HomeMy WebLinkAboutCOM 0158.000 2024-2026 - Part 1, Vol. 2 - Program Portion COUNTY OF HAWAI ' I
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VOLUME II
The Proposed Operating Budget
FY 2025 - 2026
February 28, 2025
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TABLE OF CONTENTS
Page
Aging 1
Animal Control 16
Civil Defense Agency 20
Corporation Counsel 24
•
County Auditor 34
County Council 39
County Physicians 48
Elderly Activities 50
Environmental Management 61
Finance 65
Fire 91
Human Resources 133
Information Technology 141
Liquor Control 150
Management 156
Mass Transit Agency 161
Miscellaneous Accounts 163
Office of Sustainability, Climate, Equity, and Resilience 167
Parks & Recreation 175
Planning 226
Police 238
Prosecuting Attorney 274
Public Works 289
Research and Development 312
Highway Fund 336
General Excise Tax Fund 350
Sewer Fund 356
Short Term Vacation Rental Enforcement Fund 364
Cemetery Fund 368
Bikeway Fund 370
Beautification Fund 372
Vehicle Disposal Fund 374
Solid Waste Fund 377
Golf Course Fund 383
Geothermal Relocation & Community Benefits Fund 387
Housing Fund 390
Geothermal Asset Fund 410
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Mission Statement
As the designated Area Agency on Aging,the Hawai`i County Office of Aging is part of
a national network with a common mission—a mission with the goal of ensuring the
dignity, independence, and the ability for older individuals to remain in their homes and
engage with their communities for as long as possible. The Hawai`i County Office of
Aging will serve as the principle advocate for older individuals, caregivers and service
providers to ensure the fulfillment of the mission entrusted to us.
Department Goals
In accordance with topics developed by the Administration for Community Living
(ACL), and in harmony with the statewide goals developed by the State Executive Office
on Aging (EOA),and the four County Area Agencies on Aging(AAA),the Hawai`i
County Office of Aging (HCOA)will implement the following five core goals.
1) Older adults in Hawaii have the opportunity to live well. Provide multiple
opportunities and services for older adults to age with dignity,remain active and
independent, increase their quality of life, and continue to engage in their
communities.
2) Hawai`i County's older adults will be able to age in place by expanding access to
Home and Community Based Services (HCBS). To provide awareness and
connections to long-term support services (LTSS), HCBS, and other resources
available to Hawai`i island's aging populations.
3) Hawai`i County's older adults are prepared for health threats and disasters.
The HCOA will continue to support efforts to assist Hawai`i County residents in
preparation for future natural and/or public health emergencies.
Funding Source and Position Count
General Fund $ 886,920 General Fund 10
Grant Revenue $2,873,424 Grant Revenue/Other 7
Other $ 7,500 Split Funded Positions 3
Total Budget: $ 3,767,844 Total Number of Positions 20
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Department Goals (continued)
4) Caregiving: Enhancing Services and support for Caregivers. Addressing and
ensuring the needs of Hawai`i's informal caregivers will have a broad array of
services and supports to effectively care for their loved ones.
5) Underserved aging and disabled populations have equitable access to programs
and services. Emphasize awareness and outreach efforts directed towards
underrepresented elderly individuals and groups. Identifying and then increasing data
gathering and gathering and tracking of underrepresented individuals and groups.
Program Description
The Hawai`i County Office of Aging (HCOA) operates on a budget of approximately
$3.7 million dollars. Grant funds account for about 76.2% of this budget, with County
funding accounting for about 23.5%. The management of these funds allows the HCOA
to administer 22 service contracts. These service contracts include the following:
Nutrition Services, Transportation, Case Management, Healthy Aging,Adult Day Care,
Homemaker, Personal Care, Chore, Caregiver Support Services, Legal Services,Elder
Abuse,Education and Training, and Information Dissemination.
Function of the Area Agency on Aging(AAA)
The Older Americans Act, as amended in 2020, designates that the AAA shall be the
leaders relative to all aging issues on behalf of all older persons in their respective areas.
Under this directive, the AAA shall proactively carry out,under the leadership and
direction of the State Unit on Aging (SUA), a wide range of functions. These functions
may entail advocacy,planning, coordination, inter-agency linkages, information sharing,
brokering,monitoring, and evaluation designed to lead to the development and
enhancement of a comprehensive and coordinated home and community-based system of
services. These functions and services will enable older individuals to lead independent,
meaningful, and dignified lives in their own homes and communities for as long as
possible. (HRS §1321.53)
The Aging& Disability Resource Center(ADRC)
The ADRC is a collaborative effort of the Administration for Community Living(ACL)
and the Centers for Medicare&Medicaid Services (CMS) designed to streamline access
to long-term care services. Operated under the Hawai`i County Office of Aging,the
ADRC initiative is part of a nationwide effort to restructure services and supports for
older adults and persons with disabilities.
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Program Description (continued)
The goal of the ADRC is to empower individuals to make informed choices and to
provide easier access to services and long-term care support. The vision is to have a
resource connection in every community, serving as a highly visible and trusted place
where people can turn for information on the full range of services and long-term care
support options. Serving as the Information&Referral/Assistance component,the
ADRC serves as an integrated point of entry into the aging network of services and is
commonly referred to as a"one-stop shop."
The design of the"one-stop shop" eliminates many of the hurdle's consumers and
families' experience, reducing consumer confusion,building trust, and creating respect in
the decision-making process.
Other Supportive Activities of the Hawaii County Office of Aging
Following is a list of activities that the Hawai`i County Office of Aging undertakes to
fulfill its mission:
Assessment and Data Maintenance
1. Continuously assessing the needs of older individuals through outreach efforts
involving the gathering of demographic,health and social data.
2. Assessing and identifying the service gaps and needs of older individuals in their
respective communities through public hearings, data analysis, and
consumer/provider feedback.
Program Development
1. Coordinate planning with other agencies and organizations to promote new or
expanded benefits and opportunities for older persons.
2. Develop and administer an Area Plan on Aging for a comprehensive and coordinated
service delivery system in Hawaii County.
Contract Development and Monitoring
1. Provide technical assistance,monitor, and periodically evaluate the performance of
all service providers under the Area Plan.
2. Enter into sub-grants or contracts for the provision of services outlined in the Area
Plan.
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Program Description (continued)
Advocacy
1. Represent the interests of older people to public officials and public and private
agencies. Emphasize the HCOA's unique role as the primary support provider for
seniors that are in the"gap" group;those that are over the Federal Poverty Line(FPL)
and yet are not wealthy.
2. Develop and maintain a public awareness program for older people.
3. Monitor, evaluate, and comment on policies,programs,hearings, and community
actions that may affect older people.
Advisory Councils
The Mayor of Hawai`i County and the HCOA have established the two following
advisory committees.
The Committee on Aging serves as an advisory committee to advise the Mayor and the
HCOA on the development and administration of the Area Plan, conduct public hearings,
represent the interests of older persons, and receive and comment on all community
policies, programs, and actions which affect older persons of Hawai`i County. The
Committee on Aging is a mandated function by the Older Americans Act and a
requirement for the approval and acceptance of the Area Plan on Aging for Hawai`i
County.
The HCOA also assists the Mayor's Committee on People with Disabilities. The
function of this committee is to advise the Mayor on all matters related to persons with
disabilities in Hawai`i County. As its primary goal,the committee reviews and
recommends actions, solutions, and guidelines to improve the quality of life for all people
with disabilities living in Hawai`i County.
Program Objectives
1. Older adults in Hawaii have the opportunity to live well.
• 1.1: To provide transportation services to older individuals to attend medical
appointments, go shopping, access community resources, go to congregate meal
sites, and attend recreational activities so these older individuals can continue to
live independently, and live well within their communities.
• 1.2: To provide older individuals with critical fall prevention information in order
to minimize and reduce their risk of falls by making changes to their home
environment.
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Program Objectives (continued)
• 1.3: To provide Better Choices Better Health program participants information
and allow them the opportunity to participate in activities that increase their
knowledge on making better healthy living choices.
• 1.4: To allow older individuals to participate in a congregate meal program to
improve their social well-being and reduced feelings of isolation.
• 1.5 To connect Kupuna and Caregivers with the ADRC to receive information on
opportunities to increase their social connections.
2. To allow older adults in Hawaii County to have the opportunity to age in
place by providing access to Home and Community Based Services (HCBS).
• 2.1: To provide older adults in Hawai`i County the opportunity to age in place by
providing access to Home and Community Based Services (HCBS).
• 2.2: To increase access to HCBS for Kupuna Care (KC)participants through the
implementation of a comprehensive person-centered support plan developed by
their case manager.
• 2.3: To increase participants in the Kupuna Care Program to access Home and
Community-Based Services (HCBS)which will enable them to continue living in
their home safely with dignity and remain engaged in the community.
3. To allow Hawaii County's older adults and people with disabilities to be able to
age in place by expanding access to Home and Community Based Services
(HCBS).
• 3.1: To provide a comprehensive set of person-centered support plans, developed
by the case manager,to provide Kupuna Care (KC)participants with broader
access to HCBS.
• 3.2:,To provide KC participants with a care plan, developed by their case
manager,to allow them to remain safely in their homes.
• 3.3: To provide options counseling to consumers through the ADRC and increase
access to HCBS.
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Program Objectives (continued)
4. To prepare Hawaii County's older adults for health threats and disasters.
• 4.1: To ensure ADRC outreach practices include information on disaster planning.
The HCOA/ADRC will collaborate with community partners and experts in
disaster planning to ensure information on disasters disseminated from our office
is useful and accurate.
• 4.2: To allow consumers to participate in a HCOA sponsored emergency
preparedness activity, or receive HCOA/ADRC disaster preparedness materials,
so they will be better prepared for emergency/disaster situations.
• 4.3: To create a personalized emergency preparedness plan, in collaboration with
their case manager,to mitigate and minimize potential future emergencies or
disasters.
5. Caregiving: Enhancing Services and support for Caregivers. To provide Hawai`i
County caregivers a broad array of services and support to effectively care for their
loved ones.
• 5.1: To provide support services such as counseling,training, and information that
will better prepare caregivers to perform their caregiver duties.
• 5.2: To provide caregivers a pre and post "Burden Scale" assessment by their case
manager to help reduce caregiver stress after receiving respite services.
• 5.3: To provide options counseling sessions for caregivers to help increase their
knowledge of the services available to aid them in their caregiving roles.
6. To ensure underserved aging and disabled populations have equitable access to
programs and services.
• 6.1: To ensure and provide consumers with legal services that will help those
from diverse populations and communities.
• 6.2: To ensure all persons who interact with the HCOA/ADRC through its many
services and programs will feel they were treated with respect and dignity.
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Program Objectives (continued)
• 6.3: To ensure all clients who have been discharged from the Kupuna Care
Program were fully centered around their individual needs and beliefs.
• 6.4: To ensure all caregivers who receive counseling services provided were
inclusive and equitably presented.
Program Highlights
• The Hawai`i County Office of Aging developed and implemented a new caregiver
respite daycare transportation activity contract. This contract provided six
individuals with 300 trips to Adult Day Care services in Hilo. The four rural
communities being serviced by this contract are Pepeekeo,Papa`ikou,Kea'au, and
Pahoa.
OUTSTANDING OLDER AMERICANS
• The Hawai`i County Office of Aging (HCOA)hosted an in-person event on May 10,
2024, at the Hilton Waikoloa Village to recognize the male and female Outstanding
Older Americans in our communities. Awards were presented to the Honorees by
then Mayor Mitch Roth. The HCOA has set the date for next year's Older Americans
Month Luncheon for Friday,May 9, 2025.
PUBLIC EDUCATION AND TRAINING
• Outreach efforts include in-person outreach,publications, and collaboration with
entities serving our target populations. In-person outreach occurs in group settings
such as meal sites, senior clubs and senior housing complexes where training and
informational sessions are provided. Publications include our quarterly newsletter,
the Silver Bulletin,which reaches over 2,500 individuals every quarter and provides
meaningful information on the aging process, community resources, cultural articles
and best practices for safety and more. A Fall prevention newsletter was created
and mailed out to over 5,000 individuals on Hawaii Island. The HCOA/ADRC
continues to host East and West Hawai`i monthly Task force meetings bringing
collaborative partners together to discuss challenges and share resources to help our
aging and disabled persons.
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Program Highlights (continued)
• The Aging and Disability Resource Center,with the support and under the
supervision of the Office of Aging,provided in-person Fall Prevention and
Emergency Planning Training to over 800 Kupuna across Hawai`i Island. Videos
for both trainings were also created to increase accessibility for homebound
individuals.
• The ADRC had over 8,000 interactions with Kupuna, caregivers and people with
disabilities. 800 of these interactions included person centered Options Counseling
sessions to help support people's goal of aging safely and with dignity in their
homes. Over 2,000 interactions resulted in referrals to connect people with needed
resources such as in home care,meals,transportation,hospice care,health insurance
and legal services.
• Under the direction of the HCOA,the Aging and Disability Resource Center
prioritized increasing digital readiness for our aging population to help
enhance/increase opportunities to remain socially connected. One of the initiatives
that occurred included partnership with Digital Readiness Hawai`i which resulted in
65 kupuna's receiving training on how to use computers and they were also
provided with a free
laptop to take home with them. In addition, a partnership was created with local
schools to provide tech training classes focused on smart phone use. School aged
children trained kupuna on how to use their smart phones, detect phone scams and
add apps to support health and safety and socialization.
• The HCOA provides a monthly caregiver newsletter mail-out, "The Comfort of
Home Caregiver Assistance News, Caring for You, and Caring for Others." The
• newsletter distribution reaches approximately 500 caregivers monthly. The
newsletter provides suggestions on self-care, inspirational quotes, safety tips and a
monthly quiz.
CAREGIVER SERVICES
• Caregiver services continue to provide the necessary education and respite to
caregivers to keep them healthy. These services include individual counseling,peer
support groups, in and out of home respite, supplemental services, and conferences
and training workshops to help caregivers better cope with the burdens of caregiving
and provides temporary relief from their caregiving responsibilities at home. The
office was able to assist 73 caregivers with approximately 4,952 hours of respite
service and 27 requests for supplemental services.
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Program Highlights (continued)
LEGAL SERVICES
• During the fiscal year,the HCOA contracted with the Legal Aid Society of Hawai`i
for the provision of legal services. To support qualified 60-year-old individuals with
issues such as Wills,Power of Attorneys, evictions, debt collection, Social Security
benefits,Advance Healthcare Directives, Divorce, and Guardianships. The Office
assisted approximately 292 individuals with 2,206 units of legal service at an
approximate cost of$132,330.00.
NUTRITION SERVICES
• The Hawai`i County Office of Aging contracted for Nutrition Services with the
Hawai`i County Nutrition Program(HCNP) and the Hawai`i County Economic
Opportunity Council (HCEOC). Services procured were congregate meals (provided
at 15 congregate meal sites located throughout the Big Island),home delivered meals,
and Nutrition transportation(offers the consumer access to meal sites, essential
shopping, and recreation/socialization activities). The Nutrition program offered
nutritious meals,nutrition and health education information, and other socialization
activities.
Objective 1: Program participants will improve or maintain their social well-
being and reduce the stresses of isolation.
Outcome 1: 50% of nutrition program participants indicated they maintained or
improved their social well-being and reduced feelings of isolation by participating in
the nutrition program.
These other activities included essential shopping, socialization activities and events
reducing isolation, depression,malnutrition, and chronic health condition
management. The Nutrition program provides services island wide. The following is
a breakdown of services provided:
Title III Home Delivered Meals 421 individuals,57,570 meals, $377,084
Title III Congregate Meals 597 individuals,34,058 meals, $223,080
Title III Nutrition Education 1,009 individuals, 6,779 sessions, $8,474
Total 1,009 unduplicated consumers, 98,407 units of service,$608,638.
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Program Highlights (continued)
TRANSPORTATION SERVICES
• Transportation is one of the most requested services in the aging network. Through
our contracted providers, 1,460 seniors received 58,596 trips at a cost of$292,941.
These transportation trips included to-and-from congregate meal sites,medical and
health appointments and facilities, shopping and banking, and related visits to other
community resource services.
Objective 1: Older individuals will receive transportation services to attend medical
appointments, go shopping, obtain community resources; including congregate meal
sites and attend recreation sites/activities.
Outcome 1: 60% of participants surveyed indicated transportation services allowed
them to remain independent, live at home, and continue to allow them the opportunity
to engage with the community.
KUPUNA CARE PROGRAM
The Kupuna Care (KC)program is a state-funded initiative that provides home and
community-based services for frail and vulnerable seniors. Case managers assess and
identify an individual's unmet needs, creating person-centered care and support plans
with clear objectives, goals, and outcomes to address those needs. The program strives to
offer the highest level of assistance by exploring various options and utilizing both
informal and formal support. This support allows seniors to live independently at home
for as long as possible while ensuring the efficient use of program funds.
Below are the wraparound services provided by the Kupuna Care(KC)Program,which
helped seniors who have difficulty with essential Activities of Daily Living (ADLs) such
as eating, dressing, and bathing, as well as Instrumental Activities of Daily Living
(IADLs) like shopping,transportation, and housekeeping.
KC Services
Personal Care 75 individuals, 6,956 hours, $220,990
Homemaker 146 individuals, 12,497 hours, $358,165
Chore Services 10 individuals, 68 hours,2,048
Assisted Transportation 34 individuals, 1,149 trips, $42,915
Adult Day Care 13 individuals,2,687 hours, $40,298
Attendant Care 1 individual,26 hours,
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Program Highlights (continued)
FAMILY CAREGIVER SUPPORT PROGRAM
Family Caregiver Support services played a crucial role in assisting family members
and informal caregivers in their caregiving responsibilities. By providing access to
respite care,these services helped alleviate the emotional burdens often associated with
caregiving, such as depression, anxiety, and stress. This support enabled caregivers to
maintain their roles for a longer duration,which is vital for the well-being of older
adults. Ultimately, family caregivers contribute significantly to the quality of life,
health, and independence of those they care for, allowing them to live fulfilling lives
within their own homes and communities.
The Case Manager conducted a comprehensive caregiver assessment to identify the
evolving characteristics and intricacies of caregiver needs and responsibilities to reduce
stress and burnout.
• The Case Manager helped caregivers access respite support services and resources,
resulting in sixty percent(60%) of caregivers achieving a better understanding of the
available support services and resources necessary for effectively managing their
caregiving responsibilities.
The following respite services were provided to caregivers linked with a Kupuna Care
recipient. These services assisted seniors who struggled with essential Activities of Daily
Living(ADLs), including eating, dressing, and bathing, as well as Instrumental Activities
of Daily Living (IADLs) such as shopping,transportation, and housekeeping,while also
offering relief to the caregiver.
Family Caregiver Support Program (FSCP)Respite Services
Personal care 19 individuals, 913 hours,$28,083
Homemaker. 35 individuals, 1,929 hours,$54,074
Chore 1 individual, 4 hours, $112
Adult Day Care 20 individuals, 5567 hours,$66,805
Case Management Services 460 individuals, 7,606 hours,$494,390
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Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Grants Received(millions) 3.0 2.7 2.7
Contracts Administered 20 32 22
Title III—Services
1,460 ind./58,596 trips/ 1,500 ind./60,000 trips/
Transportation $292,941 1,485 ind./55,000 trips $300,000
Legal Services 292 hid./2,206 hrs. 245 ind./$131,700 245 ind./2,195 units
$132,330 $131,700
Public Education 1,555 est.hid./$8,474 2,200 ind./$8,500 2,200 ind./$8,500
Home Modification 18 hid./50 items 170 ind./850 request 170 ind./850 items
$40,000
Community-Based Planning— 11 ind./2 workshops 48 ind./36 workshops
Healthy Aging $1,861.98*** 48 ind./36 workshops $29,355
985 individuals, 1,020 individuals,90,000
Nutrition 88,904 meals meals,
$600,164 $600,400
Caregiver Support Program
GROUP 1 SERVICES 73 hid./560 hrs. 40 ind./160 hrs. 40 ind./160 hrs.
Counseling&Training
$51,000
Respite** 55 ind./3,403 hrs. 100 ind./10,000 units
100 ind./ 10,000 units
Supplemental Services 4 ind./84 request 30 ind./375 request
30 ind./375 request
GROUP 2 SERVICES
901 est.ind./
Information Services* 11 activities 550 ind./12 activities 550 ind./12 activities
$400 $800
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Program Measures (continued)
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Kupuna Care Services
460 ind.served/7,606 units 600 ind.to be served/ Allocations: 600 ind.to be
Case Management provided/$494,390actual 10,000 units allocated/ served/10,000 units/
cost $650,000 allocated $650,000
Kupuna Care HCBS 163 ind.served 200 ind.to be served/ 200 ind.to be served/
$664,416 actual cost $850,000 allocated $850,000 allocated
Family Caregiver Respite - - 50 ind./3,400 units
Program**** $148,000
Trainings**** - - $5,000
Options Counseling**** - - 900 ind.
Referrals**** - - 1,000 ind.
Outreach/Public Education - -
**** 3,000 ind./$5,000
Aging Disability Resource •
Center(ADRC)
ADRC**** - -
Contacts(calls/walk ins) 7,000
* Information statistics include educational and training presentations
** A unit of service depends on the nature of the service. For example,a unit of personal care services is measured per hour while
a unit of transportation is measured per one-way trip
*** This number was low as the coordinator was not on board in 2023-2024.Expected to increase in 2024-2025.
****New measure in FY 2025-26.
Ind.=individuals
Note:Unit of service is a request.A request could be a trip,equipment,meal,or any other allowable item approved by ACL
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Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 20 20 20
Salaries and Wages 962,217.89_ 1,472,998 1,481,040
Operations 1,734,405.12 2,094,088 2,214,980
Equipment 179,858.90 44,975 64,400
Program Total 2,876,481.91 3,612,061 3,760,420
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Authorized Request
County Executive on Aging 1 1 1
Administrative Services Assistant I 1 1 1
Aging and Disability Services Manager 2 2 2
Aging and Disability Specialist I(1/2 time) 1 1 1
Aging and Disability Specialist I 3 3 3
Aging and Disability Specialist I(Temp) 2 2 2
Aging and Disability Specialist II 1 1 1
Aging Program Planner II 2 2 2
Aging Program Planner III 1 1 1 '
Clerk III 2 2 2
Computer Operator I 1 1 1
Database Analyst 1 1 1
Information and Assistance Clerk 2 2 2
Total 20 20 20
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COMMITTEE ON PEOPLE WITH DISABILITIES
Program Description
The Mayor's Committee on People with Disabilities is a volunteer committee appointed at
the discretion of the mayor to advise him/her on matters related to people with disabilities.
The committee's primary function is to review and make recommendations and provide
guidelines to improve the quality of life for people with disabilities in the County of
Hawai`i.
Program Objectives
Objective 1: Continue to advise and inform the administration on issues facing people
with disabilities.
Outcome 2: Committee shall provide minimally one(1) annual report to the mayor.
Objective 3: To improve the public awareness of people with disabilities in Hawai`i
County.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Number of Meetings Held 8 11 11
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 1,816.77 7,424 7,424
Program Total 1,816.77 7,424 7,424
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ANIMAL CONTROL
ANIMAL CONTROL AND PROTECTION
ANIMAL CONTROL AND PROTECTION
Program Description
The County of Hawai`i Animal Control and Protection Agency enforces Hawai`i County
Code Chapter 4 Animal Control related laws and State of Hawai`i Laws (Hawai`i
Revised Statutes Chapters 143, and portions of Chapter 711). These laws currently
include ordinances related to the following:
• Dangerous/Vicious Dogs
• Stray Animals/Impoundment
• Animal Licensing/Microchipping
• Cruelty and Neglect Investigations
The Animal Control and Protection Officers (ACPOs) are badge-certified through
training provided by County agencies. The ACPOs respond to and resolve animal control
situations by educating the public about responsible pet ownership, appropriate animal
control laws and penalties, and issuing complaint and compliance notices, citations, and
dangerous/vicious dog designations. ACPOs are available 24 hours a day, seven days a
week to respond to animal-related emergencies.
The Animal Control and Protection Agency accepts domesticated animals into its
shelters,regardless of their condition as required by law. Staff is responsible for
sheltering and caring for animals in their care under the terms of the Hawai`i Revised
Statutes and providing opportunities for reunification with the animals' owners.
General Fund $4,514,645 General Fund 48
Grant Revenue - Grant Revenue/Other Other $ 5,000
Total Budget: $4,519,645 Total Number of Positions 48
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ANIMAL CONTROL AND PROTECTION
ANIMAL CONTROL AND PROTECTION
Program Objectives
1. 90% of vicious dog calls will be responded to within two hours.
2. 90% of calls regarding loose animals posing a public safety hazard calls will be
responded to within two hours.
3. 90% calls regarding of injured animals will be responded to within two hours.
4. 90% of calls for animal control assistance from the police will be responded to within
three hours.
5. 90% of animal cruelty and neglect cases will be responded to within 24 hours and
resolved within 14 working days.
6. 90% of license, loose dog and any non-cruelty/neglect cases will be responded to
within 48 hours and resolved within five working days.
7. Eighty-four sweeps of problem communities per year.
Program Highlights
The Hawai`i County Animal Control and Protection Agency finished FY 2023-24 with
13 of 48 budgeted positions filled and continues to work on filling vacant positions.
A fleet of new vehicles were put out for bid and we are awaiting these new vehicles to
replace our aging fleet of trucks and SUVs that were inherited from previous agencies
and organizations. These new vehicles include one full-sized truck,five mid-sized
trucks,two SUVs, and one mobile vet unit. We also acquired 15 universal microchip
scanners/wands and 4,000 microchips for future planned community outreach clinics.
During our record-setting year in FY 2023-24,we worked to increase our intake numbers
while improving our return rate to animal owners and adoption rates through our partner
organizations. We worked to increase our success rate from the previous year of 60%to
our ultimate goal of 80% in returning animals to owners or facilitating adoptions in
collaboration with our community partners.
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ANIMAL CONTROL AND PROTECTION
ANIMAL CONTROL AND PROTECTION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Percentage of vicious dog calls will be responded to within 93% 90% 90%
two hours
Percentage of calls regarding loose animals posing a public 87% 90% 90%
safety hazard will be responded to within two hours
Percentage of calls related to injured animal will be responded 86% 90% 90%
to within two hours
Percentage calls fir animal control assistance from the police 99% 90% 90%
will be responded to within three hours
Percentage of animal cruelty and neglect cases will be 86% 90% 90%
responded to within 24 hours and resolved within 14 working
days
Percentage of license,loose dog and any non-cruelty/neglect 89% 90% 90%
cases will be responded to within 48 hours and resolved
within five working days
Number of sweeps of problem communities per year 136 84 100
Animal Intake 2,905 2,500 3,500
Redeemed 407 500 600
Animals Transferred Out for Adoption 1,310 1,500 1,500
Complaint/comply notices issued 1,265 1,000 1,000
Citations issued
HCC 4-30 Dog Running Loose 45 100 100
HRS 143-2 License Violation 47 50 50
HRS 7-11-1109 Cruelty to Animals 1 20 20
Total Citations 93 170 170
Citations issued to repeat offenders 4 15 15
Number of traps loaned 56 1,000 1,000
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Personnel 48 48 48
Salaries and Wages 1,447,699.60 2,730,229 3,103,945
Operations 966,104.59 1,442,700 1,156,700
Equipment 91,865.75 805,000 259,000
Program Total 2,505,669.94 4,977,929 4,519,645
18
ANIMAL CONTROL AND PROTECTION
ANIMAL CONTROL AND PROTECTION
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Account Clerk 2 2 2
Administrative Services Assistant I 1 1 1
Animal Control and Protection Officer III 14 14 14
Animal Control and Protection Officer IV 3 3 3
Animal Control&Protection Specialist 2 2 2
Animal Control&Protection Administrator 1 1 1
Clerk III 3 3 3
Clerk-Dispatcher I 2 2 2
Animal Transfer and Outreach Coordinator 1 1 1
Custodian/Groundskeeper I 2 2 2
Kennel Technician 13 13 13
Lead Kennel Technician 2 2 2
Secretary 1 1 1
Storeroom Clerk 1 1 1
Total 48 48 48
19
CML DEFENSE A6ENCY
CIVIL DEFENSE AGENCY
DEPARTMENT SUMMARY
Mission Statement
To protect the community from and lessen the impact of natural and man-made hazards
by improving core capabilities in five mission areas: Prevention, Protection, Mitigation,
Response, and Recovery. To strengthen and promote whole community resiliency
through community collaboration, engagement, and empowerment.
Department Goals
1. Prevention. Develop the relationships,plans, organization, and resource's necessary
to gain proficiency in the critical tasks that support the prevention core capabilities of
planning,public information and warning, and operational coordination.
2. Protection. Develop the plans and systems necessary\to secure the County of Hawai`i
against man-made or natural disasters. Focus is on the core capability of planning.
3. Mitigation. Develop the organization, systems, and training necessary to reduce the
loss of life and property by limiting the chance of cascading effects during a disaster.
Focus is on the core capability of community resilience.
4. Response. Create response proficiency by developing and exercising the core
capabilities necessary to save lives,protect property, and meet basic human needs
during a disaster. Focus is on the core capabilities of infrastructure systems, logistics
and supply chain management, operational communications, and situational
assessment.
5. Recovery. Develop the policies and procedures necessary to facilitate affected
communities' efficient return to a normal pre-disaster state. Focus is on the core
capabilities of operational coordination and infrastructure systems.
Funding Source and Position Count
General Fund $2,673,440 General Fund 12
Grant Revenue $1,025,000 Grant Revenue/Other Total Budget: $3,698,440 Total Number of Positions 12
20
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Description
The Hawai`i County Civil Defense Agency administers the hazard mitigation,homeland
security, emergency preparedness, response, and recovery programs for the County of
Hawai`i. This responsibility involves coordinating all resources to achieve a unified effort,
improve training programs, leverage and enhance our science and technology capacity, and
ensure that the administrative, finance, and logistics systems are in place to support these
capabilities. The Civil Defense Agency also administers and manages the Department of
Homeland Security Grant Program, as the subrecipient for all first responder agencies in the
County,to include Citizen Corps activities,
Program Objectives
1. Host two community Preparation Fairs. •
2. Establish the Auxiliary Communications Network.
3. Project 360 program. The intent is to create resilient communities through individual
preparedness, expand Community Emergency Response Team participation, and where
practical, assist in preparing community response plans.
4. Provide Public Information and Warning:
a. Provide public information through the mass notification system using cell phone,
email, social media, and commercial radio stations.
b. Provide warning for emergency situations via the Integrated Public Alert& Warning
System(IPAWS).
c. Provide a public facing Civil Defense Dashboard that includes interactive maps
identifying hazard areas, information on threats and hazards, and individual
preparedness actions as an online public resource.
5. Establish an alternate Emergency Operations Center in a warm status at the West
Hawai`i Civic Center.
6. Maintaining County of Hawaii Land Mobile Radio (LMR)wireless network
infrastructure:
a. Conduct maintenance inspection of infrastructure at five LMR sites.
b. Facilitate quarterly patching of LMR radio systems.
c. Expand channel capacity at select LMR sites.
7. Continue to administer the Department of Homeland Security Grant Program for the
County of Hawai`i as administered by the Hawai`i Emergency Management Agency and
the State Department of Defense:
a. Complete quarterly, close-out, and end-of-year reports.
b. Close-out one HSGP account.
8. Coordinate response to all Type I, II, and III incidents occurring in the County of
Hawai`i.
21
•
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Highlights
• Counties Brushfires response(DR-4724-HI).
o Coordinated Response to the Akoni Pule Highway Brushfire.
o Through the Emergency Management Assistance Compact(EMAC)provided
staff to Maui County from September 2023 through February 2024 to facilitate
emergency response and recovery operations.
• Multi-Hazard Mitigation Plan.
o Began the review and revision process to update the County of Hawai`i Multi-
Hazard Mitigation Plan.
• Homeland Security Grant Program.
o Closed the 2019 Homeland Security Grant.
o Installation of fiberoptic cable in the Public Service Building complete.
o HPD network security monitoring project complete.
o Procured two vehicles to replace end of life response vehicles.
o Initiated procurement for an armored response vehicle for HPD.
• Community Emergency Response Team(CERT).
o Activated CERT during four different incidents.
o CERT participated in 20 community outreach/engagement events.
o CERT conducted 15 training events to certify trainers/coaches and new CERT
members.
• Land Mobile Radio (LMR) System.
o Iolehaehae Power Project completed.
o South Point Tower replacement completed.
o Improved security at the isolated Kauna Point LMR Site.
•
22
•
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Emergency Plans Updated 2 1 4
Emergency Preparedness and Training Events 2 2 2
Exercises Conducted 3 2 4
Grants Acquired 1 2 1
Number of Staff Personnel Receiving Training 11 17 12
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
• Actual Budget Request
_Number of Personnel 12 12 12
Salaries and Wages 985,853.57 1,322,914 1,314,308
Operations 747,357.07 1,982,132 1,725,132
Equipment 239,618.01 41,700 659,000
Program Total 1,972,828.65 3,346,746 3,698,440 •
Personnel Position Summary
FY 2022-23 FY 2023-24 FY 2024-25
Position Title Actual Authorized Request
Civil Defense Administrator 1 1 1
Administrative Services Assistant I 1 1 1
Account Clerk 1 • 1 1
CD Administrative Officer 2 2 2
CD Staff Officer 4 4 4
Radio Program Manager 1 1 1
Secretary 1 1 1
GIS Specialist 1 1 1
Total 12 12 12
23
CORPORATION COUNSEL
CORPORATION COUNSEL
_ _
DEPARTMENT SUMMARY
Mission Statement
The mission of the Office of the Corporation Counsel is to support County government
by providing proactive and effective legal advice and representation while maintaining
the highest standards of professionalism and always acting in furtherance of the public
interest.
Department Goals
1. Provide legal advice and representation to County clients in a manner that promotes
countywide goals and priorities.
a. Renovate Hilo office.
b. Explore options for office space in Waimea and additional space in Kona.
c. Continue training opportunities given to County officers and employees.
d. Incorporate discussion of countywide goals into deputy meetings.
2. Establish an environment that cultivates and encourages department's core values of
teamwork, accountability,professionalism,progress, and service.
a. Increase opportunities to discuss new case law and other legal issues of County
concern at weekly or monthly attorneys meetings.
b. Identify and fund appropriate software to maximize office productivity and
accountability.
c. Highlight achievements and milestones.
d. Continuously improve training for new deputies to match countywide goals and
address procedural and legal changes within the County.
Funding Source and Position Count
General Fund $5,521,884 General Fund 35
Grant Revenue - Grant Revenue/Other Total Budget: $5,521,884 Total Number of Positions 35
24
CORPORATION COUNSEL
� � ... DEPARTMENT SUMMARY
Department Goals (continued)
3. Support professional development of employees and provide a healthy working
environment based on mutual respect.
a. Adopt a budget that provides meaningful opportunities for professional
development of the entire staff.
b. Maintain membership and maximize staff participation in national municipal
lawyers' organization.
c. Promote opportunities for interaction with neighbor island colleagues.
d. Hold at least one, all department training per year to focus on departmental
enrichment and teambuilding.
e. Continue support of flex hours and telecommuting where appropriate.
4. Implement a continuous improvement(CI)plan embracing new technology and other
identified changes that enable the department to perform work more efficiently and
effectively.
a. Take advantage of upgrades in legal research and AI technology within the
confines of the department's budget.
b. Increase access to departrfient sponsored trainings through expanded use of Zoom
where appropriate.
c. Identify and fund software that increases productivity and accountability.
5. Provide diverse training opportunities for at least 500 County officers and employees,
to be proactive and keep clients informed of relevant legal requirements and changes
in law.
a. Increase training opportunities ities through Zoom.
b. Update trainings to reflect changes in law.
c. Partner with other departments where training subject areas intersect.
6. Work with departments,boards and commissions to update agency rules where
necessary.
7. Work with Risk Management to identify and reduce areas of County risk.
25
CORPORATION COUNSEL
LITIGATION DIVISION
Program Description
The Litigation Division provides legal representation for the County of Hawai`i, its
officers, representatives, and employees in disputes such as lawsuits, arbitration,
mediation and claims. The division also represents the County of Hawai`i in judicial
actions brought by the County of Hawai`i in matters such as collections, code
enforcement actions and eminent domain proceedings.
Program Objectives
1. Resolve Disputes. Provide legal services and represent the County, its officials and
employees, in all civil legal proceedings in state, federal and appellate courts. The
Litigation Section drafts pleadings,motions, and briefs, investigates claims, conducts
discovery, and otherwise litigates and defends cases at administrative hearings, court
hearings, arbitrations,mediations,trials and appeals. The Litigation Section carries a
heavy case load in which the monetary exposure to the County can be over
$1,000,000.
2. Manage Legal Risk. Manages pending lawsuits and risk by recommending settlement
only when quantifiable justifications exist.
a. Implement system of early case assessment.
b. Convene settlement assessment meetings.
3. Provide Training. Provide training for County agencies, officials and employees on a
wide range of topics, including code enforcement,how to be a witness,how to
respond to subpoenas,the attorney-client privilege and work product doctrine, and the
ADA's impact on arrests. Each attorney shall provide at least two county-wide
trainings per year.
4. Training Opportunities. Litigation Section Deputies are offered training opportunities
at least twice a year,to provide them with tools to effectively represent the County
and its employees.
5. Regular Section Meetings. The Litigation Section holds monthly litigation meetings
to review the status of cases,provide training, guidance and updates, and address
concerns, questions and issues.
26
CORPORATION COUNSEL
LITIGATION DIVISION
Program Highlights
The Litigation Section:
1. Appeared at 449 hearings/meetings, including depositions, on behalf of the County;
2. Resolved 59 lawsuits against the County by settlement or dismissal (the lawsuits
alleged a wide variety of claims including employment matters, civil rights violations,
second amendment violations,negligence,takings, discrimination and breach of
contract);
3. Prevailed with the 9th Circuit Federal Court affirming the dismissal that the County
obtained in Shook v COH,HPD in which there was alleged discrimination and
negligence in hiring;
4. Prevailed in obtaining a dismissal of Waipio Ohana v Roth which alleged a violation
of the U.S. and Hawai`i Constitutions' takings clauses;
5. Received an Intermediate Court of Appeals (ICA) affirmance of the dismissal County
obtained in Mauna Kea Ainaina Hou et al. v David Ige et al., which sought
declaratory judgment, and a preliminary and permanent injunction regarding TMT;
6. Obtained ICA affirmance of the dismissal County obtained in Puna Pona Alliance v
Puna Geothermal Venture et al., which alleged the County was required to enforce
HCC § 14-114 against Puna Geothermal Venture and sought injunctive relief;
7. Investigated 76 new claims against the County for damage or injury of which 38
claims were denied;payments on claims totaled$119,027.06 (this amount included
payments on new claims filed, as well as claims continuing from previous fiscal
years); and
8. Collection of$70,170.69 in outstanding solid waste,water service fees, and property
damages owed to the County.
27
CORPORATION COUNSEL
COUNSELING & DRAFTING
Program Description
The Counseling and Drafting Division provides legal advice and assistance to all County
departments and boards and commissions,the Mayor and the County Council. The
Division also shares responsibility providing legal representation of the County in
administrative proceedings, including contested case hearings.
Program Objectives
1. Training Opportunities. Offer training opportunities to each counseling and drafting
attorney at least twice a year to hone their legal skills and stay abreast of important
developments in the law.
2. Review and approve contracts. Pursuant to County Charter, deputies must approve all
County contracts as to form and legality. In addition,this review includes a thorough
analysis of potential legal exposure and liability. To the extent possible, 75%of legal
documents shall be reviewed within seven business days.
3. Review and comment. Review and comment on documents submitted by the various
County departments and agencies promptly. To the extent possible, 75% of requests
shall be completed within 21 business days.
4. Draft documents and legislation. Draft documents and assist department and Council
members with drafting legislation. To the extent possible, 75%of requests shall be
completed within 21 business days.
5. Legal Opinions. Thoroughly research and draft legal opinions as requested in a timely
manner. To the extent possible, 75% of requests shall be completed within 21
business days.
6. Miscellaneous Requests for Legal Assistance, including Long-term Projects. Respond
to departmental and agency requests for legal services that may not involve a formal
written response or extensive legal research. Miscellaneous requests may include
long-term projects,which involve longer time commitments and/or a more intensive
investment of resources. For requests not requiring a formal written response or
extensive research,to the extent possible, 50% of all requests shall be completed
within 21 business days. For long-term projects,to the extent possible,requests shall
be completed within the time frame allocated for the project.
28
CORPORATION COUNSEL
COUNSELING & DRAFTING
Program Objectives (continued)
7. Provide Training. Provide training for County officers, employees, officials, and
members of boards and commissions, on relevant requirements and changes in law.
Each attorney will conduct at least two countywide training sessions per year.
8. Risk Management/Mitigation. Consult with assigned departments regarding risk
management analysis, in conjunction with the County's Risk Manager as appropriate.
Program Highlights
The Counseling and Drafting Deputies:
1. Assisted their assigned departments and boards and commissions, in navigating
changing requirements of the Sunshine Law and Uniform Information Practices Act;
2. Reviewed 1,824 contracts, drafted 74 general and legislative documents,reviewed
and commented on 1,874 documents, issued 418 legal opinions,worked on 637 long-
term projects, and 392 miscellaneous projects;
3. Attended 1,883 meetings and provided legal advice and support;
4. Continuing its philosophy of"preventive lawyering,"conducted 81 training sessions
on various topics, ranging from Ethics and Sunshine Law to Rule Making and
Procurement, which were attended by 531 County employees, and board and
commission members;
5. Worked with departments to revise standard contracts, continued the process of
standardizing the Department of Finance procurement templates, and developed
standardized Sunshine Law training for boards and commissions;
6. Actively assisted departments and board and commissions with updating their rules;
and
7. Attorneys and staff provided legal support to the Real Property Tax Division at the
division's tax sales, and drafted the tax deeds, and provided legal support for
disposition of tax sale surplus proceeds.
29
CORPORATION COUNSEL
LITIGATION/COUNSELING & DRAFTING
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Requests for Legal Representation(Includes attendance for
litigation and C&D division attorneys at administration
hearings,arbitrations,claims related meetings,collection 2,277 2,000 2,000
hearings,Boards and Commissions representation and
department representation,etc.)
Requests for Legal Services(Includes all administrative
requests such as approval of documents,drafting legislation, 4,827 4,000 4,000
opinions,etc.)
Trainings held for County officers,employees,officials,and
members of boards and commissions on relevant 531 500 500
requirements and changes in law
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 34 35 35
Salaries and Wages 3,016,973.59 3,914,646 3,920,938
Operations 635,982.37 1,518,698 1,540,876
Equipment 11,336.55 59,300 50,800
Program Total 3,664,292.51 5,492,644 5,512,614
•
30
CORPORATION COUNSEL
LITIGATION/COUNSELING & DRAFTING
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Corporation Counsel 1 1 1
Administrative Services Assistant I 1 1 1
Assistant Corporation Counsel 1 1 1
Administrative Assistant 1 1 1
Claims Investigator-Adjustor 1 1 1
Clerk III 1 1 1
Deputy Corporation Counsel 15 15 15
Deputy Corporation Counsel Section Chief 2 2 2
Legal Assistant II 2 2 2
Legal Technician I 6 7 7
Legal Technician II 1 1 1
Private Secretary 1 1 1
Supervising Legal Technician 1 1 1
Total 34 35 35
31
CORPORATION COUNSEL
BOARD OF ETHICS
Program Description
The Board of Ethics administers and enforces the County Code of Ethics. The Office of
the Corporation Counsel provides administrative and legal support to the Board.
Program Objectives
1. Review all requests for opinions in a prompt manner.
2. Provide legal support and training to the Board.
Program Highlights
In FY 2023-24,the Board continued efforts to educate County personnel to conform to
the requirements of the County Code of Ethics. During FY 2023-24,the Board received
seven new requests for opinions and six informal advisory opinions. In this time period,
the following occurred:
1. Requests for Opinion
a. Decisions were rendered on four petitions which were received during the period
July 01,2023,to June 30, 2024.
• b. A decision was rendered in one petition that was filed during the period January
01,2023,to June 30, 2023.
c. One petition was withdrawn.
d. Two petitions received during the period July 01, 2023,to June 30, 2024 will be
reviewed during the next period.
2. Informal Advisory Opinion
a. Decisions were rendered on four informal advisory opinions which were received
during the period July 01, 2023,to June 30, 2024.
b. One request for informal advisory opinion was withdrawn.
c. One informal advisory opinion received during the period July 01, 2023,to June
30, 2024 will be reviewed during the next period.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Requests for Opinion 7 9 9
Informal Advisory Opinions 6 11 11
Investigations and Investigative Hearings 0 1 1
Formal Opinions and Hearings 0 1 1
32
CORPORATION COUNSEL
BOARD OF ETHICS
Program Expenditures.
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 1,074.54 8,470 9,270
Program Total 1,074.54 8,470 9,270
33
COUNTY AUDITOR
COUNTY AUDITOR
DEPARTMENT SUMMARY
Mission Statement
Hawai`i County Charter Section 3-18 establishes an independent audit function within
the Legislative Branch through the Office of the County Auditor. It is our mission to
serve the Council and citizens of Hawai`i,County.by promoting accountability, fiscal
integrity, and openness in local government and to serve as a catalyst for improving
County government. Through performance and/or financial audits of County agencies
and programs,the Office of the County Auditor examines the use of public funds,
evaluates operations and activities, and provides findings and recommendations to
elected officials and citizens in an objective manner. Our work is intended to assist
County government in its management of public resources, delivery of public services,
and stewardship of public trust.
Department Goals
1. To procure an external certified public accountant to conduct an annual independent
post-audit of the County's financial transactions to assist the Council in complying
with the Hawai`i County Charter requirements.
2. To conduct or cause to be conducted performance and/or financial audits and special
studies of the funds, services, and operations of any County agency, executive
agency, and/or program, as set forth by the County Auditor in an annual audit plan
that shall be transmitted to the Council and the Mayor and filed with the County
Clerk as a public record.
3. To conduct or cause to be conducted follow-up performance reviews to monitor and
evaluate the implementation of audit recommendations by audited County entities.
4. To assist the County in its efforts to ensure openness and accountability in the
expenditure of public funds.
Funding Source and Position Count
General Fund $928,720 General Fund 5
Grant Revenue - Grant Revenue/Other Total Budget: $928,720 Total Number of Positions 5
34
COUNTY AUDITOR
COUNTY AUDITOR
Program Description
The Office of the County Auditor(OCA) developed and maintained an internal audit
manual to consistently conform with generally accepted government auditing standards
(GAGAS)in performing our audit responsibilities and reporting procedures. The OCA
develops an annual audit plan based on a risk assessment of County agencies,programs,
and funds utilizing objective methodology to identify priority areas for assignment of
audit resources.
To assist the Council in complying with the requirements of the Hawai`i County Charter,
OCA is responsible for procuring an external certified public accountant to conduct an
annual independent post-audit of the County's accounts and financial transactions.
Program Objectives
1. To procure an independent certified public accountant to conduct an annual post-audit
of the County's accounts and financial transactions (Hawai`i County Charter §10-13).
2. To file an annual audit plan with the Council based on a County-wide risk assessment
of funds,programs, services, and operations of any County agency, executive agency,
or program, which is supported, in whole or in part,by County funds (Hawai`i
County Charter §3-18).
3. To conduct or cause to be conducted performance and/or financial audits of County
agencies,programs, and/or operations in accordance with the annual audit plan or as
determined necessary by the County Auditor(Hawai`i County Charter §3-18).
4. To conduct or cause to be conducted follow-up performance and/or financial reviews
of audited entities in accordance with the annual audit plan or as determined
necessary by the County Auditor(Hawai`i County Charter §3-18).
5. To conduct or cause special studies or projects to be conducted to ensure openness
and accountability in the expenditure of public funds.
6. To conduct or cause to be conducted investigations of reports of fraud,waste, or
abuse warrants investigation and may provide recommendations to appropriate
county officials (Hawai`i County Charter §3-18).
35
•
COUNTY AUDITOR
COUNTY AUDITOR
Program Highlights
Financial Audits. Pursuant to Hawai`i County Charter §10-13, OCA procured an
independent external auditor to conduct the annual financial audits from the fiscal year
ending June 30,2024,through the fiscal year ending June 30, 2028,to Accuity L.L.P.
following the competitive bidding process. The OCA monitors the contract annually. As
parthof this contract,the scope of work includes an audit of the County's Annual
Comprehensive Financial Report, an audit of the Department of Water Supply's Financial
Statement, a Single Audit of Federal Financial Assistance Programs, a Landfill Financial
Assurance Report, and Office of Housing Section 8 Report.
Performance Audits:
The Office of the County Auditor concluded two performance audits in the following
departments:
1. Hawai`i County Police Department,Performance,Mental Health support and
Training.
Report No.2024-01, March 28,2024
2. Department of Environmental Management,Derelict and Abandoned Vehicle
Program.
Report No. 2024-02,July 05,2024
Financial Audits:
The Office of the County Auditor oversaw the following financial audits:
1. Annual Comprehensive Financial Report,July 1,2022,to June 30,2023
Published April 26,2024.
2. Single Audit of Federal Financial Assistance Programs,July 1,2022,to June 30,
2023,Published April 26,2024.
3. Department of Water Supply,July 1,2022,to June 30,2023
Published April 25,2024.
Our audit reports are available online at
https://www.hawaiicounty.gov/our-countv/legislative/office-of-the-county-auditor
36
COUNTY AUDITOR
COUNTY AUDITOR
Program Highlights (continued)
Special Studies or Projects:
OCA conducted unannounced cash counts at the following locations:
• Department of Finance, TAT Office - September 20,2023
• Department of Animal Control-January 20,2024
• Office of Aging-March 22,2024
• County Clerk, Office of Elections—March 22, 2024
The results of these counts are communicated to those tasked with governance.
Annual Audit Plan and Risk Assessment: OCA maintains whistleblower, fraud, waste,
and abuse hotline(s).
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Annual Audit Plan Filed with Council Yes Yes -
Performance and/or Financial Audits Completed 4 0 4
Performance and/or Financial Audits Ongoing 0 4 4
Special Studies or Projects Completed 4 0 4
Special Studies or Projects Ongoing 0 4 0
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 5 5 5
Salaries and Wages 461,225.95 506,012 519,610
Operations(includes external audit of County fmances) 438,948.29 399,610 407,610
Equipment 631.67 1,500 1,500
Program Total 900,805.91 907,122 928,720
37
COUNTY AUDITOR
COUNTY AUDITOR
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
County Auditor 1 1 1
Administrative Assistant to the County Auditor 1 1 1
Audit Analyst 3 3 3
Total 5 5 5
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COUNTY COUNCIL +
COUNTY CLERK
COUNTY COUNCIL/CLERK
.
DEPARTMENT SUMMARY
Mission Statement
The Office of the County Clerk shall provide the highest quality resources, staff, and
support to the Hawai`i County Council so that it can create effective and thoughtful policy
for the betterment of our community. We will work diligently to connect the people of
Hawai`i Island with their County government by providing information, documents, and
access to legislative proceedings in a timely and comprehensive manner. Our Office
commits to ensuring secure, convenient, and equitable access to our voters for all Federal,
State, and County election contests and questions. We will support each and every
County agency by providing reliable and efficient mail,parcel delivery, and printing
services. We will work in partnership and unity with the vast array of people who serve as
your County government.
Department Goals
1. To ensure the Council complies with all legal notice requirements for its meetings.
2. To ensure the timely processing of all proposals received for consideration by the
Council.
3. To assist the Council with the technical requirements of Council and Committee
meetings,maintain live streaming services, and to facilitate videoconferencing
services in order to provide effective participation in and viewing of the legislative
process to all individuals.
4. To provide the actions and video recordings of the Council and Committee meetings to
the public in a timely manner.
5. To process resolutions and bills adopted by the Council for distribution to the affected
parties in the applicable timeframe.
6. To prepare minutes of all Council and Committee meetings.
7. To conduct research on historical documents in a timely manner,provide copies of
public records, and assist the public with filing claims and registering as lobbyists.
8. To provide prompt and efficient reprographic services for all County departments and
agencies.
Funding Source and Position Count
General Fund $6,595,059 General Fund 85
Other Revenue - Grant Revenue/Other Total Budget: $6,595,059 Total Number of Positions 85
39
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Department Goals (continued)
9. Distribute incoming mail within two hours from receipt. This includes distribution
and pick up of mail and interdepartmental envelopes to various County offices located
in Hilo proper.
10. To provide prompt posting of all outgoing mail and to expedite delivery of
interdepartmental and postal mailing services to all County departments and agencies.
11. Assist departments in complying with U.S. Postal Service regulations.
12. To conduct secure, open, and honest elections in the County of Hawai`i.
13. To make voter registration convenient and accessible for the public.
14. To make voting convenient and accessible for all voters.
15. To abide by all election related laws.
16. Work in collaboration with the administration to amend and finalize the annual
Operating and Capital Budgets for the County of Hawai`i.
17. Provide nonpartisan review, drafting, and research assistance to the Council to ensure
that legislation is clearly articulated, comprehensive, and appropriately formatted.
18. Maintain the Hawai`i County Code and Hawai`i County Charter by applying
systematic practices to ensure accurate upkeep and maintenance in a timely manner.
19. Provide convenient and user-friendly public access to the laws of our County by
maintaining accurate and up-to-date versions of the Hawai`i County Code and Hawaii
County Charter on the County website.
20. Foster the professional development of Legislative Assistants and facilitate the quality
of work product from district staff by providing relevant training on legislative
drafting, fiscal procedures and practices, and other related matters.
21. Enhance the ability of the County Council to actively participate in the actions of the
State Legislature by providing timely updates to the Council of legislative actions,
hearings, and opportunities to testify on matters that affect the County of Hawai`i.
Program Description
County Council
The Hawai`i County Charter vests the legislative powers of the County with the County
Council, which is comprised of nine members, each elected from one of the nine Council
districts. The Council's primary functions are legislative and public policy formulation.
40
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Description (continued)
Council Services Section
The Council Services Section performs seven functions imposed by the Hawai`i State
Constitution, Hawai`i Revised Statutes, Hawai`i County Charter, and Hawai`i County
Code: (1)prepare and make public all documents received for the Council's consideration;
(2)provide professional and effective reception service to all parties requesting assistance
from the department; (3) provide administrative and technical support for the Council and
Committee meetings; (4)provide the public with timely and adequate notice of meetings
and actions pending before the Council; (5)prepare all measures adopted by the Council
for transition to official documents and laws; (6)prepare official minutes; and(7) archive
and provide public access to over 100 years of County records and documents.
Support Services Division
The Support Services Division is responsible for reproducing, scanning, and binding
documents for all County departments and agencies; metering of outgoing postal mail; and
sorting and distributing incoming postal mail/interdepartmental envelopes.
Administrative Services
Administrative Services performs personnel and accounting functions for the Council-
Clerk's Office as well as support during the annual budget cycle.
Legislative Research Branch
The Legislative Research Branch(LRB) assists the Clerk and Council with matters
involving the Operating and Capital Budgets;provides impartial research, consultation,
drafting assistance, and review of bills and resolutions; maintains the Hawai`i County
Code, Hawai`i County Charter, and the Council's Rules of Procedure and Organization;
and conducts training classes for Council district staff and County staff.
Program Objectives
Council Services Section
1. Fulfill legal notice requirements for all Council and Committee meetings, including
preparation of meeting agendas and posting and publication of meeting notices.
2. Make available online each item received for consideration by the Council or its
Committees within a reasonable length of time.
41
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Objectives (continued)
3. Facilitate technical services to allow more flexibility for officials and members of the
public to participate in Council and Committee meetings.
4. Provide final votes of Council and Committee agenda items and make video archives
of Council and Committee meetings available online within a reasonable time after the
meetings.
5. Process and prepare adopted resolutions and ordinances for distribution to affected
parties within the timeframe provided in the Council Rules of Procedure and
Organization.
6. Prepare Council and Committee meeting transcripts within the timeframe required by law.
7. Conduct requests for current and historic records in compliance with OIP, UIPA, and
FOIA timeframe and requirements.
Support Services Division
1. Process all documents submitted by departments for reproduction within two business days,
unless the job requested is extremely large.
2. Process all pieces of outgoing postal mail collected from departments or received by
departments no later than 2:30 p.m. on the same business day.
3. Sort and distribute all collected interdepartmental envelopes in a timely manner.
Legislative Research Branch
1. Complete review and preparation of all amendments and subsequent drafts of the
Operating and Capital Budgets within established deadlines.
2. Complete review of bills, resolutions, and amendments initiated by a Council Member
for proper form within a reasonable length of time,taking into account the complexity
of the proposed legislation.
3. Revise and supplement the County Code pursuant to Section 2-153. Update the
Council-Clerk's website to include revisions and prepare semi-annual supplements to
the County Code for distribution within eight weeks of receipt of final adopted
ordinances.
4. Update the Council-Clerk's website to include revisions to the Hawai`i County Charter
pursuant to amendments that pass in the General Election as well as new or amended
Council Rules of Procedure and Organization.
5. Assist with drafting ballot questions during an election year for any proposed
amendments to the Hawai`i County Charter to be placed on the General Election ballot
and update the Charter to incorporate any amendments passed by the voters.
42
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Objectives (continued)
6. Monitor the State Legislative Session, compile an extensive list of bills that are of
significant interest to the County, and provide daily reports to the Council on all
activity for those bills throughout the Legislative Session.
7. Conduct training classes for Council district staff on legislative drafting and budget
procedures and amendments.
8. Prepare and distribute at least one informational brochure or other educational material
relating to the legislative process.
Program Highlights
Below are program highlights for the Office of the County Clerk and the Hawai.`i County
Council for FY 2023-24:
1. Council Services provided technical and administrative support during 24 Council
meetings,two Special Council meetings, four Council public hearings, 115 Committee
meetings,and a three-day Special Session of the Finance Committee.
2. Council Services controlled technological equipment to provide live streaming of
meetings, archived recordings of meetings online, and live participation via Zoom and
videoconference by the public and government officials for all meetings.
3. The 94 bills adopted by the Council were prepared for certification and transitioned into
ordinances,then official copies were made public, distributed to affected departments,
and placed in the historic archives. •
4. The 391 resolutions adopted by the Council were prepared for certification,then official
copies were made public, distributed to affected entities, and placed in the historic
archives.
5. The 271 Committee reports adopted by the Council were finalized and prepared for
signature,then official copies were made public and placed in the historic archives.
6. Apprmately 2,270 documents received by the Council as well as hundreds of
documentsoxi held by the Office of the County Clerk, such as administrative rules,
lobbyist registration forms, fmancial disclosure forms, and claims were processed,
scanned, and made available to the public.
7. Council Services is researching an internal process to make internal operations more
efficient,provide Council Members with electronic access to agenda packets during
meetings, and improve public access to the legislative activities of the County Council.
The automated agenda document and approval system contract we were diligently
working on was canceled due to continual challenges, issues, and limitations of the
system not being able to do what was presented to us.
43
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Highlights (continued)
8. LRB reviewed and provided drafting assistance for 258 resolutions, 55 bills, 266
proposed amendments to legislation before the Council, and 20 miscellaneous reviews.
Staff also completed one research assignment.
9. LRB assisted with the creation and/or review of 40 budget amendments and the
preparation of Drafts 3 and 4 of both the Operating Budget and Capital Budget for FY
2024-25.
10. LRB provided drafting assistance on six proposed bills to amend the County Charter,
of which three were approved for placement on the 2024 General Election ballot.
11. LRB monitored the 33rd State Legislative Session by compiling an extensive list of
276 bills of significant interest to the County and provided daily reports to the Council
on legislative activity for those bills, which included the following: (1) sent 49 email
notices on hearings and status updates for Senate bills and 48 emails for House bills;
(2) sent eight emails to provide summary spreadsheets on the status of all bills being
tracked as well as helpful information from the State's Public Access Room; and(3)
provided a final closing report at the end of the Legislative Session.
12. LRB conducted three training sessions on legislative drafting and four training
sessions on budget process and amendments.
13. LRB updated the online version of the County Code 11 times to include 36 ordinances
that passed during the fiscal year. Published, distributed, and placed online
Supplements 14 and 15 of the County Code.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Council Meetings 24 26 24
Council Special Meetings 2 3 2
Committee Meetings 115 110 112
Committee Site Visits 0 1 0
Committee Special Meetings 1 1 1
Council Public Hearings 4 3 3
Committee Public Hearings 0 1 1
Number of Committee Reports 271 247 265
Number of Ordinances Enacted 94 116 95
Number of Resolutions Adopted 391 373 375
Number of Copies Duplicated 2,137,259 3,000,000 3,000,000
Number of Pieces Mailed 279,685 350,000 300,000
44
COUNTY COUNCIL/CLERK
W___w ___r �_ ______COUNCIL/CLERK���W.�..�.,_ ____ _. ��__ �w�.�_
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 56 56 56
Salaries and Wages 2,977,964.40 3,664,830 3,809,622
Operations 593,176.76 851,050 875,450
Equipment 22,590.08 37,500 40,500
Contingency Relief Fund - 1,372,500 900,000
Program Total 3,593,731.24 5,925,880 5,625,572
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Council Chairperson 1 1 1
Council Member 8 8 8
County Clerk 1 1 1
Deputy County Clerk 1 1 1
Accountant I 1 1 1
Council Administrative Services Supervisor 1 1 1
Council Aide 10 10 10
Council Legislative Assistant 9 9 9
Council Services Assistant I 2 2 2
Council Services Assistant II 3 3 3
Council Services Assistant III 1 1 1
Council Services Coordinator 1 1 1
Deputy Executive Assistant to the Council Chair 1 1 1
Executive Assistant to the Council Chair 1 1 1
Human Resources Technician II 1 1 1
Legal Specialist 1 1 -
Legislative Analyst III 1 1 1
Legislative Information&Reference Technician 1 1 1
Legislative Specialist 4 4 4
Private Secretary 1 1 1
Special Assistant 1 1 2
Support Services Clerk I 3 3 3
Support Services Clerk II 1 1 1
Support Services Supervisor 1 1 1
Total 56 56 56
45
COUNTY COUNCIL/CLERK
ELECTIONS DIVISION
Program Description
The Elections Division is responsible for all election activities in the County, including
administering Elections By Mail for Federal, State, and County elections; voter
registration; voter education; establishing new voter service centers and places of deposit;
recruiting and training election officials; redefining district boundaries during redistricting;
proposing election legislation; verifying signatories on mail ballot envelopes,petitions, and
nomination papers; and maintaining the voter register.
Program Objectives
1. Maintain the voter registration files.
2. Maintain the signature file to improve the signature verification process.
3. Provide voter education to all public and private high schools around the County.
4. Provide testimony on election related bills during the legislative session.
Program Highlights
Below are program highlights for the Elections Division for FY 2023-24:
1. Recruited individuals to operate voter service centers and conduct operations at the
Counting Center.
2. Processed 5,832 voter registration affidavits.
3. Cross-trained staff on various election duties.
4. Conducted sessions to refresh knowledge of existing and new election laws.
5. Conducted 14 Young Voter Registration presentations at various high schools
throughout the County and registered 324 students.
6. Conducted four voter registration/absentee presentations at senior centers and
registered 14 kupuna.
7. Established one new drop box located at the Kea'au Police Station to be utilized for
the 2024 Primary and General Elections.
8. Expanded on the signature curing process by allowing voters to electronically submit
signature cures through email beginning with the 2024 elections.
9. Mailed letters to 216 voters with an insufficient residence address.
10. Updated records to reflect 263 canceled and 1,162 deceased registered voters.
46
COUNTY COUNCIL/CLERK
__ ._____ ELECTIONS DIVISION �� -� �� ��
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Registered Voters 5,832 10,000 3,000
Voter Registration Satellite Stations 11 11 11
Certificates of Registration Issued 36 150 100
Cancellations of Registration 263 1,000 300
Deceased Voters Deleted 1,162 1,700 1,700
Number of High School Students Registered 264 300 300
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 29 29 29
Salaries and Wages 447,083.31 708,740 487,672
Operations 299,561.23 866,676 477,015
Equipment 5,478.57 7,800 4,800
Program Total 752,123.11 1,583,216 969,487
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Elections Assistant 1 1 1
Election Clerk II 2 2 2
Election Clerk III 3 3 3
Election Official I(hourly) - 2 2
Election Official II(hourly) - 2 2
Election Official III(hourly) - 2 2
Election Warehouse Worker I(Temporary) 4 4 4
Election Warehouse Worker II 1 1 , 1
Elections Program Administrator 1 1 1
Elections Program Specialist I 1 1 1
Precinct Official I 1 - -
Precinct Official II 3 -
Precinct Official III 1 - -
Temporary Election Clerk 10 10 10
Temporary Precinct Official III 1 - -
Total 29 29 29
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COUNTY PHYSICIANS
COUNTY PHYSICIANS
.....�. __ - DEPARTMENT SUMMARY
Mission Statement
To render medical opinions, advise on medical matters and conduct physical
examinations as requested by the Mayor's Office and other agencies of the County.
Department Goals
Assist the County in creating a safe and healthy environment for its employees by
providing professional medical service.
Program Description -
1. Provides pre-employment,PUC and other authorized physical examinations.
2. Provides review of workers' compensation claims.
3. Reviews certain sick leave cases.
4. Assists in police investigations and coroner's cases.
5. Advises County on medical matters.
Program Objectives
Continue to serve the County diligently as in the past.
Funding Source and Position Count
General Fund $201,600 General Fund 4
Grant Revenue - Grant Revenue Total Budget: $201,600 Total Number of Positions 4
48
•
COUNTY PHYSICIANS
COUNTY PHYSICIANS
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Estimate Estimate
Number of Positions 4 4 4
Salaries and Wages 202,895.60 192,000 201,600
Program Total 202,895.60 192,000 201,600
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Estimate Estimate
County Physician 1 1 1
Assistant County Physician - 1 1
Assistant County Physician 1/2T 1 - -
Assistant County Physician 1/4T 2 2 2
Total 4 4 4
49
ELDERLY ACTWITIES
ELDERLY ACTIVITIES
DEPARTMENT SUMMARY
Mission Statement
To provide a wide array of services for the public with excellence, integrity and aloha.
Department Goals
Coordinated Services Unit
1. To promote self-sufficiency by providing services to help recipients achieve,restore,
or maintain independent living and self-direction.
2. To prevent or reduce premature or inappropriate institutional care through the
provision of home-based care which would allow the recipient to remain in or return
home.
Retired & Senior Volunteer Program
1. Address critical community needs through significant volunteer services.
2. Provide a high quality volunteer experience and opportunities for persons 55 and
older.
3. Ensure volunteers are provided the needed orientation, in-service instructions,
appropriate assignments, individual support and supervision, and recognition for their
volunteer services.
Nutrition—Congregate Nutrition Services
1. To provide meals to individuals 60 years of age and older in congregate settings.
Each meal shall meet the Recommended Dietary Allowance(RDA) as established by
the Food and Nutrition Board of the National Academy of Sciences.
Funding Source and Position Count
General Fund $2,432,190 General Fund 56
Grant Revenue $1,532,904 Grant Revenue/Other 6
Other $ 250,000
Total Budget: $4,215,094 Total Number of Positions 62
50
ELDERLY ACTIVITIES
DEPARTMENT SUMMARY
Department Goals (continued)
Nutrition—Home Delivered Meal Service
1. To deliver meals to the homes of individuals 60 years of age and older who are
homebound due to illness or disability. Each meal shall meet the Recommended
Dietary Allowance (RDA) as established by the Food and Nutrition Board of the
National Academy of Sciences.
51
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Program Description
The Coordinated Services Program for the Elderly (CSE)provides comprehensive direct
services for adults 60 years and older, and individuals 18 years and older with disabilities
as required by the Federal contract through Hawai`i County Office of Aging.
Coordinated Services' 29 full-time staff are responsible for providing Information and
Assistance, Outreach, Chore, Transportation, and Other Support Services such as Kupuna
Care distribution, and Advocacy.
Program Objectives
The CSE staff will promote maximum independence, optimum health,personal dignity
and self-enrichment by:
1. Providing information and assistance services to 5,000 older adults.
2. Providing outreach services to 900 adults.
3. Providing transportation services to 1,000 older adults and accomplishing 34,000 trips
annually.
4. Providing transportation services to 40 individuals less than 60 years of age with
disabilities and accomplishing 700 trips annually.
5. Providing and completing 3,500 referrals.
6. Providing individuals with disabilities/older adults with 2,500 hours of chore services
annually.
Program Highlights
• Provided 5,659 seniors with information and assistance services and 902 seniors with
outreach services. There were 3,505 referrals which included food stamps, Medicaid,
SSI benefits,housing assistance, legal aid, energy assistance, etc.
• Provided transportation services to 36 individuals under 60 years with disabilities and
accomplished 710 trips.
• Provided transportation services to 1,360 seniors and accomplished 37,948 trips.
• Issued the Hawai`i County Senior Identification Cards to 1,226 seniors.
• Assisted clients with in-home chore services and provided a total of 2,502 hours.
• During the months of February to March, CSE East Hawai`i staff assisted AARP with
tax preparations. As a result, over 1,000 preparations were completed.
52
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
*Information and Assistance
Unduplicated Number of Seniors Served 5,659 5,000 5,000
*Outreach
Number of Seniors Served 902 900 900
*Transportation
Unduplicated Number of Seniors Served 1,360 1,000 1,000
Total Trips 37,948 34,000 34,000
Unduplicated Number of Persons w/Disabilities
Under 60 years of age served 36 50 40
Total trips 710 1,000 700
*Referrals 3,505 3,500 3,500
*Chore
Total Hours 2,502 2,500 2,500
*Contract Purchase of Service Objectives for Title III
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 31 31 31
Salaries and Wages 1,155,998.16 1,337,469 1,354,432
Operations 178,355.70 234,202 233,489
Equipment - 23,000 21,300
Program Total ' 1,334,353.86 1,594,671 1,609,221
53
ELDERLY ACTIVITIES
• COORDINATED SERVICES UNIT •
Personnel Position Summary -
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Clerk III 1 1 1
Community Service Program Assistant I 8 8 8
Community Service Program Assistant I(Temp) 1 1 1
Community Service Worker I 8 8 8
Community Service Worker II 1 1 1
Community Service Worker III 6 6 6
Community Service Worker III(Temp) 1 1 1
Departmental Data Processing Coordinator I 1 1 1
Elderly Activities Operations Assistant Director 1 1 1
Program Director III(Older Adults) 2 2 2
Total 31 31 31
54
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Program Description
Mission- To improve lives, strengthen communities, and foster civic engagements
through volunteer service.
The Retired and Senior Volunteer Program(RSVP)provides diverse and meaningful
volunteer opportunities for persons 55 years and older. Through volunteering, RSVP
volunteers are able to remain active, contributing members of the community thereby
enhancing the overall quality of their lives. Their volunteer services also help private,
non-profit, and public agencies (volunteer stations)to deliver services to meet a wide
range of community needs.
Some examples of RSVP volunteer assignments include: tutoring elementary students;
helping in libraries; delivering meals on wheels; screening blood pressure; instructing
senior crafts and activities; assisting with senior transportation; doing friendly visiting;
entertaining in hospitals and care homes; helping at blood banks, food banks,non-profit
health agencies and museums; staffing public information booths; helping in hospitals;
beautifying public areas; and assisting with community events and special projects of
agencies.
Program Objectives
Provide a variety of opportunities for retired and senior persons aged 55 or older to
participate more fully in the life of their community through significant volunteer
services.
1. Plan and coordinate diverse and meaningful volunteer opportunities to 750 persons 55
years and older.
2. Assist significantly in meeting community needs by providing 750,000 hours of
volunteer service.
3. Facilitate volunteer services through 125 volunteer stations.
4. Provide 55 volunteers to assist in Food Basket Distribution.
5. Provide 25 volunteers to assist in Hawai`i County Nutrition Meals On Wheels
Program.
6. Provide 20 volunteers to assist in AARP's Tax Preparation Program.
7. Provide 650 volunteers in other community priorities.
55
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Program Highlights
• Utilized alternative methods to recognize volunteers, which was approved by the
federal grantor. Gift cards from various stores were provided to RSVP volunteers in
place of a luncheon.
• Mileage reimbursements were processed for approximately 350 volunteers.
• Ensured compliance with the Corporation for National and Community Service,
AmeriCorps Seniors.
• Worked in partnership on food distribution to provide volunteers for The Food Basket
and other agencies, volunteer support for Meals On Wheels, and Tax Aide assistance
as specified under successful impact project per the Federal grant.
• RSVP volunteers assisted with various special projects such as the Hawai`i Island
Adult Day Care Golf Tournament,Big Island Marathon, etc. RSVP also provided
volunteer support to other County agencies, including the Elderly Activities Division.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Number of Volunteers 944 750 750
Number of Volunteer Hours 61,533 75,000 75,000
Number of Volunteer Stations 181 125 125
Number of Food Basket Volunteers 51 55 55
Number of Meals On Wheels Volunteers 9 25 25
Number of AARP Tax Prep Volunteers 26 20 20
Number of Other Community Priorities Volunteers 858 650 650
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 4 4 4
Salaries and Wages 212,365.29 239,116 231,988
Operations 101,846.09 159,351 183,207
Equipment - 3,752 3,752
Program Total _ 314,211.38 _ 402,219 418,947
56
ELDERLY ACTIVITIES
RETIRED AND SENIOR VOLUNTEER PROGRAM
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request •
Account Clerk 1 1 1
Community Service Program Assistant I 2 2 2
Program Director IV(Older Adults) 1 1 1
Total 4 4 4
57
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Program Description
Congregate Nutrition Services
The Older Americans Act(OAA) authorized funding for local community programs to
provide nutrition services to the elderly. The congregate meal program is designed to
provide older individuals, aged 60 and older,with at least one low cost,nutritious meal,
five days a week in a congregate setting. The program includes nutrition and health
education,health assessments, recreational activities and other appropriate services for
older individuals.
Home Delivered Meal Service
OAA authorized funding for local community programs to provide nutrition services to
the elderly. The home delivered meals program or"Meals On Wheels"is an integral part
of a community based health care system. Participants receiving home delivered meals
are aged 60 and older and homebound due to illness or disability. The home delivered
meals program provides five nutritious meals delivered weekly, directly to the
participants' home.
Program Objectives
Congregate Nutrition Services
To provide 60,000 nutritious meals, each containing a third of the U.S. RDA,to 900 older
individuals, aged 60 and older, at 15 congregate nutrition sites throughout Hawai`i
County.
Home Delivered Meal Service (Meals On Wheels)
To deliver 60,000 nutritious meals, each containing a third of the U.S. RDA,to 300 frail,
homebound older individuals, aged 60 and older,throughout Hawai`i County.
58
ELDERLY ACTIVITIES
-----.NUTRITION PROGRAM
Program Highlights
• Operations received two 2023 Ford F-150 4x4 Hotshots that enhanced the aging fleet.
Vehicles were funded by the Hawai`i County Office on Aging. Vehicles serviced
deliveries in East Hawai`i.
• Outreach continued to increase participation at all congregate sites on the island with
education and collaboration with community agencies for clients in need of
socialization. Coordinated Services for the Elderly is assisting with the Meals On
Wheels outreach to expedite processing the seniors on the waitlist.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Congregate Nutrition Services
Unduplicated Elderly Served 523 900 900
Total Meals Served 25,736 60,000 60,000
Home Delivered Meal Service
Unduplicated Elderly Served 361 300 300
Total Meals Served 42,625 60,000 60,000
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 27 27 27
Salaries and Wages 536,166.02 779,596 790,369
Operations 945,249.53 1,384,232 _ 1,385,732
Equipment - 12,325 10,825
Program Total 1,481,415.55 2,176,153 2,186,926
59
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Clerk III 1 1 1 _
Community Service Program Assistant II 1 1 1
Community Service Worker III 1/2T 15 15 15
Home Delivered Meals Worker Hrly 6 6 6
Program Director IV(Older Adults) 1 1 1
Van Driver 1 1 1
Van Driver 1/2T 1 1 1
Total 27 27 27
•
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ENVIRONMENTAL
MANAGEMENT
ENVIRONMENTAL MANAGEMENT
DEPARTMENT SUMMARY
Mission Statement
To maintain a clean, healthy island environment and promote stewardship and sustainability
by managing wastewater and solid waste services, waste reduction and resource recovery in a
comprehensive,responsive, safe and efficient manner.
Department Goals
1. To improve infrastructure, operations and procedures at the 21 transfer stations and to
increase recycling rates, facility efficiency and reduce costs.
2. To educate the public regarding the department's facilities and approach to management
of solid waste via public outreach methods.
3. To continue to educate the public on current recycling programs and the importance of
reduce, reuse, and recycle. Make recycling easy, which helps with landfill diversion on
the path to zero waste.
4. Continue to encourage and support the diversion of solid waste from existing landfills
and maximize the reuse,reclamation, or re-purposing of our solid waste stream.
5. To repair,replace, or rehabilitate existing sewer infrastructure.
6. To continue the Wastewater Division's Asset Management Program to ensure efficient
and effective operations.
7. To provide reuse water to the community to put treated wastewater effluent to beneficial
use.
8. Maintain a continuous improvement environment within the department so as to
encourage increased productivity and efficiency.
9. Investigate and implement,where economically feasible, alternative wastewater
treatment technologies.
10. Participate in the State and local effort on the cesspools conversion to ensure compliance
by 2050.
11. To establish more robust self-sufficient funding programs for both solid waste and
wastewater services.
Funding Source and Position Count
General Fund $2,320,019 General Fund 31
Grant Revenue - Grant Revenue/Other 2
Split Funding -
Total Budget: $2,320,019 Total Number of Positions 33
61
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Program Description
The Environmental Management Director serves as technical advisor to the Mayor,
Managing Director, Environmental Management Commission, and County Council on
matters pertaining to wastewater treatment and disposal, solid waste processing and
disposal, resource recovery, the recycling and disposal of all vehicles, and the removal of
the derelict and abandoned vehicles.
The Environmental Management Administration Office provides personnel management,
accounting and billing support services as well as providing general supervision and
control of the administration and operation of the Wastewater and Solid Waste Divisions
and the Business Services Section.
The Environmental Management Administration Office also provides personnel, clerical,
technical and financial support for the Environmental Management Commission.
Program Objectives
1. Establish sewer fee rates at a level to cover expenses of operations,maintenance,
repairs, and replacements.
2. Maintain vehicle disposal fee system to assure financial self-sufficiency for the
Vehicle Disposal program.
3. Improve the status of Wastewater accounts receivable. Reduce the average number
of days in receivables by 5% annually. Reduce the percentage of balances over 90
days past due by 5% annually.
4. Maintain the status of Solid Waste accounts receivable with an average number of
days in receivables less than 35 days and a percentage of balances over 90 days past
due less than 2%.
Program Highlights
• Completed design for renovation of the Laupahoehoe Transfer Station trash chute and
retaining wall. Bidding for construction is expected in early FY 2024-25.
• Completed repairs to the Glenwood Transfer Station.
• The Final Programmatic Environmental Impact Study was completed in September
2023.
62
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Program Highlights (continued)
• Completed negotiations with the U.S. Environmental Protection Agency on a
Countywide Administrative Order on Consent(AOC)regarding wastewater facilities.
The AOC was signed in March 2024.
• Completed construction plans and specifications for the Hilo Wastewater Treatment
Plant Upgrades Phase 1 work. Solicitation of bids began in May 2024, bid opening
and award expected in FY 2024-2025.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Tipping fees as%of Solid Waste Fund expenditures 34% 30% 31%
Vehicle Disposal Fund Fee paying for%of program 100% 100% 100%
Days in Accounts Receivable in Wastewater Division 54 50 50
Days in Accounts Receivable in Solid Waste Division 31 31 31
%of Accounts Receivable over 90 days,Wastewater 34% 27% 31%
%of Accounts Receivable over 90 days, Solid Waste 1% 2% 1%
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 32 32 33
Salaries and Wages 1,426,675.28 2,028,860 2,103,764
Operations 155,408.83 202,385 209,755
Equipment 36,037.32 18,210 6,500
EDA Economic Adj Assist Dis Recov Pgm 776,271.72 -Program Total 2,394,393.15 2,249,455 2,320,019
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ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Director of Environmental Mgmt 1 1 1
Deputy Director of Environmental Mgmt 1 1 1
Account Clerk 4 4 4
Accountant I 3 3 3
Accountant III 1 1 1
Accountant IV 1 1 1
Business Manager 1 1 1
Clerk III 2 2 2
Contracts Clerk 1 1 1
Credit&Collections Clerk 1 1 1
Departmental Contracts Asst 1 1 1
Environmental Mgmt Planner 1 1 1
Human Resources Assistant - - 1
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Information&Education Specialist II 1 1 1
Private Secretary 1 1 1
Safety&Driver Improvement Coordinator 1 1 1
Safety&Driver Improvement Supervisor. 1 1 1
SCADA Program Manager 1 1 1
Senior Account Clerk 3 3 3
Student Helper I 3 3 3
Student Helper II 1 1 1
Total 32 32 33
64
FINANCE
FINANCE
DEPARTMENT SUMMARY
Mission Statement
The Department of Finance provides efficient and effective financial services fairly,
accurately and courteously. We serve our customers with professionalism to effectively
enable departments to carry out their mission.
Department Goals
1. To facilitate an integrated county-wide financial needs plan.
2. To continue development and maintenance of fiscal policies and procedures.
3. To encourage interdepartmental to enhance working relationships and internal
support systems.
4. To maintain customer service program that facilitates positive and effective
interaction with the public and other departments.
5. To promote training programs that foster employee growth, including technical
training and mentoring.
6. To develop and maintain written operational procedures that address the various
functions of the Finance Department to promote proper and consistent.service.
Funding Source and Position Count
General Fund $19,418,975 General Fund 149
Grant Revenue $ 1,984,013 Grant Revenue/Other 20
Other $ 600,000
Total Budget: $22,002,988 Total Number of Positions 169
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FINANCE
ADMINISTRATION/BUDGET
Program Description
Administration
The Office of the Director plans, directs, controls, and coordinates the activities of the
Finance Department. The department head and staff advise the Mayor on the
development of administrative policies and assists the Mayor in the preparation and
execution of the operating and capital budgets. Finance administration provides overall
programmatic and financial support to all departments and agencies.
The Budget Division plans, directs, and coordinates the formulation,preparation,
execution,review and analysis of the County's operating budget and program. Budget
monitors budget appropriations and expenditures to ensure compliance with the law and
advises County officials on budgetary and long-range planning matters.
Program Objectives
Administration
1. Conduct training sessions for county financial personnel.
2. Interact and provide education to other departments, County Council and the public
by participating in community meetings and by conducting workshops on the various
finance areas, including budget,purchasing and real property tax.
3. Conduct weekly meetings with division managers, supervisors and/or staff, covering
new or changing regulations,rules and procedures, and overall leadership
development.
4. Coordinate with Corporation Counsel regarding procurement protests, request for
debriefing, and other related procurement issues in a timely manner.
Budget
1. Plan, direct and execute the formulation of the county's operating budget.
2. Prepare transmittal letters, resolutions, and/or bills for the appropriate approvals and
signatures for all fully-completed requests for council action received three days prior
to the County Council's submittal deadlines.
3. Provide guidance and assistance to departments/agencies to ensure the fiscal
responsibility and accountability in developing the operating budget.
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FINANCE
ADMINISTRATION/BUDGET�
Program Objectives (continued)
4. Receive and process County of Hawai`i nonprofit grant applications.
Program Highlights
Administration
1. Completed a competitive process and executed a contract for a new financial and
human resources system. This system will modernize core financial functions and
significantly improve efficiency. The implementation of this project began in early
2024.
2. Revamped the Capital Improvement Program coordination meetings to promote
interdepartmental communication and efficiencies.
3. Obtained the Certificate for Excellence in Financial Reporting from the Government
Finance Officers Association(GFOA) for the County's June 30, 2023 Annual
Comprehensive Financial Report.
Budget
1. A balanced budget of$921,068.24 was approved for FY 2024-25 in June 2024.
2. The Budget Office continued to provide guidance and assistance on budget/finance
issues and items requiring legislative action. In FY 2023-24 the Office prepared 109
resolutions, 62 bills, six donation reports and 146 transmittal letters on behalf of
departments/agencies for County Council action.
3. The Budget Office processed 196 nonprofit grant applications for FY 2024-25. Fifty-
eight grants were awarded by the County Council totaling $2,027,500.
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FINANCE
ADMINISTRATION/BUDGET
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Nonprofit Grant Agreements Processed 58 90 80
Request for Council Action Forms Processed 146 160 150
Training Sessions Held for County Fiscal Personnel 4 15 25
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 8 9 10
Salaries and Wages 733,772.64 903,972 982,128
Operations 12,690.92 29,370 44,370
Equipment 53,089.16 60,500 250,500
Program Total 799,552.72 993,842 1,276,998
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Director of Finance 1 1 1
Deputy Director of Finance 1 1 1
Budget Administrator 1 1 1
Budget/Fiscal Specialist - - 1
Budget Specialist 1 1 1
Capital Improvement Program Coordinator - 1 1
Clerk III 1 1 1
Human Resources Specialist II 1 1 1
Human Resources Technician I 1 1 1
Private Secretary 1 1 1
Total 8 9 10
68
FINANCE
ACCOUNTS
Program Description
The Accounts Division maintains general accounting and fixed asset depreciation records
of the County; provides useful, accurate and timely financial reports to the public and
agencies; prepares payrolls and pension rolls; pays all obligations of the County; supports
the Pension Board.
Program Objectives
1. Close FY 2024-25 books and issue final June 30 Budget Status Report by October 15,
2025, and determine the General Fund's fund balance by September 30, 2025.
2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the
Government Finance Officers Association(GFOA) for the County's June 30, 2025
Annual Comprehensive Financial Report.
3. Close the books and have the monthly budget status reports available in FRESH
within ten working days after the end of the month or close of the previous month,
whichever is later, except for June, July, August, September, and October.
4. Support the FRESH(Financial and Resource Enterprise Software for Hawai`i
County) system accounts payable, general ledger and payroll modules. This includes
maintaining and keeping abreast of changes to the current modules that Accounts is
responsible for, as well as,helping users and providing training when necessary.
5. Ensure that all claim payments made are proper and legal by pre-auditing 100% of
payment requests for accuracy and propriety,returning items that are not accurate or
proper to departments for correction.
6. Provide certificate of the availability of funds on County contracts within three
working days of the contract's submission to Accounts Division.
7. Pay vendors promptly by issuing all warrants for claims within seven working days of
the receipt of the invoice by Accounts Division.
8. Ensure that all employees receive the correct amount of pay and related benefits by
pre-auditing 100% of payroll claims for accuracy and compliance with legal and
contractual requirements and filing all required payroll tax forms and returns on time.
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FINANCE
ACCOUNTS
Program Highlights
1. The County received a Certificate of Achievement for Excellence in Financial
Reporting from the Government Finance Officers Association for its June 30, 2023
Annual Comprehensive Financial Report.
2. The Accounts division dedicated significant resources to the numerous discussions
and analyses to design and implement the County's new Enterprise Resource
Planning (ERP) system CoHnect. This will replace the current system(FRESH),
which is outdated and will no longer be supported.
•
3. The Accounts division continues to prioritize assisting with the CoHnect system
implementation including areas such as general ledger,budgeting,human resource
management,payroll, capital asset management and accounts payable.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Claims Checks&Electronic Funds Transfers Issued 42,589 40,800 38,560
Payroll Checks Issued 3,862 4,300 4,300
Direct Deposit Stubs Issued 61,881 61,500 62,000
Funds Maintained 47 44 50
Contracts,Amendments&Change Orders Certified 1,628 1,150 1,700
Pensioners 13 13 13
Regular&Part-Time Employees 2,811 2,800 2,850
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 14 14 14
Salaries and Wages 652,226.22 1,095,656 1,113,300
Operations 2,196,440.72 3,752,665 3,463,703
Equipment 45,427.81 100 100
Program Total 2,894,094.75 4,848,421 4,577,103
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FINANCE
ACCOUNTS
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant II 2 2 2
Accountant V 1 1 1
Accounts Payable Supervisor 1 1 1
Assistant Controller 1 1 1
Controller 1 1 1
Financial Systems Analyst 1 1 1
Payroll Specialist II 1 1 1
Pre-Audit Clerk I 3 3 3
Program Manager 1 1 1
Senior Account Clerk 1 1 1
Total 14 14 14
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FINANCE
INTERNAL CONTROL & TAT
Program Description
The Internal Control& TAT Division conducts periodic compliance checks related to
cash handling procedures, inventory control policies, fraud detection, and other related
financial security protocols. This division also established a transient accommodations
tax collection and compliance section to receive,process, and reconcile Hawai`i County
Transient Accommodation Tax(HCTAT)payments as well as initiate collection actions
when required.
Program Objectives
Internal Control
1. Review departmental policies and procedures related to financial controls and asset
protection.
2. Identify potential control weaknesses and develop enhanced security procedures to
reduce opportunities for fraud, create additional accountability, and build greater
public trust.
Transient Accommodations Tax
1. Contact and collect on delinquent taxpayers with the establishment of the taxpayer
activity reports.
2. Draft proposed installment/settlement agreement.
3. Draft proposed Director of Finance rules.
Program Highlights
• Assisted Community Development Block Grant—Disaster Recovery program with
hiring an Internal Auditor and providing guidance to the Internal Auditor in executing
performance reviews related to the CDBG-DR funding, conducting fraud, waste and
abuse investigations related to the CDBG-DR funding, and identifying higher level
risk areas within the program.
• Developed a computer system to manage the Hawai`i County portion of the Transient
Accommodations Tax including state filings,payments, and collection activities.
• Began distributing taxpayer activity reports to taxpayers.
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INTERNAL CONTROL 8t TAT
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
IC-Surprise Cash Counts Conducted* 0 6 -
IC-Division/Agency Policy&Procedure Reviews 1 4 4
IC-Investigations** - - 4
TAT-Payments Received/Processed 41,074 35,000 35,000
•
TAT-Delinquency Notices Issued 400 1,500 1,500
TAT-Formal Collection Actions Initiated 0 10 10
TAT-Appeals Filed 1 30 30
*Phase out in FY 2025-26 IC—Surprise Cash Counts Conducted
**New Prog Measures IC—Investigations
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 4 4 4
Salaries and Wages 245,794.41 277,722 279,624
Operations 2,919.15 6,750 6,750
Equipment 969.25 700 700
Program Total 249,682.81 285,172 287,074
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Accountant I 1 1 1
Credit and Collection Clerk - 1 1
Internal Control Manager 1 1 1
Senior Account Clerk 2 1 1
Total 4 4 4
73
FINANCE
PROPERTY MANAGEMENT
Program Description
The Property Management Division is responsible for the acquisition and disposal of the
County's real property including land, remnants, easements, sale of abandoned roads,
buildings, other miscellaneous real property assets, equipment, and vehicles. This
includes the acquisition of Right-of-Ways, Governor's Executive Orders for State owned
lands, easements, right-of-entries, and other types of real estate interests in connection
with the Department of Public Works, Department of Environmental Management,
Department of Parks and Recreation and other general County purposes.
The Property Management Division is responsible for being the office of record for the
maintenance of records related to the County's acquisition and disposal of real and
personal property assets.
The division manages, administers, and maintains the fiscal responsibility for the leasing
of private lands for County use in addition to leasing County land and buildings to private
users.
The division is responsible for the negotiation and acquisition of easements or land
authorized by the County Council utilizing the Public Access, Open Space and Natural
Resources Preservation Fund(FUND). Once land or easement is acquired with the
FUND, the division is responsible to review, evaluate, recommend, and contract grant
funding for the maintenance, management, and stewardship of these acquisitions to
eligible stewardship grant applicants. This grant funding comes from the Preservation
Maintenance Fund(MNT FUND). The financial public posting of both funds is the
responsibility of the Property Management Division.
The division supports the Public Access, Open Space and Natural Resources Preservation
Commission(PONC) and transmits annual recommendations to the Mayor. In addition,
PONC reviews and forwards recommendations to the Department of Finance on MNT
FUND applicants.
Program Objectives
1. Provide support for PONC in meeting its requirement of submitting its annual list of
prioritized properties to the Mayor by December 31, 2024
2. Provide support and maintain public posting of meetings, forms, information,
financial reports, etc. on the county website for public documents.
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FINANCE
PROPERTY MANAGEMENT
Program Objectives (continued)
3. Identify and initiate negotiations on the purchase of the next property pursuant to
recommendations by PONC,the Mayor, and as authorized by the County Council.
4. Provide support for PONC as they review, evaluate, and make recommendations to
the Director of Finance regarding applications for stewardship grants from the MNT
Fund.
5. Provide support for grant awardees in the maintenance, stewardship, and management
of properties acquired by the fund.
6. Provide support for the land management and right-of-way acquisition needs for all
County departments.
7. Provide administrative and fiscal management of County leased properties and ensure
leases are paid on time.
8. Dispose of surplus real property as requested by departments and authorized by the
Director of Finance.
9. Dispose of used equipment or vehicles as requested by departments and authorized by
the Director of Finance.
10. Maintain the Personal Use of vehicles as requested by departments and authorized by
the Director of Finance.
11. Maintain the fixed assets of vehicles quarterly status reporting as requested by Risk
Management and County Corporation Counsel.
12. Maintain the fixed assets record system of County property and submit the annual
fixed asset report to the County Council.
13. Hold at least one public auction for the disposal of useable surplus County owned
personal property.
14. Maintain all public posting on public websites or legal advertising relating to PONC
and other Property Management events.
Program Highlights
The County acquired a Conservation Easement property known as Mahukona,North
Kohala. The easement consists of 642.4551 acres in North Kohala,preserving the only
navigational heiau in the State of Hawai`i,highly significant sites of Kamehameha I,
portions of the Ala Kahakai National Historic Trail, and watershed protection. In
addition, to sustain the cultural non-instrument navigation and open ocean voyaging
•
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FINANCE
PROPERTY MANAGEMENT
Program Highlights (continued)
The County is anticipating to co-hold, a Conservation Easement with the State of Hawai`i
through its Board of Land and Natural Resources for `Anaeho`omalu Kapalaoa,North
Kona. The property consists of 27.38 acres in South Kona dedicated to protecting and
conserving native coastal vegetation, anchialine pools,home to `opae `ula and take away
the threat of development.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Surplus personal property auctions 0 1 1
Surplus real property sales 0 1 1
Real property transactions 5 28 28
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 6 6 6
Salaries and Wages 290,420.00 341,811 415,188
Operations 2,418,983.15 3,082,058 3,193,994
Equipment - 100 100
PONC—Open Space Commission 5,129.14 5,140 6,140
Program Total 2,714,532.29 3,429,109 3,615,422
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Property Management Specialist 1 1 1
Property Manager 1 1 1
Property Management Technician 1 1 1
Senior Account Clerk 3 3 3
Total 6 6 6
76
FINANCE
PURCHASING
Program Description
The Purchasing Division assists all County agencies and programs in the purchasing of
required goods and services in accordance with Hawai`i Revised Statute 103D, Finance
Director Rules and Hawai`i County Purchasing Procedures. It is the mission of the
Purchasing Division to procure quality goods and services that meet the user's needs, at a
reasonable cost, in a fair and impartial manner, and with the maximum feasible amount of
competition. Construction projects are procured through the Public Works Department.
Program Objectives
1. Use technology effectively by processing 95% of all IFBs, RFPs and RFQs using
Public Purchase,the division's chosen e-procurement system.
2. Conduct a minimum of three vendor outreach opportunities annually to promote
"doing business with the County" and to encourage competition for future
opportunities.
3. Provide outstanding customer service to departments and agencies for purchases less
than the formal bidding limits,by completing the request for quotation process 95%
of the time within ten working days of receipt.
4. Provide outstanding customer service by processing 95% of routine documents
(invoice payment approvals, contracts, change orders and supplemental agreements)
within two working days of receipt, including electronic approvals.
5. Conduct a minimum of three internal procurement trainings annually with County
agencies to yield more effective procurement results.
6. Provide Purchasing information on a regular basis by sending monthly reminders to
all departments with general Purchasing guidelines to address frequently asked
questions.
Program Highlights
1. The Purchasing Division worked hard to address a workload that was much higher
than anticipated. The team reviewed and routed 59%more change order and
Supplemental documents than was budgeted for. Although the Program Measures
table shows a decrease in Informal Request for Quotations (RFQs)by 56%,the
measurement includes only the RFQs advertised on Public Purchase. The Purchasing
Division expanded its use of the State cooperative agreements, and when these
numbers are included, a total of 795 RFQs were processed.
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FINANCE
PURCHASING
2. In FY 2023-24,the Purchasing Division advertised and processed 50%more Request
for Proposals (RFPs) for a record 24 Requests for Proposals (RFPs) in contrast to the
16 RFPs advertised and processed in FY 2022-23.
3. The Purchasing Division prepared,processed, and ensured execution of the Enterprise
Resource Planning(ERP) software contract which procured the replacement system
for the current outdated FRESH system.
3. The Purchasing Division worked closely with Corporation Counsel and the Finance
Director to review the $1,000.00 small purchase delegation and update it to
$2,499.99.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Purchase Orders Issued 2,560 2,500 2,500
Invoice Payment Approvals 12,219 11,000 _ 12,000
Requisitions Received 2,518 2,500 2,500
Contracts Completed* 490 550 500
Advertised Formal Bids and Requests for Proposals 173 125 150
Informal Written Requests for Quotations 450 700 500
Contract,Change Order&Supplemental Agreement 1,817 750 1,800
Review forCompliance*
Sole Source Approvals(Exceeding$25,000) 26 30 30
Professional Services exceeding$5,000 72 60 65
*As of FY 2022-23,measures include all contracts reviewed by the Purchasing Division(previously only
Purchasing initiated contracts were reported)
Program Expenditures
• FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 7 8 8
Salaries and Wages 350,232.24 545,279 547,964
Operations 113,096.52 166,200 281,200
Equipment 2,612.45 250 5,250
Program Total 465,941.21 711,729 834,414
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FINANCE
PURCHASING
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Buyer I 1 1 1
Buyer II - 1 1
Buyer III 1 1 1
Contracts Clerk 1 1 1
Procurement&Specifications Specialist 2 2 3 ,
Purchasing Agent 1 1 1
Student Helper I 1 1 -
Total 7 8 8
79
FINANCE
REAL PROPERTY TAX
Program Description
The role of the Real Property Tax Division is to assess all real property in a uniform and
equitable basis for purposes of real property taxation. All real property is assessed based
on fair market value as of January 1. The division is also responsible for collecting all
taxes,processing exemptions,programs, dedications and coordinating the appeals as
imposed by Chapter 19,Hawai`i County Code, as amended.
Program Objectives
1. Attain sales assessment mean ratio+/- 10%from the 100% assessment and attain a
co-efficient of dispersion at+/- 15% of the mean ratio.
2. Maintain an active educational and informational program on real property taxation:
3. Initiate proceedings for two real property tax foreclosure sales to reduce the number
of delinquent accounts and dollar amount of delinquent taxes owed to the County.
4. Mail 1,000 preliminary tax sale letters.
5. Close 1,000 delinquent accounts.
6. Attain processing of documents within four weeks of receipt from State of Hawai`i,
Bureau of Conveyances.
Program Highlights
1. The number of appeals this past year continued to decrease from prior years with only
261 appeals filed for fiscal year 2024-25. The appeal counts in the prior three years
were 345 in FY 2021-22, 835 in FY 2022-23 and 412 in FY 2023-24. While the past
economic outlook and real estate trends have not held to a recession or"soft landing"
as previously indicated, a market correction is still a distinct possibility even in light
of lowering interest rates. At the conclusion of the current appeal season,there will
be two vacancies on the Board of Review. Prior delays in filling these vacancies
negatively impacted the start of the appeal hearings during FY 2023-24. Once the
County had confirmed two new Board members,the hearings were able to continue.
This continues to be a focus for the division as the Board of Review hearings are a
very important component in implementing a real property tax program that is both
fair and equitable.
2. The Division continued to work on the compliance review process for the
homeowner's program. This process is expected to continue and recapture additional
revenue.
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FINANCE
REAL PROPERTY TAX
Program Highlights (continued)
3. In 2023 &2024,the County Council was busy with changes to the agricultural,
homeowner exemption and solar water heater programs. Finance Director Rules and
Regulations, forms, information(both in hardcopy and website),procedures and
guidelines relevant to the changes are being updated.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Parcel Count(taxable) 140,918 141,100 141,200
Parcel Count(non-taxable) 6,388 6,300 6,400
Number of Tax Bills(1st and 2nd half) 231,047 230,000 232,000
Number of Agency Records(1st and 2nd half) 63,821 64,000 64,000
Assessment Appeals 372 600 500
Number of Condominium Units 12,088 14,200 13,000
Current Year Balance at 6/30(millions) 11.4 15.0 15.0
Prior Year Balance at 6/30(millions) 18.9 14.0 20.0
Delinquent Taxes at 6/30(millions) 30.3 29:0 32.0
Sales Assessment Median Ratio 88% 90% 90%
Coefficient of Dispersion 13% 11% 11%
Appraisal Section
Agricultural and Land Inspections 3,947 3,700 4,000
Building Inspections 4,359 3,000 3,000
Appeal Inspections 183 600 500
Clerical Section
Exemptions Processed 6,534 6,500 7,000
Amended Assessment Notices Prepared 1,036 900 1,000
Half Year Exemptions Processed* 921 1,200 1,200
Collections Section
Current Year Collection(Targeted Revenue) 479,718,658 463,000,000 511,000,000
Prior Year Collection(Targeted Revenue)- 18,918,127 15,000,000 15,000,000
Total is included in Current Year Collection
(Targeted Revenue)
Delinquent Accounts Closed 1,316 1,000 1,200
Foreclosure Action: 2 2 2
Properties Sold 147 200 180
RPT Revenues Collected(not including surplus) 478,842 600,000 500,000
Mapping Section
Total Documents Processed 13,133 14,000 14,000
Ownership Changes 12,787 13,500 13,500
Revised Parcels 424 500 500
*New Measure implemented as of FY 2023-24.
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FINANCE
REAL PROPERTY TAX
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
. Actual Budget Request
Number of Positions 51 51 51
Salaries and Wages 2,399,551.25 3,160,156 3,186,689
Operations 1,236,087.54 1,865,195 1,854,500 ,
Equipment 71,461.27 26,170 8,570
Program Total 3,707,100.06 5,051,521 5,049,759
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Abstractor I 4 4 4
Abstractor II 1 1 1
Accountant II 1 1 1
Assistant County RP Tax Administrator 1 1 1
Cashier II 2 2 2
County Real Property Tax Administrator 1 1 1
Geographic Information System Analyst II 1 1 1
Real Property Appeals Board Clerk 1 1 1
Real Property Appraiser IV 12 12 •12
Real Property Appraiser V 2 2 2
Real Property Appraiser VI 1 1 1
Real Property Tax Appraisal Assistant I 1 1 1
Real Property Tax Clerk 12 12 12
Real Property Technical Officer 1 1 1
Real Property Valuation Analyst III 3 3 3
Senior Account Clerk 1 1 1
Supervising Real Property Tax Clerk II 1 1 1
Tax Collection Assistant 4 4' 4
Valuation Analyst Assistant Clerk 1 1 1
Total _ 51 51 51
82
FINANCE
RISK MANAGEMENT
Program Description
The Risk Management Division is responsible for developing and implementing a
program to manage risk in order to protect County assets,minimize the interruption of
vital services,provide a safe environment for the public and County employees, and
reduce the cost of accidents and other financial losses.
Program Objectives
1. Continue to develop the Risk Management Division and respond to inquiries,requests
for assistance and consultation.
2. Annually meet/communicate and collaborate with departments to discuss current risk
issues, assess the policies and procedures in place and make necessary modifications
to reduce risk and improve regulation compliance.
3. Annually review the County's self-insurance program and research insurance industry
products to determine the most advantageous program to reduce potential financial loss
and provide adequate protection.
4. Meet annually/semi-annually with the Risk Management Committee to discuss
activity and current risk issues.
5. Meet monthly with the Safety Division Administrator to discuss areas of safety
concern and schedule safety and training programs to minimize the impact of such
concerns.
Program Highlights
• . Performed analysis of the County's self-insured program with potential options
conditioned upon the availability of both underwriting exposure data(e.g.payroll by
WC Class Code) and loss payout data(for Liability and Workers' Compensation).
• Continued refinement of statement of values for property insurance. Both for record
purposes and to address heightened insurance underwriting scrutiny. Also,to negate
inclusion of a margin clause endorsement which could negatively impact potential
claim recovery dollars by the County.
• Ensured appropriate contractual risk transfer by reviewing and affording
recommendations to contracts presented by various departmental requests.
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RISK MANAGEMENT
Program Measures •
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Department consultations held re risk factors 20 35 40
New risk management initiatives carried out 6 5 4
Risk Management Committee meetings 1 0 2
Insurance evaluation and procurement, l7 15 15
Safety Division meetings re:training 12 12 8
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 1 1 1
Salaries and Wages 120,026.00 127,504 129,556
Operations - 925 925
Equipment - 100 100
Program Total 120,026.00 128,529 130,581
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Risk Management Officer 1 1 1
Total 1 1 1
84
FINANCE
TREASURY
Program Description
The Treasury Division collects, manages, and invests the County's cash. Treasury
arranges financing(municipal bonds) for capital improvement projects and improvement
districts. This office assists in the improvement district(ID) and Community Facilities
District(CFD) formation process and administers the ID/CFD after the loan/bonds are
issued. Major accounting functions performed include the receipting of all revenues,
reconciliation of bank accounts, and accounting of tax-exempt capital improvement
expenditures.
Program Objectives
1. Invest 99 percent of all funds in interest-bearing accounts or certificates.
2. Maintain sufficient liquidity to meet cash requirements.
3. Maximize interest income by attaining budgeted projection while ensuring the safety
of County funds.
4. Reconcile monthly statements within 30 days of receipt.
Program Highlights
The Treasury Division began working on a new general obligation bond issue in FY
2023-24 which is anticipated to close in FY 2024-25 to partially fund the Hilo
Wastewater Treatment Plant.
85
FINANCE
TREASURY
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Improvement District 3 3 4
General Obligation Bonds 16 17 16
Petty Cash Vouchers Paid 98 50 50
Treasury Receipts Handled 16,381 16,000 16,000
State Revolving Fund(SRF)Loans 12 10 12
Percent of Cash Invested 100% 100% 99.99%
Rate of Return on Amount Invested 3.910% 2.725% 3.250%
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 6 6 6
Salaries and Wages 362,023.44 394,628 397,808
Operations 32,390.02 45,278 273,385
Equipment - 1,000 1,000
Program Total 394,413.46 440,906 672,193
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant I 1 1 1
Accountant III 1 1 1
Pre-Audit Clerk I 1 1 1
Senior Account Clerk 1 1 1
Treasurer 1 1 1
Total 6 6 6
86
FINANCE
VEHICLE REGISTRATION AND LICENSING
Program Description
The Vehicle Registration and Licensing Division administers the functions of driver
licensing, commercial driver licensing,motor vehicle registration,periodic motor vehicle
inspections, and issues bicycle, dog, and business licenses. The Driver's License Section
issues Driver's Licenses, Commercial Driver's Licenses and State Civil Identification.
The Motor Vehicle Registration Section issues vehicle, bicycle, select business
registrations and dog licenses. The Motor Vehicle Control Section authorizes and
monitors Vehicle Inspection providers.
Program Objectives,
Vehicle Registration
1. Process mail within ten business days from date received.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent" overall
efficiency rating in responding to customer concerns.
Licensing
1. Respond to inquiries and requests for renewals/duplicates by mail within ten business
days from date received.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent" overall
efficiency rating in responding to customer concerns.
Periodic Motor Vehicle Inspection
1. Conduct at least 560 inspections of stations issuing safety checks.
87
FINANCE
v _ _
VEHICLE REGISTRATION AND LICENSING.
Program Highlights
• The total number of licensed drivers showed an increase of 2,817 licensed drivers
bringing the total licensed drivers at the end of 2023 to 144,833. Individuals holding
a motorcycle license increased by 196 licensed drivers bringing the total number of
motorcycle licenses to 10,417.
• We saw a decrease of seven licensed commercial drivers,the total commercial driver
license at the end of 2023 was 2,639.
• The enforcement of REAL ID compliant driver's license and state identification
credentials marked with a white star within a gold circle is scheduled to take place on
May 7,2025. Travelers may continue to use current credentials without the white star
within a gold circle until May 7, 2025.
• State identification issuance decreased by 615. Total State IDs issued at the end of
2023 was 19,435.
• 25,297 individuals utilized our vehicle registration online renewal application, a
decrease of 3,800 users.
• 59,835 individuals utilized our registration renewal kiosks located at various sites
around the island,which is an increase of 6,667 users.
88
FINANCE
VEHICLE REGISTRATION AND LICENSING
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Vehicles(Registrations Processed) 213,849 214,261 219,261
MV Transfers 37,824 39,522 38,778
Duplicate Certificates 9,006 7,660 9,899
Non-Resident Permits 10 28 10
Business and Occupation Licenses 73 50 73
Bicycle Licenses 2,790 2,400 2,800
Dog Licenses 800 980 825
Subpoena Certificates 839 2,100 850
Written Driver's Tests 8,793 7,628 9,164
Driver Road Tests 7,812 6,591 8,500
Driver's License Issued 20,400 25,154 24,217
CDL Written Driver's Tests 1,280 1,327 1,300
State Identification Cards 4,158 5,042 3,487
Inspections of Safety Check Issuers 337 560 560
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 68 68 68
Salaries and Wages 2,771,612.50 3,904,184 3,851,845
Operations 1,324,071.22 1,596,455 1,590,707
Equipment 140,702.52 93,283 116,892
1 Program Total 4,236,386.24 5,593,922 5,559,444
89
FINANCE
VEHICLE REGISTRATION AND LICENSING
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Accountant I 1 1 1
Clerk III 4 4 4
Driver License Examiner I 9 9 9
Driver License Examiner II 3 3 3
Motor Vehicle Control Inspector I 2 2 2
Motor Vehicle Control Inspector II 2 2 2
Motor Vehicle Registration Clerk I 1 1 1
MV Financial Responsibility Clerk I 2 2 2
Senior Account Clerk 1 1 1
Student Helper I 1 1 1
Supervising Driver License Examiner 1 1 1
Supervising DL Financial Responsibility Clerk 1 1 1
Supervising Motor Vehicle Registration Clerk 1 1 1
Supervising Vehicle Registration&Licensing Clerk 2 2 2
Vehicle Registration&Licensing Administrator 1 1 1
Vehicle Registration&Licensing Clerk 36 36 36
Total 68 68 68
Cost for one of the Motor Vehicle Registration Clerk I,eight of the Vehicle Registration&Licensing
Clerk,two Driver License Clerk III,one MV Financial Responsibility Clerk,two Driver License Examiner
II and four Motor Vehicle Control Inspector(I&II)positions are reimbursed by the State Department of
Transportation.
90
FIRE
FIRE
DEPARTMENT SUMMARY � y� ��J#✓ �_�
Mission Statement
First in fire protection and emergency services with trained professionals—dedicated to
serve with pride,honor, and compassion.
Department Goals
1. Sustain and Consistently Enhance our Emergency Response Service
2. Promote Workplace Safety and Compliance
3. Maintain Up-to-Date Policies, Procedures,MOAs, MOUs
4. Management of a Robust Fire Prevention and Education Program
5. Promote Workforce Excellence and Professional Development
6. Advance Health and Wellness Initiatives
7. Optimize Resource Allocation and Effective Fiscal Management
8. Implement Innovative Technology and Data-Driven Decision Making
9. Maintain and Improve Infrastructure and Assets
10. Uphold Governance, Compliance, and Risk Management Standards
Funding Source and Position Count
General Fund $45,982,887 General Fund 462
EMS Contract Revenue $27,800,000 Grant Revenue/Other 128
Hapuna/Kua Bay $ 1,913,080
Lifeguard Contract Split Funding: GF/Grant/Other 30
Grant Revenue $ 653,103
Other $ 170,000
Total Budget: $76,519,070 Total Number of Positions 620
91
FIRE
ORGANIZATIONAL CHART
Division I Branch Section
--I Fiscal Branch
Administrative Division — III
Human Resources
Branch
Fire Response Section
__I .
Emergency Operations _
Branch
EMS Response Section
East Hawai'i OS Section
Emergency Operations Ocean Safety
Division Operations Branch
West Hawai'i OS Section
Volunteer Operations
Office of the Fire Chief — Branch
Rescue Response
Section
Special Operations — -
Branch
Hazmat Response
Section
—1
EMS Services Branch •
Vehicle Maintenance
Section
Auxiliary Services —
Branch
Logistics Section
Emergency
-Communications Section
Support Service Division—
Volunteer Services
Branch
- Training Branch
Fire Prevention Branch
92
FIRE
.... ADMINISTRATIVE DIVISION�
Program Description
The Hawai`i Fire Department's Administrative Services Division is responsible for the
Fiscal and Human Resources Branches. This Division operates in support of the
department and the underlying mission of all-hazards response. The goal of the division
is to provide administrative documentation and accountability for the effective
management of personnel, services, and equipment.
The Fiscal Branch is responsible for all aspects of the department's finances, including
billing, collection,procurement of goods and services, equipment and apparatuses,
accounts payable,payroll, management of grant and private funds, and recovery of
disaster relief funds. It provides short- and long-range financial planning and prepares
and manages the department's operating and capital program and budget; and provides
reports and information pertaining to the financial status of the various funds. The Fiscal
Branch provides fiscal and administrative support to 20 fire stations, a mechanic shop, a
warehouse, a communications center,volunteer stations, and the Ocean Safety Division.
The Human Resources Branch is responsible for the proper documentation and
preparation of personnel records/actions to include but not limited to the coordination of
employee's benefits such as health coverages,the Premium Conversion Plan as well as
Flexible Spending Plan, dependent care enrollment, Employees Retirement System
enrollment, beneficiary designations,Family Medical Leave Act(FMLA)requests,
workers' compensation, Total Administrative Services Corporation(TASC)benefits,
reallocations,preparation of various departmental reports for the Occupational Safety and
Health Administration(OSHA) and Federal Aviation Administration(FAA),promotions,
recruitment, and personnel files. Additionally,the branch is responsible for the
preparation and disposition of investigations, drug and alcohol testing, and disciplinary
• actions as necessary.
Program Objectives
Administration:
1. Evaluate the Strategic and Long-Term Plan for the Department and have changes
published by the end of the second quarter within the fiscal year.
2. Have at least 35% of the policies and procedures reviewed and updated by the end of
the fiscal year.
Fiscal Branch:
1. Process and pay invoices within 30 days of receipt at least 90% of the time.
93
FIRE
ADMINISTRATIVE DIVISION
Program Objectives (continued)
2. Payout cash in lieu of vacation(CILV) within 90 days of termination at least 95% of
the time.
3. Apply for a minimum of$5,000,000 in grant funding.
4. Accept a minimum of$5,000,000 in grant funding.
Human Resources Branch:
1. Process personnel actions within 15 working days of receipt.
2. Continue to process HR-related items in an efficient manner to meet scheduled
deadlines countywide and fulfill the needs of our department. Successfully meet 95%
of processing deadlines.
3. Develop a department recruitment program and participate in 75% of job fairs and
recruiting meetings scheduled by the Directorate of Human Resources.
4. Manage the recruitment of new personnel and promotional actions at least 30 days
prior to the effective date in 90%of the actions.
5. Manage personnel actions of employees within 30 days of receipt and with less than a
10% error rate.
Program Highlights
• The Fiscal Branch promoted its first Professional Trainee I to an Accountant I
position.
• The Fiscal Branch continued its hiring strategy of reallocating Accountant I positions
to Professional Trainee I for recruitment.
• The Fiscal Branch has eliminated almost all paper records by converting them to
electronic records in Laserfiche.
• The Human Resources Branch has had great success in providing the necessary
paperwork for numerous hiring actions and promotional opportunities in the past
year. This work has been accomplished on time.
• The Human Resources Branch has assisted in the development of over 16 new
positions.
• The Human Resources Branch has handled an across the board pay increase and has
handled an above average amount of allocation packets.
94
FIRE
ADMINISTRATIVE DIVISION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Admin Actual Budget Estimate
1.Evaluate and Publish Plans by 2'QTR FY 75% 100% 100%
2.Policies/Procedures/MOA/MOUs updated(35%) 37% 35% 45%
Fiscal Branch:
1.Invoice Settlement within 30-days,90% 95% 90% 90%
2.Pay-out of CILV's within 90 days,90% 86% 95% 95%
3.Records Retention Schedule 0 *** ***
4.Transition to Electronic Records 25%per Qtr. 100% *** ***
5.Option Years for Contracts 45-days 100% *** ***
1.Dollar value of grants applied for $ 19,512,924 $5,000,000 $5,000,000
2.Dollar value of grants received $3,819,495 $5,000,000 $5,000,000
Human Resources Branch:
1.Process Actions within 15 working days 100% 100% 100%
2.Process Deadlines 100% 95% 95%
3.Recruitment Plan and Job Fair Participation 100% 100% 95%
4.Recruitment and Promotion Actions>30 days 100% 90% 90% •
5.Personnel Actions within 30 days,<10%Error 5% 10% 10%
***Program Measure being phased out.
Program Expenditures
*See Fire Operations Branch
95
FIRE
ADMINISTRATIVE DIVISION
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Request
County Funded(FIRE)23 positions
Fire Chief 1 1 1
Deputy Fire Chief 1 1 1
Account Clerk 2 1 1
Accountant I 1 1 1
Accountant III 1 1 1
Accountant IV 1 1 1
Assistant Fire Chief 2 2 2
Clerk III 1 1 1
Fire Captain 6 2 , 2
Fire Equipment Operator 6 6 6
Human Resources Assistant 1 1 1
Human Resources Program Specialist 1 1 1
Private Secretary 1 1 1
Safety Specialist II 1 - -
Fire Safety Specialist - 1 1
Senior Account Clerk - 1 1
Student Helper I 1 1 1
State Funded(EMS) 4 positions
Accountant I 1 ' 1 1
Human Resources Technician I 1 1 1
Senior Account Clerk 2 2 2
Split Funding 2 positions
Accountant I(.5Fire/.50S) 1 1 1
Account Clerk(.5Fire/.5EMS) 1 1 1
Total 33 29 29
96
FIRE
FIRE RESPONSE SECTION
Program Description
The Emergency Operations Division represents the service delivery of emergency response
and emergency mission performance components (all-hazards) of the Hawaii Fire
Department. The Emergency Operations Division is dependent upon the support and
assistance of other divisions,branches, and sections of the organization, in the development
of the program budget.
The Emergency Operations Division is tasked with the delivery and performance of fire
and emergency response to natural and manmade incidents on the Island of Hawaii.
In addition to public sentiment or customer satisfaction and expectations,the various
programs are measured against recognized industry standards such as those established
by the National Fire Protection Association(NFPA). Such standards support a more
qualitative and quantitative assessment of program performance.
Program Objectives
1. Maintain minimum staffing in accordance with approved levels for 95% of the year.
2. Establish a required equipment list, life cycle replacement program, and maintenance
cycle criteria for emergency response and support functions by the end of the second
quarter of FY 2025-26.
3. Develop, staff, and utilize a Promotion, Transfer, and Recruit standard operating
procedure by the second quarter of FY 2025-26 with a less than 10% annual error
rate.
4. Establish a comprehensive annual budget to ensure that operational needs are
captured and programmed for resolution 14 days prior to the budget input deadlines.
Program Highlights
• Successfully implemented a new Fire Records Management and Incident Reporting
System using the web-based EPR Fireworks software. This system enables remote
access from any location without requiring connection to the County Network,
enhancing flexibility and efficiency.
• Progressed with the Apparatus Replacement Program,procuring two Class A
pumpers and one Hazardous Materials Response Apparatus.
97
FIRE
_______________
FIRE RESPONSE SECTION
Program Highlights (continued)
• Acquired four new Brush Trucks through generous donations from the Daniel R.
Sayre Memorial Foundation.
Program Measures
FY 2023-24 FY'2024-25 FY 2025-26
Statistical Relevant Data: Actual Budget Estimate
Fire Calls 992 1,456 1,277
EMS/Rescue Calls 22,679 24,235 25,447
Hazardous Conditions 203 416 324
Special Service 1,926 2,600 3,417
Good Intent 4,676 4,600 7,400
False 414 520 551
Other/Weather/Disasters 36 52 87
Total: 30,926 33,874 38,503
Objective Measures of Success:
Firefighters Per 1000 population 1 1 1
1.Manpower/Equipment for 90%of ART 13% 90% *
2.Maintain minimum staffing levels 95% 95% 95%
3.Equipment and Life Cycle Plan - End of FY 25 2"d Qtr FY 26
4.Develop a Promotion,Transfer,&Recruit Plan >12%Error <10%Error <10%Error
5.Annual Budget Submittal Deadlines 0 Days >30 Days > 14 Days .
Fire Suppression On-Scene Time(5_4 min.) 13.21% 10% 20%
Average chute time under 80 seconds 9% 35% 20%
*Program Measure not tracked as of FY 2024-25.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 204 207 207
Salaries and Wages 32,541,622.57 34,916,423 35,161,290
Operations 3,701,369.29 3,553,906 2,738,602
Equipment 52,3 84.73 1,256,000 1,910,177
Program Total 36,295,376.59 39,726,329 39,810,069
98
� _ .
FIRE
FIRE RESPONSE SECTION
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Request
County Funded(FIRE) 193 positions
Battalion Chief 6 7 7
Fire Captain 36 42 42
Fire Equipment Operator 48 48 48
Fire Fighter 90 93 93
Fire Helicopter Pilot - 3 3
Federal Funded(SAFER Grant) 0 positions
Fire Captain 6 -* -*
Fire Fighter 3 -* -*
. Split Funding(FIRE 50%/EMS 50%) 14 positions
Fire Fighter 15 14 14
Total 204 207 207
*SAFER Grant Funding Expires
99
FIRE
EMS RESPONSE SECTION
Program Description
The Emergency Medical Service Response Section is a part of the Emergency Operations
Division. However, it is solely responsible and contracted by the State of Hawai`i to provide
Emergency Medical Service (EMS) ambulance service for the County of Hawai`i. Although
personnel in this section are trained in the disciplines of fire and other all hazards response,
their focus is to provide Emergency Medical Service (EMS)response,treatment and
transport.
Program Objectives
1. Strive to meet or exceed the national average for cardiac arrest survival rates. In 2024,
HFD achieved a Return of Spontaneous Circulation(ROSC)rate of 10.5%,
surpassing the national ROSC rate of 8.9%.
2. Maintain body substance isolation protocols, ensuring an exposure rate of less than ,
5% during emergency responses.
3. Maintain a community response complaint rate of less than 5%.
Program Highlights
• The Emergency Medical Services Branch remains actively engaged in Fentanyl
education throughout our community..We have supported island-wide Narcan
distribution and education, along with delivering numerous community presentations.
• We have transitioned to a new, user-friendly e-commerce medical supply ordering
system,which enables accurate real-time inventory tracking.
• The 2023 CARES Report showed an increase in pre-hospital cardiac arrest saves on
Hawaii Island. Our cardiac arrest survival-to-discharge rate was 12.6%, exceeding the
national average of 10.2%by 2%. This achievement is a testament to the dedication
and hard work of our personnel. It also reflects the ongoing implementation of hands-
only CPR and the growing availability of AEDs in our communities.
• The Community Paramedicine Program continues to expand on Hawaii Island. Our
personnel conduct home visits, assist patients in managing chronic conditions, and
connect them with essential healthcare resources. This proactive approach improves
patient care while reducing the strain on emergency services and hospitals
100
•
FIRE
EMS RESPONSE SECTION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Number of Responses: Actual Budget Estimate
EMS/Rescue 22,679 24,235 25,447
EMS personnel Per 1,000 population .47 1
EMS cost per call $1,127 $564 $1,200
Objective Measures of Success:
1.Manpower/Equipment for 90%of ART 95% 90%
2.ROSC for 10%of Cardiac Events 10.5% 10% 10%
3.ALS Coverage for 90% 98% 90%
4.Body Substance Isolation Issues for<5% 2% <5% <5%
5. Complaints<5% 1% <5% <5%
*Program Measure not tracked as of FY 2024-25.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 96 96 97
Salaries and Wages 14,725,035.72 15,630,607 16,756,673
Operations 2,628,280.83 2,898,592 2,983,918
Equipment 154,500.61 1,550,000 1,788,900
Program Total 17,507,817.16 20,079,199 21,529,491
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Request
State Funded(EMS)96 positions
Fire/EMS Specialist I 2 5 5
Fire/EMS Specialist II 48 48 48
Fire Fighter(EMT) 46 43 43
Split funded(County/EMS) 1 position
Fire/EMS Specialist I - - 1
Total 96 96 97
101
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Program Description
The Ocean Safety Branch is tasked with the development and delivery of ocean safety
operations and public safety education programs utilizing a team of highly skilled and
dedicated Water Safety Officers. It maintains safety services,promotes preventative actions,
and facilitates basic emergency life support functions. The Branch is the principal resource
and consultant on all matters relating to ocean safety on the Island of Hawai`i.
Program Objectives
1. Provide for the safety of the public through maintaining tower staffing 90% of the
time during normal park hours for all publicly guarded beaches.
2. Manage,prepare, and participate in the Big Island Junior Lifeguard program with the
Hawaiian Lifeguard Association(HLA) at four locations: Hilo, Punalu'u,N/S Kona,
and Hapuna and ensure that employee participation is available 95%of the time.
3. Identify, inspect and repair all equipment to maintain readiness for 95%of all
publicly guarded beaches.
4. Provide response to the community with a less than 5% instance of complaints.
5. Maintain electronic records on beach management and public contacts,which shall be
reported by the first week of the month with less than a 5% error rate.
•
Program Highlights
• Increased staffmg in FY 2023-24, adding one WSO V (Chief), four WSO III
(Lieutenants) for Hilo, Puna, Ka`u, and Kona, five WSO II (Kohanaiki), and one
Clerk.
• Secured funding to establish new lifeguard services at Kohanaiki (Pine Trees)Beach
in North Kona,with equipment and tower procurement underway.
• Acquired new trucks for the South Kohala Lieutenant and West Hawai`i Captain,
with another truck in progress for the Punalu`u Lieutenant.
• Successfully obtained USLA certification for the Rescue Watercraft Operator
Training Program, enabling in-house training for personnel.
102
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Current Goal
1.Tower Staffing 92% 90% 90%
2.Junior Life Guard Program Staffing 96% 95% 95%
3.Equipment Maintenance Program Readiness 95% 95% 95%
4.Complaints <1% <5% <5%
5.Electronic Reports Error Rate <3% <5% <5%
Program Metrics
Statistical Relevant Data: FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Beaches with WSO Staff/Patrolled 12 12 12
Persons Served at Beaches 3,658,496 4,000,000 4,000,000
Beach/Park Rule Violations 3,707 15,000 15,000
Preventative Actions 661,928 900,000 900,000
Minor First Aid 12,452 10,000 10,000
Public Contacts 500,740 700,000 700,000
Individuals Rescued at Beaches 609 550 550
Major First Aid Given at Beaches 69 300 300
Resuscitations 751 25 25
Drownings 4 10 10
Surfing Accidents 1 140 140
Scuba Accidents 0 5 5
Jump Dive Accidents 0 5 5
Inflatable Rescue Boat(IRB)Assistance 0 5 5
Ambulance Assistance 29 150 150
Helicopter Assistance 2 10 10
Police Assistance 9 10 10
Lost Child 8 3 3
Shark Attack 0 2 2
Jellyfish/Man O'War Sting 134 10 10
103
FIRE
OCEAN SAFETY OPERATIONS BRANCH � ����
Beach Attendance
Location FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Kahalu`u Beach Park 439,712 350,000 350,000
La'aloa Beach Park(Magic Sands) 300,393 350,000 350,000
Kua Bay 373,706 500,000 500,000
Hapuna Beach State Park 813,634 1,000,000 1,000,000
Spencer Beach Park* 44,366 80,000 80,000
Honoli`i Beach Park 182,783 220,000 220,000
Onekahakaha Beach Park* 89,725 110,000 110,000
Carlsmith Beach Park* 199,418 110,000 110,000
Leleiwi Beach Park* 80 50,000 50,000
Richardson's Ocean Park 306,966 250,000 250,000
Isaac Hale Memorial Beach Park 268,728 250,000 250,000
Punalu`u Blacksand Beach Park 548,661 350,000 350,000
Total 3,568,171 3,620,000 3,620,000
*Not guarded daily, numbers reflect tracking during staffed days.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 73 73 73
Salaries and Wages 3,956,795.93 5,437,913 5,463,599
Operations 260,461.86 326,154 364,000
Equipment 178,155.09 300,250 425,736
Program Total 4,395,412.88 6,064,317 6,253,335
104
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Request
County Funded(O/S)57 positions
Water Safety Officer I Temp 5/12T 5 5 5
Water Safety Officer II 38 38 38
Water Safety Officer II 1/2T 7 7 7
Water Safety Office II 3/4T 2 2 2
Water Safety Officer III 3 3 3
Water Safety Officer IV 2 2 2
State Funded(O/S) 14 positions
Water Safety Officer II 13 13 13
Clerk III 1 1 1
Split Funded(County, O/S), 2 positions
Water Safety Officer III 1 1 1
Water Safety Officer V 1 1 1
Total 73 _ 73 73
105
FIRE
VOLUNTEER OPERATIONS BRANCH
Program Description
The Volunteer Operations Branch responds to all hazard incidents in combination with
the Fire Operations Branch to extinguish fires,protect life,property, and the
environment.
Program Objectives
1. Achieve 75% or greater attendance at all scheduled training and special meetings.
2. Ensure at least one unit responds within 15 minutes of initial dispatch 80% of the
time.
3. Conduct monthly equipment checks and maintain equipment in an operational status
for 90% of the time.
Program Highlights
• One volunteer firefighter and one volunteer fire equipment operator joined the 52nd
HFD recruit class.
• The Vector Solutions training platform is now available to all current volunteer
personnel. This implementation enhances access to training materials and
information, streamlines credential management, and aligns volunteers with career
personnel.
• Waiki`i's 9 Alpha received a new 2023 Freightliner Model M2-106 tanker,
generously funded by the Sayre Foundation through fundraisers and donations. This
custom-built, off-road-capable truck features a 1,200-gallon tank,remote-operated
turret,booster hose reels, side spray outlets, and a foam pro system,with final
paperwork underway to bring it into service.
• HFD Volunteer Firefighters participated in Wildland Firefighting Training at the
Pohakuloa Training Area from April 29 to May 3, 2024, covering topics like fire
behavior,hazard recognition, and human performance concepts. The training
concluded with a three-mile pack exercise, carrying a 45-pound pack in under 45
minutes.
• Developed strategies to improve dispatching volunteer companies.
• Developed improvement to volunteer training, curriculum development and delivery.
• Increased engagement with Volunteer Administrative section.
106
FIRE
VOLUNTEER OPERATIONS BRANCH
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Statistical Relevant Data: Actual Budget Estimate
Responses by volunteer companies 282 350 450
Hours of work completed 457 8,000 3,500
Objective Measures of Success:
Training Attendance 75% 85% 75%
Initial Response Within 15 Minutes 82% 70% 80%
Monthly Equipment Checks 78% 85% 90%
6 Personnel in 14-Min Rural and 4 Personnel within 45%/60% 50%/80%
20-Min Remote
Develop Target Hazards and Report Quarterly 10% 40%
*Program Measure phased out as of FY 2025-26.
Program Expenditures
*See Volunteer Services Branch
Volunteer Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26 •
Position Title Actual Budget Goal
Volunteers(Not County Employee Positions) 3 4 4
Firefighter(Volunteer) 167 180 200
Total 170 184 204
107
FIRE
SEARCH & RESCUE OPERATIONS SECTION
Program Description
The Search and Rescue Operations Section is part of the overall Emergency Operations
Division and shares duties and responsibilities in the Fire Response Section with Fire and
Emergency Medical Services response. They are also the primary section responsible for the
delivery of services in the disciplines of search and rescue,to include all aspects of land, air,
and sea. Specializing in technical rescue with low angle,high angle, swift water, and
trench/below grade and confined space rescue.
Program Objectives
1. Ensure adequate manpower and equipment to meet or beat the average of less than
seven minutes response time of alarms, following State of Hawai`i and industry
standards.
2. Develop an electronic equipment replacement schedule by Q2 of FY 2025-26 to
ensure timely apparatus and equipment replacement,maintaining service continuity
and minimizing disruptions.
3. Achieve 85% compliance with service level objectives by ensuring adequate
personnel on search and rescue responses.
4. Establish funding requirements for cyclic and refresher training, ensuring at least 90%
of search and rescue personnel receive required training.
5. Maintain at least 85%of rescue personnel at the necessary certification and
qualification levels.
Program Highlights
• Reintroduced off-duty Swiftwater training for all rescue personnel, now including
TA/Fire Rescue Specialist personnel.
• Received a 27' Hoku Marine rescue boat with a trailer and equipment, donated by the
Daniel R. Sayre Memorial Foundation.
• Procured two pickup trucks, one each for Waiakea and Kailua rescue stations.
• Maintained 100% staffing levels at both rescue stations.
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SEARCH & RESCUE OPERATIONS SECTION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Objective Measures of Success: Actual Budget Estimate
ART for Equipment and Personnel 80% 90%
Avg.Response Time for Equipment and Personnel ** ** <7:00
Equipment Replacement Schedule 50% 2nd Qtr.FY 25 2nd Qtr.FY 26
Service Level Objectives SAR 90% 85% 85%
SAR Training Requirements 80% 90% 90%
Rescue Personnel Certification 100% 85% 85%
*Objective phased out as of FY 2025-26.
**New objective as of FY 2025-26
Program Expenditures
*See Fire Operations Branch
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Request
County Funded(FIRE)30 positions
Fire Captain 6 6 6
Fire Equipment Operator 6 6 6
Fire Rescue Specialist 18 18 18
Total 30 30 30
109
FIRE
HAZMAT OPERATIONS SECTION
Program Description
The Hazardous Materials (HazMat) Operations Section is part of the overall Emergency
Operations Division and shares duties and responsibilities in the Fire Response Section with
Fire and Emergency Medical Services response. They are also the primary section
responsible for the delivery of specialized services in the discipline of hazardous materials
response and mitigation.
Program Objectives
1. Submit hazardous materials reports to the Battalion Chief within 30 days for 90% of
specialized responses, including detailed analysis of operations and tactical
considerations.
2. Ensure adequate manpower and equipment to meet 90% of alarms within established
turnout and response times, following State of Hawai`i and industry standards.
3. Establish a fully staffed incident command system on 90% of calls requiring multiple
companies or outside agencies.
4. Develop an electronic equipment replacement schedule by Q2 of FY 2025-26 to
ensure timely apparatus and equipment replacement,maintaining service continuity
and minimizing disruptions.
5. Maintain at least 85% of personnel at the Hazardous Materials Technician level and
conduct HazMat Technician training to expand the number by Q3 of FY 2025-26.
Program Highlights
• Twenty-seven personnel participated in a Chlorine Tabletop Exercise with the
Department of Water.
• Six personnel completed CAMEO training for hazardous materials response.
• Four personnel attended the Continuing Challenge HazMat Workshop in Sacramento,
CA.
• Initiated procurement for a new HazMat response apparatus for Kaumana Fire
Station.
• Procured two pickup trucks, one each for Kaumana and Makalei.
• Conducted refresher training for 167 HazMat Technicians and 240 HAZWOPER
personnel.
• Maintained 100% staffing levels for both HazMat Companies.
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FIRE
HAZMAT OPERATIONS SECTION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Number of Responses: Actual Budget Estimate
Hazardous Material Conditions 198 375 375
Others/Needless/Special Service 1,921 50 50
Total: 2,119 425 425
Objective Measures of Success:
Detailed Analysis within 30-days 90% 90% 90%
Adequate Staffing and Equipment ART 85% 90% 90%
ICS Establishment for Complex Calls 100% 90% 90%
Equipment Replacement Program - 2nd Qtr.FY25 2nd Qtr.FY26
HazMat Training 100% 85% 85%
Program Expenditures
*See Fire Operations Branch
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Request
County Funded(FIRE)30 positions
Fire Captain 6 6 6
Fire Equipment Operator 6 6 6
Fire/Hazardous Materials Specialist 18 18 18.
Total 30 30 30
111
FIRE
FIRE PREVENTION BRANCH
Program Description
The mission of Hawai`i Fire Department's Fire Prevention Branch is to save lives and
property by taking a proactive approach to prevent fires and emergencies from occurring.
We take pride in providing residents and businesses with the education they need to
protect themselves. We accomplish this by enforcing building and life safety codes via
inspections, fire origin and cause investigations,plans review for new commercial
construction and existing building remodeling or renovations, and public education aimed
at the preservation of life and property.
Program Objectives
1. Complete an initial review of non]residential construction plans within 14 days of
receipt by a Hawai`i Fire Department Plan Reviewer within the EPIC system.
2. Conduct fire investigations with a goal of achieving a 70% determination rate for
incendiary, accidental, or natural causes,reducing the percentage of cases classified
as "undetermined", which currently accounts for 40-50% of post investigation
findings.
3. Enhance public education efforts by introducing, implementing, and maintaining new
or existing social media and media platforms to promote life safety topics,with the
objective of increasing public engagement by 15% annually. Monthly reports on
public outreach will be submitted to Fire Administration.
4. Adopt updates to the National Fire Protection Association 1,with Hawai`i County
Code Amendments within the two'-year time limit and report on the progress monthly.
5. Increase code enforcement inspections by 10% compared to the previous year.
Program Highlights
• The Fire Prevention Branch has maintained a 98% success rate in meeting review
timelines by ensuring full staffing of Plan Review positions. Currently, a permanent
Lieutenant(Fire Plans Reviewer)is assigned to the West Hawai`i Branch, and the
East Hawai`i position is temporarily filled by an Inspector I. The branch is
conducting internal recruitment for the East Hawaii position and aims for 100%
staffing soon, in collaboration with the Building department to ensure timely review
assignments.
• The branch is reviewing and testing Standard Operating Procedures for the Fire
Investigation program while developing a standardized curriculum for Inspectors.
This enhanced training program aims to improve the determination rate of fire
investigations.
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FIRE
�.._. FIRE PREVENTION BRANCH
Program Highlights (continued)
• The Inspection Branch is currently working on code adoption in collaboration with
Corporation Counsel and other Hawai`i counties. As the process progresses,
Hawai`i County's code adoption will become more efficient.
• The Inspection Branch is transitioning from a PDF-based system to the cloud-based
EPR Fireworks platform,which requires manual input for property and business
information. As the conversion progresses, inspection numbers are expected to rise.
• The Fire Prevention Branch hosted the 1st Annual Smoke `N Fire 5K Race and
Family Fun Run on October 1st, 2023, at the University of Hawai`i at Hilo,with
around 500 participants and 1,000 community members. The event successfully
promoted health and fire prevention thanks to the efforts of dedicated volunteers.
Proceeds from the Run were donated to UH Foundation($3,000) and The Kapi`olani
Medical Center for Women and Children($2,000)!
• Fire Prevention personnel participated in the Magic of the Season event on the east
and west side. It was a great week filled with decorations, food, activities for the
keiki and awesome holiday spirit!
• Six fireworks shows were permitted on New Year's Eve at Mauna Kea Beach Hotel,
Mauna Lath Hotel, Hilton Waikoloa,Kona Village, Four Seasons Hualalai, and
Kohanaiki. All were safe and successful to ring in the New Year!
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Plans Review Within 14 days 100% 80% 100%
Origin and Cause Determined 50%of time 85% 75%
Origin and Cause Determined * * 70%
*Objective tracking changed from Origin and Cause Determined 50%of time to Origin and Cause Determined.
Program Metrics
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Fires per 1,000 population 214 166
Inspections—Occupancy 371 700 770
Public Education-(Social Media&in-person) 212 140 161
Building Plans 1,236 1,050 1,250
Fire Investigations 39 40 40
Permits(Ag,Tent,Tank) 186 200 200
Complaints Investigated 121 250 250
*Metric phased out as of FY 2025-26.
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FIRE
FIRE PREVENTION BRANCH
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 9 9 9
Salaries and Wages 1,081,714.40 1,124,734 1,148,168
Operations 25,103.30 34,945 44,184
Equipment 112,868.99 - 40,000
Program Total 1,219,686.69 1,159,679 1,232,352
•
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Request
County Funded(FIRE)9 positions
Battalion Chief 1 1 1
Clerk III 1 1 1
Fire Captain 2 2 2
Fire Prevention Inspector I 3 3 3
Fire Prevention Inspector II 2 2 2
Total 9 9 9
•
•
114
FIRE
TRAINING SERVICES BRANCH
Program Description
The Training Services Branch is responsible for the overall training of the Hawai`i Fire
Department personnel. We provide the foundation from which the department
establishes its standards of operation and conduct. The primary function of the Training
Bureau is to support the continued training and evaluation of all personnel to ensure the
highest level of competency and proficiency to our community.
The primary focus of the Training Services Branch is fire suppression operations. Our
secondary focus is the identification, adoption, delivery, and maintenance of specialty
training including but not limited to: HazMat,rescue, and ocean safety. Our goals are to
provide exceptional public service,promote career development, optimize operational
effectiveness, and to provide a safe working environment in compliance with all
standards associated with our profession.
Program Objectives
1. Incident Command Systems: Calm the Chaos
• Incident Command Systems: Calm the Chaos
• Provide training and certification aligned with best practices for common, local,
everyday strategic and tactical emergency operations conducted on NIMS Type 4
&Type 5 events.
• Train personnel in a uniform, consistent model of incident management decision
making,risk management, and communications.
• Produce Incident Commanders that make better decisions to potentially eliminate
lethal and/or costly mistakes that cause injury, death, and unnecessary fire losses
in the local response area.
• Meet project outcomes as required by the FEMA Assistance to Firefighters Grant.
2. Wildland Firefighting
• Identify current and new members of the HFD to improve our Wildland
Firefighting training program.
• Prioritize order of training delivery to fire companies who serve high-risk
communities in the wildland-urban interface.
• Training topics include the Incident Response Pocket Guide,tabletop exercises,
National Wildfire Coordinating Group (NWCG)training,to include S-190,
"Introduction to Wildland fire Behavior" (virtual, 7 hours), S-130 "Firefighter
Training" (blended 22-hour on-line hours, 16 hours instructor-led), and L-180,
"Human Factors on the Fireline." (virtual, 4 hours)
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FIRE
TRAINING SERVICES. BRANCH
Program Objectives (continued)
• Build wildland firefighting program capacity to train and certify personnel
according to the NWCG progressive certification model at the intermediate and
advanced levels.
3. Engine Company Operations
• Provide a three-day training course for fire suppression personnel in Engine
Company Operations to introduce a system of size up,hose deployment,water
application, and hose advancement techniques pertinent to structural firefighting.
• Collect training data on suppression effectiveness through Keystone Evolutions.
• Provide engine company evolutions to companies aligned with NFPA 1410.
• Research and develop live fire instruction,training, and evolutions with site visits
to other fire departments and training centers locally and nationally.
4. Truck Company Operations
• Provide Cadre-led training with an initial focus on rescue of trapped occupants on
the topics of conventional and through the lock forcible entry, ladders, and vent-
enter-isolate-search(VEIS).
• Form Truck Company Operations Cadre and provide travel to train with national
level subject matter experts.
• Secure funding for commercially built conventional forcible entry props, and
material to build through-the lock and VEIS props.
• Deliver eight hours of on-duty training, in station to all fire companies with a
target of 9,768 total documented training hours.
5. Fire Instructor
• Certify HFD personnel in accordance with NFPA 1041, "Standard for Fire
Service Instructor Professional Qualifications."
• Develop capacity to deliver the Fire Instructor I certification to all Company
Officers and cadre members. Program managers of existing programs must be
trained and certified to the level of Fire Instructor II.
• Provide a total of 7,200 hours of training to certify a minimum of 40 personnel to
Fire Instructor I and II.
6. Special Operations
• Coordinate with Assistant Chief of Operations, Rescue, and HAZMAT
coordinators on needed training,to include Dive Rescue International, Trench
Rescue, CMC Rope Rescue Technician, Sand Swift Water Rescue, Highway
Emergency Response Specialist.
116
FIRE
TRAINING SERVICES BRANCH
Program Objectives (continued)
7. Company Level Training
• Develop and implement back to basics, captain-led training supported by cadres.
• Provide supervisory personnel with resources such as on-line courses, video
production capability, and reference materials.
• Provide annual 80 hours of firefighting drills,targeting 29,360 documented
training hours annually.
• Document skills performance and drills on Vector Solutions,ISO: HFD Drill
Report
Program Highlights
• The 52nd Firefighter Recruit Class graduated with 18 personnel assigned to
Emergency Operations.
• The 53rd Firefighter Recruit Class completed ProBoard certification to Firefighter II
and are currently in EMT-B training.
• Twenty Firefighters were certified as new Hazardous Materials Technicians.
• Twenty-five Special Operations personnel have obtained ProBoard Confined Space
Rescue certification.
• Collaborated with the Fire Prevention Branch to create a public outreach videos and
Company-Level training digital curriculum.
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FIRE
TRAINING SERVICES BRANCH
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Target Estimated
Statistical Relevant Data: Hours Hours Hours _
Fire Fighter Recruit Training 41,600 41,600 39,520
Fire/Rescue Training(Operations) 78,940 149,912 * _
Public Education Training(Provided by TB and 200 10,000
Ops)
Hazardous Material Training(FRO/TECH Refr.) 2,842 2,842 2,936
Driver Improvement Program ** ** 8,074
Objective Measures of Success:
1.Instructor I&II for 7200hrs 40 personnel 40 personnel
2. 12 monthly 4-hr training sessions per company 16,320 hours 16,320 hours
3.Nozzle Forward 3-Day Training 5 personnel 40 Personnel
4. 8-hours of Truck Operations all companies 9,768 hours 9,768 hours
5.Certify 10 Blue Card Command instructors 7,200 hours 7,200 hours
6.Coordinate Specialty Training 100% 1st Qtr.FY25
7.ICS:Calm the Chaos ** ** 344 Personnel
8.Wildland Firefighting ** ** 1,200 hours
9.Engine Company Operations ** ** 120 Personnel
10.Truck Company Operations ** ** 9,768 hours
11.Fire Instructor Certification ** ** 40 Personnel
12. Special Operations Training ** ** 3,200 hours
13.Company Level Training ** ** 29,360 hours
*Objective phased out as of FY 2025-26.
**New objective as of FY 2025-26
118
•
FIRE
TRAINING SERVICES BRANCH
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 78 78 78
Salaries and Wages 756,415.55 1,169,501 930,881
Operations 127,895.53 237,815 236,060
Equipment - 140,100 2,500
Program Total 884,311.08 1,547,416 1,169,441
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Request
County Funded(FIRE)8 positions
Battalion Chief 1 1 1
Clerk III 1 1 1
Fire Captain 1 1 1
Fire Equipment Operator 1 1 1
Fire Training Specialist 4 4 4
Temp positions, Unfunded(funding source from vacant positions FIRE) 60 positions
Fire Fighter Recruit(Temp) 60 60 60
Temp positions, Unfunded(funding source from vacant positions State EMS) 10 positions
Fire/EMS Recruit(Temp) 10 10 10
Total 78 78 78
119
FIRE
EMS SERVICES BRANCH
Program Description
The Emergency Medical Services (EMS)Branch is directly aligned with the Emergency
Operations Division and provides program support and coordination. The Emergency Medical
Services Branch participates in the development of recommendations relating to program
budgets, equipment acquisition, policy and procedure establishment and acts as the
department's liaison with the many health care agencies of our community. Another essential
function of the Emergency Medical Services Branch is coordination of Emergency Medical
Technician(EMT) and Mobile Intensive Care Technician(MICT or Paramedic)training. As
the department's liaison,the Emergency Medical Services Branch assists our community
health organizations in the prevention, treatment, and recovery from community health
hazards.
Program Objectives
1. Conduct at least one Paramedic Class a year with a 100%passing goal of candidates.
2. Review and provide feedback for 100% of pediatric critical calls, mass casualty
incidents, and traumatic injuries involving a significant mechanism of injury.
Program Highlights
• Braun Northwest Inc. has been awarded our recent bid for the construction of four
new ambulance units. These four new ambulances will be assigned to the Keauhou,
Waikoloa, Central, and Ocean View Estates Fire Stations.
• Through the generous donation from the Hawai`i County Council of$100,000,we
purchased five more LUCAS compression devices. With this latest addition to our
inventory,we now have one LUCAS compression device on all 16 ambulance units.
These five devices are assigned to the Haihai, Kailua,Keauhou, Waikoloa, and
Volcano Fire Stations.
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FIRE
EMS SERVICES BRANCH
• Active shooter training was held on November 7 - 9, 2023 at the Hawai`i Community
College Campus. This multi-agency training involved 50 personnel from the Hawaii
Police Department(HPD) and the Hawai`i Fire Department(HFD).
• Both the EMS Branch and Training Branch personnel assisted HPD with a three-day
ALERRT Active Shooter Training April 8 - 10, 2024. Approximately 30 personnel
from HPD and HFD participated in this training.
• May 19 -25,2024,marked the 50th Anniversary of EMS Week. This year's theme,
"Honoring Our Past. Forging Our Future,"was a reminder for us to acknowledge the
foundational work of those who came before us, while also striving to build and lead
the EMS system in the way that we envision for our future.
• Eight students graduated from the MICT program.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Statistical Relevant Data: Actual Budget Estimate
Cardiac Events with ROSC 10% 12%
Objective Measures of Success:
Maintain Paramedic Staffmg 94% 75%
Paramedic Class with Passing Scores 100% 80% 100%
Operational Fleet with Reserves 95% 75%
Review of stated responses 100% 100% 100%
Secure of an additional 10%of funding 10% 10%
*Measure phased out as of FY 2025-26
Program Expenditures
*See EMS Response Branch
121
FIRE
EMS SERVICES BRANCH
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Request
State Funded(EMS)10 positions
Aeromedical Helicopter Pilot(Unfunded) 3 - -
Battalion Chief 1 1 1
Chief Aeromedical Helicopter Pilot(Unfunded) 1 - -
Clerk III 1 1 1
Fire/EMS Specialist III 3 4 4
Fire/EMS Specialist III(Unfunded) 1 - -
Fire Helicopter Pilot(Unfunded) - 1 1
Fire Helicopter Pilot - 2 2
Program Support Technician 1 1 1
Split Funded(County,State EMS) 1 position
Lead Fire Helicopter Pilot - 1 1
Total 11 11 11
122
FIRE
VOLUNTEER SERVICES BRANCH
Program Description
The Volunteer Training Section provides direction, coordination, support, and oversight
of the Volunteer Firefighting training program.
The Hawai`i Fire Department is the only fire department in the State of Hawai`i that is
considered to be a combination fire department whereby the emergency response
workforce is comprised of both paid career and volunteer responders. The primary
function of the Volunteer Training Section is to train all volunteers to the highest level,
promoting safety and adherence to the core values of the Hawai`i Fire Department.
Program Objectives
1. Ensure 100%of volunteer personnel complete their annual physical assessment.
2. Train and certify at least 90% of the volunteers in First Aid and CPR.
3. Ensure 90%of Volunteer Captain's complete Incident Command System(ICS) 100
and 200 training.
4. Develop and maintain an apparatus requirement status list, ensuring at least 75%
response capability.
5. Conduct a needs analysis to identify volunteer station requirements and submit
corrective action plans by the end of Q2, FY 2025-26.
Program Highlights
• The Vector Solutions training platform is now available to all current volunteer
personnel. This implementation enhances access to training materials and
information, streamlines credential management, and aligns volunteers with career
personnel.
• Waiki`i's 9 Alpha received a new 2023 Freightliner Model M2-106 tanker,
generously funded by the Sayre Foundation through fundraisers and donations. This
custom-built, off-road-capable truck features a 1,200-gallon tank,remote-operated
turret,booster hose reels, side spray outlets, and a foam pro system, with final
paperwork underway to bring it into service.
• HFD Volunteer Firefighters participated in Wildland Firefighting Training at
Pohakuloa Training Area from April 29th to May 3rd, covering topics like fire
behavior, hazard recognition, and human performance. The training concluded with
a three-mile pack exercise, carrying a 45-pound pack in under 45 minutes.
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FIRE
VOLUNTEER SERVICES BRANCH
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Statistical Relevant Data: Actual Budget Estimate
Newly recruited personnel this fiscal year 21 30 30
Retention percentage of volunteers 91% 85% 85%
Total number of volunteer fire personnel 168 180 200
Fire Engines 75% 90% 90%
Brush Trucks 71% 90% 90%
Water Tankers 84% 90% 90%
Objective Measures of Success:
Annual Medical Assessment 94% 90% 100%
First Aid/CPR 82% 90% 90%
ICS 100/200 for Captains 75% 90% 90%
Response capability ** ** 75%
Compliant with Vector Solutions 90% 72% 90% *
Identify Station Renovation Requirements - 2nd Qtr.FY 25 2nd Qtr.FY 26
*Measure phased out as of FY 2025-26.
**New measure as of FY 2025-26.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 2 2 2
Salaries and Wages 241,053.09 263,514 263,514
Operations 89,670.14 150,795 153,602
Equipment 1,651.89 330,000 -
Program Total 332,375.12 744,309 417,116
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Request
County Funded(FIRE)2 positions
Fire Captain 2 2 2
Total 2 2 2
124
FIRE
VEHICLE MAINTENANCE SECTION
Program Description
The Vehicle Maintenance Section provides repair and support services for all department
vehicles, apparatus, and portable equipment. Personnel also participate in the design and
specification of new equipment and apparatus to be acquired. This support section is an
essential component in the maintenance of emergency services and mission readiness of
Hawai`i Fire Depaitnient and is critical to the success of the department in meeting its
goals and objectives. As Hawai`i Fire Department's mission and service delivery
demands continue to increase,the maintenance and repair of the department's vehicle and
apparatus fleet continue to grow at exponential rates. As our fleet of vehicles continues
to age, with limited funding for replacements,the sustainability of emergency operations
is dependent upon the service and maintenance of our apparatus and equipment.
Program Objectives
1. Conduct routine preventive maintenance on apparatus within ten business days at
least 90% of the time.
2. Reduce average out-of-service time by 5%. Ensure frontline primary response
apparatus remains in a state of readiness at least 90%of the time.
3. Initiate emergency repairs on the same day for at least 80% of cases.
4. Submit monthly Shop reports on time with an error rate below 5%.
Program Highlights
• The Maintenance Section plans to remove outdated and non-repairable apparatus
behind Station 2 in May/June 2024 (per Hamana Ventura,Property Management),
improving safety and eliminating an eyesore.
• Efforts continue to establish the Maintenance Shop,providing a safer,more
functional workspace for mechanics.
• Acquiring additional fabrication equipment will allow in-house production of custom
and obsolete parts,reducing apparatus downtime.
• Enhancing work processes for more efficient use of time and resources.
• Progressing toward establishing a Maintenance Shop on the island's west side to
improve service and community support.
• Collaborating with the new Automotive Storekeeper to implement a well-stocked
inventory of commonly used parts for quicker repairs.
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FIRE
VEHICLE MAINTENANCE SECTION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Statistical Relevant Data: Actual Budget Estimate
Shop—Vehicle Repairs 1,682 1,200 2,200
Contractual—Vehicle Repairs 189 130 190
Calls for Service—Trouble Calls 259 330 300
Objective Measures of Success:
1.Routine Maintenance in 10 business days 90% 80% 90%
2.Out of Service Time reduced by 5% 8% 5% 5%
3.Primary Response Apparatus Readiness 98% 90% 90%
4.Emergency Work on the same day 95% 85% 80%
5. Submittal of Monthly Reports with errors 2% <5% <5%
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Number of Positions 7 8 9
Salaries and Wages 305,833.66 399,397 451,205
Operations 409,441.35 374,875 383,792
Equipment - 10,000 25,000
Program Total 715,275.01 784,272 859,997
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Estimate
County Funded(FIRE) 6 positions
Chief Mechanic,HFD 1 1 1
Fire Equipment Mechanic 3 3 3
Fire Equipment Mechanic II - 1 1
Automotive Storekeeper - - 1
State Funded(EMS)3 positions
Fire Equipment Mechanic 2 2 2
Helicopter Mechanic(Unfunded) 1 1 1
Total 7 8 9
126
FIRE
EMERGENCY COMMUNICATION SECTION
Program Description
The Fire Communications Control Center is the focal point through which all emergency
service requests are made via the telephone as well as via the radio communications
system. In addition, all Fire Department operational activities and communications are
coordinated through the Fire Communication Control Center to include flight following for
our two helicopters. Fire Communication Officers also provide online pre arrival medical
instruction or emergency medical dispatching services to people placing 911 calls and are
able to instruct members of the public in basic lifesaving maneuvers and techniques. It
cannot be stressed enough that the roles and responsibilities of the Fire Communication
Officers and the department's emergency communication section extend far beyond that of
a simple call taking and routing center. Fire Communication Officers facilitate a critical
communications network and system that provides essential lifesaving instructions and
directions to people in crisis as well as serving as a conduit for all operational
communication needs.
Program Objectives
1. Increase staffing to 50%.
2. To progress toward accreditation with the International Academies of Emergency
Dispatch(IAED)by first achieving 60% compliance with Emergency Medical
Dispatch call processing and increasing that goal incrementally each year.
3. Provide service to the community with a less than 5%instance of complaints.
Program Highlights
• Implemented a Quality Improvement/Quality Assurance program for Emergency
Medical Dispatch call processing.
• Hired six new personnel,with a 50%retention rate - an improvement from the
previous 19% success rate.
• Began implementation of the International Academies of Emergency Dispatch
(IAED) Emergency Fire Dispatcher(EFD) certification course as a training
tool. EFD brings the science of structured call processing to the fire-rescue field.
• Began taking steps toward IAD accreditation and are currently at 48%compliance,
with a goal of 90%compliance within five years.
• Introduced an Emergency Telecommunicator-specific assessment for new applicants.
• The new Battalion Chief successfully completed the county's supervisory training
series.
• The new joint Emergency Communications Center is nearing completion and set to
open in FY 2024-25.
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EMERGENCY COMMUNICATION SECTION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
911 Calls for service 30,926 33,874 36,584
Objective Measures of Success:
1.EMS Alarm to Dispatch IAW criteria 78% :9
2.Increase staffing to 50% ** ** 50%
3.Fire Suppression Alarm to Dispatch IAW criteria 84% :20 **
4.IAED accreditation ** ** 60%
5.Average Process Time IAW criteria 91% 90%
6.Complaints 2% <5% <5%
*Measure phased out as of FY 2025-26.
**New measure as of FY 2025-26.
Data is in Fractals
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 38 41 40
Salaries and Wages 593,654.97 1,845,977 1,853,786
Operations - 99,336 69,294
Equipment - -Program Total 593,654.97 1,945,313 1,923,080
128 •
FIRE
EMERGENCY COMMUNICATION SECTION
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Request
County Funded(FIRE)28 positions
Battalion Chief - 1 1
Fire Captain 1 4 4
Supervising Fire Communications Officer 5 5 5
Fire Communications Officer III(Temp) 3 3 3
Fire Radio Dispatcher III 1 - -
Fire Communications Officer II. 10 10 10
Fire Communications Officer II(1/2T) 2 2 -
Fire Records Clerk - - 1
Fire Fighter 4 4 4
State Funded(EMS)2 positions
Fire Communications Officer II 2 2 2
Split Funded(FIRE 30%/EMS 70%) 10 positions
Fire Communications Officer II* 10 10 10
Total 38 41 40
129
FIRE
LOGISTICS SECTION _,����a���a.�.�.._�._�
Program Description
The Logistics Section provides a lifeline of support to all divisions,branches, and
sections of the Hawai`i Fire Department. This includes the procurement,receipt,
inventory, and distribution of all emergency operations and ancillary supplies and
equipment.
Program Objectives
1. Process and submit reported service and work orders within five business days, 90%
of the time.
2. Distribute in-stock supply requests within five business days, 90% of the time.
3. Initiate purchase requests for supplies or services within five days of identified need,
75% of the time.
4. Complete Life Cycle Replacement purchasing by the 2nd quarter of FY 2025-26.
5. Conduct a 100% annual inventory with a variance rate below 5%.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Objective Measures of Success: Actual Budget Estimate
1. Service&Work order processing 90% 95% 90%
2. On-hand supply requests in 5 business days 92% 95% 90%
3.Purchase Requests initiated in 5-days 85% 80% 75%
4.Life-Cycle replacement purchasing - 2nd Qtr.FY25 2nd Qtr.FY26
5.Annual Inventory with<5%variance 3% <5% <5%
130
FIRE
LOGISTICS SECTION
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 6 5 5
Salaries and Wages 304,766.50 359,376 377,546
Operations 1,218,669.01 1,738,497 1,469,520
Equipment 514,042.38 453,376 809,020
Total 2,037,477.89 2,551,249 2,656,086
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Request
County Funded(FIRE)5 positions
Battalion Chief 1 1 1
Clerk III 1 1 1
Fire Maintenance Worker 1 1 1
Information Systems Analyst IV 1 1 1
Storekeeper 1 - _ -
Program Support Technician - 1 1
State Funded(EMS) 0 positions
Storekeeper 1
Total 6 5 5
•
131
FIRE
GRANT REVENUES
1. Local Emergency Planning Commission -Tier II reporting fees to support the
Local Emergency Planning Commission, $56,000. Hazard Evaluation and
Emergency Response (HEER) Office at the State of Hawai`i Department of Health.
Funding is managed by the Local Emergency Planning Commission.
2. Fire Dept Private Contributions—Private contributions from non-governmental
sources for Fire Department use. $15,000.
3. Volunteer Fire Assistance—The Volunteer Fire Assistance(VFA) is a federal grant
program that provides funds for fire equipment,training, and initial fire department
organization to fire departments serving small communities under 10,000 in
population. The USDA Forest Service grants this money to needful volunteer fire
departments. $300,000.
4. Wireless E-911-HFD—State of Hawai`i 911 Board funding for approved expenses
that comply with HRS 138-5. These funds will be used to support our Emergency
Communications Center operations,training, and equipment purchases. $297,103.
Grant Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Salaries and Wages 929,239.64 257,161 Operations 119,926.19 1,070,012 399,303
Equipment 339,692.37 221,800 212,800
LEPC 11,230.60 56,000 56,000
Program Total 1,400,088.80 1,604,973 668,103
132
HUMAN RESOURCES
HUMAN RESOURCES
DEPARTMENT SUMMARY ....�..�..µ.,.�_ ._. ,. _.�.��w.��.
Mission Statement
The Department of Human Resources provides support and guidance to assist departments
in achieving their missions. Through strategic partnerships,we build a culture of intention,
focused on innovation to attract, support, engage, and retain a competitive workforce. We
encourage a positive,inclusive,and rewarding work environment that values and advocates
for all.
Department Goals
1. To provide names of qualified individuals to hiring departments on a timely basis for
the filling of their civil service vacancies.
2. To provide a classification and pay system that ensures an equitable compensation system.
3. To provide timely advice and assistance to all County agencies consistent with
applicable laws affecting human resource management.
4. To identify County training needs and provide training and personnel development
programs that will enhance the skills of County employees,provide a safe working
environment, and, ensure compliance with applicable laws affecting human resource
management.
5. To recognize County employees for their accomplishments.
6. To support the Merit Appeals Board and the Salary Commission with their duties and
functions.
7. To develop, implement, and maintain appropriate policies,procedures, and reports
required by law or by operational needs.
8. To negotiate and provide adjustments in wages,hours, and terms and conditions of
employment for County employees.
9. To identify and pursue appropriate changes in law,rules, contracts,policies and
procedures affecting human resource management.
10. To identify and reduce/eliminate unsafe and hazardous working conditions and work
practices in an effort to reduce the number of work place injuries and illnesses.
11. To process workers' compensation claims in accordance with the law, demonstrating
respect, compassion, and fiscal responsibility,with the ultimate goal of returning the
employee to regular full employment as soon as it is deemed to be appropriate.
Funding Source and Position Count
General Fund $4,517,536 General Fund 84
Grant Revenue - Grant Revenue/Other 1
Total Budget: $4,517,536 Total Number of Positions 85
133
HUMAN RESOURCES
HUMAN RESOURCES
Department Goals (continued)
12. To ensure departments and agencies are in compliance with applicable laws affecting
human resource management.
13. To assist, encourage, and insure, County compliance with laws,rules, and policies
relative to equal opportunity and employment.
Program Description
The Department of Human Resources is the central human resource agency for the
County of Hawai`i whose functions include administering the civil service laws as they
apply to the County. As the central human resource agency for the County,the
department has responsibility for strategic planning,workforce planning and
employment, equal opportunity,personnel development, compensation and benefits,
employee and labor relations, and occupational health and safety.
Program Objectives
Classification and Pay
1. Review and process position re-description reviews within five workdays of receipt.
2. Review and process reallocations for recruitment within ten workdays of receipt.
Labor Relations
1. Hear and respond to employer-level grievances within 60 days from receipt.
2. Answer all written departmental inquiries relating to the administration and
interpretation of all collective bargaining agreements and executive orders within 14
days from date of receipt if it does not require inter jurisdictional action, 30 days if it
does.
3. Provide background and other technical information required by the Corporation
Counsel's Office for the arbitration of grievances within 14 days from the date of
request.
Personnel and Organizational Development
1. Conduct the New Hire Orientation class once a month.
2. Provide at least ten Supervisory Skills Training sessions annually.
3. Issue the Fall 2025 and Spring 2026 Training Catalogues.
4. By December 31, 2025,hold an annual employee awards program.
134
HUMAN RESOURCES
HUMAN RESOURCES........._.�...o���_.
Program Objectives (continued)
Equal Opportunity
1. Respond to inquiries and complaints while providing a high level of customer service
to employees and the public within 14 days of knowledge or receipt unless extensive
research, investigation, or action by another department is warranted.
2. By June 30,2026, deliver 12 training classes relating to Anti-discrimination and
Harassment,ADA—Reasonable Accommodation and other EO/ADA civil rights
compliance classes, depending upon identified needs.
Administrative Services
1. Conduct two department/agency audits each quarter on personnel files,temporary
assignment records,postings, etc. to ensure compliance with personnel laws,rules,
policies and procedures, collective bargaining agreements and executive orders.
2. With the exception of mass pay adjustments transactions, audit and approve properly
completed and submitted payroll certification forms within five workdays of receipt.
Audit and approve mass pay adjustment payroll certification forms within two weeks
of the last form received.
3. Review and act upon properly completed and submitted Flexible Spending Plan
change in status forms within two workdays of receipt.
4. By December 31, 2025, hold the annual Pre-retirement Workshop.
Recruitment and Examination
1. Establish eligible lists to assist hiring departments fill their vacancies within 45 days
for open-competitive and registration recruitments.
2. Establish internal recruitment lists to assist hiring departments fill their vacancies
within 30 days for internal recruitments within the department or internal
recruitments within the County. •
3. Certify (refer)names from available eligible lists to hiring departments within four
workdays from receipt of the request for the list.
4. Conduct three department/agency audits each quarter on interview packets to ensure
that the hiring department or agency is in compliance with employment laws,
including lawful and non-discrimination practices, interview and selection procedures
and the merit principle.
135
HUMAN RESOURCES
HUMAN RESOURCES
Program Objectives (continued)
Recruitment and Examination (continued)
5. Coordinate the placement of Hawai`i Community College Cooperative Vocational
Education(CVE) students within the County.
Health and Safety
1. Coordinate and/or conduct safety inspections of at least 16 County facilities.
2. Provide requested safety and equipment training within two months of original
request.
3. Provide ten HIOSH-required training programs per quarter.
4. Provide at least 12 Defensive Driver Courses (DDC)to County employees during the
fiscal year.
5. Coordinate the annual flu shot clinics for County employees in the districts of Hilo,
Waimea, Ka`u, and Kona.
Workers' Compensation
1. Conduct semi-annual workers' compensation claims reviews.
2. Provide WorkComp 101 and Return to Work Program training at least semi-annually.
Program Highlights
• Conducted one large departmental reorganization to assist them with position
classification and organizational restructuring.
• Created and amended various new classes of work and assisted with allocating
positions within the County.
• Began the negotiation process for employer-union agreements beginning July 1,
2025, for all Bargaining Units. Hawai`i County has employees in eight Bargaining
Units which include, Bargaining Unit 01,Nonsupervisory employees in blue collar
positions; Bargaining Unit 02, Supervisory employees in blue collar positions;
Bargaining Unit 03,Nonsupervisory employees in white collar positions; Bargaining
Unit 04, Supervisory employees in white collar positions; Bargaining Unit 11, Fire
Fighters; Bargaining Unit 12,Police Officers, Bargaining Unit 13, Professional and
scientific employees,who cannot be included in any of the other bargaining units; and
Bargaining Unit 15, State and County Ocean Safety and Water Safety Officers.
136
HUMAN RESOURCES
HUMAN RESOURCES
Program Highlights (continued)
• Established and implemented a pilot program to provide departments and employees,
included and excluded from HGEA Bargaining Units,the option of working an
alternate 4-10 work schedule. With the approval of the Appointing Authority,this
voluntary program allows employees to designate work hours and workdays based on
employee preference.
• Initiated the He Mea Nui 'Oe Employee Recognition Program that allows employees
and the public to recognize the good service and great work our County employees do
every day. As of June 30, 2024, 122 nominations have been received since the
program began in May 2024.
• The Employee Engagement and Retention Pilot Program with the Recreation
Division supervisors was completed in late 2023. The program is designed to help
train managers and supervisors in building a workplace that enhances employee
engagement and will ultimately lead to retention of employees. This program is now
being offered to all County supervisors as a cohort program that will be completed in
the Fall of 2024.
• The Employee of the Year Program returned in 2023 to recognize the outstanding
employees across all County departments. Thirty-one employees were nominated
across three categories for Outstanding Manager, Supervisor, and Employee of the
Year.
• Provided technical assistance to County departments on issues related to civil rights
matters and the Americans with Disabilities Act(ADA).
• Delivered 24 Mandatory Anti-Discrimination and Harassment trainings island wide to
366 County employees consisting of supervisory and non-supervisory personnel,
including Summer Fun employees. Trainings included anti-discrimination and
harassment, as well as ADA Title I (including reasonable accommodations) and Title
II.
• Coordinated County's Leave Sharing Program: Ten requests for shared leave hours
were approved; 106 employees donated 4,381.55 hours of vacation leave.
• Facilitated Flexible Spending Plan: As a cafeteria plan under section 125 of the
Internal Revenue Service Code,the County's Flexible Spending Plan allows
137
HUMAN RESOURCES
HUMAN RESOURCES.
Program Highlights (continued)
participants to pay for health insurance premiums and medical and dependent care
expenses with pretax dollars. As a result, participants realize both state and federal
income tax savings as well as FICA tax savings. In Plan Year 2023-24,the County
saved approximately$331,354 in FICA taxes. During this period, 1,783 employees
participated in the plan.
• Established a Policy and Procedure for a Professional Development Trainee Program.
This Program is intended to establish an additional applicant pipeline to fill civil
service positions in designated professional-level classes of work in Bargaining Unit
13 ("BU13"). Through the Program,the County will provide an opportunity for
employees who hold 2-year degrees to gain the necessary level of experience to meet
the minimum qualification requirements of a 4-year degree in a designated career
path. Work performed under this Program shall be based on a formal training
agreement entered into with the Employee's department head and approved by the
Director of Human Resources. Career Path positions include Accountant I,Economic
Development Specialist I,Geographic Information Systems Analyst I, Housing&
Community Development Specialist I, Human Resources Specialist I, Information
Systems Analyst I, Land Surveyor I, Planner I, Police Evidence Specialist I, and
Victim/Witness Counselor I.
• Established a Policy and Procedure for the Temporary On-Call Pilot Program. The
intent of this pilot program is to afford departments the ability to maintain continuity
of day-to-day operations by providing short-term, on-call coverage during staffing
shortages. Park Caretaker I is the only class of work that is on the List of Classes
Eligible for Temporary On-Call Pool, at this time.
• Along with KTA pharmacy, coordinated influenza vaccination clinics island wide for
202 employees. Ninety-five COVID-19 vaccinations were also provided at the
influenza clinics.)
• There were 127 new workers' compensation claims filed during FY 2023-24. During
the same period 169 claims were closed. The total number of open workers'
compensation claims at the end of FY 2023-24 was 265, which is up 6% compared to
the end of FY 2022-23, when there were 249 open claims. -
• Overall workers' compensation claim expenditures for FY 2023-24 were down 23%
compared to FY 2022-23,which is attributed to the early interventions to facilitate
138
HUMAN RESOURCES
HUMAN RESOURCES
Program Highlights (continued)
return to light duty work, and active management to resolve claims quickly, with the total
number of open claims maintained at a consistently low level.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
No.of Positions
Permanent Full-Time 3,196 3,070 3,296
Permanent Part-Time 199 199 199
Temporary Full-Time 332 328 332
Temporary Part-Time 11 10 11
Total No. of Positions 3,738 3,607 3,838
Applications Reviewed 8,607 8,000 8,000
Internal Recruitments Conducted 178 200 200
Open Competitive Recruitments Conducted 240 150 150
Examinations Administered 21 20 20
Certifications Completed 307 600 600
Personnel Transactions Processed 6,489 7,000 7,000
FSP Change Forms Reviewed/Processed 181 200 200
No.of POD*Training Programs Offered 8 5 5 _
No.of POD Training Sessions Conducted 69 50 50
No.of Employees Who Attended POD Training 1,232 500 500
_CVE Students Place d - 5 15 15
Initial Allocations 101 30 100
Reallocations** 391 400 400
New Classes 17 5 10
Position Redescription Reviews 264 400 250
Class Specification Amendments 37 30 30
Employer-Level Grievances Heard 30 10 15
Merit Appeals Board Meetings 13 12 12
Merit Appeals Board Hearings 1 1 5
Salary Commission Meetings 6 7 7
Salary Commission Public Hearing*** - 1 1
Tool Testing 2 2 2
Monthly Reports-Accidents 12 12 12
Safety Inspections 12 16 16
First Aid Classes—Trained Employees 198 150 150
Driver Training&Equipment(No. of Employees) 134 60 60
* Personnel and Organizational Development(POD)
** Includes reallocations for recruitment purposes
***New program measure implemented in FY 2024-25
139
HUMAN RESOURCES
,__ w_._ HUMAN RESOURCES -- .�a__.�...__.e...�_ �.....�dro
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 85 85 85
Salaries and Wages 2,124,594.32 2,693,813 2,724,953
Operations 271,575.61 948,373 1,303,173
Equipment 36,860.19 4,850 50 ,
Skills Development Program - 416,000 489,360
Program Total 2,433,030.12 4,063,036 4,517,536
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Director of Human Resources 1 1 1
Deputy Director of Human Resources 1 1 1
Account Clerk 2 2 2
Administrative Services Officer II 1 1 1
Administrative Services Program Specialist 1 1 1
Clerk III 1 - -
Employee Development Assistant - 1 1
Equal Opportunity Officer/ADA Coordinator 1 1 1
_Equipment Operations Instructor(Temporary) 1 1 1
Human Resources Assistant 3 3 3
Human Resources Manager I 1 - -
Human Resources Manager II 5 6 6
Human Resources Program Specialist 2 3 3
Human Resources Specialist I 5 5 5
Human Resources Technician I 1 2 2
Human Resources Technician II 3 1 1
Park Caretaker I(Temporary) 20 20 20
Professional Intern(Temporary) 10 10 -
Professional Development Trainee(Temporary) - - 10
Safety Specialist I 1 1 1
Safety Specialist II 1 1 1
Secretary-Reporter 1 1 1
Student Helper I 1 1 1
Workers' Compensation Claims Specialist III 2 2 2
Workers' Compensation Position 20 20 20
Total 85 85 85
140
ADOIONIIMI
NOLLVWHOANI
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Mission Statement
To empower the County of Hawai`i with modem technologies that will enable County
employees to serve our citizens efficiently, effectively, and with aloha.
Department Goals
1. To provide secure, available, and reliable Information Technology resources by
aligning with the needs of departments, agencies, and citizens of Hawai`i County.
2. To improve existing services and support County business innovation by
implementing new technologies and solutions.
3. To seek out,provide, and maintain useful and relevant online service opportunities
for citizens to access records and conduct business with the County.
4. To develop, attract, and retain talented IT professionals and maintain a thriving work
environment for employees.
5. To improve efficiency and productivity,through automation and streamlining of
workflows, by providing the tools and training that employees need to perform their
jobs effectively.
6. To enhance collaboration and communication so that County employees can work
together seamlessly.
7. To embody fiscal stewardship by seeking 'best value' solutions,when optimizing IT
infrastructure, negotiating contracts, and working with vendors.
8. To enhance system resiliency to keep critical information systems available during
times of disaster.
9. To design and integrate a cohesive countywide Geographic Information System plan
to embrace industry standards and foster cooperative innovation.
10. To continue to develop and improve Information Technology operations,policies,
standards, and procedures to guide County departments and agencies.
Funding Source and Position Count
General Fund $10,033,830 General Fund 40
Grant Revenue - Grant Revenue Total Budget: $10,033,830 Total Number of Positions 40
141
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Description
Information Technology (IT)provides technical leadership in all aspects of computer use
for the County of Hawai`i. This includes financial and departmental applications,
hardware and software support,telecommunications and network functions, and the
Geographic Information System(GIS).
Additionally, Information Technology also provides advice and support for computer
systems and applications utilized by various other County departments and agencies. IT
maintains daily systems operations, conducts system analysis, system selection and
implementation,maintains data security, and organizes in-house computer training.
User Support Section
Help Desk/Service Desk:
Coordinates, implements, and supports the use and installation of desktop computers,
laptops, mobile devices, peripherals, and audio/visual equipment. Provides technical
standards and recommendations and resolves problems for all users of the County of
Hawai`i network and electronic resources. Provides multi-tier support services and
assists with training County staff. Provides guidance and assistance with common office
functions such as printing, scanning, copying,word processing, spreadsheets, e-mail, and
multi-media presentations. Supports and guides internship candidates for introduction to
Information Technology services within the County domain.
Applications:
Analyzes, designs, develops,tests, implements, and supports computer applications
running on the County network. Aligns with departmental needs through evaluation,
selection, and implementation of applications and information systems. Provides
technical standards and recommendations, custom reports, and resolves problems for
designated computer applications such as Eden/FRESH, CoHnect(Oracle ERP),Utility
Billing, Laserfiche Document Management, FireRMS and Planning/Building Permits.
Provides systems analysis,programming support, recommends, and coordinates all
departmental use of the County of Hawaii website and SharePoint Intranet sites.
Coordinates and provides software training for County staff.
142
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Description (continued)
Systems Support Section
Network:
Identifies components, implements,manages, and maintains the County information
systems,network, and security operations. Coordinates maintenance,provides support,
and resolves problems with the system servers. Oversees all network communications,
Voice over Internet Protocol (VoIP) systems,Firewalls, and related equipment and
services meant to protect the County information systems and data. Researches and
implements new technologies for information systems.
Shared Services:
Evaluates, designs, selects,purchases,implements, and administers the County of
Hawai`i shared services. Implements network security measures, virus protection, email
servers, file storage and data backup. Analyzes, identifies, and conducts problem
resolution for all network, server, and workstation-based software systems. Researches
and implements new technologies for information systems.
Cybersecurity:
Investigates, establishes,and maintains regulatory governance and compliance and
implements security best practices. Improves system security posture through manual
and automation methodology. Collaborates with GIS Geographic Information System,
Systems Support, and User Support groups and coordinates awareness, software and
system updates, and monitoring capabilities. Provides incident response handling and
associated direction to identify, contain, and recover procedures. Conducts internal and
external review for penetration testing, auditing, and determines corrective measures
based on established standards, while advising in risk management, and maintaining
operational considerations. Attends and remains involved in County, State, and Federal
programs and agencies, for purposes of cooperation and knowledge building.
Geographical Information System (GIS) Support Section
Manages and monitors the County's GIS platform. Plans, researches, evaluates, and
implements cross-departmental GIS. Develops,troubleshoots, and deploys software
applications and workflows to extend and enhance the capabilities of software. Develops
and manages short-term and long-range plans for County's GIS. Manages, evaluates, and
sets standards for hardware, software and integration of County GIS and solutions.
143
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Description (continued)
Manages the integration of County GIS with third party solutions and products utilized
by departments and agencies countywide. Evaluates program performance and monitors
contractual service. Manages, evaluates, and sets security standards for County GIS
services and infrastructure. Develop policies and procedures for GIS. Coordinates the
development and periodic evaluation of goals and objectives for countywide GIS
software and services. Provides training, expertise, and technical support to other County
departments and agencies in the development, design, and implementation of GIS
software.
Program Objectives
1. Provide a reliable and managed network for the County of Hawai`i. Implement
services and equipment to improve the network speed, storage, reliability, and
security for County locations.
2. Expand and maintain the County of Hawai`i server and application support. Assist
County Departments with Application implementation and expand the use of cloud-
based and Software-as-a-Service (SaaS)technologies.
3. Maintain and enhance the reliability and resilience of the County's information
technology infrastructure. Seek/intend to further consolidate network security and
monitor internal and external threat management for all County departments.
4. Continued improvement of Information Technology's customer support and services
by establishing industry standard guidelines. Expand the use of automation,to
include Al where safe,practical and applicable, in all aspects of support, including
user set up and maintaining existing software on client workstations.
5. Align with the countywide Geographic Information System(GIS)requirements.
Provide training, expertise, and technical support to other County departments and
agencies in the development, design, and implementation of GIS results to be utilized
by internal and external entities.
Program Highlights
Administration
• Established an administrative team in efforts to increase efficiency and effectiveness
throughout the department.
• Offered procurement support for other departments when IT-related support is
needed.
144
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Highlights (continued)
• Initiated software and hardware purchasing consolidation,to streamline and
standardize Countywide technology needs. This is also in support of increasing
security standards.
• Established Information Technology Asset Management(ITAM)processes and
procedures, in conjunction with CISv8 security framework.
Network
• Performed extensive County-wide assessment of hardware, firmware, and security
status of network equipment.
• Procured initial replacement equipment as complete network re-architecture is
required.
• Identified priority facilities to replace legacy (EOL/EOS) equipment.
• Initiated equipment replacement for the network re-architecture project.
• Worked to establish INET fiber to several locations, including assistance and
planning with Emergency Communications Center(ECC) and Bank of Hawai`i
building connectivity.
• Conducted evaluations of new and existing facilities that the County is considering
for expansion.
• Introduced pilot program for satellite communications and connectivity for
remote/non-established/emergency or disaster locations.
Security
• Initiated and established a Cybersecurity Division. •
• Performed initial corrective measures regarding historical vulnerability testing results.
Additional work is required in this measure.
• Established focus and fixes on critical vulnerabilities and continued
planning/opportunity for additional corrections to be implemented.
• Conducted governance research for County, State, and Federal requirements,best
practices, and other industry standard guidance.
• Established documentation templates, formats, and other County specific security
guidelines.
• Identified end of life (EOL) and end of support(EOS) software/hardware and are
working to reduce this security exposure.
• Worked to support CJIS efforts and standards with HPD staff.
145
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Highlights (continued)
Customer Support& Services
• Increased staffing and support capabilities at County building,Aupuni Center, and
WHCC.
• Decreased existing ticketing queues and have normalized the average daily numbers.
• Distributed and installed workstations to replace end of life equipment. This is an
ongoing effort,but staff have made tremendous strides in processes and actual
deployment.
• The Help Desk supported 1,900 PCs and laptops and associated peripherals, end-
users with software deployment, configuration,maintenance, guidance, and
troubleshooting.
Applications, Customer& Departmental Support
• Hired staff to include web and Power B/I skillsets and presence. Several departments
are seeing the benefits of having staff of this caliber and skillset. Staff are assisting
County of Hawai`i website's Content Managers by assisting with content posts, sub
site creations, and maintenance.
• Provided support by the User Support division for the following systems used by
County of Hawai`i departments:
o CoHnect(Oracle ERP) -Phased setup and transition to the new system.
o Electronic.Permitting and Information Center(EPIC)—used to track and issue
permits and plans.
o Fairfax—replacement for the Core cashiering system.
o Eden—financial system used by all departments.
Geographic Information Systems GIS
• Provided strategic scoping, logistical,technical, and quality assurance GIS support to
multiple County programs and Departments including Elections' ballot tracking,
EnerGov's online permitting, Mass Transit's General Transit Feed Specifications
(GTFS), Planning's Recovery teams,Research and Development's teams,Liquor's
team, Planning Department's Public Access,Riparian,and Shoreline GIS, DEM,
Clerks Redistricting public engagement mapping, Police's team, and the NASA
DEVELOP disaster,vulnerability, and risk project coordinated by the Mayor's Office
and enacted through the Planning Department.
• Worked with federal agencies and private contract partners to scope new data
acquisition, analysis, and modeling projects to implement Metadata standards, and to
ensure data Quality Control requirements are met on existing projects delivering new
GIS data,modeling, and analysis to the County under contract.
146
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Highlights (continued)
• Provided immediate security response and completed Log4J threat mitigation and
remediation that included analyses and impact assessments of the Log4J exploit on
County GIS system infrastructure and recommendations for network enhancements to
harden the counties security profile. Completed firewall purchase to harden the
counties security profile against future threats of a similar nature.
• Maintained the virtual environment hardware, software, and technology
implementation standards, increasing system performance, reliability, and up-time,
reducing while reducing system operational and maintenance costs.
• Provided training, account management, and support to users of both internal and
public facing County GIS software products.
• Initiated governance and standards that were previously not established.
147
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Computer Systems
Servers(Physical):Retired/New/Total 30/0/24 5/5/54 5/5/54
Servers(Virtual):Retired/New/Total 0/5/105 20/10/100 20/10/100
Network(managed)devices Retired/New/Total nodes 23/10/230 175/20/250 50/25/275 _
New/replacement PC's setup 580 500 500 _
Total workstations supported 1,900 1,900 1,900
GIS Licensed Users
Desktop Non-Maintenance 95 100 100
Portal Named Users 287 500 500
ArcGIS Online Named Users 172 500 500
GIS Enterprise Deployment
GIS Portal—CMS entryway. 2 3 3
GIS Server—Map,Imagery,Notebook,Dev Roles. 9 12 12
GIS DataStore—Relational,Tile,SpatioTemporal Roles 6 8 8
GIS SQL Server 3 3 3
GIS File Storage , 1 5 5
GIS Gateway 3 3 3
GIS Data Layers
Public Domain In-House GIS Server Services 164 200 200
Public Domain ArcGIS Online Services 68 100 100
In-House/County of Hawai`i File System and SQL Server Data 750 750 750
Layers estimated
Data Layers hosted through Pictometry Online estimated*** 30 - -
Imagery/Percent of Island covered 100% 100% 100%
Other Work Statistics
Primary Computer System Uptime During Normal Work Hours 99% 99% 99%
(247 days x 8.75 hrs.)
Face to Face IT Training Classes and Workshops Offered 2 6 6
Face to Face IT Training Classes Attendees 40 40 40
Virtual Training Classes and Workshops Offered 3,100 3,100 3,100
Virtual Training Classes and Workshops Attendees 314 325 340
Service Desk Calls 9,873 10,748 10,748
Average Service Desk Calls/Day 38 44 44
Average number of days a support call is Open 4.32 5 5
Voice Over IP 1,000 1,000 1,000
Numbers Supported 3 3 3
Call Manager Servers 2 2 2
Voicemail Servers _
***Becomes obsolete after 2023-24.
148
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate _
Number of Positions 40 40 40
Salaries and Wages 1,813,134.61 3,310,628 3,138,808
Operations 2,534,943.08 4,416,152 4,727,022
Equipment 3,215,037.19 5,198,000 2,168,000
Program Total 7,563,114.88 12,924,780 10,033,830
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Authorized Request
Accountant I 1 1 1
Administrative Services Assistant I 1 1 . 1
Director of Information Technology 1 1 1
Geographic Information Systems Manager 1 1 1 _
Geographic Information Systems Analyst III 2 2 2
Information Systems Analyst III 7 7 7
Information Systems Analyst IV 8 8 8
Information Systems Analyst V 9 9 9
Information Systems Analyst VI 1 1 1
Information Systems Program Manager 2 2 2
Information Systems Technician II 2 5 5
Information Systems Technician II(Temporary) 3 • - -
Information Technology Systems Manager 1 1 1
Private Secretary 1 1 1
Total 40 40 40
149
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LIQUOR CONTROL
LIQUOR CONTROL
DEPARTMENT SUMMARY
Mission Statement
To promote the health, safety and welfare of the general public by regulating the
importation,manufacture, distribution, sale and service of alcoholic liquors in the County
of Hawai`i.
Department Goals
1. To govern operations of liquor licenses which promote reasonable practices in the
sale or service of liquors by Rules of the Liquor Commission and/or implementation
of programs which promote compliance to liquor laws.
2. To enforce the liquor laws of the United States, State of Hawai`i and County of
Hawai`i.
3. To grant, renew or deny liquor license applications and permits in accordance to law.
4. To provide efficient administrative services.
5. To educate licensees, staff, commission,board members and the public on liquor laws
and issues affecting their activities.
6. To conduct and/or support public and youth programs whether through education,
enforcement, or activities which promote compliance to liquor laws and responsible
drinking.
7. To help support businesses and industries involved in the sale of liquor,by
streamlining and updating current licensing and enforcement practices and
procedures.
8. To help alleviate financial burden on licensees during the COVID-19 pandemic by
temporarily modifying collection practices and other rules.
Funding Source and Position Count
General Fund - General Fund Grant Revenue - Grant Revenue/Other License Fees $2,504,962 License Fees 20
Total Budget $2,504,962 Total Number of Positions 20
150
LIQUOR CONTROL
LIQUOR CONTROL
Program Description
1. To grant, renew and refuse applications or liquor licenses for the manufacture,
importation, and sale of liquor.
2. To amend or adopt rules having the force and effect of law in the county.
3. To enforce federal, state and county liquor laws by inspections of licensed premises
and investigations of complaints or violations for referral to the Liquor Control
Adjudication Board.
4. To provide services to and on behalf of the Liquor Commission and Liquor Control
Adjudication Board, including the review and amendment of procedures and duties.
5. To provide education to licensees, staff, Commission, Board, and the public.
6. To review federal, state and county liquor laws for uniformity.
7. To conduct and/or support public and youth programs whether through education,
enforcement, or activities which promote compliance to liquor laws.
8. To help support businesses and industries involved in the sale of liquor, by
streamlining and updating current licensing and enforcement practices and
procedures.
9. To help licensees through the COVID-19 pandemic by temporarily modifying rules
and providing assistance with securing PPE and equipment(disinfectant foggers) as
well as modifying collections to help ease financial burdens.
Program Objectives
1. Licensing:
a. Conduct 75 interviews with new liquor license applicants.
b. Process 50 new license applications.
c. Conduct 50 site visits to applicant premises.
2. Operations:
a. Hold minimum of 12 liquor card classes in Hilo and 24 in Kona/Waimea for
approximately 1,500 manager examinations administered to employees of
licensed establishments. Classes and examinations to be offered to all licensees'
staff, including minor-aged employees.
b. Conduct a minimum of 2,000 licensee checks per month to promote compliance
to liquor laws by liquor licensees.
c. Provide all staff, commissioners and board members education via county, state,
and nationally sponsored programs.
3. Public Programs:
a. Provide minimum of two youth,public, and enforcement programs which
promote compliance to liquor laws.
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LIQUOR CONTROL
LIQUOR CONTROL
Program Highlights
1. The Department of Liquor Control processed 74 contingency fund requests from our
council members from July 1, 2023,through June 30, 2024. Grants offered funding
to non-profit organizations on Hawai`i Island that provide alcohol-free and drug-free
programs to our youth and local community. A few of the youth programs this year
included an extra-curricular youth soccer tournament and the purchase of three
robotic kits for an afterschool program. Other community events included a local
feeding program which assisted individuals and families in need and funding was also
provided for wellness and engagement events,to name a few.
2. High school graduation is a momentous milestone achievement for students and for
many, Project Grad Night is often the last time classmates gather before parting ways
into the real world. The Department is proud to have been part of this special night
by providing funds to Hawai`i Island high schools in support of the 2024 Project Grad
Night event: an alcohol-free and drug-free celebration for graduates to celebrate their
achievements in a safe and responsible manner.
3. On August 11,2023,the Liquor Control Administrative Officer presented to the
Hawai`i Island Security & Safety Professionals Association(HISSPA) about the
Department's naloxone(Narcan) distribution to bars,restaurants, and hotels on
Hawai`i Island. Distribution was completed in May 2023. Narcan rapidly works to
reverse the effects of opiates on the brain and restores breathing in life-threatening
emergencies. The Department also answered questions regarding liquor laws and
rules.
4. On October 24, 2023, an investigator from the Enforcement Division —East Hawai`i
had the opportunity to speak to students at Waiakea High School enrolled in the
"Foundation of Legal & Protective Services" course; a class offered through a
focused career academy for students preparing themselves for jobs in law
enforcement, legal, corrections and the military. Our investigator shared what the
duties and responsibilities of the Department of Liquor Control are,work experience,
and preparation needed to qualify for the position. He also answered questions from
many curious students,while being a positive influence on them. This was the
second year the Department was invited to participate in the program.
152
LIQUOR CONTROL
-
LIQUOR CONTROL �
Program Highlights (continued)
5. On April 20, 2024,the department assisted in providing funds to purchase meals and
refreshments for"Hawai`i Community College Day", an alcohol-free and drug-free
event held at Hawai`i Community College's Manono campus. This event brought
together students, faculty, staff and community members to celebrate academic
achievements and create new, meaningful connections with the community, including
over 40 local businesses.
6. On April 23, 2024, students in Waiakea High School's Public Services Academy
presented their Senior Showcase Project before select judges; one being a Liquor
Control investigator. The Public Services Academy is one of four focused career
academies in Waiakea.High School's"Small Learning Communities"which is
designed to help teachers understand individual student needs, interests and
aspirations. As an interviewer and judge,the investigator conducted a minimum of
three ten-minute interviews, where he learned about students' academic and personal
growth(or challenges)they've experienced through this senior project internship. As
a respected member of the public services community, the presence of our Liquor
Control investigator, in the capacity of a judge, created a positive impact towards
students by boosting their confidence to reach their highest goals and most
importantly to remain alcohol-free and drug-free.
7. The Department continues to have its website and online presence available to
licensees by working with NIC Hawai`i, (formerly known as Hawaii Information
Consortium,LLC), a division of Tyler Technologies. Online licensing and permitting
modules have been ongoing to improve communication with our liquor licensee's and
with the public. The following services are available online for our licensees to
conveniently apply,renew and pay for the following fees: percentage fee, direct wine
shipper permits, liquor license filing fee and liquor license renewals. It has been a
successful and convenient enhancement for our licensees.
8. The most significant legislative change in 2024 was the removal of the notary
requirement for the renewal of liquor licenses.
153
LIQUOR CONTROL
LIQUOR CONTROL
Program Measures
,
FY 2023-24 FY 2024-25 FY 2025-26
Actual Estimate Estimate
Licensing
Applications for Licenses
Interviews for Applications 103 75 75 -
Regular 40 50 50
Renewal 433 380 380
Special 161 • 130 130
Transient Vessel 56 100 100
Catered Functions 52 150 150
Miscellaneous Applications 17 100 100
Permit Applications 929 1,500 1,500
Site Inspection 43 50 50
Liquor Commission
Public Hearings on Rules and Regulations 0 0 0
Meetings(Public Hearings,Preliminary Hearings, 12 12 12
Special Meetings,Workshops)
Site Visitations 0 2 2
Liquor Control Adjudication Board
Public Hearings on Rules and Regulations 0 0 0 ,
Meetings(Public Hearings, Special meetings, 2 6 6
Workshops)
Violations to Board 9 30 30
Operations _
Warning and Citations 20 30 30
Manager Examinations 1,598 1,500 1,500
Manager Registration(activate existing manager 192 600 600
cards)
Audio Surveillance Checks 10 25 25
Field Inspections Per Month 1,850 1 2,000 2,000
Public Complaints 9 20 20
Investigations 24 100 100
154
LIQUOR CONTROL
LIQUOR CONTROL
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 20 20 20
Salaries and Wages 1,110,476.95 1,308,492 1,324,862
Operations 871,223.36 1,033,460 1,054,850
Equipment 10,083.91 10,650 7,250
Public Programs 319,753.50 118,000 118,000
Program Total 2,311,537.72 2,470,602 2,504,962
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Director of Liquor Control 1 1 1
Administrative Assistant 1 1 1
Administrative Services Assistant I 1 1 1
Clerk III 1 1 1
Liquor Control Administrative Officer 1 1 1
Liquor Control Investigator Trainee 1/2T 2 2 2
Liquor Control Investigator II 6 6 6
Liquor Control Investigator III 2 2 2
Liquor Control Licensing Officer 1 1 1
Liquor Control Licensing Technician II 1 1 1
Liquor Licensing Clerk 1 1 1
Private Secretary 1 1 1
Secretary to Board and Commission 1 1 1
Total 20 20 20
155
MANAGEMENT
•
MANAGEMENT
OFFICE OF THE MAYOR
Mission Statement
To foster a sustainable Hawai`i Island where our keiki and their keiki can thrive and
succeed for generations to come.
Department Goals
To accomplish the following strategic priorities by working collaboratively and
constantly striving to be better by improving:
• Public Safety: Support hiring, equipment purchases, and capital improvements for
Police, Fire, Civil Defense, and Environmental Management to equally service each
district,to harden critical facilities as needed for resilient response to emergencies
and disasters,to reduce crime, and to quicken response times.
• Infrastructure: Prioritize key capital infrastructure projects that promote affordable
housing and economic development consistent with the General Plan.
• Waste Management: Update and invest in waste infrastructure to ensure prudent
management while working to minimize waste disposal through innovative
conversion of waste streams to assets, such as composting and reclaimed effluent.
• Culture & Recreation: Celebrate our multicultural community with programs and
facilities that promote an active lifestyle, lifelong learning, inter-generational
interaction, and mutually respectful conflict resolution.
• Health & Welfare: Address complex issues that are not considered core County
responsibilities but fall between the cracks of jurisdiction and have significant
impacts on our community, such as healthcare, affordable housing, homelessness,
human services,transportation alternatives, and workforce development.
• Governance: Balance the budget with optimized revenue source management and
expenditure controls. Develop a strategic communication system to facilitate public
information and feedback. Encourage public involvement through community
planning and commission appointments.
Funding Source and Position Count
General Fund $2,303,571 General Fund 21
Grant Revenue - Grant Revenue/Other 2
Total Budget: $2,303,571 Total Number of Positions 23
156
MANAGEMENT
OFFICE OF THE MAYOR
Program Description
The Office of Management provides leadership, direction, and supervision for
departments and agencies of the County of Hawai`i, ensures that the duties and
responsibilities of the executive branch are faithfully discharged by the provisions of the
County Charter, and addresses the needs, concerns, and interests of the people of the
Island of Hawai`i.
Program Objectives
• Prudent Finances: Budget consistently, delivers services efficiently,plans for long-
term liabilities and contingencies, and optimizes revenue generation.
• Productive Workplace: Foster a work environment where County employees are
trained,managed, and appreciated to fulfill their duties to the best of their abilities.
• Strategic Objectives: Collaborate and promote innovation among departments to
accomplish identified priorities.
• Economic Initiatives: Partner with the nonprofit and private sectors to diversify
economic and employment opportunities.
• Resilient Community: Be knowledgeable,trained, and prepared for emergencies and
disasters.
• Inclusive Governance: Encourage civic participation with appointments to boards
and commissions and an active community planning system that exemplifies
democracy at its best.
• Open Communication: Communicate with the public with a two-way system that
informs and is responsive to suggestions,requests, and complaints.
• Sustainable Environment: Respect and sustain the natural and cultural heritage of
this County.
Program Highlights
• Presented a balanced budget by the end of FY 2023-24.
• Achieved an AA+bond rating with two rating agencies for the first time in County
history.
• Collaborated with the Finance Department to ensure departments had adequate
funding to meet public needs,manage liabilities, save for contingencies, and ensure
timely revenue availability.
• Celebrated the 60th anniversary with our oldest Sister City, Oshima, during a visit to
four Sister Cities across Japan.
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MANAGEMENT
OFFICE OF THE MAYOR
Program Highlights (continued)
• Revitalized the County's Outstanding Employee Awards Ceremony to recognize
employee excellence.
• Expanded the Employee Tuition Reimbursement Program, increasing educational and
career development opportunities for staff.
• Launched "He Mea Nui `Oe," a public-facing employee recognition program
celebrating exceptional community service.
• Introduced greater work flexibility through telecommuting, flexible schedules, and an
Alternate Work Schedule Pilot Program with HGEA.
• Established the Professional Intern Pilot Program, creating accessible career paths in
County government for individuals facing unique personal challenges.
• Allocated$1 million to the Employee Training Fund,providing resources for career
advancement within and beyond the County.
• Partnered with the Police Department, Parks, OHCD, DLNR, and local homeless care
providers to establish and enforce park safety protocols for the wellbeing of our keiki.
• Collaborated with OHCD and the Department of Public Works to advance affordable
housing and emergency shelter projects across the island.
• Initiated discussions with the Governor's office to identify areas on Hawai`i Island
suitable for Kauhale housing communities.
• Hosted the third Hawai`i Sustainability Summit, fostering collaboration between the
County,private sector, and community to support sustainable futures for our keiki.
• Established the Office of Climate, Sustainability,Equity, and Resilience to drive
sustainable initiatives across County departments.
• Continued partnerships with the Koi Pond to enhance workforce development
programs for youth across the island.
• Collaborated with the philanthropic sector to establish the Native Hawaiian Women's
Development Initiative, supporting entrepreneurial opportunities.
• Partnered with state, county,private, and nonprofit organizations to draft a
comprehensive state farm bill.
• Focused on mitigating the impacts of invasive species through coordinated efforts
with state and nonprofit organizations.
• Engaged hospitality partners in the Rediscovering Hawai`i's Soul/Pehea Ka `Aina
initiative to enhance cultural understanding.
• Supported various cultural and community events, including the 50th Annual Queen
Lili`uokalani Outrigger Canoe Race,the Kohala Ag Visioning regional food summits,
and a cultural exchange with a Pahala-based hula halau.
158
MANAGEMENT
OFFICE OF THE MAYOR
Program Highlights (continued)
• Collaborated with federal,nonprofit, and private sector partners to expand
opportunities within a regenerative economy.
• Hosted the first Kupa'a Challenge in partnership with Kamehameha Schools to
address Native Hawaiian retention and prosperity.
• Collaborated with the Hawai`i Island Fentanyl Taskforce to ensure NARCAN is
available at County facilities and in official vehicles.
• Conducted tsunami preparedness tabletop exercises across all departments.
• Provided timely community advisories on weather-related hazards, including tropical
storms,high surf,Kona Low patterns, and Red Flag Warnings.
• Formed the Hui o Alahanui working group to restore shoreline access in Puna,
specifically in the `ili of Alahanui (formerly "Hot Ponds").
• Continued meetings with the Mayor's Wapi`o Advisory Committee to address
Waipi`o Valley Access throughout the Emergency Proclamation period.
• Initiated meetings with the Hawai`i County Youth Commission.
• Actively recruited candidates for boards and commissions, focusing on roles
supporting community development action plans.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Incoming Correspondence 200 271 250
Appointments to Boards and Commissions 80 60 100
Proclamations issued 115 99 130
Mayor's Messages 95 60 105
Certificates 320 204 350
Mayor's Event Requests 240 201 250
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 22 23 23
Salaries and Wages 1,601,402.83 1,881,716 1,916,044
Operations 274,095.95 326,702 387,402
Equipment - 9,276.13 3,375 125
Program Total 1,884,774.91 2,211,793 2,303,571
159
MANAGEMENT
. _ _ OFFICE OF THE MAYOR
•
Personnel Position Summary
FY,2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Mayor 1 1 1
Managing Director 1 1 1
Deputy Managing Director 1 1 1
Administrative Services Assistant I - 1 1 1
Administrative Specialist 1 1 1
CDBG Internal Auditor 1 1 1
Clerical Services Assistant 3 3 3
Data Processing Control Clerk I 1 1 1
Executives Assistant Aide 1 1 1
Executive Assistant II(1/2T) 1 1 1
Executive Assistant III 4 4 4
Organizational Development Specialist(1/2T) 1 1 1
Private Secretary to the Managing Director 1 1 1
Private Secretary to the Mayor 1 1 1
Program Manager(Temp) 1 1 1
Public Relations Specialist 1 1 1
Secretary to Boards/Commissions - 1 1
Student Helper I 1 1 1
Total 22 23 23
160
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MASS TRANSIT AGENCY
MASS TRANSIT AGENCY
GENERAL FUND
Program Description
Refer to Mass Transit Agency under the General Excise Tax(GET) Fund Section.
Program Objectives
Refer to Mass Transit Agency under the GET Fund Section.
Program Highlights
Refer to Mass Transit Agency under the GET Fund Section.
•
Funding Source and Position Count
General Fund $28,875 General Fund Grant Revenue $20,000 Grant Revenue/Other Total Budget: $48,875 Total Number of Positions
161
MASS TRANSIT AGENCY
GENERAL FUND
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Salaries and Wages 78,248.68 258,260 -
Operations 1,600.95 6,156,341 48,875
Equipment 3,034,245.00 19,801,493 -
Program Total 3,114,094.63 26,216,094 48,875
162
MISCELLANEOUS
•
MISCELLANEOUS
HOMELESSNESS
Program Description
The Office of Housing and Community Development shall establish and administer
programs addressing homelessness within the County of Hawai`i utilizing designated
funds deriving from a percentage of revenue collected annually from the real property tax
on residential tier two properties. In alignment with HUD,these programs will prioritize
"Housing First" as a key approach to rapidly transition individuals experiencing
homelessness into stable,permanent housing without preconditions or barriers. This
approach empowers individuals by offering them choice and control in accessing
housing, fostering stability and long-term success.
Program Objectives
1. Homelessness Prevention Programs: Collaborate with government and non-profit
partners to develop and expand services that prevent homelessness, including eviction
prevention, emergency financial assistance, employment assistance, subsidized
housing assistance,mental health and substance use support, financial education etc.
2. Fund and Contract Management: Oversee the Homelessness &Housing fund
contracts and ensure alignment with the Homelessness and Housing Strategic
Roadmap to ensure homelessness remains rare, brief, and non-recurring.
3. Outcome Measurement and Reporting: Establish a system to track, measure, and
report outcomes for entities receiving County Homelessness and Housing Fund
support.
4. Data Collection and Analysis: Gather and analyze real time data on homeless
populations to gain insights into demographics,needs, and homelessness trends to
inform decision-making.
5. Maximize Funding for Self-Sufficiency: Optimize and expand available funding
sources to support resources that help individuals and families move toward self-
sufficiency.
6. Enhanced Collaboration: Strengthen collaboration among government agencies,
non-profits, and community stakeholders to build a coordinated and effective
response to homelessness.
163
MISCELLANEOUS
HOMELESSNESS �...�.��..n......__�_._..��_�. �.._�_....__
Program Objectives (continued)
7. Public Awareness and Education: Raise awareness of homelessness issues and
educate communities about its challenges and solutions.
Program Highlights
• Released the first Homelessness and Housing Fund Impact report for the period of
May 1,2023-February 29, 2024.
• During the first quarter of 2024, 19 agreements were executed with 11 non-profit
organizations to deliver the services as proposed in their response to the second
Request for Proposal for this program.
• Hosted four Community of Practice meetings,bringing together current and past
Homelessness and Housing Fund grantees to foster networking, collaboration, and the
development of innovative approaches to address emerging issues.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Salaries and Wages 370,900.02 276,688 557,081
Operations 7,784,809.85 11,862,434 11,580,004
Equipment 22,411.82 10,878 12,915
Program Total 8,178,121.69 12,150,000 12,150,000
164
MISCELLANEOUS
MISCELLANEOUS/COUNTYWIDE COSTS
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Nonprofit Grants 2,330,000.00 2,027,500 2,500,000
Schools 35,035.80 52,650 52,650
Homelessness 8,178,121.69 12,150,000 12,150,000
Fringe Benefits
State Retirement System 59,934,253.40 72,500,000 72,500,000
FICA 7,837,481.62 9,500,000 9,500,000
County Pensions 24,926.29 54,000 54,000
Health Fund 19,378,658.26 23,500,000 23,500,000
Post-employment Benefits 44,037,878.28 44,577,000 44,577,000
Worker's Compensation 2,633,279.99 5,957,289 5,957,289
Unemployment Compensation 246,335.44 425,174 425,174
Vacation Pay - 1,000,000 1,000,000
Total Fringe Benefits 134,092,813.28 157,513,463 157,513,463
Bond Issue/Debt Service
Interest 16,319,434 18,988,864 23,208,901
Bond Redemption 31,641,499 43,113,636 47,306,564
Total Bond Issue/Debt Service 47,960,933 62,102,500 70,515,465
Supplemental Transfers •
Transfer to Capital Project Fund 120,373 - 20,000,000
Transfer to Housing Fund 11,503,333 11,919,180 8,259,665
Transfer to Self-Insurance Fund 2,000,000 4,000,000 4,000,000
Transfer to Solid Waste Fund 30,136,536 31,512,826 32,254,042
Transfer to Golf Course Fund 1,095,681 1,172,172 1,239,650
Transfer to Disaster/Emergency Fund 4,768,671.80 4,920,000 5,166,000
Transfer to Public Access/Open Space Preserve Fund 9,658,442.98 9,950,000 10,442,000
Transfer to Pub Acc/Open Space Preserve Maint Fund 848,908.86 1,234,750 1,305,250
Transfer to Budget Stabilization Fund 250,000 5,250,000 5,250,000
Transfer to Sewer Fund 5,094,515 6,376,248 6,818,284
Trans to Community Benefit Fund - 250,000 -
Total Supplemental Transfers 65,476,461.64 76,585,176 94,734,891
165
MISCELLANEOUS
MISCELLANEOUS/COUNTYWIDE COSTS
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget _ Request
Other Costs
Provision for Compensation Adjustment - 4,500,000 14,448,735
Sundry Refund - 15,000 15,000
Provision for Reallocation - 35,000 35,000
Miscellaneous Insurance Claims&Judgments 4,906,260.36 4,925,000 4,925,000
Public Safety Disaster/Emergency 154,176.16 1,000,000 1,000,000
Provision for Energy&Fuel - 2,000,000 2,000,000
Provision for Training - 808,219 808,219
Miscellaneous(Block&Housing Grants,Home Pgm) 11,663,663.27 8,855,000 3,479,206
Miscellaneous(Prior Year Grants.&Contributions) 4,821,944.98 850,000 -
Total Other Costs 21,546,044.77 22,988,219 26,711,160
166
AND RI]f.ICE
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Mission Statement
The Office of Sustainability, Climate, Equity, and Resilience (OSCER) strives to
lead the county by connecting, coordinating, and building capacity in our collective
effort to sustain the health of our `aina and island community.
Values
Our values (Optimism, Trust, Place-Based, Justice Minded, Learning, Community,
Gratitude, and Collaboration) serve as the foundation for decision-making, setting
priorities, and shaping the overall direction of OSCER and the office culture.
Department Goals
1. Establish policies and programs to promote sustainability,mitigate greenhouse
gas emissions, and build the County's resilience.
2. Develop metrics, benchmarks, and data visualization tools to track and
communicate progress towards sustainability, climate mitigation and adaptation,
equity, and resilience goals.
3. Coordinate and provide technical support to County departments to create
policies and programs designed to implement and measure sustainability, climate
change mitigation and adaptation, equity,trauma informed, and resilience
strategies.
4. Provide education, outreach, and support, both internally and externally,that
promotes climate sustainability and climate change mitigation and adaptation
initiatives.
5. Develop a grant management program to support funding to implement sustainability,
climate mitigation and adaptation, equity, and resilience goals.
Funding Source and Position Count
General Fund $896,536 General Fund 7
•
Grant Revenue - Grant Revenue/Other Total Budget: $896,536 Total Number of Positions 7
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OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
mm
OSCER
Program Description
The office was created to break down silos and show County leadership in these
areas of sustainability, climate change, equity and resilience. OSCER is responsible
for establishing broad work plans for county initiatives through collaboration across
all Departments related to sustainability, climate change, equity, and resilience,
including developing programmatic priorities and budgets, conducting program
analyses, making policy recommendations, and preparing reports. OSCER also
strives to partner with community-based organizations to achieve our sustainability,
climate mitigation and adaptation, equity, and resilience goals.
Program Objectives
Policy and program development.
• Improve environmental justice and equity by promoting specific policies and
actions to ensure that sustainability, change mitigation and adaptation, and
resilience efforts also benefit lower and middle income,Native Hawaiian, and
historically marginalized communities. These policies and actions should include
utilization of place-based,Native Hawaiian guiding principles,tools, and
frameworks to guide, inform, coordinate, and evaluate proposed actions and
activities.
• Regularly engage with stakeholders to assess and assure that policies and actions
are implemented in a manner that is immediate, direct, and coordinated, and
employs strategies that are equitable in their impact on various communities in
the County.
• Ensure policies, practices, and actions are trauma-informed to promote resilience,
health, and wellness.
Shared metrics.
• Increase transparency of progress towards sustainability, climate mitigation and
adaptation, equity, and resilience goals.
Coordination, collaboration, and education.
• Coordinate communication among County departments and with community
partners to develop and promote a shared vision and collaborative approach to
168
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Objectives (continued)
implementing solutions that are based upon a clear understanding of the issues
and challenges related to sustainability, climate change mitigation and adaptation,
equity, and resilience within a trauma-informed framework and approach.
• Collaborate with County departments and community stakeholders on
sustainability, climate change mitigation and adaptation, equity, trauma informed,
and resilience strategies to maximize collective impact through mutually
reinforcing activities.
• Promote climate sustainability and climate change mitigation and adaptation
initiatives in a manner utilizing trauma informed principles and best practices that
promotes equity and resilience and the capability to adapt effectively in the face
of adversity.
Legislation and budget.
• Evaluate potential impacts of climate change on County human resources,
facilities, and infrastructure and provide operating and capital improvement
budget recommendations for consideration in addition to the recommendations of
the planning department.
• Provide policy analysis and propose legislation to the Council to implement this
section.
• Provide the Council with an annual sustainability report.
Grants and funding.
• Investigate and provide technical support for grant applications and grant
management.
• Prepare programs and contracts to carry out the grant program.
Program Highlights
Personnel.
OSCER office was created this fiscal year. In this fiscal year, OSCER was able to
hire an Interim Administrator and begin recruitment for a number of vacancies. This
includes the creation of new position descriptions for the following:
Accountant I
.Grant Coordinator
Database Analyst
In addition, OSCER interviewed and selected an Americorp VISTA member,Liam
Bin who started with OSCER on March 11, 2024.
169
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Highlights (continued)
Administrative Programs.
OSCER completed an analysis of the 2024 Capital Improvement Program projects to
identify key gaps and opportunities for increased sustainability, including reducing
greenhouse gas emissions (GHG) and increasing resilience to climate change
hazards, and potential funding mechanisms for any reduction.
OSCER staff processed and managed the list of professional service providers for the
office.
Outreach and Engagement.
The OSCER office is attending various community events to connect and share out. We
attended 12 events in the reporting period. The office is also connecting with community
organizations on the ground participating in volunteer conservation efforts like cleaning
out invasives from fishponds.
The office has established a website https://www.hawaiicounty.gov/oscer and social
media presence to help connect and share out our work to a broader audience. We are
publishing a monthly newsletter for subscribers to increase transparency and spotlight
community and county actions,with our first one published on July 11, 2024. We have
571 people subscribed so far.
The office collaborated with the other counties and the State Department of Health to
create a heat safety awareness campaign.
Future efforts for us to connect include creating a webinar series to highlight how the
work is connected to everyday life and publishing our climate data dashboard for more
transparent monitoring.
Interagency Coordination.
Building on the relationships previously created during the creation of ICAP and on new
relationships established, OSCER continues to be the County's lead agency to address
sustainability, climate change, equity, and resilience in the County. This includes
representing the administration at various meetings and engagements.
170
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Highlights (continued)
This requires the office to coordinate communication among County departments and
with community partners to develop and promote a shared vision and collaborative
approach to implementing solutions. Coordination is also required to provide technical
support to County departments to create policies and programs designed to implement
and measure sustainability, climate change mitigation and adaptation, equity,trauma
informed, and resilience strategies. OSCER collaborates with County departments and
community stakeholders on sustainability, climate change mitigation and adaptation,
equity,trauma informed, and resilience strategies to maximize collective impact through
mutually reinforcing activities. Finally, OSCER continues to provide education,
outreach, and support,both internally and externally,that promotes climate sustainability
and climate change mitigation and adaptation initiatives in a manner utilizing trauma
informed principles and best practices that promotes equity and resilience and the
capability to adapt effectively in the face of adversity.
To help with coordination, OSCER has joined multiple working groups that meet on a
regular basis to address sustainability, climate, equity and resilience. These working
groups include the 4-County Sustainability Network,the Climate Change &Health
Working Group,the Climate Coalition County Sustainability Leaders,the HEC Climate
Coalition,the Hawai`i Climate Change Mitigation and Adaptation Commission, and the
Sustainability Development Goals Communities to name a few.
Grant Applications.
The office submitted for funding from the Department of Energy, Energy Efficiency&
Conservation Block Grant(EECBG)in April 2024. This project includes collaborating
with multiple departments to conduct a facilities condition assessment and energy
management plan for our county facilities. This project was awarded funding on August
1,2024.
We also collaborated with Department of Public Works to submit an application on July
25, 2024,to the EPA Clean Heavy Duty Vehicle Replacement Program. While the
submittal was after June 30, most of the proposal work was done during this reporting
period.
•
171
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Highlights (continued)
We also collaborated with our Finance Department,Public Access, Open Space, and
Natural Resources Preservation Commission, on a proposal NOAA CZM Habitat
Protection and Restoration BIL Competition to conduct habitat restoration on Puapua'a
Iki, submitted in July 2024. While the submittal was after June 30,most of the proposal
work was done during this reporting period.
We are also coordinating with community organizations to support their grant
applications that align with our work, including a project applied for on July 26, 2024,
with Goodwill Industries of Hawaii, Inc. For this project, Goodwill Hawaii will design,
develop, and implement multi-faceted community driven projects, including textile,
cardboard and paper drives for recycling, diversion of donated goods from the
landfills to be reused by the community, the collection of items using only electric
powered vehicles and the creation of and training for green jobs to be filled by
disadvantaged populations. While the submittal was after June 30,most of the proposal
work was done during this reporting period.
Building Capacity.
The office staff has participated in several professional development and networking
opportunities, including:
• Attendance at the National Association of Counties Legislative Conference in
February 2024.
• Attendance at the Aspen Ideas Climate 2024 Conference in March 2024.
• Attendance at the Sustainability Summit in May 2024.
• Attendance at the National Adaptation Forum 2024 Conference in May 2024.
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OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
ADMINISTRATION
Positions Filled 0 6 1
PROGRAM AND POLICY DEVELOPMENT
Policies Reviewed 3 3 3
Policies Introduced 0 1 1
Integrated Climate Action Plan Actions 4 27 37
Completed
Integrated Climate Action Plan Actions 20 10 18
Started
Annual Sustainability Report 0 1 1
Staff Hours Spent on Equity Framework 40 80 120
TECHNICAL ASSISTANCE
Green House Gas Inventory Published 0 1 1
CEP Projects Reviewed 56 60 60
Awarded Federal Funds $228,640 $1,000,092 $2,148,361
Awarded Other Funds $23,750 $50,000
Sustainable Working Group Meetings 6 10 12
Recommendations for Incorporating Equity 0 5 10
or Place-Based Knowledge
Trainings Conducted 5 10 20
GRANT PROGRAM
Submitted Grant Applications 1 2 2
Awarded Grants 1 1 1
Funds Dedicated to Equity and Incorporation 0 $100,000 $100,000
of Place-Based Knowledge
COMMUNITY ENGAGEMENT
Community Outreach and Education Events . 12 20 25
Social Media Posts 35 60 60
Other Communication(newsletters,news 5 20 20
releases,articles,etc.)Published
%of Communication Engaging Historically 0 25 50
Marginalized Communities
Climate Dashboard Users 4 20 50
Uses of Place-Based Protocols for 0 5 10
Community Engagement
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OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions - 7 7
Salaries and Wages 146,228.48 611,036 611,036
Operations 5,477.89 250,000 274,540
Equipment 3,106.10 25,000 10,960
Program Total 154,812.47 886,036 896,536
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Grant Coordinator - 1 1
Accountant I - 1 1
Database Analyst - 1 1
Sustainability Administrator - 1 1
Special Projects - 1 1
Policy Analyst - 1 1
Information&Education Specialist - 1 1
Total - 7 7
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PARKS di RECREATION
PARKS & RECREATION
DEPARTMENT SUMMARY
Mission Statement
To provide a wide array of services for the public with excellence, integrity and aloha.
Department Goals
Service
• Provide and/or facilitate a wide array of recreational opportunities, services and
opportunities that meet the needs of the Big Island community while maintaining the
cultural uniqueness of our rich heritage, diversity and the aloha spirit.
• Conduct the P&R"Service Survey" to evaluate the quality of services provided and
report the results quarterly.
• Keep the public informed of the availability of programs and facilities via various
media outlets including a departmental website.
Facilities
• Provide safe, clean, enjoyable, accessible and aesthetically pleasing facilities by:
o Implementing the transition plan for ADA compliance.
o Implementing the transition plan for playground safety and equipment.
o Continuing to develop and implement maintenance standards.
o Maintaining a five-year plan for repairs and maintenance.
o Providing regular facility and safety inspections and monitoring the results and
recommendations.
o Determining the need for additional recreational facilities throughout the Big
Island via public meetings and service surveys.
o Assessing current facility use and analyzing for optimum utilization.
Fiscal Responsibility
• Refine fiscal management and performance of the department.
• Develop alternative strategies to generate supplemental resources in order to maintain
and enhance operations (grants, cost sharing, donations, etc.).
Funding Source and Position Count
General Fund $41,633,899 General Fund 435
Grant Revenue $ 80,000 Grant Revenue/Other 2
Other $ 925,750
Total Budget: ' $42,639,649 Total Number of Positions 437
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PARKS & RECREATION
DEPARTMENT SUMMARY
•
Department Goals (continued)
Partnerships
• Create public/private partnerships to improve and maintain recreational facilities and
enhance programs.
Safety
• Provide proper safety equipment for all employees.
• Maintain,update and keep all employees current with health and safety requirements
and testing, such as hearing tests,hepatitis immunization for covered individuals,
CDL licenses, etc.
• Perform regular safety inspections of all facilities.
• Provide a mechanism to address safety concerns of all employees.
Training
• Provide for personal and professional growth opportunities for all staff.
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PARKS & RECREATION
;ALAECEMETERY
Program Description
Alae Cemetery provides an affordable and accessible public memorial park to
accommodate the burials of the general public.
Program Objectives
1. Conduct maintenance and repair activities.
2. Assign and record all burials. •
Program Highlights
Park Maintenance pressure washed the pavilion, monument and surrounding areas to
prepare for the annual Ireito Hoyo Service. Tents and chairs were set up on the day of
the event.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Total Acreage 42.37 42.37 42.37
Burials 70 110 110
Program Expenditur-es-
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Number of Positions 4 4 4
Salaries and Wages 213,034.58 216,170 216,170
Operations 6,315.00 6,286 7,396
Equipment 450.26 455 390
Program Total 219,799.84 222,911 223,956_
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Park Caretaker I 2 2 2
Power Mower Operator 2 2 2
Total 4 4 4
•
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PARKS & RECREATION
VETERANS CEMETERIES - EAST AND WEST HAWAI'I�
Program Description
The East and West Hawai`i Veterans Cemeteries accommodate the local burial needs of
Big Island Veterans and eligible family members.
Program Objectives
1. Continue to coordinate development of the East and West Hawaii Veterans
Cemeteries with the Veterans Advisory Committee and the Department of Defense.
2. Perform interments, grounds maintenance and facilities maintenance in accordance
with the National Cemetery Administration(NCA)Veterans Cemeteries standards.
3. Assign and record all burials.
4. Foster a customer service culture.
Program Highlights
The International Association of Lions Clubs volunteered to clean headstones.
Changed from doing one plot with one reserve for spouse to double depth.
Veterans Cemeteries held annual Veterans Day and Memorial Day events/services.
•
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PARKS & RECREATION
VETERANS CEMETERIES - EAST AND WEST HAWAI'I
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Total Acreage 78.78 78.78 78.78
Burials 230 250 250
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Number of Positions 5 ' 5 5
Salaries and Wages 110,833.19 215,680 215,680
Operations 55,060.24 91,617 90,047
Equipment 450.26 455 780
Program Total 166,343.69 307,752 306,507
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Equipment Operator II Temp 1 1 1
Supvg Vets Cemetery Caretaker 1 1 1
Veterans Cemetery Caretaker 3 3 3
Total 5 5 5
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PARKS & RECREATION
RURAL CEMETERIES
Program Description
The Parks Maintenance Division ensures that the grounds and facilities of cemeteries in
Hamakua, Kohala, and Ka`u are properly maintained.
Program Objectives
1. Continue maintenance of cemetery grounds.
2. Assign and record all burials.
Program Highlights
Trimmed all trees at cemeteries.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Cemeteries Burials
North Hilo/Hamakua District: 9 7 7
Honoka`a,Kukuihaele,Kuka`iau,Laupahoehoe
North/South Kohala District: 22 18 18
Hawi,Waimea
North/South Kona District: 0 0 0
Keopu
Kau District: 12 22 22
Na`alehu
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Operations 1,604.92 1,400 1,600
Program Total 1,604.92 1,400 1,600
180
PARKS & RECREATION
HAWAI'I COUNTY BAND
Program Description
The Hawai`i County Band was established in 1883 and has provided music for parades,
concerts, festivals, ceremonies, and other special events County-wide for the past 142
years. The Hawai`i County Band performs as a representative of the County of Hawai`i
and continues to enhance events by providing live music performances. The band also
serves as a musical resource for the County and State of Hawai`i.
Program Objectives V
1. Provide musical services for island residents and visitors by working with community
organizations and providing 40 musical services annually (e.g.parades, ceremonies,
festivals, concerts and special events).
2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational,
musically challenging, and historically significant.
3. Feature at least two young musicians as soloists at the April or May Mo`oheau
Bandstand Concert,which provides musical education opportunities for the youth of
the County of Hawai`i.
4. Introduce 20 new musical pieces per year to provide musical challenges to the band
members.
Program Highlights
• Provided 40 performance services during FY 2023-24.
• Featured nine monthly Mo`oheau Bandstand Concerts which is a 100 plus Year
tradition.
• Mo`oheau Bandstand April and May Concerts featured young musicians as soloists.
• Participated in July 4th Mo`oheau Bandstand Concert in conjunction with the
Fireworks Display.
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PARKS & RECREATION
HAWAI'I COUNTY BAND
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Performance Services 40 40 40
Rehearsals 94 95 95 _
Number of Events:
Parades 7 7 7
Ceremonies 8 7 7
Concerts 18 18 18
Special Events 7 8 8
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 40 40 40
Salaries and Wages 229,843.91 295,111 293,567
Operations 8,922.48 13,133 10,291
Equipment 1,3 84.25 50 . 2,892
Program Total 240,150.64 308,294 306,750
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Band Director 1 1 1
Assistant Band Director(Hrly) 1 1 1
Musician I(Hrly) .4 4 4
Musician II (Hrly) 7 7 7
Musician III (Hrly) 10 10 10 _
Musician IV(Hrly) 9 . 9 9
Musician V(Hrly) 8 8 8
Total 40 40 40
Note: All positions are part-time with the exception of the Band Director.'
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PARKS & RECREATION
WEST HAWAI'I BAND
Program Description
The West Hawaii Band provides music for parades, ceremonies and other events,
principally in the Hamakua, Kohala and Kona districts,to support and inspire traditional
and emerging cultural, charitable, educational,recreational and economic activities, and
provides musical enjoyment and satisfaction for residents and visitors of diverse ages and
backgrounds,through performance and rehearsal.
Program Objectives
1. Provide musical services for island residents and visitors by working with community
organizations and providing 20—25 musical services annually(e.g. parades,
ceremonies, festivals, concerts, and special events).
2. Provide six concerts that are entertaining, educational,musically challenging and
historically significant.
3. Feature a young musician as soloist at the March or May monthly concert,to provide
music education opportunities for the young musicians of Hawai`i County.
4. Introduce 20 new pieces per year to provide musical challenges for the band.
Program Highlights
• The West Hawai`i Band provided 28 performance services.
• The band continued to rehearse on a weekly basis at the West Hawaii Civic Center.
• The West Hawai`i Band has introduced 20 new pieces.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Performances 28 25 25
Rehearsals 44 45 45
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PARKS & RECREATION
WEST HAWAI'I BAND
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 19 19 19
Salaries and Wages 27,567.32 49,706 49,706
Program Total 27,567.32 49,706 49,706
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Assistant Band Director (Hrly) 1 1 1
Musician I(Hrly) 4 4 4
Musician II(Hrly) 7 7 7
Musician III(Hrly) 6 6 6
Musician IV(Hrly) 1 1 1
Total 19 19 19
Note: All positions are part-time. •
•
184
PARKS & RECREATION
ADMINISTRATION
Program Description
The Parks &Recreation Administration provides organizational support services to all
divisions/sections to achieve the development and implementation of the departmental
mission.
Program Objectives
1. Continue to update information for Divisions and Sections on the County of Hawai`i
website on an as needed basis.
2. Continue implementation of the transition plan for accessibility to public facilities
during the fiscal year.
3. Continue implementation of the transition plan for playground safety and accessibility
during the fiscal year.
4. Maximize resources by encouraging the "Friends of the Park"program and identify a
minimum of five community service projects that focus on maintenance and/or
improvements to park facilities.
5. Provide at least one technical job specific training for administrative staff.
Program Highlights
• Completed cash handling and internal controls monitoring for various Parks and
Recreation facilities.
• Reopened Richardson Ocean Park after the completion of the Accessibility
Improvements project.
• Reopened Kolekole Beach Park after the completion of the Accessibility
Improvements project.
• Renaming of the Waiakahi`ula Beach Park.
• Reopened La'aloa Beach Park and implemented the State Historic Preservation
Division(SHPD) approved preservation plan.
• Dedicated the baseball field at Francis R.C. Wong Stadium to James "Jimmy" Correa.
• Completed the Hilo Bayfront Trails Phase 2 project.
• Completed the Gilbert Kahele Recreational Area(GKRA)Playground Resurfacing
project.
• Executed 46 Recreation Educator contracts for our Elderly Activities and Culture and
Education programs and 47 employee contracts for Summer/Intersession programs.
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PARKS & RECREATION
ADMINISTRATION��
Program Measures
FY 2023-24 FY,2024-25 FY 2025-26
Actual Budget Estimate
Camping Permits Issued 8,635 9,000 9,000
Pavilion Permits Issued 2,525 2,500 2,500
No of Completed Service Surveys 958 400 400
Surveys Rating Quality of Service as Satisfactory or 90% 85% 85%
greater
Surveys Rating Facilities as Adequately Maintained 90% 90% 90%
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 27 27 27
Salaries and Wages 1,824,565.55 1,933,729 1,977,588
Operations 1,629,280.41 2,212,491 1,712,512
Equipment 919,957.44 53,182 50,050
Program Total 4,373,803.40 4,199,402 3,740,150
186
,
PARKS & RECREATION
ADMINISTRATION
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Parks&Recreation Director 1 1 1
Deputy Parks&Recreation Director 1 1 1
Account Clerk 3 3 3
Accountant I 2 2 2
Accountant IV 1 1 1
Architectural Drafting Tech I 1 1 1
Architectural Drafting Tech II 1 1 1
Architect II - - 1
Business Manager 1 1 1
Clerk II 1 1 1 _
Clerk III 2 2 2
Department Contracts Assistant 1 1 1
Human Resources Assistant 1 1 1
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Information&Education Specialist I 1 1 1
Park Planner 1 1 1
Park Projects Manager 4 4 4
Private Secretary 1 1 1
Projects Administrator 1 1 -
Student Helper I 1 1 1
Total 27 27 27
•
•
187
PARKS & RECREATION
PARKS MAINTENANCE
Program Description
The Parks Maintenance Division maintains inland parks, beach parks,playgrounds,ball
fields, cemeteries and other recreational facilities;undertakes construction,repairs and
renovation projects for buildings, equipment and grounds; and operates a storeroom for
departmental maintenance supplies.
Program Objectives
1. Maintain completion of approximately 2,500 work orders on an annual basis.
2. Undertake two park improvements projects per district, one of which involves a
community group.
3. Respond to complaints filed for maintenance and services improvements.
4. Provide park users with safe facilities and grounds.
• Conduct safety inspections of P&R facilities:
1. Every three months with responsible supervisor(nine crews).
2. Every 12 months by the Parks Maintenance Manager.
3. Every 12 months by the Parks District Superintendent.
4. Playground and Skate Park inspections every month.
5. Provide employees with a safe working environment.
• Participate in the safety committee and discuss and evaluate accident/incident
reports.
• Correct any hazardous conditions or practices.
• Provide a minimum of one safety instructional session per crew each month.
• Review and upgrade Park Maintenance Safety and Health Programs.
Program Highlights
• Park Maintenance—Maintain and Repair Existing Facilities
The Parks Maintenance Division maintained inland parks,beach parks,playgrounds,
ball fields, County cemeteries, East and West Hawai`i Veterans Cemeteries,
Community Centers and other departmental facilities. Provided the public with safe
repair and renovation projects for buildings, equipment, grounds and supported
landscaping and beautification projects.
•
188
PARKS & RECREATION
-.__��_.__.......PARKS MAINTENANCE ��.. _ m���.._.��.�.�._�.�_�.�_
Program Highlights (continued)
Beautification projects and beach cleanups were accomplished with assistance from
public/private partnerships with Friends for Fitness,Friends of Lili`uokalani Gardens,
Ka `Ohana 0 Honu'apo, Lions Club, Basic Image, Kohala Center and volunteer
groups at Kailua Park, Higashihara Park,Richardsons Ocean Park,Kahalu'u Beach
Park, Honoli`i Beach Park, Honu'apo Beach Park, Lili`uokalani Gardens,
Kamehameha Park and Spencer Beach Park.
• Prepared for and hosted the World Sprints at Hilo Bayfront.
• Installed a perimeter chain link fence around the future Hilo Skatepark.
• Prepared for and hosted the Wall That Heals at Hilo Bayfront.
• Repaired the ballfield lights at Andrews Ballfield.
• Removed the old dangerous field lights at Na'alehu Ballfield
• Installed a chain link fence around the expanded parking lot at the Kea'au
Community Center.
• Installed new waterlines, shutoff valves, irrigation valves,timers,water meter and
backflow at the Maka`eo Walking Path for the Friends for Fitness, a friends of the
park group.
• Repaired/replaced/refurbished backstops, chain link fence and dugouts at Old Airport
in preparation for the Hawai`i State Senior Softball Tournament.
• Replaced cabinets and countertops at Pahoa Neighborhood Facility.
• Installed new homerun fence at William Charles Lunalilo Playground in conjunction
with West Side Little League.
• Removed and reinstalled new ball and multipurpose fields at Willian"Billy"Kenoi
Park.
• Plumbers
Total Work Order Generated: 488
Work Orders Completed: 479
• Fencing and Waxing Crew
Total Work Orders Generated: 67
Works Ordered Completed: 34
• Electricians
Total Work Order Generated: 334
Work Ordered Completed: 316
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PARKS & RECREATION
PARKS MAINTENANCE
Program Highlights (continued)
• Pump Mechanic
Total Work Orders Generated: 3
Work Orders Completed:
• Painters
Total Work Orders Generated: 70 ,,
Work Orders Completed: 43
• Carpenter Shop
Total Work Orders Generated: 672
Work Orders Completed: 475
• Waimea/S Kohala Building and Grounds Utility Worker
Total Work Orders Generated: 103
Work Orders Completed : 97
• Kona Building Maintenance Workers
Total Work Orders Generated: 641
Work Orders Completed : 637
• Construction Crew
Total Work Orders Generated: 147
Work Orders Completed : 48
• Mechanic/Welding Shop
Total Work Orders Generated: 497
Work Orders Completed: 409
• Tree Trimming
Total Work Orders Generated: 67
Work Orders Completed : 33
• Vector Control
Total Work Orders Generated: 31
Work Orders Completed : 28
190
PARKS & RECREATION
PARKS MAINTENANCE
Program Highlights (continued)
• Park Maintenance
Total Work Orders Generated: 3,120
Work Orders Completed : 2,602
Completion Percentage: 83.4%
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Facilities Maintained: Actual Budget Estimate
Beach Parks 39 39 39
Parks&Playgrounds 65 65 65
Gyms&Recreation Centers,Baseball Fields 98 98 98
Swimming Pools 9 9 9
Tennis Courts 30 30 30
Other Facilities 43 43 43
Complaints Received 24 20 20
Beautification Projects 30 30 30
Work Orders Completed 2,602 2,560 2,500
Safety Instructional Sessions 168 168 168
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 175 175 180
Salaries and Wages 8,007,862.29 9,104,444 9,455,624
Operations _ _ 6,593,727.12 11,717,612 15,733,028
Equipment 608,099.55 19,010 768,510
Program Total 15,209,688.96 20,841,066 25,957,162
•
191
PARKS & RECREATION
�.a... ___ PARKS MAINTENANCE _ _ ____
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title •
Authorized Authorized Request
Account Clerk 1 1 1 _
Building&Grounds Utility Worker 5 5 6
Building&Grounds Utility Worker-Temp 2 2 2
Building Maintenance Worker 3 3 6
Building Maintenance Worker-Temp 1 1 1
Building Repair and Maintenance Supervisor 1 1 1
Carpenter-Cabinet Maker 2 2 2
Clerk III 1 1 1
Custodian/Groundskeeper I 6 6 6
Custodian/Groundskeeper II 1 1 1
Custodian/Groundskeeper I(Night Shift) 4 4 3
Custodian/Groundskeeper II(Night Shift) 1 1 1
Electrical Pump-Mechanical Electrician 1 1 1
Electronic Equipment Repairer 1 1 1
Equipment Operator I 1 1 1
Equipment Operator II 6 6 6
Equipment Operator II-Temp 2 2 2
Equipment Operator III 1 1 1
Equipment Operator III Temp 1 1 1
Laborer II 5 5 5
Laborer II-Temp 2 2 2
Laborer III _ 1 1 1
Lead Carpenter-Cabinet Maker 1 1 1
Lead Electronic Equipment Repairer 1 1 1
Lead Painter 1 1 1
Lead Plumber 1 1 _ _ 1
Mechanical Repair Welding Supervisor 1 1 1
Mechanical Repairer-Temp 1 1 1
Mechanical Repairer-Welder 3 3 3
Painter 1 1 3
Park Caretaker I 62 63 63
Park Caretaker I—1/2T 1 1 -
Park Caretaker I—2/5T 1 1 1
Park Caretaker II 7 6 7
Park Caretaker III 1 1 1
Park Construction&Maintenance Supervisor 1 1 1
Park Facilities Refuse Collector 2 2 2
Park Facilities Refuse Collector Driver 1 1 1
Park Maintenance Manager 1 1 1
Park Maintenance Supervisor I 3 3 3
Park Maintenance Supervisor III 1 1 1
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PARKS & RECREATION
PARKS MAINTENANCE ����� ������ ��__�� ��
Personnel Position Summary(continued)
Park Maintenance Supervisor IV 2 2 2
Park Maintenance Supervisor V 1 1 1
Park Maintenance Supervisor VI 1 1 1
Parks District Superintendent 1 1 1
Plumber 2 2 2
Power Mower Operator 12 12 12
Power Mower Operator-Temp 1 1 1
Senior Account Clerk 1 1 1
Storekeeper 1 1 1
Tractor Mower Operator 3 3 3
Tractor Mower Operator-Temp 1 1 1
Tree Trimmer 3 3 3
Tree Trimmer-Equipment Operator II 1 1 1
Tree Trimmer-Heavy Truck Driver 1 1. 1
Tree Trimming Crew Supervisor 1 1 1
Tree Trimming—Park Maintenance Supervisor 1 1 1
Vector Control Specialist 2 2 2
Total 175 175 180
193
PARKS & RECREATION
RECREATION
Program Description
The Recreation Division plans and coordinates organized recreation, athletics, aquatics and
arts and crafts activities for all age groups at recreation centers and aquatic facilities
throughout the County of Hawai`i.
Program Objectives
1. Provide or assist in the facilitation of a minimum of four types of organized athletic
activities in each district. Athletic activities shall include basketball,baseball/softball,
volleyball, football,track and field,pickleball, futsal, etc. These activities shall be
provided on a quarterly basis with the intent of servicing at least 500 youth and 200 adults
per district.
a. Provide a minimum of one athletic activity per recreation facility cluster, with the
specific purpose of introductory level instruction. These introductory athletic activities
shall be provided on a quarterly basis with the intent of servicing at least 100 youth
and/or adults per recreation facility cluster.
2. Provide or assist in the facilitation of a minimum of six creative and artistic activities per
district, for youth and/or adults. Creative and artistic activities include, seasonal crafts,
hobby crafts, culture art practices, introductory art lessons, lessons in craftsmanship, etc.
These activities shall be provided on a quarterly basis with the intent of servicing at least
100 youth and 50 adults per district.
a. Provide a minimum of one creative/artistic activity per recreation facility cluster, for
youth and/or adults. These activities shall be provided on a quarterly basis with the
intent of servicing at least 25 youth and/or adults per recreation facility cluster.
3. Provide a minimum of two district-wide events per district with the intent of servicing at
least 200 youth and 200 adults per year. These events shall include holiday/seasonal
events and community resource fairs.
4. Provide a minimum of two island wide special events with the intent of servicing at least
1,000 youths and 500 adults per year. These events shall include track and field meets,
`Ohana shoreline Fishing Tournament, etc.
5. Develop a minimum of six partnerships with other recreation providers, as well as
community organizations to maximize service and activities to the public. These
partnerships could include working with the Department of Land and Natural Resources
for hiking, malama `aina(conservation)projects, Hawai`i Island Food Basket in services
provided to the community, athletic organizations for a youth triathlon, etc.
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PARKS & RECREATION
RECREATION
Program Objectives (continued)
6. Provide a minimum of one outdoor activity per district,per quarter. These activities shall
be provided with the intent of servicing at least 20 youth and/or adults and can include
partnerships with community or government organizations. These programs can include
activities such as hiking, fishing, camping, etc.
7. Maintain safe recreation facilities for all activities,patrons, and employees. Conduct daily
facility safety inspections and complete work orders as necessary to correct unsafe
conditions. A comprehensive safety inspection shall be conducted on a semi-annual basis
(July and December).
8. Provide quarterly training to enhance personnel's understanding of recreational
programming principles, foster development of quality programs through growth of
knowledge and boost individual and organizational performance.
Program Highlights
Track& Field Meets (Four Annual Events)
The Track&Field program has been extremely successful for many years. Two events were
held on the East side and two events on the West side, for a total of four track&field meets.
The track&field program,which dates to the 1940's, allowed us to showcase the many
talented youth of our island.
In FY 2023-24,the Age Group Track&Field Meets were held on February 3, 2024, in Kona,
February 17, 2024, in Hilo and Kona, and March 2,2024 in Hilo. Over 1,400 youth athletes
participated in the 2024 Hawaii County track season.
`Ohana Shoreline Fishing Tournament
The annual `Ohara Shoreline Fishing Tournament was held on August 18-20, 2024. Weigh-
ins were held at the Honoka`a Sports Complex. There was a total of 245 entries (193
individual entries and 52 `ohana team entries) in six divisions—men,women,teen, keiki,
kupuna, and `ohana. Prizes were given to almost every registered person who weighed-in a
fish.
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PARKS & RECREATION
RECREATION
Program Highlights (continued)
Surfer's Healing
This ongoing program was conducted on December 2, 2023. Serves over 80 youth with
special needs from around Hawai`i Island. This event was hosted by our Recreation Division
staff at the Richardson Ocean Park.
Easter Events
The Biggest Easter Egg Hunt event was held on March 29, 2024, at the Francis Wong
Stadium. This event was hosted by the Hilo District Recreation Division personnel, in
partnership with multiple service and non-profit organizations. Activities included four age
group egg hunts, craft activities, contests,keiki I.D., and other community resource booths.
The Puna District, in partnership with local businesses and non-profit organizations hosted an
Easter Family Fun Day at the Shipman Park in Kea'au. The event included egg hunts for
various age groups, contests with prizes, food and entertainment.
Both events were free for the public.
Hawaii International Futsal Cup (IIIFC)
The inaugural HIFC tournament was held in July 2023 with 30 participating teams. Teams
from Hawai`i Island, O`ahu, Kaua`i, and Japan participated in a three-day tournament held at
the Spencer"Kalani" Schutte District Park in Waimea. We also provided an opportunity to
support local businesses by hosting a market day for food trucks and other local vendors (craft,
etc.).
P&R Sports Leagues
These sports leagues were provided during the 2023-24 fiscal year:
- Hilo/Puna District
o Biddy Basketball(8 years &under)
o Age Group Basketball (10 years &under, 12 years &under, 14 years &under)
o Age Group Volleyball (10 years &under, 12 years &under, 14 years&under)
o T-Ball& Coach Pitch Baseball (6 years and under, 8 years &under)
- N/S Kohala/Hamakua District
o Biddy Basketball (8 years &under)
o Age Group Basketball (10 years &under, 12 years &under, 14 years &under)
o Age Group Volleyball (10 years &under, 12 years &under, 14 years &under)
- Kona District
o Biddy Basketball (8 years &under)
o Age Group Basketball (10 years &under, 12 years &under, 14 years &under
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PARKS & RECREATION
RECREATION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Program/Events Countywide Countywide Countywide
Participants Participants Participants
Actual Budget Estimate
Organized Sports Games(P&R Sports Games,Non- 307,806 300,000 310,000
P&R Sports Games)
Instructional Sports Program(P&R Sports Instruction,
Organized Sports Practice) 798,731 500,000 800,000
Arts&Crafts 21,222 35,000 35,000
Music and Dance 36,785 50,000 50,000
Drama,Storytelling,Puppetry 18,119 20,000 20,000
Organized Physical Fitness 348,621 350,000 350,000
Outdoor/Nature Activities/Hiking Programs 29,766 20,000 30,000
Social Activities - - 350,000
Special Events 500,878 180,000 500,000
Passive Use/Casual Play - - 980,000
TOTAL 2,016,928 1,455,000 3,425,000
Persons Utilizing Facilities—Total 5,284,974 4,500,000 5,500,000
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 52 52 52
Salaries and Wages 2,509,753.05 2,932,355 2,908,450
Operations 809,972.82 904,163 912,163
Equipment 50,576.10 5,000 6,000
Program Total 3,370,301.97 3,841,518 3,826,613
197
r
•
PARKS & RECREATION
RECREATION
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Clerk III 2 2 2
Recreation Administrator 1 1 1
Recreation Director II 22 23 23
Recreation Director II—1/2T 1 0 0
Recreation Director IV 5 5; 5
Recreation Specialist I 1 1 1
Recreation Specialist II 2 2 2
Recreation Technician II 6 6 6
Recreation Technician II—1/2T 3 3 3
Recreation Technician III 4 4 4
Recreation Technician III—1/2T 2 2 2
Recreation Technician III—3/4T 1 1 1
Senior Account Clerk 1 1 1
Total 52 52 52
198
PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Description
Summer and intersession programs are provided for elementary-aged children. These
enrichment programs incorporate team sports, games, arts and crafts, drama,music,
dance and excursions.
Program Objectives
1. Provide a minimum of 20, six-week Summer Fun programs island wide.
2. Work in partnership with the State of Hawai`i- Child Nutrition Program and vendors
with county meal contracts to sponsor free lunch programs for all summer fun sites
that qualify and meet the requirements for this program.
a. Provide free meals to a minimum of 75% of Summer Fun program participants.
3. Provide a minimum of four special summer enrichment programs such as ocean
awareness and teen programs. Programs offered will operate for the same six-week
period as Summer Fun programs; with the intent of teaching life skills with emphasis
on leadership training.
4. Provide a minimum of three Winter Intersession programs island wide. These two-
week programs will incorporate enrichment activities such as arts and crafts, athletic
activities,physical fitness, outdoor activities.
5. Provide a minimum of two Fall and two Spring Intersession programs. These one-
week programs will provide enrichment opportunities focused on outdoor activities,
service learning and malama`aina.
6. Integrate children with disabilities into the summer and intersession programs
wherever possible.
Program Highlights •
`Ike Kai Intersession Programs
As part of the `Ike Kai Enrichment Program series,there were three intersession
programs held—fall break,winter break and spring break.
The `Ike Kai program goals are to engage the participants in activities focused on ocean
awareness and safety. This program incorporates malama 'aim principles and other
Hawaiian practices such as lawai`a(fisherman). We focus on the health of the coastal
ecosystem through education and outreach. The program was held at the Richardson's
Ocean Center and Reed's Bay in Keaukaha.
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PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Highlights (continued)
Intersession Programs
The Pilikulaiwi program was held during fall break on October 10-12, 2023. The three-
day,two-night program partnered with the HuiMau in Pa'auilo to utilize their facilities
and learn about this ahupua`a. Participants ranged in grade from 5th-12th grades.
During the spring break,two new programs were implemented. The"Ka`u Wahi Pana"
program registered 20 youth participants who learned about the district of Ka`u. The
program ran from March 18-22,2024. Recreation Section personnel organized various
site visits with kupuna and caretakers of the different areas in Ka`u to teach the keiki
about this special place.
The second new program introduced during this school break was "Snooze at the Zoo".
This program gave kids a unique experience of sleeping over at the Pana`ewa Rainforest
Zoo during a two-day, one-night program. The youth participants engaged in day and
night tours of the zoo, learning about the animals and helping with service projects.
2023-24 Winter Intersession Programs
Winter Intersession programs were held at Pi`ihonua Gym, Papa`ikou Gym and the
Waimea District Park from December 26, 2023-January 5, 2024. Registration at the
respective sites were—Pi`ihonua Gym(60), Papa`ikou Gym(20) and Waimea District
Park(20).
2024 Summer Fun Program
A total of 24 Summer Programs were provided between June-July 2024 - 16 Summer Fun
Programs,five Teen Programs, and two Enrichment Programs. Island wide programs ran
from June 12-July 19, 2024. There were 48 Summer Fun personnel hired to assist the
Recreation Section personnel. Registration limits were determined by the Recreation
Section site staff, dependent on facility size and staffing availability.
Hilo: Andrews Gym(100), Pana`ewa Gym(43), Kawananakoa Gym(60), Pi`ihonua
Gym(85),Hilo Armory (53), Waiakea Uka(62)
Hamakua: Papa`ikou Gym(51),Honoka`a Sports Complex(40)
Puna/Ka`u: Pahoa Regional Park(81), Kea'au Armory (64),Ka`u Regional Gym(29),
Na`alehu Community Center(39)
•
200
PARKS & RECREATION
SUMMER FUN AND INTERSESSION
•
Program Highlights (continued)
North/South Kohala: Waimea District Park(39), Hisaoka Gym(20),Pu'unui Park(11)
North/South Kona: Kekuaokalani Gym(87
There was a total of eight special enrichment programs that occurred in the summer.
Five of these programs were teen enrichment programs which operated on the same six-
week period as the Summer Fun programs. The Teen Scene program at the Pu'u'eo
Community Center registered 20 participants. The Waimea Teen Program registered ten
participants. The teen program at Papa`ikou Gym registered two teen participants as we
needed to limit the amount of participants due to lack of staffing. Two new teen
programs were implemented this year—`Ahahui `Opio Aloha `Aina(ten participants) at
Hale Halawai in Kona and the Puna Teen Program(11 participants) at Shipman Park in
Kea`au. All teen programs focused on life skills development and leadership training
with activities such as cooking and meal planning and higher education and trade school
visitations.
The 'Ike Kai program held three,two-week sessions with a six-week total of 71
participants. This program focuses on learning about the ocean—how to care for it and
how to enjoy it respectfully.
'Ike Pono is a fairly new and popular program. Two,three-week sessions were
implemented, one session in each Hamakua community—Kula`imano (24 registered),
and Papa`aloa(28 registered). This program focused on learning about the `aina and how
to respectfully use our natural resources,providing a unique cultural experience for the
participants from planting kalo to harvesting and making laulau.
Various enrichment classes were also offered at the Waiakea Recreation Center in Hilo.
The free lunch program was offered at 14 summer program sites (All Hilo District sites-
including the Pu'u'eo Teen program and 'Ike Kai program,Papa'ikou Gym, 'Ike Pono
program [Kula`imano and Papa'aloa],Honoka`a Sports Complex,Pahoa Regional Park,
and Kea`au Armory). The Summer Fun programs in Na`alehu and Pahala participated in
the free lunch program at the nearby DOE facility. A combined total of 863 summer
program participants (83%)participated in the free lunch program provided in
partnership with the U.S. Department of Agriculture—Food Service Federal Grant
Program. We were unable to provide these services to other sites, due to the lack of
vendor participation.
201
PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Persons Served—Summer Fun/Intersession 1,260 1,500 1,500
PROJECTED SITES/POTENTIAL ENROLLMENT INCLUDING
SUMMER/INTER-SESSION/AFTERNOON PROGRAMS
,
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�, ^w E . t i t E .°e m i F t g TA S •y E? E E d
{. pp d Llit.,y E R L vul E Y �' �' L •u d F V G A �'
ti mEe . Vic? yC Ems ? vary ' .`. A ``S'
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h
Hilo 6 1 3 9 1 4 2 26
Puna/Ka'u 4 0 0 8 1 1 1 15
Hamakua 2 2 0 6 1 1 1 13
N/S Kona 1 0 0 3 1 1 1 7
N/S Kohala 3 0 0 4 1 1 1 10
TOTAL 16 3 3 30 5 8 6 71
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Salaries and Wages 150,172.39 224,872 224,872
Operations 227,077.54 369,180 • 369,180
Program Total 377,249.93 594,052 594,052
•
202
PARKS & RECREATION
HOOLULU PARK COMPLEX
Program Description
The Recreation Division ensures the safe and efficient use of all facilities at the Ho`olulu
Park Complex,which includes the Dr. Francis F. C. Wong Stadium,Afook-Chinen Civic
Auditorium, Edith Kanaka`ole Multi-Purpose Stadium, Aunty Dottie Thompson Hale,
Walter Victor Baseball Complex, Aunty Sally Kaleohano's Luau Hale, Butler Buildings,
Kuawa Ballfields, Ho`olulu Multi-Purpose Field, Hilo Drag Strip, and Hilo Skatepark.
We maximize the use of all facilities by ensuring service in an equitable and fair manner
and through careful scheduling and accommodating of:
1. Public requests for private parties or events and athletic activities.
2. Professional or non-profit agencies.
3. School activities and athletic events.
4. Agencies that promote activities for statewide,national or international participants.
5. County and department functions.
Program Objectives
1. Provide clean, safe and well-maintained facilities:
a. Close each facility once per year for general clean up and minor repairs.
b. Pressure-wash each facility semi-annually.
c. Inspect for any potential safety hazards daily.
d. Clean and sanitize facilities before and after events.
e. Work with Safety Committee to perform safety inspections annually.
2. Provide a well-manicured playing surface at Wong Stadium, Walter Victor Baseball
Complex,Ho`olulu Multi-purpose Field and Kuawa Ballfields:
a. Mow fields weekly,weather permitting.
b. Close each ballfield at least one week annually for field repairs.
c. Fertilize field surfaces annually.
3. Provide training for staff:
a. Conduct safety talks on various topics at minimum once per month.
b. Train employees regarding safe, efficient use of all equipment at least semi-
annually.
c. Supervisors shall conduct equipment maintenance training and equipment
maintenance shall be performed weekly.
d. Provide training courses regarding Safety Data Sheets for all new or modified
products.
203
PARKS & RECREATION
HOOLULU PARK COMPLEX
Program Objectives (continued)
4. Enforce rules and educate sponsors:
a. Comply with ADA, OSHA, County, Department and Complex rules and
regulations.
b. Review rules annually.
c. Distribute rules with all applications.
5. Work with various schools, community groups, and government agencies on
improvements to the Ho`olulu Complex:
a. Complete one major improvement project.
b. Complete at least one beautification/landscaping project annually.
6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an
estimated 3,800 activities annually.
Program Highlights
The following were the major events held at the Ho`olulu Complex:
• Hawai`i Archery Club Annual Shoot: November 3 &4,2023
• Keiki Hula Competition: October 14, 2023
• University of Hawai`i at Hilo Basketball Season Games:
November 2023 —February 2024
• Hawai`i AJA Memorial Baseball League Games: December 2023 -March 2024
• University of Hawai`i at Hilo Baseball Season Games: February 2024 -May 2024
• Hilo High School Baseball Season Games: January 2024 -May 2024
• Annual Christmas Craft Fairs: November 17 & 18 2023 and December 1 &2,2023
• 61st Annual Merrie Monarch Festival: April 3-6, 2024
• Tough Man Hawai`i Kickboxing: September 23, 2023 and April 20,2024
• S. Tokunaga Ulua Challenge Event: June 9, 2024
• Youth Baseball Leagues (Hilo Pony, RBI, Little League and Wood Bat):
o October 2023 -December 2023
o March 2024- June 2024
• HCC/UHH Commencement Programs: May 10 & 11, 2024
• High School Commencements Programs: May 18, 24, &25,2024
• Hilo Orchid Society: July 24-30, 2023
204
PARKS & RECREATIONHOOLULU PARK COMPLEX
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual _ Budget Estimate
Persons Served—Aggregate Total 412,080 400,000 400,000
Activities Accommodated: 3,870 4,500 4,100
Afook-Chinen Auditorium&Butler Building:
Revenue Generating 80 60 15
Fees Waived/Exempt 100 30 10
Edith Kanaka`ole Multi-Purpose Stadium:
Revenue Generating 760 1,325 900
Fee Waived/Exempt 150 100 150
Wong&Victor Stadiums:
Revenue Generating 125 200 150
Fee Waived/Exempt 2,000 1,700 2,000
Aunty Sally Kaleohano's Luau Hale:
Revenue Generating 90 140 100
Fee Waived/Exempt 450 280 460
Hilo Drag Strip
Revenue Generating 85 65 90
Fee Waived/Exempt 30 50 50
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 17 17 17
Salaries and Wages 796,368.17 806,962 806,962
Operations 532,430.78 562,049 562,049
Equipment 1,330.30 1,000 1,000
Program Total 1,330,129.25 1,370,011 1,370,011
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Building Maintenance Worker 1 1 1
Facilities Maintenance and Service Worker I 10 10 10
Facilities Maintenance and Service Worker II 3 3 3
Ho`olulu Complex Maintenance Supervisor 1 1 1
Recreation Specialist II 1 1 1
Total 17 1 17 17
205
PARKS & RECREATION
AQUATICS
Program Description
The Aquatics Section develops and implements water safety operations and programs.
The Aquatic Section promotes water safety to the public by conducting American Red
Cross Learn-to-Swim classes, certification courses in Lifeguarding, CPR,AED,First Aid
and Basic Water Rescue. Instructor certification courses are also offered for
Lifeguarding Instructors and Water Safety Instructors. The Aquatics Section conducts
introductory competitions for beginners (novice swim and intro to water polo programs)
and advanced(open water competitions) swimmers.
Aquatics maintains safety services and initiates preventative actions,progressively
implementing advanced safety equipment and strategies to meet our goals and act as a
resource and consultant on matters relating to water safety.
Program Objectives
1. Provide services at nine aquatic facilities with at least two lifeguards on duty daily at
all County pools.
2. Maintain safe and clean facilities, free of hazards for all activities,patrons and
employees by maintaining acceptable pool chemical levels, conducting daily safety
inspections and remitting work orders as necessary to correct unsafe conditions. A
comprehensive safety inspection to be conducted on a semi-annual basis.
3. Offer recreational and lap swimming for approximately 850,000 patrons island wide.
Offer four sessions of Learn to Swim in the summer at all pools and other water
related courses to approximately 3,000 patrons.
4. Develop and distribute a quarterly brochure of County of Hawai`i pool facilities
highlighting recreational and adult lap swimming hours as well as water aerobics,
swim lessons, special events, activities and programs.
5. Conduct nine American Red Cross Lifeguarding/First Aid/CPR/AED Classes island
wide during the fiscal year.
6. Plan, promote and coordinate five Novice Swim Meets serving approximately 350
participants during the three month season.
7. Sponsor one open ocean water swim competition.
206
PARKS & RECREATION
AQUATICS
Program Objectives (continued)
8. Promote workplace safety for all staff by providing personal protective equipment
and safety training on an ongoing basis.
9. Conduct American Red Cross Blood Borne pathogens training on an annual basis in
January or February for all staff.
10. Develop at least two partnerships with aquatics clubs to encourage competitive
aquatic sports throughout the island.
11. Reduce costs through implementing sustainable technologies and prudent practices.
Program Highlights
LEARN TO SWIM(LTS)
Swim Lessons were offered at all open pools.
NOVICE SWIM SEASON
The Novice Swim Season for 2024 ran from February through mid-May. There were
three teams who participated,with approximately 200 swimmers participating.
ANNUAL RICHARDSON'S OCEAN SWIM
The 2023 Richardson Roughwater Swim was held on October 22,2023,with 113
registered participants.
207
PARKS & RECREATION
AQUATICS
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Swimming Pools 9 9 9
Persons Served at Pools 518,835 450,000 550,000
Novice Meets/Participants 5/180 5/250 5/250
Learn to Swim(participants) 500 1,000 750
Instructional Courses by Aquatics Division 200 350 300
American Red Cross Lifeguarding Certification Crs 15 9 9
Partnership with Aquatic Clubs 6 9 9
Pool Attendance
Location Total Count Total Count Total Count Estimate
2022-23 2023-24 2024-25 2025-26
Honoka`a 20,239 16,004 15,000 15,000
Kawamoto 79,181 80,707 80,000 80,000
Kohala 0 11,601 15,000 15,000
Konawaena 25,475 164,200 150,000 150,000
Laupahoehoe 4,639 7,273 9,000 9,000
NAS * 0 0 7,500 7,500
Pahala * 0 0 0 7,500
Pahoa 125,636 188,224 190,000 190,000
Kona Community Aquatic Ctr 144,075 195,606 200,000 200,000
Total 399,245 663,615 666,500 674,000
*Closed for renovations/repairs throughout FY
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 58 59 59
Salaries and Wages 1,625,134.25 2,144,397 2,127,701
Operations 775,649.05 1,110,018 1,111,174
Equipment 13,427.28 20,950 20,400
Program Total 2,414,210.58 3,275,365 3,259,275
208
PARKS & RECREATION
______���m_»AQUATICS
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Aquatic Recreation Director II - 1 1
Aquatics Recreation Specialist 1 1 1
Pool Lifeguard 24 24 24
Pool Lifeguard 1/2T 2 2 2
Pool Lifeguard 1/2T Temp 6 6 6
Pool Lifeguard 3/5T 3 3 3
Senior Pool Lifeguard 9 9 9
Swimming Instructor 1/2T Temp 3 3 3
Swimming Instructor Temp 3 3 3
Swimming Pool Custodian 3 3 3
Swimming Pool Custodian 1/2T 3 3 3
Total 58 59 59
209
PARKS & RECREATION
_-_
CULTURE & EDUCATION
Program Description
The Culture &Education Division provides educational and community-based activities
and events to celebrate,perpetuate, and foster the appreciation of our island's rich multi-
cultural heritage in the arts, history, and the humanities.
Program Objectives
1. Provide 90 workshops and classroom instructions in various disciplines,music,
dance, drama, arts, crafts, and natural sciences at established sites Countywide.
2. Develop and enhance at least one core/major Cultural/Community event per quarter
to preserve ethnic traditions and heritage, encourage craftsmanship and cottage
industry.
3. Market programs by securing community involvement and financial support through
six partnerships/sponsorships.
4. Advertise and promote the Cultural &Education programs and activities through our
quarterly "Arts Visions"newsletter and media such as radio,television,periodicals,
newspapers and social media.
Program Highlights
First Quarter:
• Hilo Bay Blast—July 4
• Hawai`i International Futsal Cup—July 27-29
o Assisted by coordinating opening ceremony for event held at Waimea District
Park.
• Cultural Demonstration-August 8
o Conducted a cultural demonstration and Hula performance for an AARP group at
Kamana Senior Center.
• Cultural Demonstration: Sister City Visit-August 17
o Conducted a cultural Hula demonstration at Hilo Intermediate School, for visitors
from Yurihama, Japan.
• Cultural Demonstration: Sister City Visit-August 23
o Conducted a cultural hula demonstration at Hilo High School, for visitors from
Sumoto, Japan.
• 24th Annual Queen Lili`uokalani Festival - September 9
• Hawai`i Island Peace Week- September 16-23
o Decorated the county building (September 15) and Aupuni Center(September 18)
with a full set of United Nations flags.
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Program.Highlights (continued)
Second Quarter:
• Hula Pa`ina—FALL—October 12
o Culture&Education hula class pa`ina at Aupuni Center Conference Room.
• King Kalakaua Tribute—November 16
o Blessing and gathering at Kalakaua Park in honor and recognition of the King's
birthday and legacy.
• Magic of the Season—Holiday Open House Event December 11-15
o West Hawai`i Magic of the Season held on December 15.
• Hula Pa`ina—WINTER—December 14
o Culture &Education hula class pa`ina at Aupuni Center Conference Room.
• `Tis the Season Holiday Walk-Thru Event(Afook-Chinen)—December 22
o Assisted with coordination of activities/setup and supplies for event.
• Christmas in the Park—Garden Enchantment—December 23-24
o Assisted with setup for the event.
Third Quarter:
• Video Commentary—Lili`uokalani Gardens - January 12, 2024
o Provided information and background on the significance of Lili'uokalani
Gardens, Culture &Education's connection to the park and our community
partner, Friends of Lili`uokalani Gardens. Information was recorded as part of a
video collective to be shown at the North American Japanese Garden
Association's national conference, in which they presented K.T. Eger(FOLG)
with a lifetime achievement award.
• 31St Annual Waimea Cherry Blossom Heritage Festival -February 3
• Cultural Demonstration-February 7
o Conducted a cultural Cooking Class demonstration for seniors at Kamana Senior
Center.
• HeART of Our Island—Keiki Art Display-March 1
o Installation at Aupuni Center with art from East Hawai`i Cultural Center.
• Wall That Heals Display-March 7
• Hawai`i and Shibukawa Sister Cities Children's Art Exchange Aupuni Center-
March 11
o Setup and displayed artwork from 5th grade elementary students in Japan and
Hawai`i. There were 48 pieces from students at 14 different schools around
Shibukawa, and there were 50 pieces from students at E.B. DeSilva school.
Artwork displayed through the end of April
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CULTURE & EDUCATION
Program Highlights (continued)
• Hula Pa`ina—SPRING—March 14
o Culture&Education hula class pa`ina at Aupuni Center Conference Room
Fourth Quarter:
• Merrie Monarch Festival—April 1-6
o Assisted with logistics and support. Coordinated delivery and usage of palms for
decorations, as well as provided printed shirts for staff working the event. Hung
Merrie Monarch banners downtown.
• Hawai`i Fashion Showcase -April 2
o Assisted with logistics and support.
• HeART of Our Island—Keiki Art Display-April 29
o Installation at Aupuni Center with art from E.B. DeSilva Elementary.
• Fallen Firefighters Memorial Display -April 30-May 10
o Decorations at county building for Firefighters Week.
• Boys' Day Display -April 30
o Decorations at Aupuni Center. Assisted Friends of Lili`uokalani Gardens with
Boys' Day display(flying Koi fish) at Coconut Island and the Gardens.
• May Day Celebration—May 5
o Assisted with logistics and support.
• Fallen Officers Memorial Display- May 13-17
o Decorations at county building for Police Week.
• Memorial Day Display - May 20
o Decorations at county building.
• Cultural Performance: Waiakeawaena-May 22
o Assisted Waiakeawaena Elementary School in teaching a song and dance to
students, and performed with them, at their May Day Program.
• HeART of Our Island-Keiki Art Display-May 29
o Installation at Aupuni Center with art from Hilo High School.
• Casino Day(Elderly Activities Division) -May 29
o Assisted EAD by providing dealer and emcee coverage at event.
• Hula Pa`ina—SUMMER—May 30
o Culture&Education hula class pa`ina at Aupuni Center Conference Room.
• King Kamehameha Awesome Athletes Inclusive Canoe Race—June 2
o Assisted with logistics, supplies and support for the event.
• James "Jimmy" Correa Baseball Field Dedication-June 15
• Kupuna Hula: Cultural Exchange -June 1
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CULTURE & EDUCATION
Program Highlights (continued)
o Taught hula numbers to the Rhythm&Life group (EAD)who will travel to
Hamamatsu, Shizuoka, Japan to perform.
• Tribute to Our Heroes display at County Building(Patriotic Salute) -June 18
• Kupuna Hula: Cultural Exchange- June 24
o Taught hula numbers to the Rhythm&Life group (BAD)who will travel to
Hamamatsu, Shizuoka, Japan to perform.
• Cultural Demonstration: Summer Fun Program(Hilo Armory)—June 25 &27
o Conducted a cultural demonstration and interactive lessons in hula, chant and
ukulele for summer fun program participants.
• HeART of Our Island—Keiki Art Display-June 28
o Installation at Aupuni Center with art from Dept. of Water Supply poster contest
winners.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Classes/Workshops(Countywide) 105 95 90
East Hawai`i 105 90 85
West Hawai`i 0 5 5
Participants in Classes/Workshops(Countywide) 554 650 525
East Hawai`i 554 600 475
West Hawai`i(includes Waimea District) 0 50 50
Total Participants Served Countywide 102,000 95,000 95,000
East Hawai`i 76,500 70,000 70,000
West Hawai`i(includes Waimea District) 25,500 25,000 25,000
Number of Festivals/Major Events 7 7 7
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 5 5 5
Salaries and Wages 285,766.04 294,274 299,778
Operations 146,541.10 148,528 148,528
Equipment - 50 50
Program Total 432,307.14 442,852 448,356
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CULTURE & EDUCATION
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Culture and Education Administrator 1 1 1
Park Interpretive Tech 1 1 1
Park Interpretive Tech(1/2T) 1 1 1
Recreation Specialist II 1 1 1
Recreation Specialist I 1 1 1
Total 5 5 5
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PARKS & RECREATION
ELDERLY ACTIVITIES
Program Description
EAD Administration
The Elderly Activities Division's (EAD)Administration oversees five programs: Retired
Senior Volunteer Program(RSVP), Coordinated Services,Nutrition, Recreation and
Special Programs. The Division provides comprehensive and coordinated services for
older individuals,which promote maximum independence, optimum health,personal
dignity and self-enrichment. The EAD staff offers adults 55 years and older many
educational and recreational choices,various opportunities and services to enhance their
quality of life, including volunteer opportunities, transportation, escort, information and
assistance, in-home services (chore,personal care),recreational activities, congregate
meals and home-delivered meals and island wide, statewide, national and international
activities (Kupuna Hula, bowling, softball,health fair, etc.).
EAD Recreation
The Elderly Recreation Services (ERS)provides comprehensive recreational,
educational,health related and leisure activities for adults 55 years and older,which
promote maximum independence, optimum health,personal dignity and self-enrichment.
The ERS staff provide and promote active and passive recreational, cultural, leisure
opportunities,special interest programs and maintains independence, quality of life and
dignity to older adults. Services are provided countywide at 25 senior centers, including
districtwide activities and recreational, educational, and health-related classes.
EAD Special Programs
The Special Programs branch provides individuals 55 years and older with a variety of
special events such as recreational, sports (golf and softball), health(Wellness Fair),
leisure time,performing arts (Kupuna Hula), and other support services countywide, as
well as senior participating in state,national, and international events.
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PARKS & RECREATION
ELDERLY ACTIVITIES
Program Objectives
EAD Administration
1. The division will provide and/or facilitate a wide array of services and opportunities
and evaluate the quality of services provided by coordinating a service delivery
system that addresses the needs and interests of older adults. This will be
accomplished by providing comprehensive and coordinated services that are
represented by the division's five major programs. The Elderly Activities Division
provides services to over 12,800 seniors annually. An evaluation is conducted on
each program annually to ensure goals are met.
2. The division will pursue assistance from persons and groups to improve and maintain
P&R facilities and enhance programs, services, and activities. This will be
maintained by the EAD Advisory Council which is made up of representatives from
the 25 senior citizen clubs, 15 nutrition sites and the RSVP Advisory Council that
will conduct at least one general meeting in January and one meeting for east and
west districts in July of each fiscal year servicing 40 presidents/chairpersons island
wide.
3. The division will provide regular facility and safety inspections and training for staff
by maintaining an EAD Safety Committee with at least one representative of each
program meeting quarterly to enforce safety procedures, improve unsafe conditions
affecting staff and seniors and give feedback to the department safety committee, as
needed. Additionally,they will conduct a safety on-site evaluation semi-annually
(January and July) of 32 senior center facilities and conduct safety evaluations and
training for 50 EAD staff.
4. In order to keep the public informed of its activities the division will:
• Produce at least one"Video Highlights" of the division's activities annually.
• Maintain the division's Kupuna News magazine by providing information on all
EAD program activities and distributing at least 3,000 copies to over 200
organizations,two times semi-annually.
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PARKS & RECREATION
ELDERLY ACTIVITIES ���� �_��Program Objectives (continued)
EAD Recreation
1. Provide and promote active and passive recreational, cultural and leisure
opportunities to 4,000 unduplicated individuals 55 years and older island wide.
2. Provide and promote active and passive recreational, cultural and leisure
opportunities for 1,000 senior club members 55 years and older at 26 senior
centers/sites.
3. Serve 3,000 older adults in recreational, educational,health-related and cultural
classes island wide.
4. Provide at least ten districtwide activities for a total of 1,500 older adults in
Puna/Ka`u,North and South Hilo,North and South Kona,North and South Kohala,
and Hamakua.
EAD Special Program
1. Provide at least six countywide, state, national and international events for 1,850
older adults.
2. Serve a total of 1,150 older adults in at least three countywide special events and
serve 300 older adults in one statewide event.
3. Provide one cultural event for 300 older individuals on a county, state, and
international level that will attract a total of 1,200.attendees.
Program Highlights
• Transported 36 participants under 60 years of age with disabilities and accomplished
710 trips.
• Provided 5,659 seniors with Information and Assistance, Outreach, Referrals,
transportation and Chore Services.
• Coordinated Services for the Elderly (CSE)had another record-breaking AARP Tax
Preparation from February through April.
• Elderly Recreation Services' number of participants for the classes and clubs was
4,562. Twenty-one of the 26 senior clubs are fully open.
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ELDERLY ACTIVITIES
Program Highlights (continued)
• Special Programs— 14 teams from the Hawai`i Kupuna Softball League participated
in the Annual Hawaii State Senior Softball Tournament in Maui.at the War
Memorial Complex with 394 players. Six teams placed in the championship round.
Team Kua'aina placed first in their division for the first time. The 2024 season
started in January with 22 teams.
• Retired Senior Volunteer Program(RSVP)—The 945 volunteers contributed 60,212
hours of service in the past 12 months.
• Hawai`i County Nutrition Program(HCNP)received two Hot Shots to deliver
hot/cold Meals on Wheels food around the island, keeping the food at the correct
temperature as required by USDA. Funding was provided through the Hawai`i
County Office of Aging with Federal and State funds.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Unduplicated Number of Older Adults Serviced: 13,787 12,800 12,800
RSVP 945 750 750
Coordinated Services 5,659 5,000 5,000
Nutrition 884 1,200 1,200
Elderly Recreation 4,562 4,000 4,000
Special Programs 1,737 2,550 1,850
EAD Recreation
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
No.of Senior Centers 26 26 26
No.of Unduplicated Elderly Participants in Clubs 4,562 4,000 4,000
and Classes
District Wide Activities* 8 10 10
No.of Participants in District Wide Activities* 1,422 1,500 1,500
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ELDERLY ACTIVITIES
EAD Special Programs
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Total Number of Participants Served: 1,737 2,550 1,850
Total Number of Events: 3 6 6
County-wide Events:
Number of Events: 2 3 3
Number of Participants: 1,343 1,150 1,150
Big Island Senior Golf Tournament - 100 100
Hawai`i Kupuna Softball League&Tournament 495 400 400
Akamai Living Fair* 848 650 650
State/National/International Events:
Number of Events: 1 3 3
Number of Participants: 394 1,400 700
Number of Attendees: - - 1,200
State Senior Softball Tournament 394 1,000 300
Hawai`i Kupuna Hula Festival - 300 300
(#of Performers)
Hawai`i Kupuna Hula Festival** - 1,200 1,200
(#of Attendees—2 nights)
Other Events - 100 100
*Sponsored event,EAD manpower
**Not calculated in Number of Participants total
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 12 12 12
Salaries and Wages 666,646.82 979,841 904,211
Operations 287,008.02 309,237 332,552
Equipment 8,894.53 10,225 90,090
Program Total 962,549.37 1,299,303 1,326,853
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ELDERLY ACTIVITIES
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Account Clerk 2 2 2
Elderly Activities Operations Director 1 1 1
Program Director I(Older Adults) 1 - -
Program Director II(Older Adults) 3 4 4
Program Director III(Older Adults) 1 1 1
Program Director IV(Older Adults) 1 1 1
Recreation Aid 1 1 1
Van Driver 1 1 1
Student Helper I 1 1 1
Total 12 12 12
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PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Program Description
The Pana`ewa Recreational Complex is comprised of two facilities;the Pana`ewa
Rainforest Zoo & Gardens and the Pana`ewa Equestrian Center.
Pana`ewa Rainforest Zoo
The Pana`ewa Rainforest Zoo & Gardens is the only zoo in the United States that is set in
a tropical rainforest. This provides the unique opportunity to exhibit various species in a
natural rainforest environment. An abundance of lush flora enhances the animal
experience and transforms the zoo into a diverse botanical park. The Pana`ewa
Rainforest Zoo & Gardens provides a welcome form of alternate recreation and education
for all ages to enjoy. The zoo is open daily from 10:00 a.m. to 4:00 p.m. with closures on
the first Thursday of the month, Christmas, and New Year's Day, and on maintenance
and zoo orientation days. There is currently no admission charge. Admissions charges
are pending review.
Contemporary zoos strive to provide and promote a theme of conservation through
education and recreational activities. Conservation of world wildlife and rainforests will
affect many future generations. Continuing education and awareness are vital for
preserving our natural resources, and the zoo affords the perfect opportunity to combine
this education through enhanced recreation.
Our program is achieved by meeting Federal USDA Animal Welfare Act regulatory
standards and requirements to maintain Federal licensure, and acquisition of State and
Federal permits necessary to import,transport and house restricted animals. Volunteers
and community involvement are vital to the program's success and future expansion.
The USDA also requires a contingency plan for all emergencies that the zoo may face.
The zoo is also working with an outside agency, Zoological Disaster Response, Rescue,
and Recovery (ZDR3),to coordinate disaster response and relief
Friends of the Pana`ewa Zoo (FOZ) is a 501(c)3 not for profit volunteer organization
which provides financial support for both projects and supplemental animal care. FOZ is
an integral part of the zoo and they maintain a zoo website and Facebook page that
provides news and public information to increase visitor awareness. The Gift Shop at the
zoo is also run by FOZ staff and volunteers.
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PARKS & RECREATION
PANA`EWA RECREATIONAL COMPLEX
Program Description (continued)
The Pana`ewa Equestrian Center
The Pana`ewa Equestrian Center is located adjacent to the zoo and has the capacity to
house 44 horses. Horse stalls are rented to the public for a nominal cost. The arena,
racetrack, and parking lot are rented for appropriate events,training, and practices.
The Pana`ewa Equestrian Center was developed and is maintained for a wide variety of
equestrian related facilities,which include a 5/8 mile race track, rodeo arena,wash racks,
and 44 rental stalls with attached paddocks. The center is open for public use seven days
a week from 7:00 a.m.to 7:00 p.m..
Program Objectives
1. Focus on maintaining a healthy rainforest animal collection with 12 scheduled
preventative health exams with license veterinarians and a new quantified nutrition
program.
2. Successfully breed at least one animal species for population maintenance or to trade
with other facilities.
3. Work with FOZ to host at least two events to promote the zoo and increase the
number of visitors.
4. Coordinate with the Recreation division to hold another Snooze at the Zoo project
focused on rural schools.
5. Continue monthly ReZOOvenation closure days to complete zoo projects and staff
training.
6. Work with community groups to help facilitate four major volunteer projects to
maintain and improve the Zoo and/or Equestrian Center.
7. Increase community education and interest, and reinstitute a docent training program
by utilizing FOZ volunteers.
8. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian
Center:
a. Host two rodeo events annually.
b. Host two dressage events annually.
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PANA`EWA RECREATIONAL COMPLEX
Program Highlights
• The Zoo hosted several school groups for educational tours related to their
curriculum. University of Hawai`i, Hilo and Hawai`i Community College have also
studied and volunteered at the Zoo this year.
• Na Leo TV filmed the pueo and other areas of the Zoo for a program during the
summer of 2023. •
• Several animals were acquired throughout the year including two golden pheasants,
three white peacocks, a pueo, an i`o,two lambs, a rabbit, a guinea pig, a Herman's
tortoise, and a binturong.
• The Catalina macaw,Max,has been going through a beak treatment to repair a
chronic lesion that historically has grown a horn-like structure off the top of his beak.
The contract vet, Dr. Adrian Frazier and Matthew Runnells, RVT and
Director of the Animal Control and Protection Agency have been cleaning and
treating the beak with a cellular matrix to `teach' his beak how to grow properly. The
treatments have kept the growth from reforming and the beak appears to be repairing
itself,
• The Zoo partnered with the Recreation division to host the first Snooze at the Zoo.
This pilot program was offered to Puna schools and was held over Spring Break,
March 19th and 20t',2024. Students and Recreation staff participated in a variety of
activities at the Zoo. The program was highlighted with an overnight camp out at the
Zoo Pavilion.
• The Hawai`i Forest Industry Association hosted Hawai`i Honeycreeper Day on
August 20, 2023. They also continue to support the Discovery Garden at the zoo.
• The Zoo installed a Little Free Library in partnership with The Everyday Hero Project
on December 22, 2023. They have also been hosting Story Times at the special event
days.
• The Equestrian Center went through a Department assessment to address the safety
and security of the stables. One stable was condemned and has been slated for
demolition. One stable has been `rested' for renovation and repairs.
• FOZ funded several purchases for the zoo including a water fountain/bottle filler, a
Penny Press for the Gift Shop and the pueo habitat renovation. Also, in collaboration
with County Council,ten new keiki carts were purchased.
• Development of the new Colobus monkey habitat began by hiring contractor Scott
Mead.
• FOZ's Christmas at the zoo for the animals was held on Saturday,December 2, 2023,
and all the animals received special treats and `gifts'. Visitors watched as tigers
played with their new toys and monkeys enjoyed their peanut butter jars! A variety of
gifts were given out to the collection.
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PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Program Highlights (continued)
• FOZ also held two plant sales this year on September 30,2023, and April 27, 2024.
• Tiger Fun Day returned to the zoo on July 22, 2023, and June 29,2024.
• The first annual Boo at the Zoo trick-or-treat special event took place on October 29,
2023. It was the highest attended event of the year with an estimated 4,000 guests.
• The Hawai`i Horse Owner's Association Pana`ewa Stampede Rodeo continues to be
the most popular statewide rodeo event. The Stampede was held on February 17-19,
2024. There were also four Keiki Rodeos held on September 16,2023,November 18,
2023, January 20,.2024, and April 13, 2024. Orchid Isle Events held three events this
year on August 26, 2023,November 10-11, 2023, and March 29-31, 2024.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Attendance* 354,000 362,000 362,000
Acres Maintained 57 57 57
Equestrian Center—Stalls 44 49 44
Equestrian Center—Rodeos,Shows,Clinics&Races 12 5 12
Community&Volunteer Projects Completed 5 5 5
New animals acquired 8 4 4
Educational presentations(field trips,school visits, 6 10 12
etc.)
Species(Current Actual Count as of Jun 2024) 82 85 85
Birds 30
Primates 5
Mammals 14
Amphibians 6
Reptiles 25
Fish 2
*Numbers are based on estimates by gift shop staff.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 12 17 17
Salaries and Wages 692,438.20 840,045 883,135
Operations 321,739.08 326,810 344,023
Equipment 3,433.75 29,500 1,500
Program Total 1,017,611.03 1,196,355 1,228,658
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_ .._ .
PANA'EWA RECREATIONAL COMPLEX
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Building Maintenance Worker 1 1 1
Clerk III - 1 1
Clerk III(3/5T) - 3 3
Nursery Worker I 1 1 1
Pane ewa Recreation Complex Administrator 1 1 1
Pana`ewa Recreation Complex Supervisor 1 1 1
Park Caretaker I 1 ' 1 1
Senior Account Clerk - 1 1
Zoo Animal Keeper II 6 6 6
Zoo Information/Education Specialist I 1 1 1
Total 12 17 17
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PLANNING(
PLANNING
DEPARTMENT SUMMARY
Mission Statement
To foster an improved quality of life for the Island of Hawai`i's communities through
responsible and progressive planning programs and initiatives that are shaped by values
that respect our past while laying the foundation for our future.
Department Goals
1. Long-Range Planning: Support and sustain the community's vision by fostering
public participation and creating policies that promote a more equitable, resilient, and
sustainable future for Hawaii Island.
2. Regulatory System: Improve the land use management system by establishing clear,
objective standards and streamlining processes for greater efficiency.
3. Public Participation &Information: Develop effective methods for community
and interagency input to ensure broad participation in planning and regulatory
decisions.
4. Organizational Capacity: Enhance the department's competence, sensitivity, and
responsiveness in delivering planning services,while fostering partnerships with
Federal, State, and County agencies.
Funding Source and Position Count
General Fund $4,870,348 General Fund 59
Grant Revenue $ 723,225 Grant Revenue/Other 8
Other -
Total Budget: $5,593,573 Total Number of Positions 67
• 226
PLANNING
PLANNING
Program Description
The Planning Department carries out its responsibilities through its offices in East and West
Hawaii. The department staffs several boards/commissions/committees which have
jurisdiction over various land use and related permits or designations. They are:
1. Hawaii. County Windward Planning Commission
2. Hawaii. County Leeward Planning Commission
3. Cultural Resources Commission
4. Board of Appeals (BOA)
5. Banyan Drive Hawaii Redevelopment Agency
6. Kailua Village Design Commission
7. Puna Community Development Plan Action Committee
8. Kona Community Development Plan Action Committee
9. Ka`u Community Development Plan Action Committee
10. South Kohala Community Development Plan Action Committee
11.North Kohala Community Development Plan Action Committee
12. Hamakua Community Development Plan Action Committee
The Planning Director serves as the chief planning officer of the County and the technical
advisor to the Mayor,Planning Commissions, and Council on all planning and related matters.
These include: prepares and implements the general plan and amendments; prepares and
implements the community development plans;prepares proposed zoning and subdivision
ordinances and any amendments and modifications; reviews and prioritizes proposed capital
improvements; administers the subdivision and zoning ordinances and related regulations;
approves proposed subdivision plans; approves variances as provided by law; and receives,
processes and recommends to the Planning Commissions appropriate action regarding
rezoning applications,land use boundary amendments, special permits,use permits,'special
management area permits and other similar requests.
227
PLANNING
PLANNING
Program Objectives
Administrative Permits
1-Public Assistance and Land Use Information: Respond to land use inquiries and
confirm zoning requirements in the processing of building permits. Identify solutions to
streamline and improve customer service at the counter.
2-Permits and Subdivision: Review and process administrative permits in a timely and
efficient manner. Work cooperatively and collaboratively with applicants, other County
departments, and government agencies in the permit and subdivision review process.
Create opportunities to increase communication and collaboration among Hilo and Kona
staff to develop standards for consistent processing of permits. Facilitate a
comprehensive review and update to the County's Zoning and Subdivision Codes.
3-Complaints and Investigation: Work cooperatively and collaboratively with other
divisions of the Department and government agencies in resolving complaints. Identify
sections within current codes,rules, and regulations that need further clarification,
interpretation, or revisions. Identify changes for managing,tracking, and streamlining
record keeping and monthly reporting of complaints.
Administrative Services
1-Technology: Build and develop the Department's internal Information Systems
section. The Information Systems Analyst IV position will take the lead in identifying
areas that software/databases can be used to improve efficiency and productivity.
Support Department's shift towards going paperless, electronic signatures,-EPIC system
improvements, etc. This section will maintain our technology inventory;plan out
replacement of old computers and replace with laptops and continue to backup and secure
Departmental data in-house.
2-Personnel: Plan for and manage vacancies,reducing the time it takes to fill positions.
Continue to evaluate department structure and organization to help increase planning and
regulatory functions. Sustain practice for consistent staff evaluation and performance
management.
3-Financial Management: Track and provide additional or expanded fiscal expenditure
reports to be used as managerial tools in the management of fiscal budget, Geothermal
funding, and Coastal Zone Management(CZM) funding. Include and encourage
Division Managers to participate in the budgetary discussions and process.
228
PLANNING
PLANNING
Program Objectives (continued)
Long Range
1-Natural and Cultural Resource Planning: Review environmental assessments and
environmental impact statements. Review and comment on County and State legislation,
as appropriate. Continue to implement the Public Access mauka and makai island wide.
Manage the Federal Emergency Management Agency(FEMA)hazard mitigation grant
related to the shoreline/riparian setback project. Manage the CZM grant related to the
shoreline/riparian setback project. Prepare the CZM semi-annual and performance
measure reports. Participate in the Hawai`i Climate Change Mitigation and Adaptation
Commission and State Ocean Resources Management Plan policy and working group
meetings. Manage the FEMA hazard mitigation grant related to the Climate Change
Action Plan and collaborate with other departments. Support the Cultural Resources
Commission and coordinate efforts with the Department of Land and Natural Resources
(DLNR) State Historic Preservation_Division(SHPD) and the National Park Service
(NPS). Review and comment on Section 106 requests.
2-Regional and Community Planning: Implement the Community Development
Plans. Work with Action Committees and community networks to prioritize and
implement community-based actions. Assist communities to develop and implement
town or village plans as needed. Support the Puna Resilience Action Teams in
coordination with the Recovery Division. Continue to work with other County
departments, outside agencies, and the public on various community learning series and
network initiatives. Review and comment on County and State legislation, as
appropriate.
3-Infrastructure and Design Planning: Collaborate with the Department of Public
Works on transportation planning initiatives, including complete streets. Update codes
and rules related to the Complete Street's Program. Work with other agencies to
implement Vision Zero. Coordinate with Mass Transit Authority to better integrate
transit routes and stations with land use. Develop a Kona Open Space Plan in accordance
with the Community Development Plan. Coordinate the improvement of the County's
Capital Improvement Program. Prepare and submit the Fair Share Annual Report to
Council. Review and comment on County and State legislation, as appropriate.
Collaborate with other departments related to infrastructure planning. Participate in the
State Transit-Oriented Development(TOD) Council.
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Program Objectives (continued)
4-Administrative Programs: Complete comprehensive review and update to the
County's General Plan. Administer the Coastal Zone Management grant contract.
Review and seek grant funding opportunities ities for long-range priority projects consistent
with the General Plan and Community Development Plans. Support county code
amendment opportunities. Review and comment on County and State legislation, as
appropriate. Provide administration for the Board of Appeals. Continue to amend BOA
Rules of Practice and Procedure, as appropriate.
Planning
1-Windward and Leeward Planning Commissions: Continue to provide background
and recommendation reports for the Planning Director for land use applications to the
Windward and Leeward Planning Commissions. Provide continued administrative
support to the Leeward and Windward Planning Commissions in fulfilling their duties to
advise the Planning Director and County Council on land use matters. Provide technical
training to the Planning Commissions on land use planning, coastal zone management,
parliamentary procedure, Sunshine law, and the County Ethics Code. Continue to
improve public participation in discretionary land use permitting decisions.
2-Special Management Area and Shoreline Regulatory Permitting: Continue to
process all Special Management Area(SMA) assessments, exemptions and permits and
shoreline permits within the County. Continue to implement the new SMA short form
for exemption determinations for non-shoreline parcels for quicker SMA reviews. Work
cooperatively and collaboratively with other divisions of the Department and government
agencies in resolving complaints and enforcing the SMA and shoreline laws. Work
collaboratively with the Long-Range Division to implement State CZM Program
initiatives through rule and code changes to improve the protection of coastal resources
and reduce coastal hazards to life and property, such as low-impact development and
adaption to sea level rise.
3-State Land Use Commission: Continue to support the Planning Director for State
Land Use Boundary Amendments, Special Permits, Order to Show Cause Motions, and
other State Land Use (SLU)requests that are approved before the State Land Use
Commission.
•
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•
Program Objectives (continued)
4-Environmental Planning: Serve as approving agency by reviewing and issuing
environmental exemptions, environmental assessments, and environmental impact
statements for projects related to Planning Commission permits and SMA/Shoreline
permits. Collaborate with affected agencies, organizations, and the public in reviewing
traffic impact analysis reports, archaeological studies, flora and fauna studies, cultural
studies, and socio-economic studies related to the Division's projects. Review and
comment on County and State legislation related to land use matters.
5-Administration: Complete a comprehensive update of the Division's application
forms to integrate with the new EPIC permitting system so that the public and applicants
can better understand the permitting process and timelines. Amend the Planning
Commission's and Planning Department's Rules of Practice and Procedures to address
changes to shoreline management law and to address new application forms. Update
SMA application form to create one master application. Update Planning Commission
(PC) application forms to create one master PC application form. Create a new shoreline
setback determination application form. Improve the Planning Department website for
PC and SMA functions. Continue to explore methods of providing improved
enforcement of land use permits and ordinances,to ensure that the requirements of these
permits and ordinances are implemented in a timely and effective manner,which may
include a comprehensive audit of these permits and approvals.
West Hawaii
1-Public Assistance and Land Use Information: Identify solutions to streamline and
improve customer service at the counter and responses to land use inquiries and
confirming zoning requirements in the processing of building permits.
2-Permits and Subdivision: Review and process administrative permits in a timely and
efficient manner. Work cooperatively and collaboratively with applicants, other County
departments and government agencies in the permit and subdivision review process.
Create opportunities to increase communication and collaboration among Hilo and Kona
staff to develop standards for consistent processing of permits.
•
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Program Objectives (continued)
3-Complaints and Investigation: Work cooperatively and collaboratively with other
divisions of the department and government agencies in resolving complaints. Identify
sections within current codes,rules, and regulations that need further clarification,
interpretation, or revisions. Identify changes for managing,tracking, and streamlining
record keeping and monthly reporting of complaints.
4-Other Planning Programs: Staff and support Kailua Village Design Commission
(KVDC).
Program Highlights
• Managed the Coastal Zone Management(CZM) and FEMA hazard mitigation grants
to conduct research necessary to establish a new shoreline setback policy and rules.
• Continued reviewing and drafting amendments for the General Plan Comprehensive
Review.
• Progressed with the comprehensive review and amendments to zoning and
subdivision codes.
• Secured a consultant and moved forward with the Kona Open Space Plan.
• Continued with the migration of parcel data to the new Parcel Fabric application,
keeping future changes to the projection system in mind.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
PERMITS
`Ghana Permits* 5 10 0
Plan Approvals Reviewed 86 140 120
AGREEMENTS
Farm Dwelling Agreement 28 30 30
Subdivision—New Application 82 60 70
Consolidation—New Application 20 20 20
•
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Program Measures (continued)
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
APPLICATIONS PROCESSED
General Plan Amendment 0 2 5
Change of Zone 16 20 30 _
Special Permit 27 15 40
Use Permit 10 10 25
Special Management Area Major Permit 29 12 25
Special Management Area Minor Permit 17 25 20
Special Management Area Assessment 67 180 150
Special Management Area Short-Form Exemptions 75 125 100
' State Land Use Boundary Amendments(<15 acres) 2 5 5
State Land Use Boundary Amendments(>15 acres) 0 2 2
Shoreline Setback Variance 1 8 2
County Council Initiated Code Amendments 6 2 10
Planning Director Initiated Actions 4 4 10
Other Miscellaneous Applications 95 6 0
Administrative Variance 29 60 0
Planned Unit Development 0 2 5 _
Non-significant Zoning Change 1 2 2
Appeals Processed 37 50+ 50
Boards/Commission/Committee Meetings* 101 120 0 _
Contested Case Hearings—PC* 0 5 0
Contested Case Hearings—BOA* 0 12 0
Planning Commission Meetings 24 26 26 _
Planning Commission Contested Case Hearings 7 5 5
Board of Appeals Meetings 10 12 12
Action Committee Meetings** 48 60 60 _
Cultural Resources Committee Meetings** 8 12 12
Banyan Drive Hawai'i Redevelopment Authority 2 6 6
Meetings** _
ENFORCEMENT
Complaints 130 400 400
CADASTRAL MAPPING _
New/Updated Plat Maps 169 260 220
%Plat Maps in CADD(282 out of 2,376) 12% 11% 12%
Copies of Tax Maps Requested 167 300 300
*Program Measure being phased out in FY 2025-26.
**New Program Measure implemented in FY 2025-26.
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The Department's regulatory functions can be measured in terms of volume and
responsiveness. The previous table provides an indication of volume,which should be
considered relative to the number of personnel. The Zoning and Subdivision Codes,
Planning Commission Rules and Planning Department Rules provide for time limits
which the Department is required to follow in processing these applications and permits.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 61 61 61 _
Salaries and Wages 3,414,106.49 4,104,343 4,170,330
Operations 302,768.62 384,768 683,868
Equipment 47,514.63 15,250 16,150
Program Total _ 3,764,389.74 4,504,361 4,870,348
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Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Planning Director 1 1 1
Deputy Planning Director 1 1 1
Accountant I 1 1 1
Accountant II(TEMP) 1 1 1
Administrative Services Officer I 1 1 1
Clerk II 1 1 1
Clerk III 4 4 4 _
Geographic Information Systems Analyst I 1 1 1
Geographic Information Systems Analyst II 1 1 1
Information Systems Analyst IV 1 1 1
Land Use Plans Checker III 7 7 7
Land Use Plans Checker IV 2 2 2
Planner I 2 2 2
Planner IV 7 6 6
Planner V 8 8 8
Planner VI 3 4 4
Planning Commission Support Tech 1 1 1
Planning Inspector II 3 3 3
Planning Program Manager 4 4 4
Private Secretary 1 1 1
Program Manager(TEMP) 1 1 1
Program Support Technician(TEMP) 1 - -
Program Support Technician - 1 1
Secretary to Board/Commissions 3 3 3 _
Subdivision Applications Clerk 1 1 1
Tax Maps&Records Supervisor II 1 ' 1 1
Tax Maps&Records Tech I 1 1 1
•
Tax Maps&Records Tech II 1 1 1
Tax Maps&Records Tech III 1 1 1
Total 61 61 61
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PLANNING
COASTAL ZONE MANAGEMENT
•
Program Description
The Hawai`i Coastal Zone Management(CZM)Program is established by Chapter 205A,
Hawai`i Revised Statutes (HRS). It is a comprehensive management guide for the
beneficial use,protection, and development of Hawai`i's land and water resources. The
State Legislature created the CZM Program as a shared management system with the
State and County regulatory agencies. Through an agreement,the State of Hawai`i
Department of Economic Development and Tourism, Office of Planning provides funds
(State and Federal)to the County of Hawai`i to implement the CZM Program through the
regulation of development in the Special Management Area(SMA)and Shoreline
Setback Area(SSA). The Department assesses development proposals within the SMA
and SSA for compliance with the CZM objectives and policies articulated in the HRS and
determines whether the issuance of a SMA and/or Shoreline Setback Variance(SSV)
permit is appropriate. As part of the agreement with the State,the County's
responsibilities include:
1. Administration of the SMA and SSV permits,non-point source pollution issues, and
other CZM-related matters.
2. Administer an ongoing monitoring and enforcement program.
3. Facilitate and support public participation in the CZM Program, as may be necessary.
4. Attend all CZM-related meetings,workshops, and seminars.
5. Coordinate, facilitate, and where possible, streamline the development review process.
6. Submit status and performance reports on a semi-annual basis to the Office of Planning.
7. Submit CZM performance measures report on an annual basis to the Office of Planning.
Program Objectives
1. Process all SMA Assessments and Permit applications within the required time limit
as specified by law and the County's Rules and Regulations.
2. Conduct site investigation of alleged violations within two weeks of receipt of
complaints.
3. Monitor all CZM-related legislative bills during the State Legislative session and
provide testimonies as needed(January to May).
4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC)meetings,which
are normally held every other month as budgetary constraints will allow.
5. Attend all State Office of Planning's CZM County Directors meetings, Ocean
Resources Management Plan policy and working group meetings, and subcommittee
meetings as budgetary constraints will allow. •
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COASTAL ZONE MANAGEMENT
Program Objectives (continued)
6. As a public participation measure,provide a written report to the State Office of
Planning CZM Program of all SMA Permit applications and their status.
7. Continue to advertise Planning Commission agenda and hearing notices for all SMA
and SSV Permit applications as required by law.
8. Provide the Office of Planning with semi-annual reports within seven days after
December 31st, and June 30th of the Fiscal year.
9. Provide the Office of Planning with annual performance measure reports within seven
days after the June 30th end of the fiscal year.
10. Continue to review Planning Commission and Planning Department Rules for
compliance with enacted State laws and draft amendments to the rules for adoption.
Program Measures
Program measures are included in the Administration and Planning program.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 6 6 6
Salaries and Wages 294,960.09 601,316 566,825
Operations 289,927.70 110,532 156,366
Equipment - 6,000 34
Program Total 584,887.79 717,848 723,225
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Administrative Assistant 1 1 1
Clerk III 1 1 1
Planner IV 2 2 2
Planner V 1 1 1
Planning Inspector II 1 1 1
Total 6 6 6
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POLICE
POLICE
DEPARTMENT SUMMARY
Mission Statement
The employees of the Hawai`i Police Department are committed to preserving the spirit
of aloha.
We will work cooperatively with the community to enforce the laws,preserve peace, and
provide a safe environment.
Department Goals
1. To protect life and property and serve the community.
2. To actively involve the community in crime prevention programs.
3. To gather necessary evidence quickly for successful prosecution.
4. To expeditiously recover stolen property and contraband.
5. To enforce traffic laws.
6. To provide other services as necessary to promote efficient operation of the Police
Department and provide for the overall safety of the community.
Funding Source and Position Count
General Fund $83,297,868 General Fund 814
Grant Revenue $ 6,403,344 Grant Revenue/Other 54
Other $ 830,176
Total Budget: $90,531,388 Total Number of Positions 868
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POLICE
POLICE COMMISSION
Program Description
The Police Commission is established under the Hawai`i County Charter to oversee the
activities of the Police Department. It consists of nine citizens appointed by the Mayor
from each of the nine County Council districts and confirmed by the County Council.
The members volunteer their services and serve staggered terms of five years each.
The Police Commission has the following mandated responsibilities under the Charter:
1. To appoint and to remove the Police Chief.
2. To review the annual budget prepared by the Police Chief and possibly make
recommendations about it to the Mayor and Managing Director.
3. To receive, consider and investigate charges brought by members of the public
against the conduct of the Police Department or any of its members and to submit a
written report of its findings to the Police Chief.
4. To advise the Police Chief on police-community relations.
5. To review the department's operations, as deemed necessary, for the purpose of
recommending improvements to the Police Chief and the Managing Director.
6. To evaluate, at least annually,the performance of the Police Chief and submit a report
to the Mayor, Managing Director, and the Council.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 1 1 1
Salaries and Wages 41,776.63 60,008 60,008
Operations 4,960.90 6,171 6,171
Program Total 46,737.53 66,179 66,179
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Secretary 1 1 1
Total 1 1 1
239
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Description
The division, under the direction of a Police Major,provides island wide administration,
direction and planning control and coordination of police services; and supports operating
units through the centralized Administrative Services Division. The division's support
sections include the Training/Safety Section,the Finance Section,the Human Resources
Section,the Word Processing Center, and the Accreditation Section.
Training Section/Safety Section
The Training Section is responsible for training both sworn and civilian personnel;
facilitating and providing all entry level training for all police recruit officers; and
facilitating the training of personnel. This section also maintains and manages the
training files for all department personnel.
The Safety Section is responsible for the duties associated with reviewing and
investigating workers' compensation cases for alleged abuse; conducting department
random drug testing; coordinating and scheduling mandatory annual physicals;providing
timely and comprehensive information on safety and health issues; and planning and
conducting training classes on employee safety matters.
As part of research and development,this section involves addressing the overall needs
and equipment requirements for the department; conducting research and evaluation of
equipment, uniforms,protective devices; providing recommendations to minimize injury
to personnel; researching and tracking of legislation that deal primarily with law
enforcement issues; and preparation of testimony for submittal.
Finance Section
The Finance Section, under the direction of the Accountant IV, is in charge of preparing
the department's budget,maintaining its accounts, inventory control,processing payroll,
maintaining personnel attendance records,purchasing supplies and equipment,
distributing supplies to districts and bureaus, furnishing custodial and maintenance
services,providing messenger and delivery service,providing department and subsidized
vehicles with fuel and administering the special duty program.
240
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Description (continued)
Human Resources Section
Under the direction of a Human Resources Program Specialist,the Human Resources
Section is responsible for all personnel actions,to include both external and internal
recruitments for appointments to positions; management of personnel files; management
of safety and workers' compensation files; conducting research to address issues facing
the department; legislative actions; maintaining and updating departmental policies,rules,
and regulations; and other duties associated with providing administrative support to
operational units.
Personnel duties include managing and maintaining personnel files for employees;
processing all documents and correspondences relating to personnel actions;providing
management with recommendations and courses of actions involving personnel actions;
and all related duties involving personnel issues.
Accreditation Section
The Accreditation Section maintains accreditation for the Department through the
Advanced Law Enforcement Accreditation program offered by the Commission on
Accreditation for Law Enforcement Agencies(CALEA®). CALEA® sets forth a total of
484 standards, and the Accreditation Section ensures compliance with the standards
applicable to the Department. The program consists of an annual Web-Based Review
(years one through four) and a Site-Based Assessment(year four only). Upon successful
completion of these reviews and assessment,the Department is awarded accreditation on
year four.
Word Processing Center.
Under the direction of a Clerical Services Supervisor and Assistant Clerical Supervisor,
12 clerical personnel are responsible for the transcription of all narrative police reports
dictated onto a digital recording system by sworn personnel. These reports, after
approval, become the official document detailing criminal investigations conducted by
the department.
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POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Objectives.
1. To accommodate at least 95%of requests for public safety/health talks from the
community.
2. To accommodate at least 95%of requests for station tours for students and
community members.
3. Conduct drug screening of all sworn personnel and initiate pre-employment testing of
civilian personnel.
4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80%
vacancies for civilian positions by end of fiscal year.
5. Improve competence and professionalism of sworn and civilian personnel through
advanced equipment purchases and provide 25,000 hours of on-going training.
6. Maintain the level of proficiency in the Word Processing Center with a turnaround
time of less than nine days for processing reports.
7. Process 98% of requisitions received from districts and bureaus within a month.
8. Fill 90%of all special duty requests for officers.
9. Compile a listing of all outstanding leave papers and distribute to district commanders
bimonthly.
10. Fill 90% of requests for storeroom supplies within the month.
Program Highlights
Training Section
In FY 2023-24,the Training Section provided 36,114 hours of training to existing
personnel, and there were three recruit classes in session during this time period:
• 98th Police Recruit Class: July 17, 2023 to January 16,2024; Field Training from
January 17,2024 to May 15,2024;
• 99th Police Recruit Class:November 16,2023 to May 15, 2024; Field Training
from May 16, 2024 to September 14, 2024; and
• 100th Police Recruit Class: April 1, 2024 to October 6,2024; Field Training from
October 7, 2024 to January 6, 2025; solo assignment on February 1, 2025.
Finance Section
In FY 2023-24,the Finance Section continued to operate the payroll, accounts payable,
special duty, and storeroom sections. Accounts payable processed approximately 7,192
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POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Highlights (continued)
invoices, special duty filled 4,212 special duty requests, and the storeroom filled 3,989
orders.
Human Resources Section
In FY 2023-24,the Human Resources Section, in conjunction with the Hawai`i County
Department of Human Resources, conducted various open and internal recruitments for
sworn and civilian vacancies. This resulted in the hiring of 44 police recruits, six police
communications officers, five contract background investigators, and 17 civilian
personnel. Internally,there were nine promotions to Police Officer III, one to Police
Lieutenant,three to Police Captain,two to Police Major, one promotion to Senior
Firearms Registration Clerk, and one promotion to Criminalist I.
Accreditation
During the four-year accreditation award cycle,the Hawai`i Police Department must
maintain compliance with applicable standards,keep up-to-date proof of its compliance,
strive to operate in the spirit of those standards, and submit an annual report.
In FY 2023-24,the Accreditation Section led the department through a successful on-site
assessment conducted by CALEA Assessor Tim Fitch on August 7-10, 2023. The
assessor found the Hawai`i Police Department to be in full compliance with all applicable
CALEA Law Enforcement Standards for the Advanced Law Enforcement Accreditation
program.
On November 8-11, 2023,the Accreditation Section traveled with Chief Benjamin
Moszkowicz to Bellevue, Washington,where they sat with him during the public
CALEA review hearing and celebrated the Commission's announcement of the Hawai`i
Police Department's fourth consecutive accreditation award.
Word Processing Center
In FY 2023-24 the Word Processing Center transcribed 12,768 reports,totaling more than
152,100 minutes and 1,058,068 completed lines of dictation.
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POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate _
Public Safety/Health Talks 100% >=95% >=95%
Station Tours 100% >=95% >=95%
Students&Community Members 312 >=3,600 >=3,600
Drug Screening(Sworn Personnel)* 91% 100% 100%
Recruitment(%of Staffmg Swom/Civilian) 85% 80% 80%
Training Hours 36,114 25,000 25,000
Word Processing Center -turnaround time 2.8 Days 9 Days 9 Days
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Finance Section
Process Requisitions within the month 100% 98% 98%
Fill Special duty requests 90% 90% 90%
Collect/reconcile 85%of leave applications within month 100% 85% 85%
Compile a listing of all outstanding leave papers and 100% 100% 100%
distribute to district commanders bimonthly
Fill 90%of requests for storeroom supplies within month 100% 90% 90%
* Percentage does not include those sworn personnel unavailable for testing due to extended leave for
entire calendar year.
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POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Expenditures (Special Duty)
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 2 2 2
Salaries and Wages 73,507.25 102,261 102,261
Operations - 27,915 27,915
Program Total 73,507.25 130,176 130,176
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Account Clerk 2 2 2
Total 2 2 2
Program Expenditures (Administrative Services)
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 312 316 382
Salaries and Wages 10,984,457.45 11,232,017 14,507,105
Operations 10,197,542.1 11,845,034 11,574,234
Equipment 684,087.46 1,383,000 1,083,000
Program Total 21,866,087.01 24,460,051 27,164,339
•
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POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Authorized Request
Police Chief 1 1 1
Deputy Police Chief 1 1 1
Assistant Police Chief 1 1 1 .
Account Clerk 3 4 6
Account Clerk(Temporary) 1 - -
Accountant I 1 - -
' Accountant II - 1 1
Accountant III 1 1 1
Accountant IV 1 1 1
Assistant Clerical Supervisor 1 1 1
Business Manager - - 1
Clerical Services Supervisor I 1 1 1
Clerical Services Supervisor II 1 - -
Clerk III 17 17 17
Clerk III(Temp) 2 1 1
Clerk-Dispatcher I 1 - -
Fingerprint Classifier II 1 1 1
Fingerprint Technician 1 1 1
Firearms Registration Clerk 3 3 3
Grant Coordinator - 1 1 _
Human Resources Assistant 2 2 2
Human Resources Program Specialist 1 1 1
Human Resources Specialist II - 1 1
Human Resources Technician I 1 1 1
Information Systems Analyst III 1 1 1
Information Systems Analyst IV 1 1 1
Information Systems Analyst V 1 1 1
Information Systems Analyst VI 1 1 1
Police Cadet(Hrly) 24 24 24
Police Captain 1 2 2
Police Communications Officer II 39 39 39
Police Communications Officer III(Temporary) 6 6 6
Police Documents Clerk 1 1 1
Police Evidence Custodian 2 2 2
Police Captain - - 1
Police Detective - - 9
Police Lieutenant 4 4 6
Police Major 2 2 2
Police Officer I(Temp) 67 67 100
Police Officer II 9 10 26
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POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Personnel Position Summary (continued)
Police Officer III(Temp)• 30 30 30
Police Records Analyst 1 1 1
Police Records Clerk 9 1 1
Police Records Section Supervisor - . 1 1
Police Reports Reviewer I - - 1
Police Reports Reviewer II - 7 7
Police Reports Reviewer III - 1 1
Police Sergeant 9 10 10
Program Manager 1 1 1
Public Relations Specialist 1 1 1
Public Relations Officer - - 1
Public Safety Counselor - 1 1
Radio Technician I 4 4 4
Radio Technician II 1 1 1
School Crossing Guard(Hrly) 40 40 40
Secretary 2 2 2
Secretary to the Chief of Police 1 1 1
Senior Account Clerk 1 1 1
Senior Clerk-Stenographer 1 1 1
Senior Firearms Registration Clerk 1 1 1
Storekeeper 1 1 1
Student Helper I 2 2 2
Supervising Police Communications Officer 5 5 5
Traffic Safety Coordinator 1 1 1
Total 312 316 382
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POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Description
The Technical Services Division,under the direction of a Police Major, consists of the
Traffic Services, Records and Identification, Communications Maintenance,
Communications Dispatch, and the Computer Center. The division provides technical
assistance on traffic and motor vehicle safety and training; manages police records and
evidence storage; assists in the maintenance of the county's microwave radio system and
the installation and maintenance of police mobile radios; administers central dispatch
functions and provides technical support to the department's computer software and
hardware systems.
Communications-Dispatch Center
All requests for police service are recorded, logged, and assigned by Dispatch personnel
using a computer-aided dispatch system, with six to seven dispatchers on shift at any
given time.
Records and Identification Section
The Records and Identification Section has several internal subsections composing of
records, identification, firearms, and evidence. 'The major responsibilities of the section
are the maintenance of police records;processing evidence; conducting fingerprint
examinations;processing subpoenas and court documents; compiling and disseminating
statistical information; and processing firearms permit applications and registrations,
which include thorough background checks on each individual applying for a long gun or
handgun permit.
The Body Worn Camera(BWC)unit is incorporated into the Records Section. This
project is staffed with one sergeant, one PO-II, and one information systems analyst.
Traffic Services Section
The Traffic Services Section oversees the grants for traffic enforcement, equipment
purchases, and training to improve traffic safety. They also oversee the School Crossing
Guards, who are assigned at various schools throughout the island.
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POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Description (continued)
Information Technology(IT)
The Information Technology(formerly known as Computer Center) Section is
responsible for interconnectivity between all police stations and substations to assure a
secured networking infrastructure,to include installing and maintaining computer
equipment, installing and troubleshooting software systems, and providing technical
assistance for various computer issues.
Communications Maintenance
The Radio Maintenance Section is responsible for assisting with the maintenance and
repair of all county-owned radio sites. This includes towers, shelters,microwave radios,
repeaters,base radios,mobile radios, and handheld portable radios. •
The Communications Maintenance Section installs and maintains all radio and
emergency warning equipment in the Police Department's fleet and subsidized vehicles.
This section also performs auto tuning for all Department mobile and portable radios,
which includes the inspection of the radio (hardware),updating the firmware(software),
and bringing the radio back into factory specifications.
Program Objectives
1. Process and issue at least 95%of road closure permits within the month received.
2. Issue at least 95%of traffic violation letters to vehicle owners within a week.
3. Process at least 95% of firearms permits within two weeks.
4. Conduct at least six radio site inspections per month.
5. Complete auto tuning of at least 40 portable or mobile radios per month.
6. Process and dispatch personnel to 100%of calls for service received.
Program Highlights
Communications Dispatch Center
In FY 2023-24,the Communications/Dispatch Center received 177,185 calls to 911, a
19.67% decrease over the previous fiscal year of 220,558 calls. Of those calls, 9.08%
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Program Highlights (continued)
were transferred to the Hawai`i Fire Department. On average, about 78.29% of the calls
received were from wireless phones.
The Dispatch Center documented 168,695 calls for service(events)during this fiscal
year, a 6.48%decrease over the previous fiscal year of 180,401 calls.
Records and Identification Section
In FY 2023-24,the Records and Identification Section recorded the following:
Records Section:
• Processed requests for 8,248 copies of criminal and traffic accident reports
• Fingerprinted 1,201 individuals
Firearms Section:
• Issued 3,638 firearms permits
• Registered 9,778 firearms
Identification Section:
• Processed 9,474 court documents
Evidence Section:
• Processed 17,532 property receipts
The Body Worn Camera(BWC)unit processed 192 internal, 180 media/public, and
2,648 Prosecutor requests for BWC footage.
Traffic Services Section
In FY 2023-24,the Traffic Services Section requested reimbursement of$660,131.21 in
federal grant funds,which Traffic Services Section oversees for traffic enforcement,
equipment purchases, and training to improve traffic safety.
The Traffic Services Section also recorded the following:
• 57 road closure permits issued;
• 359 violation letters sent out to motorists;
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Program Highlights (continued)
• 216 school crossing guard checks conducted, and
• 2,669 abandoned vehicle cases routed to the Department of Environmental
Management.
Information Technology
In FY 2023-24,the Information Technology Section received 2,064 requests via the
Helpdesk system and closed 2,056 of these requests.
Communications Maintenance (Radio Shop)
In FY 2023-24,Radio Shop completed 77 radio installations for Department vehicles.
In addition,the Radio Shop personnel responded to Civil Defense emergencies upon
request.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Road closure permits within a month 100% >=95% >=95%
Traffic Violation Letters within a week 98% >=95% >=95%
Firearms permits within two weeks 100% >=95% >=95%
Radio site inspections 80 >=72 >=72
Auto Tuning 497 >=480 >=480
Dispatch to calls for service 100% 100% 100%
•
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CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Description
The Criminal Intelligence Unit(CIU) and Office of Professional Standards (OPS)
Division are under the direct management of the Police Chief. It is commanded by a
Police Captain and maintains offices in Hilo and Kona.
The Criminal Intelligence Unit gathers,maintains, and analyzes intelligence for the
purpose of keeping police administrators informed about the extent,nature and
characteristics of organized crime activity, drug trafficking organizations, as well as
issues dealing with Homeland defense and dignitary protection assistance. The unit is
also responsible for conducting criminal history checks for the department.
The Office of Professional Standards investigates allegations of misconduct by
department members. These investigations seek to determine if not only misconduct
occurred,but also the underlying reasons for errant behavior on the part of the employee.
Investigations are also used to indicate the need for additional training and/or procedural
changes.
Program Objectives
Criminal Intelligence Unit
1. Complete 90%of assignments within 30 days.
2. Complete 90%of criminal history checks of prospective employees of the
department, as well as other federal, state and local law enforcement agencies within
30 days.
3. Develop,maintain and disseminate intelligence information,which can be utilized to
produce no less than 11 criminal investigations per month.
4. Compile,produce, analyze and forward to police administrators no less than 32
intelligence reports per month.
5. Provide assistance to other elements within the police department either through
intelligence briefings on current crime trends and/or through no less than 12 in-
service training sessions per month.
6. Conduct four presentations to semi-annual Statewide Inter-County Criminal
Intelligence Unit(ICCIU) conferences on major criminal activity within this
jurisdiction, along with gathering criminal intelligence from other jurisdictions,which
may have a connection to our jurisdiction.
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PROFESSIONAL STANDARDS
Program Objectives (continued)
Office of Professional Standards
1. Conduct complete and thorough internal investigations seeking a monthly clearance
rate of 67%.
2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate
of 85%.
3. Provide no less than three monthly in-service training sessions to other elements
within the department to prevent and deter employee misconduct, as well as to ensure
procedural compliance in the investigation of employee misconduct.
4. Conduct no less than two monthly random and unannounced inspections of the
different elements within the department to ensure compliance with rules and
regulations.
5. Compile and provide a yearly report to the state legislature on certain specific aspects
of discipline meted out by the department as required by law.
Program Highlights
Criminal Intelligence Unit(CIU)
In FY 2023-24,the Criminal Intelligence Unit provided intelligence information,which
in whole or in part led to the initiation of 269 criminal investigations. The unit also
submitted 384 intelligence reports. The unit conducted 543 criminal history
investigations for prospective department employees, other designated employees, and
prospective employees of other county, state, and federal law enforcement agencies.
Office of Professional Standards (OPS)
In FY 2023-24,the Office of Professional Standards (OPS) conducted 29 administrative
investigations,five internal inquiries into actions by police department personnel, and
provided 17 in-service training sessions to employees. OPS also conducted 17
compliance inspections of various elements of the department to prevent the abuse,
misuse, fraud and waste of department resources. The yearly report to the State
Legislature was submitted on January 31, 2024.
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Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Criminal Intelligence Unit Actual Budget Estimate
Other Assignments 100% >=90% >=90% _
Criminal History Checks 100% >=90% >=90% _
Numbered Cases 269 >=132 >=132
Intelligence Reports 384 >=384 >=384
In-service Presentations 144 >=144 >=144
Presentations to ICCIU 4 >=4 >=4
FY 2023-24 FY 2024-25 FY 2025-26
Office of Professional Standards Actual Budget Estimate
Internal Investigations 83% >=67% >=67%
Internal Inquiries 100% >=85% >=85%
In-service Presentations 17 36 36
Random Inspections 17 24 24 _
Yearly Legislative Report 1 1 1
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 9 11 11
Salaries&Wages 1,049,486.85 1,339,918 1,342,508_
Operations 3,021.45 7,850 7,850
Program Total 1,052,508.30 1,347,768 1,350,358
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Authorized Request
Detective 4 6 6
Police Captain 1 1 1
Police Officer II 4 4 4
Total 9 11 11
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Program Description
CRIMINAL INVESTIGATION DIVISION(CID)
The Criminal Investigations Division investigates crimes of violence,theft, fraud,
commercialized vice and narcotics; apprehends perpetrators of these crimes; and
compiles evidence and information for the prosecution of all persons charged with
violations of criminal statutes. The division is also responsible for criminal
investigations of police officers, while internal affairs conduct concurrent administrative
investigations.
This division is under the command of a Police Captain who oversees the operations of
the respective sections to include the Criminal Investigations Section(CIS),which
includes the Crime Lab;the Juvenile Aid Section(JAS); and the Vice•Section,which
includes the"ice"Task Force(ITF) and the Drug Interdiction Task Force (DITF).
Criminal Investigation Section (CIS)
The Criminal Investigation Section(CIS),under the command of a Police Lieutenant, is
responsible for the investigation of major crimes to include homicides, suspicious deaths,
assaults,property crimes, identity thefts and fraud. In addition, CIS Detectives respond
to all reported suicides, child deaths and other deaths with questionable circumstances.
Juvenile Aid Section (JAS)
The Juvenile Aid Section(JAS),under the command of a Police Lieutenant, is
responsible for the investigation of cases involving juveniles as victims or perpetrators.
Investigations conducted include assaults,property crimes, sexual assaults, domestic
violence, gang activity and status offenses.
JAS also maintains two specialized units consisting of the Sex Crimes Unit, specializing
in sexual assault investigations; and the Domestic Violence Unit, specializing in domestic
abuse cases.
Vice Section
Under the command of a Police Lieutenant,the Vice Section is responsible for the
prevention and suppression of all forms of commercialized vice activity,to include
prostitution, gambling and illegal trafficking of narcotics. Special operations and covert
programs are in place to combat the distribution of illegal drugs on the Big Island.
Federal and state grants provide the necessary funding to accomplish these objectives.
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Program Description (continued)
Vice officers belong to the Statewide Narcotics Task Force and are involved in joint
operations with the Drug Enforcement Administration; Bureau of Alcohol, Tobacco and
Firearms;Bureau of Immigration and Customs Enforcement;United States Postal
Service; and the Federal Bureau of Investigation. The Vice Section is also part of the
Hawaii High Intensity Drug Trafficking Area(HIDTA) Task Force.
The Vice Sections are augmented with an"ice"task force (ITF),whose primary goals are
to identify, disrupt,prosecute and ultimately dismantle street mid- and upper-level drug
trafficking organizations dealing crystal methamphetamine ("ice").
The Area II Vice Section is supplemented with the Drug Interdiction Task Force (DITF),
primarily responsible for investigating drug smuggling through the airports and other
venues. The department DITF personnel is comprised of three officers who work in
conjunction with federal agencies to investigate, identify, and apprehend individuals and
organizations involved in the smuggling of illicit drugs into the County of Hawai`i.
Crime Lab
The Crime Lab performs a variety of physical, chemical, instrumental and microscopic
analysis of evidence in connection with crime detection and law enforcement work. In
addition, all of the criminalists/evidence specialists assigned are required to provide court
testimony whenever necessary in both state and federal courts.
Patrol Divisions
The Patrol Divisions, each under the command of a Police Captain,plan,proactively
direct and coordinate functions towards the enforcement of federal, state, and county
laws,the prevention of crime,the apprehension and custody of law violators and the
development of partnerships between the community and the Hawai`i Police Department.
These divisions include the operating units from each of the police districts, Community
Policing,the Police Reserve Officers Program, and the Traffic Enforcement Unit.
The Patrol Divisions continue enforcement efforts through special projects such as
sobriety checkpoints, seatbelt/child restraint checkpoints,high-speed enforcement,
underage drinking deterrent programs, and truancy deterrent programs.
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Program Description (continued)
Community Policing Officers
The Area I Community Policing Unit is coordinated by a Police Lieutenant and consists
of 14 PO-III positions, distributed as follows: Eight in the South Hilo District,four in the
Puna District, one in the North Hilo District, and one in the Hamakua District.
The Area II Community Policing Unit is coordinated by a Police Sergeant and consists of
15 PO-III positions, distributed as follows: Nine in the Kona District,three in the South
Kohala District,two in the Ka`u District, and one in the North Kohala District.
The School Resource Officer Program consists of eight PO-III positions, distributed as
follows: One at Hilo Intermediate School, one at Waiakea Intermediate School, one at
Honoka`a High&Intermediate School, one at Pahoa High& Intermediate School, one at
Kealakehe Intermediate School, one at Konawaena Middle School, one at Kea'au
Intermediate School, and one at Waimea Intermediate School.
These officers are tasked with providing law-related education, counseling, and
enforcement at their respective school campuses.
The Community Policing Unit Officers facilitate the activities of the Hawai`i Isle Police
Activities League(HI-PAL),which is a proactive program designed to encourage and
engage youths to participate in constructive and supervised athletic activities. The goals
of the program are to promote sportsmanship,benevolence, friendship, sociability, good
will,tolerance and to provide a meeting place for the promotion of common interest of
youths.
Traffic Enforcement Unit
The Area I Traffic Enforcement Unit(TEU)is comprised of a supervising Sergeant and
four PO-III positions; and the Area II TEU is comprised of a supervising Sergeant and
four PO-III positions. The major responsibilities of TEU are to enforce traffic laws and
investigate traffic deaths utilizing specialized skills (i.e., computerized diagramming of
accident scenes).
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Program Objectives
1. To achieve a burglary clearance rate of 30%.
2. To achieve a theft/auto theft clearance rate of 30%.
3. To achieve a robbery clearance rate of 60%.
4. To maintain a sexual assault clearance rate of 80%.
5. To attain at least a 65% service of court documents received.
6. To conduct 760 hard drug investigations (heroin, cocaine and crystal methamphetamine).
7. Crime Lab to achieve an assignment clearance rate of 90%.
8. HI-PAL to serve 60 youths in three age groups for each month and a 30%participation of
"at-risk youths"out of all youths served.
9. Community policing program to complete at least 40 problem-solving activities and 40
crime prevention activities annually through the development of partnerships directed at
resolving community-police problems,resulting in the improvement of the quality of life
for all citizens.
10. Community policing program to complete at least 96 abandoned vehicle/beautification
projects annually through the development of partnerships with the community.
11. To provide at least four D.A.R.E. curriculum(core classes) and/or training per month
through the department's School Resource Officer Program.
Program Highlights
Criminal Investigation Section(CIS)
The Area I Criminal Investigation Section (CIS)
The Area I Criminal Investigation Section investigated 911 major crimes, of which four
were murder cases,three were attempted murder cases, 69 were burglary cases, 157 were
theft cases, and 204 were financial crimes.
The Area II Criminal Investigation Section(CIS)
The Area II Criminal Investigations Section investigated 317 major crimes, of which one
was a murder case,two were attempted murder cases, 122 were burglary cases, 42 were
theft cases, and 12 were fmancial crimes. •
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Program Highlights (continued)
Juvenile Aid Sections (JAS)
The Area I Juvenile Aid Section (JAS)
The Area I Juvenile Aid Section investigated 671 cases, including sexual assaults,
domestic violence, other crimes against women, child pornography,missing persons and
juvenile-related crimes.
The Area II Juvenile Aid Section(JAS)
The Area II Juvenile Aid Section Detectives investigated 391 cases, including sexual
assaults, domestic violence, other crimes against women, child pornography,missing
persons and juvenile-related crimes.
Vice Section
The Area I Vice Section
The Area I Vice Section conducted 981 drug investigations,resulting in 781 arrests. In
addition,the Area I Vice officers recovered the following illegal drugs:
• 10.1 pounds of crystal methamphetamine
• 15.01 pounds of dried marijuana
• 194.27 grams of heroin
• 123.62 grams of cocaine
• 1.15 pounds of fentanyl powder
• 6,145 fentanyl pills
The Area II Vice Section
The Area II Vice Section conducted 201 drug investigations resulting in 95 arrests. In
addition,the Area II Vice officers recovered the following illegal drugs:
• 44.94 pounds of crystal methamphetamine
• 21.55 pounds of dried marijuana
• 40.82 grams of heroin
• 95.25 grams of cocaine
• 1.33 pounds of fentanyl powder
• 505 fentanyl pills
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Program Highlights (continued)
Crime Lab
The Crime Lab completed 843 cases and conducted 25 in-service training sessions.
Patrol Division
The South Hilo Patrol District
South Hilo Patrol operates the East Hawai`i detention center,which holds pretrial
detainees for the three police districts that comprise Area I Operations: South Hilo, Puna,
and Hamakua.
During FY 2023-24, officers of the South Hilo Patrol District were assigned to a total of
9,579 criminal calls for service and 23,229 non-criminal calls for service, issued a total of
12,489 citations, and responded to 325 major traffic collisions.
Of the criminal calls for service:
• One murder case was reported, as compared to two reported last fiscal year;
• One attempted murder case was reported, as compared to two reported last fiscal
year;
• 25 robbery cases were reported, as compared to 24 reported last fiscal year;
• 159 burglary cases were reported, as compared to 141 reported last fiscal year;
• 413 assault cases were reported, as compared to 315 reported last fiscal year;
• 172 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 134 reported last fiscal year; and
• 160 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 135 reported last fiscal year.
Of the citations issued:
• 1,645 were for speeding violations;
• 1,900 were for moving violations;
• 5,340 were for regulatory violations;
• 811 were for seat belt violations;
• 452 were for use of mobile electronic device (cell phone)while driving; and
• 27 were for child restraint violations.
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Program Highlights (continued)
Firearms related cases and firearms recovery,thefts of catalytic converters and drugs
remain a major crime concern for the district, and efforts were made toward curtailing
that potential crime trend.
The Puna Patrol District
During FY 2023-24, officers of the Puna Patrol District were assigned to a total of 7,657
criminal calls for service and 19,401 non-criminal calls for service, issued a total of
12,445 citations, and responded to 202 major traffic collisions.
Of the criminal calls for service:
• Three murder cases were reported, as compared to three reported last fiscal year;
• Four attempted murder cases were reported, as compared to four reported last fiscal
year;
• 11 robbery cases were reported, as compared to 18 reported last fiscal year;
• 200 burglary cases were reported, as compared to 272 reported last fiscal year;
• 276 assault cases were reported, as compared to 282 reported last fiscal year;
• 107 theft from vehicle (unauthorized entry into a motor vehicle)cases were reported,
as compared to 151 reported last fiscal year; and
• 131 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 217 reported last fiscal year.
Of the citations issued:
• 1,723 were for speeding violations;
• 1,831 were for moving violations;
• 4,353 were for regulatory violations;
• 784 were for seat belt violations;
• 663 were for use of mobile electronic device (cell phone)while driving; and
• 46 were for child restraint violations.
The Community Policing Officers (CPOs) in the Puna District work with numerous
Neighborhood Watch groups in crime prevention, community awareness, and problem
solving. CPOs allow for the immediate attention to community concerns that would
otherwise be addressed through means that may not always be effective or as direct. The
Community Policing Officers partner with Neighborhood Watch leadership in crime
prevention, community awareness and problem solving.
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Program Highlights (continued)
The School Resource Officers work diligently in the Pahoa and Kea'au Intermediate
schools to keep our island keiki safe and prevent school violence through drug awareness
and prevention.
The Hamakua Patrol Division
During FY 2023-24, officers of the Hamakua Patrol District were assigned to a total of
849 criminal calls for service and 11,470 non-criminal calls for service,issued a total of
3,887 citations, and responded to 78 major traffic collisions.
Of the criminal calls for service:
• Zero murder cases were reported, as compared to one reported last fiscal year;
• Zero attempted murder cases were reported, as compared to none reported last fiscal
year;
• Zero robbery cases were reported, as compared to two reported last fiscal year;
• 16 burglary cases were reported, as compared to 20 reported last fiscal year;
• 26 assault cases were reported, as compared to 32 reported last fiscal year;
• Three theft from vehicle (unauthorized entry into a motor vehicle) cases were
reported, as compared to 12 reported last fiscal year; and
• 19 theft of motor vehicle(unauthorized control of a propelled vehicle) cases were
reported, as compared to nine reported last fiscal year.
Of the citations issued:
• 1,161 were for speeding violations;
• 390 were for moving violations;
• 1,329 were for regulatory violations;
• 218 were for seat belt violations;
• 127 were for use of mobile electronic device(cell phone)while driving; and
• Four were for child restraint violations.
The School Resource Officer worked with school administrators and personnel at the
Honoka`a and Pa'auilo schools to reduce incidents of bullying,truancy,thefts, and drug
activity.
Community Policing Officers and School Resource Officers continued to work with
neighborhood watch organizations, schools, and community organizations to address
various community concerns.
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Program Highlights (continued)
The Kona Patrol Division
The Kona Patrol District operates out of the Kealakehe police station,which houses the
West Hawai`i detention facility that holds pretrial detainees for the four police districts
that comprise Area II Operations: Kona, South Kohala,North Kohala, and Ka`u. The
Kona Patrol Division also operates a firearms registration and evidence sections.
During FY 2023-24, officers of the Kona Patrol District were assigned to a total of 7,771
criminal calls for service and 19,676 non-criminal calls for service, issued a total of
20,974 citations, and responded to 214 major traffic collisions.
Of the criminal calls for service:
• One murder case was reported, as compared to none reported last fiscal year;
• Two attempted murder cases were reported, as compared to four reported last fiscal
year;
• 20 robbery cases were reported, as compared to ten reported last fiscal year;
• • 71 burglary cases were reported, as compared to 120 reported last fiscal year;
• 284 assault cases were reported, as compared to 253 reported last fiscal year;
• 119 theft from vehicle (unauthorized entry into a motor vehicle)cases were reported,
as compared to 202 reported last fiscal year; and
• 166 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 199 reported last fiscal year.
Of the citations issued:
• 2,149 were for speeding violations;
• 3,643 were for moving violations;
• 10,000 were for regulatory violations;
• 770 were for seat belt violations;
• 465 were for use of mobile electronic device (cell phone)while driving; and
• 29 were for child restraint violations.
The Kona District has hosted the Ironman World Championships since 1981. In 2023,
Kona held the Women's Championship race. Recognized as one of the most iconic
sporting events in the world, Ironman attracts triathletes from around the globe to Kona.
Kona Community Policing Officers participated in various community outreach events,
including Coffee with a Cop, Shop with a Cop,Badges and Buckets(formerly "Cop on
Top"),Fill-a-Cruiser,the Troy Barboza Torch Run,the Keiki Water Flask Drive, and
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Program Highlights (continued)
HONOUR Project events. They also hosted the Second Annual HI-PAL Canoe Regatta
and the First Annual HI-PAL Boxing Tournament in Kona.
The South Kohala Patrol Division
During FY 2023-24, officers of the South Kohala Patrol District were assigned to a total
of 2,108 criminal calls for service, 5,811 non-criminal calls for service, issued a total of
8,166 citations, and responded to 107 major traffic collisions.
Of the criminal calls for service:
• Zero murder cases were reported, as compared to none reported last fiscal year;
• Zero attempted murder cases were reported, as compared to one reported last fiscal
year;
• One robbery case was reported, as compared to one reported last fiscal year;
• 22 burglary cases were reported, as compared to 23 reported last fiscal year;
• 62 assault cases were reported, as compared to 52 reported last fiscal year;
• 17 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 26 reported last fiscal year; and
• 27 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 30 reported last fiscal year.
Of the citations issued:
• 2,210 were for speeding violations;
• 1,090 were for moving violations;
• 2,823 were for regulatory violations;
• 393 were for seat belt violations;
• 328 were for use of mobile electronic device (cell phone)while driving; and
• 45 were for child restraint violations.
Four major state highways and numerous county thoroughfares traverse the centrally
located South Kohala district. This naturally results in traffic enforcement becoming one
of the primary tasks for the personnel assigned to this district. To this end, district
personnel participated in numerous organized traffic enforcement projects to address
distracted driving, speeding,and seatbelt violations, as well as impaired driving. These
projects occurred during regular shift hours and during grant-funded overtime hours.
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Program Highlights (continued)
The North Kohala Patrol Division
During FY 2023-24, officers of the North Kohala Patrol District were assigned to a total
of 362 criminal calls for service and 7,692 non-criminal calls for service, issued a total of
4,606 citations, and responded to 15 major traffic collisions.
Of the criminal calls for service:
• Zero murder cases were reported, as compared to none reported last fiscal year;
• One attempted murder case was reported, as compared to none reported last fiscal
year;
• Zero robbery cases were reported, as compared to none reported last fiscal year;
•• Five burglary cases were reported, as compared to nine reported last fiscal year;
• 19 assault cases were reported, as compared to 16 reported last fiscal year;
• Two theft from vehicles (unauthorized entry into a motor vehicle) cases were
reported, as compared to four reported last fiscal year; and
• One theft of motor vehicle(unauthorized control of a propelled vehicle) case was
reported, as compared to one reported last fiscal year.
Of the citations issued:
• 1,033 were for speeding violations;
• 544 were for moving violations;
• 2,051 were for regulatory violations;
• 134 were for seat belt violations;
• 115 were for use of mobile electronic device(cell phone)while driving; and
• Three were for child restraint violations.
The North Kohala Community Policing Officer participated with the community in Keiki
Fishing Tournaments,Neighborhood Watch meetings, Coffee with a Cop meetings, and
assisted the local high school with career day presentations and student conflict
resolutions. The Community Policing Officer also submitted monthly articles to the
Kohala Mountain News and the North Kohala Police Monthly News Letter to address
police and community concerns.
The Ka`u Patrol Division
During FY 2023-24, officers of theKa`u Patrol District were assigned to a total of 1,615
criminal calls for service and 4,758 non-criminal calls for service, issued a total of 3,978
citations, and responded to 67 major traffic collisions.
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Program Highlights (continued)
•
Of the criminal calls for service:
• Zero murder cases were reported, as compared to none reported last fiscal year;
• Two attempted murder cases were reported, as compared to four reported last fiscal
year;
• Nine robbery cases were reported, as compared to four reported last fiscal year;
• 66 burglary cases were reported, as compared to 88 reported last fiscal year;
• 63 assault cases were reported, as compared to 79 reported last fiscal year;
• 21 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 38 reported last fiscal year;
• 49 theft of motor vehicle (unauthorized control of a propelled vehicle)cases were
reported, as compared to 62 reported last fiscal year.
Of the citations issued:
• 842 were for speeding violations;
• 456 were for moving violations;
• 1,320 were for regulatory violations;
• 254 were for seat belt violations;
• 76 were for use of mobile electronic device (cell phone)while driving;
• 11 were for child restraint violations.
Ka`u Community Policing Officers continued to work with the community to establish
partnerships and work on community projects. Some of the neighborhood watch groups
included Discovery Harbour, Green Sands Subdivision, and Hawaiian Ocean View
Estates.
The Traffic Enforcement Units (TEU)
The Traffic Enforcement Units are charged with investigating traffic crashes involving
death or serious injury while conducting traffic enforcement and training related to traffic
enforcement and investigation.
Area I TEU
In FY 2023-24,Area I TEU investigated 13 fatal crashes that killed 14 people. Two of
the fatalities were related to alcohol only, four fatalities were related to drugs only, and
three fatalities were related to both alcohol and drugs.
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Program Highlights (continued)
Area I TEU officers conducted 55 DUI saturation patrols, arrested 49 drivers who were
under the influence of intoxicants, conducted 153 seatbelt/distracted driver checkpoints,
and 239 speed projects.
The Area I TEU officers also issued 3,529 moving citations, of which 1,876 were for
speeding. They issued 1,173 regulatory citations and made 67 Other arrests.
Area II TEU
In FY 2023-24, Area II investigated 11 fatal crashes that killed 12 people. One fatality
was related to alcohol only,two fatalities were related to drugs only, and four fatalities
were related to both alcohol and drugs.
Area II TEU officers conducted 103 DUI saturation patrols, arrested 70 drivers who were
under the influence of intoxicants, and conducted 128 seatbelt/distracted driver
checkpoints.
The Area II TEU officers also issued 2,581 moving citations, of which 1,544 were for
speeding. They issued 1,425 regulatory citations and made 217 other arrests.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Criminal Investigation Section
Robbery Clearance Rate 65% 60% 60%
Juvenile Aid Section
Sexual Assault Clearance Rate 71% 80% 80%
Vice Section
Hard Drug Cases 736 >=760 >=760
Crime Lab •
Assignment Clearance Rate 94% 90% 90%
HI-PAL
Participation in 5-8 age group 654 >=240 >=240
Participation in 9-12 age group 871 >=240 >240
Participation in 13-17 age group 428 >=240 >=240
"At risk"Youth Participation 51% 30% 30%
Presentations/Clinics 28 24 24
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Program Measures (continued)
Community Policing Program
_
D.A.R.E Curriculum or In-Service Training 54 48 48
Problem Solving Activities 115 40 40
Crime Prevention Activities 100 40 40
Abandoned Vehicle/Beautification Projects 156 96 96
Traffic Enforcement Unit(TEU)
DUI Saturation Patrol Projects 158 >=84 >=84
DUI Arrests 119 n/a* n/a*
Seatbelt/Distracted Driver Projects 281 >=72 >=72
Moving Citations 6,110 n/a* n/a*
Regulatory Citations 2,598 n/a* n/a*
Departmental(Island wide)Measures
DUI Arrests 946 n/a* n/a*
Traffic Citations Issued 34,050 n/a* n/a*
Burglary Clearance Rate • 33% 30% 30%
Theft/Auto Theft Clearance Rate 42% 30% 30%
Court Documents 57% 65% 65%
*n/a= Statistical information,no projected numbers provided as the department does not support a quota system for
citations or arrest.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Operations Bureau Actual Budget Request
Number of Positions 495 499 472
. Salaries and Wages 47,886,610.74 53,272,459 49,948,461
Operations 2,778,581.62 2,977,188 3,408,638
Program Total 50,665,192.36 56,249,647 53,357,099
HI-PAL
Number of Positions 1** 1** 1**
Salaries&Wages 50,313.73 57,213 57,213
Operations 10,963.54 16,500 16,500
Program Total 61,277.27 73,713 73,713
**HI-PAL position included in Personnel Position Summary Clerk III count below
•
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POLICE
OPERATIONS BUREAUS
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Authorized Request
Assistant Police Chief 2 2 2
Clerk III(includes HI-PAL**) 7 7 7 _
Criminalist II 2 2 2
Criminalist III 1 1 1
Custodian/Groundskeeper I 5 5 ' 5
Custodian/Groundskeeper I(1/2T) 1 1 1 _
Custodian/Groundskeeper I(1/4T) 3 3 3
Detective 38 38 29
Police Captain 9 9 9
Police District Operations Assistant 1 1 1
Police Evidence Custodian 2 2 2
Police Evidence Specialist II 4 4 4
Police Investigative Operations Clerk 6 6 6
Police Lieutenant 19 20 18
Police Major 2 2 2
Police Officer II 336 338 322
Police Operations Clerk 6 6 6
Police Sergeant 45 46 46
Polygraph Examiner 1 1 1
Secretary 2 2 2
Sexual Assault Forensic Nurse Coordinator 1 1 1
Storekeeper 1 1 1
Victims Services Assistant(Temp) 1 1 1
Total 495 499 472
269
POLICE
MISCELLANEOUS
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Investigating Cause of Death 849,049.00 850,000 850,000
Training Account 234,142.06 191,000 291,000
Police Sobriety Test 96,932.29 145,000 145,000
Asset Forfeitures 203,199.92 700,000 700,000
Police Private Contributions - - -
Total Miscellaneous 1,383,323.27 1,886,000 1,986,000
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POLICE
GRANT REVENUES
Program Description
To continue active efforts in obtaining funding through federal and state-sponsored grants
to augment the department's budget in the areas of:
1. To continue providing for community relations,D.A.R.E. and youth programs.
2. To provide investigative operations personnel funding dealing with drug enforcement
investigations.
3. To provide necessary equipment,manpower,training and for public education in
dealing with Traffic Enforcement,to include speeding violations, drunk driving,
seatbelt enforcement and motor vehicle occupant protection.
4. To provide SAFE nurses with stand-by pay to deal with sexual assault and domestic
violence investigations.
5. To provide investigative operations personnel funding dealing with Wanted Fugitives,
Counterfeiting of U.S. Currency and Violent Crimes.
Program Objectives
1. HI IMPACT(Hawai`i HIDTA$475,000) -To combat the methamphetamine (ICE)
problem in the County of Hawai`i by conducting various sting operations.
2. Occupant Protection(State Department of Transportation$160,000) -To conduct
seatbelt enforcement and child restraint roadblocks.
3. STEP Grant(State Department of Transportation$580,000)-To provide funding for
training, education, enforcement and community collaboration to reduce the number
of traffic fatalities and injury crashes.
4. Roadblock Program(State Department of Transportation, Sobriety Checkpoint
$495,000)to conduct DUI roadblocks to minimise fatalities and injuries.
5. Data Records (State Department of Transportation$80,000) -To transfer completed
Motor Vehicle Accident Reports (MVAR)to Hawai`i Department of Transportation
(HDOT)within three months and HPD traffic citations to the District Courts within
six days of issuance to ensure compliance with national standards.
6. SAFE Standby Pay(State Department of the Attorney General $125,000) -To
improve the department's response to violent sex crimes,physical abuse, and crimes
of violence against women.
7. Department of Health—Tobacco Sting (State Department of Health$16,000)—To
provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors
in the County of Hawai`i.
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GRANT REVENUES
Program Objectives (continued)
8. Increasing Quality Forensic Services—(State Department of the Attorney General
$96,360)—For the purpose of paying for quality Forensic Services by continuous
updated forensic sciences training and the purchase of a digital analytical balance
with data print out accessories.
9. Wireless E911 Fees—(Hawai`i Enhanced 911 Board$3,015,676)—For expenditures
associated with the deployment of Wireless Enhanced 911 System.
10. US Marshall Service—(Hawai`i Fugitive Task Force $12,000)—To assist with
overtime incurred to HCPD Officers working with the United States Marshall Service
on the enforcement and capture of fugitives wanted under the Hawai`i Fugitive Task
Force Initiative.
11. Investigative Assistance - (United States Secret Service $10,000)—To assist in the
enforcement and protection of high governmental officials and the prevention of
counterfeiting of U.S. Currency and securing the nation's critical infrastructures,
specifically in the areas of cyber,banking and finance.
12. Safe Streets/Violent Crimes Task Force (Federal Bureau of investigation—FBI
$50,000)—For the purpose of identifying and targeting for prosecution criminal
enterprise groups responsible for drug trafficking,money laundering, alien
smuggling, and other violent crimes.
13. State-wide Multi-Jurisdictional Drug Task Force (SMDTF)—(State Department of
the Attorney General $60,000)—For the purpose of reducing drug threats and drug
related crimes and incorporating multi-agency collaboration.
14. Local JAG Program—(U.S. Department of Justice $114,000)—For the purpose of
purchasing a driving simulator for the Police Department's Emergency Vehicle
Operator Course.
15. ATF Task Force - (ATF Program$32,000) -To assist with overtime and costs related
to operations with the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF).
16.NICS Act Record Improvement Program—(Hawai`i Criminal Justice Data Center
$545,760)—To improve the FBI's National Instant Criminal Background Check
System(NICS)by providing assistance to improve the completeness, automation and
transmittal to the Department's records.
17. Hazard Mitigation Grant Program—(FEMA$162,191)—To reduce the risk of future
damage, loss of life and property in any area affected by a major disaster.
•
• 272
POLICE
GRANT REVENUES
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Salaries and Wages 912,878.72 1,410,292 1,410,292
Operations 1,792,792.28 3,377,669 3,428,206
Equipment 228,666.78 1,565,026 1,565,026
Program Total 2,934,337.78 6,352,987 6,403,524
•
•
273
PROSECUTING ATTORNEY
PROSECUTING ATTORNEY
DEPARTMENT SUMMARY
Mission Statement
The Office of the Prosecuting Attorney pursues justice with integrity and commitment.
Department Goals
1. To strive for just disposition of criminal cases and promote public safety and order
through timely, efficient, and effective prosecution.
2. To ensure that victims and witnesses of crimes are treated with respect, courtesy, and
sensitivity in their cooperation with criminal prosecution.
3. To improve and restore trust in the criminal justice system by identifying areas of
need and working collaboratively with other criminal justice agencies and the
community.
4. To encourage and promote crime prevention and early intervention initiatives,
encourage treatment and services, and support reintegration programs to improve the
quality of life on Hawai`i Island.
5. Identify,promote and implement new and innovative approaches to solving crime
problems.
Funding Source and Position Count
General Fund $11,931,874 General Fund 113
Grant Revenue $ 2,993,935 Grant Revenue/Other 22
Other -
Total Budget: $14,925,809 Total Number of Positions 135
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Description
The Office of the Prosecuting Attorney is charged with the duty to see that the laws are
faithfully executed and enforced within the County of Hawai`i. Violations of State and
County laws, ordinances, rules and/or regulations are prosecuted on behalf of the
community.
The Deputy Prosecuting Attorneys prosecute cases in the Family Courts, seven District
Courts and four divisions of Circuit Courts in Hawai`i County. This involves all criminal
matters including preliminary hearings, grand jury sessions, arraignment calendars,
motions,hearings,pretrial conferences and trials. In addition,they handle all appeals
before the Hawai`i Appellate Courts as well as the Federal Appellate Courts. Deputy
Prosecutors screen all criminal referrals made by police and other law enforcement
agencies and are available 24 hours per day, seven days a week for juvenile detention and
felony conferrals.
The Office of the Prosecuting Attorney continues its efforts to attend to the needs of
victims and witnesses as they go through the criminal justice process and seek victim
input for and notifies victims of case disposition.
The Office of the Prosecuting Attorney provides training for staff to maintain and
improve their specialized skills. In addition,the Prosecuting Attorney Deputies and staff
provide training for police recruits and refresher training for police officers as well as to
other law enforcement agencies and community organizations.
The staff participates in career fairs and job shadowing and prepare appropriate
educational presentations to students and faculty on the justice system, careers as a
prosecutor and the risks and consequences of involvement in illegal activity. Our
volunteer program provides opportunities for career exploration and work experience.
In an effort to reduce crime and promote public safety,the Office of the Prosecuting
Attorney is actively involved in several initiatives that address juvenile delinquency and
promote community involvement in identifying and addressing public safety issues. The
Office of the Prosecuting Attorney is actively supporting the Big Island Juvenile and
Adult Drug Court,Veteran's Court,Environmental Court and Adult Mental Health Jail
Diversion Program. In addition,we are collaboratively working to address elder issues,
domestic violence, sexual assault,homelessness, efforts to reduce recidivism and
continue to support the Big Island Juvenile Intake and Assessment Center. These
programs strive to balance the individual service needs of the individual,the legal
requirements of the courts, and the safety needs of the community. Whenever possible,
the Office of the Prosecuting Attorney seeks funding for specialized units and
demonstration projects.
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Objectives
Core Prosecution
1. Attend all courts in the County of Hawai`i, and conduct on behalf of the People, all
prosecutions for offenses against the laws of the State of Hawai`i and the ordinances
and regulations of the County.
2. Maintain a professional, dedicated and trained staff to carry out the duties of the
Prosecuting Attorney as defined under the County Charter.
3. Provide for a statewide Traffic Safety Resource Prosecutor to develop effective
enforcement strategies to reduce highway offenses,traffic collisions, and increase
traffic safety.
4. Maintain grant-funded specialized prosecution units that work collaboratively with
the Hawai`i Police Department and other law enforcement agencies to improve case
outcomes for victims of violent crimes and crimes against persons.
Victim Services
1. Attend to the needs of victims and witnesses in the criminal justice system by
providing referrals to appropriate agencies, assistance with restitution and crime
victim compensation.
2. Provide restorative justice options as appropriate.
3. Participate in community events that support victims (i.e.National Crime Victims'
Rights Week and National Domestic Violence Awareness Month) and promote
community safety.
Improving the Criminal Justice System
1. Coordinate continuing training/educational workshops to improve the criminal justice
system.
2. Collaborate with the Hawai`i Police Department to discuss joint initiatives,policies,
and procedures to strengthen investigations and prosecutions.
3. Meet with law enforcement, government agencies, and community service providers
to improve handling of domestic violence, child abuse, and sexual assault cases.
4. Meet with Hawai`i criminal justice agencies and State branches to discuss appropriate
interventions and consequences for offenders.
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Objectives (continued)
Improving the Juvenile Justice System
1. Coordinate continuing training/educational workshops to improve delivery of
services along the continuum of the juvenile justice system. •
2. Collaborate with law enforcement, government agencies, schools, and community
service providers to discuss joint initiatives, interventions,policies and procedures to
improve outcomes for juvenile offenders.
Community and Crime Prevention Initiatives
1. Support prevention, education, and intervention initiatives directed at reducing crime
and increasing public safety on issues such as domestic abuse, including to reduce
child abuse and neglect, substance abuse, and impaired driving.
2. Coordinate continuing training/educational workshops to promote healthy behaviors,
crime prevention and early intervention initiatives.
3. Provide meeting coordination and fiscal support to the County of Hawai`i Committee
on the Status of Women.
Program Highlights
Core Prosecution
1. The Office of the Prosecuting Attorney coordinated training opportunities for deputy
prosecuting attorneys. This included basic and advanced trial skills, digital and
forensic evidence, witness management, and specialized training to handle witness
intimidation,witness protection, sexual assault evidence collection, domestic
violence, child abuse,narcotics distribution, firearms, impaired driving, and other
types of cases requiring specialized knowledge to promote the use of vertical
prosecution,where appropriate, and enhance overall criminal investigation and
prosecution results.
2. Several deputy prosecuting attorneys and members of our Investigators Unit worked
collaboratively with other local, state, and federal law enforcement agencies in
"Operation Keiki Shield," (OKS) an initiative focused on identifying and arresting
offenders who commit internet-facilitated sex crimes against minors and rescuing
victims of child sexual exploitation and abuse.
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Highlights (continued)
3. The Office of the Prosecuting Attorney sponsored a training opportunity for police
' detectives,police officers, and investigators entitled, "The Reid Technique of
Investigative Interviewing and Advanced Interrogation." The four-day training
covered the interpretation of verbal and non-verbal behavior symptoms to assess the
credibility of a subject's statement,phrasing behavior provoking questions,
anticipation of answers from truthful and deceptive individuals, and other
investigative interviewing techniques and strategies.
Victim Services
1. The Victim Assistance Unit(VAU)provided services to 8,534 victims of crime. This
included services to 2,301 victims of domestic violence-related cases, 460 victims of
sexual violence(adults and children), 116 child abuse victims, 2,840 victims of
crimes against a person(which includes homicides,negligent homicides, assault,
robbery, and terroristic threatening), 2,346 property crime victims, and 471 victims of
other types of crimes (which can include negligent injury,harassment, non-family
temporary restraining order violations, dog bites,trespassing, etc.). The VAU also
provided services to 1,177 witnesses, 223 secondary victims, and 712 other persons
involved with victims. Restitution information and assistance was provided to 1,061
victims and 1,022 victims received information and crime victim compensation
2. A total of 143 cases were screened for Victim Offender Conferencing,where 30 cases
have been successfully completed.
3. The Victim Assistance Unit has participated in various career, school, and resource
fairs throughout the year to educate the community on various criminal justice issues
and to promote career opportunities within the Office of the Prosecuting Attorney.
4. The Restorative Justice Unit gave outreach presentations for the Puna Neighborhood
Watch which included community leaders from Leilani Estates,Ainaloa, HPP,
Orchidland, Hawaiian Acres, Fern Forest and Fern Acres,to provide VAU resources
and training on Restorative Justice Practices. The Restorative Justice Unit
coordinated with Waiakea High School and the State Judiciary for student courtroom
visits and observations,participated in the development of Going Home Hawai`i
Consortium's Sequential Intercept Model, and coordinated with the West Hawai`i
Mediation Center to facilitate victim offender conferencing for West Hawai`i
residents.
278
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Highlights (continued)
Improving the Criminal Justice System
1. The Office of the Prosecuting Attorney went live in May 2024 with its new case
management system, PRO SECUTORbyKARPEL. We are working with the vendor
to build an interface with Hawai`i County Police Department and Hawai`i Integrated
Justice Information Sharing(HIJIS) system. These integrations will allow for
information to flow between systems and will improve efficiency.
2. The Investigators Unit coordinated the transport of 28 offenders from neighboring
islands to answer for charges committed within Hawaii County.
3. 3. Our Investigators Unit has collaborated with Sunshine Farms and the
Kamehameha Schools Land Manager and Operations staff to address agriculture
crime related issues and made regular visits at local farmers markets around Hawai`i
Island. During their visits, our Investigators educate vendors and members of the
public about agriculture theft,the impact of purchasing stolen fruits,vegetables, and
produce, laws regarding ownership and movement certificates, document recent
agriculture theft incidents for victims, and share methods farmers and ranchers can
employ to protect their crops, animals,produce, and equipment.
4. Between June 2023 and June 2024, our Investigators Unit identified and contacted 69
individuals who were not in compliance with Hawai`i's sex offender registration and
notification requirements. As a result,these individuals are now accounted for and in
compliance with the sex offender registration requirements including,but not limited
to,providing a current photograph, name(s),prior name(s), alias, date of birth, social
security number,physical characteristic identifiers,residential address,telephone
number, e-mail address, cellphone number,business address, schools,vehicles,boats,
and passport, among other requirements.
5. Throughout the 2024 Hawai`i State legislative session, our office submitted testimony
on more than 25 distinct bills (excluding testimony given in multiple committees)and
monitored over 40 bills related to the criminal justice system.
Improving the Juvenile Justice System
1. Title II funding was received from the Department of Human Services, Office of
Youth Services to continue the Big Island Juvenile Intake and Assessment Center
(Center), providing immediate intervention for youth and also allowing police
officers to return to public safety duties. The Center accounted for 202 juvenile
intakes. Monthly status meetings are held with the Salvation Army Family
Intervention Services, Hawai`i Police Department, Department of Human Services'
Child Welfare Services, Family Court- Juvenile Client Services,Department of
Health Family Guidance Center,Hawai`i Youth Correctional Facility, Department of
Education, and Office of Youth Services.
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Highlights (continued)
2. Our Restorative Justice Program screened cases to participate in Victim/Offender
Conferences (VOC). Of 20 juvenile cases screened, eight cases were approved to
participate; of those approved, five cases completed VOC successfully.
3. The Office of the Prosecuting Attorney co-sponsored the Hawai`i Island Career Expo
at Aunty Sally Kaleohano's Li`au Hale in Hilo which included 136 presenters from
50 different organizations and serviced 725 intermediate school students from 15 East
Hawai`i schools. Presenters spoke to students and shared their duties and
responsibilities of their current positions,individual career paths, and provided
helpful insight into possible career and post-high school educational opportunities.
Community and Crime Prevention Initiatives
1. The Office of the Prosecuting Attorney maintained a monthly segment called,
"Talking Story with the Prosecutors,"as a part of the"Crimestoppers"public access
television program on Na Leo TV. Each month,the Prosecuting Attorney meets with
various staff or community members to discuss ongoing efforts to address crime on
Hawai`i Island.
2. The Office of the Prosecuting Attorney utilized its social media platforms on
Instagram(https://www.instagram.com/hawaiiprosecutors/) and Facebook
(https://www.facebook.com/HawaiiProsecutors)radio advertising, and participated in
sign-waving events to build capacity and raise awareness on community events and
issues related to our Office and its various projects and interests. Since the formation
of the social media platforms,the Office has shared 1,350 posts (as of this report) and
has a following of over 1,500 on Facebook and 2,400 on Instagram. Content is
shared almost daily and can vary between announcements of the filing of new
criminal charges, disposition or sentencing decisions, substance misuse awareness
posts,notifications regarding upcoming community resource events, employment
opportunities, criminal law education, and others.
3. Our Crime Prevention Unit in partnership with the Office of Housing and Community
Developing coordinated, "It Takes a Village", a crime, substance abuse prevention,
resource and networking fair in both Hilo and Kona. Hawaii Island service providers
focused on substance misuse,prevention,reintegration, and criminal justice system
related disciplines were provided an opportunity to identify how we can utilize our
limited on-island resources, collaborate to expand our individual services, and build
each organization's capacity to better serve our community,promote public safety,
prevention, and reduce crime.
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Highlights (continued)
4. Our Crime Prevention Unit coordinated"The Truth About Youth& Social Media"
presentations facilitated by School Resource Officer(SRO)David Gomez from Boise
County (Idaho). Over 500 youth attended his presentation that covered topics such as
social media safety,making good decisions,being kind, and drug prevention. Over
170 community members attended presentations in East and West Hawai`i covering
issues through a caregivers' perspective, internet crimes against children
investigations, sextortion/scams, social media apps, substance misuse/emerging drug
trends, effectiveness of no cellphone policies in schools, and provided helpful tips and
strategies for youth prevention initiatives.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate _
Charges:
Opened during period 15,326 18,000 30,000
Accepted for prosecution 12,777 14,000 26,000
Circuit Court 3,694 4,000 4,000
District Court(criminal,excludes traffic) 7,905 8,000 =
District Court - - 20,000
Family Court 1,178 2,000 2,000
Circuit Court calendar days:
Hilo 492 492 492
Kona 492 492 492
Misdemeanor calendar days:
Hilo(a.m.and p.m.) 208 208 208
Puna •
104 104 104
South Kohala/Hamakua 76 76 76
North Kohala 76 76 76
Kona/Ka`u 180 180 180
Family Court(Juvenile)calendar days:
Hilo,Puna 52 52 52
Kona 52 52 52
N.&S.Kohala/Hamakua 12 12 12
Family Court(Adult-DV)calendar days:
Hilo,Puna 52 52 52
Kona/Ka`n 26 26 26
S.Kohala 12 12 12
Hamakua 12 12 12
Drug Court(Adult)calendar days:
Hilo 52 52 52
Kona 52 52 52
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PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Measures (continued)
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Drug Court(Juvenile)calendar days:
Hilo 52 52 52
Kona 52 52 52
Veterans Treatment Court calendar days:
Hilo 52 52 52
Kona 52 52 52
Mental Health Court(District Court)calendar days:
Hilo/Puna 24 24 24
Kona/Ka`u 12 12 12
Environmental Court calendar days:
Hilo 12 12 12
Kona 104 104 104
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 107 113 113
Salaries and Wages 7,651,770.65 11,083,789 11,148,719
Operations 548,612.62 772,955 772,955
Equipment 82,043.11 200 200_
Program Total 8,282,426.38 11,856,944 11,921,874
•
282
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Prosecuting Attorney 1 1 1
1st Deputy Prosecuting Attorney 1 1 1
Account Clerk 1 - -
Accountant I - 1 1
Accountant III 1 1 1
Business Administrator 1 1 1
Clerk II 1 - -
Clerk III 3 - -
Deputy Prosecuting Attorney 37 37 37
Executive Assistant to the Prosecuting Atty 1 1 1
Grant Coordinator - 1 1
Human Resources Technician I 1 1 1
Information Systems Analyst IV 2 2 2 _
Information Systems Analyst V 1 - -
Information Systems Analyst VI - 1 1
Investigator IV 1 1 1
Investigator V 6 6 6
Investigator VI 1 2 2
Investigator VII - 1 1
Legal Clerk I 8 8 8
Legal Clerk II 8 8 8
Legal Clerk III 17 16 16
Legal Clerk IV 2 6 6
Private Secretary 1 1 1
Program Manager 1 1 1
Senior Account Clerk 1 1 1
Special Projects Coordinator 2 2 2
Supervising Legal Clerk I 1 - -
Supervising Legal Clerk II 1 2 2
Victim Services Assistant - 2 2
Victim/Witness Program Director 1 1 1
Victim/Witness Counselor I 1 1 1 _
Victim/Witness Counselor II 4 4 4
Victim/Witness Counselor III - _ 2 2
Total 107 113 113
283
PROSECUTING ATTORNEY
GRANT REVENUES
Program Description
The Office of the Prosecuting Attorney receives and continually seeks funding from
Federal and State sources. These funds are used to implement innovative programs,
support prosecution efforts, educate the public,improve the criminal justice system, and
purchase equipment that would not be possible with County funds.
Program Objectives
1. State Forfeitures - State Department of the Attorney General, Civil Recoveries
Division, State of Hawai`i, $200,000. For use to assist crime prevention and healthy
communities at the discretion of the Hawai`i County Prosecuting Attorney.
2. Federal Forfeitures -United States Department of Justice and U.S. Treasury
Department,,$50,000. For use to assist crime prevention and healthy communities at
the discretion of the Hawai`i County Prosecuting Attorney.
3. STOP Violence Against Women -U.S. Department of Justice, STOP Violence
Against Women Formula Grant Program, $179,328. One Employee—To improve
prosecution of domestic violence cases involving adult women by dedicating a deputy
to handle these cases.
4. Crime Victims Assistance Program (VOCA) -U.S. Department of Justice, Office
for Victims of Crime Formula Grant Program, $709,048. Thirteen employees—To
assist victims of crime through the judicial process, focusing on crimes such as
homicide, sexual assault, child abuse and domestic violence.
5. Justice Assistance Grant(JAG) -U.S. Department of Justice, $150,000. For
technology improvements.
6. Traffic Safety Training Grant-U.S. Department of Transportation, $175,000. To
conduct statewide training to improve law enforcement system response to traffic
crash cases and improve highway safety.
7. East Hawaii Big Island Juvenile Intake and Assessment Center(BIJIAC)-
Hawai`i Office of Youth Services, $200,000. To support operation of a juvenile
intake and assessment center in East Hawai`i.
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PROSECUTING ATTORNEY
GRANT REVENUES
Program Objectives (continued)
8. Substance Abuse Prevention Program-Hawai`i State Department of Health,
Alcohol and Drug Abuse Division, $110,000. To fund a community assessment and
strengthening of Substance Abuse Systems in the County of Hawai`i.
9. USSS Electronic Crimes Task Force-U.S. Secret Service, $15,000. To reimburse
overtime and other expenses related to official investigations by U.S. Secret Service's
Hawaii Electronic Crimes Task Force.
10. Career Criminal- State Department of the Attorney General, $550,000. Six
Employees—To provide quick identification,prosecution and conviction of those
persons making a career of crime.
11. Victim/Witness Assistance- State Department of the Attorney General, $455,559.
One employee—To assist crime victims and witnesses and their families by providing
information, counseling, and support services primarily to victims of violent and
property crimes.
12.National Criminal History Improvement Program -U.S. Department of Justice
$200,000. To improve in the accuracy, quality,timeliness, immediate
accessibility, and integration of national systems of criminal history and related
records.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request _
Number of Positions 25 22 22
Salaries and Wages 1,033,240.84 2,125,938 1,751,515
Operations 397,709.64 697,350 824,354
Equipment 477,326.88 416,750 418,066
Program Total 1,908,277.36 3,240,038 2,993,935
Note: Includes Federal and State Forfeitures
285
PROSECUTING ATTORNEY
GRANT REVENUES
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Clerk II 1 - -
Deputy Prosecuting Attorney 4 4 4
Investigator V(Temp) 1 1 1
Investigator V 2 1 1
Legal Assistant II 2 2 2
Legal Clerk I 2 2 2 _
Legal Clerk I(Temp) 1 1 1 _
Legal Clerk III 1 1 1
Program Manager 1 1 1
Special Projects Coordinator 2 1 1
Student Helper 1 1 1
Victim/Witness Counselor I 2 2 2
Victim/Witness Counselor I(Temp) 2 2 2 _
Victim/Witness Counselor II 3 3 3
Total 25 22 22
286
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
Program Goals
1. To promote and support women in their roles in public and private sectors.
2. To act as a clearinghouse and coordinating body for activities and information
supporting women and girls.
3. To create public awareness of the responsibilities,needs,potentials and contributions
of women.
4. To seek improvements in educational, counseling programs and policies to meet the
needs of women and girls in order to better prepare them for their roles in the
community.
5. To work with the Hawai`i State Commission on the Status of Women to improve the
wellbeing of all women in the County and State.
6. To build and maintain relationships with federal, state, local and international
agencies advocating for the status of women.
Program Description
The Hawai`i County Committee on the Status of Women(CSW),working with the
Hawai`i State Commission on Status of Women(HSCSW),promotes equality for women
and girls in the County by acting as a catalyst for positive change through advocacy,
education, collaboration, and program development.
Program Objectives
1. Sponsor and coordinate an island wide essay contest to increase awareness among
students on the accomplishments of women in Hawaii County.
2. Promote awareness of Equal Pay for Equal Work for women.
3. Create and share a report on the status of women in Hawaii County.
4. Participate in local and/or off-island meetings or conference by sending at least one
representative. The purpose of which will be to share information with the
Committee members on current programs, legislation or issues that affect the status of
women.
5. Update and disseminate the Hawai`i Island Services Directory for Families across
Hawai`i County.
6. Promote Teen Dating Violence Prevention/Education.
7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate
with other organizations.
8. To the extent that it is safe to do so,hold rotating monthly meetings in East Hawai`i,
North Hawai`i, South Hawai`i and West Hawai`i to better allow participation from
the public. These will be held via Zoom until in-person meetings can safely resume.
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COMMITTEE ON THE STATUS OF WOMEN
Program Objectives (continued)
9. Support,through sponsorship,planning,promotion, and attendance,the Hawai`i
Island Women's Leadership Summit.
10. Promote awareness of Human Trafficking across Hawai`i County.
Program Highlights
1. The 2023-2024 Hawaii Island Services Directory for Families was updated and
distributed to service agencies and individuals island wide.
2. The CSW members participated in the Hilo Christmas Parade with the Zonta Club for
16 Days of Activism to raise awareness about violence against women and girls.
3. The CSW members participated in the Hawai`i County Office of the Prosecuting
Attorney's Domestic Violence and Hawai`i Community College's Domestic Violence
Summit. CSW actively engaged in community events to promote awareness during
Sexual Assault Awareness Month and Child Abuse Awareness Month. In April,they
participated in Denim Day to highlight the issue of sexual violence within the
community. Additionally,they organized sessions featuring speakers from the
Attorney General's office and the Sex Abuse Treatment Center of Hawai`i. These
sessions provided essential training for educators on recognizing the signs of child
abuse,understanding its various forms, and supporting children of abuse.
4. The CSW members participated in the State of Hawai`i,Department of the Attorney
General's Malama `Ohana Working Group to improve the state's child welfare
system.
5. The CSW provided resources to the"Get Out the Vote"project to encourage voting.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Number of Meetings Held 8 12 12
Events Held 2 3 3
Event Participation 5 3 3
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 1,573.22 10,000 10,000
Program Total 1,573.22 • 10,000 10,000
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PUBLIC WORKS
PUBLIC WORKS
DEPARTMENT SUMMARY
Mission Statement
The Department of Public Works will serve the community by building, operating, and
maintaining the County's infrastructure in order to create a safe, resilient, and sustainable
Hawai`i Island community.
Department Goals
1. People—our employees are our greatest resource! Treat all employees with respect,
build highly functioning teams; invest in training and technical development; foster a
sense of personal worth for every employee.
2. Transparency—promote honesty and openness with our employees and the public.
3. Customer Service—strive to provide high quality customer service,treating every
member of the public like `ohana.
4. Continuous Improvement—committed to continuously improving our operations and
enhancing our customers' experience.
5. Safety—no one gets hurt on the job! Build a culture of safety through training,
education, and policy development; strive to minimize accidents;promote employee
personal responsibility; maintain a safe work environment for our employees,
customers,vendors, and the entire public.
Funding Source and Position Count
General Fund $28,040,997_General Fund 185
Grant Revenue - Grant Revenue/Other 33
Other -
Total Budget: $28,040,997 Total Number of Positions 218
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ADMINISTRATION
Program Description
The Public Works Director serves as technical advisor to the Mayor,Managing Director,
and Hawai`i County Council on matters pertaining to building permits and code
enforcement; flood zone monitoring;maintenance of roads, streetlights,traffic signals
and signs;permitting for grading, grubbing, and right of way; culvert drainage
maintenance; repair and maintenance of roadways and bridges; and disaster emergency
response.
The Public Works Administration division provides professional and effective reception
service to all parties requesting assistance from the department;provides the public with
timely and adequate responses to requests for information;performs personnel,payroll,
and accounting functions for all six divisions; coordinates the annual budget; assists all
County agencies in the procurement of vendors for construction projects and the
administration of procurement documents; and performs community outreach and
education to the County.
Program Objectives
1. Update website to improve accessibility to department information.
2. Implement software to automate work orders and improve both project and asset
management.
3. Reduce the use of paper and digitize files.
4. Update all Department policies and procedures.
5. Manage requests and complaints in a consistent manner and ensure responsiveness.
6. Provide ongoing customer service and public relations programs that provide
transparency and facilitate interaction and education with the public, other County
departments, and all stakeholders.
7. Achieve one third of our average employee count to participate in County provided
training per year.
Program Highlights
1. Launched a new Department website to enhance accessibility for the community we
serve. We aim to create a user-friendly platform that facilitates easy navigation,
ensuring that residents can effortlessly access the information they need. The website
currently provides mapping for all ongoing Department projects, shares current
Department operational information and allows the public to easily submit comments,
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ADMINISTRATION
Program Highlights (continued)
concerns, or requests for assistance. Through these enhancements,we aspire to
strengthen the connection between the DPW and its members, fostering a more
engaged and well-informed community.
2. Identified potential Project Management Software for the Building and-Engineering
Division and will proceed with identifying a Fleet Management Software/Work Order
Management System for the Automotive Division.
3. Collaborated with the Building Division's Repairs and Maintenance Section, as well
as the Finance Department's Real Property Tax and Property Management Divisions,
to initiate the development of a comprehensive master list of facilities maintained by
the Department of Public Works. This list will serve as the foundation for conducting
a future risk and vulnerabilities assessment of all County-maintained facilities.
4. Procured 47 departmental consultant contracts and 23 County wide construction
contracts.
5. Processed 420 Requests for Government Records and recorded/addressed 1,084
complaints received for all six Divisions.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Number of department-wide industrial accidents* 16 - -
Number of employees trained in safety classes 253 125 125
No. of managers/supv rec'd Supervisory Training 19 10 10
No.of employees trained in non-safety classes or 222 120 125
trainings
Additional Information:
Number of Employees in the Department 363 375 375 •
Work Comp Cases with Lost Time** 11 5 -
*Measure will be phased out in FY 2024-25
**Measure will be phased out in FY 2025-26
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Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 27 27 27
Salaries and Wages 1,338,815.74 1,625,191 1,622,216
Operations 351,999.73 279,690 314,930
Equipment 2,570.93 10,000 100
Water Spigot 223,788.87 257,925 207,925
Program Total 1,917,175.27 2,172,806 2,145,171
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Director • 1 1 1
Deputy Director 1 1 1
Account Clerk 4 4 4
Accountant I 2 2 2
Accountant IV 1 1 1
Administrative Assistant 1 1 1
Business Manager 1 1 1
Clerk III 3 3 3
Contracts Technician 2 2 2
Human Resources Program Specialist 1 1 1
Human Resources Technician I 1 1 1
Information&Education Specialist 1 1 1
Information Systems Analyst IV 1 1 1
Private Secretary 1 1 1
Program Manager 1 1 1
Senior Account Clerk(Temp) 1 1 1
Student Helper I 3 3 3
Supervising Contracts Technician 1 1 1
Total 27 27 27
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Program Description
The Building Division is responsible for administering the County of Hawaii Building
Code and for maintaining the County of Hawai`i facilities. Both functions are based on
the Hawaii County Building Code, "to provide minimum standards to safeguard life or
limb,health,property and public welfare by regulating and controlling the design,
construction, quality of materials,use and occupancy, location and maintenance of all
buildings and structures within the County and certain equipment".
The Building Code is enforced by the Inspection Section through a permitting issuance
process that includes plan review and inspection during construction; and an enforcement
process that investigates alleged Building Code violations and requires corrective action.
The Facilities Management Section maintains,repairs,renovates, designs, and constructs
facilities for various departments in the County of Hawai`i through three Units: General
Services (GS), Repair&Maintenance (R&M), and Design and Engineering(D&E). All
work performed on the County Facilities must be Building Code compliant and is
regulated by the Building Permit process.
The Building Division provides island wide,interdepartmental services through locations
in East Hawai`i and West Hawai`i. As a part of Facilities Management,the Building
Division is also responsible for the budget and expenditures for the interdepartmental
utility services (electricity, gas, sewer,telephone,water) and for facilities' insurance
premiums.
The Building Division has begun to transition its organizational structure to support the
function of the Building Division program and goals more effectively. Program
objectives and measures are being used to identify areas needing improvement and to
further refine processes and procedures.
Program Objectives
•
1. Continue to configure the Electronic Processing and Information Center (EPIC)
system for Building Permit issuance, inspection, and code enforcement.
2. Issue Residential Building Permits within 60 calendar days of submittal when
applications are complete, and no corrections are required.
3. Complete Building Permit inspections within two business days of notice.
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Program Objectives (continued)
4. Initiate an investigation of an alleged Building Code violation within 30 calendar
days of a complaint.
5. Complete Work Orders Requests for County facilities within 30 calendar days of
receipt.
6. Deliver funded CIP Projects:
Program Highlights
1. Electronic Processing and Information Center(EPIC)
When the EPIC system launched in July 2021,technical support for the Building
Division was initially handled by a single individual,the IT Program Manager.
Despite his dedicated efforts, it quickly became clear that additional support was
necessary. To address this, an Information Systems Analyst IV position was filled in
September 2023, followed by the allocation and recruitment of a Permit Systems
Coordinator position in June 2024. With this expanded team of three,the Building IT
team (BIT)has continued to configure EPIC.
BIT also generated meaningful reports to manage permit production. These
workflow reports focus on seventeen permit groups that include emergency work,
medical facilities, cell towers, County projects,photovoltaic systems,regulatory
inspections, and permits for plumbing or electrical work only. Each permit group is
carefully managed by monitoring the queues at each stage of the permit process:
intake,plan review, out-processing, and permit issuance. This improvement has
established a permit workflow based on a first-come, first-served approach.
BIT also produced various metric reports to monitor the time to issue permits. The
first report tracks the actual time it takes from the date a permit application is
submitted to the date when the permit is ready for issue, for the duration when the
permit is at the Building Division. Durations for application corrections,payment of
fees, and uploading of missing information is excluded.
The second metric reports on productivity for the month and indicates how quickly a
permit can progress when all information is correct. This productivity metric
provides feedback to BIT and Building Managers on the effect of changes made to
the system; and it excludes factors beyond the Building Division's control,
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•
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BUILDING
Program Highlights (continued)
such as the time it takes for design professionals to make corrections. The Program
Objectives are based on the productivity metric.
In March 2024,EPIC encountered a significant setback when its interface with the
BlueBeam electronic plan review software experienced an unexpected outage.
Throughout the month,plan reviews faced substantial operational delays,preventing
them from being opened or closed efficiently. Service was restored in April 2024, at
which point efforts were prioritized on processing and issuing permits. As of June
2024,the permit workflows were still below expectations.
While staff worked diligently to make up for lost time,their efforts were hindered by
staffing shortages and the added challenge of maintaining customer service hours at
the counter and on the phones. Although production metrics demonstrate that staff
can process residential permits within 55 days, a substantial number of permits
remained in the queue.
The expanded BIT also started configuring the inspection workflow, streamlining the •
process for permit inspectors and contractors to request necessary inspections without
sorting through an array of unrelated options.
The last phase of EPIC configuration will involve the Code Enforcement Module,
designed to streamline the complaint investigation process for structures in violation
of the County Building Code. Once fully operational,the Code Enforcement Module
will store all permit details and complaints, organized by location, street address, or
Tax Map Key,to support a comprehensive Building Permit Program.
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•
BUILDING
Program Highlights (continued)
2. Building Permits Issued
The following table presents actual permits issued(excluding electrical only,
plumbing only, and sign permits) for prior years based on the County Districts.
Fiscal Year 2023-24
Percentage change from Fiscal Year 2022-23
Permits Issued Valuation Fees
Geographic
District Quantity Change Amount Change Amount Change _
1 Puna 1,115 -24% $ 161,318,577 -11% $ 855,309 -10%
2 S Hilo 597 -30% $ 167,473,719 31% $ , 796,169 18%
3 N Hilo 37 -23% $ 3,063,622 -38% $ 17,963 -44%
4 Hamakua 91 -16% $ 21,388,708 17% $ 122,119 34%
5 N Kohala 122 -24% $ 31,894,410 -10% $ 145,604 -6%
6 S Kohala 511 -13% $ 239,991,781 50% $ 1,046,960 35%
7 N Kona 893 -24% $ 305,242,022 -18% $ 1,407,987 -12%
8 S Kona 154 -28% $ 38,467,316 -2% $ 187,352 5%
9 Ka'u 140 -33% $ 16,536,921 -33% $ 89,145 -33%
Totals 3,660 -24% $985,377,076 2% $4,668,608 2%
3. General Services Service Contracts
Historically, General Services has overseen the repair and maintenance of essential
equipment through various service contracts. Along with managing a higher volume
of service contract repairs, General Services' responsibilities have expanded to
include the new 24/7 security guard services at both the Aupuni Center and West
Hawaii Civic Center, enhancing safety for both the public and county employees.
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•
Program Highlights (continued)
4. Repair and Maintenance
The aging infrastructure in County facilities has led to a rise in building system
failures,negatively impacting the accessibility and quality of workspaces. There
have been multiple work requests for leaking roofs and wall siding conditions,termite
damage, and other signs of aging. The Fire Stations and Police Stations have become
notorious for deferred maintenance that have now risen beyond the ability of the
Repair and Maintenance Section.
In June 2024,the Facilities Manager position was allocated. Once filled,this
important role will allow the Building Division to assess the condition of facilities
and take a proactive approach to repairs and maintenance before issues escalate into
larger contracted projects.
5. Design and Engineering-Project Delivery
The Design and Engineering (D&E) Section bases its project delivery on a project
priority metric that considers the Mayor and Managing Director Priorities, Planning
Department priorities,User Department Priorities,Building Division Priorities from a
facility maintenance perspective, Life Safety, Security,ADA Accessibility,Roof
Repairs and Upgrades.
The CIP project list submitted for funding projections was refined to separate the
design phase from construction phase,unless both design and construction occur in
the same fiscal year. This separation provides improved management of cash flow.
Design for the following projects were ongoing during FY 2023-24: Aupuni Center
Sewer Renovations Phase 2A,2B, 3, and 4; Central Fire Station Reroofmg, Hose
Tower Repairs,Reroofing, Painting, Ceiling Removal; Civil Defense Radio Tower
Remediation: Ka`u,Na`alehu, and Kulani; East Hawai`i Animal Shelter; Fire Station
Extractors; Hawaiian Paradise Park Fire Station Improvements; Kealakehe Animal
Shelter Interim Imporovements; Kealakehe Animal Shelter Interim Improvements;
Pahala Fire Station Reroofmg; Police Temporary Morgue at Kupuna Lane; PGV
Radio Equipment Structure& Site Iprovements; Public Safety Building,FEMA
Flood Mitigation Project(Submitted construction grant applicaton); Public Safety
Complex, Emergency Cooling Tower Replacement; and Public Safety Complex
Facility Improvements (Electric, Mechanical, Hardening).
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Program Highlights (continued)
The following construction projects have been ongoing: Aupuni Center Painting and
Reroofing; Aupuni Center Sewer Renovations Phase 1A and 1B;Aupuni Prosecutor
Office Chiller Replacement; Hawai`i County Building Lava Rock Veneer Project;
Hawai`i County Emergency Call Center; Hazardous Material Annual Assessment;
Kaiko`o Building, VRL Temporary Relocation; Kaumana Fire Station Plumbing
Improvements; Kealakehe Police Station Air Conditioning Improvements; Pahala
Fire Station Reroofing; South Point Communication Tower; and Waiakea Fire Station
Electric Improvements.
Program Measures
Objectives FY 2023-24 FY 2024-25 FY 2025-26
Budget Estimate Estimate
Issue Residential Building Permits within 90- 90%within - -
calendar days of submittal when applications are 90-days
complete and no corrections are required**
Issue Residential Building Permits within 60- - 100%within 100%within
calendar days of submittal when applications are 60-days 60-days
complete and no corrections are required*
Complete building inspections within 2-business 69% 75% 75%
days of notice(%requests completed within 2 work
days)
Initiate investigation of an alleged Building Code 8% 75% 75%
violation within 30-calendar days of a complaint
Complete Work Orders Requests for County 56% 95% 95%
facilities within 30-calendar days of receipt
Deliver CIP Projects that have been funded 100% 95% 95%
Additional Division Information**
_Inspection Section**
Plan Reviews Performed:** 6,335 - -
Permits Issued:** 3,708 -Residential** 1,374 - -
Non-Residential Commercial** 364 - -
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Program Measures (continued)
Electric Only** 579 - -
Plumbing Only** 70 --
Photovoltaic—Residential** 1,297 - -
Photovoltaic—Non-Residential/Commercial** 18 - -
Regulatory** 6 - -
Permit Inspections Performed(Quantity):**
Building** 7,931 - -
Electrical** 9,999 - - _
Plumbing** 4,564 - -
Building Code Violations(Quantity):**
Complaints Received** 596 - -
NOVs Issued** 18 - -
ORDERs Issued** 6 - -
Facilities Management Section**
CIP Project Programmed(subject to funding)** 20 - - _
Number of Building Structures Maintained** 80 - -
Floor Area Maintained(square feet)** 205,000 - -
Grounds Area Maintained(acres)** 51 - -
Repair and Maintenance Jobs Performed** 1,827 - -
Structures in Design** 14 - -
Structures in Construction** 5 - -
Parking Citations Issued** 320 - -
*New Measure FY 2024-25
**Measure will be phased out and not tracked in FY 2024-25
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 116 119 119
Salaries and Wages 6,066,475.98 7,904,126 8,098,192
Operations 7,008,321.09 10,096,457 10,002,782
Equipment 193,419.75 472,655 687,555
Program Total 13,268,216.82 18,473,238 18,788,529
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Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Accountant I 1 1 1
Architect II 1 1 1
Architectural Drafting Technician I 2 2 2
Architectural Drafting Technician II 1 1 1
Building Chief 1 1 1
Building Facilities Manager - 1 1
Building Inspector 14 14 14
Building Maintenance Worker 1 1 1
Building Permit Clerk 8 8 8
Building Plans Examiner V 6 6 6
Building Projects Manager 2 2 2
Building Repair and Maintenance Supervisor 1 1 1
Carpenter-Cabinet Maker 5 5 5
Custodian/Groundskeeper I 20 20 20
Custodian/Groundskeeper II •
5 5 5
Deputy Building Chief 1 1 1
Electrical Engineer II 1 1 1
Electrical Inspector 10 10 10
Electrician 2 2 2
General Services Superintendent 1 1 1
General Services Supervisor 2 2 2
Information Systems Analyst IV - 1 1
Lead Carpenter-Cabinet Maker 2 2 2
Lead Electrician 1 1 1
Lead Painter 1 1 1
Mechanical Engineer IV 1 1 1
' Painter 2 2 2
Parking Control Officer • 1 1 1
Permit Systems Coordinator - 1 1
Plans Examining Manager 1 1 1
Plumber 2 2 2
Plumbing Inspector 6 6 6
Program Manager 1 1 1
Program Support Technician 1 1 1
Projects Coordinator 3 3 3
Structural Engineer 1 1 1
Supervising Building Inspector 2 2 2
Supervising Building Permit Clerk 2 2 2
Supervising Electrical Inspector 2 2 2
Supervising Plumbing Inspector 2 2 2
Total 116 119 119
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Program Description
The Engineering Division provides civil engineering,bridge inspections, land surveys,
and regulatory services in accordance with Chapters 10,22, and 27 of the Hawai`i
County Code (HCC);performs design engineering and construction inspection and
management for County drainage and roadway projects. The Division is comprised of
the following six sections:
• Administration
• Land Surveying
• Regulatory Review
• Design and Investigation
• Inspection
• Bridge
The Administration section provides the following services:
1. Provides general supervision and administrative support.
2. Coordinates civil engineering(non-building)projects and programs using County,
State, and Federal funds.
3. Supervises and coordinates land acquisition activities for the Department.
The Land Surveying section provides the following services:
1. Provides general land surveying services, including topographic maps and
boundary studies.
2. Produces parcel maps and their descriptions for the County.
3. Reviews privately generated survey maps and descriptions.
4. Addresses survey issues and complaints related to County facilities, such as road
encroachments.
5. Maintains an inventory/file of all road and drainage rights-of-way,Public Works
parcels, and survey records generated by the County.
6. Provides County maps and survey information to the public.
The Regulatory Review section provides the following services:
1. Implements/enforces the applicable regulatory requirements of Chapters 10, 22
and 27,HCC.
2. Provides comments to the Planning Department on land-use related matters, such
as subdivision, `ohana,variance, and change of zone applications; and on Special
Management Area(SMA),Use, and Special Permits.
3. Investigates and resolves regulatory complaints (except for building permit plans),
reviews and/or coordinates the review and approval of all private construction
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Program Description (continued)
plans,traffic reports, flood studies, environmental documents, as they relate to the
interests and regulatory authority of the Department.
The Design and Investigation section provides the following services:
1. Plans, designs, and constructs civil engineering(non-building) County Capital
Improvement Projects (CIP) and FHWA STIP projects.
2. Investigates and resolves roadway, drainage, and other related complaints.
3. Provides drafting services.
The Inspection section provides the following services:
1. Inspects civil engineering(non-building) County CIP;private subdivision, and
development construction.
2. Inspects grading, grubbing and stockpiling work per Chapter 10 of the HCC.
3. Inspects construction within the County right-of-way(R-O-W)per Chapter 22 of
the HCC.
The Bridge.Section provides the following services:
1. Bridge inspections for bridges on the NBI program.
2. Plans, designs, and constructs bridge repair,maintenance, and/or replacement
projects.
3. Bridge load ratings for bridges on the NBI program.
Program Objectives
1. Participate in the State/Federal Highway Administration(FHWA) Statewide
Transportation Improvement Program(STIP).
2. Complete County CIP drainage and Roadway projects on time, and within budget.
3. Prepare in-house parcel maps within a three-month time frame for road
encroachments, easements, and parcel mapping.
4. Process time-sensitive documents such as environmental assessments, subdivision
applications, variance applications, change of zones, State land use (SLUs),use
permits, SMAs, special permits, and `ohana dwellings;by the stipulated deadlines.
5. Process,within a one-month timeframe, subdivision and commercial development
construction plans, drainage reports, solely Chapter 10 plans (i.e. grading, grubbing,
and stockpile), solely Chapter 22 plans (i.e. permit to work within the County right-
of-way, sidewalk use,private waterline, etc.), complaints, and environmental matters
that do not have a stipulated deadline.
•
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Program Objectives (continued)
6. Process all permits issued by the Division, including building permits,within one
month.
7. Comply with the National Bridge Inspection(NBI) and other Federal, State, and
County of Hawai`i bridge inspection regulations including preparation and
submission of bridge reports,by conducting bi-annual inspections of the 145 bridges
in the NBI program.
8. Initiate and oversee repair and maintenance and/or replacement projects of bridges
due to deterioration, deficiencies, and defects.
9. Conduct structural analyses to determine the load rating(Inventory and Operating) of
in-service bridges registered in the NBI, as needed.
10. Conduct underwater inspections of NBI registered.in-service bridges, as needed.
Program Highlights
1. Completed construction for the following projects: $15.3M Kilauea/Keawe
Rehabilitation Project(STIP), $2M Kolekole Stream Bridge (#28-4)Hurricane Lane
Damage Repair, $400K Lanikaula Street Drainage Improvements and the$200K
Kaiwiki Bridge Repair.
2. Projects under construction were$26M Waikoloa Road Rehabilitation Project(STIP),
$4.9M Mamalahoa Highway Resurfacing-Kamalani St to Kalamauka Rd. Part 2
(STIP), $4M Lanikaula Street Rehabilitation—Kilauea Avenue to Manono Street
(STIP), $3.5M Pauahi Street Bridge Reconstruction, and$1M Hilo Shipman Drywell
Drainage Improvements.
Projects in the bidding phase were: Honoli`i Stream and Ka`iwilahilahi Stream
Bridges Rehabilitation(IIJA Grant), Highway 137A—Hwy 132 to Pohoiki of the
Lava Inundated Emergency Repair Road Projects (FEMA), and Mamalahoa Highway
Resurfacing Project Parts 1 & 3 (STIP).
3. The following projects were in the Design phase: the Lava Inundated Emergency
Repair Road Projects;"Pohoiki Road, Highway 137B and portions of Leilani Avenue
(FEMA), multiple Hurricane Lane Repair Projects (FEMA),the Kawili Street
Shoulder Improvements,the Manono Street Shoulder Improvements,the Pahoa Post
Office Road Reconstruction, Kahakai Shoulder Improvements Project(TAP Grant),
Kilauea Avenue Shoulder Improvements (SRTS Grant), Wailoa Stream Flood
Control Channel Dredging Project, Various Island wide Drywell/Drainage
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Program Highlights (continued)
Improvement Projects, and the Waikoloa Road/Paniolo Drive Intersection
Roundabout Project, Wilder Road Culvert Replacement, Mohouli Street
Rehabilitation(STIP), and Safe Route to Hilo Union School(TAP Grant).
4. Bridge Projects in the Design phase were: Waima'au'au Stream Bridge Repair,
Ka`ahakini Bridge#29-1 Reconstruction, Makea Stream Bridge Replacement,Bridge
No. 27-3 Ka`ie`ie Stream Bridge Repair, Repairs to Bridge#s 25-1, 25-2, 27-7, 41-1,
44-6, 44-7,26-3, 27-5, 28-3, 31-2, 32-1, 36-1, and Hakalau Stream Bridge (Karma
Road), and Kaiwiki Bridge#1 and `Ope`a Stream Bridge (STIP),the Waianuenue
Bridge Rehabilitation Project(FEMA HGMP),the 4 Mile Creek Bridge
Reconstruction, and the Waika'alulu Gulch Bridge#44-8 Rehabilitation.
5. Projects in the Planning phase were Waipi`o Valley Road Safety Improvements
Project,the Kawailani Street Shoulder Improvements Project(SRTS Grant),the
Puhala Street Extension Project,the Ane Keohokalole Phase III Project,the
Kahakai/Punawai Roundabout,the Haihai Street Shoulder Improvements, the
Halaulani Place Overpass Demolition,the Waiakea-Palai Flood Control
Improvements, and the South Kohala Flood Study.
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Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Program Measures
All Construction Contracts Completed $13,000,000 $70,000,000 $101,000,000
FHWA Construction Projects Completed $3,000,000 $20,000,000 $42,000,000 _
FHWA Projects with Design/Planning in Progress 6 3 5
Prepare In-House Parcel Maps-Within Three 8 4 6
Months
In-house Active Construction Management Projects 10 10 10
No.Bridge Inspections of Total Bridges 114 70 70
No.Bridge Repair&Maintenance 94 50 70
No.Bridge Replacement/Rehabilitation Projects 11 25 20
Regulatory Review
%of Applications,etc.Reviewed by Deadline 88%(75/85) 100% 100%
%of Plans,etc.Reviewed Within One Month 78% 100% 100%
(931/1189)
%of Permits Processed Within One Month 99% 100% 100%
(5476/5552)
Community Rating System
No.Points in the Federal Emergency Management 1,674 1,674 1,674
Agency(FEMA)Public Info Community Rating System
ADDITIONAL DIVISION INFORMATION
Design&Investigation
Survey Projects and Requests 278 300 300
Regulatory.Review Detail
Construction Plan Reviews—Private Developer 4 30 20
Subdivision Application Reviews 83 85 85
Subdivision Construction Plan Reviews 47 25 30
Grading/Grubbing/Stockpiling/R-O-W Permits 616 450 500
Regulatory Inspections
Subdivision Construction 9 20 15
Grading/Grubbing/Stockpiling/R-O-W Permits 350 300 300
Complaints 422 300 350
305
PUBLIC WORKS
____ ENGINEERING
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 41 42 42
Salaries and Wages 691,229.91 813,265 897,652
Operations 146,265.26 142,497 108,897
Equipment 16,074.16 23,400 40,600
Program Total 853,569.33 979,162 1,047,149
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Civil Engineer III 1 1 1
Civil Engineer IV 10 10 10
Civil Engineer V 5 5 5
Civil Engineer VI 1 1 1
Civil Engineer VII 1 1 1
Clerk III 1 1 1
Construction Inspector 1 1 1 -
Engineering Aid III 1 1 1
Engineering Aid IV 1 1 1
Engineering Permit Clerk 2 2 2
Engineering Support Technician IV 9 9 9
Geographic Information System Analyst II - 1 1
Land Surveyor I 1 1 1
Land Surveyor III 2 2 2
Land Surveyor IV 1 1 1
Senior Construction Inspector 1 1 1
Senior Project Construction Inspector 1 1 1
Supervising Engineering Permit Clerk 1 1 1
Supervisory Project Construction Inspector 1 1 1
Total 41 42 42
•
• 306
PUBLIC WORKS
AUTOMOTIVE
Program Description
The Automotive Division is a support-service division responsible for the repair and
maintenance of all County vehicles and equipment,with the exception of equipment that
may be practically maintained by the respective departments. The division furnishes
parts, labor, accessories, gasoline, diesel, lubricants, and tires.
The division's primary goal is to continue to maintain the County's fleet of vehicles and
equipment with accountable,trustworthy, and motivated service, so that employees will
always have safe and operable vehicles and equipment to use. The division aspires to
keep the County on the move.
Program Objectives
1. Perform at least 90% of the work to repair,maintain, and weld all County vehicles
and equipment that belong to various County departments and agencies,thereby
reducing the reliance on third-party vendors.
2. Reduce the backlog of monthly repairs of the Construction Equipment section from
the prior fiscal year.
3. Reduce the backlog of monthly repairs of the Automotive section from the prior fiscal
year.
Program Highlights
1. Completed 3,615 (96%) of work orders for County vehicles and equipment in-house;
only 159 needed to be serviced by contracted vendors.
2. Filled one Construction Equipment Mechanic position.
•
307
PUBLIC WORKS
AUTOMOTIVE
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Average Monthly Repair Orders Completed(By
Staff vs. Contract):
Garage 100%(136/0) 99%(144/2) 99%(140/2)
Construction Equipment 87%(99/13) 92%(93/8) 90%(96/10)
Solid Waste 100%(41/0) 94%(58/4) 96%(49/2)
Welding 100%(12/0) 95%(18/1) 94%(15/1)
Average Monthly Repair Order Backlog:
Garage 40 31 35
Construction Equipment 40 58 49
Solid Waste 10 18 14
Welding 3 2 2
Additional Information:
Average Monthly Repair Orders Received(Including
Prior Month's Carryovers):
Garage 177 174 175 _
Construction Equipment 152 160 156
Solid Waste 50 75 62
Welding 15 19 17
No.of Equipment Damage Report 0 0 0
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Number of Positions 30 30 30
Salaries and Wages 1,901,784.94 2,058,217 2,058,217
Operations 2,638,612.42 3,582,231 3,671,831
Equipment - 25,100 100
Program Total 4,540,397.36 5,665,548 5,730,148
308
PUBLIC WORKS
AUTOMOTIVE
Personnel Position Summary .
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Automotive Equipment Superintendent 1 1 1
Automotive Mechanic I 5 5 5
Automotive Mechanic II 1 1 1
Automotive Stores Clerk 1 1 1
Construction Equipment Mechanic 10 10 10
Construction Equipment Mechanic Temp 1 1 1 _
Construction Equipment Repair Supervisor II 2 2 2
Garage Supervisor 1 1 1
Lead Construction Equipment Mechanic 2 2 2
Lead Welder 1 1 1
Senior Account Clerk 1 1 1
Welder 2 2 2
Welder Temp 1 1 1
Total 30 30 30
309
PUBLIC WORKS
FLOOD CONTROL
Program Description
The Flood Control Program involves maintaining, operating, inspecting, and repairing
various flood control structures, levees, dams, spillways, channels, and drainage areas on
the island in cooperation with the U.S. Army Corps of Engineers (USACE) and the
USDA Soil Conservation Service(now called Natural Resources Conservation Service or
NRCS).
Program Objectives
1. Continue to conduct semi-annual inspections of flood control systems in concert with
USACE and NRCS.
2. Based on inspections,Engineering and Highways work to develop and implement
plans to repair and maintain flood control systems.
a. Prevent deterioration of structures by repairing them within six months.
b. Clear debris such as mud,rocks,branches, etc. from channel within three months.
c. Control weed and brush growth by using herbicides and mowing quarterly.
Program Highlights
1. Completed maintenance and repair work of approximately 19 miles of drainage ways,
conveyance channels, and lava tubes which included 27 flood control systems,island
wide.
310
PUBLIC WORKS
FLOOD CONTROL
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Annual Inspections 1 1 1
Flood Control Systems 27 27 27
Flood Control Systems—Miles 19 19 19
Additional Information:
South Hilo District: 13 13 13
Alenaio#4,AinakO,`Iwalani,Palai,Ainaola,
Haihai,Keone,Kilikina
Kawili,Wai-o-lama, `Akolea,Waiakea,Wailoa
North Hilo/Hamakua District: 2 2 2
Kalopa,Waipi`o •
North/South Kohala District: 1 1 1
Pu'ukapu
North/South Kona District: 5 5 5
Kainaliu,Kona Coffee Mill,Keopu/Keopu Heights
Kamani Tree Basin,Kailua Industrial
Kai District: 3 3 3
Pa`au`au,Na'alehu,Wai`ohinu/Bamboo Forest
Puna District: 3 3 3
North Kulani,Kukui Camp Road,Shipman
Industrial
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations. 328,236.00 330,000.00 330,000.00
Equipment - -
Program Total 328,236.00 330,000.00 330,000.00
311
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• RESEARCH dt
DEVELOPMENT
RESEARCH & DEVELOPMENT
DEPARTMENT SUMMARY
Mission Statement
The mission of the Department of Research&Development(R&D) is to imagine, invest
in and collaboratively create a sustainable, equitable, and thriving Hawai`i Island.
• To Imagine-R&D serves as the innovation hub of Hawai`i County government.
Leadership and staff are dedicated to positioning itself at the forefront of research
and technology to build a sustainable future for the island where its people and `aina
flourish.
• To Invest In-R&D utilizes its wealth of data with experienced and knowledgeable
staff capable of conducting necessary analysis, along with policy actions,to access
financial and other resources which provide funding for a variety of county and
community projects.
• To Collaboratively Create-R&D's strength lies in its ability to connect the
world's resources with state,county, community, and the island's abundant natural
resources to find the best path toward community well-being.
Funding Source and Position Count
General Fund $3,676,779 General Fund 19
Grant Revenue $ 49,900 Grant Revenue/Other 3
Other Revenue $ 235,050 Split Funding: GF/Grant/Other 4
Total Budget $3,961,729 Total Number of Positions 26
312
RESEARCH & DEVELOPMENT
DEPARTMENT SUMMARY
Department Goals
To strengthen the resilience and well-being of Hawai`i Island communities and develop a
robust, diversified, and regenerative economy across three areas: environment, social and
economic.
1. Sustainability: to ensure stewardship of natural resources that underpin Hawai`i
Island's economy,promote energy efficiency and sustainable practices.
2. Social: to ensure equitable access to support services (social,physical, and mental
health), community networks, social capital and other government programs, and
enhance cultural and community resilience.
3. Indigenous Data Science: to utilize indigenous data science to guide and support
indigenous data science research,program development, and capacity building
integrating indigenous and place-based practices that optimize the restoration and
regeneration of the people and places on Hawai`i Island.
4. Broadband: to support Digital Literacy programs and allocate resources to
strengthen the robust Broadband ecosystem on Hawai`i Island with the end goal of
providing internet access for all.
5. Economic: to ensure equitable access to goods, services, commodities, and
workforce, entrepreneurial and economic development opportunities that increase
household economic self-sufficiency.
6. Grants Management: to identify and apply for grant funding opportunities that
invest in Hawai`i County's sustainability, equity, and ability to thrive for future
generations.
313
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Description
•
The Agriculture and Food Systems Program provides leadership and support for the
development of robust local agriculture and food systems,through programs that promote
and facilitate the development, coordination, expansion,resilience, and sustainability of
their components. The Program seeks to increase producer and related sectors viability
and the availability and access to fresh, local, and affordable produce. The program aims
to foster public and private sector cooperation and innovation to overcome systemwide
challenges.
Program Objectives
1. Increase consumption of local agricultural and value-added products by expanding
marketing and education at the local,national, or international levels.
2. Support research, development, control, and education that improves agricultural
production, quality,resilience, and producer viability or reduces the impact of pests
or disease on agricultural crops, livestock, forests, or the community.
3. Support collaboration, innovation,resource development, and programmatic
sustainability throughout the food system to reduce food waste,improve producer
viability and resilience, develop workforce development pathways, or increase access
to locally produced food among low-income residents.
4. Support farm to school,place based, agriculture, and garden-based nutrition
education programs that promote environmental stewardship and improves
educational and health outcomes.
' Program Highlights
The Agriculture Program continued support for innovative projects in research,new
product and systems development,marketing and promotion,business development and
education. Project highlights include:
• Supported the agriculture industry to have increased access to extension services by
funding two Extension Agents through a partnership with the University of Hawai`i at
Manna. These agents provided critical education and support to livestock producers,
indigenous crop growers, and home gardeners across Hawai`i County.
314
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Highlights (continued)
• Supported efforts to mitigate agricultural and environmental damage from feral pigs
through a partnership with Malama 0 Puna,producing training videos on
humane pig dispatch, skinning,butchering, and marinating techniques to create
smoked meat.
• Supported economic research to identify key opportunities for productivity and job
growth within sectors like diversified agriculture,healthcare, and hospitality, guiding
strategic development within the local economy.
• Supported efforts to increase the consumption and production of local value-added
and agricultural products by collaborating with Lai Opua, The Food Basket, and Hui
Malama Ike Ala `Olili.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Programs
Increase Consumption of Agricultural
Products*
Promotion of Agricultural Products Contracts* 1 - -
Support of Trade Shows/Missions* 1 - -
Support locally produced and/or value-added 3 - -
agriculture-based products*
Research,Development&Education*
Critical,Effective&Timely Research* 1 - -
Aquaculture Research Project* 1 - -
Agricultural Website Inquiries* 146 - -
Update website two times a month 12 - -
Development of farmer skills,business 2 - -
management*
Invasive Species Research,Education& 4 - -
Business*
Training* 2 - -
Committee/Program Meetings*
Attendance* 38 - -
Agricultural Theft Program*
Producer and Vendor Educational workshops* 6 - -
315
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Measures (continued)
Food System&Local Agricultural Partners
and Networks*
Convene food systems networks with agricultural 60 - -
industry partners to identify barriers and
opportunities*
Host Community Food Summit* 1 - -
Food System Partners Meetings* 328 - -
Support projects,materials,and events that 12 - -
increase cooperation,innovation,and
sustainability within the local food system*
Increase Local Food Access*
Support the development and coordination of at 1 - -
least 2 gleaning or food rescue programs.*
Participate in youth education and farm to school 6 - -
network meetings and initiatives that aim to
increase consumption of local foods.*
Develop community resources* 4 - -
Support awareness and increased efficiency of 18 - -
food assistance programs*
Emergency Food Plan
Increased Consumption of Agricultural - 5 5
Products**
Support research,development,control,and - 9 5
education that improves agricultural production,
quality,resilience,producer viability or reduces
the impact of pests or disease on agricultural
crops,livestock,forests,or the community**
Support collaboration,innovation,resource - 3 4
development,and programmatic sustainability
throughout the food system**
Support farm to school,place based,agriculture, - 2 2
and garden based nutrition education programs**
*Program Measure being phased out.
**New Program Measure for new area of strategic focus in FY 2024-25
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 141,791.77 443,500 392,500
Program Total 141,791.77 443,500 392,500
316
RESEARCH & DEVELOPMENT
TOURISM
Program Description
The Tourism Program is guided by the vision, goals, and objectives of the Hawai`i Island
Tourism Strategic Plan 2020-2025 (TSP). The Program provides leadership and financial
support for regenerative tourism to build a sustainable,regenerative visitor industry on
Hawai`i Island that promotes the preservation of its natural and cultural resources and a
high quality of life for residents.
Program Objectives
The Tourism Program objectives aim to protect the well-being of residents and visitors
and the island's natural and cultural resources, as well as provide timely response to
shifting market demands.
1. Increase Hawai`i Island visitor industry contribution through strategic marketing to
international and niche markets, strengthen community/private/public and
international partnerships public relations, activities that maintain direct air service,
kama`aina visitor campaigns, and Conventions, Meetings, &Incentives (CMI).
2. Ensure that the Hawai`i Island visitor industry is place based, strategically and
sustainably managed to promote high quality of life for residents and preserves
natural and cultural resources for quality experiences for residents and visitors.
3. Develop an Indigenous Data Science (IDS) sector and embed IDS practices in the
Tourism Program and County operations.
Program Highlights
• Pono-Based Communication—in partnership with the Island of Hawai`i visitors
Bureau,the"Pono-Based Communication for Regenerative Tourism"Program was
implemented that included the"Rediscovering Hawai`i's Soul Briefing and Art
Collab, Pono Pledge Ambassadors,targeted international and niche outreach, and the
Texas Showcase Travel Trade through which 127 travel agents completed Destination
training and over 150 Southwest Airlines staff participated in the tradeshow event.
• Place-Based Education—in partnership with the University of Hawai`i at Hilo,
community organizations, and county departments,the following activities occurred:
Kuikahi Na'auao Hoike, Waipio Living Library Project,Pehea ka Aina and Hokupa'a
Communities of Practice in which over 60 county employees across 14 departments
participated in protocol, cultural and stewardship activities, and improving the practice
of regenerative governance.
317
RESEARCH & DEVELOPMENT
TOURISM
Program Highlights (continued)
• Research and Documentation—in partnership with the Edith Kanaka`ole Foundation,
the Honuaiakea process was facilitated for Keaukaha and Waipio,both are areas that
are heavily visited by residents and visitors. Indigenous data science was conducted to
draw out observations and analyses documented in source material such as 'oh
(chants),mele (songs) and ka`ao (stories), and methods of observation and data
analysis. From these sources of knowledge,both cultural and government
practitioners worked together to develop kanawai and kapu(guiding principles)that
are intended to guide government, industries, and communities on how to respectfully
engage with the areas and people. A community-based stewardship plan and cultural
education programs were developed from these sources.
• Responsible Tour Operations and Visitation—in partnership with the Edith
Kanaka`ole Foundation,the"Known Indigenous Perspectives and Alignment" (KIPA)
certification program for tour operators was implemented in Hilo and S. Kohala
through which 25 community members,tour operators and hoteliers were certified.
The participants learned how to shift personal and organizational perspectives to be
more connected and engaged with Hawai`i's landscape, environment, community, and
culture so they can help to shift their guests' perspectives to be more conscious of
sacred sites and approach with appropriate protocol and reverence,while engaging
visitors to participate safely while on island and return to their home with a healthy
respect of island culture and natural resources.
• Indigenous Data Science Sector development through Community-Based Stewards—
in partnership with the Kelii William Inane Legacy Foundation,Na Maka Haloa,the
Kohala Center,Island of Hawai`i Visitors Bureau, Hawaii Tourism Authority and
communities of Keaukaha,Kahaluu and Pohoiki,the Community-Based Steward,
Community Steward Collaborative projects were implemented to highlight the
relationship between collaborative resource management, innovative local job creation
and an improved visitor industry. Four paid Steward positions were created and their
duties focused on data collection and visitor education, over 300 adults and youth
participated in the education programs at Pohoiki,ten events were conducted to train
volunteers on ReefTeach, coral monitoring and hosting of schools and businesses at
Kahalu`u Bay, and over 18,000 beachgoers to Kahalu`u Bay were reached. The
Community-Based Steward Network was also developed that consists of cultural
practitioners and stewards to support Steward Programs island wide.
318
RESEARCH & DEVELOPMENT
TOURISM
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Marketing and Product Development
Total County Contribution $150,000 $550,000 $550,000
Number of cultural and promotional events 12 20 30
Visitor Arrivals and Spending(2022)
Total Airline Arrivals(2022)*** 1,779,063 1,700,000 1,700,000
International(2022)*** 188,759 110,000 150,000
Domestic(2022)*** 1,590,304 1,700,000 1,700,000
Total Cruise Ship Arrivals 273,899 60,000 150,000
Total Per Person/Per Day Spending $216.06 $200 $200
Tourism Grants**
Total County Contribution** - - $55,000
Number of community-driven tourism products - - 5
and programs.**
Number of community-based stewards working - - 3
with visitors and the tourism industry.**
Indigenous Data Science Initiatives**
Total County Contribution** - - $36,000
Number of authenticated Indigenous Data** - - 5
Science Standards in the Tourism Program
Number of county employees participating in - - 30
Indigenous Data Science activities.**
*Program Measure being phased out.
**New Program Measure for new area of strategic focus in FY 2025-26.
***HTA collects visitor statistics by calendar year. Therefore, statistics listed are based on a calendar
year versus fiscal year.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 333,808.50 220,000 255,000
Program Total 333,808.50 220,000 255,000
319
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT & INTEGRATED
ECONOMIC REVITALIZATION
Program Description
The Business Development and Integrated Economic Revitalization Program strives to
empower Hawai`i Island communities by fostering a regenerative economy that
prioritizes ecosystem health,promotes Hawai`i's products and services, and ensures
equitable access to resources. This program emphasizes collaboration, sustainability, and
leveraging indigenous values, aiming to advance the environmental, social, and economic
resilience of the island.
Program Objectives
1. Collaborative Enhancement: Foster collaboration between local stakeholders,
including businesses, communities, cultural practitioners, and government entities,to
identify and implement sustainable economic initiatives grounded in Hawai`i Island's
indigenous values.
2. Regenerative Economy Growth: Promote and support the establishment and
expansion of businesses that prioritize ecosystem health, diversification, and cultural
heritage, ensuring they contribute positively to Hawai`i Island's environmental,
social, and economic fabric.
3. Access &Empowerment: Streamline and innovate government processes to provide
equitable access to resources,training, and opportunities for residents, emphasizing
community engagement and alignment with regenerative economic principles.
Program Highlights
• Released RFP for Small Business Economic Recovery: Rolled out a Small Business
Economic Recovery and Support RFP, offering grants of up to $75,000 to help
businesses recover and grow, addressing a key need identified through talk story
sessions.
• Developed the Hub as a Central Resource: Created the Hub as a platform to connect
entrepreneurs with vital resources, business opportunities, and support networks. The
Hub helps streamline access to tools that promote business growth, cultural
sustainability, and community collaboration.
• Advanced the Native Hawaiian Women Development Initiative(NHWDI): Focused
on empowering Native Hawaiian women entrepreneurs by supporting cultural values,
providing resources, and creating opportunities for economic growth. Through
320
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT & INTEGRATED
ECONOMIC REVITALIZATION
Program Highlights (continued)
NIHWDI,we've facilitated connections between women at various stages of business
development, supporting their efforts to balance cultural integrity with business
sustainability.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Programs
Grand Total Contracts 1 3 1
Technical Assistance/Referrals 23 25 23
Committee/Program Meetings
Attendance 116 200 116
Coordination 7 10 7
Collaboration and Partnership Quality for
Economic Revitalization
Collaborative projects 1 3 1
Feedback 34 80 34
Holistic Economic and Business Impact
Businesses' adherence to ecosystem health, 11 15 11
diversification,and culture heritage
Testimonials 34 80 34
Community Resource Engagement and Economic
Opportunity
Use of program resources 268 300 268
Feedback 34 40 34
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Operations 81,296.31 245,000 230,000
Program Total 81,296.31 245,000 230,000
321
RESEARCH & DEVELOPMENT
ENERGY
Program Description
The Energy Program supports and advances renewable energy projects/generation,
energy efficiency improvements, greenhouse gas reduction, and transformation of
mobility with zero emissions innovations.
Program Objectives
1. Advance the production of energy from solid waste,wastewater, solar light, solar
heat,wind,natural temperature differences in solid, liquid, and gaseous form of
matter.
2. Continue to transform the County fleet to zero emission devices and implement
charging and fueling infrastructure to provide energy required to deliver services to
our community.
3. Reduce the energy load at County facilities.
Program Highlights
The Energy Program focused on optimizing the integration of renewable energy systems,
energy efficiency improvements, and transportation/fuel innovations that improve energy
self-sufficiency,reduce greenhouse gas emissions, lower energy costs, and ensure energy
resilience. In addition,the Energy Program is focused on supporting broadband
initiatives. Program highlights include:
• Awarded Senator Schatz earmark for mass transit hub and baseyard in west Hawai`i:
The award of$9.5 million is for the phase one of three storage and dispensing of the
hydrogen fuel.
• Executed the first 'Make Ready agreement' in the state at a mass transit location to
enable battery electric buses to charge.
322
•
RESEARCH & DEVELOPMENT
ENERGY
Program Highlights (continued)
• Executed preliminary service addendums to advance the use of third-party fmancing
to obtain electric vehicles that will be shared use across the County departments and
repair/addition of electric vehicle charging stations.
• RFI#4444-Clean Energy Production, Storage, Dispensing and Uses
• RFP#4370 Lighting Retrofit and Reduction of Greenhouse Gas Emissions at
Specified County of Hawaii Facilities
• Designed and facilitated Sustainability Summit III Energy Workshop. Compiled and
reported outcomes at the Sustainability Summit III.
• Participated in more than 20 community outreach sessions related to energy,
broadband, grant status, and gathering of community thoughts, feelings and unmet
needs.
• Pacific Hydrogen Alliance—Multiple collaboration meetings and hydrogen panel
presentations: VerdeXchange 2024 H2 Conference;Renewable Energy Industrial
Fair, Fukushima JP.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Policy/Docket Actions:meetings,testimonies and 200 200 200
other submittals attended and/or arranged
Efficiency Actions:meetings,contracts attended 16 12 16
and/or arranged
Return-on-Investment Project Actions:meetings, 30 24 24
contracts attended/arranged
Collaboration Actions:meetings attended and/or 200 150 150
arranged
Grants applications 5 10 10
EVs purchased 2 30 60
ACP Signups* 4,700 10,000 - •
County sites with public internet access 25 40 40
Climate Action Plans Published 1 1 1
Energy rebates filed for the County 0 16 8
Direct payments in lieu of tax credits and tax
deductions accepted for green technology 0 10 5
purchases
IRA tax credits and deductions filed by businesses 0 100 50
and residents
*Program Measure being phased out.
323
RESEARCH & DEVELOPMENT
ENERGY
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 87,557.43 265,000 180,000
Program Total 87,557.43 265,000 180,000
•
•
324
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Description
The Resource Center Program collects information, data, and knowledge products, and
conducts research to support R&D's programs; monitors and reports on the impacts of
department programs to promote continuous learning and improvement; offers data and
information services to County Agencies; manages the Department's website and
document repository; and provides grant support to R&D through technical assistance,
grant writing, and grantmaking activities.
Program Objectives
1. Maintain R&D Knowledge Management System.
a. Provide data and information support to County Agencies.
b. Provide research assistance for R&D program areas.
2. Evaluate and monitor R&D Program Impacts.
a. Analyze results of R&D-funded projects for economic, social, and environmental
impacts.
3. Provide Grant Support.
a. Assist R&D program areas with grant technical assistance and grant writing.
b. Facilitate the Department's Impact Grant program.
Program Highlights
• Maintained R&D Knowledge Management System.
o Provided economic data assistance for Finance Department's Annual Budget and
General Obligation Bond application.
o Provided demographic research for the Mayor's office.
o Created grant writing resource depository for R&D.
• Evaluated and monitored R&D Program Impacts.
o Continued developing evaluation framework.
• Provided Grant Support.
o Managed the National Fish and Wildlife Foundation's National Coastal Resilience
Fund for a Community-Based Hilo Bay Resilience and Watershed Management
Plan.
o Assisted Department of Environmental Management with its EPA Solid Waste
Infrastructure for Recycling grant.
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RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Manage Data,Information and Knowledge
Systems*
Assist the public and other agencies with data, 84 - -
information,and knowledge about and relevant to
Hawai`i Island(number of requests/web visits)*
Develop and publish new data sets or data reports* 57 - -
Innovation in Funding and Financing
Submit grant proposals on behalf of the County* 2 2 -
Maintain R&D Knowledge Management System
Provide information assistance to County Agencies - 5 6
Publish new knowledge product online - 10 10
Evaluate and monitor R&D Program Impacts
Develop impact evaluation framework 1 1 1
Submit impact evaluation reports to R&D - 5 2
Provide R&D Grant Support
Assist R&D with grant opportunities. 3 3 3
Facilitate R&D Innovation Grant program - 1 1
*Program Measure being phased out.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 82,126.23 65,112 201,112
Program Total 82,126.23 65,112 201,112
326
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
Program Description
The Film and Creative Industries Program fosters media production and creative industry
growth,promoting Hawaii Island as a top location, supporting various productions, and
engaging the local creative community.
Program Objectives
1. Promotion—Showcase Hawai`i Island as a leading destination for media and creative
production,both locally and globally Promote local businesses, locations, and cultural
experiences through media and content platforms, driving interest in tourism and
increasing visitor engagement. -
2. Support—Assist local and incoming creative projects with film permits, crew
identification,resources and tourism partnerships, while fostering industry networks
that contribute to both film and tourism.
3. Community Engagement—Actively involve and empower the local and creative
community, fostering collaboration and workforce development within the industry.
Create pipelines for schools to engage with industry professionals and receive credit,
while engaging visitors through film-related experiences like location tours. Foster
industry stability, innovation, and sustainable tourism practices through outreach and
engagement efforts.
4. Education and training—Offer workshops and training programs on sustainable
content creation and tourism integration for industry professionals, students, and
tourism operators. Develop a certification program for productions that adhere to
high sustainability standards, aligned with Malama `Aina and Pono Pledge efforts,
which also promote responsible tourism.
Program Highlights
• Media Production Promotion-Facilitated creation of numerous films, TV shows,and
creative projects on Hawai`i Island, showcasing its diverse landscapes and fostering a
robust film& creative industry.
• Infrastructure Enhancement-Invested in upgrading and expanding film-related
infrastructure, including a studio, equipment, and production facilities attracting more
production to the region.
• Community Collaboration-Forged strong.partnerships between businesses,
government agencies, the local community, and content providers,fostering a
collaborative environment to support creative endeavors.
327
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
• Economic Growth- Contributed significantly to the local economy through film,job
creation,business opportunities, and reinforcing the importance of the creative sector.
• Sustainability-Prioritized sustainability in media production,reducing the
environmental footprint of projects and championing eco-conscious practices.
• Cultural Preservation—Supported projects that celebrate and preserve the unique
cultural heritage of Hawai`i Island,promoting accurate and respectful representation
of past generations.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
•
Actual Budget Estimate
Trends/Research Briefs&Recommendations 12 15 15
Inquiries 400 521 530
Productions Completed 100 125 130
Production Revenues $8,000,000 $56,000,000 $10,000,000
Social Media Reach 4,200 250,000 4,500
Collaboration/Coordination Engagements 57 67 70
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 27,303.10 140,285 130,705
Program Total 27,303.10 140,285 130,705
328
RESEARCH & DEVELOPMENT
IMMIGRATION
Program Description
The Immigration Office serves as liaison on immigration matters of broad community
concern as well as serves individual needs and/or matters of immigrants on Hawai`i
Island. It acts as a resource office by providing information and assistance on
immigration related issues and concerns.
Program Objectives
1. Expand the service of the Immigration Office, which currently provides family-based
immigration assistance,to include the U.S. passport services.
2. Organize annual U.S. Citizenship Day to recognize and celebrate the
accomplishments of those who were naturalized by the Department of Homeland
Security,US Citizenship and Immigration Services (USCIS), in Honolulu.
3. Expand community outreach programs and services to assist Temporary Protected
Status (TSP)beneficiaries in accessing community resources, services and events of
cultural awareness.
Program Highlights
The Immigration Program served as a liaison to federal immigration matters in meeting
individual and family needs through direct and coordinated supportive services. Program
highlights include:
• Outreach into targeted immigrant communities to provide direct services was
accomplished by coordinating and hosting outreach events for the consulate offices of
the Philippines,Mexico,Federal States of Micronesia, and the Republic of the
Marshall Islands. At these events, critical services such as passport renewals,
authentication of documents, dual citizenship documentation and response to
questions were provided to individuals and families.
• Additional community-based work was carried out to strengthen network alliances
that further support immigrants understanding of required documentation and
available support services.
• Contacted the U.S. Customs and Border Protection to correct database information
which than allowed the Social Security Office to rerun clearances and issue social
security cards to applicants.
329
RESEARCH & DEVELOPMENT
IMMIGRATION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate _
Telephone Inquiries for assistance 3,900 ' 5,000 4,500
Office visit assistance 3,120 2,500 3,500
Community outreach 36 45 45
Email for assistance 512 450 500
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 1,030.16 1,620 1,620
Program Total 1,030.16 1,620 1,620
330
RESEARCH & DEVELOPMENT
WORKFORCE INNOVATION & OPPORTUNITY ACT
Program Description
The Workforce Innovation& Opportunity Act(WIOA)program is designed to
strengthen and improve the public workforce system at the county, state, and national
levels,helping Americans—including youth and those with significant barriers to
employment—obtain high-quality jobs and careers. Additionally, WIOA assists
employers in hiring and retaining skilled workers. Meeting workforce needs is critical
for economic growth through partnerships at the state,regional, and local levels. WIOA
promotes the alignment of workforce development programs, education, and economic
development services,including job-driven training,work-based learning, access to post-
secondary career tracks, and employment in key sectors.
Program Objectives
1. Develop and.Implement Local Workforce Development Plans—Ensure alignment
with state and Federal workforce policies and procedures, and tailor strategies to meet
the specific needs of the local workforce.
2. Facilitate Strategic Partnerships—Foster Collaboration between employers,
educational institutions, and community organizations to address local workforce
demands and enhance employment opportunities.
3. Ensure Effective Service Delivery—Oversee the operation of One-Stop Centers and
ensure the provision of comprehensive training, employment and supportive services
to both job seekers and employers.
4. Monitor and Enhance Performance—Continuously evaluate the effectiveness of
workforce development programs, utilizing data and stakeholder feedback to make
informed improvements.
5. Address Local Labor Market Needs -Proactively respond to local employment
Challenges and opportunities, driving initiatives that improve economic outcomes for
job seekers and employers.
Program Highlights
• During Program Year 2023 (FY 2023-24),we assisted 360 adults aged 18 and older
who met the income requirement,.63 dislocated workers who were recently laid off
due to company closures or who received notice of layoff,27 youth aged 14-18, and
68 out-of-school youth aged 14-24 who were considered disadvantaged and faced at
least one barrier under the WIOA program.
331
RESEARCH & DEVELOPMENT
WORKFORCE INNOVATION & OPPORTUNITY ACT
Program Highlights (continued)
• Provided employer services to 48 employers through the AJCH, including free
offerings such as labor market trend information to assist with business expansion,
relocation,future hiring, and training needs due to the recovery from the COVID-19
pandemic.
• Provided on-going recruitment campaigns for new business ventures at facilities
requiring many specialized workers.
• AJCH attended 12 Job Fairs supporting Healthcare,Behavioral Health, Education,
Construction/Trade, and Agricultural industries.
• The AJCH provided remote and in-person assistance to 3,745 people.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Adult Program
Employment 2nd Quarter 72.9% - 73%
Employment 4th Quarter 85.5% - 76%
Median Earnings 2nd Quarter After Exit $8,903 - $7,500
Credential attainment rate 54.6% - 51%
Measurable Skill Gain 72.2% - 51%
Dislocated Worker Program
Employment 2nd Quarter 82.6% - 74%
Employment 4th Quarter 76.9% - 77.5%
Median Earnings 2nd Quarter After Exit $11,484 - $9,500
Credential attainment rate 66.7% - 50.5%
Measurable Skill Gain 70% - 55%
Youth Program
Employment/Education/Training after 2' 66.7% - 67.5%
Quarter
Employment/Education/Training after 4th 57.7% - 65%
Quarter
Median Earnings 2nd Quarter After Exit $8,330 - $5,100
Credential attainment rate 37.5% - 62%
Measurable Skill Gain 27% - 51%
Estimates on measures not provided for FY2024-25
332
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
Program Description
The Community Well-Being Program is responsible for leading and ensuring the design,
strategy, and implementation of support of innovative programs to improve the health
and well-being of Hawai`i Island families and communities. It identifies innovative
models of holistic and integrated systems to create opportunities to advance a well-being
economy that nurtures our relationship with the 'aim; addresses economic inequality; and
supports individual and community health resilience.
Program Objectives
1. In collaboration with the Mayor's Office,the Hawai`i District Health Office, and
local advocates,promote community well-being by addressing subjects on public
health and social justice and highlighting local, state and/or national champions on
selected subjects.
2. Collaborate with the R&D Early Childhood Resource Coordinator and participate in
committees and working groups conducting preliminary planning and designing of
local initiatives.
3. Collaborate with the Hawai`i Island Prevent Suicide Taskforce and support
dissemination of prevention activities.
4. Support the planning of community health initiatives with an emphasis on equity and
inclusion that inform policymaking and implementation of programs.
5. Coordinate the management and distribution of Opioid Settlement Funds.
6. Support community-based efforts on disaster resilience and health and human service
coordination including,but not limited to,participating in at least four Citizen Corps
meetings, Community Action Network(CAN)meetings, and Regional Health
Partnership meetings.
333
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
Program Highlights
• After concluding a$3,000,000 U.S. Department of Health&Human Services grant to
support implementation of the Health Literacy Project"Kuleana Health Project," a
dedicated Economic Development Specialist III (temp) successfully transitioned into
an Economic Development Specialist II position to lead the Community Well-Being
Program.
• The Kuleana Health Project, a collaborative effort between the County of Hawaii,
Community First,the University of Hawai`i, and numerous community partners over
the past two years and three months, addressed disparities caused by COVID-19 and
chronic diseases and has reached over 25,000 people through seven translated
materials, over 250 education and outreach events, and over 1 million total
impressions on social media(Facebook and Instagram).
• The program, during the week of National Public Health Week(April 7— 13, 2024),
collaborated with Hawai`i District Health Office and Community First to develop a
social media strategy and daily messages focused on civil engagement,healthy
neighborhoods, climate change,telehealth, sexual health, emergency preparedness,
and the future of public health.
• The County received funds from the National Opioid Settlement which resulted in the
creation of Memorandum of Agreement(MOA)between the County of Hawai`i and
the Hawaii State Department of Health(DOH). This partnership will create a new
project,the Hawai`i Island Opioid Response Network,with a total funding of
$1,157,042.32 for the next two years.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Programs
Number of programs and/or staff funded to provide 2 2-3 2-3
enabling services that are intended to address SDOH
Number of opportunities or projects that result in
enhancing healthcare access,community health, 2 3 2-3
and/or community resilience.
Number of initiatives on mental health literacy and/or
social connectedness that reached vulnerable 2 3 2-3
community members. _ _
*Program Measure being phased out due to federal grant ending September 30, 2023.
334
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RESEARCH & DEVELOPMENT
RESEARCH &DEVELOPMENT
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 25 26 26
Salaries and Wages 1,795,265.15 1,773,075.00 1,611,658.00
Operations 920,196.42 307,634 297,214
Equipment 19,094.21 150 150
Soil and Water Conservation District 426,000.00 426,720 426,720
American Job Center-One Stop Program - 223,950 235,050
Program Total 3,160,555.78 2,731,529 2,570,792
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Director of Research&Development 1 1 1
Deputy Director of Research&Development 1 1 1
Accountant I(Temp) 1 1 1
Administrative Services Assistant I 1 1 1
Administrative Assistant 1 1 1
Clerk III 1 2 2
Economic Development Specialist II 4 4 4
Economic Development Specialist III 6 6 7
Economic Development Specialist II(Temp) 1 1 1
Economic Development Specialist III(Temp) 2 2 2
Economic Development Tech 1 1 1
Immigration Specialist 1 1 1
Private Secretary 1 1 1
Student Helper I 1 1 1
Food Systems Specialist(Temp) 1 1 1
Climate Equity,Specialist 1 1 -
Total 25 26 26
•
335
HIGHWAY FUND
PUBLIC WORKS
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Program Description
The Highway Fund involves the maintenance of roads and drainage systems for more
than 1,003 miles of public streets and highways. In addition, it includes installation,
operation, and maintenance of signs and road markings, traffic calming devices,
streetlights, and traffic signals.
Department Goals
1. To build a culture of safety through training, education, and policy development; and
to maintain a safe work environment for our employees, customers, and the'entire
public.
2. To treat our employees fairly and with respect, encourage growth and technical
development. •
3. To communicate openly and honestly with our employees and the public.
4. To strive to provide high quality customer service.
5. To continuously improve in every aspect of our operations.
6. To provide safe roadways that allow the efficient movement of people and goods
around our island.
7. To provide the necessary resources to assist Civil Defense in all matters concerning
emergency response and disaster recovery.
8. To develop and maintain systems to efficiently manage the County's highway and
traffic control assets.
9. To develop and implement operational and technical programs for traffic control
devices.
10. To expand educational programs through websites and social media tools to
encourage highway safety and to provide customers 24-hour access to request a repair
or service. -
11. To create and implement highway safety standards, and procedures.
Funding Source and Position Count
Highway Fund $60,522,559 Highway Fund 260
Grant Revenue $ 2,367,000 Grant Revenue/Other Other Revenue $ 400,000
Total Budget: $63,289,559 Total Number of Positions 260
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TRAFFIC DIVISION
Program Description
Hawai`i County Code (HCC) Chapter 2, Article 9, Section 2-41 established the Traffic
Division under the Department of Public Works. The Traffic Division installs, maintains,
and repairs all traffic control facilities, devices, and street lighting systems in compliance
with HCC Chapter 24. The Division is responsible for all traffic engineering projects for
the County and maintains a traffic education program.
Administration Section
The responsibilities of this section include:
1. Managing the Division's role in the safe and efficient movement of traffic.
2. Mitigating traffic problems and improving overall roadway efficiency and safety.
3. Receiving and resolving complaints and answering inquiries.
4. Promoting traffic education.
5. Providing supervision and administrative support for the Division.
Traffic Safety and Signs and Markings Section
The responsibilities of the Traffic Safety Section include:
1. Conducting studies, investigations, inspections, traffic surveys, and other related
activities to safeguard and facilitate vehicular and pedestrian traffic.
2. Reviewing construction plans, traffic studies, zone changes, variances, etc. to ensure
compliance with Division standards, guidelines, and policies for Federal, State,
County, and Private Entities.
3. Reviewing and inspecting new County traffic signs and markings projects.
4. Proposing,designing,and managing new traffic control related projects to help mitigate
existing traffic problems and to improve overall roadway efficiency.
5. Identifying safety improvement projects based on traffic accidents and conflict analysis
procedures.
6. Overseeing resurfacing restriping program.
7. Proposing traffic calming initiatives including driver feedback signs and speed humps;
and
8. Creating,maintaining, and improving programs to promote roadway safety.
337
PUBLIC WORKS
TRAFFIC DIVISION
Program Description (continued)
The responsibilities of the Traffic Signs and Markings section include:
1. Maintaining all County traffic signs and markings.
2. Developing and implementing a traffic signs and markings maintenance program based
on federal and county requirements and standards.
3. Installing new signs and markings generated by Safety Section projects and as directed
by the Department of Public works for in-house projects.
4. Assisting the Safety Section with studies, investigations, inspections, and traffic
surveys,resurfacing restriping program, and traffic calming initiatives.
5. Maintaining computerized supplies,materials,and traffic signs and markings inventory
database.
Traffic Signals and Street Lights Section
The responsibilities of the Traffic Signals and Street Lights section include:
1. Maintaining and operating all County and State traffic signals and streetlights.
2. Installing, operating, and maintaining County school zone beacons.
3. Installing, operating, and maintaining County crosswalk flashing beacons.
4. Installing, operating, and maintaining County driver feedback signs.
5. Establishing and applying routine maintenance programs and projects.
6. Designing and developing traffic signal, streetlight, school zone beacon, crosswalk
flashing beacon, and driver feedback sign installation projects.
7. Performing project management related to the installation and repair of traffic signal,
streetlight, school zone beacon, crosswalk flashing beacon, and driver feedback sign
devices.
8. Reviewing and inspecting new traffic signal and street light projects.
9. Real-time monitoring of the traffic signal systems.
10. Maintaining a traffic signal, streetlight,school zone beacon,crosswalk flashing beacon,
and driver feedback sign database.
338 -
•
PUBLIC WORKS
TRAFFIC DIVISION
Program Objectives
Traffic Safety Section
1. Investigate and process complaints and requests (not including projects) within 30
calendar days.
Traffic Signs & Markings Section
1. Inspect and maintain as required 250 miles of County-maintained road per year (total of
1,000 centerline miles over four-year maintenance cycle) to address markings retro-
reflectivity.
o Performance measurement: 100% completion of annual inspections.
o Performance measurement: 80%completion of all open traffic markings maintenance
work orders.
2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year).
o Performance measurement: 100% compliant.
3. Install new, and modify existing,traffic signs and markings to address safety concerns
and work requests received from the public.
o Performance measurement: 90% completion of all open safety-related work orders.
Traffic Signals & Street Lights Section
1. Investigate and repair all street light failures within ten working days.
o Performance measurement: 100% completion.
2. Investigate and resolve all traffic signal timing and operational complaints within five
working days.
o Performance measurement: 100% completion.
3. Preventative Maintenance Program:
Fifty-eight state-signalized intersections two times per year.
o Performance.measurement: 100% completion.
Sixty-one county-signalized intersections one time per year.
o Performance measurement: 100% completion.
339
PUBLIC WORKS
a
TRAFFIC DIVISION
Program Objectives (continued)
Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual
certification of 119 signalized intersections.
o Performance measurement: 100% completion.
Uninterruptable Power Supplies (UPS) annual inspections.
o Performance measurement: 100% completion.
Program Highlights
Projects Completed or In-Progress
1. Inspected county roads on a four-year maintenance cycle to address markings retro-
reflectivity.
Goal=250 miles inspected per fiscal year.
Total Miles Inspected per FY 2023-2024 =256.50 or 103%.
2. Maintained traffic signs on a seven-year replacement cycle to address signs retro-
reflectivity.
Goal= 3,760 signs changed per fiscal year.
Total Signs Replaced per FY 2023-24 =4,457 or 119%.
3. Installed new and modified existing traffic signs and markings to address safety
concerns and requests from the public.
Total Work Orders Generated= 145.
Work Orders Completed= 128 or 88% completion.
4. Investigated and repaired all street light failures.
Total Work Orders Generated=294.
Work Orders Completed=291 =99%.
5. Investigated and resolved all traffic signal timing and operational complaints.
Total Work Orders Generated=243.
Work Orders Completed=242 =99% completion.
6. Performed preventative maintenance two times per year for all state traffic signals.
Total State Traffic Signals= 58. .
Signals that Bi-Annual Inspections Completed=58 = 100%.
340
PUBLIC WORKS
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TRAFFIC DIVISION
Program Highlights (continued)
7. Performed preventative maintenance one time per year for all county traffic signals.
Total County Traffic Signals= 61.
Signals that Annual Inspections Completed=61 = 100%.
Program Measures
EXISTING MAINTENANCE FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Traffic Signal&Street Light
Investigate and repair all street light failures within 100% 100% 100%
ten working days.
Investigate and resolve all traffic signal timing and 100% 100% 100%
operational complaints within three working days.
Preventative Maintenance Program
50 state signalized intersections two times per year. 100% 100% 100%
69 county signalized intersections one time per year. 100% 100% 100%
Conflict Monitor Units(CMU)/Malfunction 100% 100% 100%
Management Units(MMU)annual certification.
Uninterruptable Power Supplies(UPS)annual 100% 100% 100%
inspections and/or replacement.
Traffic Signs&Markings
Inspect and maintain as required 250 centerline miles 100%of 100%of 100%of
of county-maintained road per year(total of 1,000 annual annual annual
centerline miles over four-year maintenance cycle)to inspections. inspections. inspections.
address retro-reflectivity. 80%of all 80%of all 80%of all
open traffic open traffic open traffic
markings markings markings
maintenance maintenance maintenance
work orders. work orders. work orders.
Maintain all traffic signs on a seven-year 100% 100% 100%
replacement cycle(3,760 signs per year).
Install new and modify existing traffic signs and
markings to address safety concerns and requests 90% 90% 90%
from the public.
Safety
Investigate and process complaints and requests(not 100% 100% 100%
including projects)within 30 calendar days.
341
PUBLIC WORKS
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TRAFFIC DIVISION
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 53 53 53
Salaries and Wages 3,366,298.53 4,091,864 4,094,516
Operations 5,765,269.44 7,238,154 7,279,304
Equipment 576,829.23 396,050 354,900
Program Total 9,708,397.20 11,726,068 11,728,720
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Program Manager 1 1 1
Civil Engineer V 2 2 2
Civil Engineer VI 1 1 1
Clerk III 1 1 1
Electrical Engineer I 1 1 1
Electrician 1 1 1
Engineering Support Tech III 2 2 2
Engineering Support Tech IV 1 1 1
Lead Traffic Electrician(1 in Kona) 2 2 2
Lead Traffic Signs&Markings Painter(3 in Kona) 6 6 6
Office Manager 1 1 1
Program Support Technician 1 1 1
Senior Account Clerk 1 . 1 1
Student Helper I 1 1 1
Supervising Traffic Technician 1 . 1 1
Traffic Electrician(4 in Kona) 8 8 8
Traffic Electrician Supervisor II 1 1 1
Traffic Signal and Street Light Inspector 2 2 2
Traffic Signs&Markings Helper(1 in Kona) 2 2 2
Traffic Signs&Markings Installer(3 in Kona) 6 6 6
Traffic Signs&Markings Painter(3 in Kona) 6 6 6
Traffic Signs&Markings Supervisor II 2 2 2
Traffic Signs&Markings Supervisor III 1 1 1
Traffic Technician IV 2 2 2
Total 53 53 53
342
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Program Description
Highway Administration
The Highway Maintenance Division oversees and directs the maintenance of roadways,
drainage systems, and public flood control structures. The Division also completes in-
house resurfacing projects and responds to various road emergencies as well as natural
disasters.
District Baseyards
Each District baseyard maintains and repairs roads, streets,highways, bridges, storm
drains and other flood control structures in their respective geographical area.
Program Objectives
1. Continue island wide in-house resurfacing program and resurface a total of at least 36
road miles or 115 lane miles of pavement annually.
2. Perform grass-cutting operations and maintain the standard of six miles (12 total)per
operator/equipment per workday and the goal of a five-week cycle per district.
Program Highlights
1. Highway Maintenance
Resurfaced 33.94 road miles of various County roads:
South Hilo 6.19 miles
Puna 9.52 miles
Ka`u 1.66 miles
North Kona 3.92 miles
South Kohala 9.94 miles
Hamakua 2.71 miles
343
PUBLIC WORKS
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HIGHWAY MAINTENANCE DIVISION
Program Highlights (continued)
2. GIS Mapping Program
Major highlights of the GIS Mapping Program include:
• Data Collection and Mapping
o Road maintainer/owner(QA/QC)
o Bridge inspection and maintenance
o Catch Basin inspection and maintenance
o Culvert inspection and maintenance
o Drywell inspection and maintenance
o Drainage and flood channel/canal inspection and maintenance
• DPW Highways GIS Dashboard
o For use by DPW Divisions,Highways Division, and Highways Districts
o Provides one location to view various maps and data resources such as:
• Paving Schedule
• 343 Exemptions
• Road Owner/Maintainer
■ Bridges
• Drainages
• Prohibited Herbicide
• GIS Base Layers
• Fiscal Year End Inventory
o Asset management tracking
o Locations and photos of all Inventory Items
• Annual Paving Projects and Scheduling
• Herbicide Spraying
o Tracking of spray locations and locations with no spray agreements in place
• Emergency Operations Center Hazard Assessment Tool
344
PUBLIC WORKS
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HIGHWAY MAINTENANCE DIVISION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Resurfacing Road Miles(Varying Widths) 33.94 36 36
South Hilo 6.19 11 11.
North Hilo/Hamakua 2.71 5 5
North/South Kohala 9.94 5 5
North/South Kona 3.92 7 7
Ka`u 1.66 2 2
Puna 9.52 6 6
Grass Cutting Operation(Cycle for Each District, in
Weeks):
South Hilo 5 5 5
North Hilo/Hamakua 5 5 5
North/South Kohala 5 5 5
North/South Kona 5 5 5
Ka`u 5 5 5
Puna 5 5 . 5
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 205 207 207
Permanent/Temporary 169/36 171/36 171/36
Salaries and Wages 8,821,705.61 10,468,736 10,467,488
Operations 10,256,343.49 10,808,015 11,004,768
Equipment 2,484,390.94 1,757,700 1,560,750
Program Total 21,562,440.04 23,034,451 23,033,006
345
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Personnel Position Summary .
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Account Clerk 1 1 1
Accountant II 1 1 1
Clerk III - 1 1
District Road Overseer I 1 1 1
District Road Overseer II 5 5 5
Equipment Operator I 27 27 27
Equipment Operator II 25 25 25
Equipment Operator III 9 8 8
Equipment Operations Instructor 1 1 1
Geographic Information Systems Analyst II - 1 1
Highway Division Chief 1 1 1
Highway Superintendent 1 1 1
Highways Technician II 1 1 1
Laborer II 72 72 72
Lead Mason 1 1 1
Mason 1 1 1
Road Construction&Maintenance Supervisor I 4 5 5
Road Construction&Maintenance Supervisor II 9 9 9
Safety&Driver Improvement Coordinator 1 1 1
Senior Account Clerk 6 6 6
Street Cleaning Supervisor 1 1 1
Street Sweeper Operator 1 1 1
Student Helper II - 1 1
Subtotal 169 172 172
TEMPORARY POSITIONS:
Equipment Operations Instructor Temp 3 3 3
Equipment Operator I Temp 6 6 6
Equipment Operator II Temp 5 5 5
Equipment Operator III Temp 4 4 4
Lead Mason Temp 1 1 1
Mason Temp 3 3 3
Road Constr&Maintenance Supervisor I Temp 6 6 6
Student Helper II 1 - -
Tree Trimmer Temp 4 4 4
Worker's Compensation Position 3 3 3
(Temporary Positions)Subtotal 36 35 35
Total 205 207 207
346
PUBLIC WORKS
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ENGINEERING
Program Description
Refer to Department of Public Works under the General Fund Section.
Program Objectives
Refer to Department of Public Works under the General Fund Section.
Program Highlights
Refer to Department of Public Works under the General Fund Section.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Salaries and Wages 1,858,075.73 2,363,855 2,547,822
Operations 1,435,585.91 3,333,196 3,473,446
Equipment 80,015.94 436,700 296,450
Program Total 3,373,677.58 6,133,751 6,317,718
347
POLICE
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Program Description
Refer to Police Department under the General Fund Section.
Program Objectives
Refer to Police Department under the General Fund Section.
Program Highlights
Refer to Police Department under the General Fund Section.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Salaries and Wages 1,194,042.86 1,900,651 1,894,557
Operations 130,476.07 336,470 536,470
Equipment 97,548.66 370,958 170,958
Program Total 1,422,067.59 2,608,079 2,601,985
348
,
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WORKS
HIGH" ~AY F~°N~~ MISCELLANEOUS
_ _
`
FY 20I3-24 FY2O24-25 FY 2020-26
Actual ' Budget Request
Roads inLimbo 42'119.49 400,000 400,000
Fringe Bmomfitm
Health Fund 1,857,950.46 2,447'500 2,692.250
3,715,316.14 4757O00 4743
3t�uQ�t��ucm18yot�u , , , ,O00
FICA ' 1'079,139.47 1`516.000 1.512,000
\ Wodcur"n Compensation 415,781.48 850,000 050,000
Total Fringe Benefits 7'068'187.55 9'570'500 9'797,250
Supplemental Transfers
Transfer to Capital Projects Food 4,718,022.12 5.000'000 7,500,000
Other Costs
Provision for Compensation - 300'000 1,106,554
Vacation Pay - 50,000 50,000
Public Safety Disaster/Emergency ' 575,000 575,000
Provision for Training - 89,326 ' 89,326
Total Other Costs - 1,014,326 1.010.880
Total MDeuolbmooua 11,020229.16 15'984,826 19,608'130
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349
GENERAL EXCISE
TAX FUND
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Mission Statement
Continue to build and improve a high-quality,multi-modal transportation system that
provides safe, reliable, convenient, environmentally responsible, and cost-effective
mobility choices that meet the needs of our residents and visitors.
Agency Goals
1. Improve transportation mobility for the public, including,service for the mobility
impaired.
2. Make riding public transportation easier, reliable, and compatible with other multi-
modal options.
3. Assist the public in obtaining transportation alternatives to the private automobile
through the use of buses,ride sharing and bicycling in a fiscally sustainable manner.
4. Create a transit system responsive to the needs of all populations including those for
whom public transit is a necessity.
5. To provide for a transportation system that allows for travel to work,health services,
educational institutions,businesses, commerce centers, after school activities, and
recreational sites.
6. Connect modes to enable a seamless integration of transit networks,bicycles, and
pedestrians by the use of transportation hubs and bus stops.
7. Implement technology to provide real time transportation information including
locations,planning, and service alerts.
Funding Source and Position Count
GET Fund $75,000,000 GET Fund 22
Grant Revenue - Split Funding: GF/Grant/Other 4
Total Budget: $75,000,000 Total Number of Positions 26
350
MASS TRANSIT AGENCY
_.!
GENERAL EXCISE TAX FUND
Program Description
The Mass Transit Agency provides island wide public transportation and operates daily
from approximately 3:15 a.m.—2:00 a.m., seven days a week on 24 routes. Hele-On Bus
passengers consist of the general public and many of the passengers are low-income and
have no other means of transportation. Individuals with a disability who are unable to
use the regular fixed Hele-On route services within the Hilo,Puna, and Kailua-Kona
service areas are afforded the opportunity to use Paratransit services known as Hele-On
Kako`o.
Other services provided by the Mass Transit Agency include the following:
• Hele-On Shared Ride Taxi Program available in the Hilo area,provides up to nine
miles of travel and an ADA accessible vehicle.
• HIBIKE bikeshare bicycles are free for Hele-On transit passengers and are located in
Hilo and Kailua-Kona.
• Hele-On Hoa Holo Vanpool program which subsidizes commuters.
• Hele-On Ho`okele, a rural door-to-door service provided by the Hawai`i County
Economic Opportunity Council (HCEOC)which provides persons with disabilities,
seniors and the general public with door-to-door transportation in areas where Hele-
On bus and shared ride taxi services is limited on weekdays.
•
The County contracts Hele-On fixed route transit system,Hele-On Kako`o paratransit
system and Hele-On Micro micro transit system(these contracts are currently expiring
this fiscal year and we are working on a new contract to put it out to bid), People for
Active Transportation Hawai`i (PATH)to operate the HIBIKE bikeshare system,
Commute with Enterprise to operate Hele-On Hoa Holo and HCEOC to operate Hele-On
Ho`okele. The County also has many other contracts to support Mass Transit Agency
operations including bus washing, security,bus shelter cleaning and three taxicab
companies for the Shared Ride Program.
The Mass Transit Agency also provides administrative support for the Hawai`i County
Transportation Commission and oversees taxicab operators for Hawai`i Island.
351
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Objectives
1. Continue to:
a. Make riding transit easier,reliable, and more desirable than other options.
b. Develop our transit system to serve the employment and social needs of all
people.
c. Implement technology to provide real time transportation information.
d. Advance the concept of transportation hubs with spoke circulating buses.
e. Identify, and improve bus stops,to provide for safety and security with amenities
that provide rider comfort, and that help support community and village gathering
, places.
2. Implement Master Plan transit system requirements in a fiscally sustainable manner.
Program Highlights
1. In the period from July 1, 2023,to June 30, 2024,the Hele-On transit system(buses,
paratransit, demand response,taxi, and vanpool) collectively transported 1,229,063
passenger trips. In the same period, last fiscal year,Hele-On carried 1,046,888
passenger trips. HIBIKE, the bikeshare system operating island wide carried 6,351
bicycle trips.
2. An additional Federal Transit Administration(FTA) grant through Hawai`i
Department of Transportation(HDOT)was obtained to support the replacement of
paratransit fleet, continued transition to zero emission buses using battery electric and
hydrogen, Pahoa Transit Hub Planning,transit hub planning and ADA bus stop
accessibility island wide.
3. Continued work on the hydrogen bus project by U.S. Hybrid and Hawai`i Natural
Energy Institute, School of Ocean and Earth Science and Technology, with two buses
delivered on island and one being currently used in Kailua-Kona, and the other being
retrofitted.
352
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Highlights (continued)
4. Continued work with SSFM on:
a. Planning of the Kailua-Kona and Pahoa transit hubs.
b. ADA bus stop accessibility and inventory project.
c. Kailua-Kona Baseyard planning project.
5. Partnerships formed with Hawai`i Department of Education and Safe Place.
6. Worked with SSFM and Bowers+Kubota to get identified bus stops ADA
compliant.
7. Started working with Center for Transportation and the Environment(CTE) and
Hawaiian Electric on the deployment planning of charge point changers to be used for
battery electric buses.
8. Continued to provide improvement to newly implemented technology on Hele-On,
that include a new website,trip planners,mobile ticketing,procurement of fareboxes,
and a new automatic vehicle locator service to track buses in real time.
9. Continued partnership with PATH to provide free HIBIKE rides to Hele-On
passengers.
10. Continued implementation of the Master Plan as funding resources and passenger
demand allows.
353
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Total Passengers—Systemwide 1,229,063 1,100,000 1,100,00
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 26 26 26
Salaries and Wages 1,306,713.90 1,952,642 1,988,177
Operations 26,895,413.95 35,260,236 46,683,463
Equipment 3,368,321.10 7,245,000 11,240,000
Program Total 31,570,448.95 • 44,457,878 59,911,640
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Mass Transit Administrator 1 1 1 _
Assistant Mass Transit Administrator 1 1 1
Account Clerk 3 3 3
Administrative Services Asst I 1 1 • 1
Clerk II 1 1 1
Garage Supervisor 1 1 1
Mass Transit Storekeeper 1 1 1
Transit Program Manager 3 3 3
Transit Vehicle Mechanic I 8 8 8
Transit Vehicle Mechanic II 3 3 3
Secretary I 1 1 1 _
Mass Transit Fleet and Facility Manager 1 1 1
Accountant I . 1 1 1
Total 26 26 26
354
MASS TRANSIT AGENCY
MISCELLANEOUS
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Supplemental Transfers
Transfer to Capital Projects Fund 38,197,627 20,414,574 5,200,276
Total Supplemental Transfers 38,197,627 20,414,574 5,200,276
Bond Issue/Debt Service
Int on GO Bonds—County 2,300,000 2,450,000 2,400,000
Gen Ser Bond Red—County 6,400,000 6,700,000 6,500,000
Total Bond Issue/Debt Service 8,700,000 9,150,000 8,900,000
Fringe Benefits
FICA 97,639.26 155,000 155,000
State Retirement System 269,573.27 475,000 475,000
Health Fund 91,016.06 175,000 175,000
Worker's Compensation 9,200.97 60,000 60,000
Total Fringe Benefits 467,429.56 865,000 865,000
Other Costs
Provision for Compensation. - 105,128 115,664
Provision for Training - 7,420 7,420
Total Other Costs - 112,548 123,084
Total Miscellaneous 47,365,056.56 30,542,122 15,088,360
l
355
SEWER FUND
ENVIRONMENTAL MANAGEMENT
SEWER FUND
Mission Statement
To protect public health and the environment to enhance quality of life when managing
the County Wastewater System, respect the community while spending wastewater
public funds efficiently and appropriately, and nurture responsibility and professionalism
in the Wastewater Division workplace.
Division Goals
1. To protect public health, safety, and the environment through the proper management
of the County Wastewater System.
2. To meet or exceed all wastewater discharge permit and regulatory compliance
requirements.
3. To provide efficient service county wide.
4. To sustain no lost-time injuries and maintain a healthy, empowered and committed
workforce.
5. To create sufficient revenues for the sewer fund to become self-sufficient.
Funding Source and Position Count
Sewer Fund $22,904,613 Sewer Fund 101
Subsidy $ 6,818,284 Grant Revenue/Other Grant Revenue -
Total Budget: $29,722,897 Total Number of Positions: 101
356
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Description
The Administration program of the Wastewater Division(WWD) includes administration
and engineering functions. Administration manages the countywide wastewater system,
maintains effective long-range plans via the Capital Improvement Program(CIP) and
Equipment Replacement Fund(ERF)planning process, coordinates with the
Environmental Management Commission(EMC),the Department Administration and
County Council, administers permit applications, maintains archives, and maintains
public relations through education and problem solving as needed.
Program Objectives
1. Work with stakeholders to revise County ordinances and administrative rules to
provide additional sewer fund revenues, decrease sewer spills from un-regulated
industrial customers, and provide compliance with the newly created wastewater
discharge standards created by the Pretreatment Program as required under the
Hawai`i Department of Health (HDOH)Administrative Order of Consent(AOC).
2. Continue working towards the closure of the NA`alehu and PAhala Large Capacity
Cesspool (LCC's) as stipulated by the revised (March 23, 2024) Environmental
Protection Agency(EPA)AOC enforcement action.
3. Begin construction of the Hilo Wastewater Treatment Plant Rehabilitation Project.
4. Complete bid documents and initiate'construction after award of contract for the
headworks renovation at the Papa`ikou and Kula`imano WWTPs.
5. Begin construction for the replacement of Hale Halawai SPS Force main.
6. Solicit bids and award contract for the construction of the Kealakehe Wastewater
Treatment Plant R-1 upgrades. The intent of the project is to upgrade the Kealakehe
Wastewater Treatment to produce R-1 quality water(for irrigation use).
7. Finalize the island wide facility and cesspool conversion plan. Complete public
engagement and work towards implementing necessary code changes for
implementation of the plan.
Program Highlights
• Completed first round of public engagement for the island wide facility plan and
cesspool conversion plan.
• Approval of the Pahala project Preliminary Engineering Report(PER) from EPA was
received in July of 2023. The Draft Environmental Information Document(EID)was
357
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Highlights (continued)
provided for public comment in November 2023. Final EID was submitted to EPA
for review on June 19, 2024. The design contract for the Naalehu WWTP, new
collection system and sewage pump station was excuted on June 28, 2024
• Pua SPS Design is 90% complete. Efforts continue to prepare bid documents for the
Pua Sewage Pump Station(SPS)renovation to mitigate pressure surge in the force
main;replace valves and electrical switchgear; and improve the odor control system
components.
• Pua Force Main(FM) replacement project 60%plans were reviewed by division.
Work continues on 90%plans and environmental permitting documents.
• Rebid package of Hilo Wastewater Treatment Plant construction plans, specifications
were completed, and solicitation of bid began May 1, 2024.
• The Hale Halawai SPS Force Main Replacement Project construction plans and
specifications are 90% complete. Environmental planning clearances are
approximately 90% complete.
• Kealakehe WWTP Headworks construction plans and specifications are 60%
complete. Work continues to complete the construction plans and specifications,
expected completion is in fall of 2024.
358
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
REGULATORY COMPLIANCE PROGRAM
Number of NPDES Permit Violations 0 0 0
Number of Reportable Sewage Spills 4 3 5
Number of Reportable Treatment Bypass 0 2 2
Number of Hawaii Occupational Safety and Health Division 0 0 0
(HIOSH)Citations
SEWER CONNECTION PROGRAM
Number of Building/Plumbing Permits Processed 353 200 280
Number of Sewer Connection Plans Reviewed 12 20 20
Number of Sewer Connections Inspected 17 20 20
PRIVATE SEWER EXTENSION PROGRAM
Number of Private Sewer Extension Plans Reviewed 6 10 10
Number of Private Sewer Extensions Inspected 6 5 10
REPLACEMENT RESERVE ACCOUNT PROGRAM
Number of Design Projects Completed 2 5 4
Number of Construction Projects Completed 2 1 2
359
ENVIRONMENTAL MANAGEMENT
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WASTEWATER DIVISION
•
Program Description
The Operations program involves operating,maintaining, and repairing wastewater
collection,pumping,treatment, and disposal facilities and equipment. The Operations
program includes coordinating the planning, design, construction, and inspection of
equipment replacement projects with Wastewater Administration, performing laboratory
analyses to determine permit compliance and efficiency of plant processes; ensuring
regulatory compliance including compliance with applicable safety regulations; and
storing and maintaining adequate inventory of spare parts and supplies.
Program Objectives
1. Continue to foster a culture of continuous improvement, continual condition
assessment,programmatic equipment/facility replacement, and preventative
maintenance.
2. Continue to foster a culture where we identify and correct safety hazards before
accidents happen by following Occupational Safety and Health
Administration/Hawaii Occupational Safety and Health Division guidelines.
3. Install and repair instrumentation to continously monitor process efficiency, energy
usage, and continously look for ways to be more efficient.
4. Correct deferred maintenance at existing facilities.
5. Clean,video, and perform National Association of Sewer Service Companies
(NASSCO) condition assessment of 20 miles of sewer line each year. Using an
industry standard NASSCO condition assessment scoring system will allow WWD to
prioritize collection system repairs to reduce risk of possible sewer spills and improve
overall maintenance of our sewer lines.
Program Highlights
• Replaced one pump and installed new pump controllers at the Keopu Sewer Pump
Station(SPS).
• Replacement of the dewatering centrifuge at the Hilo Wastewater Treatment Plant
(WWTP) continued.
• Completed installation of voice over IP (VOIP)phone system,replacement of the
recycle effluent pumps, secondary recycle activated sludge pumps, and No. 2
biotower pump.
• Replaced the automatic transfer switch(ATS), emergency generator external
connection box, and Safe-T-Climb rail at the Kolea SPS and the Onekahakaha SPS.
360
ENVIRONMENTAL MANAGEMENT
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WASTEWATER DIVISION
Program Highlights (continued)
• Rebuilt pumps and completed installation of the perimeter security fence at the Bayan
Drive SPS.
• Completed the installation of the pump No. 3 variable frequency drive (VFD) at the
Pua SPS.
• Completed Mill Pond SPS perimeter wall improvements.
• Installed new auto dialers at each wastewater treatment plant and sewer pump station.
• Completed installation of additional recycle effluent pumps and replaced all blower
motors at the Papa`ikou WWTP.
• Completed overhaul of one mechanical bar rake screen and continued replacement of
aeration diffusers at Kealakehe WWTP.
• Completed installation of one new pump, VFD, and replacement of isolation and
check valves at Kealakehe SPS.
• Completed installation of the Ulu Wini WWTP Train III.
• Completed replacement of wet well pumps at the Holualoa SPS.
• Completed replacement of the automatic transfer switch at Waiaha SPS.
Program Measures
FY 2023-24 FY 2024-25 - FY 2025-26
Actual Budget Estimate
WASTEWATER TREATMENT PROGRAM
Percent of Wastewater Treatment Plants Receiving 50% 50% 50%
Acceptable or Conditional Rating from DOH _
Hilo WWTP—Average Daily Flow(mgd) 3.22 3.20 3.20
Papa`ikou WWTP-Average Daily Flow(mgd) 0.11 0.14 0.14
Kula`imano WWTP-Average Daily Flow(mgd) 0.10 0.20 0.20
Kapehu WWTP-Average Daily Flow(mgd) 0.022 0.008 0.008
Kealakehe WWTP-Average Daily Flow(mgd) 1.80 1.80 1.80
Honoka'a WWTP—Average Daily Flow(mgd) 0.04 0.06 0.06
Kaloko WWTP—Average Daily Flow(mgd) 0.03 0.03 0.03
Pass EPA laboratory quality control test? Yes Yes Yes
SEWER LINE MAINTENANCE PROGRAM
Miles of Sewer Lines Cleaned 25 20 20
Miles of Sewer Lines Video Inspected 18.6 20 20
Number of Point Repairs Completed 15 25 5
PLANT MAINTENANCE PROGRAM
Number of Work Orders Completed 884 1,000 750
Number of Outstanding Work Orders 51 100 100
361
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Number of Positions 97 101 101
Salaries and Wages 4,558,489.02 7,576,309 7,767,122
Operations 7,794,015.07 12,054,974 12,999,026
Equipment 1,205,069.78 2,101,900 1,806,350
Operator Training Facility - 16,100 16,100
Program Total 13,557,573.87 21,749,283 22,588,598
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Assistant Wastewater Treatment Plant Operator 7 7 5
Civil Engineer III 1 1 1
Civil Engineer IV 5 5 5
Civil Engineer V 3 3 3
Civil Engineer VII 1 1 1
Clerk III 1 1 1
Construction Inspector 2 2 2
Database Analyst 1 1 1
Electrician 1 - -
Electronics Technician 1 1 1
Engineering Student 1 1 1
Engineering Support Tech IV 1 1 1
Environmental Compliance Manager 1 1 1
Environmental Compliance Specialist 2 2 2
Equipment Operator III 1 1 1 ,
Geographic Systems Analyst I 1 1 1
Lead Plant Electrician/Electronics Repairer 1 1 1
Mechanical Repairer 2 2 2
Mechanical Repairer Helper - 2 2
Mechanical Repairer-Welder 2 2 2
Plant Electrician/Electronics Repairer 1 2 2
Program Manager 1 1 1
Program Support Technician 3 3 3
Projects Coordinator. 1 1 1
Sanitary Chemist I 2 2 2
Sanitary Chemist III 1 1 1
Sewer Maintenance Repairer 10 10 10
Sewer Maintenance Supvr II 1 1 1
362
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
Personnel Position Summary (continued)
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Sewer Maintenance Working Supervisor 3 3 3
Storekeeper 2 2 2
Student Helper I 1 1 1
Student Helper II 1 1 1
Trades Helper 4 6 6
Wastewater Deputy Division Chief 1 1 1
Wastewater Division Chief 1 1 1
Wastewater Operations Superintendent 2 2 2
Wastewater Plant Maintenance Manager 1 1 1
Wastewater Plant Maintenance Mechanic 4 4 4
Wastewater Plant Maintenance Mechanic Supervisor 1 1 1
Wastewater Plant Working Supervisor III 1 1 1
Wastewater Plant Working Supervisor IV 1 1 1
Wastewater Pretreatment Coordinator 1 1 1
Wastewater Treatment Plant Operator I 3 3 5
Wastewater Treatment Plant Operator II 4 3 4
Wastewater Treatment Plant Operator III 4 5 4
Wastewater Treatment Plant Operator IV 5 5 5
Wastewater Treatment Plant Supervisor III 1 1 1
Wastewater Treatment Plant Supervisor IV 1 1 1
Total 97 101 101
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Fringe Benefits
FICA 342,384.48 579,540 594,200
State Retirement System 1,018,630.64 1,818,286 1,864,100
Health Fund 523,233.72 1,040,998 1,081,915
Worker's Compensation 174,343.19 150,000 200,000
Total Fringe Benefits 2,058,592.03 3,588,824 3,740,215
Other Costs
Provision for Compensation Adjustment - 50,000 479,811
Provision for Training - 27,683 27,683
Replacement Reserve Account - 1,503,215 2,886,590
Total Other Costs - 1,580,898 3,394,084
Total Miscellaneous 2,058,592.03 5,169,722 7,134,299
363
SHORT TERM VACATION
RENTAL FUND
PLANNING
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SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Mission Statement
To establish and administer a program to regulate Short-Term Vacation Rentals and to
manage their impacts on communities island wide. A Short-Term Vacation Rental is
defined as a dwelling unit of which the owner or operator does not reside on the building
site, that has no more than five bedrooms for rent on the building site, and that is rented
for a period of thirty consecutive days or less.
Department Goals
The Planning Department is responsible for the regulation of Short-Term Vacation
Rentals. The Department's goals include determining where Short-Term Vacation
Rentals are allowed to operate based on land use classification(e.g. commercial resort,
residential multi-family); defining operational standards for this type of business;
establishing a registration process;processing non-conforming use certificates and
special permits; and enforcing the Zoning Code related to this type of use.
The Planning Department is responsible for enforcement of this code and responding to
complaints related to Short-Term Vacation Rentals. Additionally,the Planning
Department is required to maintain a list of all Short-Term Vacation Rentals that have
registered or recevied a non-conforming use certificate.
Funding Source and Position Count
Short-Term Vacation $1,218,281 Short-Term Vacation 12
Rental Enforcement Fund Rental Enforcement Fund
Other - Other
Total Budget: $1,218,281 Total Number of Positions 12 ,
364
PLANNING
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SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Program Description
Short-term rental of residential units, as an alternative to traditional resort and hotel
accommodations, is an emerging trend in the visitor industry that continues to grow
across Hawai`i Island. Ordinance No. 2018-114 manages the impacts of these Short-
Term Vacation Rentals by:
1. Defining where this use will be allowed;
2. Establishing provisions and standards to regulate this use;
3. Providing an avenue for an existing use deemed to be improper by this ordinance to
apply a for a non-conforming use certificate that would allow them to continue to
operate in a non-permitted district.
Pursuant to section 10-12, Hawai`i County Charter, a special fund to be known as the
Short-Term Vacation Rental Enforcement Fund is created by Ordinance 18-114. This
fund shall be administered by the Planning Director. The purpose of the fund is to
support efforts to enforce the County's Short-Term Vacation Rental law. This account
shall be funded by all fees and fines collected in connection with the administration and
enforcement of this ordinance. The funds in this account shall be utilized to pay for
expenses that facilitate enforcement of the County's Short-Term Vacation Rental law.
Expenditures under this account shall be made in accordance with appropriations adopted
by the Hawai`i County Council after receiving recommendations from the Planning
Director.
Program Objectives
1. The Short-Term Vacation Rental Enforcement Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
365
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND •
Program Highlights
• STVR applications and Nonconforming Use Certificate (NUC)renewals began and
were integrated into the new EnerGov/EPIC system. Applicants are able to apply
online,make payments and track the status of their applications.
• Planned and implemented the pacing out of STVR and NUC renewals so that
submissions are spread out evenly throughout the year for better efficiency in
processing.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Short-Term Vacation Rental Registrations 279 300 270
Non-Conforming Use Certificates 769 750 755
Special Permits 0 2 2
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 12 12 12
Salaries and Wages 286,756.96 684,282 694,084
Operations 39,918.43 80,575 80,575
Equipment - 15,000 15;000
Program Total 326,675.39 779,857 789,659
366
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Account Clerk 1 1 1
Clerk II 1 1 1
Land Use Plans Checker III 1 1 1
Planner III 3 3 3
Planner IV 1 1 1
Planner V 1 1 1
Planning Inspector I 2 2 2
Planning Inspector II 1 2 2
Total 12 12 12
Miscellaneous
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Fringe Benefits
Health Fund 54,549.75 156,100 156,100
State Retirement System 65,823.17 159,000 159,000
FICA 21,221.16 66,500 66,500
Total Fringe Benefits 141,594.08 381,600 381,600
Other Costs
Provision for Compensation Adjustment - 10,000 43,597
Provision for Training - 3,425 3,425
Total Other Costs - 13,425 47,022
Total Miscellaneous " 141,594.08 395,025 428,622
367
CEMETERY FUND
PARKS & RECREATION
CEMETERY FUND
Mission Statement
The Department of Parks and Recreation Cemetery Fund provides affordable burial
facilities for residents of Hawai`i County.
Department Goals
To improve,maintain and upkeep `Alae Cemetery.
Program Description
The Cemetery Fund was authorized to use the revenues from plot sales at `Alae Cemetery
for the improvement,maintenance, and upkeep of`Alae Cemetery.
Program Objectives
Conduct maintenance and repair activities by providing the necessary equipment and
services.
Program Highlights
• The Annual Ireito Hoyo Memorial Service was held on August 25 to honor those
immigrants that have migrated to Hawai`i.
Funding Source and Position Count
Cemetery Fund $10,000 Cemetery Fund Grant Revenue - Grant Revenue/Other Total Budget: $10,000 Total Number of Positions
368
PARKS & RECREATION
CEMETERY FUND
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Acres Maintained 42.37 42.37 42.37
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 9,769.00 10,000 10,000
Equipment 50,500.00 -Program Total 60,269.00 10,000 10,000
369
BIKEWAY FUND
PARKS & RECREATION
BIKEWAY FUND
Mission Statement
The Department of Parks &Recreation Bikeway Fund promotes safe bicycling
transportation and recreation.
Program Goals
1. Provide safe bicycling recreational opportunities for all age groups.
2. Match local Bikeway Funds with federal money whenever possible and desirable.
3. Support programs,planning and physical bikeways (on-road and off-road)that
promote bicycling for transportation,recreation and sport.
4. Conduct maintenance and repair activities.
Program Description
Bicycle license fees deposited to the Bikeway Fund are used for the promotion of bicycle
education and recreational activities, as well as the maintenance and improvements of
County bikeways.
•
Funding Source and Position Count
Bikeway Fund $209,000 _ Bikeway Fund Grant Revenue - Grant Revenue/Other Total Budget: $209,000 Total Number of Positions
370
PARKS & RECREATION
BIKEWAY FUND
Program Objectives
1. Conduct one recreational bike activity in each of five recreational districts by
June 30, 2026.
Program Highlights
None
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Participants in Recreational Activities 0 100 100
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 184,707.04 199,000 199,000
Equipment - 10,000 10,000
Program Total 184,707.04 209,000 209,000
371
BEAUTIFICATION FUND
PUBLIC WORKS
BEAUTIFICATION FUND
Program Description
The Beautification Fund involves planning projects and working with the community to
beautify the roadways by installing and maintaining landscape,trees, and appropriate
facilities in order to enhance the travel experience.
Department Goals
1. To control roadside trash by providing refuse containers and pick-up.
2. To maintain and provide new plantings along highways,roadways, and County facilities
visible along highways and roadways to create green aesthetically pleasing landscape.
Program Objectives
1. Continue to initiate two roadside planting projects every year.
2. Continue to plant or replant a minimum of ten trees each year.
3. Control roadside trash by providing refuse containers and pick-up.
Funding Source and Position Count
Beautification Fund $212,805 Beautification Fund Grant Revenue - Grant Revenue/Other Total Budget: $212,805 Total Number of Positions
372
PUBLIC WORKS
A
BEAUTIFICATION FUND
Program Highlights
1. The Department of Parks and Recreation did not conduct any roadside planting
projects for FY 2023-24.
2. The Department of Public Works Highway Maintenance Division placed 26 trash
bins on Kamehameha Avenue in Hilo, 24 trash bins in Downtown Hilo, four trash
bins in Hamakua, and 25 trash bins in Kona.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
New Projects Initiated - 2 2
Trees Planted - 10 10
Additional Information:
Refuse Containers Provided Pahoa Village •
(seven 55 gal Bins+seven 55 gal Bins for 7 7 7
recycling)
Refuse Containers provided on Banyan Drive(two
regular trash bins at the bus stops fronting Naniloa 2 2 2
hotel)
*Measure will be phased out as of FY 2024-25
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 144,965.00 188,445 207,420
Equipment 103,150.69 23,895 5,385
Program Total 248,115.69 212,340 212,805
373
VEHICLE DISPOSAL FUND
ENVIRONMENTAL MANAGEMENT
.v_........m..�....w...,w �..._..._.:�rw:h,w.LLfi._...�w._��x...r_.�: �.. ..�..�_.,�.�.....:�.xw..�...._.....� .� _...�..._..._r.._ .�:.k._:....._..._r.... ...
VEHICLE DISPOSAL FUND
Mission Statement
To protect public health, safety, and the environment by removing and recycling
derelict/abandoned vehicles and properly disposing of waste generated from such
vehicles.
Department Goals
1. To ensure the timely removal of derelict/abandoned vehicles from public property,
rights of way and private ungated roadways that are open to the public.
2. To process and properly manage all derelict/abandoned vehicles in a timely manner.
3. To coordinate special community programs that assist Hawai`i County residents with
the disposal of unwanted vehicles.
4. To conduct auctions for the sale of abandoned vehicles that have met State mandated
holding and notification periods.
Program Description
The Derelict/Abandoned Vehicle Program assists the Hawai`i Police Department,
Department of Land and Natural Resources, and Hawai`i Volcanoes National Park by .
providing the identification, removal, and temporary storage of derelict/abandoned
vehicles for Hawai`i County, as well as processing/recycling of derelict vehicles in
accordance with program procedures.
Program Objectives
1. Coordinate the removal of vehicles from public and private roadways that the Hawai`i
County Police Department have classified as derelict or abandoned. .
2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are
being processed and recycled in compliance with Hawai`i Revised Statutes, Hawai`i
County Code, and Department of Health requirements.
3. Continue the planning and design phases for the remediation of the Hilo Scrap Metal
Facility.
Funding Source and Position Count
Vehicle Disposal Fund $4,674,866 Vehicle Disposal Fund 5
Grant Revenue - Grant Revenue/Other Total Budget: $4,674,866 Total Number of Positions 5
374
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
Program Objectives (continued)
4. Conduct at least one auction of eligible vehicles per year.
5. Provide Vehicle Disposal Assistance Programs for the public.
Program Highlights
• Investigated 2,465 Vehicle Incident Reports which resulted in 1,581 vehicles being
towed. A total of 642 vehicles were removed from West Hawai`i and 939 vehicles
were removed from East Hawai`i.
• The section launched an updated year-round Vehicle Disposal Assistance Programs
that allow residents to properly dispose of up to two vehicles per fiscal year at no cost
to the resident.
•
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Vehicles Processed 1,581 2,000 2,000
Vehicles Investigated 2,465 3,000 3,000
Vehicles Disposed through Vehicle Disposal 500 1,000 1,000
Assistance Programs
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 4 5 5
Salaries and Wages 164,377.18 253,700 350,000
Operations 1,916,589.74 3,479,067 3,316,807
Equipment 110,539.79 6,140 60,380
Program Total 2,191,506.71 3,738,907 3,727,187
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Derelict/Abandoned Vehicle Coordinator 2 2 2
Derelict/Abandoned Vehicle Specialist 1 1 1
Clerk III 1 2 2
Total 4 • 5 5
375
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND MISCELLANEOUS
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Fringe Benefits
FICA 12,066.77 19,400 27,900
State Retirement System 35,304.87 60,900 84,000
Health Fund 28,187.11 60,835 96,739
Worker's Compensation - 2,000 2,000
Total Fringe Benefits 75,558.75 143,135 210,639
Other Costs
Provision for Compensation Adjustment - 5,000 15,898
Provision for Training - 1,142 1,142
Transfer to Debt Service 481,904.00 520,000 520,000
Transfer to Cap Proj Fund—VD - 200,000 200,000
Total Other Costs 481,904..00 726,142 737,040
Total Miscellaneous 557,462.75 869,277 947,679
376
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SOLID WASTE FUND
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Mission Statement
To maintain a clean,healthy island environment and promote stewardship and
sustainability by managing solid wase services, waste reduction and resource recovery in
a comprehensive, responsive, safe, and efficient manner.
Department Goals
1. Provide efficient residential and commercial customer oriented solid waste services.
2. Comply with Federal, State, and Local laws and regulations relating to solid waste
management.
3. Promote household hazardous waste, used motor oil, and e-waste events.
.4. Promote a healthy, team-oriented work environment.
5. Establish an asset management system for Solid Waste.
6. Implement the top eight 2019 Integrated Solid Waste Management Plan priorities.
7. Improve public education and outreach.
•
Funding Source and Position Count
Solid Waste Fund $20,470,751 Solid Waste Fund 139
Subsidy $32,254,042 Grant Revenue/Other 1
Grant Revenue $ 991,170 •
Total Budget: $53,715,963 ; Total Number of Positions 140
377
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Description
The Solid Waste Division operates and maintains all solid waste collection, disposal,
recycling, and reuse facilities in the County of Hawai`i, in accordance with Federal, State
and Local laws and regulations. This is accomplished by either County personnel or by
contracted services. This includes one active landfill,three inactive landfills, 21 transfer
stations, seven reuse centers and island wide hauling operations. This also includes
various events that are held to collect more specialized materials such as household
hazardous waste and e-waste. Used motor oil collection is facilitated through a County
funded network of privately-owned businesses.
Program Objectives
1. Continue to work with other counties to develop Extended Producer Responsibility
(EPR)policy statements or resolutions. As a component of EPR policy, implement a
campaign to develop EPR for difficult-to-recycle products, and lobby state and,
federal lawmakers to advance EPR initiatives.
2. Improve signage at recycling and transfer stations to provide the public with
comprehensive information about recycling opportunities and procedures.
3. Continue to look for other volunteer sites for the Do-It-Yourself Used Motor Oil
program.
4. Do outreach to businesses, hotels, and recyclers to build partnerships and explore how
to create opportunities to expand or create new programs.
5. Maintain regulatory compliance to avoid any potential violations.
6. Monitor and maintain the three closed landfills in Kailua, Waimea, and Hilo.
7. Continue to monitor and assess the condition and perform necessary repair and
maintenance to facilities.
8. Continue to work with the new Solid Waste Division Construction Mechanics to
improve the preventative maintenance program.
378
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Highlights
• The contracted consultant began work on the Solid Waste System Operational
Analysis in August 2023. The analysis includes data gathering, interviewing
stakeholders, documenting current facility activities, programs and conditions,
analyzing data, developing recommendations, and preparing a report. The report is
expected to be finalized in early 2025.
• Collaborated with the State of Hawai`i Department,of Health, Department of
Agriculture, Big Island Invasive Species Committee, and the Department of Research
and Development and developed a comprehensive screening and monitoring program
to combat the introduction of the Coconut Rhinoceros Beetle to Hawai`i Island in late •
2023.
• Completed repairs to the Glenwood Transfer Station and reopened full services to the
community after 3 years of limited recycling services.
• Supported the private recycling of"E-Waste"via public outreach and education
campaigns.
• Provided Household Hazardous Waste Collection Events in Hilo, Kona, Waimea, and
Pahoa collecting 81 tons of waste.
• Secured a$10,000 grant from Department of Health to help support a Tire Collection
Event in Kea'au to be held in September 2024.
• Received a$200,000 grant from the State of Hawai`i Department of Agriculture for
Outreach and Education regarding the Coconut Rhinoceros Beetle.
• Began work to implement a$2,145,122 grant from the EPA, in collaboration with the
University of Hawai'i Sea Grant College Program,to implement a reusable foodware
container program in Hilo.
379
ENVIRONMENTAL MANAGEMENT .
SOLID WASTE FUND
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Additional Information '
East Hawai`i
Tons of Refuse Disposed at Transfer Stations 39,385.88 39,428 40,428
Transfer Stations Maintained 8 8 8
Total Chutes for Container Trailers 15 15 15
Total Container Trailers Available 42 42 42
Reload Facilities Maintained 1 1 1 .
Closed Landfills Maintained 1 1 1
Reuse Centers 3 3 3
Recycling Processing&Collection Centers 8 8 8
West Hawaii
Tons of Refuse Disposed at Transfer Stations 45,043.52 45,787 46,787
Transfer Stations Maintained 13 13 13
Total Chutes for Container Trailers 17 17 17
Total Container Trailers Available 41 41 41
Active Landfills Maintained 1 1 1
Reuse Centers 3 3 3
Closed Landfills Maintained 2 2 2
Recycling Processing&Collection Centers 13 13 13
Total Tonnage Disposal at West Hawai`i Landfill 218,630.08 213,202 218,202
County-wide diversion from landfill rate* 22% 1 22% 22%
*Rates primarily reflect diversion through County programs and includes a limited amount of data
available on private recycling.
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 138 140 140
Salaries and Wages 8,676,224.73 10,171,480 10,191,133
Operations 30,837,011.41 37,303,992 37,662,868
Equipment 244,789.07 412,000 91,825
Program Total 39,758,025.21 47,887,472 47,945,826
380
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Personnel Position Summary
Position Title FY 2023-24 FY 2024-25 FY 2025-26
Authorized Authorized Request
Civil Engineer III 1 1 1
Clerk III 1 1 1
Construction Equipment Mechanic 2 2 2
Environmental Compliance Specialist 1 1 1
Equipment Operator III 45 45 45
Equipment Operator III Temp 1 1 1
Lead Solid Waste Transfer Station Attendant 2 2 2
Program Support Technician 2 2 2
Projects Coordinator 1 1 1
Recycling Coordinator 1 1 1
Recycling Specialist I 1 1 1
Recycling Specialist II 3 3 3
Recycling Specialist III 1 1 1
Scale Attendant 4 4 4
Solid Waste Deputy Operations Division Chief 1 1 1
Solid Waste Facility Attendant 48 48 48
Solid Waste Facility Attendant Temp 2 2 2
Solid Waste Operations Division Chief 1 1 1
Solid Waste Projects Manager 1 1 1
Solid Waste Superintendent 2 2 2
Solid Waste Supervisor 4 5 5
Solid Waste Supervisor II - 1 1
Solid Waste Working Supervisor 5 5 5
Solid Waste Working Supervisor Temp 5 5 5
Student Helper I 1 1 1
Student Helper II 1 1 1
Supervising Scale Attendant 1 1 1
Total 138 140 140
381
ENVIRONMENTAL MANAGEMENT
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SOLID WASTE FUND MISCELLANEOUS
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Fringe Benefits
FICA 640,442.41 778,100 779,600
State Retirement System 1,855,416.66 2,439,900 2,445,900
Health Fund 1,031,636.56 1,322,006 1,420,648
Vacation Pay - 40,000 40,000
Worker's Compensation 645,367.45 466,000 466,000
Total Fringe Benefits 4,172,863.08 5,046,006 5,152,148
Other Costs
Provision for Compensation Adjustment - 50,000 578,605
Provision for Training - 39,384 39,384
Total Other Costs - 89,384 617,989
Total Miscellaneous 4,172,863.08 5,135,390 5,770,137
382
GOLF COURSE FUND
PARKS & RECREATION
GOLF COURSE FUND
Mission Statement
The Department of Parks &Recreation Golf Course Fund provides a quality recreational
experience for the golfing community with excellence, integrity and Aloha.
Department Goals
To continue to provide the golf community with a challenging, safe, and well-maintained
facility.
Program Description
This program operates and maintains the only public golf course in Hawai`i County.
Activities include the maintenance of grounds and facilities, and the scheduling of all golf
activities.
Funding Source and Position Count
Golf Course Fund $1,048,058 Golf Course Fund 20
Subsidy $1,239,650 Grant Revenue/Other Total Budget: $2,287,708 Total Number of Positions 20
383
PARKS & RECREATION
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GOLF COURSE FUND
Program Objectives
1. Improve,beautify and maintain the greens,tees and fairways at the Hilo Municipal
Golf Course by:
a. Aerating all golf course greens in October, weather permitting;
b. Verticut and de-thatch all greens in July, October, January, and April, weather
permitting, or as needed;
c. Controlling application of fertilizer to greens, fairways and tees quarterly, or as
needed;
d. Controlling application of herbicide to greens, tees, stream beds, ditches and
course boundaries monthly, or as needed;
e. Daily mowing of greens;
f. Mowing of tee tops once per week,weather permitting;
g. Mowing of fairways Monday through Friday, weather permitting;
h. Top dressing greens monthly,weather permitting;
i. Rolling of greens on a monthly basis, or as needed.
2. Schedule and assign tee times for:
a. Individuals and groups on a daily basis;
b. Club tournaments every six months;
c. Larger fundraising tournaments on an annual basis. Hold at least six fundraisers
per fiscal year.
3. Schedule inspection and repairs of course structures, clubhouse facilities and
maintenance warehouse during the months of July, October, January, and April.
4. Daily routine inspections and maintenance of equipment, course vehicles and safety
equipment.
5. All of employees will be trained via safety talks at least once per month.
384
PARKS & RECREATION
GOLF COURSE FUND
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Acres Maintained 124 124 124
Rounds of Golf 58,792 70,000 70,000
Tournaments 11 13 15
Aerated Greens 18 18 18
Course Closures 0 0 0
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 20 20 20
Salaries and Wages 1,013,640.15 1,084,114 1,084,114
Operations 270,821.44 444,586 478,004
Equipment 9,946.27 192,700 • 159,282
Program Total 1,294,407.86 1,721,400 1,721,400
Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Authorized Authorized Request
Equipment Operator I Temp 1 1 1
Golf Course Groundskeeper I 7 7 7
Golf Course Groundskeeper II 4 4 4
Golf Course Groundskeeper III 1 1 1
Golf Course Maintenance Supervisor' 1 1 1
Golf Course Administrator 1 1 1
Golf Course Operations Assistant 1 1 1
Golf Course Starter 1 1 1
Golf Course Starter'AT 2 2 2
Mechanical Repairer-Welder 1 1 1
Total 20 20 20
385
PARKS & RECREATION
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GOLF COURSE FUND MISCELLANEOUS
•
FY 2022-23. FY 2023-24 FY 2024-25
Actual Budget Request
Fringe Benefits
FICA 73,991.47 82,935 82,935
State Retirement System 229,104.15 260,187 260,187
Health Fund 143,707.95 142,000 142,000
Worker's Compensation - 6,Q00 6,000
Total Fringe Benefits 446,803.57 491,122 491,122
Other Costs
Provision for Compensation Adjustment - 2,000 69,478
Provision for Training - 5,708 , 5,708
Total Other Costs - 7,708 75,186 ,
Total Miscellaneous 446,803.57 498,830 566,308
386
GEOTHERMAL
RELOCATION &
COMMUNITY BENEFITS
FUND
PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
Mission Statement
To establish and administer a geothermal relocation and community benefits program for
the relocation of qualified owner-occupants residing near the Puna Geothermal Venture's
plant who want to be permanently relocated, and to fund expenditures for the benefit of
Lower Puna.
Department Goals
The Planning Department is authorized to establish a program for the relocation of
owner-occupants residing near the Puna Geothermal Venture's plant and who want to be
permanently relocated, and to fund expenditures for the benefit of Lower Puna, including,
but not limited to,road improvements, water infrastructure development, land
acquisition,parks and recreational facility needs, civil defense, and mass transit
improvements.
The Planning Director is hereby authorized to purchase the affected properties by
negotiation for not more than 130% of the assessed value, as determined by the Real
Property Tax Division of the Department of Finance and dispose of the affected
properties by public auction or pursuant to Article 19 of Chapter 2,with the exception of
the requirement for council resolution found in Section 2-111(a).
Complete the purchases of new relocation requests and complete disposition of such
properties. Complete the request(s)to fund Community Benefits for Lower Puna
submitted by District 4 and District 5 Council offices.
Funding Source and Position Count
Geothermal Relocation & $1,000,000 Geothermal Relocation &Community Benefits Fund Community Benefits Fund
Grant Revenue - Grant Revenue/Other Total Budget: $1,000,000 Total Number of Positions
387
PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
Program Description
Ordinance No. 08-37 renamed and redefined the Geothermal Relocation Revolving Fund
Program to the Geothermal Relocation and Community Benefits Fund Program. The
Geothermal Relocation and Community Benefits Program shall be funded by proceeds
from the following sources:
1. Geothermal royalties received from the Department of Land and Natural Resources.
2. Proceeds from the sale of properties purchased under this program.
3. Rental fees from any of the properties purchased under this program.
The proceeds from the fund shall be used for the necessary expenses in administering and
carrying out the purposes of the geothermal relocation and community benefits program.
Expenditures relating to the geothermal relocation and community benefits program
include,but are not limited to:
1. The costs of any, necessary appraisals required under this program.
2. The payment of necessary fees and expenses.
3. The costs of the purchase of an affected dwelling and property in accordance with this
chapter, if necessary.
4. The costs necessary to dispose of affected dwelling and property.
5. Expenditures for public purposes including road improvement,water infrastructure,
land acquisition,parks and recreational facility needs, civil defense, and mass transit
improvements.
(A) Funds shall be expended in Lower Puna,which is defined as extending from
Hawaiian Paradise Park Subdivision to Kalapana and including Orchidland
Estates, 'Ainaloa, Hawaiian Beaches, Hawaiian Shores,Kapoho,Pahoa,
Nanawale, Leilani Estates, and other communities proximate to Pahoa.
(B) Expenditures under this subsection shall be made in accordance with
appropriations adopted by the Hawai`i County Council after receiving
recommendations from the Planning Director.
Program Objectives
1. The Geothermal Relocation and Community Benefits Fund shall be administered in
an efficient and responsible manner complying with all applicable ordinances and
rules.
388
PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
Program Highlights
• The Department received one application for Community Benefits; and has not
received any action on applications for Relocation.
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Community Benefits 1 1 1
Dwellings Acquired 0 1 1
Dwellings Sold 0 1 1
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Community Benefits - -Operations - 1,000,000 1,000,000
Program Total - 1,000,000 1,000,000
•
389
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HOUSING FUND
HOUSING
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OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Mission Statement
To provide for the development of viable communities in Hawai`i County by providing
decent housing, suitable living environments and expanding economic opportunities. •
Department Goals
Administrative Division
To deliver services efficiently, effectively, and fairly to the public and to provide
necessary support services to the Community Development, Community Engagement,
Existing Housing and Grants Management Divisions.
Community Development Division
To facilitate the development of housing opportunities that meets the needs of low- and
moderate-income residents through community collaboration and data research,policy
development and implementation,resource coordination,project development and
compliance oversight.
Community Engagement Division
To cultivate strategic partnerships and collaborate effectively with government and
community stakeholders, ensuring equitable access to essential services and opportunities
for Hawai`i Island residents that fosters lasting,meaningful impact.
Funding Source and Position Count
Housing Fund $ 1,952,934 Housing Fund—Federal/County Split 31
Subsidy $ 8,259,665 Grant Revenue/Other 36
Grant Revenue $41,688,062
Other $ 2,553,925
Total Budget $54,454,586 Total Number of Positions 67
390
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Department Goals (continued)
Existing Housing Division
To maximize the use of the existing housing stock within the County by offering
expanded opportunities for low-income or moderate-income households for rental
assistance and self-sufficiency programs.
Create positive public awareness and expand the level of family, owner, and community
support in accomplishing the The Office of Housing and Community Development's
(OHCD) mission.
Grants Management Division
To provide for maximum community development opportunities through the use of funds
from the U. S. Department of Housing and Urban Development(HUD), and other
appropriate grants and programs.
•
Program Description
Administrative Division
The Administrative Division is responsible for the accounting, clerical, and technology
support services to the department.
Community Development Division
The Community Development Division is responsible for the data coordination,program/
policy compliance and support,project development and construction management for
programs and projects that benefit low-to moderate-income residents, and asset
management of County housing projects including maintenance and repair.
The Development Branch provides project development and construction management
support for County properties.
The Planning Branch provides data coordination,program and policy compliance and
support.
391
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Description (continued)
The Asset Management Branch is responsible for the oversight of County housing
properties including annual inspections and general repair and maintenance activities to
include the management of the Kula`imano Elderly Housing,Na Kahua 0 Ulu Wini, and
the 'Ouli `Ekahi Housing Project.
Community Engagement Division
The Community Engagement Division collaborates closely with the community to
design, implement, and manage programs that ensure equitable access to services and
opportunities, ultimately empowering residents to become less reliant on government
assistance.
The Special Programs Branch provides a wide array of programs funded by federal, state,
local, and private sources,while also leading various projects and exploring new
opportunities to address emerging community needs
The Community Services Branch prioritizes building strong relationships with external
partners to foster trust, create opportunities for learning, and increase positive impacts for
families and communities across Hawai`i Island.
Existing Housing Division
The Existing Housing Division(EHD)manages the OHCD's HUD Housing Choice
Voucher (Section 8)Public Housing Agency Programs. There are five areas of operation
within the EHD that meet federal regulatory program requirements.
The Planning Branch develops and evaluates Administrative Rules for HUD funded
Section 8 programs and is responsible for developing and submitting the Public Housing
Agency's Annual and Five-year Plan in accordance with HUD guidelines. In addition,
the branch conducts research and applies for additional funding and regulatory waivers to
increase assistance to very low-income families.
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Program Description (continued)
The Rental Assistance Branch administers the Section 8 Housing Choice Voucher
subsidies to eligible families. Special Purpose Vouchers Programs include additional
funding targeted for special populations including HUD-Veterans Affairs Supportive
Housing(HUD-VASH), Mainstream Vouchers for non-elderly persons with disabilities,
Foster Youth Initiative Program,Emergency Housing Vouchers, Stability Vouchers, and
the HOME Tenant-Based Rental Assistance Program. These programs assist income-
eligible individuals and families to rent decent, safe, and sanitary housing in the private
market.
The Housing Programs Branch is responsible for Project Based Voucher(PBV) activities
including selection for PBV assistance, requirements and monitoring of environmental
reviews, subsidy layering and contracts. The Landlord Liaison program manages the
landlord incentive program and provides support to landlords through landlord
engagement opportunities.
The Support Services Branch is responsible for conducting housing inspections and
determining rent reasonableness. This branch provides clerical support services of both a
general and virtual nature,providing office support assistance with a full range of clerical
duties including data entry, filing,phone and front desk reception,bookkeeping,
processing forms and maintaining supplies for the EHD.
The Family Self-Sufficiency Branch administers the Section 8 Family Self-Sufficiency
Program which develops strategies and coordinates resources that help program
participants obtain employment enabling participating families to achieve economic
independence and reduce dependence on welfare assistance and rental subsidies.
Grants Management Division
The Grants Management Division is responsible for the administration of County and
federal grants, which primarily benefit low- and moderate-income persons.
The Grants Administration Branch is responsible for the Community Development Block
Grant(CDBG), HOME Investment Partnerships Program(HOME), HOME Investment
Partnership Program—American Rescue Plan(HOME-ARP),National Housing Trust
(HTF)Fund,Emergency Solutions Grant(ESG)Program, County Affordable Housing
Production(AHP)Program, and other Grant Programs.
393
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Program Objectives
Community Development Division
Development Branch
1. Provide project development and construction management oversight for 14
affordable housing projects.
Planning Branch
1. Execute two affordable housing agreements.
2. Implement portions of HRS 201H delegated to the County of Hawai`i.
3. Provide 15 Fair Housing training courses for general audiences.
4. Provide one Fair Housing training for a non-/limited-English audience.
5. Recruit ten new landlords to attend the Fair Housing trainings.
6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair
Housing Officer.
Asset Management Branch
1. Complete inspections of 24 County owned housing properties annually and complete
necessary improvements.
Community Engagement Division
Special Programs Branch
Homelessness and Housing Fund
1. Complete on-going program and fiscal monitoring of the existing programs funded to
ensure contractural obligations are met.
2. Release a Request for Proposal for the 2025-2026 funding. Have contracts in place in
early 2026.
`Ghana Zone Fund
1. Execute and manage the homeless services and resources contracts as required by
State funding source.
2. Advocate for funding.
Community Based Social Services Navigator Program
1. Management of the existing contract to ensure goals and objectives are met.
2. Secure funding to support the sustainability of the program.
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Program Objectives (continued)
•
Residential Repair Program
1. Manage existing and new construction contracts.
2. Develop and coordinate activities and strategies to promote the program to both
contractors and applicants.
3. Secure funding to support the sustainability of the program.
Financial Empowerment Services (FES)
1. Secure funding to support the sustainability of the FES.
2. Complete on-going program and fiscal monitoring of the existing and new services
contract.
Emergency Rent Assistance Program (ERAP)
Management of the existing contract to ensure goals and objectives are met
Community Services Branch
Strengthen relationships with Existing Networks and Coalitions.
1. Assist with the planning and participate in Activate Puna events.
2. Facilitate regular Ho`owaiwai Community of Practice Network meetings and events.
3. Partner with government and non-profit organizations for an annual career and/or
resource fair.
4. Actively participate in monthly coalition meetings including, but not limited to the
Community Alliance Partners, Hui Laulima,Vibrant Hawai`i—Resilience Hubs and
Partners in Development.
5. Convene and facilitate the bi-monthly Coordinated Entry System meeting as required
by the federal and state funded homeless programs.
6. Actively participate in Pehea ka `Aina, Ola ka Aina!monthly Community of
Practice meetings and quarterly events.
Existing Housing Division
1. Maintain a 98% or greater utilization rate of HUD provided funding for the Housing
Choice Voucher(Section 8)Program.
2. Implement strategies to maintain a 98% or greater utilization rate of the Housing
Choice Voucher Program including Special Purpose Voucher types.
3. Increase authorized budget authority by applying for additional Housing Choice and
Special Purpose Vouchers when they become available.
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Program Objectives (continued)
4. Provide services to 75 Housing Choice Voucher (HCV)program participants through
its Family Self-Sufficiency (FSS) Program by June 30, 2025.
5. Increase the annual FSS graduation rate by 10%.
6. Increase participation in the HCV Homeownership Option Program to at least 15
participants by June 30, 2025.
7. Achieve scores equaling"high performer status" on the Section Eight Management
Assessment(SEMAP) annual rating certification by 2025.
8. Maintain a FSS Achievement Performance Score of 1=Best on the FSS Achievement
Metrics (FAM).
9. Ensure administrative rules are updated annually and reflect current federal
regulations and local policies.
10. Conduct annual Fair Housing training for staff,program participants and landlords.
11. Conduct timely inspections following current HUD standards to ensure that
participating landlords are providing safe and suitable living conditions for program
participants.
Grants Management Division
Grants Administration Branch
CDBG
1. Fund,monitor and/or complete approximately eight CDBG projects in accordance
with program regulations. Projects will primarily benefit at least 80%low- and
moderate-income (80%AMI and below)persons.
•
HOME
1. Fund, administer and/or complete approximately one HOME project in accordance
with program regulations. The Project will benefit 100%low-income households
(<80%of AMI and below), 90% (of rental units and Tenant Based Rental Assistance-
TBRA) for households at<60%AMI, and 20% of rental units in projects of more
than five HOME units for households at<50%AMI.
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Program Objectives (continued)
HOME ARP
1. Fund, administer and/or complete approximately one HOME-ARP project in
accordance with program regulations. The Project will benefit individuals or families
from the following qualifying populations: Homeless, At-risk of homelessness,
fleeing domestic violence, dating violence, sexual assault, stalking, or human
trafficking,Veterans and families, and other populations with risk of housing
instability.
1. HTF
Fund, administer and/or complete one rental housing project in accordance with
program regulations. The project will benefit 100% of extremely low-income (30%
Area Median Income(AMI) and below)persons.
2. AHP
Fund, administer and/or complete one affordable housing production fund project, in
accordance with the program's Administrative Rules. The project will benefit
homeowners/renters,between 30%to 140%AMI.
Program Highlights
Community Development Division
• Na Kahua 0 Ulu Wini Community Center Improvements
o Completed expansion of the laundry room and renovated the kitchen into a
commercial kitchen.
• Kamakoa Nui Workforce Housing Project:
o Na Hale Makoa, a 140-unit multifamily rental project,received building permits
and is closing its construction loan package with Hawai`i Housing Finance&
Development Corporation(HHFDC).
o The State Library completed an Environmental Assessment for their Kamakoa
Nui parcel leased from the County in Waikoloa.
o Nearly completed civil engineering design to install a new loop road at Kamakoa
Nui.
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Program Highlights (continued)
• `Ouli `Ekahi Housing:
o Completed clearance of UXO by U.S. Army Corps of Engineers.
o Nearly completed planning and design for interior and exterior renovation of 33
housing cottages.
o Negotiated contract and began planning and design for replacement of the on-site
wastewater treatment plant and drainage improvements.
• Kula`imano Elderly Housing Project:
o Completed planning and design work to renovate the interior units to meet ADA
and Code requirements.
• West Hawai`i Homeless Campus:
o Began planning and design phase to renovate bathrooms at the Friendly Place to
meet ADA compliance requirements.
• Nearly completed construction of the Hale Na Koa 0 Hanakahi affordable housing
project with preference for veterans and their spouses in Hilo.
• Obtained building permits for vertical construction of the Kukuiola Emergency
Shelter in Kailua Kona which includes safe parking, 16 emergency shelter units, a
community center with a certified kitchen, and combined restroom and shower
facility. Selected design consultant for Kukuiola Phase 2 that includes about 50
permanent housing units with support.
• Began civil engineering design to install a new road and infrastructure for an
affordable housing subdivision in `O`okala on lands owned by the County.
• Selected consultant to complete master plan for the `Ainaola and `Ainakea affordable
housing projects.
• Submitted and received County Council approval of a 201 H application for 91-unit
Kuakini Heights affordable housing project in Kailua Kona.
• Completed planning and design for upgrades to the Old Memorial Hospital in Hilo
including reroofing the buildings, selective hazardous material abatements, exterior
drainage work, and removal of selective trees causing damage to the facility.
Obtained permits for all proposed work.
• Processed 1 Affordable Housing Agreement.
• Completed monitoring of a property management contract for the Homes of Na
Kahua 0 Ulu Wini Multifamily Housing,Kula`imano and `Ouli `Ekahi affordable
housing projects owned by the County.
• Completed ground lease monitoring at 12 County supported affordable housing sites.
• Provided 41 Fair Housing trainings island wide via WEBEX/ZOOM and recruited
398 new landlords to receive training on the Fair Housing Act.
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Program Highlights (continued)
• Assisted 117 clients with Fair Housing inquiries/issues.
o Redesigned information and resources located on the Fair Housing web page to
make it easier for clients to:view and explore training materials.
Community Engagement Division
Homeless
• Coordinated Entry System—worked with homeless services providers, as required by
federal and state homeless program funders,to ensure connectivity of those
experiencing homelessness or are at-risk of homelessness to appropriate housing
opportunities.
• Secured State of Hawai`i `Ohara Zone funding.
• Secured Federal Community Project Funding Grant to support the vertical
construction cost of Kukuiola.
Residential Repair Program
• Three loans closed out.
• Three loan applications approved.
• Proactively pursued funding to sustain the program.
Financial Empowerment Center j
• Secured funding from the OakFoundation through Hawai`i Community Foundation
to support continued implementation of free Financial Empowerment Services
islandwide.
Community Engagement
• Implemented Phase 2 of the Emergency Rent Assistance program.
• Implemented Community-Based Social Services Navigator Program.
• Supported and participated in two Revitalize Puna Events.
• Facilitated and hosted four H0owaiwai Events.
• Co-planned and participated in three Pehea ka`Aina, Ola ka`Aina! quarterly events
and multiple Community of Practice meetings.
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DEVELOPMENT.
Program Highlights (continued)
Existing Housing Division
• Administered approximately 2,327 Housing Choice Vouchers and achieved 100%
utilization rate.
• Administered approximately 310 special purpose vouchers for veterans, foster youth,
non-elderly disabled, and those experiencing or at-risk of homelessness.
• Fifty-eight families on contract with the Family Self Sufficiency Program in FY
2023-24.
• Fifteen participants in the Homeownership Option Program are receiving mortgage
subsidies.
• Construction of two multi-family Project Based Voucher projects: Hale Na Koa on
Kawili Street in Hilo, and Kaloko Heights on Hina Lani Street in Kona.
• Executed Project Based Voucher Agreement to Enter into a Housing Assistance
Payment Contract for Na Hale Makoa in Waikoloa.
• On- site two-day HUD training on upcoming Housing Opportunity Through
Modernization Act(HOTMA) federal policy changes for program implementation in
FY 2024—2025 for all Existing Housing Staff.
• Completed agency Annual Section Eight Management Assessment Program
(SEMAP) for a standard rating score of 88.
Grants Management Division
The OHCD is currently in the 2024 CDBG funding process. Public hearings were
conducted and completed to solicit project proposals from government and non-profit
agencies. The OHCD anticipates receiving$2,600,000 in CDBG funds.
The OHCD executed a Grant Agreement with HUD for 2023 CDBG funding for
$2,680,506 and is in the process of completing the environmental reviews for its 2023
selected projects. In the past fiscal year,the CDBG funded projects that are in progress
or have been completed include:
• West Hawai`i Emergency Shelter Improvements: The design and construction were
completed.
• Na Kahua 0 Ulu Wini Low Income Housing Wastewater Treatment Plant: The
design and construction to repair the plant were completed.
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Program Highlights (continued)
• Na Kahua 0 Ulu Wini Low Income Housing Community Center Improvements: The
design and construction of the laundry room and kitchen were completed.
• Hale `Ohana Domestic Abuse Shelter: The interior/exterior renovations are 95%
completed.
• West Hawai`i Domestic Abuse Shelter: The interior/exterior renovations are 95%
completed.
• Mental Health Kokua Hilo Hale Residence Renovation: The construction of a living
room expansion,kitchen and bathroom renovation,roof replacement, and
accessibility improvements to the Hilo Residential Housing Complex are 25%
complete.
• Mental Health Kokua Kona Residential Housing Renovation: The construction of a
living room expansion,kitchen,bathroom, and laundry renovations, flooring
replacement, accessibility ramp installation, and solar water heater replacement to the
Kona Residential Housing Complex are 20%completed.
• West Hawai`i Emergency Shelter Improvements: The construction of a Photovoltaic
system and other improvements to the Shelter are 95% complete.
• Hamakua Youth Foundation: Phase I of this improvement project includes the design
and removal of hazardous materials; foundation repairs were cancelled. •
• West Hawai`i Domestic Abuse Shelter Phase 2 Improvements: Interior/exterior
improvements are 45%complete.
• Hawai`i County Economic Opportunity Council: Certified kitchen conversion is 25%
complete.
• Child and Family Services Hale Ohana Domestic Abuse Shelter Phase 2
Improvements: Interior/exterior improvements are 60% completed.
• Hawai`i County Fire Department: Ka`u and Puna Volunteer Fire Station Brush Truck
Acquisition is 20% complete.
• Mental Health Kokua: Van Transportation Acquisition completed.
For the HOME Investment Partnerships Program(HOME),the OHCD:
• Tenant-Based Rental Assistance Payment Program: Provided rental assistance to 86
families.
• Kaloko Heights Affordable Housing Project: Provide 100 multi-family rental units,
90%complete.
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Program Highlights (continued)
• Habitat for Humanity Hawai`i Island: Construct three Self-Help Houses in the Puna
area, 95% complete.
• Hale Na Koa 0 Hanakahi Project: Provide 92 seniors with affordable housing units,
with preference to veterans and their spouses, 85% complete.
For the National Housing Trust Fund (HTF) Program,the OHCD:
• Kaloko Heights Affordable Project: Construct a 100-unit multi-family rental housing
project 90%complete.
• Hale Na Koa 0 Hanakahi Project: Provide 92 senior affordable housing units, with
preference to veterans and their spouses, 85%complete.
Program Measures
Community Development Division FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
#of affordable housing agreements executed 1 3 2
#of affordable housing projects provided assistance 46 25 25
#of for-rent affordable housing units constructed 146 200 100
#of for—sale affordable housing units constructed 10 0 0
#of housing—related studies completed 1 1 0
#of FH awareness videos translated to another 0 0 1
language completed
#of FH trainings for general audiences 36 50 40
#of FH trainings for non-/limited-English audiences+ 1 1 0
#of new landlords attending Fair Housing training+ 398 60 60
#of persons assisted with FH inquiries/issues 117 60 65
#of visitors to the County's dedicated Fair Housing 2,528 1,000 1,000
website
#of projects assisted with construction management 15 5 5
+Workshop now held virtually
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Program Measures (continued)
Community Engagement Division* FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
#of implemented safe parking site* - 1 -
#of FEC committed referral partners* - 0 -
#of FEC co-location sites* - 1 -
#of learning circle workshops conducted* - 0 -
#of committed referral partners added to Unite
Hawai`i platform* 0
Amount of funding secured to ensure continuity of $500,000 $404,182 $500,000
Financial Empowerment Services(FES)**
#of FES co-location sites** 1 1 2
Amount of ERAP assistance dispursed to n/a $3,500,000 $2,020,351
community**
#of RRP loans executed** 0 3 17
#of Ho`owaiwai Networking and Resource Fairs** 0 4 4
This table was previously identified as"Homelessness Branch"
*New Program Measure in FY 2025-26.. .
**Measure being phased out
Existing Housing Division FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Amt of funds Administered through the Housing 27,182,447 30,000,000 32,000,000
Choice Voucher Program
Housing Choice Voucher Program:
%of funds utilized(total amount of rental assistance 1.18% 98% 98%
used as a percent of the budget authorized)
Tenant Based Rental Assistance Program:
%of funds utilized(total amount of rental assistance N/A 90% N/A
used as a percent of the budget authorized)
Section 8 Family Self-Sufficiency Program: 65 100 65
#of participants on contract with program
Section 8 Homeownership Program:
#of participants who purchased a home through the 18 15 18
program
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DEVELOPMENT
Program Measures (continued)
Grants Management Division FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
$of grant funds received for the County. Solicit
project proposal,review,rank,rate,make $2,680,506 $2,600,000 $2,600,000
recommendations for approval for grants and execute
grant agreements
Spend down CDBG funds to comply with HUD's $4,020,759 $4,020,759 $3,900,000
ratio of grant amount to balance by April
%of CDBG funds that will benefit persons earning
less than 80%of the median income as established by 100% 100% 100%
HUD
#of HOME-ARP rental or for-sale units for the
families or individual of the HOME-ARP qualifying 6 6 6
populations
%of HOME funds that will benefit persons earning
less than 80%of the median income as established by 100% 100% 100%
HUD
%of HTF funds that will benefit persons earning less
than 30%of the median income as established by 100% 100% 100%
HUD
#of HUD projects administered/monitored 12 13 16
404
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Number of Positions 64 67 67
Salaries and Wages 4,208,864.50 5,394,452 5,277,136
Operations 41,465,912.99 44,929,223 44,775,121
Equipment 265,640.45 544,773 589,430
Program Total 45,940,417.94 50,868,448 50,641,687
405
HOUSING
KULA'IMANO ELDERLY HOUSING FUND
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 530,552.23 1,020,346 642,133
Equipment 701.50 13,660 11,360
Kulaimano Repl Reserve Acct - 50,000 46,398
Program Total 531,253.73 1,084,006 699,891
406
HOUSING
'OULI TKAHI HOUSING FUND
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Request
Operations 427,285.37 637,339 458,860
Equipment - 6,780 3,622
`Ouli`Ekahi Housing Proj Repl Reserve Acct - 59,400 17,800
Program Total 427,285.37 703,519 480,282
•
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Personnel Position Summary
FY 2023-24 FY 2024-25 FY 2025-26
Position Title Actual Budget Estimate
Housing Administrator 1 1 1
Assistant Housing Administrator 1 1 1
Account Clerk 3 3 3
Accountant I 1 1 1
Accountant II 3 3 3
Accountant III 1 1 1
Administrative Services Officer I 1 1 1 _
Clerk II 2 2 2
Clerk III 2 2 2
Housing&Community Dev Specialist I 2 - -
Housing&Community Dev Specialist II 4 1 1
Housing&Community Dev Specialist III 9 13 13
Housing&Community Dev Specialist IV 7 9 9
Housing&Community Dev Specialist V 10 10 10
Housing&Community Dev Specialist VI 4 4 4
Housing&Community Development Technician II 2 2 2
Housing Administrative Assistant 1 1 1
Housing Quality Standards Technician III 3 4 4
Information&Education Specialist II - 1 1
Private Secretary 1 1 1
Senior Account Clerk 2 2 2
Special Program Coordinator 1 1 1
Human Resources Technician II 1 1 1
Student Helper I 2 2 2
Total 64 67 67
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Miscellaneous
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Fringe Benefits
FICA 290,381.02 374,046 359,516
State Retirement System 910,818.69 1,173,479 1,068,014
Health Fund 409,093.54 635,635 609,957
Workers Comp 97,549.05 225,000 225,000
Total Fringe Benefits 1,707,842.30 2,408,160 2,262,487
Other Costs
Provision for Compensation Adjustments - 5,000 340,485
Provision for Training - 17,694 17,694
Ulu Wini Repl Reserve Acct - 115,200 12,060
Total Other Costs - 137,894 370,239
Total Miscellaneous 1,707,842.30 2,546,054 2,632,726
409
ASSET FUND
PLANNING
GEOTHERMAL ASSET FUND
Mission Statement
The Geothermal Asset Fund shall be funded by payments made by Puna Geothermal
Venture, a Hawaii Partnership, its successors or assignees and the State of Hawai`i for
the purpose of compensating persons impacted by geothermal energy development
activities pursuant to the provisions incorporated in Geothermal Resource Permit No. 2.
Department Goals
The Planning Commission is authorized to direct the payment of money from the
Geothermal Asset Fund to claimant(s) whom the Planning Commission finds has been
adversely impacted by activities authorized or unauthorized by Geothermal Resource
Permit No. 2, issued by the County of Hawai`i, and to authorize payment for community
approved geothermal impact mitigation projects within the District of Puna.
Program Description
All Claims for release of monies from the Geothermal Asset fund will be presented to
and reviewed by a Profession Claims Adjuster, who will then present its findings and
recommendations to the Planning Commission. The Planning Commission will review
these findings and then render a decision.
Program Objectives
The Geothermal Asset Fund shall be administered in an efficient and responsible manner
complying with all applicable ordinances and rules.
Program Highlights
No new claims to the Geothermal Asset Fund were submitted in FY 2023-24.
Funding Source and Position Count
Geothermal Asset Fund $50,000 Geothermal Asset Fund Grant Revenue - Grant Revenue/Other Total Budget: $50,000 Total Number of Positions
410
PLANNING
GEOTHERMAL ASSET FUND
Program Measures
FY 2023-24 FY 2024-25 FY 2025-26
Actual Budget Estimate
Claims 0 1 1
Program Expenditures
FY 2023-24 FY 2024-25 FY 2025-26
•
Actual Budget Request
Operations - 50,000 50,000
Program Total - 50,000 50,000
411