
C .6�E
' 4.1 �%
1 Di. 16%
12.-D1
1 D.-9
1 '". 3%
5CA
6.68%
12. 18%
9.
=4.1 %
23.19%
2G.47%
23.' �%,
26.92N
C .w51A
A . 37'A
53. 1
(1_5 1 %
1.46
Q36 3G. ' 'hat is your zip �ce'?
967 0413.'
:A
1:3.50,:A
13. 7 2:
13.,P 5%
12.54%
591Attachment 2
C .2�E
0.1 P E
0.00r%
0.3
42_00
C .CE
0. 33 �E
0-20r%
(LDC%
0.14%
C .CE
0. 33 �E
3_!p 1%
(1-1)7%
C .?31%
25.7 D%
17'.22%
2:. 2�
D. 3
C .!D�E
.31 �E
D.39r%
0 .? %
C .4
1. 3 �
0 . � C �
1. 3
1.�'3 °�
C ..,
0.2�E
0. 5C �E
D. 3OI
0.1 1
C . '- 41%
1.5%
0.7C M
2_15%
":: .26%
0. '
0.3C'A
3.3
0-32%
0.35%
1.3�
�" .31 M
2.�i 4M
4_�
4.23�
4.0%
2.91 'A
2. @4
3_
11 -2
C .CIA
0. 3C M
D. 3!
(1-11%
0.00%
15.2%
A 3.32%
23.69%
10.E%
16.772:*
2.0
.33 �E
5. 3
:5_38%
4.51
Di.4%
0. 3C �E
0. 5
0_ %
0`.03
gi.
"' 4 .12: 6%
5.48%
10.321
, L5
2. ,
A .
1.17%
0.97%
1.41
Di.
Cl. 5G%
3.33%
1.18%
1.
C.Cr%
0.
(1:59%
1.19%
1.56
C .CIA
0.
3.20'
3 C 3
= 3. 5C:?E
3.11'A
:3.331%
4.3 "A
3 76%
3.05
C.5%
0. 3C''
(IMPA
3 CD%
C .35
C.
0.191'
0.30:1*
311
C.'4
a.
Cl. 38%
D. 3 ORE
3 = �
C .21
a.
0.D4'
0.7
3 %-2
C.: 1
7'.
114-D7%
0. 5!D �E
0. C 3"
3 .C4
Di.
0. '1
0.2'10�E
3 = �%
C .35
1.1%,
0. %,
D. CSIA
3 L:3%
C.7 1
0.4%,
0.'94%
0.780A
3 e6%
1.23
C .0 1
:3.
2.
-2 15°
.03
C . A,
4.
3. 3 �E
.0 3°�
� .!D6
fhat is your age?
0.0m
0.011%
3.3C
3 CD%
C.CD
GAM
0.18
0.1!9%
D.CD%
C.21
C .!D�E
0.74%
0. 38%
3 C 3
C .43
3.5E
10_72%
9.44
C .05
15.7%
1:3-ge%
13.26%
1 7.3g ?'E
13.13:*
21. 9
17_ %
13.3 7
10. 3C:*
15. 3
F 1 --p %-
IZ7-730A
1 29.55%
1 -� S. - 2:1*
1-�". 5.
601Attachment 2
65-; 4
5-84
Over 94
de net wi c, h to dec are
16.0%
22.00%
19.89%
23.31
8-D4%
1 _8%
2.7 T%
632%
5.70%
9. 17
0_0%
0.0 Cl%
0.00%
0.00
D. 00
3-7%
3.88%
4.73%
4.22%
4.10
s
Source: Community Satisfaction Survey. https://www.hawaiipolice.com/community/community-satisfaction-survey
Date accessed 2-14-24
611Attachment 2
This page intentionally left blank
County Auditor
County of Hawaii
Office of the County Auditor
120 Pauahi St., 309
Hilo, HI 96720
808.961.8386
www.Hawai`icounty gov
The Office of the County Auditor is tasked with promoting accountability, fiscal integrity, and openness in local
government. Our work is intended to assist County government in its management of public resources, delivery of
public services, and stewardship of public trust. Copies of this audit report can be obtained by contacting the Office
of the County Auditor or visiting our website: https://www.Hawai`icountygov/our-county/legislative/office-of-the-
cou my-aud itor/aud it -reports