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HomeMy WebLinkAboutCOM 0158.001 2024-2026 • (?•*C.Kimo Alameda, Ph.D. • nn. \� • Diane Nakagawa Mayor + R!�t?,•et:+I'• Director • '• Malia A. Kekai ;..;.;:William V. Brilhante Jr. +;•� �0. Managing Director Deputy Director County of Hawaii Finance Department 25 Aupuni Street,Suite 2103 • Hilo,Hawaii 96720 (808)961-8234 • Fax(808)961-8569 March 3, 2025 rya 1;:' Heather Kimball, Council Chair and =1 Members of the Hawai`i County Council Hawai`i County Council 25 Aupuni Street Hilo, Hawai`i 96720 The budget and program reviews for the County of Hawai`i's Departments and Agencies will begin on April 8, 2025. I am enclosing a booklet containing the reports entitled, Six Month Progress Report on Program Objectives for FY2024-25 and Final Status Report on Program Objectives for FY2023-24. These reports provide information to the members of the County Council so they may evaluate our program accomplishments for the first six months of the current fiscal year and for the last fiscal year. Should you have any questions or need more information,please don't hesitate to call Ted Schrey, Budget Administrator, at 961-8259. Thank you very much. )/474,(5-- Diane Nakagawa Director of Finance APPROVED: C. Kimo ameda, Ph.D. Mayor Enc. Comm. No 168 . 1 Hawai'i County is an Equal Opportunity Employer and Providegef• To: iL (s cc a,t Ref. Duce MAR - 3 2025 COUNTY OF HAWAI ' I --," OF ft '% 4•• (ram .11. .. ,•t4NNS,,.el. , ,,,,,09 Departmental & Agencies' SIX MONTH PROGRESS REPORT ON PROGRAM OBJECTIVES FOR FY 2024-25 and FINAL STATUS REPORT ON PROGRAM OBJECTIVES FOR FY 2023-24 Table of Contents Within each of the following departmental, agency, or fund section, contains the: • Six Month Progress Report on Program Objectives for FY 2024-25 (white pages) • Final Status Report on Program Objectives for FY 2023-24 (yellow pages) 1. Aging 2. Animal Control 3. Civil Defense Agency 4. Corporation Counsel 5. County Auditor 6. County Council + County Clerk 7. County Physicians 8. Elderly Activities 9. Environmental Management 10. Finance 11. Fire 12. Human Resources 13. Information Technology 14. Liquor Control 15. Management 16. Miscellaneous Accounts 17. Office of Sustainability, Climate, Equity, and Resilience 18. Parks & Recreation 19. Planning 20. Police 21. Prosecuting Attorney 22. Public Works 23. Research and Development 24. Highway Fund 25. General Excise Tax Fund 26. Sewer Fund 27. Short-Term Vacation Rental Enforcement Fund 28. . Cemetery Fund 29. Bikeway Fund 30. Beautification Fund 31. Vehicle Disposal Fund 32. Solid Waste Fund 33. Golf Course Fund 34. Geothermal Relocation & Community Benefits Fund 35. Housing Fund 36. Geothermal Asset Fund AGING AGING AGING 1. Older adults in Hawaii have the opportunity to live well. • 1.1: 75% of older individuals receiving transportation services to medical, shopping, access to community resources, congregate meal sites, and recreational activities, will indicate they were able to continue to live independently, and live well within their communities. 40% of participants in the Kupuna Care Program who received services through a case management-developed support plan reported that access to Home and Community-Based Services (HCBS) had allowed them to live safely in their homes with dignity and stay engaged in the community. 88% of Nutrition Program participants reported that the transportation services helped themto live independently and remain in their own homes. 87% of individuals that received transportation services through Title III Older American Funding through contracted Coordinated Services program were able to live independently and well within their communities. • 1.2: 65% of seniors who receive information and/or training on fall prevention, will indicate the increased knowledge of fall prevention and awareness, allowed them to live safer in their homes. The Aging and Disability Resource center provided in person fall prevention training to over 85 individuals between July 1st and December 31st,2024. Participant survey results showed: • 97% of participants found the training helpful. • 95% felt the training helped them identify potential fall hazards in their home. • 74% used the information from the training and made changes to help decrease their risk of falls. • 70% said their concerns around falling have decreased post training. In addition to in person fall prevention awareness trainings, the ADRC created and mailed out a fall prevention publication to over 3,000 kupuna and caregivers across Hawaii Island. The newsletter was sent during Six Month Progress Report on Program Objectives for FY 2024-25 1 AGING AGING National Fall Prevention Week(Sept. 23- 27th). The newsletter included fall statistics, prevention tips, CDC Stay Independent Fall Risk assessment, Home safety checklists and more. • 1.3: 50% of Better Choices Better Health program participants will indicate they received information and participated in activities that increased their knowledge on making better healthy living choices. 85% of participants reported improved strength and higher levels of exercise. They further reported improved outcomes which lessened pain, fatigue and shortness of breath. • 1.4: 50% of older individuals who participate in the congregate meal program will indicate they improved their social well-being and reduced feelings of isolation: 91% of congregate meal participants reported that their social well-being improved and 69% reported that they felt less lonely by participating in the Nutrition Program. 2. Hawai`i County's older adults and people with disabilities will be able to age in place by expanding access to Home and Community Based Services (HCBS). • 2.1: Through a comprehensive set of person-centered support plans, developed by the case manager, 40% of Kupuna Care (KC) participants will indicate they had broader access to HCBS. HCOA's contracted Kupuna Care Case management agencies provided person-centered care and support to seniors experiencing diminished functioning capacities and/or cognitive limitations. Person-centered care assisted seniors and/or caregivers in establishing individualized support plans by identifying unmet needs, establishing client goals and assisting seniors and/or caregivers with access to services and resources needed to effectively manage their activities of daily living. Six Month Progress Report on Program Objectives for FY 2024-25 2 AGING AGING Case Management: 273 seniors received case management services between 7/1-12/31/24. Unduplicated number served: 273.50 of projected goal of 550 FY 2024-25. Case managers requested 3,041.25 units of case management services. Case Managers connected individuals and families to Home and Community Base services. Chart below shows the number of units provided between • 7/1/2024—12/15/2024. < " ..�ltrr►bersOed'::: 69 Personal care 4,497.75 104 Homemaker 6,892.00 7 Chore 98.00 7 Adult Day Care 204.57 24 Assisted Transportation 592.00 • 2.2: 40% of KC participants who receive a care plan, developed by their case manager, will indicate that access to HCBS allowed them to remain safely in their homes. As part of HCOA's quality assurance process, upon discharge from HCBS, all clients and/or caregivers received a phone and/or a mailed survey requesting feedback on the quality of service they received. Responses were recorded by admin staff and monitored by the Aging and Disability Services Manager-Case management/vendor pool. Between the months of July 2024—December 2024: Out of 15 respondents: 65% stated the quality of services received exceeded expectations, 24% felt services met expectations. 11% responded that it was not applicable. • 2.3: 50% of consumers who receive options counseling through the HCOA ADRC, will report that their knowledge of the availability and how to access HCBS increased. 825 Option Counseling sessions were completed by an ADRC Aging and Disability Specialist. Surveys were mailed out to a random sample of people Six Month Progress Report on Program Objectives for FY 2024-25 3 AGING AGING who interacted with the ADRC during the past six months. Of the surveys that were returned to ADRC, 100% of responders felt they were connected to beneficial resources and services. ADRC processed 1,892 calls/walk-ins. 1,305 of the 1,892 calls/walk-ins were unduplicated individuals or families. ADRC assisted in providing information and connecting them to resources such as Kupuna Care Program, Legal Aid Society, meal programs,transportation services, health insurance, housing entities, financial counseling, financial assistance as well as other community resources. The chart below shows formal referrals completed by the ADRC: erteli:< Legal Aid Society 226 Kupuna Care Program 162 Public Health Nursing 22 Transportation Services 58 Meal Programs 34 3. Hawai`i County's older adults are prepared for health threats and disasters. • 3.1: 40% of participants who participate in the online disaster preparedness tutorial, will indicate they had a better understanding of how to prepare for public health threats. Individuals who accessed the hcoahawaii.org website were able to view the . Person Centered Preparedness Video and had the ability to download the Person Centered Emergency Planning Workbook. The hcoahawaii.org website is currently under construction by the State's Executive Office of Aging so users do not currently have access to the video or workbook. Construction on site began in early December and should be completed by the end of January. Access to this online resource will be ongoing once site is up and running again. • 3.2: 40% of participants who receive informational materials on natural and man- made disasters will feel they were better prepared to meet and plan for those types of future threats. Six Month Progress Report on Program Objectives for FY 2024-25 4 AGING AGING The ADRC continued to provide Person Centered Emergency Planning sessions. Sessions lasted two hours in length and included an informational video and discussion on types of disasters and how to best prepare. The focus of the program was to help people proactively plan for a disaster, whether it be an individual disaster, small community disaster or a large community/island wide emergency. The planning session emphasized the use of natural resources that can assist a person/community in times of.a disaster such as friends, neighbors, family and acquaintances as well as outlines county and nonprofit entities. Participants were provided with a free emergency planning workbook so they could complete their plan. "Starter" Go bags were also provided to help them upon completion of the planning session. • 3.3: 50% of all consumers who participate in a HCOA sponsored emergency preparedness activity, or receive emergency response informational training materials, will report that the HCOA ADRC is a trusted resource for emergency and disaster related information. 75% of Kupuna Care recipients, in collaboration with their assigned case manager, developed an emergency preparedness plan in preparation for potential natural disasters and public health threats. 4. Caregiving: Enhancing Services and supports for Caregivers. Hawai`i County caregivers will have a broad array of services and supports to effectively care for their loved ones. Caregiver Respite care is a key component of any caregiving program to prevent and/or reduce stress/burnout inherent with caregivers. Respite services helped ease the burden on families and caregivers by allowing caregivers a temporary break from performing caregiver tasks. It also helped caregivers stay physically and mentally healthy so they could provide the best care possible for their loved one. Additionally, respite care allowed the caregiver time to attend to their personal responsibilities beyond caregiving. Six Month Progress Report on Program Objectives for FY 2024-25 5 • AGING :........._:..,. . .......__.......... ...._v.._... ...._...._.... .... ,. .. :._.... .. . AGING Regarding Kupuna Care/Caregiver Respite program, the following shows the number of caregivers who received respite from their caregiving duties. Kupuna Care HCBS: 7/1-12/31/24 Data: Number of caregivers served: 26 Data: Total number of HCBS respite hours provided: 1,028.55 • 4.1: 25%who receive support services such as counseling, training, and information will indicate that they are better prepared to perform their caregiver duties. 75% of Caregivers served report they were better prepared to perform their caregiver duties. Number of Caregivers Served Caregiver Counseling OAA 7/1/24—12/31/24: 11 Number of Caregivers Served Caregiver Training 7/1/24—12/31/24 :25 Number of Caregivers Served Caregiver Information 7/1/24 -12/31/24: 2,050 • 4.2: 30% of caregivers who receive a pre and post"Burden Scale" assessment by their case manager will indicate a reduction in caregiver stress after receiving respite services. Kupuna Care Case Managers had caregivers complete the pre and post "Caregiver Burden Scale" assessment at the time of intake and discharge. • Caregivers also received a satisfaction survey post service. 67% of caregivers who responded to the survey felt satisfied with the respite services provided and felt they had more quality time with their loved ones along with more time for self- care for themselves. Six Month Progress Report on Program Objectives for FY 2024-25 6 AGING AGING • 4.3: 40% of caregivers who receive options counseling services will report an increase in knowledge of services available to caregivers. 166 conversations between ADRC aging Specialists and caregivers included discussions on caregiver advocacy,caregiver burnout, caregiver education, caregiver support/respite and caregiver issues. Information provided to caregivers included referrals to caregiver counseling services, referrals to Kupuna Care services for caregiver respite and general information on how to maintain their own health and wellness while caring for a loved one. The HCOA/ADRC resource library regularly stocks reading materials focused on caregivers. The materials in the library are free for people to take and keep. Although Satisfaction Surveys were sent to a mix of clients and caregivers, the returned satisfaction surveys for the past six months were all completed by individuals and not caregivers, so we were unable to provide a percentage on how many caregivers felt they gained knowledge after receiving Options Counseling. Informal communications with caregivers revealed many felt informed and relieved to know there are services to assist them with their caregiving needs. The ADRC will target additional caregivers for surveys in an attempt to receive some responses going forward. 5. Underserved aging and disabled populations have equitable access to programs and services. • 5.1: 40% of consumers receiving legal services will be from diverse populations and communities. 60% of consumers that received legal services were from diverse populations and communities. • 5.2: 60% of consumers accessing services provided through HCOA will report their experience was all encompassing regardless of race, religion, sexual orientation, financial status, country of origin, or belief systems. • 5.3: 60% of clients discharged from the Kupuna Care Program, will indicate the services received were all inclusive to their needs. Six Month Progress Report on Program Objectives for FY 2024-25 7 AGING AGING • 5.4: 50% of caregivers who receive counseling services will report that the services provided were inclusive and equitably presented. 75% of caregivers who received counselling services reported services were inclusive and equitable. Six Month Progress Report on Program Objectives for FY 2024-25 8 AGING :.:.. ....::....:..v:.....v:.....:.:.:_..... .:...:..... :.:..... ....:.......:r.:....:.. :._.., .:. COMMITTEE ON PEOPLE WITH DISABILITIES 1. Continue to advise the administration on issues facing people with disabilities. The Mayor's Committee on People with Disabilities (MCOPWD) met on the following dates: • 7/19/2024 • 9/13/2024 • 10/18/2024 • 11/22/2024 HCOA and ADRC provided representation at all MCOPWD meetings. HCOA provided support for logistics, scheduling,note taking and communication throughout the duration of the Committee. 2. Work with communities to help improve the education and public awareness of people with disabilities. The MCOPWD discussed several topic areas during the duration of the committee and submitted their Annual Advisory Report to then Mayor Mitch Roth in November 2024. The annual report included recommendations for the following: • Emergency Preparedness • Employment • • Mental Health and Substance Abuse Services • Deaf/hard of Hearing Services • Election Accessibility • Paratransit Services • Female-Specific Disabilities 3. Continue to improve accessibility of County facilities and programs for people with disabilities. The committee heard public testimony pertaining to concerns about beach access and bus access for people with disabilities. The committee discussed having a presentation from Mass Transit for an update on accessibility improvements. Six Month Progress Report on Program Objectives for FY 2024-25 9 This page intentionally left blank AGING ._......�_.... ._._ �..�. AGING .�.� �..___..�._.....�._� 1. Age Well: Maximizing opportunities for older adults to age well, remain active, and enjoy quality lives while engaging in their communities while remaining at home. • 1.1: Engage with the community through outreach, information and assistance, and utilization of the Aging &Disability Resource Center(ADRC)to keep seniors active and socially engaged. The Aging and Disability Resource Center(ADRC) had 8,587 documented interactions with kupuna, caregivers and disabled adults between 7/1/2023— 6/30/2024. Among the 8,587 interactions,2,006 were unduplicated interactions. ADRC participated in ten community events focused on sharing resources to approximately 700 Hawaii Island residents who received information about Hawaii County Office of Aging (HCOA) and ADRC services and resources during these events. In addition, focus throughout the year included developing new approaches to help seniors be active and socially engaged. Part of this effort was the creation of the Kahu program,which helped connect seniors to school age students through a variety of learning/sharing activities and a Pen Pal Program. Another focus was helping Kupuna be tech savvy through the partnership with Digital Readiness and pairing school aged children with Kupuna to help them learn how to use their smart phones. ADRC continued to provide Fall Prevention Training to seniors and caregivers to help prevent falls and injuries resulting from falls that could lead to limiting ability to engage in the community and participate in social events. Over 550 individuals received fall prevention training this year. Follow-up questionnaires were mailed to participants 30 days after completion of the training. Some of the important data collected through these questionnaires showed the following: o 76% stated they made changes to their environment post training to help decrease their risk of falls. o 86% stated they completed their mobility plan. o 67% stated they also made other changes to decrease their risk of falls post training. o 83% said that since the training,their concerns about falling have decreased. Final Status Report on Program Objectives for FY 2023-24 1 AGING AGING Coordinated Services for the Elderly (CSE) provided contracts for services that encompasses outreach,transportation and senior IDs to 1,212 individuals during FY 2023-24. Transportation for 1,255 individuals was provided: Medical/Health,Resource Agency,Bank, shopping, to Nutrition sites (18) as well as some recreation activities (81). • 1.2: Gather community feedback on Home and Community Based Services (HCBS)provided through HCOA. The feedback gathered from the community will assist in determining if HCOA is building capacity and improving program quality. Program quality: As part of HCOA's quality assurance process,upon discharge from HCBS, all clients and/or caregivers were mailed a survey requesting feedback on the quality of service they received. Responses were recorded by admin staff and monitored by the Aging and Disability Services Manager for Case Management. Between the months of Aug. 2023—Oct. 2023: Out of 11 respondents: 64% stated the quality of services received exceeded expectations. 27% met expectations. 9% n/a. Building capacity: To achieve this goal,HCOA/ADRC concerted collaboration within the Aging Network and community members. Given the qualitative/quantitative nature of these issues, a focused group approach on building workforce capacity, retention, and expansion of service access through community support/assistance is vital. ADRC hosted monthly Aging Network task force meetings in both East and West Hawaii. This was in addition to on-going communication/feedback with community members and partner agencies. Final Status Report on Program Objectives for FY 2023-24 2 AGING AGING • 1.3: Ensure that the Better Choices, Better Health Programs are available to older adults throughout Hawai`i County, which includes recruitment and training of new and current Lay Leaders. A virtual Chronic Disease Self-Management Program (CDSMP) class was held on September 21,2023, nine participants registered and eight completed the class. Two Lay Leaders successfully completed the virtual Chronic Disease Self- Management Master Training classes on March 20,27 and April 3,2024. A plan is in place for the Master Trainers to do Lay Leader Training on Hawaii Island in 2024. • 1.4: Support opportunities for older adults to enhance their cognitive and social skills and increase their awareness of the need to plan for future disasters. The ADRC completed 840 Option Counseling sessions throughout the year. Option Counseling sessions focused on providing information for long-term care planning so Kupuna and Caregivers could be proactive in making their aging plan and help them prepare for circumstances that arise during the aging process. The ADRC continued to provide useful information pertaining to disaster preparedness. ADRC promoted the use of its Person-Centered Emergency Planning workbook; free workbooks were available and provided to seniors through HCOA and ADRC,in person at senior clubs and meal sites, senior housing, resource fair events,Kupuna Care program and more along with it being posted on HOA's website. ADRC hosted over 20 Emergency Preparedness Trainings for kupuna, adults with disabilities and caregivers during the year. The ADRC was allocated additional funding to continue efforts to educate our aging community on disaster preparedness. "Emergency Start Kit" items were purchased and free Person-Centered Emergency Planning Workbooks were available to our target populations. Final Status Report on Program Objectives for FY 2023-24 3 AGING AGING 2. Develop and Maintain Partnerships: Building partnerships and alliances that will address the growing elderly population, and to develop a safety net for Hawai`i's aging population. • 2.1: As the Area Agency on Aging,the Hawai`i County Office of Aging will be the one-stop access point for all aging and disability related issues through the continued development of partnerships between the aging network and private non-profit networks. East and West Hawaii Kupuna Task Force meetings continued to occur monthly. ADRC hosted these monthly meetings at Office of Aging sites in Hilo and Kailua Kona. ADRC added the option for collaborative partners to join the meeting via zoom,which has increased the ability for island wide community partner agencies to connect to discuss resources and needs of our aging population. There are currently over 20 entities represented at these meetings. This includes health insurance agencies,non-profit organizations and medical entities, social service organizations,VA, Caregiver networks and more. 3. Aging and Disability Resource Center(ADRC): Participate in the statewide ADRC system for older adults and their families to access and receive Long-Term Support Services (LTSS). • 3.1: Maintain"fully functioning status" of the Hawaii County ADRC as required by the State Executive Office on Aging. Under the direction of the HCOA,the ADRC remained at fully functioning status. The ADRC works under the direction of HCOA,who is in regular communication with the State Executive Office of Aging, regarding practices and policies to remain a fully functioning entity. The required satisfaction surveys revealed that the customer base felt the efforts of the ADRC were beneficial and effective. Annual Quality Assurance Survey results showed: o 95% of respondents felt aging specialists were knowledgeable about services and resources to assist with their needs. o 89% of respondents felt specialists actively listened,understood, and responded to their needs. Final Status Report on Program Objectives for FY 2023-24 4 AGING AGING O 86% of respondents felt the specialist explained things in a way they understood. o 93% of respondents felt the specialist helped connect them with beneficial resources and services. o 95% of respondents would recommend the ADRC to family and friends. o 89% of respondents felt their interaction with the ADRC was professional and respectful. There was a slight decrease in the percentage of survey respondents feeling that specialists actively listened, understood and responded to their needs. ADRC personnel will continue to focus on customer service. It should be noted there was an increase in callers with urgent needs such as housing, fmancial help, and mental health challenges; there are limited resources that provide immediate housing, financial and mental health challenges on the island. Callers in urgent need can easily become frustrated when staff are unable to connect them to immediate help. The East and West Hawai`i Task Force meetings have been instrumental in identifying increasing needs across the island and looking at collaboration efforts to meet these needs. HCOA/ADRC maintained active Memorandums of Agreement with entities referring individuals and their families to ADRC for screening,services and referrals. Current active MOAs were reviewed and updated as needed in January 2024. • 3.2: Promote community awareness of the services and supports currently available through the ADRC. The ADRC promotes community awareness of its services and support by connecting with community members through resource fairs,health fairs, outreach at meal sites, senior activity centers,neighborhood senior clubs and with regular communication to local organizations and agencies supporting the same targeting population. The Silver Bulletin newsletter was distributed to a minimum of 2,800 seniors across Hawaii Island quarterly. Each edition of the newsletter included information on the ADRC services. ADRC also maintained and updated the HCOA.org website regularly. The HCOA/ADRC resource directory has been received by over 1,600 individuals during 7/1/2023—6/30/2024. Final Status Report on Program Objectives for FY 2023-24 5 AGING AGING • 3.3: Provide relevant person-centered information, assistance,referrals, and options counseling to consumers requesting services through the ADRC. CATEGORY 07/01/2023 —6/30/2024 Legal Aid Referrals 551 Kupuna Care Referrals 315 Option Counseling 840 Recorded Calls 8,587 285/315 of the Kupuna Care referrals were referred to regular Case Management. 30/315 were referred to Public Health Nursing Kupuna Care Case Management. Referrals were also completed on a regular basis to Coordinated Services for the Elderly,Hawaii County Nutrition program,Food Bank,Hospice and palliative care agencies, Hawaii County Financial Empowerment Center, Veterans Affairs,Med-QUEST Outreach specialists and the State of Hawaii Health Insurance program. 4. Caregiver support systems: Enabling caregivers to continue to be the support backbone for care recipients entrusted to their care. • 4.1: At the direction of the caregiver,the Case Manager, an individual who is trained or experienced in case management, will develop and implement a service plan through a comprehensive assessment of the caregiver. During this period, using the comprehensive caregiver assessment, Case Managers developed and implemented service plans for 55 caregivers. • 4.2: Provide active support for family caregivers through training, counseling, respite services, caregiver workshops or annual conferences, and the dissemination of informational and educational materials. Hawai`i Island Adult Care's caregiver counseling contract for Counseling and Training services from July 2023 to June 2024 had a total of 26 individuals who received counseling services and 42 individuals who participated in various caregiving training activities, for an overall total of 68 individuals who received counseling and training services. 790 individuals were provided with caregiver information during nine sessions for this contracted service. Final Status Report on Program Objectives for FY 2023-24 6 AGING AGING • 4.3: Ensure that during the year public and media activity conveys information to caregivers about service availability. A monthly caregiver newsletter was distributed to approximately 505 individuals. July 2023 through June 2024; Staying Safe in extreme Temperatures—Dehydration, Storms/Stay safe when the power goes out, Hygiene in Alzheimer's Care/Toileting,Fire Safety,Alzheimer's Disease & Wandering and Winder Safety—Preventing Falls on Outings. Financial Elder Abuse—Spot Fraud,Heart attack& Stroke Emergencies, Skin Care— Avoiding Pressure Sores,Alcohol & Drug Abuse,Range of Motion Exercise, and Dementia, and Alzheimer's &Memory Loss were featured topics in the newsletters. 5. Diversity,Equity, and Inclusion within services: • 5.1 Encouraging a broad approach across target populations of individuals with greatest economic and social needs that diversity, equity, and inclusion are ensured in all aspects of service administration and delivery. The ADRC provided informational brochures in several languages and contained access to the County's interpreter service. ADRC provided outreach and in-person training across the island to ensure connection within all demographic areas. HCOA services are not based on income: thus,no priority can be given to any individual based on their financial situation. However, more emphasis on reaching individuals with the greatest economic and social needs should have the net result of more services reaching targeted populations. The ADRC is collecting information and contacting community members connected with marginalized groups. Efforts towards connecting to people who may not know about us and the resources the ADRC provide and may be fearful of reaching out are underway. Final Status Report on Program Objectives for FY 2023-24 7 AGING COMMITTEE ON PEOPLE WITH DISABILITIES 1. Continue to advise the administration on issues facing people with disabilities. HCOA continued to provide logistical support to assist the Mayor's Committee on People with Disabilities (MCOPWD), to help facilitate and arrange meetings, and provide support and resources where necessary. The MCOPWD met eight times last year to organize and prioritize issues facing people with disabilities. The committee completed its report that was due to the Mayor by December 31,2023. 2. Work with communities to help improve the education and public awareness of people with disabilities. The MCOPWD discussed several activities to help educate and improve public awareness within their communities. • Be proactive in disseminating information and encouraging community members to attend and participate in Legislative Disability Forums held throughout the county. • Increase educational opportunities for all disabilities beginning with activities with our children. • More public awareness of educational disability barriers that challenge our disability communities. 3. Continue to improve accessibility of County facilities and programs for people with disabilities. The committee continued to extend invitations to various County Departments to present services provided by their departments. • Mass Transit provided an in-depth presentation on the services they provide. The Mass transit staff were very receptive to the comments, suggestions, and feedback provided by the committee. Encourage public educational entities, such as libraries, and museums to be more aware of barriers that limit the educational enrichment of people with disabilities. Final Status Report on Program Objectives for FY 2023-24 8 ANIMAL CONTROL ANIMAL CONTROL ANIMAL CONTROL 1. 90% of vicious dog calls will be responded to within two hours. Of 81 calls received referencing vicious dogs, 75 calls were responded to within two hours, or 93%. 2. 90% of loose animals posing a public safety hazard calls will be responded to within two hours. Of the 141 calls received referencing loose animals posing a safety hazard to the public, 128 calls were responded to within two hours, or 91%. 3. 90% of injured animal related calls will be responded to within two hours. Of the 235 calls received referencing injured animals,221 calls were responded to within two hours, or 94%. 4. 90% of calls for animal control assistance by the police will be responded to within three hours. Of the 182 calls for animal control assistance by police, 175 calls were responded to within three hours, or 96%. 5. 90% of animal cruelty and neglect cases will be responded to in 24 hours and resolved in 14 working days. Of the 119 calls for cruelty and neglect cases, 108 calls were responded to within 24 hours, or 91%. 6. 90% of license, loose dogs and any non-cruelty/neglect cases will be responded to in 48 hours and resolved in five working days. Of the 546 calls for loose dogs and any non-cruelty cases, 514 calls were responded to within 48 hours, or 94%. 7. Eighty-four Sweeps of problem communities per year. Conducted 81 sweeps in problem communities island wide, or 100%. Six Month Progress Report on Program Objectives for FY 2024-25 1 This page intentionally left blank •e 4T-4 m I P'lt"1 1�1 CIVIL DEFENSE AGENCY CIVIL DEFENSE • 1. Review and update the Hawai`i County Multi-Hazard Mitigation Plan(MHMP). In progress; 40% complete. First draft of the plan is ready for review which will be completed in January 2025. 2. Assist County organizations in revising their Continuity of Operations Plans (COOP). • In progress; 10% complete. Held seminar with new cabinet to introduce continuity of operations plans (COOP) and why they are an essential part of continuing to provide county services to the public. 3. Project 360. a. Continue to rebuild the Community Emergency Response Team (CERT)program by developing more Facilitator/Coaches to expand the CERT training program with the intent to have 300 trained CERT members. In progress; 50% complete. Project 360 is working hard to reach pre COVID- 19 participation levels. Some program highlights include: approximately 300 active CERT members spread across fifteen teams. b. Expand the amateur radio repeater network to enhance the Auxiliary Communications System(ACS) reach into isolated communities. Not started; 0% complete. 4. Provide Public Information and Warning: a. Establish the County Warning Point to provide twenty-four-hour monitoring of conditions that could impact Hawai`i Island. Not started; 0% complete. Positions are not currently authorized. b. Provide public information through the mass notification system using cell phone, email, social media, and commercial radio stations. In progress; 90% complete. Staff trained on notification systems and the templates and procedures necessary to provide public information via mass notification systems and social media. Emergency messaging is ongoing and situation dependent. Six Month Progress Report on Program Objectives for FY 2024-25 1 CIVIL DEFENSE AGENCY CIVIL DEFENSE c. Provide warning for emergency situations via the Integrated Public Alert& Warning System (IPAWS). In progress; 90% complete. Staff were trained to provide public information and warnings using the integrated public alert warning system (IPAWS) d. Provide interactive maps identifying hazard areas and emphasizing preparation actions using ArcGIS platforms on the Civil Defense information web pages. In Progress; 75% complete. Most interactive maps have been completed. Maps are currently being evaluated for functionality and improvements. 5. Execute the Integrated Preparedness Program to develop capabilities and to achieve staff qualification requirements: a. 100% of new staff complete basic Incident Command System (ICS) classes via independent study: ICS 100, ICS 200, ICS 300, ICS 400, ICS 700, ICS 800, ICS 2200, and ICS 2901. Not started; 0% complete. No new staff require training at this time. b. 100% of new staff complete the Emergency Management Institute's Profession Development series via independent study: IS 120c, IS 230e, IS 235c, IS 240c, IS 241c, IS 242c, and IS 244b. Not started; 0% complete. No new staff require training at this time. c. Complete Emergency Management Assistant Compact(EMAC) Incident Command System certification plan. In progress; 10% complete. Qualifications review board scheduled. By-laws are in first draft. 6. Maintaining County of Hawai`i Land Mobile Radio (LMR) wireless network infrastructure: a. Conduct maintenance inspection of infrastructure at seven LMR sites. In progress; 20% complete. Restructured for three (3) LMR sites for FY 2024- 25 due to unprojected cost factor. Completed structural engineering review of vendors and developed specifications for statement of work and deliverables. Six Month Progress Report on Program Objectives for FY 2024-25 2 CIVIL DEFENSE AGENCY CIVIL DEFENSE b. Facilitate quarterly patching of LMR radio systems. In progress; 50% complete. Quarterly patching has been completed for September and December 2024. Remaining 50% will be completed in March and June 2025. c. Construct Puna Geothermal Venture LMR Site. In progress; 15% complete. Design drawings have been reviewed and finalized. The bid solicitation phase has been closed. Currently reviewing bid submissions. 7. Continue to administer the Department of Homeland Security Grant Program for the County of Hawai`i as administered by the Hawai`i Emergency Management Agency and the State Department of Defense: a. Complete quarterly, close-out, and end-of-year reports. In Progress; 30% complete. .Quarterly reports for the periods of July to September 2024 and October to December 2024 have been completed. The FY 2023-24 Grant Agreement Articles and Special Conditions is currently active as of October 3,2024. The FY 2020-21 and FY 2021-22 Grants are due to close on 8/31/25. b. Close-out one HSGP account. Completed; 100% complete. Closed out FY 2019-20 HSGP Grant. Six Month Progress Report on Program Objectives for FY 2024-25 3 This page intentionally left blank CIVIL DEFENSE AGENCY CIVIL DEFENSE 1. Review and update the Hawai`i County Civil Defense Plans. In Progress; 75% complete. The County of Hawai`i Tsunami Response Plan is completed. The Tsunami tabletop exercise and functional exercise to validate the plan was completed on April 25,2024. The Integrated Preparedness Plan (IPP) is complete and has been submitted to the Hawaii Emergency Management Agency. The First Responder Feeding Plan is in initial draft with expected completion time in FY 2024-25. 2. Assist County organizations in revising their Continuity of Operations Plans (COOP). In Progress; 25% complete. Two staff have completed COOP training. Revision of current plan is underway. 3. Reinvigorate community engagement through the Project 360 program. The intent is to create resilient communities through individual preparedness and where practical a community response plan. In Progress; 75% complete. Project 360 is working hard to reach pre COVID-19 participation levels. Some program highlights include: 244 active CERT members spread across 15 teams. CERT teams were activated for four events and participated in 20 community events in the past year. Fifteen team training events were conducted, and two leadership conferences were held. 4. Provide Public Information and Warning: a. Provide public information through the mass notification system using cell phone, email, social media, and commercial radio stations. In Progress; 75% complete. Final option year for the Everbridge mass notification contract was initiated in September 2023. Request for Proposals was initiated with a selection of a new vendor anticipated to happen in September 2024. b. Provide warning for emergency situations via the Integrated Public Alert& Warning System(IPAWS). Completed; 100% complete. The IPAWS system is contracted through the Hawaii Emergency Management Agency. Staff maintain proficiency in the system through monthly familiarization. The system was tested nationwide on October 4,2023. Final Status Report on Program Objectives for FY 2023-24 1 CIVIL DEFENSE AGENCY CIVIL DEFENSE c. Provide interactive maps identifying hazard areas and emphasizing preparation actions using ArcGIS platforms Civil Defense information web pages. Completed; 100% complete. The hazard map is operational and resides on the Civil Defense webpage. The map is updated as quickly as possible to reflect conditions across Hawaii Island. Updating the map on a continuous basis is not done as the Civil Defense Agency does not currently operate on a 24 hour-a- day schedule. 5. Execute the Integrated Preparedness Program to develop capabilities and to achieve staff qualification requirements: a. 100% of current and new staff complete basic Incident Command System(ICS) classes via independent study: ICS 100, ICS 200, ICS 300, ICS 400, ICS 700, ICS 800, ICS 2200, and ICS 2901. In Progress; 90% complete. All current staff that require certification have completed this training requirement. Two new staff members have completed the Prerequisite training for the classroom instruction which is scheduled in the next fiscal year. b. 100% of current staff complete the Emergency Management Institute's Profession Development series via independent study: IS 120c, IS 230e, IS 235c, IS 240c, IS 241c, IS 242c, and IS 244b. Completed; 100% complete. All current staff that require certification have completed this training requirement. c. Complete Emergency Management Assistant Compact(EMAC) Incident Command System certification plan. In Progress; 25% complete. The initial Qualifications Review Board (QRB) has been rescheduled for October 2024. This will be a historic records QRB as staff have not had the opportunity to complete position task books. Staff are currently working on their historical record to submit to the QRB. Final Status Report on Program Objectives for FY 2023-24 2 CIVIL DEFENSE AGENCY CIVIL DEFENSE 6. Maintaining County of Hawai`i Land Mobile Radio (LMR) wireless network infrastructure: a. Conduct maintenance inspection of infrastructure at seven LMR sites. In Progress; 25% complete. The invitation for bid (IFB) process was completed, but the bids were all significantly above the money budgeted for the process. The contract has not been rebid. b. Facilitate quarterly patching of LMR radio systems. Completed; 100% complete. All LMR system patches are up to date. c. Replace one LMR site air conditioning system. In Progress; 50% complete. Assessment of LMR HVAC systems complete. No systems required replacement. Will continue to assess the LMR HVAC systems to identify systems that are nearing end-of-life or that are experiencing reliability issues. d. Replace South Point LMR site equipment shed. In Progress; 10% complete. Capital Improvement Plan money was allocated. Currently in Department of Public Works project queue. No Change. ° 7. Continue to administer the Depailuient of Homeland Security Grant Program for the County of Hawai`i as administered by the Hawai`i Emergency Management Agency and the State Department of Defense: a. Complete quarterly, close-out, and end-of-year reports. In Progress; 75% complete. For the FY 2020 Grant,the Hawaii Police Department's server upgrade and security monitoring system upgrade have been completed. For the FY 2021 Grant,Neighborhood Watch and CERT supplies were purchased. For the FY 2022 Grant,two vehicles were purchased to replace vehicles near end-of-life. For FY 2023, procurement of a Bear Cat armored vehicle for the Special Response Team (SRT) of the Hawaii Police Department has been initiated. b. Close-out one HSGP account Completed; 100% complete. Closed FY 2019 HSGP Grant. Final Status Report on Program Objectives for FY 2023-24 3 This page intentionally left blank CORPORATION COUNSEL CORPORATION COUNSEL LITIGATION DIVISION 1. Offer training opportunities to each litigator at least twice a year, to provide them with tools to effectively represent the County and its employees. During the subject period,Litigators attended the following training events: • Review of 2023-24 Supreme Court Term,Local Government Legal Center • Sackett and Maui and Loper Bright,Recent Supreme Court Cases with Substantial Impacts on the Administration of the Clean Water Act and What They Mean for Municipalities, International Municipal Lawyers Association's ("IMLA") • Religious Land Use: The Nuts and Bolts of RLUIPA,IMLA • Ethics and AI for Local Government,IMLA • 35th Annual Court Annexed Arbitration Program's Arbitrator's Conference, Hawaii State Judiciary • Communication and Communicating in Difficult Situations • Review of Significant Recent State Appellate Decisions in Hawaii,Hawaii State Bar Association ("HSBA") • Good Government,HSBA • Conscious Communication: How to Engage in Thoughtful Expression and Active Listening,Ku'ikahi Mediation Center ("Ku'ikahi") • De-Escalation, Resilience & Creative Problem Solving,Ku'ikahi 2. Hold at least monthly litigation meetings to review the status of cases,hear concerns and provide training and guidance. Monthly litigators' meetings were held to, inter alia, provide case updates; facilitate group discussion, brainstorming and strategizing on litigation issues in specific cases; and discuss litigation topics such as the incorporation-by- reference doctrine applied to the incorporation of body/dash cam videos into excessive force/battery complaints, discovery requests for social media information and notices of litigation hold/preservation of evidence. Six Month Progress Report on Program Objectives for FY 2024-25 1 CORPORATION COUNSEL LITIGATION DIVISION 3. Responsibly monitor pending lawsuits by recommending settlement only when quantifiable justifications exist. a. Implement system of early case assessment. Each deputy regularly conducted case assessment reviews of their assigned cases to assess newly acquired facts, documents and other information and determine whether recent developments and/or litigation posture warrant consideration of settlement. b. Convene settlement assessment meetings. The Litigators convened to assess mediation results and a significant settlement demand from plaintiffs in fatal police shooting case. 4. Highlight litigation division successes and achievements. • Lerette et al. v. County of Hawai`i et al., 9th Cir. No. 23-3175: The Ninth Circuit Court of Appeals affirmed Judge Otake's grant of summary judgment on plaintiffs' excessive force claim against Hawaii County police officers. • Adelkoff v. Board of Appeals of the County of Hawaii et aL, SCWC-19- 0000057: The Supreme Court of Hawaii denied landowner's application to seek further appellate review of Planning's approval for a proposed two-lot subdivision. • Kellberg v. Zendo Kern, in his capacity as Planning Director, County of Hawaii et al., SCWC-19-0000833: The Supreme Court of Hawaii denied landowner's application to seek further appellate review of Planning's subdivision approval where the lot owners were necessary to action and properly dismissed from case. • Hawai`i Police Department, County of Hawaii v. The Honorable Peter K. Kubota, SCPW-24-0000537: The Supreme Court of Hawai`i vacated Circuit Court Judge Kubota's orders denying Hawaii Police Department's motion to quash subpoenas commanding the production of documents regarding the then-current and incomplete IIPD investigation on new developments in the Ireland murder case. Six Month Progress Report on Program Objectives for FY 2024-25 2 CORPORATION COUNSEL LITIGATION DIVISION • Sills v. Robert Kim et al., Civ. No. 23-00246 LEK-KJM: US District Court Judge Smith dismissed with prejudice, inter alia,Plaintiff's malicious prosecution claim against a Deputy Prosecuting Attorney. • Hui Malama Honokohau v. County of Hawaii, CV 23-00393 JMS-KJM: the County and citizens' group Plaintiff Hui Malama Honokohau were able to finalize settlement of the liability phase of the lawsuit the Hui commenced against the County alleging Clean Water Act violations at the Kealakehe Wastewater Treatment Plant. Six Month Progress Report on Program Objectives for FY 2024-25 3 CORPORATION COUNSEL ...:.....n.....v:....v:....v...n.:n....::..wn.n.v.....v..x:.:. ...v:....:n...n.:...m.....w.Vv....nv..........vvn........:v.........n....:.....n.n..x......vn..x.....n.....:..........n....x....n......................v..............n...............n.................n... COUNSELING & DRAFTING DIVISION 1. Training Opportunities. Offer training opportunities to each counseling and drafting attorney at least twice a year so that they continue to sharpen their legal skills and stay abreast of important developments in the law. Training opportunities were made available to deputies both in person and online. During the first six months of the fiscal year, 8 C&D attorneys attended 31 trainings on topics relevant to their assigned departments. 2. Review and approve documents. The Division will review and approve legal documents submitted by the various County departments and agencies promptly. This review will include a thorough analysis of potential exposure and liability. To the extent possible, 75% of legal documents shall be reviewed within seven business days. During the first half of the fiscal year, C&D attorneys reviewed and approved 935 documents of which 95% were reviewed within seven business days. 3. Review and comment. The Division will review and comment on documents submitted by the various County departments and agencies promptly. To the extent possible, 75% of requests shall be completed within 21 business days. For the first half of the fiscal year, C&D attorneys reviewed and commented on 1,158 documents, 66% of which were reviewed within 21 business days. 4. Drafting documents and legislation. The Division will draft documents and legislation at the request of its County clients in a prompt manner. To the extent possible, 75% of requests shall be completed within 21 business days. From July through December 2024, C&D deputies drafted 33 documents, 70% of which were completed within 21 business days. 5. Legal Opinions. The Division will thoroughly research and draft legal opinions for its County clients in a timely manner. To the extent possible, 75% of requests shall be completed within 21 business days. 206 legal opinions were prepared by C&D attorneys, 60% of which were completed within 21 business days. Six Month Progress Report on Program Objectives for FY 2024-25 4 CORPORATION COUNSEL COUNSELING & DRAFTING DIVISION 6. Miscellaneous Requests for Legal Assistance, including Long-term Projects. The Division also responds to departmental and agency requests for legal services that may not involve a formal written response or extensive legal research. Miscellaneous requests may include long-term projects, which involve longer time commitments and/or a more intensive investment of resources. For requests not requiring a formal written response or extensive research,to the extent possible, 50% of all requests shall be completed within 21 business days. For long-term projects, to the extent possible, requests shall be completed within the time frame allocated for the project. During the reporting period, C&D attorneys provided 253 miscellaneous responses, of which 74% were completed within 21.business days and completed 63 long-term projects. In addition to the above statistics, C&D attorneys attended 1,011 meetings, which encompassed staff meetings, board and commission meetings, and meetings with their departments, to discuss projects, answer questions, and provide input and education as appropriate. 7. Training for County Officers and Employees, and Board and Commission Members. The department(both litigators and counseling and drafting attorneys) will provide training for at least 500 County officers, employees, officials, and members of boards and commissions, on relevant requirements and changes in law. Each attorney will conduct at least two training sessions. During the reporting period C&D attorneys conducted 18 training courses that were attended by 101 persons. 8. Risk Management/Mitigation. The Division will continue to work with their respective clients in risk management activities, in conjunction with the County's Risk Manager. All C&D attorneys have been actively interacting with risk management to determine appropriate levels of coverage to require in contracts and to assess the risk exposure of the County in program implementation. Six Month Progress Report on Program Objectives for FY 2024-25 5 CORPORATION COUNSEL BOARD OF ETHICS 1. Review all requests for opinions in a prompt manner. The deputy assigned to the Board of Ethics routinely responds to Board of Ethics requests, prepares for, and attends meetings. The amount of work is absorbed into the statistics of the C&D Division. During the period of July 01, 2024,to December 31,2024, the Board received six new petitions and five informal advisory opinion requests. In this period, the following have occurred: PETITIONS • Decisions were rendered on four petitions which were received during the period July 01, 2024, to December 31,2024. • Two petitions are pending decisions which were received during the period July 01, 2024, to December 31,2024. • A decision was rendered in four petitions that were received during the period January 01, 2024, to June 30,2024. INFORMAL ADVISORY OPINION REQUESTS • Decisions were rendered on three informal advisory opinion requests, received during the period July 01,2024, to December 31, 2024. • Two informal advisory opinion requests are pending decisions which were received during the period July 01, 2024, to December 31,2024. • A decision was rendered in two informal advisory opinion request that was received during the period January 01,2024, to June 30, 2024. There were no investigations or investigative hearings held during this period. Six Month Progress Report on Program Objectives for FY 2024-25 6 CORPORATION COUNSEL LITIGATION DIVISION 1. Offer training opportunities to each litigator at least twice a year, to provide them with tools to effectively represent the County and its employees. Continuing legal education (CLE) is a necessity for practicing attorneys. Court rules require Hawaii attorneys to complete three credit hours of CLE annually to maintain their license to practice law and to stay up-to-date on legal and ethical requirements. CLE is an important way for attorneys to continue their professional development and improve the quality of their legal services. Our office is grateful for the continued and increased budgetary support for CLE. During FY 2023-24, County litigators availed themselves of the increased training opportunities and all completed their requirements. Training topics included: civil rights and 42 U.S.C. § 1983 litigation; code enforcement procurement; land use; and U.S. Supreme Court 2023-24 term review for local governments. In addition, two Litigators attended the National Institute for Trial Advocacy's (NITA) three-day Deposition Skills training in San Francisco. NITA is considered the industry's gold standard in teaching all aspects of trial advocacy and litigation. NITA provided County-Litigators with the ability to perform various aspects of a deposition and receive individualized critiques from the many seasoned and esteemed lawyers or judges who teach for NITA. 2. Hold at least monthly litigation meetings to review the status of cases,hear concerns and provide training and guidance. The Litigation Section met monthly to discuss case updates,litigation strategies, new statutory or case law developments,practice tips and other matters of interest to litigation. Recent topics included new authority allowing the use of police body cam videos to support early dismissal of lawsuits; use of social media discovery; use of contention interrogatories; and the importance of privilege logs. Final Status Report on Program Objectives for FY 2023-24 1 CORPORATION COUNSEL LITIGATION DIVISION� � 3. Responsibly monitor pending lawsuits by recommending settlement only when quantifiable justifications exist. a. Implement system of early case assessment. A primary objective for the Litigation Section is to obtain the most efficient, just, and economically beneficial resolution of lawsuits possible. This requires Litigators to conduct early and thorough case evaluations to estimate the County's risk and exposure. The development of facts as a case progresses often affects, changes and/or refines an initial evaluation,so it is imperative Litigators diligently obtain as much as possible about a case's underlying factual background. Settlement is considered only when it would be in the County's best interest. b. Convene settlement assessment meetings. Litigators met to assess settlement in specific cases where the anticipated settlement amount is above$100,000. These round table discussions provided the assigned attorney opportunity to present the case's factual and legal pros and cons and get peer feedback and suggestions on case strategy, ripeness for settlement and settlement amounts. The discussions were productive and animated and provided the assigned attorney with helpful insights they may not have considered previously. 4. Highlight litigation division successes and achievements. The Litigation Section had several significant victories during FY 2023-24 including the following: • Dismissal of White v County of Hawai`i,Hawai`i Police Department,alleging unlawful arrest,violation of due process rights and negligent training; • 9th Circuit affirmance of the dismissal County obtained in Shook v County of Hawai`i,Hawai`i Police Department, alleging discrimination and negligence in hiring; • Dismissal of Waipio Ohana v Roth, alleging violation of the U.S. and Hawaii Constitutions' takings clauses; Final Status Report on Program Objectives for FY 2023-24 2 CORPORATION COUNSEL _ LITIGATION DIVISION • Dismissal of Quilter v Betts et aL, alleging violations of civil rights; • Intermediate Court of Appeals (ICA) affirmance of the dismissal County obtained in Mauna Kea Ainaina Hou et al. v David Ige et aL, seeking declaratory judgments, and a preliminary and permanent injunction regarding TMT; and • Intermediate Court of Appeals (ICA) affirmance of the dismissal County obtained in Puna Pona Alliance v Puna Geothermal Venture et aL, alleging the County must enforce HCC § 14-114 against Puna Geothermal Venture and seeking injunctive relief. Final Status Report on Program Objectives for FY 2023-24 3 CORPORATION COUNSEL COUNSELING & DRAFTING DIVISION 1. Training Opportunities. Offer training opportunities to each counseling and drafting attorney at least twice a year so that they continue to sharpen their legal skills and stay abreast of important developments in the law. C&D attorneys were approved to attend 82 external trainings during FY 2023- 24. These trainings consisted of both online and in-person events. 2. Review and approve documents. The Division will review and approve legal documents submitted by the various County departments and agencies promptly. This review will include a thorough analysis of potential exposure and liability. To the extent possible, 75% of legal documents shall be reviewed within seven business days. 1,824 documents were reviewed, of which 97.80%were reviewed within seven business days. 3. Review and comment. The Division will review and comment on documents submitted by the various County departments and agencies promptly. To the extent possible, 75% of requests shall be completed within 21 business days. 1,874 requests to review and comment on documents were received, of which 73.30% of them were completed within 21 business days. 4. Drafting documents and legislation. The Division will draft documents and legislation at the request of its County clients in a prompt manner. To the extent possible, 75% of requests shall be completed within 21 business days. Seventy-four documents were drafted, of which 64.90%were completed within 21 business days. 5. Legal Opinions. The Division will thoroughly research and draft legal opinions for its County clients in a timely manner. To the extent possible, 75% of requests shall be completed within 21 business days. 418 legal opinions were prepared, of which 74.20%were completed within 21 business days. Final Status Report on Program Objectives for FY 2023-24 4 CORPORATION COUNSEL COUNSELING & DRAFTING DIVISION 6. Miscellaneous Requests for Legal Assistance, including Long-term Projects. The Division also responds to departmental and agency requests for legal services that may not involve a formal written response or extensive legal research. Miscellaneous requests may include long-term projects, which involve longer time commitments and/or a more intensive investment of resources. For requests not requiring a formal written response or extensive research,to the extent possible, 50% of all requests shall be completed within 21 business days. For long-term projects,to the extent possible, requests shall be completed within the time frame allocated for the project. Responded to 637 long term projects, of which 0.20%were completed within 21 business days and 392 miscellaneous projects, or which 83.40%were completed within 21 business days. 7. Training for County Officers and Employees, and Board and Commission Members. The department(both litigators and counseling and drafting attorneys) will provide training for at least 500 County officers, employees, officials, and members of boards and commissions, on relevant requirements and changes in law. Each attorney will conduct at least two training sessions. C&D attorneys provided a total of 57 trainings to 531 County officers, employees, officials and members of boards and commissions during FY 2023- 24. 8. Risk Management/Mitigation. The Division will continue to work with their respective clients in risk management activities, in conjunction with the County's Risk Manager. C&D Attorneys continued to work with their clients in risk management activities,in conjunction with the County's Risk Manager. Consultation with the County's Risk Manager has enabled departments to appropriately identify their risk exposure which has been beneficial in negotiating appropriate clauses in contracts, based on actuarial data. This was especially important due to the County's self-insured status. Final Status Report on Program Objectives for FY 2023-24 5 CORPORATION COUNSEL BOARD OF ETHICS 1. Review all requests for opinions in a prompt manner. The deputy assigned to the Board of Ethics routinely responds to Board of Ethics requests, prepares for, and attends meetings. The amount of work is absorbed into the statistics of the C&D Division. During the period of July 01,2023 to June 30,2024, the Board received seven new petitions and six informal advisory opinion requests. During this time period,the following have occurred: PETITIONS/COMPLAINTS • Decisions were rendered on three petitions which were received during the period July 01,2023 to June 30,2024. • Three petitions received during the period July 01,2023 to June 30,2024 will be reviewed during the next period. • One petition was withdrawn during the period July 01,2023 to June 30, 2024. • A decision was rendered in one petition that was filed during the period January 01,2024 to June 30,2024. INFORMAL ADVISORY REQUESTS • Decisions were rendered on five informal advisory opinions which were received during the period July 01,2023 to June 30,2024. • One informal advisory opinion request during the period July 01,2023 to June 30,2024 will be reviewed during the next period. • Two requests for informal advisory opinions were withdrawn during the period July 01,2023 to June 30,2024. INVESTIGATIVE HEARINGS • There were no investigations or investigative hearings held during this period. Final Status Report on Program Objectives for FY 2023-24 6 5 COUNTY AUDITOR COUNTY AUDITOR COUNTY AUDITOR 1. To procure an independent certified public accountant to conduct an annual post-audit of the County's accounts and financial transactions (Hawai`i County Charter §10-13). Annual Financial Audit: Hawaii County Charter § 10-13 requires an independent post-audit of the accounts and other evidences of financial transactions of the County to be conducted at least once every year by a certified public accountant or firm, having no personal interest, direct or indirect, in the fiscal affairs of the County. The Office has completed this objective. Pursuant to this Charter requirement, the Office of the County Auditor procured an independent external auditor to conduct the annual financial audits for the five-year period FY 2023-24 through FY 2027-28 awarded to Accuity LLP. OCA continues to monitor the contract annually. Accuity LLP is commencing with the following audit activities and reports annually as part of this contract. • Audit of the County's Comprehensive Annual Financial Report • Audit of the Department of Water Supply's Financial Statement • Single Audit of Federal Financial Assistance Programs • Landfill Financial Assurance Report • Office of Housing Section 8 Report 2. To file an annual audit plan with the Council based on a County-wide risk assessment of funds,programs, services, and operations of any County agency, executive agency, or program, which is supported, in whole or in part, by County funds (Hawai`i County Charter §3-18). The Office of the County Auditor filed its annual audit plan with Council on June 28,2024, and can be found at: https://records.hawaiicounty.gov/weblinkfBrowse.asnx?dbid=1 startid=71256& row=1 cr=1 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). Six Month Progress Report on Program Objectives for FY 2024-25 1 • COUNTY AUDITOR COUNTY AUDITOR The Office of the County Auditor issued the Department of Environmental Management Derelict and Abandoned Vehicle Program Audit report No. 2024- 02 on July 03,2024. The Office of the County Auditor issued the Department of Public Works Bridges and Culverts Audit report No. 2024-03 on November 25, 2024. All reports are maintained online and can be accessed at: https://www.hawaiicounty.gov/our-county/legjslative/office-ofthe-county- auditor/audit-reports 4. To conduct or cause to be conducted follow-up performance and/or financial reviews of audited entities in accordance with the annual audit plan, or as determined necessary by the County Auditor (Hawai`i County Charter §3-18). The Office of the County Auditor did not conduct any follow-up audits during the first six months of the fiscal year but has one performance follow-up planned for the County of Hawaii Fire Department outlined in its annual audit plan. 5. To conduct or cause to be conducted special studies or projects to ensure openness and accountability in the expenditure of public funds. On December 20, 2024, the Office of the County Auditor requested information and exhibits be submitted to begin testing of Grant-in-Aid recipients for fiscal award year 2023-24 as per authority in Hawaii County Code Chapter 2 Article 25 Section 2-138(5). On July 16, 2024, the Office of the County Auditor conducted an unannounced cash count at the West Hawaii Civic Center at the Hawaii County Fire Department's Fire Prevention Office, focusing on firework permit collection fees. Results were communicated to those charged with governance. To improve government accountability and ensure audit recommendations are implemented or resolved The Office of the County Auditor continuously monitors the status of pending recommendations using our remediation tracker. View the status at: https://www.hawaiicounty.gov/our-county/legislative/office-of the-county- auditor/remediation-tracker Six Month Progress Report on Program Objectives for FY 2024-25 2 COUNTY AUDITOR COUNTY AUDITOR 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. Between July 1,2024, and December 31, 2024, the Office of the County Auditor received 18 inquiries and complaints to Fraud,Waste and Abuse hotlines. Results of complaints are maintained and may be accessed on our website at: https://www.hawaiicounty.gov/our-county/legislative/office-of the-county- auditor/inquiry-and-complaint/statistics • • Six Month Progress Report on Program Objectives for FY 2024-25 3 This page intentionally left blank COUNTY AUDITOR COUNTY AUDITOR 1. To procure an independent certified public accountant to conduct an annual post-audit of the County's accounts and fmancial transactions (Hawai`i County Charter §10-13). The Office of the County Auditor(OCA) selected Accuity LLP to conduct audits of accounts and other evidence of the County of Hawai`i's fmancial transactions for Fiscal Years 2024—2028 through the competitive procurement process. 2. To file an annual audit plan with the Council based on a County-wide risk assessment of funds,programs, services, and operations of any County agency, an executive agency, or program, which is supported, in whole or in part,by County funds (Hawai`i County Charter §3-18). The OCA has completed this objective. Following a County-wide risk assessment, an Annual Audit Plan was compiled and presented to the County Council and transmitted to the Office of the County Clerk and the Mayor on June 28,2024. 3. To conduct or cause to be conducted performance and/or financial audits of County agencies,programs, and/or operations in accordance with the annual audit plan, or as determined necessary by the County Auditor(Hawai`i County Charter §3-18). The OCA continues to meet this program metric through ongoing activities. Our office completed or otherwise engaged with the following departments: • Hawai`i County Police Department—Community Service Expectations,Mental Health Support, and Training Programs -Published • Department of Public Works Highways Division—Bridges and Culverts • Department of Environmental Management—Abandoned Vehicles - Published • Department of Public Works—Building Permits Process To further improve government accountability and ensure audit recommendations are implemented or resolved,we continuously monitor the status of recommendations using our remediation tracker. To view the department's status, visit https://www.hawaiicounty.gov/our-county/legislative/office-of-the-county- auditor. Final Status Report on Program Objectives for FY 2023-24 1 COUNTY AUDITOR COUNTY AUDITOR.��� 4. To conduct or cause to be conducted follow-up performance and/or financial reviews of audited entities in accordance with the annual audit plan, or as determined necessary by the County Auditor(Hawai`i County Charter §3-18). No follow-up audits were scheduled to be conducted during the fiscal year. 5. To conduct or cause to be conducted special studies or projects to ensure openness and accountability in the expenditure of public funds. • The office conducted an unannounced cash count at the Transient Accommodations Tax Division Office on September 20,2023. • The office conducted an unannounced cash count at the Department of Animal Control on January 23,2024. • The office conducted an unannounced cash count at the Office of Aging on March 22,2024. • The office conducted an unannounced cash count at the Elections Office on March 22,2024. • The office completed evaluations of 61 nonprofit organizations for Grants- In-Aid awarded in FY 2022-23. • OCA participated in a peer review team for San Jose, CA, in October 2023, fulfilling OCA's ALGA Peer Review reciprocation requirements. Final Status Report on Program Objectives for FY 2023-24 2 COUNTY CLERK • COUNTY COUNCIL/CLERK COUNCIL/CLERK Council Services Section 1. Fulfill legal notice requirements for all Council and Committee meetings, including preparation of meeting agendas and posting and publication of meeting notices. Legal notice requirements were met for 12 Council meetings and 54 Committee meetings. 2. Make available online each item received for consideration by the Council or its Committees within a reasonable length of time. In the first half of the fiscal year, 75 bills and 235 resolutions were made available online. 3. Facilitate technical services to allow more flexibility for officials and members of the public to participate in Council and Committee meetings. Courtesy sites were available in Kona,Kohala,Pahoa,Waimea, and Ocean View (effective 8/6/2024) allowing for in-person testimony. Videoconferencing was also available for remote testimony and for officials required to participate in the meetings who were not able to attend in person. 4. Provide final votes of Council and Committee agenda items and make video archives of Council and Committee meetings available online within a reasonable time after the meetings. Final votes on Council and Committee agenda items were provided within two business days after the meetings. 5. Process and prepare adopted resolutions and ordinances for distribution to affected parties within the timeframe provided in the Council Rules of Procedure and Organization. Council Services processed and distributed 212 adopted resolutions and 55 ordinances within the timeframe specified in the Council Rules of Procedure and Organization. Six Month Progress Report on Program Objectives for FY 2024-25 1 COUNTY COUNCIL/CLERK COUNCIL/CLERK 6. Prepare Council and Committee meeting transcripts within the timeframe required by law. Council Services completed minutes for 14 Council meetings and 65 Committee meetings within the timeframe required by Hawaii Revised Statutes §92-7. 7. Conduct requests for current and historic records in compliance with OIP, UIPA, and FOIA timeframe and requirements. Fulfilled 16 requests in compliance with OIP, UIPA, and FOIA timeframe and requirements. Support Services Division 1. Process all documents submitted by departments for reproduction within two business days, unless the job requested is extremely large. Support Services reproduced 1,019,623 black and white copies and 191,410 color copies. 2. Process all pieces of outgoing postal and interdepartmental mail collected from departments or received by departments no later than 2:30 p.m. on the same business day. Support Services posted/mailed 138,968 pieces of mail. 3. Sort and distribute all collected interdepartmental mail in a timely manner. Approximately 98% of all interdepartmental envelopes are delivered within one business day. Sent a yearly memo to all County departments and agencies to remind personnel of the correct way to address interdepartmental envelopes. Legislative Research Branch 1. Complete review and preparation of all amendments and subsequent drafts of the Operating and Capital Budgets within established deadlines. The budget review for FY 2025-2026 will begin in March, the second half of this fiscal year. The Operating and Capital Budgets cannot be amended until May 2025. Six Month Progress Report on Program Objectives for FY 2024-25 2 COUNTY COUNCIL/CLERK COUNCIL/CLERK 2. Complete review of non-complex bills, resolutions, and amendments initiated by a Council Member for proper form within two weeks of receipt. Reviewed 22 bills., 172 resolutions, and 112 proposed amendments to legislation on Committee and Council agendas. All reviews were completed in a timely manner based on the content and complexity of the legislation. 3. Provide drafting assistance and review relating to complex bills or resolutions. Provided drafting assistance and review of legislation and amendments relating to transient accommodation rentals,visitor destination areas, accessory dwelling units, and proposed Charter amendments for placement on the 2024 General Election ballot. 4. Provide research assistance to the Clerk and Council, as requested and time permitting, relating to substantive as well as procedural matters. Assisted with the Clerk-Council's section of the County's Annual Report for FY 2023-24 and the Final Status Report on Program Objectives for FY 2023-24, as well as research assistance during legislative reviews to ensure compliance with the County Charter, County Code, and/or Hawai`i Revised Statutes. 5. Revise and supplement the County Code pursuant to Section 2-153. Update the Council-Clerk's website to include revisions and prepare semi-annual supplements to the County Code for distribution within eight weeks of receipt of final adopted ordinances. The Hawaii County Code was updated four times on the Council-Clerk's website. Supplement 16 was published and distributed in July 2024 and included all ordinances that took effect through June 30,2024. Supplement 17 will be published and distributed in January 2025,which will include ordinances that took effect through December 31,2024. 6. Update the Council-Clerk's website to include revisions to the Hawai`i County Charter pursuant to amendments that pass in the General Election as well as new or amended Council Rules of Procedure and Organization. The County Charter was updated on the Council-Clerk's website to include two Charter amendments that were approved by the voters in the General Election on November 5,2024. Additionally, the Council Rules of Procedure and Six Month Progress Report on Program Objectives for FY 2024-25 3 COUNTY COUNCIL/CLERK COUNCIL/CLERK Organization was updated on the website to include two amendments to Rule No. 26 that were adopted towards the-end of Council term 2022-2024 as well as the adopted rules for Council term 2024-2026. 7. Draft ballot questions during an election year for any proposed amendments to the Hawai`i County Charter to be placed on the General Election ballot and update the Charter to incorporate any amendments passed by the voters. Two out of three proposed Charter amendments on the General Election ballot were approved by the voters on November 5,2024. LRB updated the Hawaii County Charter to include the two amendments that passed, uploaded the 2024 Edition to the Council-Clerk's website, and printed 264 copies for distribution. 8. Monitor the State Legislative Session, compile an extensive list of bills that are of significant interest to the County, and provide daily reports to the Council on all activity for those bills throughout the legislative session. Tracking of the 2024 Legislative Session concluded with a closing report dated August 9,2024,which transmitted the following results: of the 276 bills tracked (133 house bills and 143 senate bills), six house bills and five senate bills were passed by the Legislature and transmitted to the Governor,which all have become Acts. Tracking of the 2025 Legislative Session will begin in January, the second half of the fiscal year. 9. Conduct training classes for Council district staff on legislative drafting and budget procedures and amendments. No training was conducted in the first half of the fiscal year due to the elections and the new Council term beginning on December 2,2024. Training for new and returning staff will be conducted in the second half of the fiscal year. 10. Prepare and distribute at least one informational brochure or other educational material relating to the legislative process. The informational brochure, Your County Government,was updated to include the newly elected Mayor and Council Members. A total of 325 copies of the brochure were printed and distributed to the Legislative and Executive Branches. Six Month Progress Report on Program Objectives for FY 2024-25 4 COUNTY COUNCIL/CLERK :.......v..n..n.......v.n..vn...n..wn w:..v.....nn..::...vn...v..........n...,....n....n. .............v.:...n....::n..:...w...:.......................n....v:.....n..:.....,n....,.....w...,.....:......:...v....:......:.....::..........,........:.n.... ELECTIONS 1. Establish additional drop box locations for the 2024 Elections. A new ballot drop box location was established at the Kea'au Police Station. 2. Provide voter education to all public and private high schools around the County. The Elections Division worked with Kamehameha Schools and Waiakea High School to get students involved in the election process. Students volunteered and assisted at the Counting Center doing various duties. The Elections Division will also be conducting Young Voter Registration presentations beginning in the second half of the fiscal year at all high schools around the island. 3. Provide testimony on election related bills during the legislative session. The State Legislative Session begins in January 2025. Testimony will be submitted,if necessary, in the second half of the fiscal year. 4. Implement a ballot curing platform for the 2024 Elections. The ballot curing platform was not implemented for the 2024 elections as the yearly cost for the curing program, including non-election years, had a significant increase of four times the original cost; however, ballot curing by email was made available for voters for the 2024 elections. • Six Month Progress Report on Program Objectives for FY 2024-25 5 This page intentionally left blank COUNTY COUNCIL/CLERK COUNCIL/CLERK Council Services Section 1. Fulfill legal notice requirements for all Council and Committee meetings, including preparation of meeting agendas and posting and publication of meeting notices. Legal notice requirements were met for 26 Council meetings, 116 Committee meetings, and four public hearings. 2. Make available online each item received for consideration by the Council or its Committees within a reasonable length of time. During the fiscal year, 189 bills and 390 resolutions were made available online. 3. Facilitate technical services to allow more flexibility for officials and members of the public to participate in Council and Committee meetings. Courtesy sites were available in Kona,Kohala,Waimea, and Pahoa, allowing for in-person testimony. Videoconferencing was also available for remote testimony and for officials required to participate in the meetings who were not able to attend in person. 4. Provide final votes of Council and Committee agenda items and make video archives of Council and Committee meetings available online within a reasonable time after the meetings. Final votes on Council and Committee agenda items were provided within two days after the meetings. 5. Process and prepare adopted resolutions and ordinances for distribution to affected parties within the timeframe provided in the Council Rules of Procedure and Organization. Council services processed and distributed 391 adopted resolutions and 94 ordinances within the timeframe specified in the Council Rules of Procedure and Organization. 6. Prepare Council and Committee meeting transcripts within the timeframe required by law. Council Services completed minutes for 26 Council meetings and 116 Committee meetings within the timeframe required by Hawaii Revised Statutes §92-7. Final Status Report on Program Objectives for FY 2023-24 1 COUNTY COUNCIL/CLERK COUNCIL/CLERK 7. Conduct requests for current and historic records in compliance with OIP, UIPA, and FOIA timeframe and requirements. Fulfilled 16 requests in compliance with OIP,UIPA, and FOIA timeframe and requirements. Support Services Division 1. Process all documents submitted by departments for reproduction within two business days, unless the job requested is extremely large. Support Services reproduced 1,854,864 black and white copies and 282,395 color copies. 2. Process all pieces of outgoing postal and interdepartmental mail collected from departments or received by departments no later than 2:30 p.m. on the same business day. Support Services posted/mailed 279,685 pieces of mail. Legislative Research Branch 1. Complete review and preparation of all amendments and subsequent drafts of the Operating and Capital Budgets within established deadlines. Assisted with the review and preparation of 40 budget amendments as well as Drafts 3 and 4 of both the Operating Budget and Capital Budget for fiscal year 2024-2025. 2. Complete review of non-complex bills,resolutions, and amendments initiated by a Council Member for proper form within two weeks of receipt. Complex bills or resolutions may require a longer review period. Reviewed 55 bills,258 resolutions, and 266 proposed amendments to legislation on Committee and Council agendas. All reviews were completed in a timely manner based on the content and complexity of the legislation. Final Status Report on Program Objectives for FY 2023-24 2 COUNTY COUNCIL/CLERK COUNCIL/CLERK 3. Provide research assistance to the Clerk and Council, as requested and time permitting, relating to substantive as well as procedural matters. Assisted with the Clerk-Council's section of the County's Annual Report for FY 2022-23, as well as the Clerk-Council's Final Status Report on Program Objectives for FY 2022-23 and the Six-Month Progress Report on Program Objectives for FY 2023-24. 4. Provide support to the administration, as requested and time permitting,with drafting, analysis, and research assistance. Assisted the administration with review and completion of a bill to amend the County Code. 5. Revise and supplement the County Code pursuant to Section 2-153. Update the Council- Clerk's website to include revisions and prepare semi-annual supplements to the County Code for distribution within eight weeks of receipt of final adopted ordinances. The Hawaii County Code was updated 11 times on the Council-Clerk's website to include 36 ordinances that passed during the fiscal year. Supplement 14 was published and distributed in July 2023 and included all ordinances that took effect through June 30,2023. Supplement 15 was published and distributed in January 2024,which included ordinances that took effect through December 31, 2023. 6. Update the Council-Clerk's website to include revisions to the Hawai`i County Charter pursuant to amendments that pass in the General Election as well as new or amended Council Rules of Procedure and Organization. The Council Rules of Procedure and Organization was amended once by the Council and the online version was updated to reflect the rule change. Elections will take place in the next fiscal year, so there are no revisions to the Hawaii County Charter in FY 2023-24. 7. Draft ballot questions during an election year for any proposed amendments to the Hawai`i County Charter to be placed on the General Election ballot and update the Charter to incorporate any amendments passed by the voters. Three proposed amendments to the Charter were approved for placement on the ballot in this fiscal year and drafting of the ballot questions in the next fiscal year. Final Status Report on Program Objectives for FY 2023-24 3 COUNTY COUNCIL/CLERK COUNCIL/CLERK 8. Monitor the State Legislative Session, compile an extensive list of bills that are of significant interest to the County, and provide daily reports to the Council on all activity for those bills throughout the legislative session. Monitored the 33rd State Legislative Session by compiling an extensive list of 276 bills of significant interest to the County and provided daily updates 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 email notices for House bills; (2) sent eight emails providing a summary spreadsheet 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 report at the end of the Legislative Session. 9. Conduct training classes for Council district staff on legislative drafting and budget procedures and amendments. Conducted three training sessions on legislative drafting and four training sessions on budget procedures and amendments. 10. Prepare and distribute at least one informational brochure or other educational material relating to the legislative process. Printed 190 copies of the informational brochure, Your County Government, for the Office of the County Clerk and the administration. Final Status Report on Program Objectives for FY 2023-24 4 COUNTY COUNCIL/CLERK ELECTIONS 1. Establish additional drop box locations for the 2024 Elections. The Elections Division established one new drop box located at the Kea'au Police Station to be utilized for the 2024 Primary and General Elections. 2. Provide voter education to all public and private high schools around the County. The Elections Division conducted 14 Young Voter Education presentations at various high schools throughout the island and collected 264 voter registration applications. 3. Provide testimony on election related bills during the legislative session. The Elections Division submitted testimony on Senate Bill No.2004 regarding the proposal to establish Voter Service Centers at all University of Hawaii campuses. 4. Implement a ballot curing platform for the 2024 Elections. The Elections Division expanded on the signature curing process by allowing voters to electronically submit signature cures through email beginning with the 2024 Elections. Voters still also have the option to cure their signatures by USPS mail or in person. Final Status Report on Program Objectives for FY 2023-24 5 This page intentionally left blank 7 COUNTY PHYSICIANS COUNTY PHYSICIANS COUNTY PHYSICIANS 1. Continue to serve the County diligently as in the past. Continued to serve the County diligently as in the past. Responded to inquiries regarding medical matters such as pre-employment,PUC and other physical examinations for designated personnel. • Six Month Progress Report on Program Objectives for FY 2024-25 1 This page intentionally left blank COUNTY PHYSICIANS COUNTY PHYSICIANS 1. Continue to serve the County diligently as in the past. Continued to serve the County diligently as in the past. Responded to inquiries regarding medical matters such as pre-employment,PUC and other physical examinations for designated personnel. Final Status Report on Program Objectives for FY 2023-24 1 This page intentionally left blank ELDERLY ACTWITIES ELDERLY ACTIVITIES COORDINATED SERVICES UNIT The CSE staff will promote maximum independence, optimum health, personal dignity and self-enrichment by: 1. Providing information and assistance services to 5,000 older adults. CSE provided information and assistance services to 2,995 older adults in six months. 2. Providing outreach services to 900 adults. CSE provided outreach services to 397 adults in six months. 3. Providing transportation services to 1,000 older adults and accomplishing 34,000 trips annually. CSE provided transportation services to 888 older adults in six months. 4. Providing transportation services to 50 individuals less than 60 years of age with disabilities and accomplishing 1,000 trips annually. CSE provided transportation services to 35 individuals less than 60 years of age and accomplished 484 trips in six months. 5. Providing and completing 3,500 referrals. CSE completed 1,752 referrals in six months. 6. Providing individuals with disabilities/older adults with 2,500 hours of chore services annually. CSE provided 522 hours of chore services in six months. Six Month Progress Report on Program Objectives for FY 2024-25 1 ELDERLY ACTIVITIES r.�vF RETIRED AND SENIOR VOLUNTEER PROGRAM Provide a variety of opportunities for retired and senior persons aged 55 or older to participate more fully in the life of their community through significant volunteer services. 1. Plan and coordinate diverse and meaningful volunteer opportunities to 1,000 persons 55 years and older. Planned and coordinated volunteer opportunities to 1,017 persons 55 years and older. 2. Assist significantly in meeting community needs by providing 100,000 hours of volunteer service. Provided 26,509 hours of volunteer service to meet community needs. 3. Facilitate volunteer services through 150 volunteer stations. Facilitated volunteer services through 173 volunteer stations. 4. Provide 55 volunteers to assist in Food Basket Distribution. Provided 65 volunteers to assist in Food Basket Distribution. 5. Provide 25 volunteers to assist in Hawai`i County Nutrition Meals On Wheels Program. Provided 30 volunteers to assist Hawaii County Nutrition Program—Meals on Wheels. 6. Provide 20 volunteers to assist in AARP's Tax Preparation Program. AARP's Tax Preparation Program starts in the 3rd quarter. 7. Provide 900 volunteers in other community priorities. Provided 542 volunteers in other community priorities. Six Month Progress Report on Program Objectives for FY 2024-25 2 ELDERLY ACTIVITIES NUTRITION PROGRAM Congregate Nutrition Services To provide 60,000 nutritious meals, each containing a third of the U.S. RDA, to 900 older individuals, aged 60 and older, at 15 congregate nutrition sites throughout Hawai`i County. Provided 16,430 meals to 510 older individuals, aged 60 and older. Home Delivered Meal Service (Meals On Wheels) To deliver 60,000 nutritious meals, each containing a third of the U.S. RDA, to 300 frail, homebound older individuals, aged 60 and older,throughout Hawaii County. Delivered 25,028 meals to 282 frail, homebound older individuals. Six Month Progress Report on Program Objectives for FY 2024-25 3 This page intentionally left blank ELDERLY ACTIVITIES COORDINATED SERVICES UNIT The CSE staff will promote maximum independence, optimum health, personal dignity and self-enrichment by: 1. Providing infoiunation and assistance services to 3,500 older adults. CSE provided information and assistance services to 5,659 seniors. 2. Providing outreach services to 900 adults. CSE provided outreach services to 902 seniors. 3. Providing transportation services to 1,000 older adults and accomplishing 34,000 trips annually. CSE provided transportation to 1,360 seniors and accomplished 37,948 trips. 4. Providing transportation services to 60 individuals less than 60 years of age with disabilities and accomplishing 1,000 trips annually. CSE provided transportation services to 36 disabled individuals under 60 years of age and accomplished 710 trips. 5. Providing and completing 3,500 referrals. CSE provided and completed 3,505 referrals. 6. Providing individuals with disabilities/older adults with 3,000 hours of chore services annually. CSE provided 2,502 chore hours. Final Status Report on Program Objectives for FY 2023-24 1 ELDERLY ACTIVITIES . , RETIRED AND SENIOR VOLUNTEER PROGRAM Provide a variety of opportunities for retired and senior persons aged 55 or older to participate more fully in the life of their community through significant volunteer services. 1. Plan and coordinate diverse and meaningful volunteer opportunities to 1,000 persons 55 years and older. RSVP registered 944 volunteers. 2. Assist significantly in meeting community needs by providing 100,000 hours of volunteer service. RSVP volunteers provided 61,533 hours of volunteer service. 3. Facilitate volunteer services through 150 volunteer stations. RSVP facilitated volunteer services through 181 volunteer stations. 4. Provide 55 volunteers to assist in Food Basket Distribution. RSVP provided 51 volunteers to assist in Food Distribution. 5. Provide 25 volunteers to assist in Hawai`i County Nutrition Meals—On-Wheels Program. Nine RSVP volunteers assisted in Hawaii County Nutrition Meals-On-Wheels program. 6. Provide 20 volunteers to assist in AARP's Tax Preparation Program. Twenty-six RSVP volunteers assisted in AARP's Tax Preparation Program. Program to start in third quarter. 7. Provide 900 volunteers in other community priorities. 858 RSVP volunteers were assigned in other community priorities. Final Status Report on Program Objectives for FY 2023-24 2 ELDERLY ACTIVITIES NUTRITION PROGRAM Congregate Nutrition Services To provide 60,000 nutritious meals, each containing a third of the U.S. RDA,to 900 older individuals, aged 60 and older, at 15 congregate nutrition sites throughout Hawai`i County. Provided 25,736 nutritious meals to 523 older individuals, aged 60 and older. Home Delivered Meal Service (Meals On'Wheels) To deliver 60,000 nutritious meals, each containing a third of the U.S. RDA, to 300 frail, homebound older individuals, aged 60 and older, throughout Hawai`i County. Delivered 46,625 nutritious meals to 361 frail homebound older individuals, aged 60 and older. Final Status Report on Program Objectives for FY 2023-24 3 This page intentionally left blank _9. ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL MANAGEMENT ADMINISTRATION 1. Establish sewer fee rates at a level to cover expenses of operations, maintenance, repairs, and replacements. The last of five scheduled sewer rate increases, established under Ordinance 19- 21,went into effect on April 1,2023. The current fees are not sufficient to cover all planned expenses of operations, repairs and maintenance, additional increases will be needed in future years. A new wastewater rate study is underway to evaluate the sewer rates that would be needed to cover the costs. Revenue requirement analysis is in progress. A draft of the proposed sewer rates is expected in May 2025. 2. Maintain vehicle disposal fee system to assure financial self-sufficiency for the Vehicle Disposal program. The Vehicle Disposal Fund and the fees collected with the annual registration of vehicles are expected to be sufficient to maintain current operating expenses for FY 2024-25. 3. Improve the status of Wastewater accounts receivable. Reduce the average number of days in receivables by 5% annually. Reduce the percentage of balances over 90 days past due by 5% annually. The average number of days in receivables for Wastewater increased by 7%, going from 54 days in FY 2023-24 to 58 days. The percentage of balances over 90 days past due increased by3%, going from 34% at the end of FY 2023-24 to 35%. Ordinance No. 14-136 provides authorization for the Department of Water Supply (DWS) to shut-off water for non-payment of sewer fees after the effective date of December 31, 2015. In December 2020, the Department established administrative rules for implementing water shut-off for non- payment of sewer fees. While water shut-off will provide significant leverage in the ability to collect sewer fees, actual implementation was deferred due to the pandemic and continues to be deferred due to staffing shortages. We continue to receive judgments from lawsuits initiated by the Office of the Corporation Counsel and have established numerous repayment plans to address delinquent balances in advance of implementing water shut-off. We continue to work towards reducing the past-due receivables by reviewing debt collection policies and other opportunities to further reduce outstanding balances. Six Month Progress Report on Program Objectives for FY 2024-25 1 ENVIRONMENTAL MANAGEMENT ADMINISTRATION 4. Maintain the status of Solid Waste accounts receivable with an average number of days in receivables less than 35 days and a percentage of balances over 90 days past due less than 2%. The average number of days in receivables for Solid Waste increased from 31 days in FY 2023-24 to 34 days. The percentage of balances over 90 days past due increased from 1% in FY 2023-24 to 8%. We have received judgments from lawsuits initiated by the Office of the Corporation Counsel. Delinquent. customers are being denied access to the landfills. The Department continues to work towards reducing the past-due receivables by reviewing debt collection policies, procedures, and other opportunities to further reduce outstanding balances. Six Month Progress Report on Program Objectives for FY 2024-25 2 ENVIRONMENTAL MANAGEMENT ADMINISTRATION 1. Establish sewer fee rates at a level to cover expenses of operations,maintenance, repairs, and replacements. The last of five scheduled sewer rate increases, established under Ordinance 19- 21 went into effect on April 1,2023. The current fees are not sufficient to cover all planned expenses of operations, repairs and maintenance, additional increases will be needed in future years. A new wastewater rate study began in July 2023 to evaluate the sewer rates that would be needed to cover the costs. Revenue requirement analysis is in progress. Draft of the proposed sewer rates is expected in May 2025. 2. Maintain vehicle disposal fee system to assure financial self-sufficiency for the Vehicle Disposal program. The Vehicle Disposal Fund and the fees collected with the annual registration of vehicles were sufficient to maintain current operating expenses for FY 2023-24. 3. Improve the status of Wastewater accounts receivable. Reduce the average number of days in receivables by 5% annually. Reduce the percentage of balances over 90 days past due by 5% annually. The average number of days in receivables for Wastewater remained at 54 days from FY 2022-23. The percentage of balances over 90 days past due has increased by 13%, going from 30% in FY 2022-23 to 34%. Ordinance No. 14- 136 provides authorization for the Department of Water Supply(DWS) to shut- off water for non-payment of sewer fees after the effective date of December 31, 2015. In December 2020,the Department established administrative rules for implementing water shut-off for non-payment of sewer fees. While water shut- off will provide significant leverage in the ability to collect sewer fees, actual implementation was deferred due to the pandemic and continues to be deferred due to staffing shortages. We continue to receive judgments from lawsuits initiated by the Office of the Corporation Counsel and have established • numerous repayment plans to address delinquent balances in advance of implementing water shut-off. We continue to work towards reducing the past- due receivables by reviewing debt collection policies and other opportunities to further reduce outstanding balances. Final Status Report on Program Objectives for FY 2023-24 1 ENVIRONMENTAL MANAGEMENT ADMINISTRATION 4. Maintain the status of Solid Waste accounts receivable with an average number of days in receivables less than 35 days and a percentage of balances over 90 days past due less than 2%. The average number of days in receivables for Solid Waste has decreased from 32 days in FY 2022-23 to 31 days in FY 2023-24. The percentage of balances over 90 days past due decreased from 2% in FY 2022-23 to 1% in FY 2023-24. We have received judgments from lawsuits initiated by the Office of the Corporation Counsel. Delinquent customers are being denied access to the landfills. The Department continues to work towards reducing the past-due receivables by reviewing debt collection policies,procedures, and other opportunities to further reduce outstanding balances. Final Status Report on Program Objectives for FY 2023-24 2 1 0 FINANCE FINANCE ADMINISTRATION/BUDGET Administration 1. Conduct training sessions, large and small group settings as needed, for county financial personnel. Desired outcome is to provide a training media for financial support staff. Four training sessions were conducted in the first six months of the fiscal year. They included an overview of the procurement process and budget training with various individuals including those in our Vehicle Registration and Licensing Administration division. The Budget Kickoff for all departments was held in September. 2. Maintain interaction and education for the public by participating in community meetings and by conducting workshops on the various finance areas, including budget,purchasing and real property tax related areas. The Real Property Tax division conducted fourteen educational outreach meetings with various community groups throughout the island. 3. Conduct informational sessions or distribute instructive materials to division managers, supervisors and/or staff at least four times per year, covering new or changing regulations, rules and procedures that affect employee relations or benefits. Supervisory training and support materials were distributed to the division managers monthly. 4. Refer procurement protests to Corporation Counsel within three working days of .receipt. There were no protests filed during the fiscal year. Budget 1. Plan, direct and execute the formulation of the county's operating budget. On September 18,2024,the Finance Department initiated the FY 2025-26 Budget season with a kickoff meeting/workshop. A Budget 101 class was held on September 23,2024,to review the budget process and provide an overview of the new budget module in CoHnect. Budget review and discussions with County Departments, Offices and Agencies were initiated in December 2024. Six Month Progress Report on Program Objectives for FY 2024-25 1 FINANCE ADMINISTRATION/BUDGET 2. Prepare transmittal letters,resolutions, and/or bills for the appropriate approvals and signatures for all fully-completed requests for council action received three days prior to the County Council's submittal deadlines. In the first half of FY 2024-25, the Office prepared 53 resolutions,28 bills,two quarterly donation report letters and 71 transmittal letters on behalf of departments/agencies for County Council action. 3. Provide guidance and assistance to departments/agencies to ensure fiscal responsibility and accountability in developing the operating budget. On September 18,2024,the kickoff meeting for the FY 2025-26 budget was held for department heads,budget liaisons and fiscal staff of County departments and agencies. A Budget 101 class was held on September 23,2024,to provide training on completion of budget documents. One-on-one training and ongoing assistance were provided to various departments/agencies as requested. 4. Receive and process County of Hawai`i nonprofit grant applications. Grant applications for FY 2025-26 were prepared, advertised, and posted on the county website. The deadline for FY 2025-26 grant applications is Friday, January 31,2025. Applications will then be vetted and routed to the Council for final action. Six Month Progress Report on Program Objectives for FY 2024-25 2 FINANCE ACCOUNTS 1. Close FY 2023-24 books and issue final June 30 Budget Status Report by October 15, 2024, and determine the General Fund's fund balance by September 30, 2024. With the vacancies and position transitions in the GL section of the Accounts Division and the added responsibilities related to implementing a new Enterprise Resource Planning(ERP) system, it was difficult to close the books according to the above timeline. The General Fund's fund balance was determined on November 3,2024, and the fmal June 30 Budget Status Report was issued on December 21,2024. 2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association(GFOA) for the County's June 30, 2024 Annual Comprehensive Financial Report. Certificate of Achievement was in the process of being obtained. 3. Close the books and have the monthly budget status reports available in FRESH within ten working days after the end of the month or close of the previous month, whichever is later, except for June, July,August, September, and October. With the delays in closing the prior fiscal year,the Division was actively trying to catch up with the FY 2024-25 closings but continued to suffer from vacancies in the Division. 4. Support the FRESH(Financial and Resource Enterprise Software for Hawai`i County) system accounts payable, general ledger and payroll modules. This includes maintaining and keeping abreast of changes to the current modules that Accounts is responsible for, as well as,helping users and providing training when necessary. Support was provided on a continuous basis. 5. Ensure that all claim payments made are proper and legal by pre-auditing 100%of payment requests for accuracy and propriety,returning items that are not accurate or proper to departments for correction. 100% of payment requests were pre-audited. 6. Provide certificate of the availability of funds on County contracts within three working days of the contract's submission to Accounts Division. Certifications were provided within the necessary timeframe. Six Month Progress Report on Program Objectives for FY 2024-25 3 • FINANCE ACCOUNTS 7. Pay vendors promptly by issuing all warrants for claims within seven working days of the receipt of the invoice by Accounts Division. All warrants for claims were issued within seven working days of the receipt of the invoice. 8. Ensure that all employees receive the correct amount of pay and related benefits by pre-auditing 100% of payroll claims for accuracy and compliance with legal and contractual requirements and filing all required payroll tax forms and returns on time. 100% of payroll claims were pre-audited and all required payroll tax forms and returns were filed on time. Six Month Progress Report on Program Objectives for FY 2024-25 4 • FINANCE INTERNAL CONTROL & TAT Internal Control 1. Review departmental policies and procedures related to financial controls and asset protection. Between July 1 and December 31,2024,the division performed one internal control review of Research and Developments budget and grant administration procedures, and the division performed two personnel investigations. In addition,the division reviewed the October payroll incident as well as assisted Accounts with the fiscal year end audit and Treasury with software research. 2. Identify potential control weaknesses and develop enhanced security procedures to reduce opportunities for fraud, create additional accountability, and build greater public trust. The Internal Control(IC) division reviewed internal controls for Research and Developments budget and grant administration procedures. Also,the division reviewed the October payroll incident to recommend control enhancements to prevent these incidents in the future. Transient Accommodations Tax 1. Contact and collect on delinquent taxpayers with the establishment of the taxpayer activity reports. In August 2024,the division sent out our second round of Hawaii County Transient Accommodations Tax(HCTAT) statements for tax year 2022. In October 2024,the division sent out our first round of HCTAT statements for tax year 2023. In addition,monthly emails are sent to taxpayers regarding filings that we have not received payment. 2. Draft proposed installment/settlement agreement. The Request for and Installment Plan is now available on the county TAT website. 3. Draft proposed Director of Finance rules. The draft rules have been developed, and a public meeting was planned for February 2025. Six Month Progress Report on Program Objectives for FY 2024-25 5 FINANCE PROPERTY MANAGEMENT 1. Provide support for PONC in meeting its requirement of submitting its annual list of prioritized properties to the Mayor by December 31, 2024. The Annual Report to the Mayor for the year ending December 31 was submitted on December 31,2024, consisting of ten properties on the 2024 Prioritized List. 2. Provide support and maintain public posting of meetings, forms,information, financial reports, etc. on the county website for public documents. Property Management continues to provide ongoing support and maintain public posting of meetings, forms, information, financial reports, etc. on the County website for public documents. 3. Identify and initiate negotiations on the purchase of the next property pursuant to recommendations by PONC,the Mayor, and as authorized by the County Council. The County is pursuing a conservation easement over 21.4 acres at Pu'uanahulu, North Kona. 4. Provide support for PONC as they review, evaluate, and make recommendations to the Director of Finance regarding applications for stewardship grants from the MNT Fund. As of August 31,2024,the Commission received 12 Stewardship Grant applications and processed them,which included evaluation and assessment of each application, and held public meetings. 5. Provide support for grant awardees in the maintenance, stewardship, and management of properties acquired by the fund. Property Management continues to provide ongoing support to maintain, steward and manage properties acquired by the fund. 6. Provide support for the land management and right-of-way acquisition needs for all County departments. The Property Management Division continues to support and assist all departments regarding land-type matters. Six Month Progress Report on Program Objectives for FY 2024-25 6 FINANCE ..n:.w..:....x.::.::..w...::n.:..:.::n.:.::.x.::.n.::.n.::...n.:.::n....v.......::...::........:...:..:. .. ..::.:..:..n..... ... n.:::.....:n...::...x..w....v....:.... PROPERTY MANAGEMENT 7. Provide administrative and fiscal management of County leased properties and ensure leases are paid on time. County leases continued to be maintained and monitored by Property Management, including but not limited to renewals, amendments, new leases, and related transactions. Lease payments managed by Property Management were paid on time, and no late charges have been incurred. 8. Dispose of surplus real property as requested by departments and authorized by the Director of Finance. There was no disposal of County owned properties during the first half of FY 2024-25. 9. Dispose of used equipment or vehicles as requested by departments and authorized by the Director of Finance. There was no disposal of used equipment or vehicles during the first half of FY 2024-25. 10. Maintain the Personal Use of vehicles as requested by departments and authorized by the Director of Finance. Property Management continues to maintain the personal use of vehicles as requested by the Director of Finance. 11. Maintain the fixed assets of vehicles quarterly status reporting as requested by Risk Management and County Corporation Counsel. Property Management continues to 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. Property Management maintained the Fixed Asset Detail report using the County EDEN system throughout the fiscal year. The Fiscal Year 2022-23 annual County of Hawaii Fixed Asset Detail Report was submitted to the County Council on August 15,2024. Six Month Progress Report on Program Objectives for FY 2024-25 7 FINANCE PROPERTY MANAGEMENT 13. Hold at least one public auction for the disposal of useable surplus County owned personal property. No public auctions were held during FY 2024-25. An auction is tentatively scheduled for June 2025. 14. Maintain all public posting on public websites or legal advertising relating to PONC and other Property Management events. Property Management continues to maintain public postings on public websites or legal advertising relating to PONC and other Property Management events. Six Month Progress Report on Program Objectives for FY 2024-25 8 FINANCE �...w.__.__.�_..�.�PURCHASING � - 1. Use technology effectively by processing 95% of all IFBs, RFPs and RFQs using Public Purchase,the division's chosen e-procurement system. All formal(IFB and RFP) solicitations done by Purchasing have been conducted using Public Purchase. More than 95% of RFQ's that have been received, and are not confirming or available to be procured through the SPO cooperative contracts,have been conducted using Public Purchase. 2. Conduct a minimum of three vendor outreach opportunities annually to promote "doing business with the County" and to encourage competition for future opportunities. Purchasing met with six State Procurement Office (SPO)vendors virtually between July 1,2024 and December 31,2024 to learn their capabilities under the current SPO agreements and to share County of Hawai`i's competitive bidding process when not utilizing the SPO agreements as another option for doing business with the County of Hawai`i. 3. Provide outstanding customer service to departments and agencies for purchases less than the formal bidding limits, by completing the request for quotation process 95% of the time within ten working days of receipt. Purchasing has been able to process a minimum of 95% of requests within ten working days. Purchasing has also been encouraging departments to utilize more of the SPO Price and Vendor List Contracts which allow for more streamlined processing of awards resulting in quicker turnaround times within their delegated purchasing authority. 4. Provide outstanding customer service by processing 95% of routine documents (invoice payment approvals, contracts, change orders and supplemental agreements) within two working days of receipt, including electronic approvals. Invoice payments, and document approvals that have been received in complete format are processed within two business days. 5. Conduct a minimum of three internal procurement trainings annually with County agencies to yield more effective procurement results. Three internal procurement overview trainings were conducted in the month of October 2024. Six Month Progress Report on Program Objectives for FY 2024-25 9 FINANCE REAL PROPERTY TAX 1. Attain sales assessment mean ratio +/- 10% from the 100% assessment and attain a co-efficient of dispersion at+/- 15% of the mean ratio. The assessment for the Tax Year 2025 is not yet complete. 2. Maintain an active educational and informational program on real property taxation: Between July 1 through December 31,Real Property Tax staff completed 13 trainings/presentations the public and non-profit organizations both in person and via Zoom. Additional presentations are scheduled for the remainder of the current fiscal year. These do not include informational presentations at County Council meetings or one on one meetings with taxpayers. 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. A tax sale will be conducted in January 2025, and another is scheduled for June 2025. 4. Mail 1,000 preliminary tax sale letters. Between July 2024 and December 2024, 684 preliminary letters were mailed for the January 2025 tax sale. 5. Close 1,000 delinquent accounts. Unable to provide closed delinquent accounts at this time as RPT is heading into the February 2025 tax bill collection deadline. 6. Attain processing of documents within four weeks of receipt from State of Hawai`i, Bureau of Conveyances. Not yet attained as still working in test with the new abstracting program. Six Month Progress Report on Program Objectives for FY 2024-25 10 FINANCE RISK MANAGEMENT 1. Continue to develop the Risk Management Division and respond to inquiries, requests for assistance and consultation. The Division continues to respond to inquiries from internal and external parties to offer advice,information and/or recommendations on insurance and risk concerns. And to afford consultation regarding insurance, claims, risk exposures, safety issues and contractual insurance requirements. 2. Annually meet/communicate and collaborate with departments to discuss current risk issues, assess the policies and procedures in place and make necessary modifications to reduce risk and improve regulation compliance. Risk Management continues with assisting Departments and Divisions with risk assessments, coverage analyses, and policy recommendations. Risk Reminders are distributed on a monthly basis to address identified areas of risk concerns. Reviews and recommendations continue to be made on contracts to ensure risk transfer as departments placed more focus on contract reviews stemming from Corporation Counsel's guidance. 3. Annually review the County's self-insurance program and research insurance industry products to determine the most advantageous program to reduce potential financial loss and provide adequate protection. An ongoing analysis is being conducted on the County's self-insured program • structure to identify viable alternatives to mitigate the County's financial exposure and/or costs through the purchase of insurance. e.g.D&O (Public Officials Liability) and Employment Practices Liability Insurance(EPLI) on a stand-alone basis were reviewed; however, optimal cost/benefit was determined to be when an Umbrella/Excess Liability insurance program is deemed cost effective to purchase. Also reviewed was the traditional insurance of general and professional liability coverage obtained on Fire's lifeguard/water safety risk exposure, effective July 1, 2023. In October 2024, a cost/benefit assessment to self-insure the risk was discussed with Fire including Corporation Counsel; however, the consensus was to maintain traditional insurance in lieu of self-insuring. For the property insurance product, continuing is the refinement of the statement of values to meet growing insurance underwriting scrutiny. An accurate statement of values would negate disadvantageous property loss recovery scenarios. e.g.Having a margin clause endorsement applied to the policy which would limit claim recovery value for the County. Six Month Progress Report on Program Objectives for FY 2024-25 11 FINANCE RISK MANAGEMENT Pursuit of insurance coverage will be conditioned upon the availability of both underwriting exposure data (e.g. WC payroll by WC class code) and loss payout data. As obtaining excess liability coverage will require ten years of historical loss data by policy year reflecting paid, reserved, and losses incurred to secure accurate quotes. Cost analysis of the County's historical self-insured payouts remains an ongoing exercise. 4. Meet annually/semi-annually with the Risk Management Committee to discuss activity and current risk issues. On June 20,2024,the Risk Management Committee(RMC) meeting was re- implemented after over six years. Risk Management provided an overview of insurance, claims and risk control/safety. Additional presentations were made by the Workers' Compensation Division (e.g. lag-time'reporting and return-to- work), Corporation Counsel(auto liability claims) and Health & Safety(H&S). The next RMC meeting was planned for early 2025 (i.e. after Directors were confirmed and/or appointed by the new Mayor.) Future RMC agendas will potentially include presentations by Fire's Safety Specialist as well as third-party resources to address best practices for risk control and claim administration. And to add support and credence to internal endeavors. Future RMC objectives include developing pre-loss plans, departmental ownership of safety (e.g. proactive hazard correction based on mock-HIOSH walkthrough recommendations in conjunction with focus on safety trainings). RMC's post- loss plans will focus on enhanced claims management with improvement of lag- time WC claim reporting. 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. Risk Management and Health &Safety(H&S) has been meeting on an as needed basis to discuss issues and focus on establishing a safety awareness attitude. With respect to maintaining regular safety training and plans to conduct mock- HIOSH walkthroughs and/or implementing a Prevention by Inspection Program. Also conducted are quarterly joint meetings arranged by Corporation Counsel to include Risk Management and Health & Safety(H&S) along with Workers' Compensation Division. With an underlying philosophy of breaking down silos to form a joint union of Risk Management principles (i.e. risk,insurance,safety and claims). Six Month Progress Report on Program Objectives for FY 2024-25 12 FINANCE TREASURY 1. Invest 99 percent of all funds in interest-bearing accounts or certificates. At least 99% of funds are invested in interest bearing accounts or certificates. 2. Maintain sufficient liquidity to meet cash requirements. All obligations were met including vendor payments, bond payments, and payroll expenses. 3. Maximize interest income by attaining budgeted projection while ensuring the safety of County funds. At halfway point, interest income was 100% of the budgeted goal. 4. Reconcile monthly statements within 30 days of receipt. Bank statements are being reconciled on schedule. Six Month Progress Report on Program Objectives for FY 2024-25 13 FINANCE VEHICLE REGISTRATION AND LICENSING Vehicle Registration 1. Process mail within ten business days from date received. During the past six months,we have been able to process mail within three business days from the date received. 2. Recommend and implement at least one change in operations to enhance customer service experience. During this time,we introduced a new appointment system that enabled both appointments and walk-ins to check in seamlessly through a kiosk or on their cell phone. This innovation significantly reduced long lines and provided customers with the convenience of waiting comfortably in lobby chairs until their turn. 3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent" overall efficiency rating in responding to customer concerns. We have met or exceeded the 90% of service Excellence Surveys,which gave an overall "Excellent" efficiency rating. Licensing 1. Respond to inquiries and requests for renewals/duplicates by mail within ten business days from date received. The processing time for mail received for renewals and duplicates averaged between four to five business days. 2. Recommend and implement at least one change in operations to enhance customer service experience. During this time,we introduced a new appointment system that enabled both appointments and walk-ins to check in seamlessly through a kiosk or on their cell phone. This innovation significantly reduced long lines and provided customers with the convenience of waiting comfortably in lobby chairs until their turn. Six Month Progress Report on Program Objectives for FY 2024-25 14 FINANCE VEHICLE REGISTRATION AND LICENSING 3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent" overall efficiency rating in responding to customer concerns. We have met or exceeded the 90% of service Excellence Surveys,which gave an overall"Excellent" efficiency rating. Periodic Motor Vehicle Inspection 1. Conduct at least 560 inspections of stations issuing safety checks. For the first half of the fiscal year,we were able to inspect 277 stations issuing safety checks. Six Month Progress Report on Program Objectives for FY 2024-25 15 This page intentionally left blank FINANCE ADMINISTRATION/SUDGET Administration 1. Conduct training sessions, large and small group settings as needed, for county financial personnel. Desired outcome is to provide a training media for financial support staff. Four training sessions were conducted in the fiscal year. The sessions covered training for budget and general finance department topics. The Budget Kickoff and Budget 101 training for all departments were held in September. 2. Maintain interaction and education for the public by participating in community meetings and by conducting workshops on the various finance areas, including budget,purchasing and real property tax related areas. Four educational outreach meetings were conducted in the fiscal year. 3. Conduct informational sessions or distribute instructive materials to division managers, supervisors and/or staff at least four times per year, covering new or changing regulations, rules and procedures that affect employee relations or benefits. Supervisory training and support materials were distributed to the division managers monthly. 4. Refer procurement protests to Corporation Counsel within three working days of receipt. There were no protests filed during the fiscal year. Budget 1. Plan, direct and execute the formulation of the county's operating budget. On September 18,2023,the Finance Department initiated the FY 2024-25 Budget season with a kickoff meeting/workshop. A Budget 101 class was held on September 21,2023,via Zoom,to review the budget process. Budget review and discussions with County Departments, Offices and Agencies were initiated in December 2023. The final budget bill was transmitted to Council on May 3, 2024. Final Status Report on Program Objectives for FY 2023-24 1 FINANCE ADMINISTRATION/BUDGET 2. Prepare transmittal letters,resolutions, and/or bills for the appropriate approvals and signatures for all fully-completed requests for council action received three days prior to the County Council's submittal deadlines. In 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. Provide guidance and assistance to departments/agencies to ensure the fiscal responsibility and accountability in developing the operating budget. On September 18,2023,the kickoff meeting for the FY 2024-25 budget was held via Zoom for department heads, budget liaisons and fiscal staff of County departments and agencies. A Budget 101 class was held, also via Zoom, on September 21,2023,to provide training on completion of budget documents. One-on-one training and ongoing assistance were provided to various departments/agencies as requested. 4. Receive and process County of Hawai`i nonprofit grant applications. Grant applications for FY 2024-25 were prepared, advertised, and posted on the county website. The Budget Office received 196 applications. Fifty-eight grants were awarded by the County Council. Final Status Report on Program Objectives for FY 2023-24 2 FINANCE ACCOUNTS 1. Close FY 2022-23 books and issue final June 30 Budget Status Report by October 15, 2023, and determine the General Fund's fund balance by September 30, 2023. With three out of five vacancies in the GL section of the Accounts Division for several months, it was difficult to close the books according to the above timeline. The General Fund's fund balance was determined on November 17, 2023, and the final June 30 Budget Status Report was issued on December 12, 2023. 2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association(GFOA) for the County's June 30, 2023 Annual Comprehensive Financial Report. Certificate of Achievement was in the process of being obtained. 3. Close the books and have the monthly budget status reports available in FRESH within ten working days after the end of the month or close of the previous month, whichever is later, except for June, July, August, September, and October. With the delays in closing the prior fiscal year, the division actively tried to catch up with the FY 2023-24 closings but continued to suffer from vacancies. 4. Support the FRESH (Financial and Resource Enterprise Software for Hawai`i County) system accounts payable, general ledger and payroll modules. This includes maintaining and keeping abreast of changes to the current modules that Accounts is responsible for, as well as, helping users and providing training when necessary. Support was provided on a continuous basis. 5. Ensure that all claim payments made are proper and legal by pre-auditing 100% of payment requests for accuracy and propriety,returning items that are not accurate or proper to departments for correction. 100% of payment requests were preaudited. Final Status Report on Program Objectives for FY 2023-24 3 FINANCE ACCOUNTS 6. Provide certificate of the availability of funds on County contracts within three working days of the contract's submission to Accounts Division. Certifications were provided within the necessary timeframe. 7. Pay vendors promptly by issuing all warrants for claims within seven working days of the receipt of the invoice by Accounts Division. All warrants for claims were issued within seven working days of the receipt of the invoice. 8. Ensure that all employees receive the correct amount of pay and related benefits by pre-auditing 100% of payroll claims for accuracy and compliance with legal and contractual requirements and filing all required payroll tax forms and returns on time. 100% of payroll claims were preaudited and all required payroll tax forms and returns were filed on time. Final Status Report on Program Objectives for FY 2023-24 4 FINANCE INTERNAL CONTROL & TAT Internal Control 1. Review departmental policies and procedures related to financial controls and asset protection. No internal control reviews were conducted in FY 2023-24; however,the division assisted the Mayor's Office Internal Auditor with reviewing Mass Transit Agency procedures. • 2. Identify potential control weaknesses and develop enhanced security procedures to reduce opportunities for fraud, create additional accountability, and build greater public trust. No internal control reviews were conducted in FY 2023-24; however,the division assisted the Mayor's Office Internal Auditor with reviewing the Community Development Block Grant—Disaster Recovery Voluntary Housing Buyout Program processes. Transient Accommodations Tax 1. Develop office procedures for reconciling payments and contacting and collecting on delinquent taxpayers with the establishment of the Sturgis Payment Portal Backoffice features. The Internal Control& TAT Division was in the process of establishing its delinquent payment collections procedures including developing forms to request waivers of penalties and interest and installment payment plans. 2. Draft proposed Director of Finance rules. Discussions with Corporation Counsel were ongoing to develop Director of Finance rules for this program. Final Status Report on Program Objectives for FY 2023-24 5 FINANCE PROPERTY MANAGEMENT 1. Provide support for PONC in meeting its requirement of submitting its annual list of prioritized properties to the Mayor by December 31, 2023. The Annual Report to the Mayor for the year ending December 31 was submitted on November 15,2023, consisting of three properties on the 2023 Prioritized List. 2. Provide support and maintain public posting of meetings, forms, information, financial reports, etc. on the county website for public documents. The Property Management division continued to provide these services. 3. Identify and initiate negotiations on the purchase of the next property pursuant to recommendations by PONC,the Mayor, and as authorized by the County Council. The County completed three fee-simple acquisitions and a Conservation Easement for FY 2023-24. The fee-simple acquisitions were 1)Vipassana Hawaii LLC property in Halelua,N. Kohala; 2) Fallon McKinley Family Trust property in Keauhou,N.Kona; and 3) Rapoza property in Keauhou,N. Kona. Recorded a Conservation Easement over Mahukona Navigation and Ecological Complex,Kohala. 4. Provide support for PONC as they review, evaluate, and make recommendations to the Director of Finance regarding applications for stewardship grants from the MNT Fund. The Property Management division continued to provide these services. 5. Provide support for grant awardees in the maintenance, stewardship, and management of properties acquired by the fund. The Property Management division made 12 disbursements from the Public Access, Open Space, and Natural Resources Preservation Maintenance Fund to stewards totaling$459,514. 6. Provide support for the land management and right-of way acquisition needs for all County departments. The Property Management division continued to work with various departments to provide this service. Final Status Report on Program Objectives for FY 2023-24 6 FINANCE PROPERTY MANAGEMENT 7. Provide administrative and fiscal management of County leased properties and ensure leases are paid on time. County leases continued to be maintained and monitored by Property Management, including but not limited to renewals, amendments,new leases, and related transactions. Lease payments managed by Property Management. 8. Dispose of surplus real property as requested by departments and authorized by the Director of Finance. There was no disposal of County owned properties during FY 2023-24. 9. Dispose of used equipment or vehicles as requested by departments and authorized by the Director of Finance. No public auctions were held during FY 2023-24. 10. Maintain the Personal Use of vehicles as requested by departments and authorized by the Director of Finance. The Property Management division continued to provide this service. 11. Maintain the fixed assets of vehicles quarterly status reporting as requested by Risk Management and County Corporation Counsel. The Property Management division continued to provide this information as required. 12. Maintain the fixed assets record system of County property and submit the annual fixed asset report to the County Council. The Property Management division maintained the Fixed Asset Detail report using the County EDEN system throughout the fiscal year. The FY 2023-24 annual County of Hawaii Fixed Asset Detail Report was submitted to the County Council on Monday,August 15,2023. Final Status Report on Program Objectives for FY 2023-24 7 FINANCE PROPERTY MANAGEMENT 13. Hold at least one public auction for the disposal of useable surplus County owned personal property. No public auctions were held during FY 2023-24. 14. Maintain all public posting on public website or legal advertising relating to PONC and other Property Management events. The Property Management division continued to provide these services as it relates to PONC. Final Status Report on Program Objectives for FY 2023-24 8 FINANCE PURCHASING 1. Use technology effectively by processing 95% of all IFBs, RFPs and RFQs using Public Purchase,the division's chosen e-procurement system. All formal(IFB and RFP) solicitations done by Purchasing have been conducted using Public Purchase. More than 95% of RFQ's that have been received and are not confirming, have been conducted using Public Purchase. 2. Conduct a minimum of three vendor outreach opportunities annually to promote "doing business with the County" and to encourage competition for future opportunities. Conducted concession vendor outreach in December 2023; visited five different vendors to share the County's bid participation process to encourage vendor participation. In June 2024, an additional vendor outreach was conducted to several local Automobile Dealerships. Between January and June, the Buyer III and new Procurement Specialist held meetings with multiple State Procurement Office(SPO)vendors to learn their capabilities under the current SPO agreements. 3. Provide outstanding customer service to departments and agencies for purchases less than the formal bidding limits,by completing the request for quotation process 95% of the time within ten working days of receipt. Purchasing has been able to process 75% of requests within ten working days. Purchasing has been utilizing more of the SPO Price and Vendor List Contracts which allow for more streamlined processing of awards. 4. Provide outstanding customer service by processing 95% of routine documents (invoice payment approvals, contracts, change orders and supplemental agreements) within two working days of receipt, including electronic approvals. Invoice payments, and document approvals that have been received in complete format are processed within two business days. Final Status Report on Program Objectives for FY 2023-24 9 FINANCE PURCHASING 5. Conduct a minimum of three internal procurement trainings annually with County agencies to yield more effective procurement results. Met with the Department of Parks and Recreation in August 2023,to discuss best practices for Summer Fun purchases/procurement. Met with the Animal Control & Protection Agency in January 2024,to discuss utilizing price term agreements and proper procurement. Met with the Department of Environmental Management on October 23,2024,to discuss the usage of State Procurement Office (SPO) Price and Vendor List Contracts. Specifications 101 Training was conducted by the Purchasing Agent,Finance Deputy Director and Finance Deputy Corporation Counsel,with multiple departments on September 22,2023, in Kona and October 13,2023,in Hilo. Procurement 101 Training with multiple departments was also conducted on November 16,2023,in Kona and November 20,2023,in Hilo. Final Status Report on Program Objectives for FY 2023-24 10 FINANCE REAL PROPERTY TAX 1. Attain sales assessment mean ratio +/- 10% from the 100% assessment and attain a co-efficient of dispersion at+/- 15% of the mean ratio. The sales assessment ratio and co-efficient of dispersion for the 2023-2024 tax year was as follows: Improved residential: 84.4% and 12.55 Vacant parcels: 93.5% and 14.71 Residential condominiums: 81.5% and 9.40 2. Maintain an active educational and informational program on real property taxation: a. Create two informational videos utilizing powtoons or similar Not completed within FY 2023-24. b. Implement new owner notification mailing Not completed within FY 2023-24. 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. Two real property tax sale foreclosures were conducted in January 2024 and June 2024. 4. Mail 1,000 preliminary tax sale letters. 861 letters were sent for the January 2024 and June 2024 tax sales. 5. Close 1,000 delinquent accounts. 1,302 delinquent accounts were brought current(that were more than two years delinquent) during the fiscal year. 6. Attain processing of documents within four weeks of receipt from State of Hawai`i, Bureau of Conveyances. Processing of BOC documents remains at 10 -12 weeks delinquent. Contract signed in January 2024 to work with an abstracting program which will automatically fill in the fields based on BOC recordings. Due to delays outside of RPT's control, the division anticipates full implementation by end of FY 2024- 25. Final Status Report on Program Objectives for FY 2023-24 11 FINANCE RISK MANAGEMENT 1. Continue to develop the Risk Management Division and respond to inquiries, requests for assistance and consult. The Division responded to inquiries made by internal and external parties offering advice, information and/or recommendations on insurance and risk concerns. Afforded consultation regarding insurance, claims, risk exposures, safety issues and contractual insurance requirements. 2. Annually meet/communicate and collaborate with departments to discuss current risk issues, assess the policies and procedures in place and make necessary modifications to reduce risk and improve regulation compliance. Risk Management assisted Departments and Divisions with risk assessments, coverage analyses, and policy recommendations. Risk Reminders were intermittently distributed to address identified areas of concern. Reviews and recommendations continued to be made on contracts to ensure risk transfer as departments placed more focus on contract reviews stemming from Corporation Counsel's guidance. 3. Annually review the County's self-insurance program and research insurance industry products to determine the most advantageous program to reduce potential financial loss and provide adequate protection. Analyzed the County's self-insured program structure to identify viable alternatives to mitigate the County's financial exposure and/or costs through the purchase of insurance. Traditional insurance was obtained for both lifeguard/water safety's general liability coverage, professional liability coverage, effective July 1,2023; and also, for cyber risk liability coverage, effective April 1,2024-25 based on improved premium pricing in the marketplace. For the property insurance product, refinement of the statement of values to meet growing insurance underwriting scrutiny continued. An accurate statement of values would negate disadvantageous property loss recovery scenarios, especially should a margin clause endorsement be applied limiting claim recovery value for the County. Based on 2023,potential to re- visit cost/benefit for excess liability and perhaps also excess workers' compensation. Pursuit of insurance coverage will be conditioned upon the availability of both underwriting exposure data (e.g. WC payroll by WC class code) and loss payout data. Excess liability coverage will require ten years of historical loss data by policy year reflecting paid, reserved, and incurred losses to secure accurate quotes. Cost analysis of the County's historical self-insured payouts remains an ongoing exercise. Final Status Report on Program Objectives for FY 2023-24 12 FINANCE RISK MANAGEMENT 4. Meet annually/semi-annually with Risk Management Committee to discuss activity and current risk issues. On June 20,2024, the Risk Management Committee meeting was re- implemented after over six years. Risk Management provided an overview of insurance, claims and risk control/safety. Additional presentations were provided by the Workers' Compensation Division (e.g. lag time reporting and return-to-work), Corporation Counsel(auto liability claims) and Health & Safety (H&S). Future RMC agendas may potentially include presentations by third-party resources on risk control and claims administration best practices to add support and credence to internal endeavors. Future RMC objectives include developing pre-loss plans, departmental ownership of safety(e.g. proactive hazard correction based on mock-HIOSH walkthrough recommendations in conjunction with focus on safety trainings). RMC's post- loss plans will focus on enhanced claims management with improvement of lag- time WC claim reporting. 5. Meet monthly with Safety Division Administrator to discuss areas of safety concern and schedule safety and training programs to minimize the impact of such concerns. Risk Management and H&S met regularly as in the past. With ongoing focus of establishing safety awareness attitude in the County while maintaining regular safety training and planning to conduct mock-HIOSH walkthroughs. H&S canceled potential plans to seek obtaining an increased safety budget. Also conducted were quarterly joint meetings arranged by Corporation Counsel to include Risk Management and H&S along with the Workers' Compensation Division with an underlying philosophy of breaking down silos to form a joint union of Risk Management principles (i.e. risk,insurance, safety and claims). All efforts are to enhance safety awareness county wide to mitigate loss frequency. Final Status Report on Program Objectives for FY 2023-24 13 FINANCE TREASURY 1. Invest 99 percent of all funds in interest-bearing accounts or certificates. At least 99% of funds were invested in interest bearing accounts or certificates. 2. Maintain sufficient liquidity to meet cash requirements. All obligations were met including vendor payments, bond payments, and payroll expenses. 3. Maximize interest income by attaining budgeted projection while ensuring the safety of County funds. Interest income was 100% of the budgeted goal. 4. Reconcile monthly statements within 30 days of receipt. Bank statements were reconciled on schedule. Final Status Report on Program Objectives for FY 2023-24 14 FINANCE VEHICLE REGISTRATION AND LICENSING Vehicle Registration 1. Process mail within three business days from date received. Mail is processed between five to seven business days from date received. 2. Recommend and implement at least one change in operations to enhance customer service experience. The VRL website has been updated to enhance customer experience. The website is user friendly, adaptable to mobile devices and provides information in a clear and concise manner. 3. To have 90 percent of`Service Excellence Surveys' indicate "Excellent" overall efficiency rating in responding to customer concerns. We met or exceeded the 90% of service Excellence Surveys,which gave an overall"Excellent" efficiency rating. Licensing 1. Respond to inquiries and requests for renewals/duplicates by mail within four business days from date received. The processing time for mail received for renewals and duplicates averaged between five to six business days. 2. Recommend and implement at least one change in operations to enhance customer service experience. The VRL website was updated to enhance user experience providing much needed information in a clear and concise manner. 3. To have 90 percent of`Service Excellence Surveys' indicate"Excellent" overall efficiency rating in responding to customer concerns. We have met or exceeded the 90% of service Excellence Surveys,which gave an overall"Excellent" efficiency rating. Final Status Report on Program Objectives for FY 2023-24 15 FINANCE VEHICLE REGISTRATION AND LICENSING Periodic Motor Vehicle Inspection 1. Conduct at least 560 inspections of stations issuing safety checks. For FY 2023-24,we were able to inspect 337 stations issuing safety checks. Final Status Report on Program Objectives for FY 2023-24 16 FIRE FIRE ADMINISTRATIVE DIVISION 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. • This work has been contracted by a third party, and the goal is 80% met. 2. Have at least 35% of the policies and procedures reviewed and updated by the end of the fiscal year. • The review phase of this goal has been exceeded,updates requiring Union review and approval have not yet been met. Fiscal Branch: 1. Process and pay invoices within 30 days of receipt at least 90% of the time. • This objective was met at 92% for the first half of the year. 2. Payout cash in lieu of vacation(CILV) within 90 days of termination at least 95% of the time. • This objective has been and continues to be met. 99% for the first half of the year. 3. Update the records retention schedule by mid-year. • This objective has not been met. This will continue to be worked on. 4. Move from paper records to electronic records in Laserfiche at least 25%per quarter. • This objective has been and continues to be met. 5. Update and manage option years for contracts that may be expiring at least 45 days prior to the expiration date. • This objective has been and continues to be met. Six Month Progress Report on Program Objectives for FY 2024-2025 1 FIRE ADMINISTRATIVE DIVISION Human Resources Branch: 1. Process personnel actions within 15 working days of receipt. • This objective has been and continues to be met. 2. Continue to process HR-related items in an efficient manner to meet scheduled deadlines countywide and fulfill the needs of our department. Successfully meet 95% of processing deadlines. • This objective has been and continues to be met. 3. Develop a department recruitment program and participate in 75% of job fairs and recruiting meetings scheduled by the Directorate of Human Resources. • This objective has not been met, and will be reevaluated following the possible recruitment of a Public Relations Specialist during FY 2025-26 4. Manage the recruitment of new personnel and promotional actions at least 30 days prior to the effective date in 90% of the actions. • This objective has been and continues to be met. 5. Manage personnel actions of employees within 30 days of receipt and with less than a 10% error rate. • This objective has been and continues to be met. Six Month Progress Report on Program Objectives for FY 2024-2025 2 FIRE FIRE RESPONSE SECTION 1. Provide adequate manpower and equipment to respond to 90% of alarms within the turnout and aggregate response times as adopted by the State of Hawai`i and industry standards if specific response criteria are not established. • This goal continues to have not been met. Current response times are at 13.42% Fire and 15.44% for EMS. Current understanding of staffing, and variability of station conditions will lead to further evaluation of this goal. 2. Maintain minimum staffing in accordance with approved levels for 95% of the year. • This objective has been met using minimum staffing levels established internally. 3. Establish a required equipment list, life cycle replacement program, and maintenance cycle criteria for emergency response and support functions by the end of the 2nd quarter of FY 2023-24. • This objective was 75% met. A current fleet,replacement document that captures all vehicles, fire engines, ambulances, support trucks, pick-ups, SUVs,boats, and ladder trucks is 85% complete. 4. Develop, staff, and utilize a Promotion, Transfer, and Recruit standard operating procedure by the 1st quarter of FY 2024-2025 with a less than 10% annual error rate. • This objective is 70% met,policies have been drafted but in the review process. 5. Establish a comprehensive annual budget to ensure that operational needs are captured and programmed for resolution 30 days prior to the budget input deadlines. • This objective is 90% met and should be complete by the end of the FY. Six Month Progress Report on Program Objectives for FY 2024-2025 3 FIRE EMS RESPONSE SECTION 1. Provide for the arrival of an advanced life support (ALS) company within an eight- minute response time to 90% of incidents in urban settings and 15 minutes in rural settings. • This objective is 50% met. The department is awaiting the results of the Standards of Cover document to better identify response zones to gather more meaningful data. 2. Meet return of spontaneous circulation(ROSC)rate for 10% of witnessed and cardiopulmonary resuscitation(CPR) initiated cardiac events. • This objective has been met. 3. Provide for full time advanced life support(ALS) coverage on medic units for 90% of calls. • This objective has been met. 4. Ensure body substance isolation is used on responses with a less than 5% exposure or needle stick risk. • This objective has been met. 5. Provide response to the community with a less than 5%instance of complaints. • This objective has been met. Six Month Progress Report on Program Objectives for FY 2024-2025 4 FIRE OCEAN SAFETY OPERATIONS BRANCH 1. Provide for the safety of the public through maintaining tower staffing 90% of the time during normal park hours for all publicly guarded beaches. • This objective is 80% met. The department continues to have staffing challenges leading to rare tower closures. 2. Manage,prepare, and participate in the Big Island Junior Lifeguard program with the Hawaiian Lifeguard Association(HLA) at four locations: Hilo, Punalu`u,N/S Kona, and Hdpuna and ensure that employee participation is available 95% of the time. • This objective has been met. Hawaii Island won State Championships in 2024! 3. Identify, inspect and repair all equipment to maintain readiness for 95% of all publicly guarded beaches. • This objective is 80% met and should be completed by the end of the FY. 4. Provide response to the community with a less than 5% instance of complaints. • This objective has been met. 5. Maintain electronic records on beach management and public contacts, which shall be reported by the first week of the month with less than a 5% error rate. • This objective is 75% met. Training with Ocean Safety personnel is on-going to bring all personnel into compliance with this objective. Six Month Progress Report on Program Objectives for FY 2024-2025 5 FIRE VOLUNTEER OPERATIONS BRANCH 1. Have at least 75% attendance at all scheduled training and special meetings. • This objective has not been met but trends are positive, and attainment is anticipated for this FY. 2. Have at least one unit respond within 15 minutes of the initial dispatch 80% of the time. • This metric has proven challenging to measure with volunteer response and current dispatching staffing. 3. Conduct monthly equipment checks and maintain equipment in an operational status for 90% of the time. • Internal checks and equipment maintenance are on track. Equipment and Apparatus sent to the mechanics shop is outside of the Volunteer Companies control. 4. Have six personnel respond within 14 minutes to 80% of calls in rural areas and four personnel respond within 20 minutes (dependent on travel distance) in remote areas 90% of the time. • This objective has not been met. There are Companies with limited personnel that cannot meet this objective. This metric will be re-evaluated. 5. Volunteer stations shall identify and develop pre-fire plans for target hazards located within their response districts and report quarterly on percentage of completion. • This objective has not been met. Six Month Progress Report on Program Objectives for FY 2024-2025 6 FIRE SEARCH & RESCUE OPERATIONS SECTION 1. Provide adequate manpower and equipment to respond to 90% of alarms within the turnout and aggregate response times as adopted by the State of Hawai`i and industry standards if specific response criteria are not established. • This objective is 70% met and is anticipated to improve before the end of the FY. 2. Identify and create a structured equipment replacement schedule on an electronic platform to assure the timely replacement of apparatus and equipment to assure continuity of services and minimize service disruptions due to equipment failure by the 2nd quarter of FY 2023-24. • This objective is 80% met and is anticipated to improve before the end of the FY. 3. Meet service level objectives on 85% of search and rescue responses with adequate personnel. • This objective has been met. 4. Develop funding requirements for the cyclic and refresher training for the search and rescue program, and ensure required training is provided for at least 90% of the search and rescue personnel. • This objective is 50% met and is anticipated to be completed by the end of the FY. Identification of required training is an ongoing process. 5. Maintain at least 85% of rescue personnel at required certification and qualification levels. • This objective is 90% met. Six Month Progress Report on Program Objectives for FY 2024-2025 7 FIRE HAZMAT OPERATIONS SECTION 1. Provide the Battalion Chief with hazardous materials reports for all specialized responses with detailed analysis of operations and tactical considerations within 30 days of the event for 90% of such calls. • This objective has not been met. The objective will be re-evaluated. 2. Provide adequate manpower and equipment to respond to 90% of alarms within the turnout and aggregate response times as adopted by the State of Hawai`i and industry standards if specific response criteria are not established. • This objective is 70% met. Reaching adequate manpower levels requires additional staffmg. This goal will be re-evaluated. 3. Establish an incident command system with a full staff on 90% of calls requiring multiple companies or outside agencies. • This objective is 60% met and is anticipated to improve following Command Officer training program to be implemented 4th Quarter 2024-25. 4. Identify and create a structured equipment replacement schedule on an electronic platform to ensure the timely replacement of apparatus and equipment to assure continuity of services and minimize service disruptions due to equipment failure by the 2nd quarter of FY 2023-24. • This objective is 85% met. 5. Maintain at least 85%of personnel at the Hazardous Technician level and perform HazMat Technician training course to expand the availability of technician level certified personnel in the department by end of the 3rd quarter of FY 2024-2025. • This objective is 40% met. The challenge is the availability and class size of Hazmat Technicians courses within the islands. Six Month Progress Report on Program Objectives for FY 2024-2025 8 FIRE FIRE PREVENTION BRANCH 1. Approval or disapproval of construction plans within 14 days from when the plan(s) was/were received by a Hawai`i Fire Department Plan Reviewer. • This objective has and continues to be met. 2. Conduct fire investigations with a 70%rate of incendiary, accidental, or natural dispositions rather than"undetermined." Currently, "undetermined", as a cause, accounts for 40-50% of fires post investigation. • This objective has not been met. This objective will be re-evaluated. 3. Expand on public education by the introduction, implementation, and maintenance of new or existing social media and radio programs to promote life safety topics,with the goal of increasing public contact by 15% and reporting stats every month. • This objective has been far exceeded. The objective will be re-evaluated. 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. • This objective has not been met. 5. Increase Code Enforcement Inspections by 10% over the previous year. • This objective has not been met. Six Month Progress Report on Program Objectives for FY 2024-2025 9 FIRE TRAINING SERVICES BRANCH 1. Fire Instructor I and II Training • Certify Hawai`i Fire Department personnel in accordance with National Fire Protection Association 1041, "Standard for Fire Service Instructor Professional Qualifications." • This objective has been met. Plans for holding recurring training are being evaluated and budgeted. This objective will be re-evaluated. • Develop the capacity to deliver the Fire Instructor I certification to all company officers and cadre members. Program managers of existing programs must be trained and certified to the level of Fire Instructor II. • This objective has not been met. • Provide a total of 7,200 hours of training to certify a minimum of 40 personnel to Fire Instructor I and II. • This objective was 75% met. • Secure funding for Vector Evaluations+ software to provide point of contact data entry and performance analysis for all 581 employees. This software application will quantify training program impacts on operational effectiveness as key performance indicators. • This objective has not been met. 2. Company Level Training • Develop and implement back to basics, captain-led training supported by cadres. • This objective began 3rd Quarter 2024-25 and will be a multi-year initiative. • Provide supervisory personnel with resources such as online courses,video demonstrations, and reference materials. • This objective is being met and will be a multi-year initiative. Six Month Progress Report on Program Objectives for FY 2024-2025 10 FIRE TRAINING SERVICES BRANCH • Provide monthly four-hour firefighting drills,targeting 16,320 documented training hours to each fire company per month. • This objective has not been met and will be re-evaluated. • Document skills performance and drills on Target Solutions. • This objective has not been met and will be a multi-year initiative. 3. Engine Company Operations • Provide three days of training for 40 fire suppression personnel in the "Nozzle Forward"methodology to introduce a system of size up, hose deployment, water application, and hose advancement techniques. • This objective was met, leading to the development of an Engine Company Operations Cadre. • Assign UL Firefighter Safety Research Institute modules on Target Solutions. • This objective has not been met and will be a multi-year initiative. • Provide engine company evolutions to companies aligned with National Fire Protection Association 1410. • This objective has not been met and will be a multi-year initiative. • Research and develop live fire instruction,training, and evolutions with site visits to other fire departments and training centers locally and nationally. • This objective is ongoing but has been met with Training Staff traveling to California,Indiana, Oregon, and Washington Fire departments training centers. Six Month Progress Report on Program Objectives for FY 2024-2025 11 FIRE TRAINING SERVICES BRANCH 4. Truck Company Operations • Provide cadre-led training with an initial focus on rescue of trapped occupants on the topics of conventional and through the lock forcible entry, ladders, and vent- enter-isolate-search(VEIS). • This objective has not been met. • Secure funding for commercially built conventional forcible entry props, and material to build through the lock and vent-enter-isolate-search props. • This objective has not been met. • Deliver eight hours of on-duty training, in station to all fire companies with a target of 9,768 total documented training hours. • This objective has not been met. This goal will be re-evaluated. 5. Blue Card Command • Provide training and certification aligned with best practices for common, local, everyday strategic and tactical emergency operations conducted on National Incident Management System(NIMS) Type 4 & Type 5 events. • Based on the availability of funds this program was completed for a limited pool of Company and Chief officers. HFD will not continue to pursue Blue Card command, and this goal will be re-evaluated. • Build capacity to instruct 60 supervisory personnel per year and a computer simulation lab Command Training Center. Certify ten in-house Blue Card Command instructors to deliver 7,200 hours of annual training. • This objective has not been met and is dependent on the availability of funds. HFD will not continue to pursue Blue Card command, and this goal will be re-evaluated. Six Month Progress Report on Program Objectives for FY 2024-2025 12 FIRE TRAINING SERVICES BRANCH • Produce Incident Commanders that make better decisions to potentially eliminate lethal and/or costly mistakes that cause injury, death, and unnecessary fire losses in the local response area. Provide Incident Command training opportunities to supervisory and temporary assignment personnel. Provide company officers with the education and ability to effectively command and mitigate incidents, and provide Battalion Chiefs' with the ability to command and mitigate complex,high risk incidents. • With the beginning of Command Level training in 4th Quarter 2024-25, progress towards this objective will begin. This goal will be re-evaluated. 6. Special Operations • Coordinate with Assistant Fire Chief 1,Rescue, and HazMat coordinators on needed trainings,to include Confined Space Rescue, Dive Rescue International, Trench Rescue, California Mountain Company(CMC)Rope Rescue Technician, and Swift Water Rescue. • Significant progress has been made but this objective has not been met. As Funds and Scheduling challenges persist. Six Month Progress Report on Program Objectives for FY 2024-2025 13 FIRE EMS SERVICES BRANCH 1. Maintain a minimum of 75% staffing levels of Mobile Intensive Care Technicians. • This objective has been met and exceeded. This goal will be re-evaluated. 2. Conduct at least one Paramedic Class a year with an 80%passing goal of candidates. • This objective has been met. 3. Maintain an operational frontline fleet of 16 ambulances with a minimum reserve fleet of 75%. • This objective has been and continues to be met. 4. Review and provide feedback for 100% of pediatric critical calls, mass casualty incidents, and traumatic injuries involving a significant mechanism of injury. • This objective has been and continues to be met. 5. Increase the operational budget from the State of Hawai`i by 10% for the fleet replacement program, preventative maintenance program, contract increases, and other operational increases. • This objective has been met. Six Month Progress Report on Program Objectives for FY 2024-2025 14 FIRE VOLUNTEER SERVICES BRANCH 1. Have 100% of volunteer personnel attend their annual physical assessment. • This objective has not been met. 2. Have 65% of the volunteers trained and certified in first aid and cardiopulmonary resuscitation(CPR). • This objective has been met. 3. Have 85% of Volunteer Captain's obtain Incident Command System 100 and 200 training. • This objective has been met and will be reevaluated with attrition and replacement officers. 4. Develop an apparatus requirement status list and maintain at least 75%response capability. • This objective has not been met. A continuing evaluation is under way. 5. Identify volunteer station requirements through a needs analysis and submit corrective actions by the end of the 2nd quarter of FY 2024-2025. • This objective has not been met. Results from the independent Community Risk Assessment and Standards of Cover are expected in the 4th Quarter 2024-25. This objective will be redefined. Six Month Progress Report on Program Objectives for FY 2024-2025 15 FIRE VEHICLE MAINTENANCE SECTION 1. Routine preventive maintenance for apparatus will be conducted within ten business days 75% of the time. • This objective has not been met. Automated analytics have only been realized in December 2024. 2. Average out of service time shall be reduced by 5%. • This objective has not been met. Automated analytics have only been realized in December 2024. 3. Frontline primary response apparatus will be maintained in a state of readiness for 90% of the time. • This objective has not been met. Automated analytics have only been realized in December 2024. 4. Emergency work shall be initiated the same day of the issue for 80% of the time. • This objective has and continues to be met. 5. Monthly reports will be submitted on time and with an error rate of less than 5%. • This objective has and continues to be met. There have been significant improvements in Vehicle Maintenance Reporting. • • Six Month Progress Report on Program Objectives for FY 2024-2025 16 FIRE EMERGENCY COMMUNICATION SECTION. 1. Emergency Medical System alarm to dispatch in accordance with response criteria for 90% of calls. • This objective is not being met. The ability to capture data is not available due to the adoption of a new Records Management System. This goal will be re-evaluated. 2. Fire suppression alarm to dispatch in accordance with response criteria for 90% of calls. • This objective is not being met. The ability to capture data is not available due to the adoption of a new Records Management System. This goal will be re-evaluated. 3. Average process time in accordance with response criteria for 90%of calls. • This objective is not being met. The ability to capture data is not available due to the adoption of a new Records Management System. Staffing shortages persist, expecting improvement with opening of Joint Information Center. 4. Provide service to the community with a less than 5%instance of complaints. • This objective has and continues to be met. Six Month Progress Report on Program Objectives for FY 2024-2025 17 FIRE LOGISTICS SECTION 1. Reported service and work orders are processed and submitted within five business days 90% of the time. • Objectives have and continues to be met. 2. Requests for supplies on hand shall be distributed within five business days 90% of the time. • Objectives have been met,staffing shortages in the Logistics section 2nd and 3rd Quarters 2024-25 will affect this objective. 3. Purchase requests for supplies or services will be initiated within five days of identification of need for 75% of the time. • Objectives have and continue to be met. 4. Life Cycle Replacement purchasing shall be accomplished within the 1st quarter of FY 2023-24. • This objective has not been met and will be reevaluated. 5. 100% annual inventory with a variance rate of less than 5%. • Objective has not been met, staffing shortages in the logistics section 2nd and 3rd Quarters 2024-25 will affect this objective. Six Month Progress Report on Program Objectives for FY 2024-2025 18 FIRE ADMINISTRATIVE DIVISION Fiscal Branch: 1. Process and pay invoices within 30 days of receipt at least 90% of the time. • We exceeded our goal and had a 95% settlement rate. 2. Payout cash in lieu of vacation(CILV) within 90 days of termination at least 95% of the time. • We did not meet our goal but reached 86%. 3. Update the records retention schedule by mid-year. • This goal was not prioritized and will be discontinued. 4. Move from paper records to electronic records in Laserfiche at least 25%per quarter. • This objective was met. 5. Update and manage option years for contracts that may be expiring at least 45 days prior to the expiration date. • This objective was met. Human Resources Branch: 1. Process personnel actions within 15 working days of receipt. • This objective has been and continues to be met. 2. Continue to process HR-related items in an efficient manner to meet scheduled deadlines countywide and fulfill the needs of our department. Successfully meet 95% of processing deadlines. • This objective has been and continues to be met. 3. Develop a department recruitment program and participate in 75% of job fairs and recruiting meetings scheduled by the Directorate of Human Resources. • This objective has not been met. Further coordination and development of a program is required. Final Status Report on Program Objectives for FY 2023-24 1 FIRE ADMINISTRATIVE DIVISION 4. Manage the recruitment of new personnel and promotional actions at least 30 days prior to the effective date in 90% of the actions. • This objective has been and continues to be met. 5. Manage personnel actions of employees within 30 days of receipt and with less than a 10% error rate. • This objective has been and continues to be met. Final Status Report on Program Objectives for FY 2023-24 2 FIRE FIRE RESPONSE SECTION 1. Provide adequate manpower and equipment to respond to 90% of alarms within the turnout and aggregate response times as adopted by the State of Hawai`i and industry standards if specific response criteria are not established. • This objective remains the same. It was not met in FY 2023-24. 2. Maintain minimum staffing in accordance with approved levels for 95% of the year. • This objective has been met using minimum staffing levels established internally. 3. Establish a required equipment list, life cycle replacement program, and maintenance cycle criteria for emergency response and support functions by the end of the 2°d quarter of FY 2023-24. • This objective was 60% met. 4. Develop, staff, and utilize a Promotion, Transfer, and Recruit standard operating procedure by the lst quarter of FY 2023-24 with a less than 10% annual error rate. • This objective was 90% met. We are currently working with Unions for consultation and final approval. Once approved and finalized, they will be implemented. 5. Establish a comprehensive annual budget to ensure that operational needs are captured and programmed for resolution 30 days prior to the budget input deadlines. • This objective has been met for FY 2024-25 needs. Final Status Report on Program Objectives for FY 2023-24 3 FIRE EMS RESPONSE SECTION 1. Provide for the arrival of an advanced life support (ALS) company within an eight- minute response time to 90%of incidents in urban settings and 15 minutes in rural settings. • This objective was 50% met. The department is still finalizing the data collection to verify the metrics. The current overall average was 20%. 2. Meet return of spontaneous circulation(ROSC)rate for 10% of witnessed and cardiopulmonary resuscitation(CPR) initiated cardiac events. • This objective has been met. 3. Provide for full time advanced life support(ALS) coverage on medic units for 90% of calls. • This objective has been met. 4. Ensure body substance isolation is used on responses with a less than 5% exposure or needle stick risk. • This objective has been met. 5. Provide response to the community with a less than 5%instance of complaints. • This objective has been met. Final Status Report on Program Objectives for FY 2023-24 4 FIRE OCEAN SAFETY OPERATIONS BRANCH 1. Provide for the safety of the public through maintaining tower staffing 90% of the time during normal park hours for all publicly guarded beaches. • This objective was 90% met,were experiencing staffing shortages that lead to occasional tower closures outside of the 90% range. 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. • This objective has been met. 4. Identify, inspect and repair all equipment to maintain readiness for 95% of all publicly guarded beaches. • This objective has been met with either repairs or replacement of needed equipment. 5. Provide response to the community with a less than 5% instance of complaints. • This objective has been met. 6. Maintain electronic records on beach management and public contacts,which shall be reported by the first week of the month with less than a 5% error rate. • This objective has been met. Final Status Report on Program Objectives for FY 2023-24 5 FIRE VOLUNTEER OPERATIONS BRANCH 1. Have at least 75% attendance at all scheduled training and special meetings. • This objective has not been met but trends are positive, and attainment is anticipated for this FY. 2. Have at least one unit respond within 15 minutes of the initial dispatch 80% of the time. • The average response time was met approximately 65% of the time. More efficient dispatch measures for the Volunteers will improve this statistic. 3. Conduct monthly equipment checks and maintain equipment in an operational status for 90% of the time. • Internal checks and equipment maintenance were on track. Equipment and Apparatus sent to the mechanics shop was outside of the Volunteer Company's control. 4. Have six personnel respond within 14 minutes to 80%of calls in rural areas and four personnel respond within 20 minutes (dependent on travel distance)in remote areas 90% of the time. • This objective has not been met. There were Companies with limited personnel that could not meet this objective. Recruitment of drivers has and continues to be implemented to help meet this objective. 5. Volunteer stations shall identify and develop pre-fire plans for target hazards located within their response districts and report quarterly on percentage of completion. • This objective has not been met. Final Status Report on Program Objectives for FY 2023-24 6 FIRE SEARCH & RESCUE OPERATIONS SECTION 1. Provide adequate manpower and equipment to respond to 90% of alarms within the turnout and aggregate response times as adopted by the State of Hawai`i and industry standards if specific response criteria are not established. • This objective has been met with manpower and equipment, but response times remain below the threshold. 2. Identify and create a structured equipment replacement schedule on an electronic platform to assure the timely replacement of apparatus and equipment to assure continuity of services and minimize service disruptions due to equipment failure by the 2nd quarter of FY 2023-24. • This objective has been met. 3. Meet service level objectives on 85% of search and rescue responses with adequate personnel. • This objective has been met. 4. Develop funding requirements for the cyclic and refresher training for the search and rescue program, and ensure required training is provided for at least 90% of the search and rescue personnel. • This objective has been met with the reintroduction of monthly off duty rescue training. 5. Maintain at least 85% of rescue personnel at required certification and qualification levels. • This objective has been met. Final Status Report on Program Objectives for FY 2023-24 7 FIRE HAZMAT OPERATIONS SECTION 1. Provide the Battalion Chief with hazardous materials reports for all specialized responses with detailed analysis of operations and tactical considerations within 30 days of the event for 90% of such calls. • This objective has not been met. 2. Provide adequate manpower and equipment to respond to 90% of alarms within the turnout and aggregate response times as adopted by the State of Hawai`i and industry standards if specific response criteria are not established. • This objective has been met with staffing; however, equipment and response times remain below the anticipated thresholds. 3. Establish an incident command system with a full staff on 90% of calls requiring multiple companies or outside agencies. • This objective was 90% met. 4. Identify and create a structured equipment replacement schedule on an electronic platform to ensure the timely replacement of apparatus and equipment to assure continuity of services and minimize service disruptions due to equipment failure by the 2"d quarter of FY 2023-24. • This objective was met. 5. Maintain at least 85% of personnel at the Hazardous Technician level and perform HazMat Technician training course to expand the availability of technician level certified personnel in the department by end of the 3rd quarter of FY 2023-24. • This objective was 80% met,we were unable to have a HazMat Technician class last FY, but have one scheduled for the 3rd quarter of FY 2024-25. Final Status Report on Program Objectives for FY 2023-24 8 FIRE FIRE'PREVENTION BRANCH 1. Approval or disapproval of construction plans within 14 days from when the plan(s) was/were received by a Hawai`i Fire Department Plan Reviewer. • Objective has and continues to be met. 2. Conduct fire investigations with a 70%rate of incendiary, accidental, or natural dispositions rather than"undetermined." Currently, "undetermined", as a cause, accounts for 40-50% of fires post investigation. • Objective has not been met. 3. Expand on public education by the introduction, implementation, and maintenance of new or existing social media and radio programs to promote life safety topics, with the goal of increasing public contact by 15% and reporting stats every month. • Objective has and continues to be met. 4. Adopt updates to the National Fire Protection Association 1, with Hawai`i County Code Amendments within the two-year time limit and report on the progress monthly. • Objective has been met. New code updates will begin in the upcoming fiscal year. 5. Increase Code Enforcement Inspections by 10% over the previous year. • Objective has not been met. With a new Inspection software (EPR Fireworks) being implemented,we are formalizing a system to track progress within the buildout phase. Final Status Report on Program Objectives for FY 2023-24 9 FIRE TRAINING SERVICES BRANCH • 1. Fire Instructor I and II Training • Certify Hawai`i Fire Department personnel in accordance with National Fire Protection Association 1041, "Standard for Fire Service Instructor Professional Qualifications." • This objective has and is being met. • Develop the capacity to deliver the Fire Instructor I certification to all company officers and cadre members. Program managers of existing programs must be trained and certified to the level of Fire Instructor II. • This objective has not been met but will continue this FY. • Provide a total of 7,200 hours of training to certify a minimum of 40 personnel to Fire Instructor I and II. • This objective has not been met but will be completed this FY. • Secure funding for Vector Evaluations+software to provide point of contact data entry and performance analysis for all 595 employees. This software application will quantify training program impacts on operational effectiveness as key performance indicators. • This objective has not been funded. 2. Company Level Training • Develop and implement back to basics, captain-led training supported by cadres. • This objective has not been met and will be a multi-year initiative. • Provide supervisory personnel with resources such as online courses,video demonstrations, and reference materials. • This objective was in progress and near implementation,will roll-out this FY. Final Status Report on Program Objectives for FY 2023-24 10 FIRE -- TRAINING SERVICES BRANCH • Provide monthly four-hour firefighting drills,targeting 16,320 documented training hours to each fire company per month. • This objective has not been met and will be a multi-year, ongoing initiative as above. • Document skills performance and drills on Target Solutions. • Company officers were trained on this initiative utilizing the ISO: HFD Drill Report feature of Vector Solutions. 3. Engine Company Operations • Provide three days of training for 40 fire suppression personnel in the "Nozzle Forward"methodology to introduce a system of size up,hose deployment, water application, and hose advancement techniques. • This objective has been met. • Assign UL Firefighter Safety Research Institute modules on Target Solutions. • This objective has not been met and will be a multi-year initiative. • Provide engine company evolutions to companies aligned with National Fire Protection Association 1410. • This objective has not been met and will be a multi-year initiative. • Research and develop live fire instruction,training, and evolutions with site visits to other fire departments and training centers locally and nationally. • Chief Springer and FEO Tekurio attended the 3S Fire didactic training in Maui at the MFD/DOT-ARFF Joint Training Center. Chief Springer and Captain Keone Roback attended the Honolulu Fire Department's Live Fire Training at their site in Kapolei. • Captain Roback attended Engine Company Operations, and FEO Tekurio attended Rapid Intervention Teams Train-the Trainer at the Fire Department Training Network in Fairland,Indiana. Both workshops are tactical level training conducted under live-fire conditions. Final Status Report on Program Objectives for FY 2023-24 11 FIRE TRAINING SERVICES BRANCH 4. Truck Company Operations • Provide cadre-led training with an initial focus on rescue of trapped occupants on the topics of conventional and through the lock forcible entry, ladders, and vent- enter-isolate-search(VEIS). • This objective has not been met. Cadres are under development, assisting during our Firefighter Recruit Training Program. • Secure funding for commercially built conventional forcible entry props, and material to build through the lock and vent-enter-isolate-search props. • This objective has not been met. Funding is being pursued for the conventional forcible entry props, and some materials have been obtained for through the lock forcible entry. • Deliver eight hours of on-duty training, in station to all fire companies with a target of 9,768 total documented training hours. • This objective has not been met. Recruit Training Officers have provided conventional forcible entry training upon request,utilizing DOT-ARFF's forcible entry prop. 5. Blue Card Command • Provide training and certification aligned with best practices for common, local, everyday strategic and tactical emergency operations conducted on National Incident Management System(NIMS)Type 4 & Type 5 events. • This objective has pivoted to provide"Mastering Fireground Command: Calm the Chaos" training to all line personnel and administrative staff with incident command responsibilities. • Build capacity to instruct 60 supervisory personnel per year and a computer simulation lab Command Training Center. Certify ten in-house Blue Card Command instructors to deliver 7,200 hours of annual training. • This objective has pivoted to the above "Mastering Fireground Command: Calm the Chaos" Train-the-Trainer workshop scheduled for spring 2025 for 18 personnel. Final Status Report on Program Objectives for FY 2023-24 12 FIRE TRAINING SERVICES BRANCH • Produce Incident Commanders that make better decisions to potentially eliminate lethal and/or costly mistakes that cause injury, death, and unnecessary fire losses in the local response area. Provide Incident Command training opportunities to supervisory and temporary assignment personnel. Provide company officers with the education and ability to effectively command and mitigate incidents, and provide Battalion Chiefs' with the ability to command and mitigate complex,high risk incidents. • This objective has not been met and is dependent on availability of funds. 6. Special Operations • Coordinate with Assistant Fire Chief 1, Rescue, and HazMat coordinators on needed trainings,to include Confined Space Rescue, Dive Rescue International, Trench Rescue, California Mountain Company(CMC)Rope Rescue Technician, and Swift Water Rescue. • Progress has been made but this objective has not been met. Final Status Report on Program Objectives for FY 2023-24 13 FIRE .....e.. ro„„... ..+�»... „_ wa...we.w.,...o.,, re,»yaw...� - � ..m.,Po.u...�... - . e.�ne.. ..�.,..�.o........w .e„„<...�. n.,,m......,...,.�w....n.».mww.�...7............,6 EMS SERVICES BRANCH 1. Maintain a minimum of 75% staffing levels of Mobile Intensive Care Technicians. • This objective has been and continues to be met. 2. Conduct at least one Paramedic Class a year with an 80%passing goal of candidates. • This objective has been met. 3. Maintain an operational frontline fleet of 16 ambulances with a minimum reserve fleet of 75%. • This objective has been and continues to be met. 4. Review and provide feedback for 100% of pediatric critical calls, mass casualty incidents,and traumatic injuries involving a significant mechanism of injury. • This objective has been and continues to be met. 5. Increase the operational budget from the State of Hawai`i by 10%for the fleet replacement program,preventative maintenance program, contract increases, and other operational increases. • This objective has been met. Final Status Report on Program Objectives for FY 2023-24 14 4m FIRE VOLUNTEER SERVICES BRANCH 1. Have 100% of volunteer personnel attend their annual physical assessment. • This objective has not been met. 2. Have 65% of the volunteers trained and certified in first aid and cardiopulmonary resuscitation(CPR). • This objective has been met. 3. Have 85% of Volunteer Captain's obtain Incident Command System 100 and 200 training. • This objective has been met. 4. Develop an apparatus requirement status list and maintain at least 75%response capability. • This objective has not been met. A continuing evaluation is under way and should be completed this FY. 5. Identify volunteer station requirements through a needs analysis and submit corrective actions by the end of the 2nd quarter of FY 2023-24. • This objective has not been met. A continuing evaluation is under way and should be completed this FY. Final Status Report on Program Objectives for FY 2023-24 15 FIRE VEHICLE MAINTENANCE SECTION 1. Routine preventive maintenance for apparatus will be conducted within ten business days 75% of the time. • Objective has not been met. Automated analytics have only been realized in December 2024. 2. Average out of service time shall be reduced by 5%. • Objective has not been met. Automated analytics have only been realized in December 2024. 3. Frontline primary response apparatus will be maintained in a state of readiness for 90% of the time. • Objective has not been met. Automated analytics have only been realized in December 2024. 4. Emergency work shall be initiated the same day of the issue for 80%of the time. • Objective has and continues to be met. 5. Monthly reports will be submitted on time and with an error rate of less than 5%. • Objective has and continues to be met. Final Status Report on Program Objectives for FY 2023-24 16 FIRE EMERGENCY COMMUNICATION SECTION 1. Emergency Medical System alarm to dispatch in accordance with response criteria for 90% of calls. • This objective was not met. Ability to capture data was not available due to the adoption of a new Records Management System. 2. Fire suppression alarm to dispatch in accordance with response criteria for 90% of calls. • This objective was not being met. Ability to capture data was not available due to the adoption of a new Records Management System. 3. Average process time in accordance with response criteria for 90% of calls. • This objective was not being met. Ability to capture data was not available due to the adoption of a new Records Management System. 4. Provide service to the community with a less than 5%instance of complaints. • Objective has and continues to be met. Final Status Report on Program Objectives for FY 2023-24 17 FIRE LOGISTICS SECTION 1. Reported service and work orders are processed and submitted within five business days 90% of the time. • Objective has and continues to be met. 2. Requests for supplies on hand shall be distributed within five business days 90% of the time. • Objective has and continues to be met. 3. Purchase requests for supplies or services will be initiated within five days of identification of need for 75% of the time. • Objective has and continues to be met. 4. Life Cycle Replacement purchasing shall be accomplished within the 1st quarter of FY 2023-24. • This objective has not been met. 5. 100% annual inventory with a variance rate of less than 5%. • This objective has not been met and will be a focus for the remainder of the FY. Final Status Report on Program Objectives for FY 2023-24 18 119 HUMAN RESOURCES HUMAN RESOURCES HUMAN RESOURCES Classification and Pay 1. Review and process position re-description reviews within five workdays of receipt. A total of 132 re-description requests were received. All were processed within five working days of receipt. 2. Review and process reallocations for recruitment within ten workdays of receipt. A total of 164 reallocation requests for recruitment purposes were received. All were processed within ten working days of receipt. Labor Relations 1. Hear and respond to employer-level grievances within 60 days from receipt. A total of 19 employer-level grievances were filed during the first half of the fiscal year. Of those, 12 grievances were heard and responded to within 60 days of receipt; two grievances were heard and responded to outside the 60-day timeframe as mutually agreed to by the parties; and five grievances are pending the issuance of a decision. 2. Answer all written departmental inquiries relating to the administration and interpretation of all collective bargaining agreements and executive orders within 14 days from date of receipt if it does not require inter jurisdictional action, 30 days if it does. A total of 276 inquiries related to the administration and interpretation of collective bargaining agreements and executive orders were received,with 270 (97.8%) answered within 14 days. No inquiries required inter-jurisdictional action. 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. A total of six grievances were appealed to arbitration during the first half of the fiscal year. Information for all grievances appealed to arbitration was transmitted to Corporation Counsel within 14 days. Six Month Progress Report on Program Objectives for FY 2024-25 1 HUMAN RESOURCES HUMAN RESOURCES Personnel and Organizational Development 1. Conduct the New Hire Orientation class once a month. A total of 13 New Hire Orientation sessions were conducted during the first half of the fiscal year. 2. Provide at least ten Supervisory Skills Training sessions annually. No Supervisory Skills Training classes were offered in the Fall. The Supervisory Training Program will be offered in Spring 2025. 3. Issue the Fall 2024 and Spring 2025 Training Catalogues. The Fall 2024 Training Catalog was issued on June 10,2024 and the Spring 2025 Training Catalog was issued on December 11,2024. 4. By December 31, 2024, hold an annual employee awards program. The Employee of the Year Program was held on October 10,2024. A total of 29 employees were nominated across the County in the categories of Outstanding Manager, Supervisors and Employee of the Year. Equal Opportunity 1. Respond to inquiries and complaints while providing a high level of customer service to employees and the public within 14 days of knowledge or receipt unless extensive research, investigation, or action by another department is warranted. A total of 65 inquiries were received. All inquiries were closed within 14 days. A total of three complaints were received. All complaints were closed within 14 days. 2. By June 30,2025, deliver two supervisory and non-supervisory training classes relating to Anti-discrimination and Harassment,ADA—Reasonable Accommodation and other EO/ADA civil rights compliance classes, depending upon identified needs. A total of five supervisory and nine non-supervisory Anti-Discrimination and Harassment classes were conducted. A total of 22 supervisory and 145 non- supervisory employees attended these training sessions. In addition,two Title II trainings were provided by request for police recruits. Six Month Progress Report on Program Objectives for FY 2024-25 2 HUMAN RESOURCES HUMAN RESOURCES 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. A total of four agencies were audited during the first half of the fiscal year. • 1st quarter: Public Works,Aging • 2nd quarter: Environmental Management,Police 2. With the exception of mass pay adjustments transactions, audit and approve properly completed and submitted payroll certification forms within five workdays of receipt. Audit and approve mass pay adjustment payroll certification forms within two weeks of the last form received. Audited and approved 2,445 payroll certification forms,with 2,352 (96.2%) processed within five workdays of receipt. No mass pay adjustment payroll certification forms were processed during this period. 3. Review and act upon properly completed and submitted Flexible Spending Plan change in status forms within two workdays of receipt. Reviewed 161 Flexible Spending Plan change in status forms,with 160 (99.4%) processed within two workdays of receipt. 4. By December 31, 2024, hold the annual Pre-retirement Workshop. The annual Pre-retirement Workshop was held on November 22,2024. Recruitment and Examination 1. Establish eligible lists to assist hiring departments fill their vacancies: • Within two months for registration recruitments and small/medium size open- competitive recruitments. During the first half of the fiscal year, there were a total of 131 registration and small/medium size open-competitive recruitments. Six Month Progress Report on Program Objectives for FY 2024-25 3 HUMAN RESOURCES _ _ -�-HUMAN RESOURCES .��._�....�_ ��._���._� �._� . Established 93 of 95 (97.9%) of eligible lists for registration and small/medium size open-competitive recruitments within the two-month timeframe. (A total of ten recruitments,which were started in the prior fiscal year and reported as in progress, are included in this reporting period.) For the other 36 recruitments, eligible lists were not established due to the following: o Seven recruitments resulted in no qualified applicants. o Six recruitments were cancelled at the request of the department. o Twenty-three recruitments are in progress. • Within three months for large size open-competitive recruitments. There were no large size open-competitive recruitments. 2. Establish internal recruitment lists to assist hiring departments fill their vacancies within one month for internal recruitments within the department or internal recruitments within the County. During the first half of the fiscal year,there were a total of 114 internal recruitments. (A total of seven recruitments,which started in the prior fiscal • year and reported as in progress, are included in this reporting period.) Established 69 of 80 (86.3%) of internal lists within the one-month timeframe. For the other 34 recruitments, internal lists were not established due to the following: • Twenty internal recruitments resulted in no internal applicants. • Six internal recruitments resulted in no qualified applicants. • Eight internal recruitments are in progress and are on track to meet the one- month timeframe. 3. Certify(refer)names from available eligible lists to hiring departments within four workdays from receipt of the request for the list. A'total of 440 (100%) certifications (referrals)were made to hiring departments, with all (100%) being made within four workdays. Six Month Progress Report on Program Objectives for FY 2024-25 4 HUMAN RESOURCES HUMAN RESOURCES 4. Conduct two department/agency audits each quarter on interview packets to ensure that the hiring department or agency is in compliance with employment laws, including lawful and non-discrimination practices, interview and selection procedures and the merit principle. A total of six department/agency audits were conducted during the first half of the fiscal year. Health and Safety 1. Coordinate and/or conduct safety inspections of at least 16 County facilities. Safety inspections of eight County facilities were conducted. Facilities included: Buildings R&M shop—Hilo,Animal Control-Puna,Police—Hilo Firearms/Records,NAS Pool,Parks Maintenance baseyard—Kea'au, Billy Kenoi Park covered courts,Pahoa Aquatic Center, and Office of the Prosecuting Attorney -Hilo. 2. Provide requested safety and equipment training within two months of original request. A total of 118 training requests were received during the first half of the fiscal year. Training was provided for 98 of the requests within two months of the original request. The remaining 20 have been scheduled throughout the remainder of the year, as some requests are for specific dates. Some requests are made in advance of certification expiration dates as well. 3. Provide ten HIOSH-required training programs per quarter. HIOSH required training programs were provided in each quarter as follows: 1st Quarter: Bloodborne Pathogens (2),Fall Protection (1),Fire Safety(2),First Aid/CPR/AED (6),Forklift training and recertification (5),Hazard Communication (2),Hearing Conservation (2), Mobile Elevated Work Platform (1), and Personal Protective Equipment(2). 2nd Quarter: Bloodborne Pathogens (1),Fire Safety (3),First Aid/CPR/AED (4), Forklift training and recertification(6),Hearing Conservation (1), and Respiratory Protection and Fit Testing(1). Six Month Progress Report on Program Objectives for FY 2024-25 5 HUMAN RESOURCES HUMAN RESOURCES 4. Provide at least 12 Defensive Driver Courses (DDC)to County employees during the fiscal year. A total of six DDC and three Driver Improvement Program training sessions were provided during the first half of the fiscal year. 5. Coordinate the annual flu shot clinics for County employees in the districts of Hilo, Waimea, Ka`u, and Kona. The annual flu shot clinics were conducted in the districts of Hilo (139 employees: 113 at Aupuni Center and 26 at S. Hilo Roads),Waimea (3 employees),Ka`n (6 employees), and Kona (18 employees) for a total of 166 employees. In addition to the flu vaccinations, a total of 116 COVID-19 vaccinations were provided to County employees island wide during the annual flu shot clinics. Workers' Compensation 1. Conduct semi-annual workers' compensation claims reviews. Due to staffing changes during this period, a claims review was not completed. 2. Provide WorkComp 101 and Return to Work Program training at least semi-annually. No requests for training were received during this period. • Six Month Progress Report on Program Objectives for FY 2024-25 6 HUMAN RESOURCES HUMAN RESOURCES Classification and Pay 1. Review and process position re-description reviews within five workdays of receipt. A total of 264 re-description review requests were received. Of those,261 were processed within five working days of receipt. Three requests were processed after the five-workday deadline due to staff workload. 2. Review and process reallocations for recruitment within ten workdays of receipt. A total of 271 requests for recruitment purposes were received and all were processed within ten working days of receipt. Labor Relations 1. Hear and respond to employer-level grievances within 60 days from receipt. A total of 30 employer-level grievances were filed in FY 2023-24. One grievance was settled by the department prior to being heard at the employer level. A total of 16 grievances were heard and responded to within 60 days of receipt. A total of 13 grievances were heard and responded to outside the 60-day timeframe. Of the 13 grievances that did not meet the 60-day timeframe, 11 were due to delays in being able to schedule a grievance meeting, and two required additional time to discuss an acceptable remedy. 2. Answer all written departmental inquiries relating to the administration and interpretation of all collective bargaining agreements and executive orders within 14 days from date of receipt if it does not require inter jurisdictional action, 30 days if it does. During FY 2023-24, a total of 532 inquiries related to the administration and interpretation of collective bargaining agreements and executive orders were received and answered within the established timeframes. A total of five inquiries were responded to outside of the 14-day timeframe. Final Status Report on Program Objectives for FY 2023-24 1 HUMAN RESOURCES HUMAN RESOURCES Labor Relations (continued) 3. Provide background and other technical information required by the Corporation Counsel's Office for the arbitration of grievances within 14 days from the date of request. Information for all grievances appealed to arbitration was provided to the Office of the Corporation Counsel within the 14-day timeframe. A total of 21 grievances were appealed to arbitration in FY 2023-24. This includes grievances that were appealed to the employer-level in a previous year. Personnel and Organizational Development 1. Conduct the New Hire Orientation class once a month. A total of 16 New Hire Orientations were conducted from July 1,2023 through June 30,2024. Additional sessions were conducted for Police (three) and Fire (one) Recruit Classes. 2. Provide at least 12 Supervisory Skills Training sessions annually. A total of 20 Supervisory Training Program sessions were conducted in the Spring of 2024. Two programs were offered, one in Hilo and one in Kona. 3. Issue the Fall 2023 and Spring 2024 Training Catalogues. The Fall 2023 Training Catalog was issued on June 15,2023, and the Spring 2024 Training catalog was issued on December 8,2023. 4. By December 31, 2023, hold an annual employee awards program. The 2022-2023 Employee Awards Program was held on October 16,2023. A total of 31 employees were nominated across the county in the categories of Outstanding Manger, Outstanding Supervisor and Outstanding Employee of the Year. Final Status Report on Program Objectives for FY 2023-24 2 HUMAN RESOURCES HUMAN RESOURCES Equal Opportunity 1. Respond to inquiries and complaints while providing a high level of customer service to employees and the public within 14 days of knowledge or receipt unless extensive research, investigation, or action by another department is warranted. A total of 90 inquiries were received. All but three inquiries closed within 14 days as action by another department warranted. A total of five complaints were received,with four closing within 14 days and one pending as action by another department warranted. 2. By June 30, 2024, deliver two supervisory and non-supervisory training classes relating to Anti-discrimination and Harassment, ADA—Reasonable Accommodation and other EO/ADA civil rights compliance classes, depending upon identified needs. A total of seven supervisory and 13 non-supervisory Anti-Discrimination and Harassment classes were conducted. A total of 52 supervisory and 299 nonsupervisory employees attended these training sessions. In addition,three ADA Reasonable Accommodation trainings and one ADA Title II training were provided. 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. A total of two agencies were audited during the fiscal year. 4th quarter: Office of Management,Mass Transit Department/agency audits were not conducted during the first three quarters of the fiscal year due to short staffing and training of new staff. 2. With the exception of mass pay adjustments transactions, audit and approve properly completed and submitted payroll certification forms within five workdays of receipt. Audit and approve mass pay adjustment payroll certification forms within two weeks of the last form received. Audited and approved 3,756 payroll certification forms,with 3,724 forms (99.1%) processed within five workdays of receipt. Audited and approved 2,733 Final Status Report on Program Objectives for FY 2023-24 3 HUMAN RESOURCES HUMAN RESOURCES Administrative Services (continued) mass pay adjustment payroll certification forms during this period. All forms were processed within two weeks of the last form received. 3. Review and act upon properly completed and submitted Flexible Spending Plan change in status forms within two workdays of receipt. Reviewed 181 Flexible Spending Plan change in status forms,with 177 forms (97.8%)processed within two workdays of receipt. 4. By December 31, 2023, hold the annual Pre-retirement Workshop. The annual Pre-retirement Workshop was not held in the fiscal year due to short staffing. Recruitment and Examination 1. Establish eligible lists to assist hiring departments fill their vacancies: • Within two months for registration recruitments and small/medium size open- competitive recruitments. There were a total of 240 registration and small/medium size open- competitive recruitments. We established 178 of 178 (100%) eligible lists for registration and small/medium size open-competitive recruitments within the two-month timeframe. (A total of 20 recruitments,which were started in the prior fiscal year and reported as in progress, are included in this reporting period.) For the other 62 recruitments, eligible lists were not established due to the following: o Twelve recruitments resulted in no qualified applicants o Six recruitments were cancelled at the request of the department o Ten recruitments are in progress o Thirty-four recruitments on continuous • Within three months for large size open-competitive recruitments. There were no large size open-competitive recruitments. Final Status Report on Program Objectives for FY 2023-24 4 HUMAN RESOURCES HUMAN RESOURCES Recruitment and Examination (continued) • Within four months for the Police Officer I recruitment requiring a written examination and a performance test. We conducted 14 written examinations for Police Officer I (Recruit). Note: Effective May 14,2023 Police Officer I (Recruit) is open on continuous recruitment and the Hawaii Police Department conducts the performance test. 2. Establish internal recruitment lists to assist hiring departments fill their vacancies within one month for internal recruitments within the department or internal recruitments within the County. There was a total of 178 internal recruitments. We established 131 of 135 (97%) of internal lists within the one-month timeframe. For the other 43 recruitments,internal lists were not established due to the following: o Seventeen internal recruitments resulted in no internal applicants o Seventeen internal recruitments resulted in no qualified applicants o Seven internal recruitments are in progress and are on track to meet the one- month timeframe o Two internal recruitments were cancelled by the Department 3. Certify (refer)names from available eligible lists to hiring departments within four workdays from receipt of the request for the list. A total of 292 out of 307 (95%) certifications (referrals)were made to hiring departments within four workdays. 4. Coordinate the placement of Hawai`i Community College Cooperative Vocational Education(CVE) students within the County by October 31 of every year. A total of two CVE positions were filled by October 31,2023. A total of 13 CVE positions remained vacant due to Hawai`i Community College's difficulty in referring interested students as a result of their low enrollment. Final Status Report on Program Objectives for FY 2023-24 5 HUMAN RESOURCES 1 HUMAN RESOURCES Health and Safety 1. Coordinate and/or conduct safety inspections of at least 16 County facilities. Safety inspections of 12 County facilities were conducted. Facilities included: Buildings R&M shop-Hilo,Hilo Drag Strip complex,Papa`ikou Gym,Mass Transit Agency facility, Kea'au Armory,Animal Control-Hilo, Stanley Costales Gym at Waiakea Uka park,Automotive-Hilo,DEM Solid Waste baseyards-Ka`n,Kealakehe,Waimea,Pu'uanahulu. 2. Provide requested safety and equipment training within two months of original request. A total of 243 training requests were received during the fiscal year. Training was provided for 208 of the requests within two months of the original request. The remaining 35 were requested and scheduled for completion in FY 2024-25. 3. Provide ten HIOSH-required training programs per quarter. HIOSH required training programs were provided in each quarter as follows: 1st Quarter: Bloodborne Pathogens (4),Fall Protection (3),Fire Safety (3),First Aid/CPR/AED (7),Forklift training and recertification (3),Hazard Communication (1),Hearing Conservation (1),Personal Protective Equipment (1),Respiratory Protection and Fit Testing (2). 2"d Quarter: Bloodborne Pathogens (1),Fall Protection (2),Fire Safety(2),First Aid/CPR/AED (6), Forklift training and recertification (4),Hazard Communication (2),Hearing Conservation (1),Personal Protective Equipment (2),Respiratory Protection and Fit Testing(1). 3rd Quarter: Bloodborne Pathogens (4),Fall Protection (5),Fire Safety (3),First Aid/CPR/AED (6),Forklift training and recertification (12),Mobile Elevated Work Platform training and recertification (4),Hazard Communication (2), Hearing Conservation (2),Personal Protective Equipment(1),Respiratory Protection and Fit Testing(4). 4th Quarter: Bloodborne Pathogens (1),Fall Protection (4),Fire Safety (2),First Aid/CPR/AED (5),Forklift training and recertification (10),Mobile Elevated Work Platform training and recertification (2),Hazard Communication (1), Final Status Report on Program Objectives for FY 2023-24 6 HUMAN RESOURCES HUMAN RESOURCES Health and Safety (continued) Hearing Conservation (1),Personal Protective Equipment(2),Respiratory Protection and Fit Testing (1),Lock-out/Tag-out(2). 4. Provide at least 12 Defensive Driver Courses (DDC)to County employees during the fiscal year. A total of 14 DDC training sessions were provided during the fiscal year. A total of five Driver Improvement Program training sessions were also provided. 5. Coordinate the annual flu shot clinics for County employees in the districts of Hilo, Waimea,Ka`u, and Kona. The annual flu shot clinics were conducted in the districts of Hilo (156 employees: 139 at Aupuni Center and 17 at S. Hilo Roads),Waimea (4 employees),Ka`u (6 employees), and Kona (36 employees) for a total of 202 employees. In addition to the flu vaccinations, a total of 95 COVID-19 vaccinations were provided to County employees island wide during the annual flu shot clinics. Workers' Compensation 1. Conduct semi-annual workers' compensation claims reviews. Claim reviews were conducted in July and November 2023 with the Department of Parks and Recreation and the Hawai`i Police Department. 2. Provide WorkComp 101 and Return to Work Program training at least semi-annually. WorkComp 101 and Return to Work Program training was provided to participants in the Supervisory Training Program in October 2023 and February 2024. Final Status Report on Program Objectives for FY 2023-24 7 This page intentionally left blank is INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY 1. Provide a reliable and managed network for the County of Hawai`i. Implement services and equipment to improve the network speed, reliability, and security for County locations. • Replaced outdated network switches across the county network. • Installed Starlink internet connectivity at Animal Control West as part of a pilot test program. • Performed an internal vulnerability scan of the county network. Notified non-DIT departments of findings in their areas. • Enhanced network reliability with updated Cisco switch model 9300 for larger sites and 9200 for smaller sites. • Installed improved network cabling at Parks Ho'olulu for newly installed switch and rack solution. • Fortinet Firewall High Availability pair upgraded to firmware version v6.4.15 bui1d2095. • FortiManager upgraded to v7.2.8-bui1d1634. • FortiAnalyzer upgraded to v7.4.5 bui1d2553. • FortiAP devices upgraded to v6.4-bui1d0481. • FortiWiFi/Fortigate devices upgraded to Firmware version v6.4.15 bui1d2095. • Added Starlink network connection at Animal Control East for isolated site network testing of stability and security as an interim solution until County Fiber connection is established. • Deployed, maintained, and replaced desktop switches to assist departments in maintaining production. • Deployed computers, laptops, peripherals, and VOIP phones. • Resolved network connectivity issues at the endpoints. 2. Expand and maintain the County of Hawai`i server and application support. Assist County Departments with Application implementation and-expand the use of cloud- based technologies. • Migrated DWDM chassis at Civil Defense. • Supported the deployment of Kiosk and Credit Card terminals at MVR/DL locations. • Applied the Microsoft cumulative updates and security patches to each County Exchange Server every month. • HelpSpot ticket application upgraded to v5.4.14. • Lansweeper upgraded to version 12.1.0.1. Six Month Progress Report on Program Objectives for FY 2024-25 1 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY • • NavRisk application upgraded by vendor, then wildcard security certificate re-applied. • MECM upgraded to v 5.00.9132.1011. Managed computer agent upgraded to v 5.00.9132.1011. • Upgraded ADAuditPlus application to v8123. • Microsoft G3 licenses assigned to 1,083 users and 598 users assigned G1 licenses. • Added processors and additional datastore nodes for Nutanix Virtual • Servers. • Coordinated critical upgrades for the County of Hawai`i's digital document, permitting, and financial systems. • Provided technical support to the County of Hawaii's financial system and ERP implementation. • Developed application to automate data import/export and reporting for EDEN and ERS. • Deployed software applications to endpoints. • Supported cloud-based printer services. 3. Maintain and enhance the reliability and resilience of the County's information technology infrastructure. Seek/intend to consolidate network security and monitor external threat management. • Reviewed new backup solution to protect county against ransomware attacks. • Created an initial Cybersecurity Awareness Training Plan SOP. • FireEye NX at Civil Defense and WHCC updated to firmware version 10.0.4.1005222. • Trellix managed computer client upgraded to v5.8.2.929. • Purged disabled Active Directory users per 90-day retention procedure— executed monthly. • Deployed new interim logging sever based on CISA recommended solution. • Deployed new interim network management solution to help unify environmental documentation. • Deployed new identity management servers for centralized authentication for network hardware administration. • Expanded DWDM ring function to PSB. • Installed computer management, antivirus, and end-user security software to endpoints. Six Month Progress Report on Program Objectives for FY 2024-25 2 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY • Conducted investigations into suspicious activity originating from network- attached devices. 4. Continued improvement of Information Technology's customer support and services by establishing industry standard guidelines. Expand the use of automation in all aspects of support, including user setup and maintaining existing software on client workstations. • Reviewed and tested new IT ticketing system. • Renewed the licenses for ADSelfService and ADAuditPlus applications. • ADSelfService Plus upgraded to v6508 and the managed computer agent upgraded to v6.9. • Released Microsoft updates for Office 2010, Office 2016, Office 2022, Office 365 via MECM and updated automatically for users. • Released Microsoft Edge updates via MECM and updated automatically for users. • Released Windows 11 and Windows 10 updates via MECM, updated automatically for users. • Created an initial Hardware Asset Management SOP. • Provided end-user training to personnel on the County of Hawaii's digital document system. • Provided content manager training to content managers of the County of Hawaii's website. • Utilized software installation tools to install endpoint software. • Resolved 4,756 out of 4,833 ticket requests. 5. Align with countywide Geographic Information System(GIS)requirements. Provide training, expertise, and technical support to other County departments and agencies in the development, design, and implementation of GIS results to be utilized by internal and external entities. • 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,Planning's Recovery teams, Research and Development's teams,Liquor's team,Planning Department's Public Access, Riparian, and Shoreline GIS, DEM, Clerk's 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. Six Month Progress Report on Program Objectives for FY 2024-25 3 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY • 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 delivery new GIS data, modeling, and analysis to the County under contract. • Provided immediate security response and completed GIS threat mitigation and remediation that included analyses and impact assessments of the GIS exploit on County GIC system infrastructure and recommendations for network enhancements to harden the county's security profile against future threats of a similar nature. • Coordinated work to successfully align GIS data with the County of Hawaii's permitting system. • Deployed GIS software to endpoints. Six Month Progress Report on Program Objectives for FY 2024-25 4 INFORMATION TECHNOLOGYINFORMATION TECHNOLOGY 1. Provide a reliable and managed network for the County of Hawai`i. Implement services and equipment to improve the network speed, reliability, and security for County locations. Provided additional redundancy with high-speed connections with different physical routes. • Installed over 20 additional sites for County and Public internet use, to include first responder stations,public safety, emergency shelter facilities, and community sites. • Created new departmental connectivity to County Animal Control Facility East,with plans to move to high-speed fiber connectivity. • Initiated complete network review for increased availability and reliability. • Initiated network infrastructure architecture rebuild. Initial hardware replacements are in-house, and installation efforts have begun. • Review of iNet fiber network ring began to determine efficiency and performance enhancement. • The Cybersecurity division is established and 60% of positions filled. • Time synchronization servers have been procured and awaiting installation at new ECC facility. • Replacement server stack equipment have been identified and in the procurement process to populate ECC and WHCC redundancy project. 2. Expand and maintain the County of Hawai`i server and application support. Assist County Departments with Application implementation and expand the use of cloud- based technologies. Assisted County departments with application implementation. • Continued work and support with multiple departments using the Electronic Processing and Information Center (EPIC) system. • Provided support and assistance with the Fire Department related cloud implementation. • Provided selection panel personnel for the new ERP system. • Identified cloud-based ticketing system (with modern/additional functionality) to replace existing disparate and non-existent systems. Includes asset management,mobile device management,network operations visibility, and others. AI backed technology to increase efficiency and reduce administrative overhead. Final Status Report on Program Objectives for FY 2023-24 1 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY • Increased web/visual capability offerings, through successful hiring efforts. These services have been communicated and are being offered to all departments seeking live dashboard data. 3. Maintain and enhance the reliability and resilience of the County's information technology infrastructure. Seek/intend to consolidate network security and monitor external threat management. Maintained software requirements and increased reliability and resilience. • Increased storage scope and reliability through server hardware upgrades. • Reviewed and initiated campaign to relevant industry standard security framework compliance. • Initiated program for security review for baseline operating systems. • Working through selection phase of cloud/hybrid cybersecurity pen-testing services. AI backed technology. • Have identified network security platform to encompass existing disparate/inadequate tools. • Initiated creation and enhancement of disaster recovery and continuity of operations policies, procedures, and protocols. • Reviewing and implementing vulnerability management plans (VMP) and incident management plans (IMP). • Continued to modify outdated standards for end user security requirements. 4. Continued improvement for Information Technology's customer support and services by establishing industry standard guidelines. Expand the use of automation in all aspects of support, including user setup and maintaining existing software on client workstations. Increased customer support/client workstation support capabilities. • Started community volunteer(intern related) program to develop hiring pool candidates experience levels. • Hired multiple Technician level positions to increase information technology support presence in business areas. • Achieved and maintained significant reduction in end-user ticket support queue volume. Final Status Report on Program Objectives for FY 2023-24 2 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY • Identified multiple opportunities for automation in performing redundant/repetitive tasks. • Continued to work through hiring processes to fill open positions. 5. Align with countywide Geographic Information System (GIS)requirements. Provide training, expertise, and technical support to other County departments and agencies in the development, design, and implementation of GIS results to be utilized by internal and external entities.. Continued third-party training and assessment program. • Applied DIT community volunteer(intern)program to develop hiring pool candidates experience levels. • Included additional departments within the County to ESRI training program. This provided education and information for all levels of personnel to better understand how to use GIS tools,methodologies, and workflows. • Consulted and started work with departments to enhance public information presence and assist with real-time reporting projects and compliance objectives. • Successful internship program has resulted in a full time GIS employee. • • Successful completion of GIS Housing Dashboard project to provide visibility and the required supporting details to the public. Final Status Report on Program Objectives for FY 2023-24 3 This page intentionally left blank 14 LIQUOR CONTROL LIQUOR CONTROL LIQUOR CONTROL 1. Licensing: a. Conduct 75 interviews with new liquor license applicants. Forty-five interviews with new liquor license applicants were completed. b. Process 50 new license applications. Seventeen new liquor license applications were processed. c. Conduct 50 site visits to applicant premises. Twenty-three site visits were made to applicant premises. 2. Operations: a. Hold minimum of 12 liquor card classes in Hilo and 24 in Kona/Waimea for approximately 1,500 manager examinations administered to employees of licensed establishments. Classes and examinations to be offered to all licensees' staff, including minor-aged employees. A total of 44 manager classes/examinations were held in the first six months of FY 2024-25. Classes consisted of 14 in Hilo,27 in Kona and three special classes. Approximately 758 employees of licensed establishments attended classes and took the liquor card test. b. Conduct a minimum of 2,000 licensee checks per month to promote compliance to liquor laws by liquor licensees. Approximately 1,876 licensee checks were conducted per month for the period of July 1,2024, to December 31, 2024. c. Provide all staff, commissioners and board members education via county, state, and nationally sponsored programs. Training for our Commissioners, Board Members and staff in the first six months of FY 2024-25 included the following: • The National Liquor Law Enforcement Agency (NLLEA) held a virtual Chiefs/Directors meeting on July 25,2024. Membership in this organization is reserved strictly for law enforcement agencies and personnel who are dedicated to enforcing liquor laws and regulations. Six Month Progress Report on Program Objectives for FY 2024-25 1 LIQUOR CONTROL LIQUOR CONTROL This executive meeting discussed a recent article about the United States Ban on at-home distilling being unconstitutional. This is important to understand and recognize since Hawaii laws have an exemption for personal use. Another important topic discussed was relating to the rapid increase of alcohol use on ready-to-drink(RTD) beverages from mainstream drink companies such as Monster or Mountain Dew. To ensure public safety remains a top priority and to avoid confusion between alcoholic and non-alcoholic versions, the increase in regulation for this popular product recommends versions shall not be placed adjacent to each other in retailers. • On August 12,2024, the Department of Liquor Control participated in a Myers Briggs Type Indicator (MBTI)Assessment team training offered by the Department of Human Resources. MBTI assessments provide insight into different personality perspectives. Having a better understanding of others and oneself can lead to better communication with others, increased productivity and reaching team goals together in the day-to-day operations. • The Office of the Prosecuting Attorney extended an invitation to our office for its "2024 Statewide Law Enforcement Traffic Safety Training", held in Waikoloa, Hawaii from August 12-14,2024. This training is reserved specifically for law enforcement agencies who investigate and prosecute alcohol impaired drivers. Important and beneficial topics discussed in this year's training included insight into how to identify problems and challenges for DUIs, addressing common issues while navigating through state laws, useful tips for report writing, and tips when gathering evidence. These topics, and more, covered in this training are essential to ensure effective operations when conducting and documenting investigations. • " Big Sky Country—the Last Best Place"was the theme set for the National Conference of State Liquor Administrators' (NCSLA) 2024 Central/Western Regional Conference in Wilmington,NC, from September 29,2024,to October 1,2024. Regulatory officials, compliance officers, industry attorneys and members from across 18 other states attended. Attendees listened to and participated in numerous panel discussions which allowed a better understanding of the day-to-day challenges occurring in the industry and why the industry continues to be strictly regulated. One favorable session of interest was learning and • Six Month Progress Report on Program Objectives for FY 2024-25 2 • LIQUOR CONTROL LIQUOR CONTROL understanding the concerns related to 3rd party delivery and how it is different from direct-to-consumer (DTC) shipping. Other interesting topics included a THC and alcohol-infused product discussion, understanding the tax differences between ready-to-drink(RTD) spirit- based products, as well as a TTB industry update. • The 2024 State Investigators' Workshop was held in Kahului, Maui from October 2-4,2024. At this year's conference, the Maui Police Department Traffic Division—OUI Task Force shared valuable information such as how alcohol affects the body, offered a hands-on workshop on improving operations while in the field and explained new information on what to remember when handling drug impairment. Other presenters shared knowledge on how to navigate through difficult conversations and interviewing techniques. • The National Institute of Criminal Justice Reform (NICJR) held a meeting on October 11,2024, at West Hawaii Civic Center in Kailua-Kona. NICJR; in partnership with the Office of Youth Services, works to assess the system of care for youth involved in the delinquency system. An assessment shared at this meeting was to review the needs of the community of what services were in place for young people that are charged with crimes. One key goal of the partnership is to keep minors out of bar before they get in trouble and enter the system. • The 2024 Conference of Liquor Commissions and Industry Representatives was held in Wailea, Maui from October 13-16,2024. This conference focused on issues,trends and changes occurring within the State of Hawaii. The Maui Economic Opportunity,Underage Alcohol Prevention Program, shared recent youth programs that took place in Maui County that encouraged students to participate in alcohol- free and drug-free projects around the community. Other speakers were two liquor licensees whose businesses were affected by the Maui Wildfires in August 2024. They spoke about the disastrous experience from that day and how they worked tirelessly over the next year to rebuild their life and business. The department is exploring the possibility of establishing a youth program similar to Maui. We have provided input on methods to assist businesses trying to rebuild from the Maui fire disaster and other disaster scenarios. Six Month Progress Report on Program Objectives for FY 2024-25 3 LIQUOR CONTROL .:...:.,...:.....::.v:..w......::'.....n...:n....x..n..........w::.,....:..::...,.::...nv....v:.v::....vn...:.....:.....::...::n....:.:...:.....:..........:n+...:......n..n.n....n........w........n:. ..:. .n LIQUOR CONTROL • The National Conference of State Liquor Administrators (NCSLA) hosted its North/South Regional Conference, held in Essex, VT, from October 27-29, 2024. Themed, "Innovating with Integrity:Addressing Emerging Challenges in Alcohol Regulation", one panel shared how technology is changing the industry by utilizing artificial intelligence (AI). For example,AI is being used in alcohol beverage space by building flavor profiles. Another panel discussed how COVID helped to create and open the doors to new concepts and set a new "normal"with "to-go" beverages and increasing consumptions areas to accommodate social distancing. A key takeaway from this conference is being in the mindset and understanding that there are no innovations and creativity without failure. • The Department of Liquor Control, in coordination with the Office of the Corporation Counsel, conducted a 2024 Fall Investigator Training session in Hilo on November 18,2024, for its Liquor Control investigators. Topics covered in this training included discussions on the Code of Ethics and code enforcement, how to conduct effective witness training and using proper business communication. Understanding and applying these concepts and codes while working in the field or with one another helps to ensure cohesive teamwork, consistency and compliance within the department. • The National Liquor Law Enforcement Agency (NLLEA) hosted its 37th Annual Conference themed "Back to Basics:Fundamentals ofAlcohol Law Enforcement", in Wilmington,NC,from November 18-20,2024. This conference recognized that alcohol has evolved over the decades and while understanding change in this industry is inevitable, its core principles to protect public safety, uphold the law and ensure safe and responsible consumption, remain constant. While this conference offered traditional general panel sessions, beneficial in-person workshops were also offered at this conference. A few workshops consisted of licensee inspections; which broke down the inspection process into several phases focusing on the importance of consistency and due diligence, a session on leadership track; offering a unique opportunity to enhance effective leadership skills, and on source investigations; a closer look into an investigation regarding a minor purchasing alcohol and how officials used local resources to backtrack the unfortunate turn of events. This allowed attendees the opportunity to learn and understand the current and potential issues that relate to law enforcement. It is crucially Six Month Progress Report on Program Objectives for FY 2024-25 4 LIQUOR CONTROL LIQUOR CONTROL beneficial to share knowledge and information to protect public safety and health in our hometown, and in all areas of the world. 3. Public Programs: a. Provide minimum of two youth,public, and enforcement programs which promote compliance to liquor laws. The Department of Liquor Control processed 54 contingency fund requests from our council members from.July 1,2024,to December 31,2024. These grants offer funding to non-profit organizations on Hawaii Island that provide alcohol-free and drug-free programs to our youth and local community. A few of the youth programs this year included an extra- curricular youth volleyball tournament and purchasing art supplies for.a mural project which will be displayed in the local community. Other events included a local feeding program which assisted those in need and funding was also provided for holiday,wellness and engagement events. The Underage Drinking Prevention and Awareness Public Service Announcement (PSA) Radio Ad Contest is a partnership between the Office of the Prosecuting Attorney and the Department of Liquor Control. The goal of the project is to create awareness of the dangers of underage drinking by encouraging High School and Middle School students to create a 30-second PSA script to be played on a local radio station and highlighted on social media. Entrie§ can be submitted by individuals or teams and require parent/teacher sponsorship. The PSA script must contain positive messaging on Underage Drinking Prevention and Awareness. This collaboration, amongst other possible ideas,was discussed during creative sessions at the 2024 Statewide Law Enforcement Traffic Safety Training. • Six Month Progress Report on Program Objectives for FY 2024-25 5 J This page intentionally left blank LIQUOR CONTROL LIQUOR CONTROL 1. Licensing: a. Conduct 75 interviews with new liquor license applicants. Eighty-eight interviews with new liquor license applicants were completed. b. Process 50 new license applications. Thirty-one new liquor license applications were processed. c. Conduct 50 site visits to applicant premises. Forty-three site visits were made to applicant premises. 2. Operations: a. Hold minimum of 12 liquor card classes in Hilo and 24 in Kona/Waimea for approximately 1,500 manager examinations administered to employees of licensed establishments. Classes and examinations to be offered to all licensees' staff, including minor-aged employees. A total of 42 manager classes/examinations were held in FY 2023-24. Classes consisted of 12 in Hilo,30 in Kona and eight special classes. Classes in Waimea have been discontinued due to low turnout. Approximately 1,442 employees of licensed establishments attended classes and took the liquor card test. Requests for additional classes remain high as liquor licensees continue to have trouble with employee retention due to high turnover. b. Conduct minimum of 2,000 licensee checks per month to promote compliance to liquor laws by liquor licensees. Approximately 1,849 licensee checks were conducted per month for the period of July 1,2023,to June 30,2024. c. Provide all staff, commissioners and board members education via county, state, and nationally sponsored programs. The National Conference of State Liquor Administrators (NCSLA) hosted its 2023 Northern/Southern Regional Conference, themed Memphis Momentum, in Memphis, TN, from September 17-19,2023. Panel topics included discussions about challenges and opportunities seen when licensing unique premises, the rise of craft distilling due to high demand for locally crafted Final Status Report on Program Objectives for FY 2023-24 1 LIQUOR CONTROL LIQUOR CONTROL products and navigating private labels in a three-tier system,to name a few. The Department of Liquor Control received an invitation from the Eastern Band of Cherokee Indians to participate in an interactive knowledge sharing session with their Tribal Alcoholic Beverage Control Commission in their hometown of Cherokee,NC,from September 20-23,2023. This session was aimed to 1) discuss and understand the roles and responsibilities of an independent liquor control board,2) discuss strategies for managing and enforcing liquor regulations,3) discuss approaches to develop and implement policies to promote responsible alcohol consumption and collaborative initiatives to ensure public safety. The County of Hawaii was able to also extend its relationship with this group which describes itself as a sovereign group working within the system. The National Law Enforcement Agency (NLLEA) hosted its 36th Annual Conference in Norfolk,VA, themed Making the "Case"for Alcohol Law Enforcement,from October 4-6,2023. This conference offered numerous training sessions and workshops for law enforcement personnel. Some sessions focused on the changing methods of alcohol delivery, how the future of digital IDs will affect how age verification for the sale of liquor will be done, and how to detect counterfeit IDs and alcohol products while in the field,which is a common issue being seen in many areas across the United States. The 2023 Investigators' Workshop and Training was held on Lihue,Kauai, from October 15-18,2023. The workshop opened with a Verbal Judo Course which guided enforcement staff on how to listen and speak more effectively to licensees and the public when in the field while enforcing compliance. The Council on Licensure,Enforcement and Regulation (CLEAR) followed with sessions on investigative procedures, safety, and report writing. Final Status Report on Program Objectives for FY 2023-24 2 LIQUOR CONTROL LIQUOR CONTROL The devastating natural disasters that occurred in Lahaina prevented the County of Maui from hosting the annual state conference. While short on time, the County of Hawaii Department of Liquor Control took initiative and quickly planned the 2023 State Conference of Liquor Commissions and Industry Representatives,held in Hilo, Hawaii, from November 5-8,2023. Hawaii County has hosted the State Conference for two years in a row: once in Kona and once in Hilo. Drawing about 100 participants, no other County was able to organize and host the event which also allowed us to promote an economic boost to both Kona and Hilo. The agenda consisted of various panels and topics. For example, a Corporation Counsel panel discussed recent legislative changes relating to liquor and an industry panel discussing the process of obtaining a liquor license from their perspective. There was also a presentation on substance use and underaged drinking. This conference welcomed local and out-of-state industry members, government agencies, and private attorneys who work with departments or assist individuals in the industry. The National Alcohol Beverage Control Association (NABCA) hosted its 87th Annual Conference in Phoenix,AZ from May 19-22,2024. This conference was themed, "New Horizons,New Opportunities", and was attended by approximately 1,000 other government representatives, industry members,media and other associates from across the United States. NABCA is one of the primary associations providing support to member jurisdictions to ensure public safety on consumption and implementing responsible systems for alcohol beverage distribution and sales. This conference discussed important alcohol regulatory and policy updates, specifically on how legal cases can impact the current alcohol landscape and how technology advancements are modernizing sales data processing,to name a few. The Alcohol and Tobacco,Tax and Trade Bureau (TTB) presented an overview of their goals designed to assist businesses in the marketplace succeed. In short,their goals include 1) facilitating business growth,2) facilitating business innovation, 3)improving the taxpayer experience, and 4) ensuring access to tax refunds. Fostering understanding and mirroring these goals set by leaders on the federal level will help our county leaders ensure successful and safe operations with our small, local business in our home community. Final Status Report on Program Objectives for FY 2023-24 3 LIQUOR CONTROL LIQUOR CONTROL The National Conference of State Liquor Administrators (NCSLA) hosted their 2024 Annual Conference,themed "A Capital Idea:Regulating for the Future,Building on our Past", in Washington,DC,June 16-19,2024. A noteworthy topic in this conference included a panel on public safety and enforcement issues, specifically on underage drinking and how regulators can take a preventative and proactive approach to combat this wide-spread issue. Other topics of importance included how the industry and regulators can create a culture of compliance and how to maintain a fair balance of regulation and business in the three-tier system. 3. Public Programs: a. Provide minimum of two youth,public, and enforcement programs which promote compliance to liquor laws. The Department of Liquor Control processed 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. 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 Hawaii 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. On August 11,2023,the Liquor Control Administrative Officer presented to the Hawaii Island Security & Safety Professionals Association (HISSPA) about the Department's naloxone (Narcan) distribution to bars,restaurants, and hotels on Hawaii Island. Distribution was completed in May 2023. Narcan rapidly works to reverse the effects of opiates on the brain and Final Status Report on Program Objectives for FY 2023-24 4 LIQUOR CONTROL LIQUOR CONTROL restores breathing in life-threatening emergencies. The Department also answered questions regarding liquor laws and rules. On October 24, 2023, an investigator from the Enforcement Division —East Hawaii had the opportunity to speak to students at Waiakea High School enrolled in the "Foundation of Legal&Protective Services" course; a class offered through a focused career academy for students preparing themselves for jobs in law enforcement,legal, corrections and the military. Our investigator shared what the duties and responsibilities of the Department of Liquor Control are,work experiences, and preparation needed to qualify for the position. He also answered questions from many curious students,while being a positive influence on them. This was the second year the Department was invited to participate in the program. 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 Hawaii 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. 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. Final Status Report on Program Objectives for FY 2023-24 5 This page intentionally left blank 5 MANAGEMENT MANAGEMENT ADMINISTRATION • Prudent Finances: Budget consistently, delivers services efficiently, plans for long- term liabilities and contingencies, and optimizes revenue generation. o Began working with Departments on 2025-26 budget needs. • Productive Workplace: Foster a work environment where County employees are trained, managed, and appreciated to fulfill their duties to the best of their abilities. o Hosted the annual Employee of the Year Awards, honoring the exemplary work of staff members. o Distributed the second round of'He Mea Nui 'Oe' awards,which allows peers and the public to recognize County employees who go above and beyond in their line of work for the community. o Hosted a#MauiStrong memorial service for County staff who were directly and/or indirectly affected by the Maui wildfires in 2023. o Returned a tuition reimbursement program to County employees looking to advance their careers through the pursuit of higher education. • Strategic Objectives: Collaborate and promote innovation among departments to accomplish identified priorities. o Worked with the Office of Housing and Community Development (OHCD), Hawaii Police Department,Department of Public Works, and Department of Parks and Recreation to relocate a safe shelter for homeless individuals to continue receiving services and housing opportunities as a community. o Coordinated with OHCD on mapping out the County's affordable housing pipeline so that residents can have a clear understanding of where and when housing is set to be delivered to them. • Economic Initiatives: Partner with the nonprofit and private sectors to diversify economic and employment opportunities. o Partnered with the University of Hawaii at Hilo to create opportunities for students to apply their academic studies to real-world municipal challenges, providing hands-on experience in solving complex County issues. Six Month Progress Report on Program Objectives for FY 2024-25 1 MANAGEMENT ADMINISTRATION • Resilient Community: Be knowledgeable, trained, and prepared for emergencies and disasters. o Coordinated County-wide Tsunami tabletop exercises in coordination with the Civil Defense Agency. o Worked in coordination with Governor Green and the Hawaii Emergency Management Agency (HIEMA) to define protocol for emergency alert systems. • Inclusive Governance: Encourage civic participation with appointments to boards and commissions and an active community planning system that exemplifies democracy at its best. o Appointed 22 new board and commission members. o Worked to create a Youth Commission webpage. o Worked with students to introduce a resolution to the Council regarding sustainable development goals. • Open Communication: Communicate with the public with a two-way system that informs and is responsive to suggestions, requests, and complaints. o Continued engagement with the press regarding issues related to the County. o Responded to over 3,000 complaints, suggestions, and requests via the Mayor's website. • Sustainable Environment: Respect and sustain the natural and cultural heritage of this County. o Worked with Hawaii Green Growth on their Voluntary Local Review, which is presented to the UN regarding Hawai`i's progress in achieving sustainable development goals. o Hosted the 3rd Annual Hawaii Sustianability Summit. Six Month Progress Report on Program Objectives for FY 2024-25 2 MANAGEMENT ADMINISTRATION o Awarded five local businesses and individuals Mayor's Sustainability Awards to folks doing exemplary work in agriculture, food security, and waste reduction. o Hosted a Pehea Ka qina workshop with the Department of Research and Development to give employees the opportunity to view their work through a cultural lense that assess their relationship to the 'Aina and its people. Six Month Progress Report on Program Objectives for FY 2024-25 3 MANAGEMENT COST OF GOVERNMENT 1. Examine and investigate the organizations and methods of operations of all County departments, commissions, boards, offices, and other instrumentalities of all branches of the County government and determine and recommend changes, if any, by the Charter-imposed deadline. • o Cost of Government Commission adjourned in 2023. Six Month Progress Report on Program Objectives for FY 2024-25 4 MANAGEMENT ADMINISTRATION • Prudent Finances: Budget stringently to deliver services efficiently,plan for long- term liabilities and contingencies, and optimize revenue generation. o Worked with the Finance Department to ensure that departments had adequate funding to meet the public's needs and deliver services efficiently while paying our liabilities and saving for contingencies. In addition,worked to ensure that revenue from a variety of sources was available when needed to meet the County's obligations. o Achieved AA+Bond Rating by two bond rating agencies for the first time in County history. • Productive Workplace: Foster a work environment where County employees are trained,managed, and appreciated to fulfill their duties to the best of their abilities. o Brought back the County's Outstanding Employee Awards Ceremony. o Revamped our Employee Tuition Reimbursement program to include more options for our employees looking to further their education and career opportunities. o Created "He Mea Nui `Oe," an employee recognition program that allows COH employees and the public to recognize employees for their service to our community. o Creation of opportunities for greater work flexibility,including telecommuting, flexible work schedules, and an Alternate Work Schedule Pilot Program with HGEA,led by the Department of Human Resources, Director Sommer Tokihiro, and Deputy Danny Patel. o Exploration of new paths to rewarding careers in County government through the Professional Intern Pilot Program aimed at providing professional career opportunities in County government for those whose personal circumstances may have otherwise prevented it. o Budgeted $1 million for the employee training fund to provide opportunities for workers to advance within the County and beyond. Final Status Report on Program Objectives for FY 2023-24 1 MANAGEMENT ADMINISTRATION • Strategic Objectives: Collaborate and promote innovation among departments to accomplish identified priorities. o Worked with the Police Department,Department of Parks and Recreation (Parks), Office of Housing and Community Development (OHCD), Department of Land and Natural Resources (DLNR), and on-island homeless care providers to establish protocols for Parks' rules enforcement that have helped to keep parks safe for our Keiki. o Worked with OHCD and the Department of Public Works to push forward critical affordable housing and emergency shelter projects island wide. o Began conversations with the Governor and his team to identify areas around Hawaii Island that can be used as Kauhale. o Hosted the 3rd Hawai`i Sustainability Summit to foster continued collaboration between the County,private sector, and the community regarding our keiki's ability to live and thrive here for generations. o Established the Office of Climate, Sustainability,Equity, and Resilience to push sustainable initiatives between departments forward. • Economic Initiatives: Partner with the nonprofit and private sectors to diversify economic and employment opportunities. o Continued work with the Koi Pond to help bolster workforce development programs for our youth island wide. o Collaborated with the philanthropic sector to develop Native Hawaiian Women's Development Initiative, an entrepreneur-focused activity. o We worked with the state, other counties, and private and nonprofit sector organisations to develop a state farm bill. o Focused on mitigating impacts of invasive species in coordination with the state and nonprofit organizations. Final Status Report on Program Objectives for FY 2023-24 2 MANAGEMENT ADMINISTRATION o Shared Rediscovering Hawai`i's SouUPehea Ka `Aina process and opportunities with hospitality industry partners. o Supported numerous cultural and community celebrations and events, including the 50th Annual Queen Lili`uokalani Outrigger Canoe Race, Kohala Ag Visioning regional food summits, and a Pahala-based hula halau cultural exchange. o Worked with federal,nonprofit, and private sector partners to expand regenerative economy opportunities. • Resilient Community: Be knowledgeable,trained, and prepared for emergencies and disasters. o Hosted the first-ever Kupa'a Challenge in partnership with Kamehameha Schools to work through the issue of Native Hawaiian retention and prosperity. o Worked with the Hawaii Island Fentanyl Taskforce to make NARCAN readily available at all County facilities and within official County vehicles. o Conducted Tsunami tabletop exercises with all departments to ensure preparation and readiness. o Informed the community of weather-related hazards, including tropical storms,high surf and wind advisories,Kona Low weather patterns,Red Flag Warnings, and more. • Inclusive Governance: Encourage civic participation with appointments to boards and commissions and an active community planning system that exemplifies democracy at its best. o Established Hui o Alahanui community working group to reestablish shoreline access in Puna in the 'ill of Alahanui,previously the area of the "Hot Ponds." o Continued meetings with the Mayor's Wapi`o Advisory Committee on Waipi`o Valley Access through the Emergency Proclamation period. o Began meetings with the Hawai`i County Youth Commission. Final Status Report on Program Objectives for FY 2023-24 3 MANAGEMENT ADMINISTRATION o Actively sought candidates for various boards and commissions, including many openings directly related to community development action plans. o Received 158 applications and forwarded 64 nominees to the Council for vacant or outgoing seats on boards and commissions. o Completed 863 service requests through the Mayor's page on the County website. o Published 85 Proclamations,93 Mayor's Messages, and 275 Certificates. • Open Communication: Communicate with the public with a two-way system that informs and is responsive to suggestions,requests, and complaints. o Finished our Sustainable Horizons Townhall Circuit with Meetings in Ka`n, Pahoa,Hilo, and Laupahoehoe. o Continued updates and improvements to the County of Hawaii Hazard Map,which informs residents of any road closures,weather warnings, shelter openings, etc. o Continued engagement with local and national media outlets. o Completed a year-long segment with the Politico Mayor's Club,where Hawaii County was selected amongst 50 other nationwide municipalities. o Continued work on the County's Kahea App. • Sustainable Environment: Respect and sustain the natural and cultural heritage of this County. o Reported on the County's continued commitment to the Trillion Tree Project, lt.org, in partnership with Terraformation. o Six electric buses were added to the County Hele-On fleet. o Leased 300+ County-held acres to HuiMAU, an on-island non-profit out of Pa`auilo,focused on indigenous food security and reforestation. o Closed on four new PONC purchases, including 600+ acres in Mahukona. Final Status Report on Program Objectives for FY 2023-24 4 MANAGEMENT ADMINISTRATION o Began planning of the third Hawaii Sustainability Summit (Summit '24) o Finalizing contract for Hawaii County EV charging infrastructure. Final Status Report on Program Objectives for FY 2023-24 5 MANAGEMENT COST OF GOVERNMENT 1. Examine and investigate the organizations and methods of operations of all County departments, commissions,boards, offices, and other instrumentalities of all branches of the County government and determine and recommend changes, if any, by the Charter-imposed deadline. • No activity occurred in this reporting period. Final Status Report on Program Objectives for FY 2023-24 6 IlISCEP.LANEODJS MISCELLANEOUS HOMELESSNESS 1. Prioritize the "Housing First" model, which aims to quickly move people experiencing homelessness into stable and permanent housing without preconditions or barriers. The Housing First Model was implemented through the Homelessness and Housing Fund Grant agreements to address chronic homelessness by prioritizing rapid access to permanent housing without preconditions or requirements for sobriety or treatment. These grants facilitated partnerships between local government, non-profits, and housing providers, enabling the allocation of resources to secure stable housing units and deliver supportive services tailored to individual needs. By emphasizing housing as a fundamental right, the agreements promoted stability, reduced barriers to housing access, and provided the foundation for participants to pursue health, employment, and community reintegration. This collaborative approach is aimed at supporting sustainable, long-term solutions for homelessness. 2. In partnership with government agencies and non-profit organizations, develop programs and services to prevent individuals and families from becoming homeless, including eviction prevention, emergency financial assistance, and legal support. The County supported several programs through Contract Agreements that prevent homelessness by addressing root causes and providing timely assistance. The Emergency Rental Assistance Program offers rental assistance to individuals and families facing eviction due to continued effects of the Covid-19 pandemic. Community-Based Social Service Navigators Program connect residents with essential resources, such as housing, healthcare, food access, employment opportunities, and more, to stabilize their situations. Additionally, no-cost Financial Empowerment Services provide tools and guidance to help individuals manage their finances, build savings, and achieve long-term stability, reducing the risk of future housing crises and helping to ensure family self- ' sufficiency. Together, these programs create a safety net that works to prevent homelessness and support community well-being. 3. Execute and manage contracts that are in alignment with the Homelessness and Housing Strategic Roadmap that will work in ensuring that the number of households experiencing homelessness is rare,brief, and non-recurring. The County successfully managed multiple Homelessness and Housing Fund (HHF) grant agreements that were executed during FY 2023-24 to address critical housing needs and support innovative solutions to homelessness. These agreements facilitated partnerships with local organizations, ensuring the delivery of housing programs and services to vulnerable populations. Six Month Progress Report on Program Objectives for FY 2024-25 1 MISCELLANEOUS HOMELESSNESS Additionally, the County released the HHF Request for Proposal (RFP) for Year 3 of the fund, inviting new and existing partners to submit projects aimed at furthering the fund's goals. This proactive approach underscores the County's commitment to fostering collaboration and driving impactful, community-based initiatives to reduce homelessness and increase housing stability. 4. Design and implement a system that collects,measures and documents outcomes achieved by entities who receive funding through the County Homelessness and Housing fund. An organization was selected to manage the data collection and reporting for Homelessness and Housing Fund grantees, ensuring transparency and ' accountability across funded programs. 5. Collect and analyze data on homeless populations to better understand the demographics, needs, and trends in homelessness. The County maintained a centralized system for data management to glean valuable insights that inform decision-making, enhance program effectiveness, and demonstrate the impact of the fund on addressing homelessness within the community. 6. Leverage existing funding sources to support resources needed to ensure individuals and families continue to move towards increased self-sufficiency. The OHCD continues to apply for grant opportunities that become available to ensure residents have access to the resources they need to increase self- sufficiency. 7. Promote collaboration among government agencies, non-profit organizations, and community stakeholders to create a coordinated and efficient response to homelessness. The OHCD fostered collaboration and knowledge sharing by hosting quarterly in-person Community of Practice events for Homelessness and Housing Fund (HHF) grantees and other key partners. These gatherings provided a platform for stakeholders to exchange ideas, discuss best practices, and address common challenges in implementing housing and homelessness programs. Bringing partners together promotes networking,innovation, and the alignment of efforts to maximize the impact of HHF initiatives. Six Month Progress Report on Program Objectives for FY 2024-25 2 MISCELLANEOUS HOMELESSNESS 8. Raise public awareness about the issue of homelessness and educate communities about the challenges and solutions. The OHCD raised public awareness about its homelessness and housing initiatives through strategic outreach efforts, including the creation of an informative brochure, Community of Practice gatherings, and networking events. The brochure provides business owners and residents with an opportunity to connect homeless individuals/families that they encounter to services and programs supported by the Homelessness and Housing Fund, encouraging community involvement. The quarterly Community of Practice events and networking gatherings further amplify these efforts by engaging service providers, local organizations, and community members in meaningful discussions about housing solutions. Together,these initiatives aim to educate the public,foster collaboration, and inspire collective action to address homelessness and housing insecurity. Six Month Progress Report on Program Objectives for FY 2024-25 3 This page intentionally left blank MISCELLANEOUS ANIMAL CONTROL 1. 90% of vicious dog calls will be responded to within two hours. Of 83 calls received referencing vicious dogs, 77 calls were responded to within two hours, or 93%. 2. 90% of loose animals posing a public safety hazard calls will be responded to within two hours. Of the 254 calls received referencing loose animals posing a safety hazard to the public,221 calls were responded to within two hours, or 87%. 3. 90% of injured animal-related calls will be responded to within two hours. Of the 389 calls received referencing injured animals,337 calls were responded to within two hours, or 87%. 4. 90% of calls for animal control assistance by the police will be responded to within three hours. Of the 317 calls for animal control assistance by police,314 calls were responded to within three hours, or 99%. 5. 90% of animal cruelty and neglect cases will be responded to in 24 hours and resolved in 14 working days. Of the 251 calls for cruelty and neglect cases,217 calls were responded to within 24 hours, or 86%. 6. 90% of license,loose dogs and any non-cruelty/neglect cases will be responded to in 48 hours and resolved in five working days. Of the 1,372 calls for loose dogs and any non-cruelty cases, 1,229 calls were responded to within 48 hours, or 90%. 7. Eighty-four Sweeps of problem communities per year. Conducted 136 sweeps in problem communities island wide,or 162%. Final Status Report on Program Objectives for FY 2023-24 1 MISCELLANEOUS HOMELESSNESS 1. Execute and manage contracts that are in alignment with the Homelessness and Housing Strategic Roadmap that will work in ensuring that the number of households experiencing homelessness is rare, brief, and non-recurring. In July 2023, the Office of Housing and Community Development(OHCD) released a Request for Proposal for the Homelessness and Housing Fund. In December 2023,the OHCD approved the award of 22 contracts to 12 non-profit organizations. 2. Design and implement a system that collects, measures and documents outcomes achieved by entities who receive funding through the County Homelessness and Housing fund. The OHCD continues to evaluate and update its data collection system and is considering the move to a new data software collection system 3. Complete Phase 1 of the Kukuiola Assessment Center and Emergency Shelter. The mass grading and construction of the shared dedicable access road is scheduled to be completed by the end of October 2024. Vertical construction is scheduled to begin in early 2025. 4. Leverage existing funding sources to support resources needed to ensure families continue to move towards increased self-sufficiency. The OHCD continued to apply for grant opportunities that became available. 5. Build the capacity and delivery of Financial Empowerment Services. The OHCD has an agreement with Hawaiian Community Assets to deliver HUD-certified,low-barrier and no-cost financial education services and connectivity to appropriate resources. Hawaiian Community Assets is working with our Emergency Rental Assistance program contractor to deliver financial services to ensure long-term housing stability. Final Status Report on Program Objectives for FY 2023-24 2 17 OFFICE OF SUSTAINABILITY, CLIMATE, EQUITY, AND RESILIENCE OSCER On August 2, 2023, the County adopted the Integrated Climate Action Plan(ICAP) by Resolution 203-23. The ICAP is the strategic roadmap that will be used by OSCER to help achieve our climate change goals and targets. OSCER will be responsible for implementing the plan beginning with short-term implementation priorities. Short-Term Implementation Priorities: (2023-2025) 1. Establish OSCER as the centralized coordinating authority to oversee and manage countywide climate actions and mainstream interdepartmental collaboration. OSCER has been established as the centralized coordinating authority to oversee and manage countywide climate actions and mainstream interdepartmental collaboration. 2. Provide technical assistance and support to: a. Streamline climate-related data gathering and dissemination. Developed a dashboard for tracking and reporting ICAP actions. This work is being supported by a Database Analyst hired on September 16,2024. b. Conduct cost-benefit analyses for climate action implementation. OSCER continues to review the CIP proposed projects and make recommendations. c. Secure Federal and State funding. One grant was awarded from the U.S. Environmental Protection Agency on December 18,2024, in the amount of$1,000,092.00 in federal funds for the Clean Heavy-Duty Vehicles Program. Another grant was awarded by the Urban Sustainability Directors Network(USDN) on October 17, 2024, in the amount of$23,750.00 for the Participatory Storytelling Project. 3. Develop and coordinate a grant program for the Office of Sustainability, Climate, Equity, and Resilience, including identifies and evaluates potential funding sources and preparing appropriate grant applications. OSCER filled the Grant Coordinator position on November 18, 2024. Six Month Progress Report on Program Objectives for FY 2024-25 1 OFFICE OF SUSTAINABILITY, CLIMATE, EQUITY, AND RESILIENCE OSCER 4. Establish regular stakeholder engagement to increase transparency of climate action. a. Climate Data Dashboard and Portal OSCER developed a dashboard for tracking and reporting ICAP actions. We are working with IT on the server needs for a portal. This work is being supported by a Database Analyst hired on September 16,2024. b. Place-Based Knowledge OSCER programmed for the participatory storytelling outreach to begin in 2025. This includes an employment contract and the utilization of the USDN grant funds to pilot pathways for equitable, place-based community engagement. c. Promote Funding Opportunities OSCER belongs to several mailing lists and notification services for funding opportunities. These opportunities have been shared via email, the monthly newsletter, or on social media, depending on the targeted audience. d. Develop an Engagement Strategy OSCER has a draft engagement strategy that was developed in tandem with the Climate Commission Climate's Climate Action Pathway engagement strategy. Also, OSCER began recruitment for the Information and Education Specialist I position on December 5,2024. 5. Produce an ICAP Annual Report. OSCER developed a dashboard for tracking and reporting ICAP actions which will be used to produce an annual report. This work is being supported by a Database Analyst hired on September 16, 2024. Six Month Progress Report on Program Objectives for FY 2024-25 2 1 PARKS & RECREATION PARKS & RECREATION 'ALAE CEMETERY 1. Conduct maintenance and repair activities. Maintenance and repair activities have been conducted regularly. 2. Assign and record all burials. All burials were assigned and recorded. Location Number of Caskets Number of Urns `Alae 24 35 Six Month Progress Report on Program Objectives for FY 2024-25 1 PARKS & RECREATION VETERANS CEMETERIES - EAST AND WEST HAWAI'I� 1. Continue to coordinate development of the East and West Hawai`i Veterans Cemeteries with the Veterans Advisory Committee and the Department of Defense. • Address the findings of the recent Depaitinent of Veteran's Affairs, Office of the Inspector General Compliance Inspection conducted in June 2021; currently 90% compliant. Veterans Cemetery II properly installed headstones on new graves and have been working to set old headstones correctly when scheduling allows. Plans have been made to verticut West Hawaii Veterans Cemetery. 2. Performs interments, grounds maintenance and facilities maintenance in accordance with the National Cemetery Administration(NCA)Veterans Cemeteries standards. Operations at all Veterans Cemeteries have been conducted, to the best of our abilities,in accordance with the NCA Veterans Cemeteries standards. 3. Assign and record all burials. All burials were assigned and recorded. 4. Foster a customer service culture. All customers were provided with exceptional customer service. Requests ranged from finding a plot, scheduling burials,assisting with burial paperwork, and answering various cemetery related questions. Location Number of Caskets Number of Urns Vet Cemetery 1 0 4 Vet Cemetery 2 22 49 West Hawai`i Vet Cemetery 7 38 Six Month Progress Report on Program Objectives for FY 2024-25 2 PARKS & RECREATION .�..r � �..... RURAL CEMETERIES 1. Continue maintenance of cemetery grounds. Cemetery grounds have been consistently maintained. 2. Assign and record all burials. Location Number of Caskets Number of Urns Haw' 7 5 Honoka`a 0 2 Kainehe (aka Kuka`iau) 0 1 Kukuihaele 1 0 Na`alehu 5 2 Waimea 1 0 Six Month Progress Report on Program Objectives for FY 2024-25 3 PARKS & RECREATION HAWAII COUNTY BAND 1. Provide musical services for island residents and visitors by working with community organizations and providing 40 musical services annually (e.g. parades, ceremonies, festivals, concerts and special events). Provided 19 services in the first half of FY 2024-25. 2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational, musically challenging, and historically significant. Provided six monthly concerts at Mo`oheau Park Bandstand in the first half of FY 2024-25. 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. Contacted four individuals about performing with the Iiawai`i County Band for the April or May concert. 4. Introduce 20 new musical pieces per year to provide musical challenges to the band members. Introduced ten new pieces in the first half of FY 2024-25. . Six Month Progress Report on Program Objectives for FY 2024-25 4 PARKS & RECREATION WEST HAWAI'I BAND 1. Provide musical services for island residents and visitors by working with community organizations and providing 20—25 musical services annually (e.g. parades, ceremonies, festivals, concerts, and special events). Provided 15 services in the first half of FY 2024-25. 2. Provide six concerts that are entertaining, educational,musically challenging and historically significant. Provided six monthly concert services at Hale Halawai in the first half of FY 2024-25. 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. We have contacted a few individuals about performing with the West Hawaii County Band on our March or May concert. 4. Introduce 20 new pieces per year to provide musical challenges for the band. We have introduced ten new pieces in the first half of FY 2024-25. Six Month Progress Report on Program Objectives for FY 2024-25 5 PARKS & RECREATION ADMINISTRATION 1. Continue to update information for Divisions and Sections on the County of Hawai`i website on an as needed basis. The Information and Education Specialist for Parks and Recreation continued to update the department's website with quarterly guides and class schedules,special events information and departmental rules and regulations. He is continuously working to update and improve the department's website 2. Continue implementation of the transition plan for accessibility to public facilities during the fiscal year. The Department continued modifications to various facilities for Americans with Disabilities Act(ADA) accessibility and safety. 3. Continue implementation of the transition plan for playground safety and accessibility during the fiscal year. The Department continued modifications to various facilities for ADA accessibility and safety. 4. Maximize resources by encouraging the "Friends of the Park"program and identify a minimum of five community service projects that focus on maintenance and/or improvements to park facilities. The Department worked closely with Friends of the Park on one community service project. 5. Provide at least one technical job specific training for 50% of administrative staff. Training will take place in the second half of the fiscal year. Six Month Progress Report on Program Objectives for FY 2024-25 6 PARKS & RECREATION PARKS MAINTENANCE 1. Maintain completion of approximately 2,500 work orders on an annual basis. As of December 31, 2024, 1,277 work orders out of 1,770 work orders were completed. 2. Undertake two park improvements projects per district, one of which involves a community group. Park improvement projects took place, some of which involved community groups. 3. Monitor complaints filed for strategic planning purposes for maintenance and services improvements. Complaints were monitored and resolved in a timely manner. 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). Inspections were completed. 2. Every 12 months by the Park Superintendent. Inspections still need to be completed. 3. Every 12 months by the West Hawai`i District Superintendent. Inspections for Kona and Ka`n were completed. 4. Playground and Skateboard Park inspections every month. Inspections were completed. 5. Provide employees with a safe working environment. • Participate with department safety committee and discuss and evaluate accident/incident reports. Safety committee met quarterly. Six Month Progress Report on Program Objectives for FY 2024-25 7 PARKS & RECREATION PARKS MAINTENANCE • Correct any hazardous conditions or practices. Hazardous conditions or practices were corrected immediately after being identified. • Provide a minimum of one safety instructional session per crew each month. Safety instructional sessions occurred monthly. • Review and upgrade Park Maintenance Safety and Health Programs. Park Maintenance Safety and Health Programs needs to be reviewed. • Six Month Progress Report on Program Objectives for FY 2024-25 8 PARKS & RECREATION RECREATION l. 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. Numerous opportunities for organized athletic activities were provided in each district during the first six months of FY 2024-25. Athletic activities included basketball,volleyball, baseball, soccer, futsal, football, pickleball,badminton, etc. These included both youth and adults athletic activities. Sports leagues provided included—Hilo/Puna District-10 & under co-ed basketball, 12 & under.co-ed basketball and 10 &under, 12 & under and 14 & under co-ed volleyball; Kona District-Elementary&Intermediate volleyball; N/S Kohala & Hamakua District-10 & under, 12 & under, 14 & under volleyball. 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. Instruction of various introductory athletic activities were held at each facility cluster. Activities included youth basketball,volleyball,pickleball, occurred at each facility. The division held three instructional basketball leagues—Hilo/Puna,N/S Kohala/Hamakua, and Kona districts. Track& field teams began instruction and practices in December to prepare for events in February. 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. Six Month Progress Report on Program Objectives for FY 2024-25 9 PARKS & RECREATION RECREATION • Each facility cluster provided at least one creative/artistic activity during each of the first two quarters of FY 2024-25. Approximately 40 opportunities for creative/artistic activities were provided island-wide between July-December. 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. All five districts held community Halloween events in October at Kekuaokalani Gym in Kona,Hualani Park in Keaukaha,Papa'aloa Park,Robert N. Herkes Gym in Pahala, and Kamehameha Park in Kohala. Christmas events for the community were held at Papa`ikou Gym and Pana`ewa Covered Play Courts. 4. Provide a minimum of two island wide special events with the intent of servicing at least 1,000 youths and 500 adults per year. These events shall include track and field meets, `Ohana shoreline Fishing Tournament, etc. The Hawaii International Futsal Cup was held in August 2024 at three venues— Edith Kanaka`ole Multi-Purpose Stadium,Afook Chinen Civic Auditorium and Pana`ewa Covered Play Courts. A total of 46 teams in ten divisions competed in the three-day tournament. The `Ohana Shoreline Fishing Tournament was also held in August 2024. The weigh-in was held at the Honoka`a Gym. The division is planning to host four track&field meets in February 2025,two on the east side of Hawaii Island and two on the west side. 5. Develop a minimum of six partnerships with other recreation providers, as well as community organizations to maximize service and activities to the public. These partnerships could include working with the Department of Land and Natural Resources for hiking,malama 'aim(conservation)projects, Hawaii Island Food • Basket in services provided to the community, athletic organizations for a youth triathlon, etc. The Pilikulaiwi Program partnered with Ulu Mau Puanui organization in Kohala to provide service-learning opportunities during the Fall Intersession. Six Month Progress Report on Program Objectives for FY 2024-25 10 PARKS & RECREATION RECREATION Richardson Ocean Center personnel partnered with the Ava Sofia Foundation and Surfer's Healing to provide a surf opportunity for youth with special abilities. Division staff partnered with the Hawai`i Futsal organization, and We Go! Foundation on the Hawaii International Futsal Cup. 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. Outdoor programs were provided in various districts. Activities included summer fishing programs in the Hilo District and camping, hiking and gardening programs with the Pilikulaiwi Program. 7. Maintain safe recreation facilities for all activities,patrons, and employees. Conducting daily facility safety inspections and completing work orders as necessary to correct unsafe conditions. A comprehensive safety inspection shall be conducted on a semi-annual basis (July and December). The Recreation Section personnel performed daily inspections of their facilities. Work orders were generated when corrective action was needed. A comprehensive semi-annual safety inspection was conducted at each site in July and will be completed again in January. 8. Provide quarterly training to enhance personnel's understanding of recreational programming principles, foster development of quality programs through growth of knowledge and boost individual and organizational performance. With relevant and consistent training,personnel will continue to grow as civil service employees and provide service with aloha to the public. Multiple training opportunities were provided for all Recreation Section personnel—9/6/24 Summer Fun Program Evaluation and Planning; 11/8/24 Myers Briggs Type Indicator; 12/6/24 Tai Chi,Timesheet Review,Large Group Games. In July 2024, a special opportunity was provided for ten Recreation Section personnel to attend the Hawaii Conservation Conference in Honolulu. Personnel were chosen from each district so they could take the knowledge gained during the conference back to their facilities and districts. • Six Month Progress Report on Program Objectives for FY 2024-25 11 PARKS & RECREATION SUMMER AND INTER-SESSION PROGRAM 1. Provide a minimum of 20, six-week Summer Fun programs island wide. A total of 24 summer programs were provided island wide in June-July 2024. Overview of the various programs— 16 Summer Fun Programs, 5 Teen Programs,3 Enrichment Programs. 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. The free lunch program was provided for 83% of our summer program participants. This service was provided in partnership with the Department of Education Child Nutrition Program. Program sites in Hilo,Hamakua and Puna received lunches for all program participants. Two program sites in Ka`n utilized the local schools' free lunch program. 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. Eight special summer enrichment programs were conducted—the `Ike Kai program in Hilo (three 2-week programs); `Ike Pono program in the Hamakua District(two 3-week sessions at Kula`imano and Papa`aloa); WaiAkea Recreation Center(archery& cooking programs); Teen programs in Waimea, Kea'au Armory,Papa`ikou,Pu'u'eo Community Center in Wainaku, and Hale Halawai in Kailua Kona. 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. During the Winter Intersession,programs were offered at Pi`ihonua Gym and Pana`ewa Gym in Hilo, `Ike Kai at Richardson Ocean Center,Kea'au Armory, and Spencer Kalani Schulte District Park in Waimea. A total of 135 participants registered for these programs. 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. Six Month Progress Report on Program Objectives for FY 2024-25 12 PARKS & RECREATION SUMMER AND INTER-SESSION PROGRAM The Pilikulaiwi program was conducted in October 2024 during the fall intersession. The program serviced 25 kids in total with a three-day,two-night program. The `Ike Kai program was conducted in October 2023 during the fall intersession and the program serviced 15 youth. 6. Integrate children with disabilities into the summer and intersession programs wherever possible. The public was encouraged to register for all Recreation Division programs. The Recreation Specialist II for Adaptive Programming assisted numerous patrons in being integrated into our programs. Six Month Progress Report on Program Objectives for FY 2024-25 13 PARKS & RECREATION HO'OLULU PARK COMPLEX 1. Provide clean, safe and well-maintained facilities: a. Close each facility once per year for general clean up and minor repairs. These facilities were closed during the dates provided-Francis Wong Stadium July 29-August 12,2024; Walter Victor Baseball Complex September 1-30,2024; Afook Chinen Civic Auditorium September 2-26, 2024. b. Pressure-wash each facility semi-annually. Pressure washing of each facility was completed each quarter. c. Inspect for any potential safety hazards daily. Day and night working supervisors recorded any safety hazards and items needing repair on a daily work log. Minor repairs were completed by the Ho`olulu Complex personnel. Work orders were generated as needed and referred to the Parks Maintenance Division for further action. d. Clean and sanitize facilities before and after events. Facilities were cleaned and sanitized before and after each activity. e. Work with Safety Committee to perform safety inspections annually. Quarterly consultations were held with the Safety Committee to ensure that facilities were in compliance. 2. Provide a well-manicured playing surface at Wong Stadium, Walter Victor Baseball Complex,Ho`oiulu Multi-purpose Field and Kuawa Ballfields: a. Mow fields weekly,weather permitting. Fields were mowed weekly. b. Close each ballfield at least one week annually for field repairs. These fields were closed during the dates provided-Kuawa Ballfields August 12-25,2024; Walter Victor Baseball Complex September 2024; Francis Wong Stadium July 29-August 29,2024. Six Month Progress Report on Program Objectives for FY 2024-25 14 PARKS & RECREATION HO'OLULU PARK COMPLEX c. Fertilize field surfaces annually. These fields were fertilized on the dates provided-Walter Victor Baseball Complex on September 16,2024 and Francis Wong Stadium on August 14, 2024. 3. Provide training for staff: a. Conduct safety talks on various topics at least once per month. Safety talks were held monthly on topics including homeless population, herbicide procedures, equipment safety,workplace violence, etc. b. Train employees regarding safe, efficient use of all equipment at lease semi- annually. Trailer Driving& Safety Training and Forklift Safety training were completed for all Ho`olulu Complex personnel in August and September. Training was performed by the Hawaii County Safety Division. c. Supervisors shall conduct equipment maintenance training and equipment maintenance shall be performed weekly. Equipment maintenance training will be conducted during the second half of the fiscal year. Ho`olulu Complex personnel performed in-house maintenance functions throughout the period as needed. d. Provide training courses regarding Safety Data Sheets for all new or modified products. Safety Data Sheet training will be conducted during the second half of the fiscal year. 4. Enforce rules and educate sponsors: a. Comply with ADA, OSHA, County, Department and Complex rules and regulations. Applicable governmental regulations were discussed with sponsors. Supervisors were trained to enforce all rules. Six Month Progress Report on Program Objectives for FY 2024-25 15 PARKS & RECREATION HO'OLULU PARK COMPLEX b. Review and revise rules annually. The review and revision of rules will be completed during the second half of the fiscal year. c. Distribute rules with all applications. Rules were distributed to all sponsors. 5. Work with various schools, community groups, and government agencies on improvements to the Ho`olulu Complex: a. Complete one major improvement project. Improvement projects will be completed in Spring 2025. b. Complete at least one beautification/landscaping project annually. Beautification/landscaping projects will be completed in Spring 2025. 6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an estimated 3,800 activities annually. The Ho`olulu Complex has accommodated 2,049 activities during the first half of the fiscal year. Six Month Progress Report on Program Objectives for FY 2024-25 16 PARKS & RECREATION AQUATICS 1. Provide services at our nine aquatic facilities with at least two lifeguards on duty daily at all County pools. Eight of the nine pools were open to the public; Pahala Pool is undergoing ADA upgrade renovations. 2. Maintain safe and clean facilities, free of hazards for all activities,patrons and employees by maintaining acceptable pool chemical levels, conducting daily safety inspections and remitting work orders as necessary to correct unsafe conditions. A comprehensive safety inspection to be conducted on a semi-annual basis. At our 50-meter pools such as Kawamoto,Pahoa , and Kona Community Aquatic Center(KCAC), our Senior Lifeguards worked with our pool custodians in providing maintenance of the facility. At our rural pools, Honoka'a,Laupahoehoe,Kohala,Pahala, and Konawaeana,each Senior Lifeguard is solely responsible for the daily maintenance of the facility. Senior Lifeguards were responsible for maintaining acceptable levels of pool chemicals. This can be challenging to maintain, given the various factors at play including sunlight, bather load, rain, and wind. Senior Lifeguards were responsible for patron surveillance, overall safety of the public, and chemical levels in the pool, on a consistent basis. On-site staff conducted daily safety inspections, Senior Lifeguards did monthly inspections and reports, and maintenance work orders were sent to the Parks Maintenance Division. The Aquatic Recreation Specialist and Recreation Administrator reviewed semi-annual safety inspections reports before they were sent to Human Resources Safety Division. 3. Offer recreational and lap swimming for approximately 850,000 patrons. Offer four sessions of Learn to Swim in the summer at all pools and other water related courses to approximately 3,000 patrons. Pahala Pool remained closed during the first half of FY 2024-25 pending completion of repairs/renovations. Eight of the nine pools are open to the public. Swim lessons in July of 2024 were extremely popular and the vast majority of classes were filled. Lessons were offered into Fall,to meet the demand. Naval Air Station(NAS) offered classes on a consistent basis since reopening in September of 2024. The growing population on-island is very interested in our Six Month Progress Report on Program Objectives for FY 2024-25 17 • PARKS & RECREATION AQUATICS programming and the Aquatic Section offered more hours and programming to meet that demand. Pool attendance is anticipated to continue to increase. 4. Develop and distribute a quarterly brochure of County of Hawai`i pool facilities highlighting recreational and adult lap swimming hours as well as water aerobics, swim lessons, special events, activities and programs. Each Senior Pool Lifeguard developed and ran programs for their home facility. Each quarter,the Aquatic Recreation Specialist published the program guide to the Aquatic Section web page. 5. Conduct nine American Red Cross Lifeguarding/First Aid1CPR/AED Classes island wide during the fiscal year. Course offered Last day of Instructor class Lifeguarding 07/08/2024 . Breyden McDaniel and Shae Recertification Kakos Lifeguarding-BL 08/15/2024 Shae Kakos Lifeguarding 10/04/2024 Camille Benitez&Jaelyn Estabilio Lifeguarding 09/21/2024 Breyden McDaniel&Kawika Awana Lifeguarding 09/24/2024 Lisa Nahuina Recertification-BL Lifeguarding 10/11/2024 Nathaniel Rowland Water Safety Instructor 11/15/2024 Alejandra Flores-Morikami 6. Plan,promote and coordinate five Novice Swim Meets serving approximately 350 participants during the three month season. The Novice Swim Team Program begins in February 2025 and runs through May 2025. Five swim meets are planned; host facilities are to be determined. 7. Sponsor one open ocean water swim competition. The 2024 Richardson Roughwater Swim was held on September 14th,2024. There were 77 registered participants and all of them returned safely,thanks to Six Month Progress Report on Program Objectives for FY 2024-25 18 PARKS & RECREATION AQUATICS• our partnership with the Hawai'i County Fire Department, their current recruit class, and Ocean Safety personnel who assisted swimmers in distress and helped • the participants to navigate the rocks upon entry and exit from the water. 8. Promote workplace safety for all staff by providing personal protective equipment and safety training on an ongoing basis. Full-face respirators, rubber gloves, aprons, suits, and boots provided for pool lifeguards and pool custodians. Hazardous material training was conducted to promote safe work practices. Staff went through annual Bloodborne pathogens training and respirator fit tests. Lifeguards were provided with latex-free gloves,pocket mask, and other protective equipment necessary when performing first aid. 9. Conduct American Red Cross Blood Borne pathogens training on an annual basis in January or February for all staff. Bloodborne Pathogens training was conducted on January 16,2025 for all Senior Lifeguards. All Aquatic Section personnel are to be trained by the end of January 2025. 10. Develop at least two partnerships with aquatics clubs to encourage competitive aquatic sports throughout the island. Partnerships with USA Swim and Dive,Big Island Interscholastic Federation (BIIF),Easter Seals,Boys & Girls Club, and Hawai`i Fire Dept. There are currently six USA swim teams and USA Dive teams who utilize our pools year- round. 11. Reduce cost through implementing sustainable technologies and prudent practices. A Variable Frequency Drive (VFD) helped save energy costs. VFD were installed at all pools except Pahala,Kohala and Honoka`a; NAS received a new VFD with the renovations and is currently in use. We hope to have VFDs at PAhala after their renovations. Six Month Progress Report on Program Objectives for FY 2024-25 19 PARKS & RECREATION CULTURE & EDUCATION 1. Provide 95 workshops and classroom instructions in various disciplines,music, dance, drama, arts, crafts, and natural sciences at established sites Countywide. Conducted 48 classes - or accomplished 51% of total goal. All classes started between August 5 and August 13. 2. Develop and enhance at least one core/major Cultural/Community event per quarter to preserve ethnic traditions and heritage, encourage craftsmanship and cottage industry. Conducted: Fourth of July—Hilo Bay Blast; Queen Lili'uokalani Festival; King Kalakaua Tribute; Christmas Wreath Exhibit (Aupuni Center); and the Magic of the Season—Holiday Open House. Also conducted five sister city cultural engagements and three art installations. Assisted with: IVF World Sprint Championships; Aloha Festivals Paniolo Parade; Hawai`i Island Peace Week; Hamakua Sugar Days; NELHA 50th Anniversary Open House; Magic of the Season Low Sensory Visit; `Tis the Season Christmas Walk-through (Edith Kanakaole); Christmas in the Park— Garden Enchantment(Lili'uokalani Gardens); and monthly seasonal exhibits at the county building. 3. Market programs by securing community involvement and fmancial support through six partnerships/sponsorships. Programs and projects marketed through partnerships and collaborations with • Destination Hilo,Hawaii Pyrotechnics, State Department of Transportation, Department of Land and Natural Resource (DLNR)/Division of Conservation and Resource Enforcement(DOCARE),Friends of Lili'uokalani Gardens,Royal Order Societies,Lili'uokalani Trust, Grand Naniloa Resort,Parker Ranch Center,Waimea Arts Council, and Friends of Kalakaua Park. 4. Advertise and promote the Cultural&Education programs and activities through our quarterly"Arts Visions"newsletter and media such as radio,television,periodicals and newspapers. Advertised and promoted events and programs through our quarterly program guide,social media platforms (Parks &Recreation; Mayor's office),Hawai`i County website,Hawaii Tribune-Herald,West Hawaii Today,Big Island Six Month Progress Report on Program Objectives for FY 2024-25 20 PARKS & RECREATION CULTURE & EDUCATION Visitor's Bureau, Honolulu Star Advertiser,KITV,Hawaii News Now, Japanese Chamber of Commerce &Industry of Hawaii,New West Broadcasting and Pacific Media Group. • • Six Month Progress Report on Program Objectives for FY 2024-25 21 PARKS & RECREATION ELDERLY ACTIVITIES EAD Administration 1. The division will provide and/or facilitate a wide array of services and opportunities and evaluate the quality of services provided by coordinating a service delivery system that addresses the needs and interests of older adults. This will be accomplished by providing comprehensive and coordinated services that are represented by the division's five major programs. The Elderly Activities Division provides services to over 13,500 seniors annually. An evaluation is conducted on each program annually to ensure goals are met. Provided services to 9,776 seniors. 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. Conducted one meeting in July 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. Conducted two safety meetings and 29 staff safety trainings. 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. Produced one"Video Highlights" of the Kupuna Hula Festival in September. Six Month Progress Report on Program Objectives for FY 2024-25 22 PARKS & RECREATION ELDERLY ACTIVITIES • Maintain the division's Kupuna News magazine by providing information on all EAD program activities and printing at least 3,000 copies for distribution to over 200 organizations,two times semi-annually. Distributed 3,000 copies of the Kupuna News in July. 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. Provided and promoted recreational, cultural and leisure opportunities to 2,494 unduplicated individuals 55 years and older. 2. Provide and promote active and passive recreational, cultural and leisure opportunities for 1,000 senior club members 55 years and older at 26 senior centers/sites. • Provided and promoted recreational, cultural and leisure opportunities for 678 senior club members. 3. Serve 3,000 older adults in recreational, educational,health-related and cultural classes island wide. Served 3,634 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. Provided three districtwide activities for 461 older adults in Puna/Ka`n,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 2,550 older adults. Six Month Progress Report on Program Objectives for FY 2024-25 23 PARKS & RECREATION ELDERLY ACTIVITIES Provided four countywide,state, and national and international events for 2,478 older adults. 2. Serve a total of 1,150 older adults in at least three countywide special events and serve 800 older adults in one statewide event. Served 977 older adults in two countywide special events and served 1,501 older adults in two statewide events. 3. Provide one cultural event for 300 older individuals on a county, state, and international level that will attract a total of 1,200 attendees. Provided one cultural event for 276 older individuals on a county,state and international level that attracted 1,250 attendees. Six Month Progress Report on Program Objectives for FY 2024-25 24 • PARKS & RECREATION PANA'EWA RECREATIONAL COMPLEX 1. Focus on maintaining a healthy rainforest animal collection with 12 scheduled preventative health exams with license veterinarians and a new quantified nutrition program. • Sriracha the female, orange tiger had an exam spurred by signs of illness, but a full work up was done while she was under anesthesia on November 14th, 2024. Tzatziki also got preventative deworming. • Lambs were vaccinated against Clostridium(tetnus) on November 17th,2024. • Three goats and three sheep received preventative deworming quarterly. They also received copper pellets in their rumen to assist in parasite control. • Max,the Catalina macaw, continued his beak repair. • Akala,the sloth received ongoing treatment for her early onset kidney disease. 2. Successfully breed at least one animal species for population maintenance or to trade with other facilities. • Peacocks continued to maintain their population each season. • Attempted to hatch dart frog, red-footed tortoise and pheasant eggs. None have been fertile. • Karrie,two-toed sloth, gave birth on November 16th,2024 3. Work with FOZ to host at least two events to promote the zoo and increase the number of visitors. • Boo at the Zoo was held on October 26th and 27th,2024 with approximately 4,000 visitors between both days. • Christmas at the Zoo was held on December 7th,2024 with approximately 1,500 visitors. 4. Work with community groups to help facilitate four major volunteer projects to maintain and improve the Zoo and/or Equestrian Center. • Hawai`i Academy of Arts and Science (HAAS) students attended the Zoo a couple of times a month to complete service projects. • Hawai`i Forestry Industry Association (HIFA)worked with children through. Kiwanis Club to volunteer in the Discovery Garden. Six Month Progress Report on Program Objectives for FY 2024-25 25 PARKS & RECREATION PANA`EWA RECREATIONAL COMPLEX 5. Increase community education and interest and reinstitute a docent training program by utilizing FOZ volunteers. • The animal information for the Docent Manual is in its third edit and first print. • The plant information is almost complete. Plant maps are being completed. • Several volunteers are interested in joining the docent program. 6. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian Center: a. Host two rodeo events annually. • Hawai`i Keiki Rodeo Association (HKRA) held Keiki Rodeos on September 28th and 29th and November 16th and 17th. • All Girls Rodeo Hawaii held a rodeo on October 12th and 13th. b. Host two dressage events annually. • Orchid Isle Eventing(OIE)had two events planned but they were cancelled. Six Month Progress Report on Program Objectives for FY 2024-25 26 PARKS & RECREATION 'ALAE CEMETERY 1. Conduct maintenance and repair activities. Repairs and maintenance were accomplished on a daily basis. 2. Assign and record all burials. All burials have been assigned and recorded. Location Number of Caskets Number of Urns `Alae 42 28 Final Status Report on Program Objectives for FY 2023-24 1 PARKS & RECREATION VETERANS CEMETERIES - EAST AND WEST HAWAI`I 1. Continue to coordinate development of the East and West Hawai`i Veterans Cemeteries with the Veterans Advisory Committee and the Department of Defense. • Address the findings of the recent Department of Veteran's Affairs, Office of the Inspector General Compliance Inspection conducted in June 2021; currently 90% compliant. The department has addressed many of the findings of the Inspector General. Corrective actions are being taken for some findings that require a period of time. 2. Performs interments, grounds maintenance and facilities maintenance in accordance with the National Cemetery Administration(NCA)Veterans Cemeteries standards. The department has followed National Cemetery Administration standards. 3. Assign and record all burials. All burials have been assigned and recorded. 4. Foster a customer service culture. The department has provided exceptional customer service to patrons. Patron requests have included finding a plot, scheduling burials, assisting with the burial paperwork, and answering various other cemetery related questions. Location Number of Caskets Number of Urns Vet Cemetery 1 1 0 Vet Cemetery 2 44 128 West Hawaii Vet Cemetery 12 45 Final Status Report on Program Objectives for FY 2023-24 2 PARKS & RECREATION RURAL CEME'I'ERIES__�_.�.__�. �._. 1. Continue maintenance of cemetery grounds. Repairs and maintenance were accomplished on a daily basis. 2. Assign and record all burials. Location Number of Caskets Number of Urns Hawi 14 6 Honoka`a 2 4 Kainehe (aka Kuka`iau) 3 , 0 Kukuihaele 0 , 0 Na`alehu 9 3 Waimea 1 0 Final Status Report on Program Objectives for FY 2023-24 3 PARKS & RECREATION HAWAI'I COUNTY BAND 1. Provide musical services for island residents and visitors by working with community organizations and providing 40 musical services annually (e.g. parades, ceremonies, festivals, concerts and special events). Provided 40 musical services. 2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational, musically challenging, and historically significant. Provided 12 monthly Mo`oheau park concerts. 3. Feature at least two young musicians as soloists at the April or May Mo`oheau Bandstand Concert, which provides musical education opportunities for the youth of the County of Hawai`i. Featured two young musicians as soloists. 4. Introduce 20 new musical pieces per year to provide musical challenges to the band members. Twenty new pieces have been rehearsed and/or performed. Final Status Report on Program Objectives for FY 2023-24 4 PARKS & RECREATION WEST HAWAI'I BAND 1. Provide musical services for island residents and visitors by working with community organizations and providing 20—25 musical services annually (e.g.parades, ceremonies, festivals, concerts, and special events). Provided 28 musical services. 2. Provide six concerts that are entertaining, educational, musically challenging and historically significant. Provided 11 monthly concerts. 3. Feature a young musician as soloist at the March or May monthly concert, to provide music education opportunities for the young musicians of Hawaii County. Student musicians have performed solos with the band. 4. Introduce 20 new pieces per year to provide musical challenges for the band. Twenty new selections have been rehearsed and/or performed. Final Status Report on Program Objectives for FY 2023-24 5 PARKS & RECREATION ADMINISTRATION 1. Continue to update information for Divisions and Sections on the County of Hawai`i website on an as needed basis. Our Department's Information and Educational Specialist has continued to update the department's website with quarterly guides and class schedules, special events information and departmental rules and regulations. He is continuously working to update and improve our department's website. 2. Continue implementation of the transition plan for accessibility to public facilities during the fiscal year. The Department has continued modifications to various facilities for Americans with Disabilities Act (ADA) accessibility and safety. 3. Continue implementation of the transition plan for playground safety and accessibility during the fiscal year. The Department has continued modifications to various facilities for ADA accessibility and safety. 4. Maximize resources by encouraging the "Friends of the Park"program and identify a minimum of five community service projects that focus on maintenance and/or improvements to park facilities. The Department executed 21 Friends of the Park agreements for various park facilities. 5. Provide at least one technical job specific training for 50% of administrative staff. Five job-specific trainings were provided for 21.7% of administrative staff. Final Status Report on Program Objectives for FY 2023-24 6 PARKS & RECREATION PARKS MAINTENANCE 1. Maintain completion range of approximately 2,300 work orders on an annual basis. Completed 2,602 work orders. 2. Undertake two park improvements projects per district, one of which involves a community group. Two park improvement projects were completed for each district. At least one project involved a community group. 3. Monitor complaints filed for strategic planning purposes for maintenance and services improvements. • Record complaints by: received date&time, name, contact information, description, referred district supervisor, date completed and minor/major. Many complaints were received, assessed and corrected but were not documented. A log for documenting complaints has been put into place to correct this issue going forward. 4. Provide park users with safe facilities and grounds. • Conduct safety inspections of P&R facilities: 1. Every three months with responsible supervisor(nine crews). Supervisors completed safety inspections quarterly. 2. Every six months by the Park Superintendent. Safety inspections of all facilities were not completed by the Park Superintendent. 3. Playground and Skateboard Park inspections every month. Safety inspections were completed. 5. Provide employees with a safe working environment. • Participate with department safety committee and discuss and evaluate accident/incident reports. The Department worked with the safety committee to evaluate accident/incident reports. Final Status Report on Program Objectives for FY 2023-24 7 PARKS & RECREATION PARKS MAIL\TTEl\TAl\TCE�._._ • Correct any hazardous conditions or practices. Hazardous conditions and practices were corrected. • Provide a minimum of one safety instructional session per crew each month. Safety instructional sessions were provided each month. • Review and upgrade Park Maintenance Safety and Health Programs. Programs have not been upgraded. Final Status Report on Program Objectives for FY 2023-24 8 PARKS & RECREATION RECREATION 1. Provide or assist in the facilitation of a minimum of four types of organized athletic activities in each district. Athletic activities shall include basketball, baseball/softball, volleyball, football,track and field,pickleball, futsal, etc. These activities shall be provided on a quarterly basis with the intent of servicing at least 500 youth and 200 adults per district. The Recreation Division has facilitated numerous organized athletic activities for both youth and adults. These activities included basketball,volleyball,track and field, baseball, softball,pickleball, futsal, soccer, and football. The divisions also organized various sports leagues. Three instructional eight years and under basketball leagues were provided island wide in Hilo/Puna,North/South Kohala/Hamakua and Kona. Age Group Basketball Leagues for 10 years and under, 12 years and under, 14 years and under were facilitated in the following Districts Hilo/Puna,Kona and North/South Kohala/Hamakua. Two Age Group Volleyball leagues also occurred at Hilo/Puna and North/South, Kohala/Hamakua. Track and field teams started instruction in December to prepare for events in February. Two Track Meets were held in both Hilo and Kona during February-March 2024. a. Provide a minimum of one athletic activity per recreation facility cluster, with the specific purpose of introductory level instruction. These introductory athletic activities shall be provided on a quarterly basis with the intent of servicing at least 100 youth and/or adults per recreation facility cluster. One introductory athletic activity at each facility cluster has been provided. These included Beginner Archery Class at Waiakea Rec. Center, Introduction to Pickleball at NA`alehu,Ka`u Gym,Honomu,Papa'aloa, Honoka`a,Kailua Park and Hilo Armory,Baseball Fundamental Hitting at Andrews Gym,badminton for beginners at Hilo Armory,Introduction to Golf at Waikoloa, and Beginners Volleyball Clinic at Kailua Park. Final Status Report on Program Objectives for FY 2023-24 9 PARKS & RECREATION RECREATION 2. Provide or assist in the facilitation of a minimum of six arts and craft activities per district, for youth and/or adults. Arts and crafts activities include, seasonal crafts, hobby crafts, culture art practices, introductory art lessons, lessons in craftsmanship, etc. These activities shall be provided on a quarterly basis with the intent of servicing at least 100 youth and 50 adults per district. a. Provide a minimum of one arts and crafts activity per recreation facility cluster, for youth and/or adults. These activities shall be provided on a quarterly basis with the intent of servicing at least 25 youth and/or adults per recreation facility cluster. This program goal was met during each quarter. Numerous arts & craft classes were held at each facility cluster. 3. Provide a minimum of two district-wide events with the intent of servicing at least 200 youth and 200 adults per year. These events shall include holiday/seasonal events and community resource fairs. In Hilo at the Kawananakoa Center, personnel partnered with the Keaukaha Community Association to provide a trunk-or-treat event for the community. In Hamakua, personnel provided numerous holiday programs including the trunk-or-treat program at Papa'aloa Park, `Ohana Christmas events at the Kula`imano Community Center and Honomu Gym and Valentine's Teen Dance at Honoka`a Gym. In Ka`u, a Christmas community event was held at the Ka`u District Gym. Easter events were held in the Hilo and Puna Districts. The Biggest Easter Egg Hunt was held at the Dr. Francis F.C. Wong Stadium. The Easter Fun Day was held at Shipman Park in Kea'au is a growing event. Both events serviced over 5,000 people in total. 4. Provide a minimum of two island-wide special events with the intent of servicing at least 1,000 youths and 500 adults per year. These events shall include track and field meets, `Ohana shoreline Fishing Tournament, etc. The inaugural Hawaii International Futsal Cup was held at the Waimea District Park in July 2023. There were over 300 participants in 30 teams from Hawaii Island, Oahu,Kaua`i and Japan. Final Status Report on Program Objectives for FY 2023-24 10 PARKS & RECREATION ._________.._ .. __ w__ __.._________RECREATION ��LL_ _ _ The `Ohana Shoreline Fishing Tournament was conducted in August 2023. There were 193 entrants from keiki to kupuna with 52 `Ohana team entries. Surfer's Healing event was conducted in November 2023 and serviced over 80 youth with special needs from around the island. A Halloween event was held at the Pana`ewa Zoo for youth and adults with special needs. Participants were from multiple special needs facilities from around the island. Two track meets were held for youth athletes. On February 3 & 17,2024, at the Kealakehe High School Track in Kailua Kona and on February 17 & March 2, 2024, in Hilo at the Waiakea High School Track. There were over 1,400 youth athletes that participated in this 2024 P&R Track Season. 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 'aim(conservation)projects, Hawai`i Island Food Basket in services provided to the community, the Ironman organization for a youth triathlon, etc. Recreation Section personnel continued to partner with multiple organizations. Partnerships were with Malama `Aina Foundation for the `Ike Kai Program at Richardson's Ocean Center & `Ike Pono Program in Hamakua; Department of Land and Natural Resources for the Pilikulaiwi Program; Kamehameha Schools for the PilikulAiwi Program,Hawaii Futsal,WeGo! Foundation and HM-A for the Hawaii International Futsal Cup; Key Club,Leo Club and Kiwanis for the Track Meets,Easter & Halloween Events; Department of Education at various schools for the sports programs,Hamakua-Kohala Health & `A`ole Vape at the Teen Dance. Final Status Report on Program Objectives for FY 2023-24 - 11 PARKS & RECREATION RECREATION .�.__� .__...._�..��___..�.�...o.._._._..�. 6. Maintain safe recreation facilities for all activities,patrons, and employees. Conducting daily facility safety inspections and completing work orders as necessary to correct unsafe conditions. A comprehensive safety inspection shall be conducted on a semi-annual basis (July and December). Recreation Division employees conducted daily facility inspections and completed work orders to address any issues. Personnel also conducted semi- annual safety inspections in accordance with Health and Safety Division standards. These inspections were completed in July 2023 and December 2023. Final Status Report on Program Objectives for FY 2023-24 12 • PARKS & RECREATION _,_ SUMMER AND INTER-SESSION PROGRAM 1. Provide a minimum of 20, six-week Summer Fun programs island wide. There was a total of 24 Summer Programs provided between June-July 2024. This included 16 Summer Fun Programs, five Teen Programs, and three Enrichment Programs 2. Work in partnership with the Department of Education Child Nutrition Program and vendors with county meal contracts to sponsor free lunch programs for all summer fun sites that qualify and meet the requirements for this program. a. Provide free meals to a minimum of 75% of Summer Fun program participants. The free lunch program was provided for 83% of our summer program participants. This service was provided in partnership with the Department of Education Child Nutrition Program. Program sites in Hilo,Hamakua and Puna received lunches for all program participants. Two program sites in Ka`n utilized the local schools' free lunch program. 3. Provide a minimum of two special summer enrichment programs such as ocean awareness and teen programs. Programs offered will operate for the same six-week period as Summer Fun programs; with the intent of teaching life skills with emphasis on leadership training. Eight special summer enrichment programs were conducted. This included the `Ike Kai program in Hilo for three two-week programs; `Ike Pono program in the Hamakua District for two three-week sessions at Kula`imano and Papa`aloa; Waiakea Recreation Center for archery& cooking programs; Teen programs in Waimea,Kea'au Armory,Papa`ikou,Pu'u'eo Community Center in Wainaku, and Hale Halawai in Kailua Kona. • 4. Provide a minimum of two Winter Intersession programs island wide. These two- week programs will incorporate enrichment activities such as arts and crafts, athletic activities,physical fitness, outdoor activities. Winter Intersession, programs were provided at Papa`ikou Gym,Kula`imano Community Center,Pi`ihonua Gym in Hilo, and Spencer Kalani Schutte District Park in Waimea. A total of 150 participants registered for these programs. Final Status Report on Program Objectives for FY 2023-24 13 PARKS & RECREATION SUMMER AND INTER-SESSION PROGRAM 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. The Pilikulaiwi program was conducted in October 2023 during the fall intersession and in March 2024 during the Spring Break. The programs serviced 50 kids for a three-day/two-night program. The `Ike Kai program was conducted in October 2023 during the fall intersession, in December 2023 during the Winter Break and in March 2024 during the Spring Break. The programs serviced 100 youth in total. During the Spring Break in March 2024,the Recreation Division implemented two new programs—Snooze at the Zoo,which was an overnight camping experience in the Pana`ewa Rainforest Zoo for 20 participants. The second was a week-long daytime program at Ka`u Wahi Pana,which serviced 20 participants and taught them about sacred areas in the Ka`u District. 6. Integrate children with disabilities into the summer and intersession programs wherever possible. The public was encouraged to register for all of the Recreation Division programs. The Recreation Specialist II has assisted numerous patrons in being integrated into,our programs. Final Status Report on Program Objectives for FY 2023-24 14 PARKS & RECREATION HO'OLULU PARK COMPLEX • 1. Provide clean, safe and well-maintained facilities: a. Close each facility once per year for general clean up and minor repairs. Afook-Chinen Civic Auditorium from August 21-September 10,2023. Wong Stadium from August 1-20,2023. Walter Victor Stadium from September 1-30,2023. Edith Kanaka`ole Multipurpose Stadium from February 19-29,2024. Aunty Sally Kaleohano's Luau Hale from March 15-27,2024. Kuawa Park from May 13-24,2024. b. Pressure-wash each facility semi-annually. Completed in each quarter. c. Inspect for any potential safety hazards daily. Day and night supervisors recorded any repair items or safety hazards on a daily checklist form. Minor repairs were handled in-house. As needed,work orders were generated and referred to the Parks Maintenance Division for action. d. Clean and sanitize facilities before and after events. Facilities were cleaned and sanitized before and after each event. e. Work with Safety Committee to have courtesy safety inspections annually: Quarterly consultations were held with the Safety Committee to ensure facilities were in compliance. 2. Provide a well-manicured playing surface at Wong Stadium and Walter Victor Baseball Complex: a. Mow fields weekly, weather permitting. Lawns were moved weekly. b. Close each ballfield at least one week annually for field renovations. Walter Victor Baseball Complex in the month of September. Wong stadium from August 1-20,2023. Final Status Report on Program Objectives for FY 2023-24 15 PARKS & RECREATION HO'OLULU PARK COMPLEX c. Fertilize ballfields annually. Walter Victor Baseball Complex fertilized on September 6,2023. Wong Stadium fertilized on July 27,2023. 3. Provide training for staff: a. Conduct safety talks on different topics every month. Safety talks were conducted monthly on how to deal with the homeless. b. Train employees on equipment use semi-annually. Employees were provided with training on equipment use. c. Have supervisors conduct equipment maintenance training and have equipment maintained weekly. Supervisors conducted training on equipment maintenance for staff. Equipment was maintained weekly and more frequently if needed. Employees performed in-house maintenance functions throughout the year. d. Provide courses on Safety Data Sheet annually. Did not provide courses on Safety Data Sheet. Will schedule courses beginning of FY 2024-25. 4. Enforce rules and educate sponsors: a. Comply with ADA, OSHA, County, Department and Complex rules and regulations. Sponsors complied with the applicable governmental regulations during their rental. Applicable governmental regulations were discussed with sponsors. Supervisors were trained to enforce all rules. b. Review and revise rules annually. Rules were revised and sent to the director for approval. Final Status Report on Program Objectives for FY 2023-24 16 PARKS & RECREATION HO'OLULU PARK COMPLEX c. Distribute rules with all applications. Rule sheets were distributed to all sponsors. 5. Work with Intake Service, schools and community groups for improvements to the Ho`olulu Complex: a. Complete one major improvement project. The UH Hilo Baseball team completed improvement projects on Wong Stadium infield. b. Do one beautification/landscaping project annually. Intake and Hilo High completed beautification at the Edith Kanaka`ole Multi-Purpose Stadium in March 2024. 6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an estimated 3,800 activities annually. The Ho`olulu Complex has accommodated activities. Final Status Report on Program Objectives for FY 2023-24 17 PARKS & RECREATION _..AQUATICS 1. Provide services at our nine aquatic facilities with at least two lifeguards on duty daily at all County pools. Seven of the nine pools were currently open to the public. Naval Air Station (NAS) and Pahala Pools were undergoing ADA upgrade renovations. 2. Maintain safe and clean facilities, free of hazards for all activities,patrons and employees by maintaining acceptable pool chemical levels, conducting daily safety inspections and remitting work orders as necessary to correct unsafe conditions. A comprehensive safety inspection to be conducted on a semi-annual basis. At our 50-meter pools such as Kawamoto,Pahoa, and Kona Community Aquatic Center (KCAC), our Senior Lifeguards worked with our pool custodians in providing maintenance of the facility. At rural pools in Honoka`a, • Laupahoehoe,Kohala,Pahala, and Konawaeana each Senior Lifeguard was solely responsible for, and provided the daily maintenance of the facility. Senior Lifeguards maintained acceptable levels of pool chemicals. This was challenging given the various factors at play including sunlight, bather load, rain, and wind. Senior Lifeguards provided consistent surveillance of patrons, overall safety of the public, and monitoring of chemical levels in the pool. Staff on-site conducted daily safety inspections. Senior Lifeguards conducted monthly inspections and reports and, as needed submitted maintenance work orders to the Parks Maintenance Division. The Aquatic Recreation Specialist and Recreation Administrator reviewed semi-annual safety inspections reports before they were sent to the Department of Human Resources Safety Division. 3. Offer recreational and lap swimming for approximately 850,000 patrons. Offer four sessions of Learn to Swim in the summer at all pools and other water related courses to approximately 3,000 patrons. Swim lessons in July of 2023 were very popular and the vast majority of classes were filled. Pools offered as many classes as they could in the "off' season and June 2024 classes were sold out. There were over 511,259 patrons utilizing our facilities. The growing population on-island is very interested in our programs, and the Aquatic Section is trying to offer more hours and programs to meet that demand. We anticipate pool attendance to continue to increase. Final Status Report on Program Objectives for FY 2023-24 18 PARKS & RECREATION AQUATICS 4. Develop and distribute a quarterly brochure of County of Hawai`i pool facilities highlighting recreational and adult lap swimming hours as well as water aerobics, swim lessons, special events, activities and programs. Each Senior Lifeguard developed programs for their facility. Each quarter the Aquatic Recreation Specialist published a quarterly program guide. The program guide was available to the public on our website and at facilities around the island. 5. Conduct nine American Red Cross Lifeguarding/First Aid/CPR/AED Classes during the fiscal year. Course offered Last day of class Instructor Lifeguarding Instructor 08/01/2023 A. Flores-Morikami Review Course Lifeguarding Review 08/02/2023 A. Flores-Morikami Lifeguarding Review 08/17/2023 S. Kakos Lifeguarding Review 08/23/2023 D. Simmons Adult and Pediatric 08/23/2023 A.Flores-Morikami First Aid/CPR/AED Lifeguarding Review 08/25/2023 A. Flores-Morikami Adult and Pediatric 08/30/2023 A. Flores-Morikami First Aid/CPR/AED Adult and Pediatric 09/02/2023 A. Flores-Morikami First Aid/CPR/AED Adult and Pediatric 09/09/2023 A. Flores-Morikami First Aid/CPR/AED Lifeguarding 10/16/2023 N. Rowland & C. Benitez RTE Adult and 10/12/2023 S. Coakley Pediatric First Aid/CPR/AED Water Safety Instructor 10/27/2023 J. Wadahara& A. Flores- Morikami Adult and Pediatric 11/04/2023 A.Flores-Morikami First Aid/CPR/AED Lifeguarding Review 11/09/2023 S. Kakos Lifeguarding Instructor 11/10/2023 A. Flores-Morikami Review Course Lifeguarding 12/15/2023 D. Simmons,K.Awana,B. McDaniel Final Status Report on Program Objectives for FY 2023-24 19 PARKS & RECREATION AQUATICS_-_. Course offered Last day of class Instructor Lifeguarding 12/22/2023 S. Coakley &A. Kaiamakini Lifeguarding 12/31/2023 S. Hussey & L. Nahuina Lifeguarding Recert 04/14/2024 C.Benitez & A. Flores- Morikami Lifeguarding Recert 04/16/2024 J. Estabilio Lifeguarding Review 05/07/2024 C. Benitez Lifeguarding Recert 05/24/2024 J.Estabilio, S. Coakley,L. Nahuina, S.Kakos,A. Flores- Morikami, K. Awana,N. Rowland,K. Nishimura Lifeguarding Recert 06/21/2024 L. Nahuina 6. Plan,promote and coordinate five Novice Swim Meets serving approximately 350 participants during the three-month season. The 2024 Novice Swim Team season began February 20,2024 through May 18, 2024. We hosted five Swim Meets throughout the season,with Kohala Pool securing their first championship in over two decades. We had just under 180 participants this season and expect participation to increase with the opening of NAS Pool in later 2024. 7. Sponsor one open ocean water swim competition. The Annual Richardson Roughwater Swim was held on October 22,2023 with 113 registered participants. The event went very well and all swimmers returned safely,thanks to our partnership with Hawaii Fire Department Ocean Safety. 8. Promote workplace safety for all staff by providing personal protective equipment and safety training on an ongoing basis. Full-face respirators, rubber gloves, aprons, suits, and boots were provided for pool lifeguards and pool custodians. Hazardous material training was conducted to promote safe work practices. Staff attended Bloodborne pathogens training and respirator fit tests. Lifeguards were provided with latex-free gloves, pocket masks, and other protective equipment necessary for performing first aid. Final Status Report on Program Objectives for FY 2023-24 20 PARKS & RECREATION AQUATICS 9. Conduct American Red Cross blood Borne pathogens training on an annual basis in January or February for all staff. Bloodborne Pathogens training was conducted on January 11,2024, for all Senior Lifeguards. All Aquatic Section personnel were trained by the end of January 2024. 10. Develop at least two partnerships with aquatics clubs to encourage competitive aquatic sports throughout the island. Partnerships with USA Swim and Dive, Big Island Interscholastic Federation (BIIF), Easter Seals,Boys & Girls Club of the Big Island, and Hawaii Fire Department were developed. There are currently six USA swim teams and USA Dive teams who utilize our pools year-round. 11. Reduce cost through implementing sustainable technologies and prudent practices. A Variable Frequency Drive (VFD)helped to save energy costs. VFDs were installed at all pools except NAS,Pahala,Kohala and Honoka`a. We hope to have VFDs at NAS and Pahala after the renovations. Final Status Report on Program Objectives for FY 2023-24 21 PARKS & RECREATION CULTURE & EDUCATION 1. Provide 105 workshops and classroom instructions in various disciplines, music, dance, drama, arts, crafts, and natural sciences at established sites countywide. Conducted 105 workshops and classes. All classes started between August 7 and August 13 and ended by or before May 31,2024. 2. Develop and enhance at least one core/major Cultural/Community event per quarter to preserve ethnic traditions and heritage, encourage craftsmanship and cottage industry. Conducted and assisted with numerous events during the fiscal year,including monthly seasonal exhibits at the County building. First Quarter: • Fourth of July—Coordinated the Hilo Bay Blast on July 4,2023 • Hawai`i International Futsal Cup on July 27-29,2023 o Assisted by coordinating opening ceremony for event held at Waimea District Park. • Cultural Demonstration on August 8,2023 o Conducted a cultural demonstration and performance(Hula) for an AARP group at Kamana Senior Center. • Cultural Demonstration: Sister City Visit on August 17,2023 o Conducted a cultural demonstration (Hula) at Hilo Intermediate School, for visitors from Yurihama,Japan. • Cultural Demonstration: Sister City Visit on August 23,2023 o Conducted a cultural demonstration (Hula) at Hilo High School,for visitors from Sumoto,Japan. • 24th Annual Queen Lili`uokalani Festival on September 9,2023 • Hawaii Island Peace Week on September 16-23,2023 o Decorated the County building on September 15 and Aupuni Center on September 18 with a full set of United Nations flags. Second Quarter: • Merrie Monarch Keiki Hula Competition (cancelled) • Hilo World Peace Festival (cancelled) • Hula Pa`ina—FALL on October 12,2023 o Culture & Education hula class pa`ina at Aupuni Center Conference Room. • King Kalakaua Tribute on November 16,2023 Final Status Report on Program Objectives for FY 2023-24 22 PARKS & RECREATION CULTURE & EDUCATION o Blessing and gathering at Kalakaua Park in honor and recognition of the King's birthday and legacy. • "Home for the Hilo-days" (cancelled) • Magic of the Season— o East Hawaii Holiday Open House Event on December 11-15,2023. o West Hawaii Magic of the Season held on December 15,2023. • Hula Patina—WINTER on December 14,2023 o Culture & Education hula class patina at Aupuni Center Conference Room. • `Tis the Season Holiday Walk-Thru Event at Afook-Chinen on December 22, 2023 o Assisted with coordination of activities/setup and supplies for event. • Christmas in the Park—Garden Enchantment on December 23-24,2023 o Assisted with setup for event. Third Quarter: • Video Commentary—Lili`uokalani Gardens on January 12,2024 o Provided information and background on the significance of Lili`uokalani Gardens and 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 with Friends of Lili`uokalani Gardens with a lifetime achievement award. • Coordinated the 31st Annual Waimea Cherry Blossom Heritage Festival on February 3,2024 • Cultural Demonstration on February 7,2024 o Conducted a cultural demonstration (Cooking Class)for seniors at Kamana Senior Center. • HeART of Our Island—Keiki Art Display on March 1,2024 o Installation at Aupuni Center with art from East Hawaii Cultural Center. • Provided assistance for Wall That Heals Display on March 7,2024 • Hawai`i and Shibukawa Sister Cities Children's Art Exchange Aupuni Center on March 11,2024 o Setup and displayed artwork from 5th grade elementary students in Japan and Hawaii. There were 48 pieces from students at 14 different schools around Shibukawa, and 50 pieces from students at E.B. DeSilva Elementary School. Artwork displayed through the end of April. Final Status Report on Program Objectives for FY 2023-24 23 PARKS & RECREATION - -------- CULTURE & EDUCATION • Hula Paina—SPRING on March 14,2024. o Culture & Education hula class pa`ina at Aupuni Center Conference Room. Fourth Quarter: • Merrie Monarch Festival on April 1-6,2024 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 in downtown Hilo. • Hawai`i Fashion Showcase on April 2,2024 o Assisted with logistics and support. • HeART of Our Island—Keiki Art Display on April 29,2024 o Installation at Aupuni Center with art from E.B. DeSilva Elementary School. • Fallen Firefighters Memorial Display on April 30-May 10,2024 o Decorations at County building for Firefighters Week. • Boys' Day Display on April 30,2024 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 on May 1,2024 o Assisted with logistics and support. • Fallen Officers Memorial Display on May 13-17,2024 o Decorations at County building for Police Week. • Memorial Day Display on May 20,2024 o Decorations at County building. • Cultural Performance: Waiakeawaena on May 22,2024 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 on May 29,2024 o Installation at Aupuni Center with art from Hilo High School. • Casino Day for the Elderly Activities Division on May 29,2024 o Assisted EAD by providing dealer and emcee coverage at event. • Hula Pa`ina—SUMMER on May 30,2024 o Culture & Education hula class pa`ina at Aupuni Center Conference Room. Final Status Report on Program Objectives for FY 2023-24 24 PARKS & RECREATION CULTURE & EDUCATION • King Kamehameha Awesome Athletes Inclusive Canoe Race on June 2,2024 o Assisted with logistics, supplies and support for the event. • James "Jimmy" Correa Baseball Field Dedication on June 15,2024 • Kupuna Hula: Cultural Exchange on June 17 & 24,2024 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) on June 18,2024 • Cultural Demonstration: Summer Fun Program at Hilo Armory on June 25 &27,2024 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 on June 28,2024 o Installation at Aupuni Center with art from Department of Water Supply poster contest winners. 3. Market programs by securing community involvement and financial support through six partnerships/sponsorships. Programs and projects marketed through partnerships and collaborations with Destination Hilo,Hawaii Pyrotechnics, State Department of Transportation, Department of Land and Natural Resources (DLNR)/Division of Conservation and Resources Enforcement(DOCARE),Friends of Lili`uokalani Gardens, Royal Order Societies, Lili`uokalani Trust, Grand Naniloa Resort,Paradise Helicopters,Friends of Kalakaua Park,Waiakea Water,Kamuela Hongwanji, Waimea LionsClub,Waimea Bon-yu Kai,Kamuela Farmers Market,Holo Holo Ku, Green Point Nursery, Carmela Orchid,Orchid Isle Dendrobiums,Pacific Floral Exchange,Kama`ili Nursery, and A C K Flowers. 4. Advertise and promote the Cultural &Education programs and activities through our quarterly"Arts Visions"newsletter and media such as radio,television,periodicals and newspapers. Advertised and promoted events and programs through our quarterly program guide,Hawaii County website,Hawaii Tribune-Herald,West Hawai`i Today, Big Island Visitor's Bureau,Honolulu Star Advertiser,KITV,Hawai`i News Now,Japanese Chamber of Commerce& Industry of Hawaii,New West Broadcasting and Pacific Media Group as well as social media sites (Parks & Recreation, Mayor's Office,partners and vendors). Final Status Report on Program Objectives for FY 2023-24 25 PARKS & RECREATION ELDERLY ACTIVITIES EAD Administration 1. The division will provide and/or facilitate a wide array of services and opportunities and evaluate the quality of services provided by coordinating a service delivery system that addresses the needs and interests of older adults. This will be accomplished by providing comprehensive and coordinated services are represented by the division's five major programs. The Elderly Activities Division provides services to over 10,800 seniors annually. An evaluation is conducted on each program annually to ensure goals are met. Provided a wide array of services to 13,687 seniors and conducted five program evaluations. 2. The division will pursue assistance from persons and groups to improve and maintain P&R facilities and enhance programs, services, and activities. This will be maintained by the EAD Advisory Council which is made up of representatives from the 25 senior citizen clubs, 15 nutrition sites and the RSVP Advisory Council that will conduct at least one general meeting in January and two meetings for east and west districts in July of each fiscal year servicing 40 presidents/chairpersons island wide. Conducted a combined meeting on July 28,2023, at the Aging and Disability Resource Center training room,with 90% representation of the senior clubs and nutrition sites in attendance. Met with the EAD Advisory Council in a General Meeting in January 2024. 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. EAD Safety Committee met four times. No semi-annual inspections were conducted of the 32 senior center facilities. Fifty-eight staff received safety training. Final Status Report on Program Objectives for FY 2023-24 26 PARKS & RECREATION • ELDERLY ACTIVITIES 4. In order to keep the public informed of its activities the division will: • Produce at least one"Video Highlights" of the division's activities annually. ERS has produced class videos,for Na Leo,KFVE and websites for seniors to engage in from their homes. • Maintain the division's Kupuna News magazine by providing information on all EAD program activities and printing at least 3,000 copies for distribution to over 200 organizations, four times quarterly. In July 2023, the first publication of the Kupuna News was distributed at the Information and Assistance Meeting to all the Senior Clubs,Nutrition Sites and Classes. Kupuna News was distributed bi-annually. EAD Recreation 1. Provide and promote active and passive recreational, cultural and leisure opportunities to 2,500 unduplicated individuals 55 years and older island wide. Provided recreational, cultural and leisure opportunities to 4,562 seniors. 2. Provide and promote active and passive recreational, cultural and leisure opportunities for 1,000 senior club members 55 years and older at 26 senior centers/sites. Provided recreational, cultural and leisure opportunities to 861 senior club members. 3. Serve 3,000 older adults in recreational, educational,health-related and cultural classes island wide. Served 3,634 seniors in recreational, educational, health-related and cultural classes. 4. Provide at least ten district wide activities for a total of 1,500 older adults in Puna/Ka`u,North and South Hilo,North and South Kona,North and South Kohala, and Hamakua. Provided eight district wide activities for 1,422 seniors. Final Status Report on Program Objectives for FY 2023-24 27 PARKS & RECREATION ELDERLY ACTIVITIES EAD Special Program 1. Provide at least six county-wide, state, national and international events for 2,450 older adults. Provided three events for 1,737 older adults. 2. Serve a total of 1,350 older adults in at least four county-wide special events and serve 800 older adults in one statewide event. Served 1,343 older adults in two county-wide events. Served 394 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. Provided no cultural events on a county, state, or international level. Final Status Report on Program Objectives for FY 2023-24 28 PARKS & RECREATION PANA'EWA RECREATIONAL COMPLEX 1. Focus on maintaining a healthy rainforest animal collection with 12 scheduled preventative health exams with license veterinarians and a new quantified nutrition program. The Zoo's tigers received their annual vaccinations, check-ups and biannual fecal submissions. Many of the animals in the collection have had their annual fecal samples submitted as well. Deworming treatments have been administered to several species as a result. The peacock collection has been banded for identification and dewormed to help prevent the spread of parasites through the bird collection. `Max',the Catalina macaw, had a procedure to remove the abnormal growth on his beak. It was extremely successful, and he is doing very well! The equine collection continues their regularly scheduled farrier appointments and exams with our equine specialist veterinarian. The nutrition program continues to be modified and updated. The reptile and amphibian diets have been finalized and integrated into the Keepers' preparation of daily diets. Anteater diets have been updated to provide more fiber through the introduction of a commercial dried pumpkin diet. Lemur diets have also been evaluated and reduced as they were extremely obese. This implementation has already improved their weight, activity level and body condition. The binturong diets have been reviewed and standardized. Sloth and bird diets are currently under evaluation. 2. Successfully breed at least one animal species for population maintenance or to trade with other facilities. The peacock collection continues to maintain itself nicely. Staff brought a Chinese mantis into the collection for the Boo at the Zoo event. She has laid several oothecas (egg cases) and three have successfully hatched! This has inspired the staff to consider introducing more invertebrates to the collection. Monarch caterpillars are raised when available and adults are released in the Zoo courtyard for guests to observe. The Zoo continues to have one vacant habitat, and a few under renovation. The daily workload is maximized for the staff. Several new animals have joined the Zoo collection. Some replacing older animals who have died,others adding to current groups, and some placed with the Zoo by the State. Two female golden pheasants joined the solo male on exhibit. Three white peacocks arrived at the Zoo after either being dropped off or finding their way to the Zoo on their own. Two female lambs joined the older female sheep to be Petting Zoo residents. A pueo, an go, and a Hermann's Final Status Report on Program Objectives for FY 2023-24 29 PARKS & RECREATION PANA`EWA RECREATIONAL COMPLEX tortoise were placed with the Zoo by the State.A juvenile binturong was imported from Europe to be a companion for the resident female. 3. Work with FOZ to host at least two events to promote the zoo and increase the number of visitors. Friends of the Zoo (FOZ) held their annual Tiger Fun Day on July 22,2023. It successfully raised about$4,000. FOZ supported Boo at the Zoo on October 29, 2023, by supplying some volunteers,supplies, decorations, and candy. Christmas at the Zoo was held on December 2,2023. The collection animals received their annual Christmas treats and gifts of new enrichment items. Due to how the dates fell,Tiger Fun Day was held again on June 29,2024. This event raised around$3,000. 4. Work with community groups to help facilitate four major volunteer projects to maintain and improve the Zoo and/or Equestrian Center. Hawaii Forest Industry Association continued to support the Native Garden at the Zoo and worked with Kiwanis Club to bring in children to volunteer to maintain the Garden. The ARC of Hilo spent a morning with our plant volunteers cleaning up the front of the Zoo and one member is going to continue at the Zoo volunteering with custodial-type projects. An ARC volunteer continues to come to the Zoo weekly to assist with some groundskeeping projects. Zoo staff collaborated with the Lion's Club on their next project of painting the handrails around the facility. The Zoo also worked with the Everyday Hero Project to bring in a donated Little Free Library. Several school groups came into the Zoo to complete service projects. Hawaii Horse Owners Association (HHOA) and Hawaii Keiki Rodeo Association (HKRA)had workdays almost monthly and completed projects before rodeo and other equestrian events. The Orchid Isle Events members have been cleaned up the racetrack and eventing area for dressage and cart driving events. They have also worked in collaboration with HHOA to remove the judges' stand in disrepair at the track. The Kulani inmate work line has returned to their service projects at the complex assisting with groundskeeping, exhibit maintenance, and construction projects at the Zoo and Equestrian Center. Final Status Report on Program Objectives for FY 2023-24 30 PARKS & RECREATION PANATWA RECREATIONAL COMPLEX 5. Increase community education and interest, and reinstitute a docent training program by utilizing FOZ volunteers. Administrator Mindy Runnells has collaborated with University of Hawaii (UH)Hilo and Hawaii Community College (HCC) professors to have classes come in and use the Zoo as a living classroom for their Wildlife Biology and Introduction to Zoology classes, respectively. Several area schools have also come in for guided tours related to their course work. FOZ Board member,Dolores Coulson, and Zoo Administrator,Mindy Runnells, are currently writing and editing the new docent manual. The first round of edits are completed, and a second volunteer is lined up to do the second round of edits. Plant and palm identification and maps are also in development. The plant guide is almost complete and ready for the first round of editing. A list of interested volunteers is being compiled for the introductory class of new docents. 6. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian Center: a. Host two rodeo events annually. HHOA held their annual Hilo Stampede Rodeo on February 17-19,2024. HKRA held 4 Keiki Rodeos on September 16,2023,November 18,2023, January 20,2024, and April 13,2024. b. Host two dressage events annually. Orchid Isle Eventing(OIE)held three events this year on August 26,2023, November 10-11,2023, and March 29-31,2024. Final Status Report on Program Objectives for FY 2023-24 31 This page intentionally left blank 9 PLANNING PLANNING PLANNING Administrative Permits 1-Public Assistance and Land Use Information: Respond to land use inquiries and confirming zoning requirements in the processing of building permits. Identify solutions to streamline and improve customer service at the counter. Continued to interact and inform the general public regarding Land Use requirements through our interactions at our public counter and responded to phone messages and inquiries as they arrived via email. 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. Continued to process and address subdivision applications and inquiries. Participated in the update of the 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. Continued to respond to public complaints regarding violations of our relevant county codes. Administrative Services 1-Technology: Build and develop the Department's internal Information Systems section. The Information Systems Analyst IV position will take the lead in identifying areas that software/databases can be used to improve efficiency and productivity. . Support Department's shift towards going paperless, electronic signatures, EPIC system improvements, etc. This section will maintain our technology inventory; plan out replacement of old computers and replace with laptops. Continue to backup and secure Departmental data in-house. Six Month Progress Report on Program Objectives for FY 2024-25 1 PLANNING PLANNING Continued to build and develop the Department's internal Information Systems Section. Identified software that has been used to improve efficiency and productivity. Continued utilizing electronic signatures when appropriate and accepted. Updated inventory records. Replaced old computers with laptops. Continued to back up and secure Departmental data in-house. 2-Personnel: Plan for and getting ahead of vacancies, reducing the time it takes to fill positions. Continue to evaluate department structure and organization to help increase planning and regulatory functions. Sustain practice for consistent staff evaluation and performance management. Continued to plan for and work to get ahead of vacancies, continued to evaluate department structure and organization to help increase planning and regulatory functions and continued to sustain practice for consistent staff evaluation and performance management. 3-Financial Management: Track and provide additional or expanded fiscal expenditure reports to be used as managerial tools in the management of fiscal budget, Geothermal funding, and Coastal Zone Management (CZM) funding; work with managers to seek other sources of revenue. Include and encourage Division Managers to participate in budgetary discussions and process. Continued to provide fiscal documents to Managers during monthly meetings and included Managers in discussions to facilitate the budget preparation process. Long Range 1-Natural and Cultural Resource Planning: Review environmental assessments and environmental impact statements. Review and comment on County and State legislation, as appropriate. 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. Six Month Progress Report on Program Objectives for FY 2024-25 2 • PLANNING PLANNING All scheduled meetings have been attended, reviewed and commented on all environmental assessments received, and all other items are in progress. 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. Hosted regular action committee meetings in all regions and collaborated with various departments to support community actions and forward other planning projects. 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. Code amendments are underway with the overall code project. Regularly coordinated with other infrastructure departments. Kona Open Space Network project is underway and about 60% complete: Submitted the Fair Share Annual Report on December 27,2024. 4-Administrative Programs: Complete comprehensive review and update to the County's General Plan. Administer the Coastal Zone Management grant contract. Review and seek grant funding opportunities for long-range priority projects consistent with the General Plan and Community Development Plans. Support county code amendment opportunities. Review and comment on County and State legislation, as appropriate. Provide administration for the Board of Appeals. Continue to amend BOA Rules of Practice and Procedure, as appropriate. Six Month Progress Report on Program Objectives for FY 2024-25 3 PLANNING PLANNING The final Recommended Draft of the General Plan 2045 was completed and submitted to both Planning Commissions on October 25,2024 to kick of the adoption process. Planning 1-Windward and Leeward Planning Commissions: Continue to provide background and recommendation reports for the Planning Director for land use applications to the Windward and Leeward Planning Commissions. Provide continued administrative support to the'Leeward and Windward Planning Commissions in fulfilling their duties to advise the Planning Director and County Council on land use matters. Provide technical training to the Planning Commissions on land use planning, coastal zone management, parliamentary procedure, Sunshine law, and the County Ethics Code. Continue to improve public participation in discretionary land use permitting decisions. Processed 43 applications, including 12 SMA Use Permits, through the Planning Commissions. Held 11 public meetings at the Planning Commission. Trained new Planning Commissioners. 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. Continued to process all Special Management Area (SMA) assessment applications, SMA Use Permit Applications, and Shoreline Setback Variance (SSV) applications for all projects within the Counties SMA boundary. Continued to utilize the updated SMA short form for exemption determinations for non-shoreline parcels for quicker SMA reviews and common exempt actions within the SMA. Worked cooperatively and collaboratively with other divisions of the Department and relevant State and County government agencies in resolving complaints and enforcing the SMA and shoreline laws; this includes recommendations for mitigation and/or removal of any unauthorized work. Worked collaboratively with the Long-Range Division to implement State CZM Program initiatives through rule Six Month Progress Report on Program Objectives for FY 2024-25 4 PLANNING ;w.».��.....H..V.:......�.:..H.,..v...:...:.:...r:..NN:x... .:..r..w:�:n.,�:.�:.._:,..._:...::.H....V.:....w:..�:.._::......�.:::..::. ....:H:..x..w:.x.� ...:. ::..._..._...._..�._..:..._::._::.. PLANNING • and code changes to improve the protection of coastal and riparian resources. Continued to promote the reduction of coastal hazards to life and property, such as promoting low-impact development, designing projects to adapt to sea level rise and other climate related hazards, and conducting outreach to landowners in relation to SMA rules, and shoreline impacts from development. Continued to work with the State of Hawaii Anchialine Pond Hui to create and implement protection and preservation of Anchialine Ponds from development related effects including the establishment of preservation buffers and best management practices. 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. No LUC applications processed during this period. 4-Environmental Planning: Serve as approving agency by reviewing and issuing environmental exemptions, environmental assessments, and environmental impact statements for projects related to Planning Commission permits and SMA/Shoreline permits. Collaborate with affected agencies, organizations, and the public in reviewing traffic impact analysis reports, archaeological studies, flora and fauna studies, cultural studies, and socio-economic studies related to the Division's projects. Review and comment on County and State legislation related to land use matters. Reviewed and commented on three environmental documents related to Planning Commission applications. Reviewed draft State legislative bills related to land use and provided testimony on nine bills. 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. Six Month Progress Report on Program Objectives for FY 2024-25 5 PLANNING PLANNING Improved the Planning Department website for Planning Commission functions. Continued 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 liawai`i 1-Public Assistance and Land Use Information: Identify solutions to streamline and improve customer service at the counter and responses to land use inquiries and confirming zoning requirements in the processing of building permits. Continued focus on effective customer service at the front counter, phone, and responses to land use inquiries. Efficient review of building permits is a priority, and we hope to fill all vacant positions to maximize the potential for high quality services. 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. Continue to review and process administrative permits in a timely and efficient manner. Continued to Work cooperatively and collaboratively with applicants, other County departments and government agencies in the permit and subdivision review process. 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. Work cooperatively and collaboratively with other divisions of the department and government agencies in resolving complaints. 4-Other Planning Programs: Staff and support Kailua Village Design Commission (KVDC). Continued to staff and support Kailua Village Design Commission. Six Month Progress Report on Program Objectives for FY 2024-25 6 PLANNING COASTAL ZONE MANAGEMENT 1. Process all SMA Assessments and Permit applications within the required time limit as specified by law and the County's Rules and Regulations. Processed 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. Conducted 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). Monitored 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. Attended the two meetings that were scheduled during this time. 5. Attend all State Office of Planning's CZM County Directors meetings, Ocean Resources Management Plan policy and working group meetings, and subcommittee meetings as budgetary constraints will allow. Attended monthly ORMP meetings. No Director meeting was scheduled. 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. As a public participation measure, provided 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. Continued to advertise Planning Commission agenda and hearing notices for all SMA and SSV Permit applications as required by law. Six Month Progress Report on Program Objectives for FY 2024-25 7 PLANNING COASTAL ZONE MANAGEMENT 8. Provide the Office of Planning with semi-annual reports within seven days after December 31st, and June 30111 of the Fiscal year. Submitted the last report on July 8,2024. 9. Provide the Office of Planning with annual performance measure reports within seven days after the June 30th end of the fiscal year. Submitted the last report on July 8,2024. 10. Continue to review Planning Commission and Planning Department Rules for compliance with enacted State laws and draft amendments to the rules for adoption. Continued to review Planning Commission and Planning Department Rules for compliance with enacted State laws and draft amendments to the rules for adoption. Six Month Progress Report on Program Objectives for FY 2024-25 8 PLANNING PLANNING Administrative Permits 1-Public Assistance and Land Use Information: Respond to land use inquiries and confirming zoning requirements in the processing of building permits. Identify solutions to streamline and improve customer service at the counter. Ongoing and in process. 2-Electronic Processing and Information Center(EPIC) System: Continuous development and improvements to the EPIC permitting system. Some of the planned improvements include creating finable application fields to streamline the application process,templating of letters,placards and permits. Additional management tools, systemic efficiencies and automation will need to be built into the system as well. The division will continue to play a part in the development and improvement of the EPIC system. Collaborated with the Department of Information Technology and the Administrative Services Division to identify problems, and make incremental improvements to the system, ensuring that updated workflows, procedures, and refinements were implemented into the EPIC system to improve efficiencies. 3-Permits and Subdivision: Review and process administrative permits in a timely and efficient manner. Work cooperatively and collaboratively with applicants, other County departments and government agencies in the permit and subdivision review process. Create opportunities to increase communication and collaboration among Hilo and Kona staff to develop standards for consistent processing of permits. Facilitate a comprehensive review and update to the County's Zoning and Subdivision Codes. Ongoing and in process. 4-Complaints and Investigation: Work cooperatively and collaboratively with other divisions of the Department and government agencies in resolving complaints. Identify sections within current codes, rules, and regulations that need further clarification, interpretation, or revisions. Identify changes for managing,tracking, and streamlining record keeping and monthly reporting of complaints. Continued to work on resolving complaints. Explored options to effectively serve notices to landowners. Final Status Report on Program Objectives for FY 2023-24 1 PLANNING PLANNING Administrative Services 1-Technology: Build and develop the Department's internal Information Systems section. The Information Systems Analyst IV position will take the lead in identifying areas that software/databases can be used to improve efficiency and productivity. Support Department's shift towards going paperless, electronic signatures, EPIC system improvements, etc. This section will maintain our technology inventory; plan out replacement of old computers and replace with laptops. Continue to backup and secure Departmental data in-house. The Information Systems Analyst IV continued taking the lead in identifying areas that software/database can be used to improve efficiency and productivity, updated our technology inventory, replaced old computers with laptops and continued to backup and secure data in-house. 2-Personnel: Plan for and getting ahead of vacancies,reducing the time it takes to fill positions. Continue to evaluate department structure and organization to help increase planning and regulatory functions. Sustain practice for consistent staff evaluation and performance management. Continued to manage recruitment to reduce the time it takes to fill positions. Continued to evaluate department structure and organization to help increase planning and regulatory functions. Sustained the practice for consistent staff evaluation and performance management. 3-Financial Management: Track and provide additional or expanded fiscal expenditure reports to be used as managerial tools in the management of fiscal budget, Geothermal funding, and Coastal Zone Management(CZM) funding;work with managers to seek other sources of revenue. Include and encourage Division Managers to participate in budgetary discussions and processes. Ongoing and in process. Final Status Report on Program Objectives for FY 2023-24 2 PLANNING PLANNING 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. Ongoing and in process. 2-Regional and Community Planning: Implement the Community Development Plans. Work with Action Committees and community networks to prioritize and implement community-based actions. Assist communities to develop and implement town or village plans as needed. Support the Puna Resilience Action Teams in coordination with the Recovery Division. Continue to work with other County departments, outside agencies, and the public on various community learning series and network initiatives. Review and comment on County and State legislation, as appropriate. Ongoing and in process. 3-Infrastructure and Design Planning: Collaborate with Department of Public Works on transportation planning initiatives, including complete streets. Update codes and rules related to the Complete Street's Program. Work with other agencies to implement Vision Zero. Coordinate with Mass Transit Authority to better integrate transit routes and stations with land use. Develop a Kona Open Space Plan in accordance with the Community Development Plan. Coordinate the development of the County's Capital Improvement Program. Prepare and submit the Fair Share Annual Report to Council. Review and comment on County and State legislation, as appropriate. Collaborate with other departments related to infrastructure planning. Participate in the State Transit- Oriented Development(TOD) Council. Ongoing and in process. Final Status Report on Program Objectives for FY 2023-24 3 PLANNING PLANNING 4-Administrative Programs: Complete comprehensive review and update to the County's General Plan. Administer the Coastal Zone Management grant contract. Review and seek grant funding opportunities for long-range priority projects consistent with the General Plan and Community Development Plans. Support county code amendment opportunities. Review and comment on County and State legislation, as appropriate. Provide administration for the Board of Appeals. Continue to amend BOA Rules of Practice and Procedure, as appropriate. Ongoing and in process. Planning 1-Windward and Leeward Planning Commissions: Continue to provide background and recommendation reports for the Planning Director for land use applications to the Windward and Leeward Planning Commissions. Provide continued administrative support to the Leeward and Windward Planning Commissions in fulfilling their duties to advise the Planning Director and County Council on land use matters. Provide technical training to the Planning Commissions on land use planning, coastal zone management, parliamentary procedure, Sunshine law, and the County Ethics Code. Continue to improve public participation in discretionary land use permitting decisions. The Planning Commissions held 18 public meetings during FY 2023-24 and made recommendations or decisions on 70 applications. New commissioners were provided training on land use planning, parliamentary procedure, Sunshine law, and County Ethics Code. 2-Special Management Area and Shoreline Regulatory Permitting: Continue to process all Special Management Area(SMA) assessments, exemptions and permits and shoreline permits within the County. Continue to implement the new SMA short form for exemption determinations for non-shoreline parcels for quicker SMA reviews. Work cooperatively and collaboratively with other divisions of the Department and government agencies in resolving complaints and enforcing the SMA and shoreline laws. Work collaboratively with the Long-Range Division to implement State CZM Program initiatives through rule and code changes to improve the protection of coastal resources and reduce coastal hazards to life and property, such as low-impact development and adaption to sea level rise. Received 66 new SMA Assessment applications. Completed 35 SMA Assessment applications during this time period which resulted in 17 SMA Minor permits and 23 SMA exemption determinations. Issued 74 SMA short-form exemptions. Issued Final Status Report on Program Objectives for FY 2023-24 4 PLANNING PLANNING nine SMA Major Use Permits and no Shoreline Setback Variances. Continued to work collaboratively with other divisions in updating application forms and Commission rules. 3-State Land Use Commission: Continue to support the Planning Director for State Land Use Boundary Amendments, Special Permits, Order to Show Cause Motions, and other State Land Use (SLU)requests that are approved before the State Land Use Commission. Responded to status report requests from the State Land Use Commission. 4-Environmental Planning: Serve as approving agency by reviewing and issuing environmental exemptions, environmental assessments and environmental impact statements for projects related to Planning Commission permits and SMA/Shoreline permits. Collaborate with affected agencies, organizations, and the public in reviewing traffic impact analysis reports, archaeological studies, flora and fauna studies, cultural studies, and socio-economic studies related to the Division's projects. Review and comment on County and State legislation related to land use matters. Reviewed six environmental documents and special studies related to SMA/Shoreline and Planning Commission applications. 5-Administration: Complete a comprehensive update of the Division's application forms to integrate with the new EPIC permitting system so that the public and applicants can better understand the permitting process and timelines. Amend the Planning Commission's and Planning Department's Rules of Practice and Procedures to address changes to shoreline management law and to address new application forms. Update SMA application form to create one master application. Update Planning Commission (PC) application forms to create one master PC application form. Create new shoreline setback determination application form. Improve Planning Department website for PC and SMA functions. Continue to explore methods of providing improved enforcement of land use permits and ordinances,to ensure that the requirements of these permits and ordinances are implemented in a timely and effective manner,which may include a comprehensive audit of these permits and approvals. Continued to work on a comprehensive update of Division application forms. Continued to update Planning Commission rules. Final Status Report on Program Objectives for FY 2023-24 5 PLANNING PLANNING West Hawaii 1-Public Assistance and Land Use Information: Identify solutions to streamline and improve customer service at the counter and responding to land use inquiries and confirming zoning requirements in the processing of building permits. Proactive staff training provided for consistency, responsiveness, and accuracy. 2-Permits and Subdivision: Review and process administrative permits in a timely and efficient manner. Work cooperatively and collaboratively with applicants, other County departments and government agencies in the permit and subdivision review process. Create opportunities to increase communication and collaboration among Hilo and Kona staff to develop standards for consistent processing of permits. Proactive staff training provided for consistency, responsiveness, and accuracy. 3-Complaints and Investigation: Work cooperatively and collaboratively with other divisions of the department and government agencies in resolving complaints. Identify sections within current codes, rules, and regulations that need further clarification, interpretation, or revisions. Identify changes for managing,tracking, and streamlining record keeping and monthly reporting of complaints. Proactive staff collaboration and information sharing to improve and maintain consistent application of the program and was practiced for public benefit. 4-Other Planning Programs: Staff and support Kailua Village Design Commission. Efforts were made towards the recruitment of staff to support the program. Final Status Report on Program Objectives for FY 2023-24 6 PLANNING COASTAL ZONE MANAGEMENT 1. Process all SMA Assessments and Permit applications in the required time limit as specified by law and the County's Rules and Regulations. Ongoing. 2. Conduct site investigation of alleged violations within two weeks of receipt of complaints. Ongoing. 3. Monitor all CZM-related legislative bills during the State Legislative session and provide testimonies as needed(January to May). Ongoing. 4. Attend all Marine and Coastal Zone Advocacy Council(MACZAC)meetings,which are normally held every other month as budgetary constraints will allow. Attended two MACZAC meetings. 5. Attend all State Office of Planning's CZM County Directors meetings, Ocean Resources Management Plan(ORMP)policy and working group meetings and subcommittee meetings as budgetary constraints will allow. Attended regular monthly ORMP meetings and one ORMP Policy meeting. 6. As a public participation measure,provide a written report to the State Office of Planning CZM Program of all SMA Permit applications and their status. Ongoing. 7. Continue to advertise Planning Commission agenda and hearing notices for all SMA and SSV Permit applications as required by law. Ongoing. 8. Provide the Office of Planning with semi-annual reports within seven days after December 31 st, and June 30th of the Fiscal year. Complete. Final Status Report on Program Objectives for FY 2023-24 7 PLANNING COASTAL ZONE MANAGEMENT 9. Provide the Office of Planning with annual performance measure reports within seven days after the June 30th end of the fiscal year. Complete. 10. Continue to review Planning Commission and Planning Department Rules for compliance with enacted State laws and draft amendments to the rules for adoption. Ongoing. Final Status Report on Program Objectives for FY 2023-24 8 t POLICE POLICE ADMINISTRATIVE SERVICES BUREAU Administrative Services Division 1. To accommodate at least 95% of requests for public safety/health talks from the community. Of 128 requests for public safety/health talks, 128 requests accommodated, or 100% of requests. 2. To accommodate at least 95% of requests for station tours for students and community members. Of one request for station tours, accommodated one request, or 100% of requests. • 3. Conduct drug screening of all sworn personnel and initiate pre-employment testing of civilian personnel. With the exception of sworn personnel on extended leaves of absences, a total of 240 out of 429 sworn personnel or 56% of sworn staffing were tested. No approval from HGEA to initiate pre-employment drug testing of applicants for civilian positions. 4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80% vacancies for civilian positions by end of fiscal year. Conducted constant recruitment and filled at least 90% of sworn positions (437 out of 486 authorized positions) and at least 79% of civilian positions (125 out of 158 authorized positions). 5. Improve competence and professionalism of sworn and civilian personnel through advanced equipment purchases and provide 25,000 hours of on-going training. Department personnel received a total of 16,803 hours of training, achieving an average of 67% 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. The average turnaround time for police reports transcribed by the Word Processing Center is 1.4 days. Six Month Progress Report on Program Objectives for FY 2024-25 1 POLICE ADMINISTRATIVE SERVICES BUREAU Administrative Services Division 7. Process 98% of requisitions received from districts and bureaus within a month. • Processed 3,380 out of 3,380 requisitions received or 100% of requisitions received. 8. Fill 90% of all special duty requests for officers. Filled 2,227 out of 2,561 requests for special duty or 87% of requests. 9. Compile a listing of all outstanding leave papers and distribute to district commanders bimonthly. Collected and submitted to commanders a listing of 384 of 384 outstanding leave applications, for a total of 100% outstanding leave applications. 10. Fill 90% of requests for storeroom supplies within the month. Filled 2,353 out of 2,353 requests for storeroom supplies or 100% of requests. Six Month Progress Report on Program Objectives for FY 2024-25 2 POLICE ADMINISTRATIVE SERVICES BUREAU Technical Services Division 1. Process and issue at least 95% of road closure permits within the month received. Processed 23 out of 23 road closure permits within the month received, or 100% of road closure permits. 2. Issue at least 95% of traffic violation letters to vehicle owners within a week. Issued 25 out of 26 violation letters to vehicle owners within a week of receipt, or 96% of violation letters. 3. Process at least 95% of firearms permits within two weeks. Processed 1,456 out of 1,497 firearms permit applications, or 97%. 4. Conduct at least six radio site inspections per month. Conducted 44 radio site inspections or 133% of radio site inspections. 5. Complete auto tuning of at least 40 portable or mobile radios per month. Conducted 240 auto tuning of portable or mobile radios, or 100% of auto tuning of portable or mobile radios. 6. Process and dispatch personnel to 100% of calls for service received. The Dispatch Section processed and dispatched personnel to 73,129 of the 73,129 calls for service received, or 100% of calls for service. Six Month Progress Report on Program Objectives for FY 2024-25 3 POLICE CRIMINAL INTELLIGENCE UNIT AND OFFICE OF PROFESSIONAL STANDARDS Criminal Intelligence Unit 1. Complete 90% of assignments within 30 days. Completed 277 out of 277 assignments received within 30 days, or 100% of assignments. 2. Complete 90% of criminal history checks of prospective employees of the department, as well as other federal, state and local law enforcement agencies within 30 days. Completed.178 out of 178 criminal history checks within the specified 30-day limitation, or 100% of criminal history checks. 3. Develop, maintain and disseminate intelligence information, which can be utilized to produce no less than 11 criminal investigations per month. Provided intelligence information,which in whole or in part led to the initiation of 83 criminal investigations, or 126% of criminal investigations. 4. Compile,produce, analyze and forward to police administrators no less than 32 intelligence reports per month. Completed 192 intelligence reports, or 100% of intelligence reports. 5. Provide assistance to other elements within the police department either through intelligence briefings on current crime trends and/or through no less than 12 in-service training sessions per month. Provided 72 in-service briefings and training sessions for departmental personnel, or 100% of in-service briefings. 6. Conduct four presentations to semi-annual statewide Inter-County Criminal Intelligence Unit(ICCIU) conferences on major criminal activity within this jurisdiction, along with gathering criminal intelligence from other jurisdictions, which may have a connection to our jurisdiction. Conducted no ICCIU presentations, or 0% of ICCIU presentations. Six Month Progress Report on Program Objectives for FY 2024-25 4 POLICE CRIMINAL INTELLIGENCE UNIT AND OFFICE OF PROFESSIONAL STANDARDS Office of Professional Standards 1. Conduct complete and thorough internal investigations seeking a monthly clearance rate of 67%. Of the 14 internal investigations initiated, 12 internal investigations completed, or 86% of internal investigations. 2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate of 85%. Completed ten of the ten internal inquiries, or 100% of internal inquiries. 3. Provide no less than three monthly in-service training sessions to other elements within the department to prevent and deter employee misconduct, as well as to ensure procedural compliance in the investigation of employee misconduct. Conducted a total of 13 in-service training sessions, or 72% of in-service training sessions. 4. Conduct no less than two monthly random and unannounced inspections of the different elements within the department to ensure compliance with rules and regulations. Conducted 30 monthly inspections, or 250% of unannounced inspections. 5. Compile and provide a yearly report to the state legislature on certain specific aspects of discipline meted out by the department as required by law. The yearly report to the State Legislature was submitted prior to the January 31,2025, deadline. • Six Month Progress Report on Program Objectives for FY 2024-25 5 POLICE OPERATIONS BUREAUS 1. To achieve a burglary clearance rate of 30%. Of 330 burglary cases initiated, 92 cases were cleared, or 28% of burglary clearance rate. 2. To achieve a theft/auto theft clearance rate of 30%. Of 2,112 theft/auto theft cases initiated, 851 cases were cleared, or 40% of theft clearance rate. 3. To achieve a robbery clearance rate of 60%. Of 28 robbery cases initiated,21 cases were cleared, or 75% robbery clearance rate. 4. To maintain a sexual assault clearance rate of 80%. Of 142 sexual assault investigations initiated, 99 cases were cleared, or 70% sexual assault clearance rate. 5. To attain at least a 65% service of court documents received. Served 2,492 court documents of the 4,411 received, or approximately 56% service of court documents. 6. To conduct 760 hard drug investigations (heroin, cocaine and crystal methamphetamine). Initiated 246 hard drug cases, or 32% of hard drug investigations. 7. Crime Lab to achieve an assignment clearance rate of 90%. Crime Lab cleared 448 cases of the 448 cases assigned for a total of 100% clearance. 8. HI-PAL to serve 60 youths in three age groups for each month and a 30%participation of"at-risk youths" out of all youths served. Served a combined total of 1,439 youths for the three age groups; of this total, 215 or 15% were "at risk youths." Six Month Progress Report on Program Objectives for FY 2024-25 6 POLICE OPERATIONS BUREAUS 9. Community policing program to complete at least 40 problem-solving activities and 40 crime prevention activities annually through the development of partnerships directed at resolving community-police problems, resulting in the improvement of the quality of life for all citizens. Completed 115 problem-solving activities or 287% of problem-solving activities and 72 crime prevention activities or 180% of crime prevention activities. 10. Community policing program to complete at least 96 abandoned vehicle/beautification projects annually through the development of partnerships with the community. Completed 93 abandoned vehicle/beautification projects, or 97% of projects. 11. To provide at least four D.A.R.E. curriculum(core classes) and/or training per month through the department's school resource officer program. Provided 13 D.A.R.E. curriculum involving approximately 968 students from six schools, or 54% of classes/training. • Six Month Progress Report on Program Objectives for FY 2024-25 7 POLICE GRANT REVENUES 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. Of$475,000 awarded,we received $239,937.83. 2. Occupant Protection(State Department of Transportation$160,000) - To conduct seatbelt enforcement and child restraint roadblocks. Of$160,000 awarded,we received $41,904.00. 3. STEP Grant(State Department of Transportation $580,000)-To provide for funding for training, education, enforcement and community collaboration to reduce the number of traffic fatalities and injury crashes. Of$580,000 awarded,we received $115,904.78. 4. Roadblock Program (State Department of Transportation, Sobriety Checkpoint $495,000) to conduct DUI roadblocks to minimize fatalities and injuries. Of$495,000 awarded,we received$102,617.05. 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. Of$80,000 awarded,we received $0. 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. Of$125,000 awarded,we received $12,079.59. 7. Department of Health—Tobacco Sting (State Department of Health$16,000)—To provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors in the County of Hawaii. Of$16,000 awarded,we received $13,117.64. Six Month Progress Report on Program Objectives for FY 2024-25 8 POLICE GRANT REVENUES 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. Of$96,360 awarded,we received $3,225.00. 9. Wireless E911 Fees—(Hawai`i Enhanced 911 Board $3,015,676)—For expenditures associated with the deployment of Wireless Enhanced 911 System. Of$3,015,676 awarded,we received $1,434,831.59. 10. US Marshall Service—(Hawai`i Fugitive Task Force$12,000)—To assist with overtime incurred to HCPD Officers working with the United States Marshall Service on the enforcement and capture of fugitives wanted under the Hawai`i Fugitive Task Force Initiative. Of$12,000 awarded,we received $0. 11. 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. Of$10,000 awarded,we received $0. 12. Safe Streets/Violent Crimes Task Force (Federal Bureau of investigation—FBI $50,000)—For the purpose of identifying and targeting for prosecution criminal enterprise groups responsible for drug trafficking, money laundering, alien smuggling and other violent crimes. - Of$50,000 awarded,we received $0. 13. State-wide Multi-Jurisdictional Drug Task Force (SMDTF)—(State Department of the Attorney General $60,000)—For the purpose of reducing drug threats and drug related crimes and incorporating multi-agency collaboration. Of$60,000 awarded,we received $8,648.29. Six Month Progress Report on Program Objectives for FY 2024-25 9 POLICE GRANT REVENUES 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. Of$114,000 awarded,we received$41,824.90. 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). Of$32,000 awarded,we received $0. 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. Of$545,760 awarded,we received $58,103.29. 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. Of$162,191 awarded,we received$0. Six Month Progress Report on Program Objectives for FY 2024-25 10 POLICE ADMINISTRATIVE SERVICES BUREAU Administrative Services Division 1. To accommodate at least 95% of requests for public safety/health talks from the community. Of 177 requests for public safety/health talks, accommodated 177 requests, or 100% of requests. 2. To accommodate at least 95%of requests for station tours for students and community members. Of eight requests for station tours, accommodated eight requests, or 100% of requests. 3. Conduct drug screening of all sworn personnel and initiate pre-employment testing of civilian personnel. With the exception of sworn personnel on extended leaves of absences, a total of 394 (of 430) sworn personnel or 91% of sworn staffing were tested. No approval from HGEA to initiate pre-employment drug testing of applicants for civilian positions. 4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80% vacancies for civilian positions by end of fiscal year. Conducted constant recruitment and filled at least 89% of sworn positions and at least 80% of civilian positions. 5. Improve competence and professionalism of sworn and civilian personnel through advanced equipment purchases and provide 25,000 hours of on-going training. Department personnel received a total of 36,114 hours of training, achieving an average of 144% of this goal. 6. Maintain the level of proficiency in the Word Processing Center with a turnaround time of less than nine days for processing reports. The average turnaround time for police reports transcribed by the Word Processing Center is 2.8 days. Final Status Report on Program Objectives for FY 2023-24 1 POLICE ADMINISTRATIVE SERVICES BUREAU Administrative Services Division 7. Process 98% of requisitions received from districts and bureaus within a month. Processed 7,192 out of 7,192 requisitions received or 100% of requisitions received. 8. Fill 90% of all special duty requests for officers. Filled 4,212 out of 4,668 requests for special duty or 90% of requests. 9. Compile a listing of all outstanding leave papers and distribute to district commanders bimonthly. Collected and submitted to commanders a listing of 768 of 768 outstanding leave applications,for a total of 100% outstanding leave applications. 10. Fill 90% of requests for storeroom supplies within the month. Filled 3,989 out of 3,989 requests for storeroom supplies or 100% of requests. Final Status Report on Program Objectives for FY 2023-24 2 POLICE ADMINISTRATIVE SERVICES BUREAU Technical Services Division 1. Process and issue at least 95%of road closure permits within the month received. Processed 57 out of 57 road closure permits within the month received, or 100% of road closure permits. 2. Issue at least 95%of traffic violation letters to vehicle owners within a week. Issued 359 out of 366 violation letters to vehicle owners within a week of receipt, or 98% of violation letters. 3. Process at least 95% of firearms permits within two weeks. Processed 4,693 out of 4,693 firearms permit applications, or 100%. 4. Conduct at least six radio site inspections per month. Conducted 80 radio site inspections or 111% of annual radio site inspections. 5. Complete auto tuning of at least 40 portable or mobile radios per month. Conducted 497 auto tuning of portable or mobile radios, or 103% of annual goal for auto tuning of portable or mobile radios. 6. Process and dispatch personnel to 100% of calls for service received. The Dispatch Section processed and dispatched personnel to 168,695 of the 168,695 calls for service received, or 100% of calls for service. Final Status Report on Program Objectives for FY 2023-24 3 POLICE CRIMINAL INTELLIGENCE UNIT AND OFFICE OF PROFESSIONAL STANDARDS Criminal Intelligence Unit 1. Complete 90% of assignments within 30 days. Completed 810 out of 810 assignments received within 30 days, or 100% of assignments. 2. Complete 90%of criminal history checks of prospective employees of the department, as well as other federal, state and local law enforcement agencies within 30 days. Completed 543 out of 543 criminal history checks within the specified 30-day limitation, or 100% of criminal history checks. 3. Develop,maintain and disseminate intelligence information, which can be utilized to produce no less than 11 criminal investigations per month. Provided intelligence information,which in whole or in part led to the initiation of 269 criminal investigations, or 203% of annual criminal investigations goal. 4. Compile,produce, analyze and forward to police administrators no less than 32 intelligence reports per month. Completed 384 intelligence reports, or 100% of annual intelligence reports goal. 5. Provide assistance to other elements within the police department either through intelligence briefings on current crime trends and/or through no less than 12 in-service training sessions per month. Provided 144 in-service briefings and training sessions for departmental personnel, or 100% of annual in-service briefings goal. 6. Conduct four presentations to semi-annual statewide Inter-County Criminal Intelligence Unit(ICCIU) conferences on major criminal activity within this jurisdiction, along with gathering criminal intelligence from other jurisdictions, which may have a connection to our jurisdiction. Conducted four ICCIU presentations, or 100% of ICCIU presentations. Final Status Report on Program Objectives for FY 2023-24 4 POLICE CRIMINAL INTELLIGENCE UNIT AND OFFICE OF PROFESSIONAL STANDARDS Office of Professional Standards 1. Conduct complete and thorough internal investigations seeking a monthly clearance rate of 67%. Of the 29 internal investigations initiated, completed 24 internal investigations, or 83% of internal investigations. 2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate of 85%. Completed five of the five internal inquiries, or 100% of internal inquiries. 3. Provide no less than three monthly in-service training sessions to other elements within the department to prevent and deter employee misconduct, as well as to ensure procedural compliance in the investigation of employee misconduct. Conducted a total of 17 in-service training sessions, or 47% of annual goal for in-service training sessions. 4. Conduct no less than two monthly random and unannounced inspections of the different elements within the department to ensure compliance with rules and regulations. Conducted 17 monthly inspections, or 70% of unannounced inspections. 5. Compile and provide a yearly report to the state legislature on certain specific aspects of discipline meted out by the department as required by law. The yearly report to the State Legislature was submitted by January 31,2024. Final Status Report on Program Objectives for FY 2023-24 5 POLICE OPERATIONS BUREAUS 1. To achieve a burglary clearance rate of 30%. Of 535 burglary cases initiated, 179 cases were cleared, or 33% of burglary clearance rate. 2. To achieve a theft/auto theft clearance rate of 30%. Of 4,306 theft/auto theft cases initiated, 1,817 cases were cleared, or 42% of theft clearance rate. 3. To achieve a robbery clearance rate of 60%. Of 64 robbery cases initiated,42 cases were cleared, or 65% robbery clearance rate. 4. To maintain a sexual assault clearance rate of 80%. Of 257 sexual assault investigations initiated, 185 cases were cleared, or 71% sexual assault clearance rate. 5. To attain at least a 65% service of court documents received. Served 5,424 court documents of the 9,474 received, or approximately 57% service of court documents. 6. To conduct 760 hard drug investigations (heroin, cocaine and crystal methamphetamine). Initiated 736 hard drug cases, or 96% of hard drug investigations. 7. Crime Lab to achieve an assignment clearance rate of 90%. Crime Lab cleared 843 cases of the 895 cases assigned for a total of 94% clearance. 8. HI-PAL to serve 60 youths in three age groups for each month and a 30%participation of"at-risk youths" out of all youths served. Served a combined total of 1,953 youths for the three age groups; of this total, 995 or 51%were "at risk youths." Final Status Report on Program Objectives for FY 2023-24 6 POLICE OPERATIONS BUREAUS 9. Community policing program to complete at least 40 problem-solving activities and 40 crime prevention activities annually through the development of partnerships directed at resolving community-police problems,resulting in the improvement of the quality of life for all citizens. Completed 115 problem-solving activities or 288% of problem-solving activities and 100 crime prevention activities or 250% of crime prevention activities. 10. Community policing program to complete at least 96 abandoned vehicle/beautification projects annually through the development of partnerships with the community. Completed 156 abandoned vehicle/beautification projects, or 163% of projects. 11. To provide at least four D.A.R.E. curriculum(core classes) and/or training per month through the department's school resource officer program. Provided 54 D.A.R.E. curriculum involving approximately 1,905 students from six schools and zero training programs, or 135% of classes/training. Final Status Report on Program Objectives for FY 2023-24 7 POLICE GRANT REVENUES 1. HI IMPACT (Hawai`i HIDTA$390,100) -To combat the methamphetamine (ICE) problem in the County of Hawai`i by conducting various sting operations. Of$390,100 awarded,we received $258,872.97. 2. Occupant Protection(State Department of Transportation$150,000) -To conduct seatbelt enforcement and child restraint roadblocks. Of$150,000 awarded,we received$57,352.39. 3. STEP Grant(State Department of Transportation $575,000) - To provide for funding for training, education, enforcement and community collaboration to reduce the number of traffic fatalities and injury crashes. Of$575,000 awarded,we received$158,027.10. 4. Roadblock Program(State Department of Transportation, Sobriety Checkpoint $490,000)to conduct DUI roadblocks to minimize fatalities and injuries. Of$490,000 awarded,we received $110,907.64. 5. Data Records (State Department of Transportation$75,000) -To transfer completed Motor Vehicle Accident Reports (MVAR)to Hawai`i Department of Transportation (HDOT) within three months and HPD traffic citations to the District Courts within six days of issuance to ensure compliance with national standards. Of$75,000 awarded,we received$47,615.76. 6. SAFE Standby Pay (State Department of the Attorney General$60,000) -To improve the department's response to violent sex crimes,physical abuse and crimes of violence against women. Of$60,000 awarded,we received$23,714.84. 7. Department of Health—Tobacco Sting (State Department of Health$16,000)—To provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors in the County of Hawai`i. Of$16,000 awarded,we received$8,428.14. Final Status Report on Program Objectives for FY 2023-24 8 POLICE GRANT REVENUES 8. Increasing Quality Forensic Services—(State Department of the Attorney General $80,000)—For the purpose of paying for quality Forensic Services by continuous updated forensic sciences training and the purchase of a digital analytical balance with data print out accessories. Of$80,000 awarded,we received $28,269.56. 9. Wireless E911 Fees—(Hawai`i Enhanced 911 Board$3,015,676)—For expenditures associated with the deployment of Wireless Enhanced 911 System. Of$3,015,676 awarded,we received$1,351,526.95. 10. US Marshall Service—(Hawai`i Fugitive Task Force $12,000)—To assist with overtime incurred to HCPD Officers working with the United States Marshall Service • on the enforcement and capture of fugitives wanted under the Hawai`i Fugitive Task Force Initiative. Of$12,000 awarded,we received$0. 11. United States Secret Service - ($10,000)—To assist in the enforcement and protection of high governmental officials and the prevention of counterfeiting of U.S. Currency and securing the nation's critical infrastructures, specifically in the areas of cyber, banking and fmance. Of$10,000 awarded,we received $0. 12. Safe Streets/Violent Crimes Task Force (Federal Bureau of investigation—FBI $50,000)—For the purpose of identifying and targeting for prosecution criminal enterprise groups responsible for drug trafficking,money laundering, alien smuggling and other violent crimes. Of$50,000 awarded,we received $0. 13. State-wide Multi-Jurisdictional Drug Task Force (SMDTF)—(State Department of the Attorney General $60,000)—For the purpose of reducing drug threats and drug related crimes and incorporating multi-agency collaboration. Of$60,000 awarded,we received $0. Final Status Report on Program Objectives for FY 2023-24 9 POLICE GRANT REVENUES 14. Local JAG Program—(U.S. Department of Justice $80,000)—For the purpose of purchasing a driving simulator for the Police Department's Emergency Vehicle Operator Course. Of$80,000 awarded,we received $1,807.16. 15. ATF Task Force - ($32,000) - To assist with overtime and costs related to operations with the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF). Of$32,000 awarded,we received $0. 16.NICS Act Record Improvement Program—($545,760)—To improve the FBI's National Instant Criminal Background Check System (NICS)by providing assistance to improve the completeness, automation and transmittal to the Department's records. Of$545,760 awarded,we received $156,162.95. 17. Hazard Mitigation Grant Program—($162,191)—To reduce the risk of future damage, loss of life and property in any area affected by a major disaster. Of$162,191 awarded,we received$110,695.28. Final Status Report on Program Objectives for FY 2023-24 10 21 PROSECUTING ATTORNEY GENERAL PROSECUTION Core prosecution 1. Attend all courts in the County of Hawai`i, and conduct on behalf of the People, all prosecutions for offenses against the laws of the State of Hawai`i and the ordinances and regulations of the County. The Office of the Prosecuting Attorney prosecuted criminal cases in all Circuit, District, and Family courts in Hilo,Puna,Kona,North and South Kohala, Hamakua, and Ka`u. In addition,we presented cases to the Grand Jury in Hilo and Kona and appeared in specialty courts such as the mental health calendar, Environmental Court, International Court,Adult & Juvenile Drug Court, Veterans Court and State Appellate Courts. 2. Maintain a professional,dedicated and trained staff to carry out the duties of the Prosecuting Attorney as defined under the County Charter. The Office of the Prosecuting Attorney encouraged and provided education and training opportunities to support staff development. 3. Provide for a statewide Traffic Safety Resource Prosecutor to develop effective enforcement strategies to reduce highway offenses,traffic collisions, and increase traffic safety. In the State of Hawai`i there are two Traffic Safety Resource Prosecutors, one of which is a Deputy Prosecutor in our office who has been tasked with coordinating enforcement strategies to reduce highway safety violations and traffic crashes. 4. Maintain grant-funded specialized prosecution units that work collaboratively with the Hawai`i Police Department and other law enforcement agencies to improve case outcomes for victims of violent crimes and crimes against persons. A total of$546,168.00 was received to maintain the Career Criminal Prosecution unit for the purpose of the identification,investigation, and prosecution of serious felony repeat offenders. Six Month Progress Report on Program Objectives for FY 2024-25 1 PROSECUTING ATTORNEY GENERAL PROSECUTION Victim services 1. Attend to the needs of victims and witnesses in the criminal justice system by providing referrals to appropriate agencies, assistance with restitution and crime victim compensation. The Victim Assistance Unit(VAU) provided services to 2,593 victims of crime. This included services to 626 victims of domestic violence-related cases, 164 victims of sexual violence(adults and children),38 child abuse victims,884 victims of crimes against a person (which includes homicides, negligent homicides, assault, robbery, and terroristic threatening), 898 property crime victims, and 680 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 292 witnesses, 90 secondary victims, and 180 other persons involved with victims. Restitution information and assistance was provided to 494 victims and 134 victims received information and assistance on crime victim compensation. 2. Provide restorative justice options as appropriate. A total of 104 cases were screened for Victim Offender Conferencing,where 22 cases have been successfully completed. 3. Participate in community events that support victims (i.e.National Crime Victims' Rights Week and National Domestic Violence Awareness Month) and promote community safety. The Victim Assistance Unit has participated and facilitated numerous community events that support victims of crime. Events included the Annual Peace Walk and Vigil during October's Domestic Violence Awareness Month, the Walk a Mile in Her Shoes event,various career, school, and resource fairs. The Victim Assistance Unit participated in the Indigenous Peacekeepers Gathering hosted by Lamalama Ka Ulu and a car seat drive partnering with Crib Hawaii and Going Home Hawaii. Six Month Progress Report on Program Objectives for FY 2024-25 2 PROSECUTING ATTORNEY GENERAL PROSECUTION Improving the criminal justice system 1. Coordinate continuing training/educational workshops to improve the criminal justice system. The Office of the Prosecuting Attorney coordinated the 2024 Statewide Law Enforcement Traffic Safety Training—"Prosecuting Impaired Drivers and Trial Advocacy Training". This training focused on investigation documentation, trial preparation, and prosecution of impaired drivers. Sixty participants gathered from various state and county departments throughout the state,with 41 of those participating from Hawaii County. In addition, the Office of the Prosecuting Attorney coordinated and provided broad training opportunities for new police recruits, law enforcement officers, prosecutors,victim service providers, social services,judiciary staff,youth and youth service providers. 2. Collaborate with the Hawai`i Police Department to discuss joint initiatives,policies, and procedures to strengthen investigations and prosecutions. The Prosecutor's administration maintained open lines of communication with the Hawaii County Police Department's administration to address ongoing criminal justice system challenges, legislative issues and case law updates in order to seek innovative prosecution solutions. 3. Meet with law enforcement, government agencies, and community service providers to improve handling of domestic violence, child abuse, and sexual assault cases. The Prosecutor's Office coordinated monthly meetings for the Family Violence Interagency Committee and provided in-service training for police officers that respond to domestic violence incidents. 4. Meet with Hawai`i criminal justice agencies and State branches to discuss appropriate interventions and consequences for offenders. The Prosecutor's administration maintained open lines of communication with State and County law enforcement counterparts to discuss potential legislative initiatives,to address crime trends and to keep abreast of solutions that are being implemented in other jurisdictions. Our Prosecuting Attorney's office collaborated with our crime prevention partners to develop proactive means of addressing substance misuse. Six Month Progress Report on Program Objectives for FY 2024-25 3 PROSECUTING ATTORNEY GENERAL PROSECUTION Improving the juvenile justice system 1. Coordinate continuing training/educational workshops to improve delivery of services along the continuum of the juvenile justice system. The Office of the Prosecuting Attorney focused on building capacity in the areas of Substance Abuse and Domestic Violence/Sex Assault prevention through hosting prevention related trainings and sharing of training opportunities. 2. Collaborate with law enforcement, government agencies, and community service providers to discuss joint initiatives, interventions,policies and procedures to improve outcomes for juvenile offenders. The Office of the Prosecuting, Crime Prevention Unit(CPU), continues to facilitate the Big Island Juvenile Intake and Assessment Center monthly meetings. These meetings include the Office of Youth Services, Hawaii Police Department,Juvenile Probation, Child Welfare Services, Department of Health Family Guidance Center, The Salvation Army Family Intervention Services (FIS), and Hawaii Youth Correctional Facility. A recent monitoring visit was held with the Office of Youth Services (OYS). During this time CPU arranged for a site visit to the FIS Youth Emergency Shelter and met with personnel there. The CPU continues to host the"It Takes a Village" Crime and Substance Abuse Prevention Networking and Resouce Fair. Held in West-Hawaii, the fair allows prevention providers the opportunity to network and focus on sharing resources with one another. The CPU participated in and invited County Stakeholders to the National Institute of Criminal Justice Reform interview meetings in East and West Hawaii. The focus of their meetings was to assess the State of Hawai`i's current system of care for youth involved in our delinquency system. This project aims to gather data to identify gaps, needs, and strengths of our current system to start working on system reform and eliminating barriers to youth services in our community. This assessment will serve as an essential data-driven tool to better advocate for the needs of our Big Island keiki. Six Month Progress Report on Program Objectives for FY 2024-25 4 PROSECUTING ATTORNEY GENERAL PROSECUTION Community initiatives to promote crime prevention and intervention and other efforts 1. Support prevention, education, and intervention initiatives directed at reducing crime and increasing public safety on issues such as domestic abuse, including to reduce child abuse and neglect, substance abuse, and impaired driving. The CPU continues to attend and participate in monthly and quarterly service provider, community stakeholder and working group meetings to include meetings with: The Department of Health Alcohol and Drug Abuse Division, Hawaii Alcohol Policy Alliance, Hawai`i Opioid Initiative, Tobacco-Free Hawaii Island,East Hawaii Drug Free Coalition,East Hawaii Coalition for Prevention of Child Abuse and Neglect,Hawaii Fentanyl Taskforce, Going Home Hawaii, Traffic Commanders, and various community awareness campaigns. More recently CPU staff were able to present our efforts during a statewide Alcohol and Drug Abuse Division Prevention meeting. CPU has also been the liaison between Hawai`i's High Intensity Drug Trafficking Areas (HIDTA) Prevention staff and stakeholders on Hawaii Island on various awareness campaigns and events. CPU staff have also started attending the Juvenile Justice State Advisory Council. During Domestic Violence Awareness month in October, our office continues to support awareness and educational efforts around domestic violence. This included coordinating the Domestic Violence Vigils held in East and West Hawaii, a DV awareness sign-waving in Puna, supporting the Hawaii Community College Domestic Violence Summit, and sharing information via emails and social media. 2. Coordinate continuing training/educational workshops to promote healthy behaviors, crime prevention and early intervention initiatives. The Crime Prevention Unit coordinated the Strategic Prevention Framework Application for Prevention Success Training(SAPST)was held in August. This four-day annual training is required for Counties to provide to prevention providers, especially those that are funded by the Hawaii State Department of Health-Alcohol and Drug Abuse Division. Strategic Prevention Framework (SPF) is an evidence-based process that incorporates assessment, capacity building, prevention planning, implementation, evaluation, sustainability, and Six Month Progress Report on Program Objectives for FY 2024-25 5 PROSECUTING ATTORNEY GENERAL PROSECUTION cultural competence. The goal of the SAPST is to develop the basic knowledge and skills needed by substance misuse prevention practitioners to plan, implement, and evaluate effective, data-driven programs and practices that reduce behavioral health disparities and improve wellness. The CPU coordinated an LGB&T Cultural Humility Training in West Hawaii. This training was designed to increase knowledge and skills to effectively interact with LGB&T people, as well as support and provide affirming care and support, especially those impacted by substance use. This training was attended by various educators, service providers; as well as police officers. 3. Provide meeting coordination and fiscal support to the County of Hawai`i Committee on the Status of Women. Staff assisted in the coordination and facilitation of monthly Committee on the Status of Women meetings. Six Month Progress Report on Program Objectives for FY 2024-25 6 PROSECUTING ATTORNEY GRANT REVENUES 1. State Forfeitures - State Department of the Attorney General, Civil Recoveries Division, State of Hawai`i, $200,000. For use to assist crime prevention and healthy communities at the discretion of the Hawai`i County Prosecuting Attorney. $0.00 2. Federal Forfeitures -United States Department of Justice and U.S. Treasury Department, $50,000. For use to assist crime prevention and healthy communities at the discretion of the Hawaii County Prosecuting Attorney. $0.00 3. STOP Violence Against Women -U.S. Department of Justice, STOP Violence Against Women Formula Grant Program, $162,360. One Employee—To improve prosecution of domestic violence cases involving adult women by dedicating a deputy to handle these cases. $57,810.00 4. Crime Victims Assistance Program (VOCA) -U.S. Department of Justice, Office for Victims of Crime Formula Grant Program, $1,165,896. Thirteen employees—To assist victims of crime through the judicial process, focusing on crimes such as homicide, sexual assault, child abuse and domestic violence. $819,440.00 5. Justice Assistance Grant(JAG) -U.S. Department of Justice, $150,000. For • technology improvements. $0.00 6. Traffic Safety Training Grant-U.S. Department of Transportation, $175,000. To conduct statewide training to improve law enforcement system response to traffic crash cases and improve highway safety. $0.00 Six Month Progress Report on Program Objectives for FY 2024-25 7 PROSECUTING ATTORNEY GRANT REVENUES 7. East Hawaii Big Island Juvenile Intake and Assessment Center (BIJIAC) - Hawai`i Office of Youth Services, $200,000. To support operation of a juvenile intake and assessment center in East Hawai`i. $200,000.00 8. Substance Abuse Prevention Program -Hawai`i State Department of Health, Alcohol and Drug Abuse Division, $110,000. To fund a community assessment and strengthening of Substance Abuse Systems in the County of Hawai`i. $92,000.00 9. USSS Electronic Crimes Task Force -U.S. Secret Service, $15,000. To reimburse overtime and other expenses related to official investigations by.U.S. Secret Service's Hawai`i Electronic Crimes Task Force. $0.00 10. Career Criminal- State Department of the Attorney General, $457,198. Six Employees—To provide quick identification, prosecution and conviction of those persons making a career of crime. $546,168.00 11. Victim/Witness Assistance- State Department of the Attorney General, $445,712. One employee—To assist crime victims and witnesses and their families by providing information, counseling, and support services primarily to victims of violent and property crimes. $443,371.00 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. $0.00 Six Month Progress Report on Program Objectives for FY 2024-25 8 PROSECUTING ATTORNEY COMMITTEE ON THE STATUS OF WOMEN 1. Sponsor and coordinate an island wide essay contest to increase awareness among students on the accomplishments of women in Hawai`i County. Discussions were held amongst the Committee on the Status of Women (CSW) members about the future of this objective. 2. Promote awareness of Equal Pay for Equal Work for women. No activities took place for Equal Pay for Equal Work. 3. Create and share a report on the status of women in Hawai`i County. The CSW will be producing a community and voter survey report which will report on women's issues 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. The CSW participated in the State of Hawai`i's Department of the Attorney General's Malama `Ghana Working Group (MOWG). Participate in Permitted Interaction Group's final report in 2025. The CSW,in partnership with the League of Women Voters Hawaii County(LWVHC), participated in Yes, She Can: Get Out the Vote 2024 effort to increase voter registration, education and promote voting in Hawaii County, particularly for women. 5. Update and disseminate the Hawai`i Island Services Directory for Families across Hawai`i County. The CSW updated and distributed the 2024-2025 Hawaii Island Services Directory. Both print and online copies were made. 15,000 physical copies printed. 6. Promote Teen Dating Violence Prevention/Education. Teen Dating Violence cards were distributed at community events throughout the year. New cards are being redesigned and updated for future use. Six Month Progress Report on Program Objectives for FY 2024-25 9 PROSECUTING ATTORNEY COMMITTEE ON THE STATUS OF WOMEN 7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate with other organizations. • Created and collaborated with various partner organizations throughout the year, including monthly Family Violence Interagency Committee meetings in East and West Hawaii. In October the CSW participated in many events including sign waving,vigils, etc., and promoted the awareness and prevention of domestic violence throughout Hawai`i island. 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. CSW meetings are still held via Zoom and offered in-person on the third Wednesday of each month. 9. Support,through sponsorship, planning,promotion, and attendance, the Hawai`i Island Women's Leadership Summit. This event has been tabled until further notice. 10. Promote awareness of Human Trafficking across Hawai`i County. The CSW participated in the Human Trafficking Awareness Campaign and Human Trafficking Awareness Training for staff and parents of Keaukaha Elementary School. Six Month Progress Report on Program Objectives for FY 2024-25 10 PROSECUTING ATTORNEY GENERAL PROSECUTION Core prosecution 1. Attend all courts in the County of Hawai`i and conduct on behalf of the People, all prosecutions for offenses against the laws of the State of Hawai`i and the ordinances and regulations of the County. The Office of the Prosecuting Attorney prosecuted criminal cases in all Circuit, District, and Family courts in Hilo,Kona,North and South Kohala,Hamakua, and Ka`u. In addition,we presented cases to the Grand Jury in Hilo and Kona and appeared in specialty courts such as the mental health calendar, Environmental Court,International Court,Adult& Juvenile Drug Court, Veterans Court, and State Appellate Courts. 2. Maintain a professional, dedicated and trained staff to carry out the duties of the Prosecuting Attorney as defined under the County Charter. The Office of the Prosecuting Attorney encouraged and provided education and training opportunities to support staff development. 3. Provide for a statewide Traffic Safety Resource Prosecutor to develop effective enforcement strategies to reduce highway offenses,traffic collisions, and increase traffic safety. In the State of Hawaii there are two Traffic Safety Resource Prosecutors, one of which is a deputy prosecuting attorney in our office who has been tasked with coordinating enforcement strategies to reduce highway safety violations and traffic crashes. 4. Maintain grant-funded specialized prosecution units that work collaboratively with the Hawai`i Police Department and other law enforcement agencies to improve case outcomes for victims of violent crimes and crimes against persons. An award, plus additional supplemental funding,totaling$546,168.00 was received to maintain the Career Criminal Prosecution unit for the purpose of the identification, investigation, and prosecution of serious felony repeat offenders. Final Status Report on Program Objectives for FY 2023-24 1 PROSECUTING ATTORNEY GENERAL PROSECUTION Victim services 1. Attend to the needs of victims and witnesses in the criminal justice system by providing referrals to appropriate agencies, assistance with restitution and crime victim compensation. The Victim Assistance Unit("VAU") provided assistance to victims of crime, witnesses of crime, and persons close to the victims/witnesses to help them navigate the trauma of victimization and its potential to have lasting emotional, psychological, and physical effects. Types of victimization experienced include but are not limited to: homicide,negligent homicide and injury, sexual assault, domestic violence, child abuse,violation of protective orders, assault, robbery, and property crimes. There were 305 victims of sexual assault crimes served, of which 113 were adults and 192 were children. Approximately 131 parents and/or guardians of sexual assault victims were also served during this reporting period. There were 2,301 victims of domestic/family violence-related crimes served. Related crimes include but are not limited to: abuse of family/household,violations of an order for protection, 48-hour warning citation violations,terroristic threatening, property damage, child abuse, assault, and homicide. 243 referrals were made to community service agencies during this reporting period,including but not limited to: Child and Family Service,YWCA Sexual Assault Support Services, Legal Aid Society of Hawaii,Hale Kipa, Catholic Charities of Hawaii, and the Salvation Army Family Intervention Services. Staff also coordinated Crime Victim Compensation Commission ("CVCC") services for approximately 1,022 victims. The CVCC provides'compensation to victims of violent crimes for their crime-related injuries and losses, and to "good samaritans" for injuries or property damage suffered in the prevention of a crime or apprehension of a criminal https://dps.hawaii.gov/cvcc/. 2. Provide restorative justice options as appropriate. Our Restorative Justice Program screened 143 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. Of 123 adult cases screened, 68 cases were approved to participate; of those approved,25 cases completed VOC successfully. For Victim/Offender Dialogs (VOD),four cases were screened. Final Status Report on Program Objectives for FY 2023-24 2 PROSECUTING ATTORNEY GENERAL PROSECUTION 3. Participate in community events that support victims (i.e.National Crime Victims' Rights Week and National Domestic Violence Awareness Month) and promote community safety. Staff participated in regular meetings of the East Hawaii Coalition to Prevent Child Abuse and Neglect,Family Violence Interagency Committee("East and West Hawaii"),Hawai`i Coalition Against Human Trafficking, Sexual Assault Kit Initiative("SAKI") meetings,Hawaii Domestic Assault Response Team, Going Home Hawaii Consortium, Going Home Hawaii Reentry and Restoration Summit,Witness Intimidation,Mass Violence Interagency Committees, and Children's Justice Center("CJC")Interagency Committee meetings. Staff also facilitated and participated in community events such as National Domestic Violence Awareness Month in October and the Heroes and Helpers event in December,Victim Rights Week, Child Abuse Awareness Month and Sexual Assault Awareness Month in April; and various career, school, and resource fairs throughout the year. Staff worked collaboratively with County Council District 4 in planning and participating in the first Pahoa Public Safety Partnership Crime Summit. Improving the criminal justice system 1. Coordinate continuing training/educational workshops to improve the criminal justice system. The Office of the Prosecuting Attorney coordinated and provided broad training opportunities for new police recruits, law enforcement officers, prosecutors, victim service providers, social services,judiciary staff,youth, and youth service providers. 2. Collaborate with the Hawai`i Police Department to discuss joint initiatives,policies, and procedures to strengthen investigations and prosecutions. The Office of the Prosecuting Attorney's Administration maintained open lines of communication with the Hawaii County Police Department's administration to address ongoing criminal justice system challenges,legislative issues, and case law updates in order to seek innovative prosecution solutions. Final Status Report on Program Objectives for FY 2023-24 3 PROSECUTING ATTORNEY GENERAL PROSECUTION 3. Meet with law enforcement, government agencies, and community service providers to improve handling of domestic violence, child abuse, and sexual assault cases. The Office of the Prosecuting Attorney coordinated monthly meetings for the Family Violence Interagency Committee and provided in-service training for police officers that respond to domestic violence incidents. 4. Meet with Hawai`i criminal justice agencies and State branches to discuss appropriate interventions and consequences for offenders. The Office of the Prosecuting Attorney's administration maintained open lines of communication with State and County law enforcement counterparts to discuss potential legislative initiatives, to address crime trends and to keep abreast of solutions that are being implemented in other jurisdictions. The Office of the Prosecuting Attorney collaborated with our crime prevention partners to develop proactive means of addressing substance misuse. Improving the juvenile justice system 1. Coordinate continuing training/educational workshops to improve delivery of services along the continuum of the juvenile justice system. The Crime Prevention Unit("CPU") shared training and educational opportunities with county stakeholders via email and social media. The CPU has coordinated the "It Takes a Village" Crime and Substance Abuse Prevention Networking and Resource Fair for both East and West Hawaii. This fair was dedicated to service providers and allowed time for face-to-face networking and education. Over the fiscal year,two fairs were held in East Hawaii with a combined total of over 220 participants attending, representing over 37 organizations. West Hawaii hosted one fair during the fiscal year with 24 organizations and over 60 in attendance. Four trainings focusing on "Truth about Youth and Social Media"were coordinated island wide. Facilitated by a nationally recognized School Resource Officer,the community presentations included participation from Department of Education,the Third Circuit Judiciary,Hawai`i Police Department, and other youth focused organizations. Final Status Report on Program Objectives for FY 2023-24 4 PROSECUTING ATTORNEY GENERAL PROSECUTION 2. Collaborate with law enforcement, government agencies, and community service providers to discuss joint initiatives, interventions,policies and procedures to improve outcomes for juvenile offenders. The Office of the Prosecuting Attorney continued coordination and facilitation of the Big Island Juvenile Intake and Assessment Center monthly meetings. These meetings focused on current status and issues associated with the intake, assessment, and status of juveniles in and at-risk of entering the justice system. Attendees included the Office of Youth Services,Hawaii Police Department, Juvenile Probation, Child Welfare Services,Department of Health Family Guidance Center,the Salvation Army Family Intervention Services, and Hawaii Youth Correctional Facility. "It Takes a Village" Crime and Substance Abuse Prevention Networking and Resource fair was a collaborative effort with the County Office of Housing and Community Development. During FY 2023-24,the first West Hawaii event was held with 24 organizations and over 60 participants. Over 220 participants attended representing 37 organizations in East Hawaii. Community initiatives to promote crime prevention and intervention and other efforts 1. Support prevention, education, and intervention initiatives directed at reducing crime and increasing public safety on issues such as domestic abuse, including to reduce child abuse and neglect, substance abuse, and impaired driving. The Office of the Prosecuting Attorney staff attended and participated in monthly and quarterly service provider, community stakeholder and working group meetings to include meetings with: The Department of Health Alcohol and Drug Abuse Division,Hawaii Alcohol Policy Alliance,Hawaii Opioid Initiative, Tobacco-Free Hawaii Island,East Hawaii Drug Free Coalition,East Hawaii Coalition for Prevention of Child Abuse and Neglect,Hawaii Fentanyl Taskforce, Going Home Hawaii,Traffic Commanders,Family Violence Inter- Agency Committee, and various community awareness campaigns. The Office of the Prosecuting Attorney coordinated and facilitated trainings and provided educational opportunities for law enforcement officers,prosecutors,victim service providers,social services,judiciary staff,youth, and youth service providers. Final Status Report on Program Objectives for FY 2023-24 5 PROSECUTING ATTORNEY GENERAL PROSECUTION During Domestic Violence Awareness month in October, our office supported awareness and educational efforts around domestic violence. This included coordinating the Domestic Violence Vigils held in East and West Hawaii, presenting at the Hawaii Community College,Domestic Violence Summit, and sharing information via emails and social media. The Office of the Prosecuting Attorney maintained a partnership with the Hawaii Police Department, Crimestoppers, and Na Leo TV to provide monthly segments to provide information about our Office and its functions, criminal justice system concerns, available resources, and upcoming events. The Office of the Prosecuting Attorney maintained social media platforms on Instagram and Facebook where we provided case updates, spread awareness on criminal justice related issues and concerns,promoted upcoming events, and highlighted activities and actions taken by our Office and staff. The Office of the Prosecuting Attorney was able to support Drug Abuse Resistance Education ("DARE")Day hosted by the Hawaii Police and Fire Departments. Over 600 students from five East Hawaii middle schools were in attendance. 2. Coordinate continuing training/educational workshops to promote healthy behaviors, crime prevention and early intervention initiatives. The Office of the Prosecuting Attorney utilized social media platforms to increase awareness and provided crime prevention resources. Engaged coalition partners on building capacity and promoted healthy behaviors by directing the community to educational opportunities. The CPU continued to share training and educational opportunities with county stakeholders via email and social media. The CPU has coordinated the "It Takes a Village" Crime and Substance Abuse Prevention Networking and Resource Fair for both East and West Hawaii. This fair was limited to service providers and allowed time for face-to-face networking and education. Over 220 participants attended representing 37 organizations in East Hawai`i, and 24 organizations in West Hawai`i with over 60 in attendance. Final Status Report on Program Objectives for FY 2023-24 6 PROSECUTING ATTORNEY GENERAL PROSECUTION The Office of the Prosecuting Attorney has acquired a Fatal Vision Goggles training kit to implement interactive alcohol impaired scenarios and demonstrations at community events and presentations. Demonstrations were available at both "It Takes a Village" networking fairs, as well as other events for attendees to experience. CPU also worked with the Hawaii Island Drug Free Coalition and students from the University of Hawaii School of Nursing to train and assist facilitation at Kea'au High School. Three CPU personnel became trainers in facilitating the "Essentials of Asset Building" curriculum from the Search Institute. This curriculum focuses on the "40 Developmental Assets" framework and the role of being an asset builder when working with youth. Trainings have been facilitated in East and West Hawaii and will continue throughout the year. CPU also has assisted in the coordination of the Na Leo 0 Na `Opio Career Fair for middle and high school students. This is an annual event that gives youth the opportunity to explore and learn from various college and career disciplines. The Office of the Prosecuting Attorney was able to provide the opportunity for a Hawaii Police Department School Resource Officer to attend the Annual Emerging Drug Trends Conference. Networking at this conference resulted in our office coordinating four island wide training sessions focusing on the "Truth about Youth and Social Media". Over 500 youth and 170 community members were able to attend the training in person. In addition,Na Leo TV was able to record the presentation and has it available on demand for viewing via their website. 3. Provide meeting coordination and fiscal support to the County of Hawai`i Committee on the Status of Women. Staff assisted in the coordination and facilitation of monthly Committee on the Status of Women ("CSW") meetings. Final Status Report on Program Objectives for FY 2023-24 7 PROSECUTING ATTORNEY GRANT REVENUES 1. State Forfeitures—State Department of the Attorney General, Civil Recoveries Division, State of Hawai`i, $200,000. For use to assist crime prevention and healthy communities at the discretion of the Hawai`i County Prosecuting Attorney. $10,556.75 2. Federal Forfeitures -United States Department of Justice and US Treasury Department, $50,000. For use to assist crime prevention and healthy communities at the discretion of the Hawai`i County Prosecuting Attorney. $0.00 3. STOP Violence Against Women -U.S. Department of Justice, STOP Violence Against Women Formula Grant Program, $104,508. One Employee—To improve prosecution of domestic violence cases involving adult women by dedicating a deputy to handle these cases. $53,368.00 4. Crime Victims Assistance Program (VOCA) -U.S. Department of Justice, Office for Victims of Crime Formula Grant Program, $1,101,027. Thirteen employees—To assist victims of crime through the judicial process, focusing on crimes such as homicide, sexual assault, child abuse and domestic violence. $908,970.00 5. Justice Assistance Grant (JAG)—U.S. Department of Justice, $150,000. For technology improvements. $0.00 6. Traffic Safety Training Grant—U.S. Department of Transportation, $155,000. To conduct statewide training to improve law enforcement system response to traffic crash cases and improve highway safety. $166,479.88 Final Status Report on Program Objectives for FY 2023-24 8 PROSECUTING ATTORNEY GRANT REVENUES 7. East Hawaii Big Island Juvenile Intake and Assessment Center(BIJIAC)— Hawai`i Office of Youth Services, $200,000. To support operation of a juvenile intake and assessment center in East Hawai`i. $200,000.00 8. Substance Abuse Prevention Program—Hawai`i State Department of Health, Alcohol and Drug Abuse Division, $110,000. To fund a community assessment and strengthening of Substance Abuse Systems in the County of Hawai`i. Paid for staff salaries and contracted services. $0.00 9. USSS Electronic Crimes Task Force—U.S. Secret Service, $15,000. To reimburse overtime and other expenses related to official investigations by U.S. Secret Service's Hawai`i Electronic Crimes Task Force. $0.00 10. Career Criminal- State Department of the Attorney General, $431,998. Twelve Employees—To provide quick identification,prosecution and conviction of those persons making a career of crime. $546,168.00 11. Victim/Witness Assistance- State Department of the Attorney General, $99,172. One employee—To assist crime victims and witnesses and their families by providing information, counseling, and support services primarily to victims of violent and property crimes. $443,371.00 Final Status Report on Program Objectives for FY 2023-24 9 PROSECUTING ATTORNEY COMMITTEE ON THE STATUS OF WOMEN 1. Sponsor and coordinate an island wide essay contest to increase awareness among students on the accomplishments of women in Hawai`i County. Resources for the "Equal Pay for Equal Work" essay contest were shifted towards CSW's "Get Out the Vote" project to encourage voting. 2. Promote awareness of Equal Pay for Equal Work for women. Resources for Equal Pay for Equal Work were shifted towards CSW's "Get Out the Vote" project to encourage voting. 3. Create and share a report on the status of women in Hawai`i County. CSW created the CSW Community Survey which is an ongoing survey meant to gather county-specific data on the issues that affect women and girls and their `ohana. The survey has been shared with community and community leaders via posted flyers throughout the County and social media venues. 4. Participate in local and/or off-island meetings or conference by sending at least one representative. The purpose of which will be to share information with the Committee members on current programs, legislation or issues that affect the status of women. The CSW members participated in the State of Hawaii,Department of the Attorney General's Malama `Ohana Working Group to improve the state's child welfare system. 5. Update and disseminate the Hawaii Island Services Directory for Families across Hawai`i County. The Hawaii Island Services Directory has been completed. 6. Promote Teen Dating Violence Prevention/Education. The CSW members participated in the Hilo Christmas Parade with the Zonta Club for 16 Days of Activism to raise awareness about violence against women and girls. Final Status Report on Program Objectives for FY 2023-24 10 PROSECUTING ATTORNEY COMMITTEE ON THE STATUS OF WOMEN 7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate with other organizations. The CSW members participated in the Hawaii County Office of the Prosecuting Attorney's Domestic Violence Vigil to raise awareness of domestic and family violence in the County and Hawaii Community College's Domestic Violence Summit. 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 Hawaii. These sessions provided essential training for educators on recognizing the signs of child abuse,understanding its various forms, and effectively supporting children who have experienced abuse. 8. To the extent that it is safe to do so,hold rotating monthly meetings in East Hawai`i, North Hawai`i, South Hawai`i and West Hawai`i to better allow participation from the public. These will be held via Zoom until in-person meetings can safely resume. The CSW held monthly meetings that also provided a virtual attendance option. 9. Support,through sponsorship,planning, promotion, and attendance,the Hawai`i Island Women's Leadership Summit. Resources for Hawaii Island Women's Leadership Summit were shifted towards CSW's "Get Out the Vote" project to encourage voting. 10. Promote awareness of Human Trafficking across Hawai`i County. A human trafficking awareness activity is being planned for July 2024. Final Status Report on Program Objectives for FY 2023-24 11 This page intentionally left blank 22 PUBLIC WORKS PUBLIC WORKS ADMINISTRATION 1. Update website to improve accessibility to department information. The Department of Public Works (DPW)website is transitioning from Granicus to ArcGIS to better serve the community. The Administration staff has been locating and updating various links to alleviate any potential issues that users may experience during this transition. To enhance community information, GIS maps are being created to display DPW Engineering and Highway Maintenance Division projects as well as provide weekly roadwork updates. 2. Identify software to automate work orders and improve asset management. The Administration Division, along with the Building and Engineering Division received demonstrations from various software service providers who responded to a Request for Information for Project/Construction Management Software. Demonstrations were also received from various software service providers for Automotive Division's Work Order Management Software. Procurement for these items will begin in the second half of FY 2024-25. 3. Reduce the use of paper and digitize files. The Highway Maintenance Division and Traffic Division continue to use their respective Asset Management/Work Order Systems to house workflow, inventory, and other necessary documents electronically. The Administration Division's Contracts Section has created an avenue for vendors to submit invoices electronically. They are also slowing transitioning processes for electronic reviewing and signing of documents. 4. Update all Department policies and procedures. The Highway Maintenance Division is continuing to work with their consultant to create or update Standard Operating Procedures (SOPs). Also,with the purchase of a Project/Construction Management Software forthcoming, SOP development or updates for the construction contract processes can begin. Six Month Progress Report on Program Objectives for FY 2024-25 1 PUBLIC WORKS ADMINISTRATION Manage requests and complaints in a consistent manner and ensure responsiveness. Public Works Administration Division processed 136 Request for Information (RFI) and recorded 632 complaints received for all Divisions. Requests and complaints were either received by phone, by website, or in person. All requests were processed in a timely manner based on the content and complexity of the request. 5. 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. • Assisted with Building Division's complaints process • Assisted community in re-registering for EPIC accounts • Attended community meetings, events,job fairs held by Hawaii Island schools and colleges • Coordinated and facilitated community meetings for DPW projects to include Highway 137 monthly update meetings,Pohoiki update meetings, and Waikoloa Roundabout meetings • Attended Public Information Officer (PIO) meetings • Attended pre-conference Engineering meetings to facilitate communication plans for the projects • Created public notices for projects or updates for DPW Divisions • • Created a weekly roadwork report that is sent to all County of Hawaii County Council members, County of Hawaii departments and community members 6. Achieve one third of our average employee count to participate in County provided trainings per year. 143 employees or 39% of the total departmental employees received safety related training in FY 2024-25 from July 1, 2024 to December 31,2024. Ninety-one employees or 25% of the total departmental employees received non- safety related training in FY 2024-25 from July 1, 2024 to December 31, 2024. Six Month Progress Report on Program Objectives for FY 2024-25 2 PUBLIC WORKS BUILDING 1. Fully implement and transition to the Electronic Processing and Information Center (EPIC) system to improve the Building Permit application and inspection processes. The Building Division implemented the Electronic Processing and Information Center (EPIC) system, specifically the Enterprise Permitting and Licensing System (EPL), previously known as EnerGov, in July 2021. The primary goal was to enhance and streamline the Building Permit application and inspection processes. The EPIC system is comprised of three integral modules: Permit Management, Inspections Management, and Code Management(enforcement). In November 2024, the EPL system was updated from a 2022 version to a 2023 version that corrected many program glitches. The greatestbenefit will be to finally streamline the permit application review process by allowing the review of a single submittal (also referred to as the One Submittal Process) instead of separating into three separate review sessions for each intake,Planning Department review, and plan review. The new configuration will eliminate repetitive clerk tasks, reduce the number of queues from three to one, and result in an overall time saving. The One Submittal Process is currently being tested after which guidelines will be produced and staff trained. Until the One Submittal Process is implemented later this year, supervisors will rely on refined permit status reports that were deployed in July 2024 to enable supervisors to effectively manage production by identifying the number of days permits are in various queues. This data management system ensures the fair distribution of resources on a first-come-first-served basis at each step and eliminates the appearance of favoritism in permit processing. An essential part of using the EPL system lies in the guideline development and staff training. The new Permit System Coordinator position was filled in August 2024. The Permit System Coordinator is responsible for producing written guidelines and training the permit clerks,plan reviewers, and inspectors. Training for permit clerks was completed in December 2024. Permit clerk productivity has increased, errors have reduced, and clerk staff have rapidly become proficient. The Building Information Technology (BIT) section now consists of three staff and is well positioned to document production workflows, prepare guidelines, and train the plans examining and inspection staff. In 2024,BIT began to configure the Inspection Module to make requests for inspections more user Six Month Progress Report on Program Objectives for FY 2024-25 3 ...... :::: PUBLIC WORKS BUILDING friendly for both staff and contractors. Inspection program enhancements are in the test environment and scheduled to be deployed in the summer of 2025. BIT has also begun to work on the Code Management Module which will enable better organization, management and tracking of Building Code compliance complaints. Once implemented, the Code Management Module will produce accurate data reports and will enable better customer service response times. The continued configuration of the EPIC system, ability to train staff, and meaningful report production marks a significant milestone in full implementation of the EPIC system. The EPIC system is expected to become more effective by the end of the fiscal year 2025. 2. Issue Residential Building Permits within 60 calendar days of submittal when applications are complete, and no corrections are required. There were several external events in 2024 that affected permit issuance. The overall effect is shown in the following graph: • Residential.Permit Durations 180 .:...v....:.......:......_::.....::....M...::....:....._:......:.....n.....:.r...:,....: n....:..,...::r...::....:.....,....:::..:M....._..::.....:...... ..:,,....._....:......::......:r.::::.,.. ...:r... 160 140 120 60 40 20 l'° (CV sae 0` � \ ) Issuance Duration BID Division Production Duration The Issuance Duration, represented by the blue line on the graph, shows the total time it takes to issue a permit when the applications are complete and no Six Month Progress Report on Program Objectives for FY 2024-25 4 PUBLIC WORKS BUILDING corrections are required. Issuance Duration includes delays caused by external factors such as plan review durations by other County Departments and the State Department of Health (DOH). Ongoing communication with DOH resulted in increased staffing for DOH reviews, and identification of a critical DOH user error that prevented permits from progressing past the plan review stage. The BLD Division Production Duration (green line) shows the average time it takes to process permits within the Building Division when the application and plans are correct. BLD Division Production Duration includes delays that were internal to the Building Division such as an uncontrolled vendor outage in the electronic permit review software for the entire month of March, a 38% Permit Clerk turnover rate, and a Permit Clerk Supervisor vacancy during the past six months. The BLD Division Production Duration affects Issuance Duration. The Building Division's objective to issue permits within 60-days is based on the BLD Division Production Duration. The following table shows the BLD Division Production Durations for the 12-months of 2024 at 55-days which supports the FY 2024-25 objective to issue permits within 60-calendar days. Although the six- month average duration is 86-days, the average duration for the month of December is 45-days resulting in an overall downward trend toward the goal of issuing residential permits withing 60-days. Average Calendar Days for Building Division Production Durations When Permit Applications and Plans are Correct ONSENSigglainannallninlOWAtossamAvra a Average D fi C!: i t `i r 1 >Quiratj+an' ':° �r�ra#.c,n:'' " '' ura on "s tat t t w.; onths 202 6- ont 2?024ktet December 2Q 4,. a a 2. d das d s s 1 Intake 27 23 2 Planning Dept t Review 3 3 NAN 3 Building Plan Review 19 54 :;;..:,,.„<;,;,. 4 Pre-Issuance Processing 6 6 4 . 6. 6. T TAt,I�RO.0 5 l;N tlMl� 55:S '>`;�a ;``-;�<':� . ..8.. Six Month Progress Report on Program Objectives for FY 2024-25 5 PUBLIC WORKS :. .. : BUILDING 3. Complete Building Permit inspections within two business days of notice. r T .e'%'' t v a � m n e o A � t' s:. e. ..;i eta :-::::.::.,;:. o l ted :.i,, ;;::.:..:,:..«:;:ao om lete laspecta►n :,,.: nl?.:; .: ;:a:::.:,::>>::: .:,mh:: :.::..:.::? ::.:. :::::.:.::::: :..:.::: .:....: ,, :::: < d s or ess mp Type Quantity 2-days or less o inspections (Vu of Total Inspections) Building 3,753 2,257 60% 2.58 Electrical 4,786 3,520 74% 2.31 Plumbing 2,207 1,560 71% 2.22 Sign 16 1 17% 4.83 Cr t 80 Inspector vacancies in West Hawaii continue to affect the completion of inspections. East Hawaii inspectors will continue to support West Hawaii inspections although the cross-island travel reduces productivity despite performing inspections on an overtime basis. 4. Initiate an investigation of an alleged Building Code violation within 30 calendar days of a complaint. During the first six months of FY 2024-25, 196 complaints were received for which 52 or 26% started the investigation process. More detailed information on the status of complaint investigations will be available once the EPL Code Enforcement Module is implemented. 5. Complete Work Orders Requests for County facilities within 30 calendar days of receipt. County Departments submitted 911 Work Orders of which 648 or 71% of Work Orders were completed within the 30-calendar day goal period. A total of 768 or 84% Work Orders were completed with 143 or 16% of Work Orders yet to be completed. The continued supply chain delays are the primary reason for completion longer than 30-calendar days. The Repairs & Maintenance Section continues to be challenged with unreliable transportation to repair sites; vehicles experienced frequent and prolonged downtime due to lack of repair parts. In addition to having a utility truck decommissioned, there are three vehicles past their service life that have been Six Month Progress Report on Program Objectives for FY 2024-25 6 PUBLIC WORKS _.::._:.w.,...�::..w.... ...�:.._...M..w.....::....:.....__.:.._n.._::._::..w:A.w.._x.,.N:...M....r:.V....wh...:..._r..�....:..._.r.._.....r.w._:......_._ _.___. ...._. _ w BUILDING constantly in the repair shop, further inhibiting timely completion of Work Orders. 6. Deliver CIP Projects that have been funded. Design Phase: East Hawaii Animal Shelter Facility Improvements Phase B; Fire Station Extractors Phase B Design,Aupuni Sewer Rehabilitation (Planning Department Restrooms); Kealakehe Animal Shelter Interim Improvements; Hawaiian Paradise Park Fire Station Improvements; Public Safety Complex Electrical,Mechanical,Hardening, and Painting; Reroof Various Facilities (Waiakea Fire Station,Ka`umana Fire Station,Honoka`a Police Station, and Kailua Fire Station); and Traffic Division Hulikoa Interim Improvements. Construction Procurement(Bid)Phase: HGMP Public Safety Building Flood Mitigation (Mezzanine Enclosure); Hawaii Police Department Temporary Morgue; Hawaii Police Department Emergency Cooling Tower Replacement; East Hawaii Animal Shelter Interim Improvements Phase A; Central Fire Station Ceiling Demolition, Hose Tower Repair,Reroof, Repair Exterior Plaster and Paint; Aupuni Center Sewer Rehabilitation (ACCR,HR,DPW); and Civil Defense Radio Tower Remediation Ka`u, Na'alehu, and Kulani. Construction Phase: Hawaii County Emergency Call Center; Aupuni Center Prosecuting Attorney Chiller Replacement; PGV Radio Equipment Structure & Site Improvements; Aupuni Center Reroofing & Repairs; Pahala Fire Station Reroofing; Aupuni Center Sewer Rehabilitation (PLN Exterior Line); and VRL- Licensing Temporary Relocation to the Kaiko`o Building. Six Month Progress Report on Program Objectives for FY 2024-25 7 PUBLIC WORKS ENGINEERING 1. Participate in the State/Federal Highway Administration(FHWA) Statewide Transportation Improvement Program (STIP). In FY 2024-25: FHWA projects currently in construction are the Waikoloa Road Rehabilitation (FHWA),Mamalahoa Highway Resurfacing—Kamalani Street to Kalamauka Road (FHWA),Lanikaula Street Rehabilitation—Kilauea Avenue to Manono Street(FHWA), and Honoli`i Stream and Kaiwilahilahi Stream Bridges (FHWA) projects. Projects that are in the various stages of bidding/award are the Mamalahoa Highway Resurfacing Parts 1 and 3 (FHWA). Projects currently in design are the Kahakai Boulevard Shoulder Improvements SRTS (FHWA),Kilauea Avenue Shoulder Improvements Safe Routes To School (SRTS) (FHWA),Mohouli Street Rehabilitation (FHWA), Hilo Union SRTS Improvements (FHWA),Kaiwiki Bridge#1 and `Opea Stream Bridge Repairs (FHWA), Waima`au`au Stream Bridge Replacement(FHWA), and Ka`ahakini Stream Bridge Replacement (FHWA). FHWA projects are funded (from 80% to 100%) by the Federal Highway Administration. The Engineering Division also participates in the FEMA Disaster Relief and Emergency Assistance Program. In FY 2024-25, portions of the$81 million Lava Inundated Recovery Projects were either in construction (Highway 137A) or in bidding/award (Pohoiki Road). Also, the$22 million Hurricane Lane Recovery Projects are in various stages of design, construction, or completion. FEMA projects are 75% funded by the Federal Government. 2. Complete County CIP drainage and Roadway projects on time, and within budget. • Projects currently in construction are the Pauahi Bridge Reconstruction and the Hilo Shipman Industrial Drywell Reconstruction projects. Projects currently in the planning and design phases include the KAwili Street Shoulder Improvement Project, the Manono Street Shoulder Improvements, the Waikoloa/Paniolo Avenue Intersection, and the Ane Keohokalole Phase III projects. 3. Prepare in-house parcel maps within a three-month time frame for road encroachments, easements, and parcel mapping. There were six parcel maps prepared by the Engineering Division. Six Month Progress Report on Program Objectives for FY 2024-25 8 PUBLIC WORKS ENGINEERING 4. Process time-sensitive documents such as environmental assessments, subdivision applications, variance applications, change of zones, State land use (SLUs), use permits, SMAs, special permits, and ohana dwellings,by the stipulated deadlines. 43% of all time-sensitive documents received were responded to or processed by the stipulated deadlines. The reduction in percentage is due to additional staff vacancies in the Regulatory Section during this time period. 5. Process, within a one-month timeframe, subdivision and commercial development construction plans, drainage reports, solely Chapter 10 plans (i.e. grading, grubbing, and stockpile), solely Chapter22 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. Responded to or processed 82% of the tasks,within one month, that did not have a stipulated deadline which is an increase from the previous reporting period. Unfortunately, staff vacancies in the Regulatory Section during this time period are still affecting performance. 6. Process all permits issued by the Division, including building permits, within one month. 97% of permits issued by the Division were processed within one month from the day received. 7. Comply with the National Bridge Inspection(NBI) and other Federal, State, and County of Hawai`i bridge inspection regulations including preparation and submission of bridge reports, by conducting bi-annual inspections of the 145 bridges in the NBI program. Completed bi-annual inspections on 46 bridges or 32% of a total of 143 in FY 2024-25 between July 1, 2024 to December 31,2024. 8. Initiate and oversee repair and maintenance and/or replacement projects of bridges due to deterioration, deficiencies, and defects. The bridge projects below are currently in the design phase: Four Mile Creek Bridge - replacement Hakalau Stream Bridge Kanna Road -scour repair Hanawi Stream Bridge- scour repair Six Month Progress Report on Program Objectives for FY 2024-25 9 PUBLIC WORKS ENGINEERING Hualolo Stream Culvert—scour repair Ka`ahakini Bridge- replacement Ka`ie`ie Stream Bridge- scour repair Kaiwiki Bridge#1 - rehabilitation Kalopa Gulch Bridge—scour repair Kaula Gulch Bridge-scour repair Kawainui Stream Bridge—scour repair Ma`ili Stream Bridge- scour repair Makea Stream Permanent Bridge- replacement Nanue Stream Bridge-scour repair `Ope`a Stream Bridge—scour repair and rehabilitation Pahe`ehe`e Stream Bridge-scour repair Pi`ihonua Bridge- scour repair Upper Pi`ihonua Bridge—scour repair Waianuenue Avenue Bridge- rehabilitation Waika'alulu Gulch Bridge [44-6] —scour repair Waika'alulu Gulch Bridge [44-8] —rehabilitation Waima`au`au Stream Bridge [28-1] —replacement Wailuku Bridge#1 [23-2] —railing repair The bridge projects below are currently in the construction phase: Pauahi Street Bridge—replacement Kaiwilahilahi Stream Bridge—rehabilitation Honoli`i Stream Bridge—rehabilitation The bridge project below has been completed: Kawainui Stream Bridge Timber Replacement (Decking and Railing) 9. Conduct structural analyses to determine the load rating (Inventory and Operating) of in-service bridges registered in the NBI, as needed. There were two bridge load ratings completed in FY 2024-2025 between July 1, 2024 to December 31,2024. 10. Conduct underwater inspections of NBI registered in-service bridges, as needed. There were no underwater inspections conducted in FY 2024-2025 between July 1,2024 to December 31,2024. Six Month Progress Report on Program Objectives for FY 2024-25 10 PUBLIC WORKS AUTOMOTIVE 1. Perform at least 90% of the work to repair, maintain, and weld all County vehicles and equipment that belong to various County departments and agencies,thereby reducing the reliance on third-party vendors. Completed 89% or 1,642 of 1,833 work orders received. Eighty-four of these work orders were serviced by contracted vendors. 2. Reduce the backlog of monthly repairs of the Construction Equipment section from the prior fiscal year. In FY 2023-24 there was an average monthly repair backlog of 58 in the Construction Equipment section. In FY 2024-25 from July 1,2024 to December 31,2024, it decreased by four, bringing the average monthly repair backlog to 54. 3. Reduce the backlog of monthly repairs of the Automotive section from the prior fiscal year. In FY 2023-24 there was an average monthly repair backlog of 45 in the Automotive section. In FY 2024-25 from July 1, 2024 to December 31,2024, it increased by two, bringing the average monthly repair backlog to 47. Six Month Progress Report on Program Objectives for FY 2024-25 11 PUBLIC WORKS FLOOD CONTROL 1. Continue to conduct semi-annual inspections of flood control systems in concert with USACE and NRCS. Highway Maintenance conducted semi-annual inspections of flood control systems for compliance with USACE and NRCS. 2. Based on inspections, Engineering and Highways work to develop and implement plans to repair and maintain flood control systems. a. Prevent deterioration of structures by repairing them within six months. Maintenance and repair work of various flood control systems to prevent deterioration of structures were performed from July 1, 2024 to December 31,2024. b. Clear debris such as mud,rocks, branches, etc. from channel within three months. Maintenance and clearing of debris from channels were performed within three months throughout the past six months. c. Control weed and brush growth by using herbicides and mowing quarterly. Control of weed and brush-;growth within the flood control systems were performed quarterly. Six Month Progress Report on Program Objectives for FY 2024-25 12 PUBLIC WORKS ADMINISTRATION 1. Achieve one third of our average employee count to participate in safety related training per year. 253 employees or 70% of the total departmental employees received safety related training in FY 2023-24. 222 employees or 61% of the total departmental employees received non-safety related training in FY 2023-24. 2. Improve the status of Public Works receivables. Reduce the average number of days in receivables. Reduce the percentage of balances over 90 days past due. In FY 2023-24, 56 billings were issued. Fifty-one or 91%were paid in full within a 30-to-89-day period. 3. Maintain interaction and education for the public by participating in community meetings. Community interaction and education were achieved through department outreach, support and participation in collaboration, and community meetings which included: • Pa'au'au Community Meeting in August 2023 • Revitalize Puna in October 2023 • County of Hawaii Fire Management,Public Information Coordination, and Emergency Meeting in November 2023 • Waipi`o Valley Mayor's Advisory Meetings—monthly • Pehea Ka 'Aina/Mauli Hawai`i meetings—monthly • Hawai`i County Task Force for Maui—monthly • Pohoiki Shoreline Project Coordination—monthly • Pohoiki collaborative meetings—twice a month • Outrigger Paddling/Parks and Recreation meeting—quarterly • Mayor Townhall meetings—nine meetings attended island wide • Kilauea Lava Recovery Leadership Meeting—monthly • Safe Routes to School Meeting—monthly • Protect Grant Meeting—monthly • PIO County Meeting—monthly • South Kohala Traffic Safety Committee-monthly • ArcGIS Mapping Meeting in January 2024 • Waipi`o Valley Road Meeting in March 2024 Final Status Report on Program Objectives for FY 2023-24 1 PUBLIC WORKS ADMINISTRATION • Lanikaula St. Community Meeting in March 2024 • Tsunami Evacuation Route Collaboration Meeting in April 2024 • Mamalahoa Highway Community Meeting in April 2024 • Kanna Road Community Meeting in May 2024 • `Ahualoa Community Association Meeting in May 2024 • Hawai`i Island Heal Meeting in June 2024 • Waikoloa Village Community Meeting in June 2024 4. Reduce industrial accident claims by 10%by educating personnel through training programs for personal and operational safety. Industrial accident claims increased by 7%. The total accident count of 16 in FY 2023-24 increased from FY 2022-23 which had a total accident count of 15. 5. Strive to provide a positive customer experience in all public-facing transactions. Administration staff provided assistance over the phone or in person regarding any questions, comments or concerns. New staff are required to attend Customer Service Training that is provided by the County of Hawaii. 100 employees or 28% of the total departmental employees received customer service training in FY 2023-24. The 100 employees were either new hires, employees who did not complete customer service training previously, or recommended to reattend. 6. Embrace new technology and other changes that enable us to perform our duties more efficiently and effectively. The Administration Division continued to support and assist in efforts for all Public Works Divisions to identify and implement asset management,work order management, construction management, or project management software solutions. The Traffic Division has implemented NexGen and Highways Division is currently implementing iWorQ. Further,the Administrative Division supported the on-going transition to Finance's new ERP system. Final Status Report on Program Objectives for FY 2023-24 2 PUBLIC WORKS ADMINISTRATION 7. Provide ongoing customer service and public relations programs that provide transparency and facilitate interaction and education with the public, other County departments, and all stakeholders. Public Works personnel supported Maui County with Public Informaion Officer staffing and Emergency Operating Center staffing for the Maui Wildfires. Public relations also included creating reports and releases for the public and initiating or participating in community and collaboration meetings. Continued collaboration with other County departments included: • Infrastructure meetings twice a month. • Hawai`i County Information Technology/Geographic Information Systems meetings as needed. • Collaboration on CoHnect,the new financial and human resources enterprise system with the Department of Finance. • Assisted Civil Defense with emergency operations during EOC Activations. 8. Provide consistent application of all Department policies and procedures. Public Works has hired a consultant for the Highway Maintenance Division to create and update Standard Operating Procedures (SOPs). Creating and/or updating SOPs for all Public Works divisions to ensure consistent, efficient, accurate and quality work amongst all divisions were also addressed. 9. Manage requests and complaints received by all Divisions in a consistent manner and strive to provide satisfactory responses in a timely fashion. The Public Works Administration processed 420 Request for Information (RFI) and recorded/addressed 1,084 complaints received for all Divisions. Requests and complaints were either received by phone, by website, or in person. All requests were processed in a timely manner based on the content and complexity of the request. Final Status Report on Program Objectives for FY 2023-24 3 PUBLIC WORKS BUILDING 1. Fully implement and transition to the Electronic Processing and Information Center (EPIC) system to improve the Building Permit application and inspection processes. In July 2021,the Building Division introduced the Electronic Processing and Information Center (EPIC) system. This system was designed to improve and simplify the Building Permit process by incorporating online permitting, efficient permit inspection management, and streamlined code enforcement management. The initial emphasis was on the permit application process, encompassing all stages from application receipt to plan review and permit issuance. As of FY 2023-24,the permit issuance process is 90% complete,with remaining efforts directed toward leveraging new features from the 2023 EPIC Update to enhance workflow efficiency and refining workflow reporting for production management. The configuration of the permit inspection module began in FY 2023-24 and is about 10% complete. While the baseline module was initially set up with various generic inspection types for each permit type,the ongoing effort focuses on streamlining the process. This involves removing unnecessary inspections by defining the minimum required inspections and enabling contractors to request customized inspections tailored to their needs. The implementation of the EPIC system marks a major advancement in modernizing and streamlining the building permit application and inspection processes. By focusing on optimizing workflows, training staff, and proactively addressing challenges,the Building Division is committed to delivering a powerful and user-friendly system for both internal stakeholders and the public. Final Status Report on Program Objectives for FY 2023-24 4 PUBLIC WORKS �..� BUILDING 2. Issue Residential Building Permits within 90 calendar days of submittal when applications are complete, and no corrections are required. ah Average,, ,Resideutial Pe�rn�iit 'otal`s ' Duration 4 1 i - (days) 1 Intake 27 2 Building Plan Review 22 3 Pre-Issuance Processing 6 TOTAL PROCESS t. r x 55- TINI , . ..,. -- - ` The average processing time for residential permits met the 90-calendar-day goal in FY 2023-24, provided applications were complete and required no corrections. Building on this success,the objective for FY 2024-25 has been updated to a 60-calendar-day processing goal. Notably, staff worked overtime to achieve the current average processing time of 55 days, and it is anticipated that the final implementation of the EPIC permit application module will enhance efficiency and minimize the need for overtime. 3. Complete Building Permit inspections within two business days of notice. ,‘,,,„„,,,,,,,,.,,,,,,,,,„:;m,m,,,,:i,,,:}-; ,, �� � Inspeetrons �� � � �n ,� � � vera�e dine to g K , ` Inspections Completed in Inspection �Inspectton Completed Y y Complete `�: t > > a n ��,d s da s ess ; '' `� p s 'gip Quart ° 2 da s or Less a -° '+ 2 _ y oyr L e � ta�� y � � u pectio�us� (% o� l utal Yn5{pUCt10E,,, �� ' � �Quant�t3') � _( vs L Building 7,931 4,922 62% 2.45 Electrical 9,967 7,395 74% 2.21 Plumbing 4,558 3,226 71% 2.24 Sign 13 7 54% 2.54 ?TOTAE „ 22.474 .,.15.550 x s , �� ,. �69% � Out of the 22,474 inspections conducted, 69%were completed within two days of the notice or inspection request. On average, inspections were completed in under three days. There are 36 Permit Inspector positions,with seven vacancies, meaning 81% of the positions are filled. The Building Division is confident that, when fully staffed,the two-day inspection objective can be consistently met. Final Status Report on Program Objectives for FY 2023-24 5 PUBLIC WORKS BUILDING 4. Initiate an investigation of an alleged Building Code violation within 30 calendar days of a complaint. A total of 596 complaints were received,with 46 complaints (8%) closed, and the remaining cases are at various stages of investigation. More detailed reports on the status of complaint investigations will be provided once the EPL Code Enforcement Module is implemented. 5. Complete Work Orders Requests for County facilities within 30 calendar days of receipt. County departments submitted a total of 1,827 work orders,with 1,020 (56%) completed within the 30-day target. Overall, 1,617 (88%)work orders were finished,leaving 210 (11%) still pending. The main factors contributing to delays beyond the 30-day goal include ongoing supply chain challenges and a shortage of repair vehicles. The Repairs & Maintenance Section was also challenged with unreliable transportation due to an aged fleet of vehicles. 6. Deliver CIP Projects that have been funded. At the beginning of FY 2023-24,there was a remaining balance of$11,790,675 in bond funds from ORD 22-41 and ORD 23-31. In December 2023, an additional $20,000,000 from ORD 23-95 was appropriated, bringing the total to $31,790,675. Of this amount,$11,948,907 has been spent in FY 2023-24, and expenditures have already drawn from the December 2023 bond ordinance. The following projects were funded by the bonds in FY 2023-24: • Aupuni Chiller Replacement(Construct) • Hawaiian Paradise Park Fire Station Renovations (Design) • Fire Station Extractor Installation at Various Locations (Design) • Central Fire Station Reroofing and Structural Analysis of the Hose Tower (Design) • East Hawaii Animal Control Protection Agency Facility Interim Improvements (Construct) • Kealakehe Animal Control Protection Agency Facility Interim Improvements (Construct) Final Status Report on Program Objectives for FY 2023-24 6 PUBLIC WORKS BUILDING • Aupuni Center Sewer Renovation,Phase A (Design/Construct) • Aupuni Center Reroofing(Construct) • Aupuni Center Sewer Line Repairs,Phase 2A,2B, and 3 (Design) • Public Safety Building Cooling Tower Replacement and Concept Design for Hardening,Electric and Mechanical Upgrades (Design) Final Status Report on Program Objectives for FY 2023-24 7 PUBLIC WORKS ENGINEERING 1. Participate in the State/Federal Highway Administration(FHWA) Statewide Transportation Improvement Program(STIP). In FY 2023-24: The Kilauea Avenue/Keawe Street Rehabilitation (FHWA) project completed construction. Projects currently in construction are the Waikoloa Road Rehabilitation (FHWA),Mamalahoa Highway Resurfacing— Kamalani Street to Kalamauka Road (FHWA), and Lanikaula Street Rehabilitation—Kilauea Avenue to Manono Street(FHWA) projects. Projects that are in the various stages of bidding/award are the Honoli`i Stream and Kaiwilahilahi Stream Bridges (FHWA). Projects in design are the Mamalahoa Highway Rehabilitation Part 1 & Part 3 (FHWA),Kahakai Boulevard Shoulder Improvements SRTS (FHWA),Kilauea Avenue Shoulder Improvements SRTS (FHWA),Mohouli Street Rehabilitation (FHWA), and Kaiwiki Bridge#1 and Opea Stream Bridge(FHWA). FHWA projects are funded (from 80% to 100%) by the Federal Highway Administration. The Engineering Division also participated in the FEMA Disaster Relief and Emergency Assistance Program. In FY 2023-24,the$81 million Lava Inundated Recovery Projects completed the Environmental Assessment and the Highway 137A construction contract was awarded. Also,the$22 million Hurricane Lane Recovery Projects were in various stages of design, construction, or completion. FEMA projects are 75% funded by the Federal Government. 2. Complete County CIP drainage and Roadway projects on time, and within budget. Construction of the Lanikaula Street Drainage Improvements and the Kaiwiki Bridge Repair projects were completed. Projects under construction are the Pauahi Street Bridge Reconstruction and the Hilo Shipman Drywells Drainage Improvements projects. Projects cin the planning and design phases include the Kawili Street Shoulder Improvement Project,the Manono Street Shoulder Improvements,the Waikoloa/Paniolo Avenue Intersection, and the Ane Keohokalole Phase III projects. 3. Prepare in-house parcel maps within a three-month time frame for road encroachments, easements and parcel mapping. There were eight parcel maps prepared by the Engineering Division. Final Status Report on Program Objectives for FY 2023-24 8 PUBLIC WORKS ENGINEERING 4. Process time-sensitive documents such as environmental assessments, subdivision applications,variance applications, change of zones, State land use(SLUs),use permits, SMAs, special permits, and `ohana dwellings, by the stipulated deadlines. 88% of all time-sensitive documents received were responded to or processed by the stipulated deadlines. The reduction in percentage is due to staff vacancies in the Regulatory Section during this time period. 5. Process, within a one-month timeframe, subdivision and commercial development construction plans, drainage reports, solely Chapter 10 plans (ie. grading, grubbing, and stockpile), solely Chapter 22 plans (ie.permit to work within the County right-of- way, sidewalk use,private waterline, etc.), complaints, and environmental matters that do not have a stipulated deadline. Responded to or processed 78% of the tasks,within one month,that did not have a stipulated deadline. The reduction in percentage is due to staff vacancies in the Regulatory Section during this time period. 6. Process all permits issued by the Division, including building permits,within one month. 99% of permits issued by the Engineering Division were processed within one month from the day the permit was received. 7. Comply with the National Bridge Inspection(NBI) and other Federal, State, and County of 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. Completed bi-annual inspections on 114 bridges (80% of the total 143) in FY 2023-24. 8. Initiate and oversee repair and maintenance and/or replacement projects of bridges due to deterioration, deficiencies, and defects. The bridge projects listed below are currently in the design phase: Four Mile Creek Bridge-replacement Hakalau Stream Bridge Kanna Road-scour repair Hanawi Stream Bridge- scour repair Honoli`i Stream Bridge-rehabilitation (Construction to begin 2024) Hualolo Stream Culvert-scour repair Final Status Report on Program Objectives for FY 2023-24 9 PUBLIC WORKS ENGINEERING Ka`ahakini Bridge- replacement Ka`ie`ie Stream Bridge-scour repair Kaiwiki Bridge#1 - rehabilitation Kaiwilahilahi Stream Bridge- rehabilitation (Construction to begin 2024) Kalopa Gulch Bridge-scour repair Kaula Gulch Bridge- scour repair Kawainui Stream Bridge-scour repair Ml`ili Stream Bridge-scour repair Makea Stream Permanent Bridge- replacement Nanue Stream Bridge-scour repair `Ope`a Stream Bridge- scour repair and rehabilitation Pahe`ehe`e Stream Bridge- scour repair Pauahi Street Bridge- replacement(Construction to begin 2024) Pi`ihonua Bridge- scour repair(Construction to begin 2024) Upper Pi`ihonua Bridge-scour repair Waianuenue Avenue Bridge- rehabilitation Waika'alulu Gulch Bridge [44-6] -scour repair Waika'alulu Gulch Bridge [44-8] -rehabilitation Waima`au`au Stream Bridge- replacement Wailuku Bridge#1 [23-2] -railing repair 9. Conduct structural analyses to determine the load rating (Inventory and Operating) of in-service bridges registered in the NBI, as needed. There were four bridge load ratings completed in FY 2023-24. 10. Conduct underwater inspections of NBI registered in-service bridges, as needed. There was one underwater inspection conducted in FY 2023-24. Final Status Report on Program Objectives for FY 2023-24 10 PUBLIC WORKS AUTOMOTIVE 1. Perform at least 90% of the work to repair,maintain, and weld all County vehicles and equipment that belong to various County departments and agencies, thereby reducing the reliance on third-party vendors. Completed 96%, or 3,456 of 3,615 work orders received. 159 of these work orders were serviced by contracted vendors. 2. Reduce the backlog of monthly repairs of the Construction Equipment section from the prior fiscal year. In FY 2022-23 there was an average monthly repair backlog of 74 in the Construction Equipment section. In FY 2023-24 it decreased by 20, bringing the average monthly repair backlog.to 54. 3. Reduce the backlog of monthly repairs of the Automotive section from the prior fiscal year. In FY 2022-23 there was an average monthly repair backlog of 37 in the Automotive section. In FY 2023-24 it increased by three,bringing the average monthly repair backlog to 40. Final Status Report on Program Objectives for FY 2023-24 11 PUBLIC WORKS FLOOD CONTROL 1. Continue to conduct semi-annual inspections of flood control systems in concert with USACE and NRCS. Highways Maintenance conducted semi-annual inspections of flood control systems for compliance with USACE and NRCS. 2. Based on inspections, Engineering and Highways work to develop and implement plans to repair and maintain flood control systems. a. Prevent deterioration of structures by repairing within six months. Maintenance and repair work of various flood control systems to prevent deterioration of structures were performed throughout the fiscal year. b. Clear debris such as mud,rocks,branches, etc. from channel within three months. Maintenance and clearing of debris from channels were performed within three months throughout the fiscal year. c. Control weed and brush growth by using herbicides and mowing quarterly. Control of weed and brush growth within flood control systems was performed quarterly. Final Status Report on Program Objectives for FY 2023-24 12 DEVELOPMENT RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS 1. Increase consumption of local agricultural and value-added products by expanding marketing and education at the local,national, or international levels. The Department procured the services of a non-profit organization,Malama 0 Puna,to develop a county-wide plan to reduce the population and incidents of destructive activities by feral pigs. Malama 0 Puna submitted a final report on their program to educate the residents of lower Puna on safely handling and consuming feral pig protein. The educational video has been produced and is available for viewing. The Department and Network Specialist's facilitated six Resort Local Food Purchasing Initiative steering committee meetings to develop baseline resort local food purchasing data,identify challenges and opportunities, and plan a series of events to increase participation in this initiative in 2025. 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. The Department procured the services of the Hamakua Institute to prepare an economic study for a commercial feed mill producing a gorse-based livestock feed to support the livestock industry. A report was sent to the 2025 legislature. The Department engaged with the Hawaii Department of Agriculture(HDOA) to support their efforts to locate and control the Coconut Rhinoceros Beetle in Waikoloa. The Specialist is serving as a liaison between the County departments and the State agency. The Specialist is the Chairman of the State Task Force for a wild protein donation study that will also review the state's slaughter capacity. The Department of Agriculture worked with the Specialist to select the University of Hawaii as the contractor to develop the study. A report was sent to the 2025 legislature. The Department worked with the University of Hawaii at Manoa, College of Tropical Agriculture and Human Resilience, to hire an Extension Agent to support the Pacific crops and indigenous plants producers. The Department supported half of the position's expenses. Six Month Progress Report on Program Objectives for FY 2024-25 1 RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS The Department supported the October 2024 Agri-Policy Summit to develop the agenda, compile relevant resources, and present on the 2024 agricultural research results, upcoming county initiatives, and the Agriculture Theft form to 150 attendees. The outcome of the Summit was a draft Agri-Policy Collective Action Roadmap. The Department conducted statewide research through developing and distributing a survey,hosting in person and online producer workshops, and conducting a literature review of existing plans and producer assessments to support the HDOA identify the systemic barriers impacting producer economic viability. The statewide survey had 549 responses, and the 11 workshops had 207 participants. This research informed the HDOA's 2025 legislative priorities, strategic plan, and the State Interagency Sustainable Food Systems Plan. This research was presented at Hawaii Farm Bureau Conference,Hawaii Agriculture Conference, and other producer related events. The Department supported HDOA to draft 2025 legislation and justification sheets related to Biosecurity,Aquaculture,Agriculture Statistics and Research, Agricultural Loans, Climate Resilient Food Systems Equipment and Infrastructure, and an Extramural Resource Program. 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. The Department partnered with the National Migrant and Seasonal Head Start Association to distribute the USDA Farm and Food Worker Relief Grant Program at four locations. The program distributed a total of$421,800 to 703 farm and food workers. The Department supported the planning and facilitation of the annual Transforming Hawai'i Food Systems Together statewide food systems summit on December 9th—10th at UH West Oahu. The event convened over 200 stakeholders from across the state to share research findings,plan initiatives, and prioritize food and agricultural policy. The 2024 Summit Theme was Z.E.R.O. Hunger (Zero Hunger,Equity,Resilience, and Opportunities). Six Month Progress Report on Program Objectives for FY 2024-25 2 RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS The Department supported the planning and facilitation of the Kohala Water Summit on August 1,2024,with over 150 attendees that informed agricultural water planning. The Department supported the facilitation of six North Kohala action working group meetings focused on production,farmer wellness,water,land, housing, energy, and food access. The meetings will inform the Community Food Security Plan, and the Agriculture and Food Systems Plan related to North Kohala. The Department facilitated four Hawaii Island Food Alliance network meetings and five steering committee meetings. The network meetings provided partner updates and hosted presentations on Food as Medicine Programs, Statewide Food Insecurity Research,Farm to School Network Initiatives, CTAHR Seeds of Wellbeing Program,Universal Free School Meals, SNAP Cliff, and State Climate and OSCER Office Resources. 4. Support farm to school,place based, agriculture, and garden-based nutrition education programs that promote environmental stewardship and improves educational and health outcomes. No new activity for this reporting period. • • Six Month Progress Report on Program Objectives for FY 2024-25 3 RESEARCH & DEVELOPMENT �.._.-..........�.-em....,T.ee..=v -,.®-.."�t.+...�......:.._.... -u" .."'rr.....��+.r._,-a+.e-...-.'-aY-..+.... ....._Ttw--"`--.—°'................._u»,..<r '8""""�'✓.--..-'-s^.-....-...._.ar.--wew-= TOURISM As tourism recovers from the pandemic and focuses on regenerative tourism and improving resident sentiment,the Tourism Program objectives aim to protect the health and well-being of residents and visitors, as well as timely response to shifting market demands. 1. Increase 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). July—December 2024: Hawaii Island Showcase was conducted in Houston, Austin,Dallas and Plano to increase visitor arrivals from the Texas region, at which 11 visitor industry partners and six cultural ambassadors were represented. The event reached 127 travel advisors and wholesale regional sales partners, 150 travel and airline associates. MCI event was held at the Kahilu Theatre at which 72 industry partners participated to get updates, network and learn about regenerative tourism activities. Promotional activities including the Pono Pledge and culture education were provided at the Aloha Festivals, CNHA Annual Conference where over 5,000 individuals were reached. Sponsorship of Hawai`i Island golf course promotion was featured in Links Magazine and reached 1.5 million people, as well as a pilot project"0 Hawai`i Ka Mokupuni, '0 Kamehameha Ke Ali`i" to provide culture education to university students in Spring Semester 2025 at UH Hilo. 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. Research and Program Development: Developed Honuaiakea workshop in collaboration with the Edith Kanaka`ole Foundation to conduct indigenous science in January 2025—three meetings convened. Developed the Agtourism Pilot Project and FAM Tour in collaboration with HATA and IHVB—four meetings convened. Developed the Pono-Based Communication initiative in collaboration with IHVB—six meetings convened. Projects will be implemented in the next six months. Trifecta (Academia, Community/Industry, Government) Collaboration: Coordinated the quarterly Community Steward Network meeting at Kahalu'u Bay where 15 stewards participated. Partnered with the Hawai`i Executive Collaborative and Rediscovering Hawai`i's Soul Network in developing the Six Month Progress Report on Program Objectives for FY 2024-25 4 RESEARCH & DEVELOPMENT TOURISM Tourism Accelerator Hui and the carrying capacity project. There were three convenings in which over 35 multi-sector partners participated in each. Partnered with 20 trifecta stakeholders in developing the systems change framework for embedding Indigenous Science in Tourism—continued to develop. Partnered with 24 Cities Forward members to conduct community of practice around Regenerative Tourism—a specific project was not identified. Partnered with HTA in updating the Destination Management Action Plan—two meetings convened and the process to begin in February 2025. Investment and Capacity Building: Advocated for philanthropic support for community steward programs to the Kosasa Foundation and Hawaii Community Foundation—three meetings convened. Prepared Request for Proposal(RFP) for American Rescue Plan Act (ARPA)—Tourism and Research and Development(R&D)Impact Grants—six meetings convened with R&D staff and Amplifund staff. Six Month Progress Report on Program Objectives for FY 2024-25 5 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT & INTEGRATED ECONOMIC REVITALIZATION 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. Over the last six months,we collaborated with local businesses to execute 23 contracts under the Small Business Economic Recovery and Support RFP, distributing over$1.4 million in grants ranging from $3,000 to $75,000. These grants empowered businesses to recover from the impacts of the COVID-19 pandemic while fostering long-term resilience. The funded initiatives reflect a commitment to ecosystem health, cultural preservation, and economic diversification,with examples spanning agriculture, eco-tourism, and technology, advancing Hawaii Island's regenerative economy. Our Native Hawaiian Women Development Initiative began hosting ongoing monthly meetups in September and October 2024. The resulting meetups were designed to address systemic barriers and promote collaboration by creating a safe and inclusive environment. In these beginning meetups, participants gained access to resources like tax services,mentoring, and networking opportunities that are often out of reach. These sessions encouraged open discussions on challenging topics, ensuring women receive clear and actionable answers to questions that might otherwise go unaddressed or deferred. Feedback from the • meetups has been instrumental in identifying and addressing specific needs, further breaking barriers to business growth. 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. The Small Business Recovery Grants have enabled 23 businesses and nonprofits to launch impactful initiatives aligned with sustainability, cultural preservation, and economic diversification. Among the highlights were efforts to develop sustainable food systems, such as Hawaii Institute of Pacific Agriculture's work regarding regenerative agriculture and Punachicks Farm focused on enhancing local food production infrastructure. In eco-tourism, Starseed Ranch was fostering environmental stewardship through immersive retreats,while Kirpal Meditation Center integrated ecological mindfulness into visitor experiences. Six Month Progress Report on Program Objectives for FY 2024-25 6 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT & INTEGRATED ECONOMIC REVITALIZATION Cultural preservation remained a focal point,with organizations like Kai `Opua Canoe Club and Laupahoehoe Train Museum hosting events and programs that celebrated and protected Hawai`i's heritage. At the same time,workforce development and innovation were driving local businesses such as Hilo Beauty College and Mystic Closet,which continued expanding opportunities for skill- building and creative entrepreneurship. These projects collectively represent Hawaii Island's commitment to advancing a regenerative economy, combining ecological health, cultural richness, and social resilience for long-term prosperity. 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. In September 2024,we began publishing a monthly newsletter to share vital resources and opportunities with the community. Social media became a key extension of this effort, amplifying opportunities like the Impact Grant. Posts highlighting this grant achieved a reach of 238 users on Facebook with 15 interactions and 2,700 users on Instagram with 210 interactions. This outreach not only increased awareness,but also connected businesses to critical funding opportunities, demonstrating the power of strategic communication. By reimagining government processes,we developed a meetup model shaped by stakeholder input,welcoming business owners into an informal,family-friendly environment. The way we implement this model focuses on creating a welcoming and inclusive space where participants feel safe to share and collaborate. These potluck-style gatherings encourage the exchange of food, stories, and knowledge,fostering trust and genuine connection. Discussions are informal and guided by facilitators in a way that feels organic rather than overly structured, allowing participants to naturally address challenging issues and explore creative solutions. With experts and partners present, participants gain access to real-time resources and support,while feedback from past and ongoing meetups ensures future topics remain relevant and responsive. This approach empowers participants to connect,learn, and innovate in ways traditional formats often fail to achieve. Six Month Progress Report on Program Objectives for FY 2024-25 7 RESEARCH & DEVELOPMENT ENERGY 1. Advance the production of energy from waste. a. Solicit-third party financing with technology providers to advance the use of existing solid waste and wastewater molecules to produce renewable, green sources of energy. The production process will not include incineration(burning) of biomass. An RFP was drafted to incorporate the various renewable sources of energy molecules along with the associated production,storage,transport, dispensing and uses of energy molecules. 2. Transform the County fleet and implement according charging and fueling infrastructure. a. The County will transform the fleet of vehicles to battery and fuel cell vehicles for the purpose of reducing energy load and greenhouse gas emissions. Continued to work with the vendor to implement the fleet and EV charging stations. 3. Reduce the energy load at County facilities. a. The facilities will have improved management of the electricity load, along with onsite energy generation if appropriate. No new activity for this reporting period. Six Month Progress Report on Program Objectives for FY 2024-25 8 RESEARCH & DEVELOPMENT RESOURCE CENTER 1. Maintain R&D Resource Center System. a. Provide data and information support to County Agencies. No new activity for this reporting period. b. Provide research assistance for R&D program areas. No new activity for this reporting period. 2. Evaluate and monitor R&D Program Impacts. a. Analyze results of R&D-funded projects for economic, social, and environmental impacts. No new activity for this reporting period. 3. Provide Grant Support. a. Assist R&D program areas with grant technical assistance and grant writing. Managed the National Fish and Wildlife Foundation $2 million National Coastal Resilience Fund grant award for the "Creating a Community-Based Hilo Bay Resilience and Watershed Management Plan" project submitted by the Resource Center in 2023. Managed the"Creating a Community-Based Hilo Bay Resilience and Watershed Management Plan" project on behalf of the County. This project would address long-standing impaired waterbodies within the largest watershed in the State,which affects a resident population of 44,186, a commuter-adjusted daily population of 55,205,and an average daily visitor census of approximately 7,081. The recruitment of volunteers began for the project's Community Advisory Committee. The distribution list for the committee included 57 individuals representing community,nonprofit organizations, educational institutions, and government agencies. b. Support the Department's Innovation Grant program Procured the AmpliFund online grant management system and implemented R&D's first online grant submission portal. Six Month Progress Report on Program Objectives for FY 2024-25 9 RESEARCH & DEVELOPMENT FILM & CREATIVE INDUSTRIES 1. Promotion—Showcase Hawai`i Island as a leading destination for media and creative production, both locally and globally. Promoting locations and local businesses on media and content platforms. LMGI (Location Managers Guild International)Awards provided the opportunity to network with Location Managers,Film Commissioners, Producers and other industry professionals from around the world. AFCI (Association of Film Commissioners International)Week provided the opportunity to network with Film Commissioners and industry professionals from around the world. American Film Market—The state and county film offices contributed to sponsor part of this event. As a sponsor,we were given a booth to promote our individual islands and our state as a whole. Two-page spread in the World of Locations magazine promoting the state and individual counties. 2. Support—Assist local and incoming creative projects with film permits, crew identification and resources,while fostering industry networks. Six film permits were approved. We received about 50 inquiries by phone and email about local resources for filming. Out of the 50 inquiries 25 led to permits on the Island. 3. Community Engagement—Activity involve and empower the local and creative community, fostering collaboration and workforce development within the industry. Create pipelines where schools will be able to learn firsthand from industry professionals and receive credit. Foster industry stability and innovation through outreach and engagement efforts. During our Native Hawaiian Women's Development Initiative(NHWDI) community engagements,we were able to gather data from our participants to help us shape what a creative film space could look like when we are ready to plan and build it. Will continue to meet with film and creative industry individuals to move this project forward. We have had three events so far. Six Month Progress Report on Program Objectives for FY 2024-25 10 RESEARCH & DEVELOPMENT FILM & CREATIVE INDUSTRIES 4. Education and training—Offer workshops and training programs on sustainable content making practices for industry professionals and students. Develop a certification program for productions that adhere to high sustainability standards in Malama `Aina and Pono Pledge efforts. No new activity for this reporting period. Six Month Progress Report on Program Objectives for FY 2024-25 11 RESEARCH & DEVELOPMENT IMMIGRATION 1. Proactively deliver information about family-based petition,permanent residency, naturalization, and citizenship process to immigrants and to prospective and new citizens. Provided mini-info sessions to constituents on how to complete various immigration forms. Reviewed applications for naturalization and green cards on a daily basis. Continued to provide immigration information and answers to immigration related issues to government agencies, service providers, employers and workers in both Kona and Hilo. Attended Department of Human Services and U.S. Citizenship & Immigration Services (USCIS) quarterly stakeholder's virtual meetings to keep abreast of new and amended immigration laws, procedures, and programs. Participated in a virtual stakeholder meeting hosted by the UCIS Honolulu Field Office to receive important updates from local leadership and raise concerns regarding operations at the local field office. Attended virtual meetings hosted by USCIS on ACA Marketplace open enrollment,Advance Parole, employment and family-based options for DACA recipients. Attended the Affordable Care Act and Communities of Color: Post-Election Implications for Healthcare. 2. Expand community outreach programs and services to assist immigrant communities in accessing community resources and services. a. Expand network of partners supporting immigrants. Attended the Office of Language Access (OLA) quarterly strategic planning virtual meetings to review OLA's mission and functions, create goals and objectives, and establish an action plan that aligns with Department of Health's strategic plan for a determined period. Attended the Hawai`i Coalition for Immigrant Rights (HCIR) monthly meetings. HCIR advocates for immigrant rights on a policy level. Six Month Progress Report on Program Objectives for FY 2024-25 12 RESEARCH & DEVELOPMENT IMMIGRATION Attended virtual monthly meetings with the Legal Aid Society of Hawaii, The Legal Clinic,UH Refugee Clinic, and Hawai`i Island Justice Center to share information and expand access to immigration services in Hawaii. Participated in two webinar sessions hosted by U.S. Department of Health and Human Services on understanding and responding to labor trafficking. Served as a panelist on two days of training, one in East Hawaii and one in West Hawaii, provided police officers with in-depth knowledge about Micronesian history,traditions, and societal norms. Topics covered included the unique cultural practices of various Micronesian subgroups,the challenges faced by Micronesian immigrants, and effective communication strategies to foster trust and cooperation. Participated in a discussion with Department of Education's Education for Homeless Children and Youth (EHCY) program regarding transportation problems in the Oceanview area to alleviate issues causing low attendance rates for the students on the West Side, especially the Marshallese community. Served as a panelist at Carrying Culture: Micronesia with MU-BI workshop at the Native Hawaiian Convention. The session offered a workshop to center Micronesian knowledge and expertise and address historical and contemporary justice issues and focus on an overview of the region and Culturally Sustaining practices based on understanding key Micronesian cultural norms and delivering professional practices in ways that support those norms while promoting success. Conducted a mini training on Employment Authorization Document application to staff and 24 residents at Ulu Wini. b. Inform and engage community groups and other networks on immigration issues. Continued to provide information on immigration and related issues to the Department of Motor Vehicles,Housing and Community Development,and Social Security Office to better serve immigrant clients. Provided public benefit information available to immigrants to health service providers and government agencies on Hawai`i Island. Six Month Progress Report on Program Objectives for FY 2024-25 13 RESEARCH & DEVELOPMENT IMMIGRATION c. Work with the Consulate General Offices to provide outreach services in Hawai`i County. Continued to be the liaison for citizens of the Philippines,Mexico, Marshall Islands, Federated States of Micronesia, and Republic of Palau with the Consulates on Oahu and the continental U.S. Assisted with renewal of passports, I-9 issues, birth certificates, obtaining documents, travel documents, and other immigrant issues. Continued outreach to and discussions with consulate offices of Guatemala, Honduras,El Salvador, Thailand, and Vietnam to determine interest in participating in future outreach events for citizens of these countries. Continued planning and discussion with Philippine Consulate staff in Honolulu for a consular outreach to Kona on March 14-16,2025. Six Month Progress Report on Program Objectives for FY 2024-25 14 • RESEARCH & DEVELOPMENT WORKFORCE INNOVATION & OPPORTUNITY ACT 1. The needs of businesses and workers drive workforce solutions and local boards are accountable to communities in which they are located. Convened a Hawaii County Workforce Development Board (HCWDB) meeting to address changes in board membership and developments within the county. Social media platforms were established for the American Job Center Hawaii (AJCH), along with the launch of a website that would allow users to access services online. Participated in 11 events designed to enhance outreach efforts for partner programs and on-the-job services. Attended a meeting in Phoenix Arizona between the Executive Directors of Phoenix and the HCWDB administrative staff to discuss board roles, membership and strategies for addressing shared issues which included the delegation and enforcement of the American Job Center infrastructure funding agreements. 2. The American Job Center provides excellent customer service to all jobseekers and employers and focuses on continuous improvement. The AJCH assisted 1,837 participants through in-person and phone-based services. 3. Develop and/or implement education and training programs that respond to labor market analysis within the region and relate directly to the sectors addressed in the Local Area Plan. Two new Commercial Driver Licensing (CDL) training providers were added to the Eligible Training Provider List(ETPL)for the transportation industry. Three providers from the ETPL were renewed,with a focus on the healthcare sector. Continued to seek additional service providers to expand the range of offerings available in Hawaii County. • Six Month Progress Report on Program Objectives for FY 2024-25 15 RESEARCH & DEVELOPMENT WORKFORCE INNOVATION & OPPORTUNITY ACT 4. The program services youth aged 16-24 who are not in school and are not working. Attended the National Association of Workforce Development Boards (NAWDP) Youth Symposium to examine how WIOA performance measures are being addressed nationwide,particularly in light of the challenges faced in meeting the PY22 performance metrics. 5. Meeting eligibility requirements of WIOA. Continued to collaborate with the State Workforce Development Division to finalize operating and program budgets for PY23 as well as for PY24. Participated in performance measure meetings with USDOL and the state to finalize performance goals for PY24 and PY25. 6. Oversees the management of the American Job Center Hawai`i (AJCH)where program participants and the public can access various services in a single location. Completed funding allocation in early July for the AJCH's Memorandum of Understanding(MOU) and Infrastructure Agreement(IFA). MOU and IFA were updated to accommodate additional partners and the expansion of in-house staff which included a dedicated phone system and improved internet access. Collaborated with partners to expand veterans' services. Request for Proposal was drafted to outsource the One Stop Operator service provider. Budget revisions have been made to allocate a higher percentage of funding for this RFP. Six Month Progress Report on Program Objectives for FY 2024-25 16 RESEARCH & DEVELOPMENT COMMUNITY WELL-BEING 1. In collaboration with the Mayor's Office,the Hawai`i District Health Office, and local advocates,promote community well-being by addressing subjects on public health and social justice and highlighting local, state and/or national champions on selected subjects. a. Identify at least six community well-being subjects to promote. In collaboration with the Alcohol & Drug Abuse Division of the Hawaii State Department of Health (DOH),the program secured funding for a project to raise awareness of opioids and coordinate a comprehensive response. The announcement of this initiative highlighted the Hawaii Island Fentanyl Task Force and the Big Island Substance Abuse Council(BISAC). This partnership with DOH resulted in a$478,400 grant to support the Task Force. In collaboration with the Hilo Benioff Medical Center Foundation and community partners,the program supported community focus groups on diabetes management. This partnership resulted in three focus groups with over 30 attendees providing valuable feedback from individuals living with diabetes. In partnership with the Mayor's Office,the Police Department,the National Alliance on Mental Illness (NAMI), and the Hawai`i State Rural Health Association, the program supported the Crisis Intervention Training(CIT) program in October 2024. CIT provides officers with essential information, education and greater awareness on mental health and effective response strategies for individuals experiencing mental health crises. The five-day CIT training,led by the Police Department,was successfully completed by over 20 officers. b. Draft a press release template on at least four subjects. The program developed a draft press release to announce the establishment of the Hawaii Island Opioid Response Network. This network which formalized the County's support to the Hawaii Island Fentanyl Task Force, was formed following the successful finalization of the Memorandum of Agreement(MOA)with the DOH and the multi-year professional service contract with BISAC. Six Month Progress Report on Program Objectives for FY 2024-25 17 • RESEARCH & DEVELOPMENT COMMUNITY WELL-BEING c. Disseminate at least two subjects via the Mayor's Office (press release,Facebook, etc.). The program drafted a press release announcing the development of the Hawaii Island Opioid Response Network. This press release was subsequently issued by the Mayor's Office on July 15,2024. d. Highlight at least two champions (health and/or human service providers) and their work. The press release, drafted for the Mayor's Office,highlighted two key champions: the Hawaii Island Fentanyl Task Force and BISAC. It recognized their crucial advocacy efforts in education,treatment, and support for individuals affected by drug use. The press release also emphasized the critical partnership with the Alcohol& Drug Abuse Division of the DOH. 2. Collaborate with the R&D Early Childhood Resource Coordinator and participate in committees and working groups conducting preliminary planning and designing of local initiatives. a. Participate in at least four meetings. No new activity for this reporting period. 3. Collaborate with the Hawai`i Island Prevent Suicide Taskforce and support dissemination of prevention activities. a. Participate in at least four meetings. The program specialist attended two meetings. Attending these meetings provided valuable learning opportunities for the program. This increased understanding of suicide prevention and its needs led to the development of an RFP and the subsequent allocation of$1,000,000 in funding for this fiscal year. 4. Support the planning of community health initiatives with an emphasis on equity and inclusion that inform policymaking and implementation of programs. a. Participate in at least four meetings involved with youth mental health initiatives. The program specialist supported the Mayor's Office at the Hawaii County • Six Month Progress Report on Program Objectives for FY 2024-25 18 RESEARCH & DEVELOPMENT COMMUNITY WELL-BEING Mental Health Summit on September 20,2024. Over 30 stakeholders participated in the summit which offered learning opportunities about adult and youth mental health issues and barriers to care and services. The specialist also briefly announced the County's intention to release an RFP to support multi-million-dollar mental health resilience programs. 5. Collaborate on the County's effort to establish an island wide community navigator program through research and planning support. No new activity for this reporting period. 6. Support community-based efforts on disaster resilience and health and human service coordination including,but not limited to,participating in at least four Citizen Corps meetings, Community Action Network(CAN)meetings, and Regional Health Partnership meetings. The specialist attended three Citizen Corps meetings and supported the update of the Project 360 Ohana Booklet. This booklet provides valuable disaster preparedness education and resources and continued to be distributed throughout all four districts in 2024. The specialist also assisted the Citizen ' Corps in creating an activity calendar to help organize numerous emergency response training opportunities. In addition,the specialist attended three Community Action Network(CAN) meetings, contributing to increased awareness of community resources and services. Six Month Progress Report on Program Objectives for FY 2024-25 19 This page intentionally left blank RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS 1. Support three programs to increase consumption of local agricultural and value-added products at local,national, or international levels. The agriculture program supported the local food distribution programs for Lai Opua,The Food Basket, and Hui Malama Ike Ala Ulili. Their programs distributed local agricultural food products to the elderly,under-resourced, and Native Hawaiian elementary school children. The Hawaii Tropical Flower Council and Hawai`i Floriculture and Nursery Association concluded their promotion and marketing programs with the Celebrations program in the Fall of 2023. Canadian,U.S. and Hawaii-based floral designers were invited to learn how to incorporate tropical flowers into the wedding industry. Supported HB2278,Act 199,Macadamia Nuts,labeling requirements to protect the Hawaii macadamia nut industry. Foreign nuts continued to be imported and packaged under the Hawaii label which undercuts the prices local producers receive. 2. Support four programs to improve the quality,productivity and safety of agricultural producers, systems and products through critical, effective, and timely research, development, and education. The Department of Research and Development signed a Memorandum of Agreement(MOA)with the University of Hawaii at Manoa, College of Tropical Agriculture and Human Resources (CTAHR) to fund 50% of two additional Extension Agents for Hawai`i County. The two agents would support and educate livestock and indigenous crop producers and home gardeners. Supported a proposal by Malama 0 Puna to develop a community-led program to reduce the environmental and agricultural damage from feral pigs. A video was produced to show how to dispatch a trapped pig, skinning and butchering procedures and preparation to marinate the meat to make smoked meat. This included a summary of the safety precautions to avoid exposure to infectious microorganisms. The department contracted with the Hamakua Institute to conduct an in-depth economic analysis of Hawaii Island's agricultural sector. This study focused on identifying key clusters of economic opportunity, assessing the potential for job growth, and developing strategies to enhance productivity and competitiveness. By examining areas such as Diversified Healthcare, Knowledge &Technology, Final Status Report on Program Objectives for FY 2023-24 1 RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS Agriculture & Food, and Hospitality& Experience,the analysis provided actionable insights to support workforce development and drive sustainable economic growth within the island's agricultural landscape. 3. Support two programs for methodology development or farmer training to expand agricultural industries and methodologies, such as hydroponics, aquaculture, aquaponics,natural farming, and new crops. Unable to support two programs for this fiscal year,however,the Department was able to assist one program. The Department continued to work with Maria Haws,Director of the Pacific Aquaculture and Coastal Resources Center and Rhiannon Tereari`i Chandler- `Iao,President,Waiwai Ola Waterkeepers Hawaiian Islands to gather legislative support for a marine aquaculture park in Hilo Bay. The intent would be to relieve interested producer(s) of the burden and costs of applying for the state and federal permits to allow for open water aquaculture of bi-valves and limu, the first in the state of Hawaii. 4. Support two research, control, and education programs to reduce the negative impact of invasive species on agricultural crops and livestock, forests, and the community. Reached out to Hawaii Department of Agriculture (HDOA) to set up regular meetings with Maui and Hawaii County to get updates on efforts to survey and control Coconut Rhinoceros Beetle. HDOA Deputy to the Director,Dexter Kishida continued to have quarterly meetings with the counties to cover invasive species and all other agricultural concerns. R&D continued to communicate with Hui Ho`olako for Hawaiian Initiatives on the progress of the gorse project on Hawaiian Home Lands. They have developed a preliminary feed recipe with gorse, macadamia nut shavings and algae by-product, but the protein level needs to be increased from 10-16%. They have moved the pelletizing process to a site in Kawaihae and they will have a UH Manoa researcher conduct the final recipe development and grow out trials. The required report to the 2024 Legislature was submitted to the Department of Hawaiian Home Lands and provided to the County Council. Final Status Report on Program Objectives for FY 2023-24 2 RESEARCH & DEVELOPMENT RIM AGRICULTURE & FOOD SYSTEMS The Agriculture Specialist volunteered to lead the State Task Force on Meat Processing Capacity. Bill 54, SLH 2023, developed the plan to get uninspected wild game to be processed and distributed to the under-resourced community, including the homeless. This was based on similar programs in Wisconsin,Utah, and Michigan. The Specialist continued to work with the State Veterinarian, HDOA,Department of Land and Natural Resources (DLNR), and other appointed personnel to look at laws that needed to be amended,the slaughter capacity of the state and what would be needed to increase our capacity and determine who is willing to distribute the game protein. 5. Support a program to develop methodologies for and education of producers and vendors to reduce the incidence of agricultural theft. The Agriculture Specialist developed a self-reporting form for agricultural theft. This form will be filled out by the producer or reporting representative. The report rate is low, and this form was intended to increase the number of reports to the police and increase the statistics of ag theft and trespass. The increased statistics will help to justify the effort for more support to combat ag theft. 6. Support a program to preserve agricultural lands by seeking improvements to existing systems designed to conserve soil and water, including grubbing and grading policies and landscape level programmatic applications. No new activity for this reporting period. 7. Support the facilitation and collaboration of food system and local agricultural partners and networks through: a. five Hawai`i Island Food Alliance (HIFA)meetings; Facilitated four HIFA meetings on July 18th,September 19th,October 31st, and December 5th. b. five Hawaii Island Agriculture Partnership (HIAP)meetings; Attended monthly Executive Committee meetings and one in-person partnership meeting with 60 participants on December 5th in Waimea. Final Status Report on Program Objectives for FY 2023-24 3 RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS c. five Hawai`i Farm to School, Garden to Cafeteria, and/or School Garden Network meetings; Attended the Hawaii Farm to School Strategic Planning Meeting September 27th_28th in O`ahu. In addition,met with the Hawai`i.School Garden Network lead organization Mala'ai six times to develop the 3rd Annual School Garden Workday on October 21,2023. d. five Transforming Hawai`i Food System advisory meetings; Attended 20 planning meetings to support the development of the 2nd annual Transforming Hawaii Food System Summit. e. five Circular Economy Network meetings; and No new activity for this reporting period. f. 200 network partner meetings. Attended 132 network partner meetings. 8. Host an annual Food Summit that supports the further development and implementation of the strategic food system action plan. On July 27th,the department supported a regional level Food Summit in North Kohala. The event had over 150 attendees and addressed issues related to food access,land and water access, production,farmer wellness, housing, and energy. 9. Support the facilitation and collaboration of emergency food access network partners through at least five meetings annually to the further development and effective execution of the Emergency Food Plan. No new activity for this reporting period. 10. Annually,host two tabletop Emergency Food Plan exercises with relevant emergency food access network partners. No new activity for this reporting period. Final Status Report on Program Objectives for FY 2023-24 4 RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS 11. Identify partnerships, funding, and other resources that enable interventions with a focus on improving access and consumption of locally produced food among low- income Hawai`i residents. Attended monthly statewide Hunger Action Network meetings and supported the identification of the coalitions 2024 State Legislative Priorities. The Food Systems Specialist conducted a Countywide Food Access Needs Assessment and obtained 336 responses. 39% of the respondents indicated that they could access enough food and the foods they want to eat, 42% indicated that they are able to access enough food,but not the foods they want to eat. 12% indicated that they sometimes cannot access enough food and 7% indicated that they often cannot access enough food. The Food Systems Specialist supported the Hawaii Good Food Alliance with their first year of planning for the Hawaii regional food business center. The USDA Regional Food Business Center in Hawaii aims to improve access to and consumption of locally produced food among low-income residents by providing $3 million in support over three years. This funding was allocated through two key initiatives: Noi Hana, an RFP for Technical Assistance(TA), offers up to $100,000 per year for projects lasting one to three years, focusing on supporting producers and enhancing their operations. Additionally,non-competitive Business Builder grants accompany TA services to further bolster producers' efforts. Noi Kokua is an RFP for Business Builder Grants,which provides up to $100,000 (with a minimum of$15,000) for projects spanning one to two years, aimed at strengthening local food production. These programs will work together to build a more resilient local food system,ultimately benefiting low- income communities by improving their access to fresh,nutritious, and locally sourced food. 12. Support the development of projects, materials, and events that increase cooperation, innovation, and sustainability within the local food system. Supported the development and facilitation of the 2°d Annual Transforming Hawaii Food Systems three-day Summit in O`ahu December 13te through 15tn. The Summit brought together over 150 participants from across the state to identify and develop food systems' legislative priorities. Final Status Report on Program Objectives for FY 2023-24 5 RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS The Food Systems Specialist conducted meetings with State Legislators, and relevant partners to support the development of a State Level Farm Bill. The Food Systems Specialist participated in the Market Systems Development Program July—September and the Value Chain Assessment on Staple Crops, Technical Assistance Providers and Export Crops October—December with that Hawaii Island Agriculture Partnership. On Feburary 24th,the department supported a community faciliation training. The trained community failitators are supporting monthly meetings to faciliate community action items related to the North Kohala Food Summit. The West Hawaii Food Systems Network Specialist supported monthly community meetings in North Kohala related to moiving forward North Kohala Food Summit action items... The department supported the Mayors Sustianability Summit by hosting three Local Food Working groups in Kona,Puna, and Hilo. 13. Support the development of projects,materials, and events that increase access, consumption, education, and awareness of fresh local foods. Supported the development and execution of the 3rd annual School Garden Workday on October 21,2023. The event had 65 participants and took place at Hawaii Academy of Arts & Sciences,Honoka`a Elementary,Keonepoko Elementary and Kona Pacific Public Charter School. The event's educational workshops focused on food sustainability,kalo, ulu, uhi, and garden herbs. Supported the development of the Ulu Cooperative's Arbor Day Event on November 4th. The event included free educational workshops and samples of various ulu products. Participants who registered ahead and participated in a training received an ulu tree to take home and plant. Final Status Report on Program Objectives for FY 2023-24 6 RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS 14. Support the development and coordination of at least two gleaning or food recue programs that work to reduce food waste and increase fresh food access in local food assistance programs. The department awarded $91,500 to The Food Basket's Kokua Harvest program through the Innovation Grant. The Food Systems Specialist met weekly with The Food Basket's Kokua Harvest team to receive updates and support in mitigating any challenges. During FY 2023-24, the program harvested and distributed 59,335 pounds of produce. Kohala Harvest collaborated with the Out on a Limb gleaning program in the Seaview neighborhood. In addition,the department collaborated with The Food Basket to develop a Food Rescue Program and wrote a USDA-NRCS grant proposal which was not awarded. Final Status Report on Program Objectives for FY 2023-24 7 RESEARCH & DEVELOPMENT TOURISM As tourism recovers from the pandemic and focuses on regenerative tourism and improving resident sentiment, the Tourism Program objectives aim to protect the health and well-being of residents and visitors, as well as timely response to shifting market demands. 1. Increase the economic contribution of the visitor industry to Hawai`i Island by sustaining consistent visitor arrivals and expenditures through strategic marketing to targeted international and niche markets; public relations; activities that maintain direct air service; kama`aina visitor campaigns; and Conventions, Meetings, & Incentives (CMI). The contract with the Island of Hawaii Visitors Bureau was executed in October 2023 and implementation of the"Pono-Based Communication for Regenerative Tourism" program began. The following activities occurred: Rediscovering Hawai`i's Soul Briefing and Art Collab, and sponsorship of the Pono Pledge Ambassador at the Miss Hawaii Island whose platform is Regenerative Tourism. Planning for Travel Trade, CMI,Kama'aina Offers,Pono Pledge, International Outreach,Niche Market and Community Outreach continues. 2. Ensure that the Hawai`i Island visitor industry is place/community-based; strategically and sustainably managed to promote high quality of life for residents; and targeted at preserving natural and cultural resources to provide quality experiences for residents and visitors. These will be accomplished by: a. Supporting at least five initiatives that achieve responsible tourism through the annual R&D Innovation Grant Program, Hawai`i Tourism Authority (HTA) Destination Management and Community Programs, TSP Action Planning Cohorts, and Cultural Resilience Capacity Area Action Teams. The following initiatives were launched: Keaukaha Stewardship Program and media rollout; Cities Forward partnership with the U.S. Department of State,Local Governments for Sustainability (ICLEI),Resilient Cities Catalysts,the Institute for the Americas and the City of Fortaleza,Brazil. b. Supporting at least six initiatives that achieve the Pono-Based Communication, Place Based Education, and Infrastructure goals of the TSP through the TSP. Action Planning Cohorts and Cultural Resilience Capacity Area Action Teams. The following initiatives were launched that achieve the Place Based Communication goal: Kuikahi Na'auao Ho`ike in partnership with the Cultural Resilience Capacity Area Action Team,Waipio Valley Living Final Status Report on Program Objectives for FY 2023-24 8 RESEARCH & DEVELOPMENT TOURISM Library in partnership with UH Hilo,Pehea ka `Aina and Hokupa'a Community of Practices in partnership with departments countywide and community-based organizations. The following initiatives were implemented that achieve the Pono Based Communication goal: Held Honuaiakea sessions for Waipi`o and Keaukaha with products that provide place-based, culturally appropriate guidelines and rules; also,planning continued for the KIPA Certification Program for Tour Operators. c. Supporting at least five opportunities by June 2024 that: • Build capacity of the R&D Innovation Grant Program award recipients, HTA Destination Management and Community Program participants, TSP Action Planning Cohorts, Cultural Resilience Capacity Area Action Teams, and visitor industry stakeholders to sustain quality and culturally appropriate programs and products and sustainable destination management. The"Rediscovering Hawai`i's Soul" Briefing was coordinated for visitor industry stakeholders in October 2023 which provided information on scenario planning,four scenarios of Hawai`i's future, and opportunities for visitor industry representatives to engage in discussions on how their work may contribute to the preservation of Hawai`i's cultural heritage. • Promote "Pono Practices" and other efforts that address community needs and natural resource conservation through: — community and culture-based education for residents and visitors; — community and place-based marketing and promotions; — interpretive programs; and — activities and convenings of the TSP Action Teams, Cultural Resilience Capacity Area Action Teams, and other community networks. In partnership with the Indigenous Data Science team,the "Community-Based Steward Network" convened in August and October 2023 to build a community of practice around stewardship and economic diversification. Final Status Report on Program Objectives for FY 2023-24 9 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT 1. Transform Government Processes. a. Enable cultural practitioners to provide grounding for the County in moving toward a regenerative economy. Connections have been established with cultural practitioners engaged in lei making, hula halau,Hawaiian language,Hawaiian education, surfing, conservation,weaving, and farming. These practitioners were at various stages of business development, from those focused on making ends meet to those thriving. By facilitating connections,we fostered knowledge sharing that allowed practitioners with culturally aligned practices to provide insight into balancing cultural integrity with economic sustainability. This exchange supported the County's broader efforts toward a regenerative economy. b. Utilize indigenous knowledge or data science to make County processes/initiatives equitable. Although the Indigenous Data Science Specialist position was paused,we continued to explore how indigenous knowledge informs equitable County processes. Input from women entrepreneurs balancing business growth with cultural preservation helped shape initiatives which reflected both economic and cultural needs. Indigenous knowledge continued to play a central role in these efforts. c. Develop a mechanism to help identify priority community initiatives that align with Business &Industry Development Program goals. Priority community initiatives were vetted through talk story sessions, meetups, and the regenerative business index,modeled after the Aloha `Aina Economic Futures Assessment. This tool helped assess whether projects were ready for support, ensuring alignment with program goals and a focus on sustainable economic growth and cultural integrity. Final Status Report on Program Objectives for FY 2023-24 10 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT d. Establish a hub of resources and information to increase efficiency in identifying connections and opportunities. Development of the online resource hub continued, centralizing information for Hawai`i Island small businesses. The hub provided access to grants, resources, and opportunities shared through community meetings and outreach,which enhanced efficiency in connecting entrepreneurs with the support they need. e. Provide business and industry development program/policy recommendations to administration. No new activity for this reporting period. 2. Share Information. a. Communicate business trends and research including impacts to household wealth, ecosystem health, and utilization of indigenous data science. Business trends were communicated through regular talk story sessions, meetups, and workshops. Key sectors such as manufacturing and retail, particularly among wahine entrepreneurs,were highlighted. Additionally, discussions focused on how regenerative economy principles contributed to sustainability and ecosystem health,providing real-time information that supported entrepreneurs at various stages of their business journey. b. Communicate current regenerative economy advancements impacting businesses in Hawai`i. We shared updates on regenerative economy advancements,particularly in the manufacturing and retail sectors. Through talk story sessions and meetups, businesses adopting sustainable practices such as circular economy models and local sourcing were highlighted. This helped businesses understand how integrating indigenous values and regenerative principles can drive both economic growth and cultural preservation. Final Status Report on Program Objectives for FY 2023-24 11 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT c. Communicate resources or collaborative opportunities that enable the establishment of vital connections (to place, community,past&future, and our better self) for a regenerative economy. Collaborative opportunities were communicated through monthly meetups, talk story sessions,the Business and Industry Development Hub, and social media. These platforms connected entrepreneurs with resources that support cultural values and business growth. By fostering connections to place, community, and future,we helped businesses integrate regenerative principles into their operations while maintaining cultural and environmental alignment. • d. Summarize information and learning from industry meetings,workshops, festivals, conferences, or trade shows that align with program goals for R&D. No new activity for this reporting period. e. Build the reputation and exposure of Hawai`i grown businesses and their goods and services locally, nationally, and internationally as appropriate to advance and amplify a regenerative economy. Efforts to build the reputation of Hawaii-grown businesses included showcasing products at community events and sourcing refreshments from local businesses during meetups. This approach, coupled with discussions highlighting local businesses, demonstrated a commitment to supporting Hawaii-grown goods and services while contributing to a regenerative economy. 3. Support Collaboration. a. Provide technical assistance, coordination, and/or connection for industry meetings,workshops,festivals, conferences, or trade shows that advance a regenerative economy. Talk story sessions in Hilo and Kona, along with monthly meetups,provided technical assistance and foster connections that support the regenerative economy. These gatherings offered business owners access to programs such as Enterprise Zones,Business Modeling,individual and household support, Final Status Report on Program Objectives for FY 2023-24 12 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT and networking opportunities. This holistic approach ensured that businesses received the necessary guidance and tools to thrive while contributing to a sustainable and regenerative economy. b. Provide technical assistance, coordination, or connection to networks, agencies, associations, or organizations that seek a regenerative economy,resiliency, and equitable access to goods and services. We provided technical assistance and coordination through partnerships with organizations like the Native Hawaiian Chamber of Commerce. These partnerships connected businesses with resources that promote resiliency, equitable access to goods and services, and alignment with regenerative economic principles, ensuring they received the support needed to thrive in a community-focused economy. c. Create space for prospective and established resident entrepreneurs to connect around regenerative economy. Monthly meetups and talk story sessions have become vital spaces for entrepreneurs to connect,share ideas, and collaborate on regenerative economy practices. These gatherings fostered community-driven collaboration, enabling entrepreneurs to exchange knowledge and explore opportunities that promote sustainability, cultural preservation, and economic growth. d. Connect businesses to opportunities for participation in the development of a regenerative economy. Through meetings, collaborations, and partnerships,businesses have been connected to opportunities for funding,training, and collaborative ventures in the manufacturing and retail sectors. These connections helped businesses grow sustainably while contributing to ecosystem health and the broader regenerative economy. Final Status Report on Program Objectives for FY 2023-24 13 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT 4. Provide Resources. a. Fund community initiatives that enhance the viability of businesses for Hawai`i Island residents through ecosystem health and/or positive systems change. No new activity for this reporting period. b. Provide technical assistance to resident entrepreneurs that prioritize ecosystem health to enhance quality of life and business vitality for residents. No new activity for this reporting period. Final Status Report on Program Objectives for FY 2023-24 14 RESEARCH & DEVELOPMENT ENERGY 1. Collaborate with Hawaiian Electric and private developers to implement renewable energy resilience projects for the County of Hawai`i. No new activity for this reporting period. 2. Respond to energy dockets at the Public Utilities Commission that may have significant impacts in the County of Hawai`i. The activity continued to move forward in the various dockets but was impacted by the Lahaina wildfires for this reporting period. 3. Identify and implement energy efficiency projects to reduce the County energy load. a. Ensure that the County's procurement takes into consideration lifecycle energy costs, including utilizing any rebates, incentives, or private partnerships available. Continued to ensure that the County's procurement takes into consideration lifecycle energy costs. b. Collaborate with Hawai`i Energy to implement Strategic Energy Management strategies. We have coordinated with Hawaii Energy on the `Trade Up' refrigerator program. 4. Plan and implement renewable energy projects for the County of Hawai`i that have a significant return-on-investment. a. Explore the development of an energy revolving fund with savings from efficiency programs,public-private-partnerships, and performance contracting. Continued to work towards developing the basic structure/framework fund. b. Explore the development of a self-sustainable renewable energy base emergency fuel source that is transportable and has an unlimited shelf life. Issued RFI#$4444 which explored production, storage,transportation, dispensing, and uses of energy molecules from sources within County control, facilities, and where renewable energy is available. Final Status Report on Program Objectives for FY 2023-24 15 RESEARCH & DEVELOPMENT ENERGY 5. Support the refinement and implementation of energy-related General Plan and Community Development Plan strategies. Monitored the draft plans for development process,no change in strategies. 6. Collaborate with government and private partners on programs and projects aligned with energy goals, digital equity initiatives, and mitigation targets of the draft Integrated Climate Action Plan. a. Support the expanded use of alternative fuel vehicles, including within the County's fleet. Assisted with submitting two non-binding service addendums with Sustainability Partners. First there would be eight battery electric vehicles within R&D which would be available for shared use by various departments. Second would be to replace the existing/failing dual port charging stations located at the Aupuni Center,the County Building, and the West Hawaii Civic Center(WHCC). Additionally,there would be four additional stations at the existing `electrical EV ready' parking stations at the WHCC. b. Support the Mass Transit Agency (MTA)in the acquisition and deployment of zero emissions buses with supporting fueling and charging infrastructure. Support for MTA advancement(including grant applications)was highly active which included multiple meetings/calls per week with Center for Transportation and the Environment(CTE), SSFM,HNEI, NELHA,DOT- Planning, Corporation Counsel, Sustainability Partners, and other entities. c. Explore the use of byproducts of the West Hawai`i Sanitary Landfill,Hilo Landfill (closed), and wastewater treatment facilities as fuel sources. Started to develop a Request for Proposal(RFP)to solicit technology providers with financing to provide production, storage and dispensing of energy molecules from the embodied energy sources within County facilities. d. Support the expansion of the network of Electric Vehicle(EV) charging stations, vehicle-to-grid connections, and hydrogen fueling stations. See response 6.a. Final Status Report on Program Objectives for FY 2023-24 16 RESEARCH & DEVELOPMENT ENERGY e. Support the development of innovative, low-cost, efficient mobility systems including micro-mobility network, active mobility, autonomous vehicles, and mobility devise sharing. Data gathering and analysis have continued to perform as technological changes are constant. f. Develop a building energy benchmarking system for County buildings. We have completed and published the Energy Star-based,building use intensity report. g. Integrate all geospatial data about County facility fossil fuel use and cost into the Climate Viewer geodatabase created by the Climate Action Team. The baseline data gathering and analysis was completed. We continued to work with the Department of Information Technology to have access to the fuel master database in order to develop a more meaningful and informative reporting technology. h. Develop vehicle conversion roadmaps (plans and timelines) for departments that have not yet developed them. All timelines should transition fleets to zero emissions by 2040. No new activity for this reporting period. i. Develop waste reduction goals and benchmarks in partnership with the Department of Environmental Management's (DEM) Recycling Division. Reduction goals and benchmarks should be approved by the County Council. No new activity for this reporting period. j. Identify one to two department champions for climate change to mobilize a staff- level network for climate change and energy sovereignty within the County. No new activity for this reporting period. Final Status Report on Program Objectives for FY 2023-24 17 RESEARCH & DEVELOPMENT ENERGY k. Present projects and research to the community, conferences, radio/tv, and academic outlets. No new activity for this reporting period. 7. To close the digital divide in underservedlunserved communities, promote access to fast, reliable, and affordable fixed internet and mobile services and expand access to devices and digital skills with community partners specializing in workforce development,telehealth, education, and social connections. Twenty-four additional County locations connected to internet. Applied as a partner for the Digital Equity Competitive Grant with the Council for Native Hawaiian Advancement. Convened a total of 51 Broadband Hui Meetings for FY 2023-24. Attended and supported ten Broadband information meetings for all Hawai`i Island DHHL residents and rural communities in Pa'auilo,Kohala,Na`alehu, Oceanview and Kea'au. In coordination with additional state-wide entities, continued to assist organizing the first Digital Equity Innovations award. Surveyed more than 50 individuals on their home internet. The survey included how they are able to access the internet and devices, and the current needs with their community. 8. Expand understanding and integration of malama 'aim practices and values in relation to environmental change. a. Finalize&publish government-asset-focused Integrated Climate Action Plan (ICAP) in partnership with the Department of Planning and other County departments. Published ICAP on July 1,2023, and encouraged implementation through applying for over$10 million in grant funds. Received$350,000 as of June 30,2024. Final Status Report on Program Objectives for FY 2023-24 18 RESEARCH & DEVELOPMENT ENERGY b. Develop a database and dashboard of County-specific climate indicators. Integrate dashboard with the energy, food,tourism, workforce development, business development, health and wellness, and broadband programs. Developed a pilot dashboard; functional expansion continued. c. Increase educational outreach around climate change by playing the Climate Action Game in ten schools and conducting five public outreach events. Attended five outreach events and promoted the interactive climate game. Final Status Report on Program Objectives for FY 2023-24 19 RESEARCH & DEVELOPMENT RESOURCE CENTER 1. Manage Data, Information, and Knowledge Systems. a. Develop and manage a data, information, and knowledge management system. • Maintain the Hawai`i County Data Portal, a repository of quantitative data about and relevant to Hawai`i Island. R&D has supported this University of Hawaii Economic Research Organization (UHERO) data portal for several years. Current data portals hosted by the Department of Business,Economic Development, and Tourism (DBEDT) https://dbedt.hawaii.gov/economic/county-data- portal/and by UHERO https://uhero.hawaii.edu/uhero-analvtics/have replaced the need to expend County funds for this service. • Maintain and expand a Hawai`i County knowledge management system that includes a library collection of printed and digital information and a collection of qualitative or intrinsic knowledge. Knowledge management was an ongoing process in which best practices, learning opportunities, and data and reports supporting innovative initiatives were shared daily with R&D staff, embedding practices of a continuous learning organization. • Explore the feasibility of additional digital government platforms. Released a Request for Proposals for a web-based grantmaking and data collection platform for R&D programs. The online system would create a streamlined paperless grant'system for R&D Impact Grants and other programs. • Develop and implement a program evaluation framework that measures the economic, social, and environmental impacts of R&D's funding and program activities. Evaluation framework was still in development as R&D programming changed. The new online grant management program would facilitate data collection for evaluation purposes. Final Status Report on Program Objectives for FY 2023-24 20 RESEARCH & DEVELOPMENT RESOURCE CENTER b. Provide data and referrals. • Provide easy access to data, information, and knowledge about and relevant to Hawai`i Island. Posted a curated directory of links to over 150 reputable sources of data and analysis on the R&D Data and Information webpage, covering a wide range of issues relevant to Hawaii Island for an equally wide variety of uses by agencies and the public. During this reporting period, created three new information pages: Community Engagement,R&D Reports, and Community Profiles with links to 54 U.S. Census Community Profiles for Hawaii County's 54 Community Designated Places. c. Advance Communications. • Manage R&D's web pages and public documents. Continued management of 42 webpages and related posted documents and information. • Monitor trends and research relative to R&D's work and communicate findings for internal departmental use. See response to l.a. above related to knowledge management. d. Provide ad hoc outreach and engagement to support business and community stability and ability to evolve to meet changing conditions and innovation. No new activity for this reporting period. e. Advance Innovation. • Support public and private sector initiatives that examine innovative ways to approach issues that affect quality of life—economic, social, and environmental—on Hawaii Island. Collaborated with the Agriculture Program, and the University of Hawaii at Hilo to develop a community-based oyster and limu aquaculture park in Keaukaha. This project would provide culturally appropriate entrepreneurial opportunities with low entry costs. In addition,the project was environmentally low-impact and added to the region's food security. Final Status Report on Program Objectives for FY 2023-24 21 RESEARCH & DEVELOPMENT RESOURCE CENTER • Adapt program evaluation framework for use by R&D and its partners. No new activity for this reporting period. f. Advance Balanced Development. • Coordinate County of Hawai`i cross-agency initiatives focused on balancing the environment, community, and economy. See reference to the National Fish and Wildlife Grant below. The Creation of a Community-Based Hilo Bay Resilience and Watershed Management Plan project focused on work that required robust cross- agency collaboration. • Collaborate with local, state,national, and international networks focused on balancing the environment, community, and economy. The Creating a Community-Based Hilo Bay Resilience and Watershed Management Plan referenced below in 2a was a highly collaborative project involving County, State,Federal, and community partners. The project continued to affect all aspects of island life including the environment,indigenous culture, sustainable economic development, and social equity. 2. Advance Innovation in Funding and Financing. a. Recommend funding opportunities. • Identify and recommend strategic funding and financing opportunities for the County of Hawai`i and for collaborative programs. Received notice of a$2,000,000 award from the National Fish and Wildlife Foundation's 2023 National Coastal Resilience Fund for the County's project, Creating a Community-Based Hilo Bay Resilience and Watershed Management Plan. Submitted a request for Technical Assistance funding from the U.S. Army Corps of Engineers to support the Hilo Bay Resilience and Watershed Management Plan. Final Status Report on Program Objectives for FY 2023-24 22 RESEARCH & DEVELOPMENT RESOURCE CENTER Submitted a proposal to the U.S.Department of Commerce Economic Development Administration in response to its Distressed Area Recompete Pilot Program (Recompete Pilot Program)Notice of Funding Opportunity (NOFO). Our proposal was not awarded. Just 24 awards were made out of 565 applications received. Collaborated with the R&D Grant Team on grant sourcing activities and providing technical assistance on grant proposals. • Seek opportunities to leverage funding with other agencies, foundations, philanthropists, impact investors, and other public and private entities. Explored the option of modifying/adding Community Designated Place geographical boundaries in urban regions to provide nonprofit partners' eligibility for USDA Rural Development Community Facilities low-rate long-term loans and grant program. After discussions with U.S. Census representatives and Planning Department staff,R&D decided to defer making boundary changes until the full impact of such changes is understood. b. Leverage and provide grant funding and/or technical assistance for collaborative projects that advance balanced development. Provided technical assistance to the Department of Environmental Management for its Solid Waste Infrastructure (SWIFR) Grant County of SWIFR(ena.gov). • Final Status Report on Program Objectives for FY 2023-24 23 RESEARCH & DEVELOPMENT FILM & CREATIVE INDUSTRIES 1. Strengthen and preserve Hawai`i Island communities and natural resources as an outstanding film location by maintaining an active online presence, locations information, and through strategic marketing and meetings with industry professionals, in collaboration with industry partners. a. Maintain the film program website with current content. Maintained the film program website and continued to create a new website with plans to migrate the hawaiiislandfilm.com to film.hawaiicounty.gov. b. Maintain the film program social media presence on Facebook, Twitter, and Instagram with current content for promotion and networking. Maintained County film accounts on Facebook(1,964 followers),Instagram (1,382 followers),X(formally known as Twitter) (1,786 followers) and Tik Tok(125 followers). The Hawaii Island Film Office had the most active social media film office within the State of Hawaii. c. Using YouTube as a tool, update and expand the photo library to include at least five new albums to market and share. YouTube was used as an archival digital location. Planned for deployment of Hawaii Island Location Pro, a robust new platform that had a library of videos & photographs. d. Place targeted print and online advertising in relevant industry publications to highlight Hawai`i Island's unique and diverse locations and competitive fmancial film incentives. Hawaii Island, along with a partnership with Film Offices of the Hawaiian Islands,was placed in the Location Guide Magazines and was the Title Sponsor for American Film Market in Santa Monica,the largest Film Conference in the USA. Final Status Report on Program Objectives for FY 2023-24 24 RESEARCH & DEVELOPMENT FILM & CREATIVE INDUSTRIES 2. Support local and incoming film and other creative economy projects by advising on permitting, locations, crew identification, and other project-specific factors and by publishing related guides and directories, in collaboration with permitting agencies and the Hawai`i Department of Business, Economic Development, &Tourism's (DBEDT) Creative Industries Division and Film Industry Branch. a. Support and/or participate in at least four festivals, conferences, or trade shows via traditional and evolving venues to advance and promote the creative economy on Hawai`i Island and provide networking opportunities for those industries. The Hawaii Island Film Office participated in American Film Market and Association of Independent Commercial Producers. The Maui Ola Concert raised over$225,000 on Hawaii Island to support those impacted by the wildfires on Maui. The event also was able to fill a 20' container of important supplies to the Maui Fire relief efforts. The event was shared on all local TV news stations and was streamed live on Kahilu Theater. Kahilu Theater statistics ranked the broadcast as one of its top three most viewed videos. b. Provide"on-island" support and resources, including but not limited to, permitting, industry referral and support services to creative industry professionals. Worked with UH West O`ahu,Hawaii Community College, and the Department of Education (DOE) to have Hawaii Island High School students graduate with an AS Degree in Digital Media with the possibility of also starting their bachelor's degree in the Academy of Creative Media West Oahu (UH). Continued to create a pipeline for our Hawai`i Island keiki to be able to further their careers and build upon the film industry here on Hawaii Island. Worked on creating an acting classes, screen writing classes, and producers' classes with International Cultural and the Arts Network (ICAN)who would be mentored by A-list film personnel. c. Maintain a comprehensive and current directory of creative industry contacts and local production resources. Began to develop a film directory platform with information regarding island locations, crew,talent, and local vendors. Final Status Report on Program Objectives for FY 2023-24 25 RESEARCH & DEVELOPMENT FILM & CREATIVE INDUSTRIES d. Support, facilitate and/or participate in four scouting tours or meetings with creative industry professionals including location scouts, producers, studio executives and independent filmmakers. Met with the following: • HBO executive Jay Roewe,who mentioned that if there was a Studio on Hawai`i Island to please call him immediately • Aghi Koh—AGC Studio Executive—wanted to put together a movie • Rick Schuller—Local 300—Location Manager—Known for movies like A Star is Born—Lady Gaga • Leann Emmert—Local 300—Location Manager—Transformers • Alison Week—Producer—Chaperone 3. Develop local film and creative industries by advocating for tax incentives; collaborating with workforce development, incubator, and accelerator initiatives; supporting local events, and developing a multi-purpose creative economy facility in collaboration with private landowners and investors, Hawai`i Technology Development Corporation(HTDC),Na Leo,the Hawai`i Department of Business, Economic Development, &Tourism(DBEDT) Creative Industries Division, other government agencies, and economic and business development organizations. a. Coordinate resources, services, and industry development strategies with public, private and government organizations and support programs and initiatives consistent with statewide creative economy initiatives. Worked with Film Offices of the Hawaiian Islands (FOHI)—made strides to collaboratively portray Hawaii as a destination film location. Spoke to the Rotary Club Kona& Kona Kohala Chamber on the industry build out. Coordinated with Chaperone—an independent movie written, shot, produced, and edited on Hawaii Island with a local cast and crew. It was selected for the Sundance Slamdance Film Festival out of 13,000 entries. Worked with the producer and director of"The Wind & The Reckoning"— 100% locally produced,written,shot, and edited on Hawaii Island during the peak of the pandemic.. The film employed `Olelo Hawaii as an element of the script; in addition,the film won all the U.S. film festivals it was entered in. Final Status Report on Program Objectives for FY 2023-24 26 RESEARCH & DEVELOPMENT FILM & CREATIVE INDUSTRIES b. Leverage and provide grant funding and/or technical assistance for collaborative projects that build Hawai`i Island's creative industries. The following projects received grant funding or technical assistance: • Chaperone—an independent movie written, shot,produced, and edited on Hawai`i Island with a local cast and crew. Selected for the Sundance Slamdance Film Festival out of 13,000 entries. • The Wind & The Reckoning—100% locally produced,written,shot, and edited on Hawaii Island during the peak of the pandemic. • Songwriters Festival—Lead Music Executives and Hawaii Island talent were part of the music mentorship program. Hand-selected Nashville & LA executives mentored the next generation in the music industry in an intimate,individualized setting. • ICAN—International Cultural&the Arts Network bridged the gap between Hawaii Island and the world in the form of film jobs. These positions were considered high end. • Aloha Shirt Festival Video Project—an innovative hands-on mentorship opportunity for eight local media high school students to work with three professional video mentors to broadcast and record the Aloha Shirt Festival runway shows. 4. Support ad hoc outreach and engagement of the film and creative industry communities to support the industries' stability and ability to evolve to meet changing conditions and innovation. Worked on creating conditions for potential Hawaii County film studio facilities that would meet film industry standards. Discussed locations around Hawaii Island with state administration and legislative officials, as well as interested film executives. Final Status Report on Program Objectives for FY 2023-24 27 RESEARCH & DEVELOPMENT IMMIGRATION 1. Proactively deliver information about immigration, citizenship, and the naturalization process to immigrants and to prospective and new citizens. Provided mini-info sessions to constituents on how to complete various immigration forms. Reviewed applications for naturalization and green cards on a daily basis. Continued to provide immigration information and answers to immigration related issues to government agencies, service providers, employers and workers in both Kona and Hilo. 2. Expand partnerships supporting immigration and citizenship. a. Expand network of partners supporting immigrants. No activity for this reporting period. b. Inform and engage community groups and other networks on immigration issues. Provided information on immigration and related issues to the Department of Motor Vehicles and to the Social Security Office to better serve immigrant clients. Provided public benefit information available to immigrants to health service providers and government agencies on Hawaii Island. c. Work with consular offices to provide outreach services in Hawai`i County. Continued to be the liaison for citizens of the Philippines,Mexico,Marshall Islands,Federated States of Micronesia, and Republic of Palau with the Consulates on Oahu and the continental U.S. Assisted with renewal of passports,I-9 issues, birth certificates, obtaining documents,travel documents, and other immigrant issues. Provided consular services such as passport renewal, notary services, authentication of documents, and addressing questions and concerns on matters related to immigration. d. Due to the COVID-19 Pandemic's health and economic impact; support the Mayor's Office, Civil Defense, and Hawai`i Department of Health in ad hoc outreach and engagement of immigrant communities. No activity for this reporting period. Final Status Report on Program Objectives for FY 2023-24 28 RESEARCH & DEVELOPMENT WORKFORCE INNOVATION & OPPORTUNITY ACT 1. Ensure that the needs of Hawai`i Island businesses and workers drive workforce development strategies and solutions. The Hawai`i County Workforce Development Board(HCWDB) assisted with the State Unified plans that would guide the state and counties workforce development activities. Administration staff were looking to expand current training offerings based on economic data of in-demand jobs and career opportunities. The American Job Center Hawaii(AJCH) attended numerous events to provide outreach to community members and community organizations creating connections that foster a holistic workforce environment. 2. Oversee management of the American Job Center Hawai`i (AJCH) and its partners to - provide a seamless system of service delivery for employers,their employees,those seeking employment, and other interested parties within the County of Hawai`i. Since its implementation, the American Job Center Hawaii served 28,272 customers that were walk-ins or callers. For the calendar year 2023 the AJCH has served 3,377 customers, and for calendar year 2024 the AJCH served 2,811. 3. Develop and/or implement education and training programs that respond to labor market analysis within the region and relate directly to the sectors addressed in the Local Area Plan. Addressed the needs and requests for the WIOA Adult and Dislocated Worker Service Provider by searching for additional training providers for in demand sectors. Hawaii CDL Safety Programs were approved to provide WIOA training in CDL A,B and with Endorsements including Air Brake, Combination,Tanker, and HAZMAT. Island CPR was approved to provide training for WIOA participants for Nursing Assistants and Medical Assistants.. Final Status Report on Program Objectives for FY 2023-24 29 RESEARCH & DEVELOPMENT WORKFORCE INNOVATION & OPPORTUNITY ACT 4. Support the development and provision of program services to youth aged 16-24 who are not in school and are not working to improve their educational and skill competencies, employability, and life skills. Sixty-five youth were served by the WIOA Youth Service Provider, Goodwill Industries of Hawaii. Fifteen Youth have reported unsubsidized employment. 5. Meet eligibility requirements of WIOA. The HCWDB Staff and Service Providers attended various training and convenings to bring the current WIOA Programs and Services into compliance with the Federal and State regulations. They included: • National Veterans Training Institute(NVTI) Training—Meeting requirements for veteran's priority of service. • Safal Partners and State of Hawaii Workforce Development Council Convenings—Learned about the requirements for local and state workforce boards when overseeing the WIOA programs and AJC's. Attended sessions of requirements for Sunshine Law by the State Office of Information Practice(OW) and the Attorney General's office. • Met with the United States Department of Labor,Employment and Training Administration to discuss WIOA plans,budgets, and issues that the Local Boards and Local Area staff were concerned about. Final Status Report on Program Objectives for FY 2023-24 30 • RESEARCH & DEVELOPMENT COMMUNITY WELL-BEING 1. In collaboration with the Mayor's Office,the Hawai`i District Health Office, and local advocates,promote community well-being by addressing subjects on public health and social justice and highlighting local, state and/or national champions on selected subjects. a. Identify at least six community well-being subjects to promote. Kuleana Health: Through its federally funded health literacy project,Kuleana Health,the program partnered with Community First,Inc.,the University of Hawaii, and other community partners to promote the following community well- being subjects with an emphasis on Culturally and Linguistically Appropriate Services (CLAS): • COVID-19 • Telehealth • Diabetes • Heart Health • Kidney Health • The project was approved for a no-cost extension until September 30,2023. National Public Health Week 2024: The program collaborated with the Hawaii District Health Office and Community First,Inc. for the 2024 National Public Health Week. In addition to two health fairs,April 9,2024,in Kona and April, 10,2024,in Hilo, the program supported the planning and development of the social media strategy. The program,through the collaboration, developed the daily messages during the week of April 1-7,2024. These messages were sent out to the communities through Community First's social media pages. • Civil Engagement • Healthy Neighborhood • Climate Change • Telehealth • Sexual Health • Emergency Preparedness • Future of Public Health Final Status Report on Program Objectives for FY 2023-24 31 RESEARCH & DEVELOPMENT COMMUNITY WELL-BEING b. Draft a press release template on at least four subjects. The program played a pivotal role in supporting the Hawaii District Health Office by drafting the County's press release for the 2024 National Public Health Week,which emphasized the crucial role of public health in protecting, connecting, and thriving communities. c. Disseminate at least two subjects via the Mayor's Office (press release,Facebook, etc.). The program's press release on the 2024 National Public Health Week was posted and disseminated via the Mayor's Office on March 25,2024. d. Highlight at least two champions (health and/or human service providers) and their work. The program highlighted Hawaii District Health Office and Community First,Inc. through the County's press release on the 2024 National Public Health Week. In addition,the social media message for the 2024 National Public Health Week highlighted free telehealth services through HawaiiUTelehealth (HUT) and sexual health services by Kumukahi Health+ Wellness. 2. Collaborate with the R&D Early Childhood Resource Coordinator and participate in committees and working groups conducting preliminary planning and designing of local initiatives. a. Participate in at least four meetings. No activity for this reporting period. 3. Collaborate with the Hawai`i Island Prevent Suicide Taskforce and support dissemination of prevention activities. a. Participate in at least four meetings. By actively partnering with the Hawaii Island Prevent Suicide Taskforce and regularly attending monthly meetings, the program specialist played a key role in securing essential county support for suicide prevention efforts. This resulted in the county providing a venue for the National Suicide Prevention Month event on September 30,2023, in Kailua-Kona. Final Status Report on Program Objectives for FY 2023-24 32 • RESEARCH & DEVELOPMENT COMMUNITY WELL-BEING 4. Support the planning of community health initiatives with an emphasis on equity and inclusion that inform policymaking and implementation of programs. a. Participate in at least four meetings involved with youth mental health initiatives. The program supported and participated in various community health initiatives that addressed youth mental health including: • Hawai`i Island Prevent Suicide Taskforce's monthly meetings • Mental Health Crisis Summit on August 11,2023 • Going Home Hawai`i Reentry and Restoration Summit on August 23, 2023 • Hawai`i Island Healthcare Conference on October 5,2023 5. Collaborate on the County's effort to establish an island wide community navigator program through research and planning support. No activity for this reporting period. 6. Support community-based efforts on disaster resilience and health and human service coordination including,but not limited to,participating in at least four Citizen Corps meetings, Community Action Network(CAN)meetings, and Regional Health Partnership meetings. The program,through the County Council,provided contracting and funding. support to Vibrant Hawaii for their resilience hub in Na`alehu, a crucial initiative addressing food assistance needs in this rural community. In addition, the program,through the County Council, provided contracting and funding support to the Hawaii Society of Obstetrics and Gynecology for their OBGYN residency rotation program. The program sponsored Community First,Inc's Hawai`i Island Healthcare Conference on October 5,2023,which resulted in over 350 attendees. The conference served the purpose of uniting healthcare, researchers, and policymakers to facilitate the exchange of ideas and insights while exploring, discussing, and planning the future of healthcare on Hawaii Island. The program, in collaboration with the Mayor's Office, successfully developed a MOA with the Hawaii State Department of Health (DOH) and secured $478,400 from the National Opioid Settlement Funds. Final Status Report on Program Objectives for FY 2023-24 33 RESEARCH & DEVELOPMENT COMMUNITY WELL-BEING The program specialist in collaboration with Community First,Inc. and Hilo Benioff Medical Center Foundation, actively participated in the healthcare workforce development working group. Convening efforts took place on March 21 and June 6,2024. The program specialist also regularly attended Citizen Corps meetings, Community Action Network(CAN) meetings, and Regional Health Partnership meetings during this period. Final Status Report on Program Objectives for FY 2023-24 34 24 • HIGHWAY FUND PUBLIC WORKS TRAFFIC DIVISION Traffic Safety Section 1. Investigate and process complaints and requests (not including projects)within 30 calendar days. A total of 33 out of 39 or 84.46% completed within 30 calendar days. Traffic Signs & Markings Section 1. Inspect and maintain as required 250 miles of county-maintained road per year(total of 1,000 centerline miles over four-year maintenance cycle)to address retro-reflectivity. o Performance measurement: 100% completion of annual inspections. Inspected 66.105 miles out-of 250 miles or 26%. o Performance measurement: 80% completion of all open traffic markings maintenance work orders. No maintenance markings work orders issued or completed. 2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year). o Performance measurement: 100% compliant. A total of 1,816 signs out of 3,768 signs or 48%. 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. Eight out of 16 or 50%. Traffic Signals & Street Lights Section 1. Investigate and repair all street light failures within ten working days. o Performance measurement: 100% completion. 277 of 279 or 99.28% completed within ten working days. 406 of 411 or 98.78% completed. Six Month Progress Report on Program Objectives for FY 2024-25 1 PUBLIC WORKS TRAFFIC DIVISION 2. Inyestigate and resolve all traffic signal timing and operational complaints within three working days. o Performance measurement: 100% completion. A total of 97 of 97 or 100% completed within three working days. 3. Preventative Maintenance Program: Fifty-eight state signalized intersections two times per year. o Performance measurement: 100% completion. A total of 58 of 58 intersections or 100% were inspected by the biannual deadline. Sixty-one county-signalized intersections one time per year. o Performance measurement: 100% completion. A total of 61 of 61 intersections or 100% were inspected by the annual deadline. 61 of 61 intersections will also be inspected a second time in the fiscal year. 4. Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual certification of 119 signalized intersections. o Performance measurement: 100% completion. A total of 119 of 119 or 100% (compliant). 5. Uninterruptable Power Supplies (UPS) annual inspections and/or replacement. o Performance measurement: 100% completion. A total of 119 of 119 or 100% (inspected). Six Month Progress Report on Program Objectives for FY 2024-25 2 PUBLIC WORKS HIGHWAY MAINTENANCE DIVISION 1. Continue island wide in-house resurfacing program and resurface a total of at least 36 road miles or 115 lane miles of pavement annually. Resurfaced 21.67 road miles of various County roads. 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. From July 1,2024 to December 31,2024 the.Highway Maintenance Division continued to meet the goal of grass-cutting and maintenance of six miles per operator/equipment per work day during a five-week cycle per district. Six Month Progress Report on Program Objectives for FY 2024-25 3 This page intentionally left blank PUBLIC WORKS TRAFFIC DIVISION Traffic Safety Section 1. Investigate and process complaints and requests (not including projects) within 30 calendar days. 144 of 161 or 89% (within 30 calendar days) Traffic Signs & Markings Section 1. Inspect and maintain as required 250 miles of county-maintained road per year(total of 1,000 centerline miles over four-year maintenance cycle)to address retro-reflectivity. o Performance measurement: 100% completion of annual inspections. • 256.50 miles of 250 miles (annual goal) or 103% completed o Performance measurement: 80% completion of all open traffic markings maintenance work orders. • 15 of 34 or 44% completed 2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year). o Performance measurement: 100% compliant. • 4,457 of 3,760 (annual goal) or 119% completed 3. Install new, and modify existing,traffic signs and markings to address safety concerns and work requests received from the public. o Performance measurement: 90% completion of all open safety-related work orders. • 128 of 145 or 88% Traffic Signals & Street Lights Section 1. Investigate and repair all street light failures within ten working days. o Performance measurement: 100% completion. • 120 of 294 or 41% (within ten working days) • 291 of 294 or 99% (total completed within the fiscal year) Final Status Report on Program Objectives for FY 2023-24 1 PUBLIC WORKS TRAFFIC DIVISION 2. Investigate and resolve all traffic signal timing and operational complaints within three working days. o Performance measurement: 100% completion. • 77 of 243 or 32% (within three working days) • 242 of 243 or 99% (total completed within the fiscal year) 3. Preventative Maintenance Program: Fifty state-signalized intersections two times per year. o Performance measurement: 100%completion. A total of 58 of 58 intersections or 100% were inspected by the biannual deadline. Sixty-nine county-signalized intersections one time per year. o Performance measurement: 100%completion. A total of 61 of 61 intersections or 100% were inspected by the annual deadline. Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual certification of 119 signalized intersections. o Performance measurement: 100%completion. 119 of 119 or 100% (compliant) Uninterruptable Power Supplies (UPS) annual inspections and/or replacement. o Performance measurement: 100%completion. 119 of 119 or 100% (inspected) • Final Status Report on Program Objectives for FY 2023-24 2 PUBLIC WORKS HIGHWAY MAINTENANCE DIVISION 1. Continue island wide in-house resurfacing program and resurface a total of at least 36 road miles or 115 lane miles of pavement annually. Resurfaced 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 2. Perform grass-cutting operations and maintain the standard of six miles (12 total)per operator/equipment per workday and the goal of a five-week cycle per district. For fiscal year 2023-2024, our grass cutting cycles are as follows: South Hilo 3 to 6 weeks North Hilo/Hamakua 3 to 6 weeks North/South Kohala 3 to 6 weeks North/South Kona 3 to 6 weeks Ka`u 5 to 6 weeks Puna 2 to 6 weeks Final Status Report on Program Objectives for FY 2023-24 3 This page intentionally left blank 25 . GENERAL EXCISE TAX FUND MASS TRANSIT AGENCY GENERAL EXCISE TAX FUND 1. Continue to: a. Make riding transit easier, reliable, and more desirable than other options. • We worked with our security forces to ensure they were serving in the correct locations and adhering to standards that had become lax. • Kona hub location is currently just a temporary location for buses to come together. The plan is to move this location to a more desirable and safer location. This is still in the planning phase. Currently coordinating with outside agencies for options. b. Develop our transit system to serve the employment and social needs of all people. • Focus on efforts for ADA compliance, including pre-trip inspection processes and expectations. Conducted a field audit of equipment. • The arrival of eight Hometown diesel buses is expected to arrive on island starting January 2025 and trickle in over the coming months. • The arrival of four battery electric buses is expected to arrive May-June 2025. c. Implement technology to provide real time transportation information. • Began evaluating past strategies that seem disparate and will work on having one provider for these services rather than three or four,which should lead to more options at less expense. d. Advance the concept of transportation hubs with spoke circulating buses. • The Environmental Assessment Statement (EAS) for the Pahoa hub was completed. Currently working with HDOT to complete the Categorical Extension. 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. • We are in the planning phase of continuing to ready more stops with ADA compliance, signage and online support. Six Month Progress Report on Program Objectives for FY 2024-25 1 MASS TRANSIT AGENCY GENERAL EXCISE TAX FUND 2. Implement Master Plan transit system requirements in a fiscally sustainable manner. a. We began planning the zero-emission agenda in coordination with Center for Transportation and the Environment(CTE) and possibly Sustainability Partners. Current thinking is that Hilo will be based with Battery Electric with the possibility of a micro grid of solar for charging. A Kona-Kailua Base yard plan is being formed as well as we work with SSFM for this project. b. Paratransit and vanpool have grown substantially. c. Coordination with Hawaiian Electric Company to run power and install two ChargePoint charges for the use of Battery Electric buses has a completion timeframe of December 2025. Six Month Progress Report on Program Objectives for FY 2024-25 2 MASS TRANSIT AGENCY GENERAL EXCISE TAX FUND 1. Make riding transit easier,reliable, and more desirable than other options. • We successfully completed the DOJ timeline to make agreed repairs to become ADA compliant for our bus stops. • We entered in the planning phase of continuing to ready more stops with ADA compliance,signage and online support. • Contracted with a new company regarding security forces to ensure they were serving in the correct locations that needed attention and adhering to standards that had become lax. • Started planning for better lighting and shelter for the "Kona hub"which is currently just a temporary location where buses come together. 2. Create a transit system to serve the employment and social needs of all people. • Focused efforts on ADA compliance,including pre-trip inspection processes and expectations. Conducted a field audit of equipment and driver performance regarding ADA. 3. Implement technology to provide real time transportation information. • Contracted with Swiftly to provide this data from our partner Roberts of Hawaii. • Began evaluating past strategies that seem disparate and will work on having one provider for these services rather than three or four,which should lead to more options at less expense. 4. Create transportation hubs and bus stops with amenities that provide rider comfort and safety and that help support community and village gathering places. • The Environmental Assessment Statement(EAS) draft for the Pahoa hub was shared and reviewed. MTA provided no further feedback and the EAS draft is pending comments from the partnership with the library. Categorical Exclusion (CATEX)was sent out to HDOT for review. • County Council discussions were conducted regarding initiating hubs in Waimea and Kea'au. Final Status Report on Program Objectives for FY 2023-24 1 MASS TRANSIT AGENCY GENERAL EXCISE TAX FUND 5. Phase Master Plan transit system implementation in a fiscally sustainable manner. • We began planning the zero-emission agenda in coordination with Center for Transportation and the Environment(CTE) and possibly Sustainability Partners. Current thinking is that Hilo will be based with Battery Electric with the possibility of a micro grid of solar for charging. A Kailua-Kona base yard plan is being formed where it would likely be based with hydrogen fueled buses. • The Shared Taxi Ride program was made"ticket less"which corresponds with goals one and two, as well as leading to increased ridership. • Paratransit and vanpool have grown substantially. Final Status Report on Program Objectives for FY 2023-24 2 26 SEWER FUND ENVIRONMENTAL MANAGEMENT wpm WASTEWATER DIVISION ADMINISTRATION 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 Hawaii Department of Health(HDOH) Administrative Order of Consent(AOC). Wastewater Division (WWD) is working to revise Chapter 21 of the Hawai`i County Code (HCC). The proposed document was introduced to the Environmental Management Commission (EMC) initially in May of 2024 prior to submission to County Council. WWD wants to foster public comment and discussion. WWD received comments from the commissioners and worked to incorporate them. The revised draft of Chapter 21 of the HCC was provided back to the EMC during the November 27,2024 meeting. We are working to incorporate comments received in the November 27th meeting before submitting to the County Council. 2. Continue working towards the closure of the Na`alehu and Pahala Large Capacity Cesspool (LCC's) as stipulated by the revised(August 22, 2022) Environmental Protection Agency (EPA) AOC enforcement action. Pahala Large Capacity Cesspool(LCC's): Closure of the Pahala LCC's consists of two distinct projects: construction of the wastewater treatment plant and the wastewater collection system. The notice to proceed (NTP) for construction of the collection system was issued on September 24,2024. The Final Environmental Information Document (EID), and implementation plan was approved by the Environmental Protection Agency (EPA) on September 16,2024. This met the planning requirements for construction of the proposed wastewater system and met planning deadlines stipulated in the AOC. The 60% design milestone was completed on November 19, 2024 for the wastewater treatment plant. Work continues to finalize the construction documents which are expected to be finalized in February of 2025. Six Month Progress Report on Program Objectives for FY 2024-25 1 ENVIRONMENTAL MANAGEMENT ram WASTEWATER DIVISION ADMINISTRATION Na`alehu Large Capacity Cesspool (LCC's): The initial site surveys and field investigations necessary for design were completed by the end of December 2024 for the Na`alehu LCC's closure project. The 30% (conceptual) design of the proposed sewer collection system and sewer pump station (SPS)was completed December 12,2024. Resolution 633-24 was passed by Hawaii County Council on November 20,2024 allowing the County to proceed with acquisition, by eminent domain, of the parcel that will be used for the wastewater treatment plant to serve the Na`alehu community. 3. Complete design and prepare bid documents for construction of the Pua Sewage Pump Station(SPS) renovation to mitigate pressure surge in the force main; replace valves and electrical switchgear; and improve the odor control system components. The design is 90% completed and work continues 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. 4. Complete design and prepare bid documents for construction on the Pua Force Main Replacement Project. The Pua Force Main Replacement project consists of two phases. The Phase I project scope includes installation of a new, parallel force main. Bid documents are completed for Phase I. The Phase II project scope includes rehabilitation of the existing force main. The bid and construction documents are 90% complete for the Phase II project. 5. Complete bid documents and initiate construction after award of contract for the Hilo Wastewater Treatment Plant Rehabilitation Project. On September 13,2024, bids were opened for the Hilo Wastewater Treatment Plant Rehabilitation Project. On October 25,2024, an Intent to Award letter was provided to the apparent low bidder. A formal award letter was issued on December 20, 2024. Work continues to coordinate a formal Notice to Proceed and start of construction date. 6. Complete bid documents and initiate construction after award of contract for the headworks renovation at the Papa`ikou and Kula`imano WWTPs. Six Month Progress Report on Program Objectives for FY 2024-25 2 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADMINISTRATION The Kula`imano, and Papa`ikou WWTP headworks design contract is being amended to account for additional work that is required as part of the Countywide Administrative Order on Consent. The contract amendment is expected to be executed in early 2025. 7. Complete design for the sewage pump station(SPS)upgrade and cast-iron force main replacement at Hale Halawai SPS, Project 19 SPS, Onekahakaha SPS and FM, and Kolea SPS and FM. Hale Halawai Design and bid documents are 100% completed. Solicitation of bids is scheduled for February 24,2025. Project 19 SPS force main replacement has not started. Onekahakaha SPS and FM replacement was selected for congressionally directed spending. Work continues to determine the necessary steps to receive the funding. Congressionally Directed Spending has been requested for The Kolea SPS and FM replacement project for the 25/26 legislative period. A decision is expected in the spring of 2025 for the Kolea SPS and FM replacement project. 8. Complete construction documents for the Kealakehe Wastewater Treatment Plant R-1 upgrades. The intent of the project is to upgrade the Kealakehe Wastewater Treatment to produce R-1 quality water(for irrigation use). The construction plans and specifications for R-1 distribution pipes are completed. Kealakehe WWTP Headworks construction plans and specifications are 90% complete. 9. Finalize the Environmental Assessment(EA) for the North Kona SPS and Force Main Project. The draft EA is currently awaiting a completed Archaeological Inventory Survey (AIS). Completion of the AIS is on hold until dedication of the parcel is completed. Six Month Progress Report on Program Objectives for FY 2024-25 3 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADMINISTRATION 10. Complete the wastewater master plan for the Puako and surrounding South Kohala Community Development Plan(CDP)region. The Final Project Definition Report was completed in June 2023. The Final Master Plan was completed in June 2024. 11. Complete the Pahoa Feasibility Study. Final Pahoa Feasibility Study was completed in October 2023. 12. Complete the draft of the island wide facility and cesspool conversion plan. Begin public engagement and work towards a finalized document to serve as a division roadmap for facility maintenance and sewer collection system expansion. Work continues to develop the Draft Island wide Facility and Cesspool Conversion Plan. The Draft report is planned to be released in quarter two of calendar year 2025. Six Month Progress Report on Program Objectives for FY 2024-25 4 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION OPERATIONS 1. Continue to foster a culture of continuous improvement, continual condition assessment,programmatic equipment/facility replacement, and preventative maintenance. The Division's Asset Management System (AMS) staff continued to regularly develop and refine standard operating procedures for inventorying critical parts. Condition assessment of existing vertical and horizontal assets continues. 2. Continue to foster a culture where we identify and correct safety hazards before accidents happen by following OSHA/HIOSH guidelines. Operations staff participated in the following training: • Overhead crane safety, inspection, rigging, and operation • Respiratory protection • Manhole encapsulating demo and air relief valve • Back injury prevention 3. Install instrumentation to continously monitor process efficiency, energy usage, and continously look for ways to be more efficient. Installation and startup of Kaloko (Ulu Wini)WWTP Train III was completed in October 2024. Train I existing process controls were integrated into the new Train III control panel. Replacement of dewatering centrifuge#2 was completed at the Hilo WWTP Solids building. The new system uses instrumentation for automated process control, monitors power use, and is optimized for power efficiency. 4. Continue to reduce inventory discrepancies by improving inventory controls and procedures. Identify critical parts to keep on hand to decrease system downtime or spills. Process for identifying and tracking critical parts was developed by the Asset Management Team in collaboration with Operations. Work continues to identify critical parts and minimum inventory levels for each part. Six Month Progress Report on Program Objectives for FY 2024-25 5 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION OPERATIONS 5. Strengthen the safety training program by improving the delivery and availability of annual refresher courses to employees. Online safety training program were available to all employees via Vector LMS, Target Solutions editions. 6. Clean, video, and perform NASSCO condition assessment of 20 miles of sewer line each year. Using an industry standard NASSCO condition assessment scoring system will allow WWD to prioritize collection system repairs to reduce risk of possible sewer spills and improve overall maintenance of our sewer lines. Approximately 17 Miles of sewer lines were cleaned as part of regular collection system assessment and-'preventative maintenance, it is-anticipated that WWD will meet the goal of cleaning 20 miles of sewer. Approximately 10.8 miles of NASSCO sewer condition assessments have been completed. Six Month Progress Report on Program Objectives for FY 2024-25 6 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADMINISTRATION 1. Create an Environmental Quality Control Branch that will oversee and enforce a newly created Pretreatment Program required under the Hawai`i Department of Health(HDOH)Administrative Order of Consent (AOC). The branch was created and is comprised of two Environmental Compliance Specialists,two Program Support Technicians, and a Wastewater Pretreatment Coordinator. These positions will be supervised by an islandwide Environmental Compliance Manager position. Allocation of the islandwide Environmental Compliance Manager and the Wastewater Pretreatment Coordinator positions are in progress. Two Environmental Compliance Specialists positions and one Program Support Technician position are filled. 2. Complete efforts to evaluate alternative wastewater collection,treatment, and disposal for the Na`alehu and Pahala Large Capacity Cesspool(LCC) Replacement projects under a revised (August 22, 2022)Environmental Protection Agency (EPA) AOC enforcement action. Revised AOC allows County to look at more cost-effective solutions to close the LCCs. Approval of the Pahala project Preliminary Engineering Report(PER) from EPA was received in July of 2023. The Draft Environmental Information Document(EID)was provided for public comment in November 2023. Final EID was submitted to the EPA for review on June 19,2024. The solicitation of bid for the Pahala Wastewater Collection System Improvement Phase 1 &Phase 2 was started and bid opening is scheduled for August 2024. Design of the package wastewater treatment plant for the Pahala community is underway. The draft basis of design report is expected in August of 2024. The Draft Na`alehu LCC Draft Environmental Assessment(EA)/Environmental Information Document(EID) has been provided to DEM and is under internal- review. We anticipate posting the DEA/EID on the Environmental Review Program website and solicitating public comments in July of 2024. The design contract for the Na`alehu WWTP, new collection system and sewage pump station is in progress and excution is expected in July 2024. Final Status Report on Program Objectives for FY 2023-24 1 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADMINISTRATION 3. Complete design and prepare bid documents for construction of the Pua Sewage Pump Station(SPS)renovation to mitigate pressure surge in the force main; replace valves and electrical switchgear; and improve the odor control system components. Design is 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. 4. Complete design and prepare bid documents for construction on the Pua Force Main Replacement Project. Design is approximately 90% complete. Final versions of the geotech report, survey, and conceptual design have been completed by the consultant. 5. Begin construction of the Hilo Wastewater Treatment Plant Phase 1 work. The construction plans and specifications were completed, and solicitation of bid began on May 1,2024. Anticipate bid opening in August 2024. 6. Complete bid documents and initiate construction after award of contract for the headworks renovation and dewatering at the Papa`ikou and Kula`imano WWTPs. The Kula`imano, and Papa`ikou WWTP headworks design contract is being amended to account for additional work required as part of the Countywide Administrative Order on Consent that was executed in March. Contract with amended scope is in progress. 7. Complete design for the sewage pump station(SPS)upgrade and cast-iron force main replacement at Hale Halawai SPS,Project 19 SPS, Onekahakaha SPS and FM, and Kolea SPS and FM. The Hale Halawai SPS Force Main Replacement Project construction plans and specifications are 90% complete. Environmental planning clearances are approximately 90% complete. Project 19 SPS force main replacement has not started. Final Status Report on Program Objectives for FY 2023-24 2 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADMINISTRATION Onekahakaha SPS and FM replacement was selected for congressionally directed spending. Work continues to determine the necessary steps to receive the funding. Congressionally Directed Spending has been requested for The Kolea SPS and FM replacement project for FY 2025-26. A decision is expected in spring of 2025 for Kolea SPS. 8. Complete bid documents and award construction contract for the installation of sand filters to produce reuse water as part of the R-1 Project that will upgrade the Kealakehe Wastewater Treatment to produce and distribute reuse water(recycled wastewater for irrigation use). The construction plans and specifications for R-1 distribution pipes are 90% complete. Kealakehe WWTP Headworks construction plans and specifications are 60% complete. Work continues to complete the construction plans and specifications, expected completion is in fall of 2024. 9. Finalize the Environmental Assessment(EA) for the North Kona SPS and Force Main Project. Once the EA is finalized, start design work to prepare for construction. The draft EA is currently awaiting a completed Archaeological Inventory Survey(AIS). Completion of the MS is awaiting dedication of the parcel. The dedication deed is under review by the County. 10. Complete the Project Definition Report as part of the wastewater master plan for the Puako and surrounding south Kohala Community Development Plan(CDP)region. The Final Project Definition Report was completed in June of 2023. The Final Master Plan was completed June 2024. 11. Complete the Programmatic Environmental Impact Statement(EIS) for a County- owned WWTP for the Puna Area. The Final Programmatic Environmental Impact Study was completed in September of 2023. Final Status Report on Program Objectives for FY 2023-24 3 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADNIINISTRATION 12. Conduct a sewer rate study to evaluate potential sewer rate increases needed to cover costs. The draft revenue requirement analysis is approximately 75% complete. Work to consider the impacts of using rates to offset costs for the islandwide Integrated Wastewater Management Plan delayed the development of the revenue analysis. The completed revenue analysis is expected in January of 2025. Draft proposed sewer rates are expected to follow in May of 2025. 13. Draft proposed amendments to the Hawaii County Code and update the Administrative Rules to adhere to and to be consistent with federal, state, and local regulatory policies. Work continues on the draft proposed County Code Chapter 21 amendments. Draft code amendments were presented at the Environmental Management Commission on May 22,2024, and subsequently on June 26,2024. DEM is incorporating comments. Although the proposed County Code modifications focus on adding and clarifying pre-treatment requirements,they also address connection compliance, collection system expansion and billing, and add clarification on subdivision requirements. 14. Complete the Pahoa Feasibility Study. Final Pahoa Feasibility Study was completed by consultant in October of 2023. Final Status Report on Program Objectives for FY 2023-24 4 ENVIRONMENTAL MANAGEMENT -.aQ..•� ,..W..-m oy ...... w =-+..+.. ,....wa...... ..., ..m> .....vn� y, ..^. .:"`k.ro5 0^'8., _ R ....«...en,...o. WASTEWATER DIVISION OPERATIONS 1. Complete staff training for the inventory of parts and supplies and provide continued training on tracking/classifying the condition and long-term performance of wastewater assets. The Division's Asset Management System (AMS) staff continued to regularly develop and refine standard operating procedures for inventorying critical parts. Condition assessment of existing vertical and horizontal assets continues. 2. Complete staff training on standard operating procedures pertaining to reporting of safety issues to maintain a required level of safety at the wastewater facilities in accordance with OSHA/HIOSH. The DEM Safety and Driver Improvement Coordinator conducted staff training in calendar year 2023. All Wastewater Division employees with regular attendance have completed the training. 3. Implement automation of regulatory required reports using the Asset Management system and improve on wastewater laboratory data recordkeeping and worker efficiency. The Division used the asset management software to generate regulatory reports from daily data input by staff for the Kealakehe,Honoka`a, and Kaloko Wastewater Treatment Facilities. The asset managment software has also been leveraged to create reports for uses such as solids transport,work order summaries, critical inventory lists, and pending procurement status. 4. Strengthen the safety training program by improving the delivery and availability of annual refresher courses to employees. Online safety training programs were available to all employees via Vector LMS, Target Solutions editions. 5. Plan to reach target goal of cleaning and video twenty miles of sewer line each year. During the fiscal year, approximately 16 miles of sewer line was videoed and 24 miles have been cleaned. A Notice to Proceed was provided for the purchase of a new Vactor truck. The Vactor truck will be used to maintain the existing collection system. Delivery is expected in October of 2024. Final Status Report on Program Objectives for FY 2023-24 5 This page intentionally left blank 27 SHORT-TERM VACATION RENTAL ENFORCEMENT FUND PLANNING SHORT-TERM VACATION RENTAL ENFORCEMENT FUND 1. The Short-Term Vacation Rental Enforcement Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. Short Term Vacation Rental(STVR) applications and renewals continue to be submitted through the Electronic Processing and Information Center (EPIC) System. The use of electronic signatures for letters has continued to reduce the amount of paper that needs to be routed and stored. Six Month Progress Report on Program Objectives for FY 2024-25 1 This page intentionally left blank PLANNING .... .... •..^�-x u=.....+,..,.Y.y,s...w., ...,,::.. Fya....�....u:+�. .R..e.m...„y.,.„,.,.,.a., .. w.. a�o..y.��.....-..._. ...,. _ SHORT-TERM VACATION RENTAL ENFORCEMENT FUND 1. The Short-Term Vacation Rental Enforcement Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. All Short-Term Vacation Rental(STVR) applications and renewals were submitted through the Electronic Processing and Information Center(EPIC) System. Document requirements have been streamlined to make the application process simpler and quicker. Electronic signatures for letters have reduced the amount of paper that needs to be routed and stored. Final Status Report on Program Objectives for FY 2023-24 1 This page intentionally left blank J CEMETERY FUND PARKS & RECREATION CEMETERY FUND 1. Conduct maintenance and repair activities by providing the necessary equipment and services. Maintenance and repairs of facilities were addressed daily. Six Month Progress Report on Program Objectives for FY 2024-25 1 This page intentionally left blank PARKS & RECREATION CEMETERY FUND 1. Conduct maintenance and repair activities by providing the necessary equipment and services. Maintenance and repairs of facilities were addressed daily. Final Status Report on Program Objectives for FY 2023-24 1 This page intentionally left blank 29 BIKEWAY FUND PARKS & RECREATION BIKEWAY FUND 1. Conduct one recreational bike activity in each of five recreational districts by June 30, 2025. No bike activities were conducted during the first half of the fiscal year. Six Month Progress Report on Program Objectives for FY 2024-25 1 This page intentionally left blank PARKS & RECREATION BIKEWAY FUND 1. Conduct one recreational bike activity in each of five recreational districts by June 30, 2024. No bike activities were conducted during July 2023 through June 2024. Final Status Report on Program Objectives for FY 2023-24 1 This page intentionally left blank 30 BEAUTIFICATION FUND PUBLIC WORKS BEAUTIFICATION FUND 1. Continue to initiate two roadside planting projects every year. The Department of Parks and Recreation did not conduct a roadside planting project as of December 31,2024. 2. Continue to plant or replant a minimum of ten trees each year. No trees were planted as of December 31,2024. 3. Control roadside trash by providing refuse containers and pick-up. As part of the Road Maintenance Program, the Highway Maintenance Division provided refuse containers, continued litter-pick up, and rubbish removal of trash receptacles located in Downtown Hilo,Kailua Village,Honoka`a Town, and Pahoa Village. Six Month Progress Report on Program Objectives for FY 2024-25 1 This page intentionally left blank PUBLIC WORKS BEAUTIFICATION FUND 1. Continue to initiate two roadside planting projects every year. The Department of Parks and Recreation did not conduct a roadside planting project for FY 2023-24. 2. Continue to plant or replant a minimum of ten trees each year. No trees were planted in FY 2023-24. 3. Control roadside trash by providing refuse containers and pick-up. As part of the Roadside Maintenance Program,the Highway Maintenance Division provided refuse containers, continued litter pick-up, and rubbish removal of trash receptacles located in Downtown Hilo,Kailua Village, Honoka`a Town, and Pahoa Village. Final Status Report on Program Objectives for FY 2023-24 1 This page intentionally left blank 31 VEHICLE DISPOSAL FUND ENVIRONMENTAL MANAGEMENT VEHICLE DISPOSAL FUND 1. Coordinate the removal of vehicles from public and private roadways that the Hawai`i County Police Department have classified as derelict or abandoned. The program received 1,125 Vehicle Incident Reports from the Hawaii County Police Department,Department of Land and Natural Resources,Hawai`i Volcanoes National Park, and the Derelict/Abandoned Vehicle Program from July 01,2024, through December 31,2024. Of the 1,125 reports,335 of them were either duplicate reports, on private property, or towed by a private tow company. Tow requests were issued to contractors to remove the vehicles for the remaining balance of 790 reports. Of the 790 reports,280 vehicles were removed from West Hawaii and 442 vehicles were removed from East Hawaii. The remaining balance of reports, that were requested to be towed through the program,were not on location when the contractor arrived. 2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are being processed and recycled in compliance with Hawai`i Revised Statutes,Hawai`i County Code, and Department of Health requirements. The Derelict/Abandoned Vehicle staff work with both the towing and disposal contractors to ensure all vehicles are being towed and processed in a timely manner and within the parameters of our contract and their operations plan. 3. Continue the planning and design phases for the remediation of the Hilo Scrap Metal Facility. A formal remediation workplan for the Hilo Scrap Metal Facility was submitted to the Department of Health (DOH) in October 2023. The division and contracted consultant met with the DOH to present the workplan and a site visit by the DOH was completed on February 23, 2024. Additional field check and test pits on the DHHL side were completed on August 23,2024. The updated workplan is being finalized for submission to the DOH. Once the workplan has been accepted by the DOH, the consultant can then move forward to complete the design and prepare bid documents. 4. Conduct at least one auction of eligible vehicles per year. An auction was held in Kailua-Kona in December 2024. Six Month Progress Report on Program Objectives for FY 2024-25 1 ENVIRONMENTAL MANAGEMENT ............. VEHICLE DISPOSAL FUND 5. Provide Vehicle Disposal Assistance Programs for the public. The Section continues to offer a year-round vehicle disposal assistance program that provides full subsidy for the towing and disposal of two junk or derelict vehicles per fiscal year. The program received a total of 247 applications from July 01,2024, through December 31, 2024. Out of those, 204 were successfully processed and towed,while 43 applications either canceled or didn't respond. • Six Month Progress Report on Program Objectives for FY 2024-25 2 ENVIRONMENTAL MANAGEMENT VEHICLE DISPOSAL FUND 1. Coordinate the removal of vehicles from public and private roadways that the Hawai`i County Police Department have classified as derelict or abandoned. The program received 2,465 Vehicle Incident Reports from the Hawaii County Police Department,Department of Land and Natural Resources,Hawaii Volcanoes National Park, and the Derelict/Abandoned Vehicle Program from July 01,2023, through June 30,2024. Of the 2,465 reports, 884 of them were not on location, duplicate reports or record only. The remaining 1,581 reports were towed to one of the County's three abandoned vehicle lots or directly to the County's contracted metal recycling facility. Of the 1,581 reports, 642 vehicles were removed from West Hawaii and 939 vehicles were removed from East Hawaii. 2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are being processed and recycled in compliance with Hawai`i Revised Statutes, Hawai`i County Code, and Department of Health requirements. The Derelict/Abandoned Vehicle Coordinators and Specialist worked with both the towing and disposal contractors to ensure that all vehicles were being towed and processed in a timely manner and within the parameters of our contract and their operations plan. 3. Continue the planning and design phases for the remediation of the Hilo Scrap Metal Facility. A formal remediation workplan for the Hilo Scrap Metal Facility was submitted to the Department of Health (DOH) in October 2023. The division and contracted consultant met with the DOH to present the workplan and a site visit by the DOH was completed on February 23, 2024. Additional field check and test pits on the DHHL side are scheduled for August 23,2024. Once the workplan has been accepted by the DOH, the consultant can then move forward to complete the design and prepare bid documents. 4. Conduct at least one auction of eligible vehicles per year. No auctions were scheduled during FY 2023-24 due to staffing shortages. Final Status Report on Program Objectives for FY 2023-24 1 ENVIRONMENTAL MANAGEMENT VEHICLE DISPOSAL FUND 5. Provide Vehicle Disposal Assistance Programs for the public. On August 7,2023, the Derelict/Abandoned Vehicle (DAV) Section started accepting applications for the updated Vehicle Disposal Assistance Program (VDAP). The previous program would allow residents to dispose of two junk or derelict vehicles per year,with the County paying for the disposal fee only. The updated program still allows residents to dispose of two junk or derelict vehicles per year, however, the County now pays for the towing and disposal of vehicles that meet towing requirements. 707 VDAP applications were received in FY 2023-24. Final Status Report on Program Objectives for FY 2023-24 2 SOLID WASTE FUND ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 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. Recycling is participating in multiple working groups looking at EPR. One group is focused on the development of the State Priority Climate Action Plan where EPR is being explored as solid waste reduction strategy. In addition,EPR bills in the State legislature are being monitored and testimony submitted where it's relevant. 2. Improve the current reuse facility program by working with the contractor to create a list for public distribution,which describes what items are preferable donations. Provide more covered space at reuse centers. A preferable donations list is in progress and is expected to be released in the Spring of 2025. 3. Conduct additional Household Hazardous Waste (HHW) collection events. Two HHW events were held in August 2024, one in Hilo and one in Kailua- Kona. These events collected a total of 25.61 tons of hazardous waste. Four more events are scheduled for FY 2024-25 and will be held in Hilo, Kailua-Kona, Waimea, and Pahoa. Increasing the frequency of collection events has been prevented by rising costs and budgetary constraints. 4. Continue to look for other volunteer sites for the Do-It-Yourself Used Motor Oil program. Engaged with other potential sites, however, no additional sites have been secured at this time. Alternative approaches to used motor oil collection are being explored due to the challenges with the existing system. 5. Do outreach to businesses, hotels, and recyclers to build partnerships and explore how to create opportunities to expand or create new programs. DEM collaborated with Lex Brodie's Tire Warehouse to hold a used tire collection event in September 2024. Lex Brodie's Tire Warehouse provided Six Month Progress Report on Program Objectives for FY 2024-25 1. ENVIRONMENTAL MANAGEMENT .k:..k ._ .. .. s_.:....::. .w::.._ .w_:.__.... . ..N.. ..... ......._:.w.._. . SOLID WASTE FUND labor for the event that collected 74 tons of tires. Also in September,DEM collaborated with Hawaii Energy,who provided labor and promotional funds, for a refrigerator recycling event to collect old, inefficient refrigerators that would otherwise arrive at the transfer station's scrap metal bin. The Division is participating in a resource recovery park working group made up of recycling industry businesses and non-profits which has been meeting regularly and has developed materials to support the creation of a modern diversion facility. This group plans to meet with DEM leadership to present those ideas. The Division continues to have conversations with retailers, other businesses and government agencies to explore various recycling opportunities. 6. Maintain regulatory compliance to avoid any potential violations. The Division strived and continues to strive to maintain compliance with all regulatory requirements. As an addition to our fleet safety management program, the Division started requiring an electronic fleet management program to be installed in new equipment purchases. The electronic fleet management Zonar program software provides a real-time picture of all fleet operations, monitors the fleet anytime, anywhere, creates customized reports and alerts. It will track and manage the Driver and Vehicle Inspection Reports in compliance with Federal Motor Carrier Safety Regulations. 7. Monitor and maintain the three closed landfills in Kailua, Waimea, and Hilo. The Division continued its landfill monitoring program for the three closed landfills in Kailua, Waimea, and Hilo. The following issues were identified and addressed: • At the "Old Kona Landfill," bi-weekly inspections are ongoing. Remediation work was performed on the exterior slopes which included backfilling select areas and vegetation control. • At the "Old Waimea Landfill," the Division worked with its counterpart in the Highways Maintenance Division of the Department of Public Works (DPW) to continue resurfacing the landfill through use of aggregate and asphalt. • The 4th Post Closure Report for the South Hilo Sanitary Landfill was submitted to the State of Hawaii Department of Health in July covering FY 2023-24. Six Month Progress Report on Program Objectives for FY 2024-25 2 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 8. Complete design and bid documents for upgrades to the East Hawai`i Regional Sort Station with an additional off-load chute, roadway, and repair of the concrete pad. Design is at 90% and anticipated to be complete by Summer 2025. 9. Develop a preventative maintenance program with the new Solid Waste Division Construction Mechanics. The Division continues to utilize Night Maintenance contracts in both East and West Hawaii to provide preventative maintenance services. The Division began using a new Fleet Management System—Zonar as part of it's preventative maintenance program. This new system is being installed on newly purchased equipment. This system has provided real time tracking of the new equipment to include: "Start and Stop Times/Idling", immediate notification of"driver inspections" (complete/incomplete), and GPS location tracking. Supervisors and Division Mechanic are better able to identify equipment issues through "onboard" communication with equipment. As the Division continues to receive new equipment with this system installed, it plans to expand it's use of the system to include routing and dispatching through onboard communications/tablets as well as work order generation. Six Month Progress Report on Program Objectives for FY 2024-25 3 This page intentionally left blank ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 1. Increase community outreach and education to decrease contamination and increase diversion of materials from the landfill. Recycling staff continued their efforts in promoting Reduce,Reuse, and Recycle (in that order) through the following different media outlets,websites, and waste reduction campaigns: • Reusable Foodware and Bottle System -In September 2023, the EPA selected the County of Hawaii for a Solid Waste Infrastructure For Recycling (SWIFR) grant for a reusable foodware and bottle system. In partnership with Zero Waste Hawaii Island and Perpetual Use, community workshops were held and continue to be held to promote the project and the importance of reuse & reduce and the need to move away from single use,with recycling being the last option. The design phase of the project is 90% complete and now working on completing the RFP for operations of the project. • "Make a Difference" -In November 2023 we launched our"Make a Difference" school recycling education program. Out of the Sea Media Arts recruited three high school students to host/narrate the video that explains various everyday ways that students, as well as their families, could participate in reducing waste and mitigating climate impacts with their individual actions. The approximately five-minute video is available to schools and online on the hawaiizerowaste.org website. Six recycling& transfer station tours were given. Prior to their visit,video was emailed to the schools to give some background on the recycling options available to the public. • Hawai`i Zero Waste Website- Changes to the Hawaii Zero Waste website are in the works to update the content,make the site more user friendly and get more use of the GIS map that will help inform and educate the public about the programs offered and tours offered to schools and organizations. • Visitor Industry-With tourism generating approximately 10% of the island's waste,recycling staff re-started outreach to the visitor industry, more specifically hotels and how to educate the tourist on the recycling programs available and how they can reduce their carbon footprint. However, due to staffing levels,this program was suspended later in the year. Final Status Report on Program Objectives for FY 2023-24 1 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND • E-Waste Program -Worked with the State of Hawaii Department of Health to promote the Extended Producer Responsibility (EPR) law for manufacturer-sponsored year-round electronics recycling. Collaborated with various island wide and regional media companies to educate the public on the convenient electronics recycling opportunities which resulted in successful collections in Hilo,Kona, and Waimea. Media outreach is currently running throughout the year. • Household Hazardous Waste (HHW) Collections—Continued outreach with the various radio, newspaper, and online companies which led to successful events in Hilo,Kona,Waimea and Pahoa collecting approximately 44 tons of used motor oil for the year. County staff also placed HHW posters at ransfer Station Thrift Stores,Mr.K's Recycle & Redemption as well as posting them at various county-wide facilities. • Non-HI-5 Glass and Other Recvclables -Non-HI-5 glass, corrugated cardboard & brown bags, metal, and greenwaste were part of the"Make A Difference" school video that was produced and explains various everyday ways that students, as well as their families, could participate in reducing waste and mitigating climate impacts with their individual actions. The video highlights recycling options offered by the County which includes drop off recycling bins for cardboard and brown bags at 18 of the island's 21 transfer stations/convenience centers,bins for non HI-5 glass at 17 of the transfer stations, bins for scrap metal at 13 transfer stations, and bins for greenwaste at six transfer stations and at the East Hawaii Organics Facility and West Hawaii Organics Facility. • Used Motor Oil Collection—Due to staffing shortages,no additional outreach was conducted for the used motor oil collection program beyond the content available on the Hawai`i Zero Waste website. UMO volunteer facilities collected 37 tons of used motor oil for the year. 2. Minimize and reduce regulatory violations. The division strived and continues to strive to maintain compliance with all regulatory requirements. As an addition to our fleet safety management program, the division started requiring an electronic fleet management program to be installed in new equipment purchases. The division received its first equipment with the new program in December. The electronic fleet management Zonar program software provides a real-time picture of all fleet operations, monitors the fleet anytime, anywhere and creates customized reports and alerts. It will track and manage the Driver and Vehicle Inspection Reports in compliance with Federal Motor Carrier Safety Regulations. Final Status Report on Program Objectives for FY 2023-24 2 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 3. Monitor the three closed landfills in Kailua, Waimea, and Hilo. The division continued its landfill monitoring program for the three closed landfills in Kailua,Waimea, and Hilo. The following issues were identified and addressed: • At the "Old Kona Landfill," depressions and potential areas for releases of landfill gases were identified in FY 2022-23. In FY 2023-24,the division addressed these areas through a contract to mitigate and repair identified areas of concern by removing vegetation and mapping existing slopes, resurfacing same through removal of old gas probes that served as a pathway for water ingress and gas egress, filling holes with bentonite materials, and regrading areas with aggregate. • At the"Old Waimea Landfill," the division worked with its counterpart in the Highways Maintenance Division of the Department of Public Works (DPW)to resurface the landfill through use of aggregate and asphalt. The Department of Public Works also placed "interlocking" barriers along the perimeter of the landfill to prevent damage to the outer landfill slopes. • At the"Old Hilo Landfill," the division identified issues with its Passive Gas System and repairs were completed. • The 4th Post Closure Report for the South Hilo Sanitary Landfill was submitted to the State of Hawaii-Department of Health at the end of the fiscal year (FY 2023-24). 4. Complete the design and begin construction for the upgrade of the East Hawai`i Regional Sort Station with an additional off-load chute, roadway, and repair of the concrete pad. The design of the facility upgrade is at 60% completion with additional comments being considered for electrical and resurfacing of the floor, entrance ways,roofing, etc. The division is also considering updating its information technology and communications for this facility. With additional components of the design being considered, design completion and permitting are expected to be completed in FY 2024-25. Final Status Report on Program Objectives for FY 2023-24 3 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 5. Increase preventative maintenance on Solid Waste vehicles and equipment. The division continued to utilize night maintenance contracts in both East and West Hawaii to provide preventative maintenance services. A second Construction Equipment Mechanic position was filled and a mechanics truck has been ordered which will help to increase preventative maintenance and perform repairs. 6. Research and communicate with Corporation Counsel, Finance Department, and other municipalities for feasibility of implementation of an enterprise fund. The Division has been working with a consultant on a county-wide Solid Waste System Operations Analysis,which will include,but not limited to, a financial plan. 7. Identify staffing needs,provide training, and promote teamwork. The division has been working with a consultant on a Solid Waste System Operational Analysis Study which, among other things,will look at the current staffing level and help to identify staffing needs. The division continues to provide training for staff through a variety of resources. The Department of Human Resources provided new hire orientation,various mandatory training, supervisory training and more. Supervisors provided on-the- job training and tailgate safety sessions. Other training resources were also used such as the Solid Waste Association of North America(SWANA) for specialized training in solid waste management and landfill operations. The division continued to promote teamwork. In December, the division held its 9th Annual Safety Employee of the Year Awards. This award recognizes an outstanding Solid Waste Division employee for his or her contributions that promote a stronger safety work culture. Teamwork exercises were also held with select staff and the division plans to do more team building exercises in the future. Final Status Report on Program Objectives for FY 2023-24 4 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 8. Develop a plan to transition to an electronic asset management system. The division has reviewed the asset management system currently utilized by the Wastewater Division (WWD) and the Derelict and Abandoned Vehicle Program (DAV) and believes it can benefit from utilizing the same system. The division will be looking to fund the purchase of this program in FY 2024-25. The division is beginning to familiarize itself with the system that the WWD and DAV have in place in order to determine how it can best be utilized by the division. The next step would be to start identifying the specific data that will be tracked in the new asset management system and how it will be maintained. Final Status Report on Program Objectives for FY 2023-24 5 This page intentionally left blank GOLF' COURSE FUND PARKS & RECREATION GOLF COURSE FUND • 1. Improve,beautify and maintain the greens, tees and fairways at the Hilo Municipal Golf Course by: a. Aerating all golf course greens in October and May,weather permitting; All greens were aerated in September. Second phase scheduled for May. b. Verticut and de-thatch all greens in July, October, January, and April, weather permitting, or as needed; Greens were verticutted in July and October. Last two phases scheduled for end of January and April. c. Controlling application of fertilizer to greens, fairways and tees weekly, or as needed; Greens, fairways, and tees have been fertilized monthly. d. Controlling application of herbicide to greens, tees, stream beds, ditches and course boundaries weekly, or as needed; Herbicide has been applied to all areas every other month. e. Daily mowing of greens; Greens are mowed daily. f. Mowing of tee tops every Thursday,weather permitting; Tee tops have been mowed weekly. g. Mowing of fairways Monday through Friday, weather permitting; Fairways are being mowed daily. h. Top dressing greens monthly, weather permitting; Greens are being top dressed every three weeks. i. Rolling of greens on a weekly basis, or as needed. Due to the health of the Greens, the Greens have not been rolled weekly. Six Month Progress Report on Program Objectives for FY 2024-25 1 PARKS & RECREATION GOLF COURSE FUND 2. Schedule and assign tee times for: a. Individuals and groups on a daily basis; Tee times for individual and groups were scheduled on a daily basis. b. Club tournaments every six months; Club tournament tee times were scheduled every six months. c. Larger fundraising tournaments on an annual basis. Targeting, but not limited to six fundraisers per fiscal year. Large fundraising tournaments have been scheduled through the next fiscal year. 3. Schedule inspection and repairs of course structures, clubhouse facilities and maintenance warehouse during the months of July, October, January, and April. Inspections were done monthly. 4. Daily routine inspections and maintenance of equipment, course vehicles and safety equipment. Inspections were done daily. 5. 100% of employees will be trained via safety talks at least once per month. Safety talks were done individually and in small groups monthly. Six Month Progress Report on Program Objectives for FY 2024-25 2 PARKS & RECREATION GOLF COURSE FUND 1. Improve, beautify and maintain the greens, tees and fairways at the Hilo Municipal Golf Course by: a. Aerating all golf course greens in October and May, weather permitting; Greens have been aerated in October and May. b. Verticut and de-thatch all greens in July, October, January, and April, weather permitting, or as needed; We verticutted greens in July and October. Greens were not verticutted in January and April due to down equipment. c. Controlling application of fertilizer to greens, fairways and tees weekly, or as needed; Fertilizer has been applied on a monthly basis. d. Controlling application of herbicide to greens, tees, stream beds, ditches and course boundaries weekly, or as needed; Herbicides have been applied to specific areas of the course as needed. e. Daily mowing of greens; Greens were mowed daily. f. Mowing of tee tops every Thursday, weather permitting; Tee tops were mowed once per week. The specific days were determined by the amount of play and weather. g. Mowing of fairways Monday through Friday, weather permitting; Fairways were mowed daily. h. Top dressing greens monthly, weather permitting; We have not top dressed greens every month due to weather. We have been able to top dress in July,August, September, October,December,February, April, May and June. Final Status Report on Program Objectives for FY 2023-24 1 PARKS & RECREATION GOLF COURSE FUND i. Rolling of greens on a weekly basis, or as needed. Greens have been rolled monthly due to weather. 2. Schedule and assign tee times for: a. Individuals and groups on a daily basis; Tee times for individual and groups were scheduled on a daily basis. b. Club tournaments every six months; Club tournaments were scheduled and completed every six months. c. Larger fundraising tournaments on an annual basis. Targeting, but not limited to six fundraisers per fiscal year. Fundraisers have been scheduled through the next fiscal year. 3. Schedule inspection and repairs of course structures, clubhouse facilities and maintenance warehouse during the months of July, October, January, and April. Inspections were done monthly. 4. Daily routine inspections and maintenance of equipment, course vehicles and safety equipment. Inspections were done daily. 5. 100% of employees will be trained via safety talks at least once per month. Safety talks were done on an individual basis. Final Status Report on Program Objectives for FY 2023-24 2 COMMUNITY BENEFITS PLANNING GEOTHERMAL RELOCATION & COMMUNITY BENEFITS FUND 1. The Geothermal Relocation and Community Benefits Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. We received one application for the Geothermal Relocation & Community Benefits Fund. Six Month Progress Report on Program Objectives for FY 2024-25 1 This page intentionally left blank PLANNING GEOTHERMAL RELOCATION & COMMUNITY BENEFITS FUND 1. The Geothermal Relocation and Community Benefits Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. We received two applications for the Geothermal Relocation & Community Benefits Fund of which one was completed in FY 2023-24. Final Status Report on Program Objectives for FY 2023-24 1 This page intentionally left blank HOUSING FUND HOUSING .:::.....a....:.x..yv...:...::.:..::....:e..M.:v::,.:x..::::.::::...n.L::..:py,.::.v::::..:...::....:::...:....::.V.:....;............... .. .....:..,.... ...,.......:.....,:........:,........:..w.,:..... .,n...,....„..:..:,...wn....v.....::.....::.xn.::::.....::.w.v...x..x:....::..,........:,...vn...v....v...:...:...x...,x:..:..n..w...............::....:...,:n.,.n...v:...x:....::.w...,:n...:..x OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Community Development Division Development Branch 1. Provide project development and construction management oversight for 14 affordable housing projects. a. Ainako Affordable Housing Project i. Design consultants have completed an archeological inventory of specific sites of interest and subdivision layout, and site plan options are in design now. b. Haihai Affordable Housing Project i. This parcel has been executive ordered to the County for affordable housing. ii. Design consultants contracted to complete a site investigation including an environmental assessment of drainage, soil features, archeology, flora and fauna. c. Hale Na Koa '0 Hanakahi (aka West Kawili Senior and Veterans Housing) i. Continued to provide support to project on permitting requirements, and dedication of water system for the 92-unit project. d. Kaiminani Affordable Housing Subdivision i. Selected consultant to complete environmental assessment for this parcel executive ordered to the County for affordable housing. ii. Applied for affordable housing production funds for infrastructure for this project. e. Kaloko Heights Affordable Housing Project i. Lease-up to begin in early fall 2024 for the 99-unit multi-family project with one resident manager unit. f. Kamakoa Nui Workforce Housing Project i. Engineering and design consultants submitted grading permits to DPW for review for the mini-loop road. Specifications are being drafted. ii. Na Hale Makoa, a 149 multifamily rental project, began construction with estimated completion in 18 months. iii. Negotiated a Right of Entry across property for two entities for new fire exit road, and Waikoloa Village cell phone tower; Provided Kamakoa Nui Park as-builts to State Civil Defense for an emergency siren. iv. Continue to work with U.S. ACE to complete remaining UXO scans of project site. Six Month Progress Report on Program Objectives for FY 2024-25 1 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT g. Kukuiola Village Site i. Alapono Road 1. Tasks nearly completed to dedicate this new road to the County. ii. Kukuiola Assessment Center&Emergency Shelters. 1. Building permits were received and plans and specification review nearly completed at DPW with bid expected in the first quarter of 2025. iii. Kukuiola Permanent Supportive Housing 1. Architectural and engineering consultants have completed schematic design and are approaching 60% complete for plans and specifications. iv. Kukuiola Transit-Oriented Development 1. Contract from the State Office of Planning will investigate urban planning to create a compact, mixed-use development near public transit. h. Kula`imano Elderly Housing i. Awarded construction contract to renovate 50 units. i. Old Hilo Memorial Hospital i. Nearly completed plans and specifications to replace roof and remove hazardous materials in the building. ii. Installed hazardous material signs in the building. j. `O`okala Subdivision and Infrastructure Improvements i. Awaiting DPW engineering review and approval for the grading and drainage design prior to publishing a request for proposal for construction. k. `Ouli `Ekahi Housing Project i. Nearly completed plans and specifications for the refurbishment of the on-site wastewater treatment plant,mailbox relocation and drainage improvements. ii. Bid project to renovate interior and exterior renovation of 25 housing cottages but bids exceeded funds available to complete the renovation. Project will be reworked and phased. 1. West Hawaii Homeless Emergency Shelter i. Completed installation of PV system on the shelter. ii. Received permits and completed plans and specifications to complete ADA improvements to the Friendly Place bathroom and laundry area. Expect to bid project early 2024. Six Month Progress Report on Program Objectives for FY 2024-25 2 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Planning Branch 1. Execute three affordable housing agreements. a. Executed one affordable housing agreement. 2. Implement portions of HRS 201H delegated to the County of Hawai`i. a. Reviewed one application for 201H exemptions and expect Council approval in Quarter 1 of 2025. b. Completed submission of two quarterly reports to the Housing Agency. 3. Provide 15 Fair Housing trainings for general audiences. a. Provided 22 fair housing trainings for general audiences. 4. Provide one Fair Housing training for a non-/limited-English audience. a. None. 5. Recruit ten new landlords to attend the Fair Housing trainings. a. Recruited 18 new landlords to receive training on the Fair Housing Act. 6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair Housing Officer. a. There were 31 Fair Housing inquiries who received resources and information from the Fair Housing Officer. Asset Management Branch 1. Complete inspections of 24 County owned housing properties annually and complete necessary improvements. a. Completed ground lease monitoring of ten County supported affordable housing sites. b. Completed monitoring(compliance & physical) of six County owned affordable housing sites. c. Completed Chapter 11 affordable housing agreement monitoring one affordable housing site. • Six Month Progress Report on Program Objectives for FY 2024-25 3 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Community Engagement Division Special Programs Branch 1. Timely and Responsive Execution of Projects/Programs. a. Homelessness and Housing Fund. i. Complete on-going program and fiscal monitoring of the existing programs funded to ensure contractural obligations are met. 1. Current and ongoing. ii. Release a Request for Proposal for the 2024-2025 funding. Have contracts in place in early 2025. 1. A Request for Proposal was released on August 14, 2024. 2. Approving the award of funds to various nonprofit organizations for programs addressing housing and homelessness by the OHCD through Resolution 46-25, goes before the County Council on January 22,2025. b. Ohana Zone Fund. i. Execute and manage the homeless services and resources contracts as required by State funding source. 1. Ongoing. ii. Advocate for funding. 1. Additional funding is not currently available. c. Kukuiola Assessment Center and Emergency Shelter. i. Complete Phase I. 1. Refer to Community Development Division (pg. 2, 1, g, ii) for project status update. d. Community Based Social Services Navigator Program. i. Management of the existing contract to ensure goals and objectives are met. 1. Ongoing. Six Month Progress Report on Program Objectives for FY 2024-25 4 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT e. Residential Repair Program. i. Manage existing and new construction contracts. 1. Ongoing. ii. Develop and coordinate activities and strategies to promote the program to both contractors and applicants. 1. Development of strategies are ongoing and will be implemented when funding is secured. iii. Secure funding to support the sustainability of the program. 1. Application for program funds was submitted to the Affordable Housing Production Fund. f. Financial Empowerment Services (FES). i. Secure funding to support the sustainability of the FES. 1. Funding was secured to support an additional year of FES. ii. Complete on-going program and fiscal monitoring of the existing and new services contract. 1. Ongoing. Community Services Branch 1. Strengthen relationships with Existing Networks and Coalitions. a. Assist with the planning and participate in the quarterly Activate Puna events. i. Bi-monthly meetings continue. b. Facilitate monthly Ho`owaiwai Network meetings. i. Coordinated and hosted two networking events for our community and government partners. Six Month Progress Report on Program Objectives for FY 2024-25 5 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT c. Partner with government and non-profit organizations for an annual career and/or resource fair. i. Two resource fairs were held in conjunction with the two networking events above. d. Actively participate in monthly coalition meetings including, but not limited to the Community Alliance Partners,Hui Laulima, Vibrant Hawai`i—Resilience Hubs and Partners in Development. i. Ongoing. e. Convene and facilitate the bi-monthly Coordinated Entry System meeting as required by the federal and state funded homeless programs. i. Ongoing. f. Actively participate in Pehea ka `Aina monthly meeting and quarterly events. i. Ongoing. Existing Housing Division 1. Maintain a 98% or greater utilization rate of HUD provided funding for the Housing Choice Voucher (Section 8) Program. a. 97% completed. 2. Implement strategies to maintain a 98%or greater utilization rate of the Housing Choice Voucher Program including Special Purpose Voucher types. a. 50% completed. 3. Increase authorized budget authority by applying for additional Housing Choice and Special Purpose Vouchers when they become available. a. 50% completed. Six Month Progress Report on Program Objectives for FY 2024-25 6 HOUSING <::<::r:•.:>^::su>:::::;x<.;:><:<>::..;<::«.,s:<.;u.».:,:<.:.,,;:._:«.;:..N'tss`,°:::a:':zw::c�:w:::,a,;:::.;;�r:;::,::.:�.;.::. _ .. ..M,w,,.�.:,..,,. �.::..,,:...._..:.....:.......:. ..,.,.,.:,.....,..:.,.....,...,. v. OFFICE OF HOUSING & COMMUNITY DEVELOPMENT 4. Provide services to 75 Housing Choice Voucher (HCV)program participants through its Family Self-Sufficiency (FSS) Program by June 30, 2025. a. 74% completed. 5. Increase the annual FSS graduation rate by 10%. a. 35% completed. 6. Increase participation in the HCV Homeownership Option Program to at least 15 participants by June 30, 2025. a. 106% completed. 7. Achieve scores equaling"high performer status" on the Section Eight Management Assessment(SEMAP) annual rating certification by 2025. a. 97% completed. 8. Maintain a FSS Achievement Performance Score of 1=Best on the FSS Achievement Metrics (FAM). a. 100% completed. 9. Ensure administrative rules are updated annually and reflect current federal regulations and local policies. a. 25% completed. 10. Conduct annual Fair Housing training for staff,program participants and landlords. a. 50% completed. 11. Conduct timely inspections following current HUD standards to ensure that participating landlords are providing safe and suitable living conditions for program participants. a. 5% completed. Six Month Progress Report on Program Objectives for FY 2024-25 7 HOUSING • OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Grants Management Division Grants Administration Branch CDBG 1. Fund, monitor and/or complete approximately eight CDBG projects in accordance with program regulations. Projects will primarily benefit at least 80% low- and moderate-income (80% AMI and below) persons. a. 60% completed. HOME 1. Fund, administer and/or complete approximately one HOME project in accordance with program regulations. The Project will benefit 100% low-income households (<80% of AMI and below), 90% (of rental units and Tenant Based Rental Assistance- TBRA) for households at<60%AMI, AND 20% of rental units in projects of more than five HOME units for households at<50%AMI. a. 0% completed. 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. a. 0% completed. NATIONAL HOUSING TRUST FUND • 1. Fund, administer and/or complete one rental housing project in accordance with program regulations. The project will benefit 100% of extremely low-income (30% Area Median Income (AMI) and below)persons. a. 0% completed. Six Month Progress Report on Program Objectives for FY 2024-25 8 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT AFFORDABLE HOUSING PRODUCTION FUND 1. Fund, administer and/or complete one affordable housing production fund project, in accordance with the program Administrative Rules. The project will benefit homeowners/renters, between below 30%to 140%AMI. a. 0% completed. • Six Month Progress Report on Program Objectives for FY 2024-25 9 This page intentionally left blank HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Community Development Division Development Branch 1. Provide project development and construction management oversight for seven affordable housing projects. • Kamakoa Nui Workforce Housing Project: o Engineering and design consultant submitted plans for grading permits for the mini-loop road, and was 75% complete with the subdivision layout for the single family homes. o State of Hawaii Public Library system completed an Environmental Assessment (EA) for the library. Funding sources have been solidified. o Na Hale Makoa, a multifamily rental project,was awarded Low-Income Housing Tax Credit(LIHTC) funds to cover increased construction costs for the project. • Kula`imano Elderly Housing: o Design work to renovate the interior of 50 units was completed, and permits have been submitted for approval. o Consultant was completing specifications for bid package. • `Ouli `Ekahi Housing: o Completed a physical needs assessment for interior and exterior renovation of 33 housing cottages and assessment of the on-site wastewater treatment plant's remaining life span. o Design consultant completed plans and specifications for interior renovations and submitted for permit. • West Hawaii Homeless Emergency Shelter: o Completed installation of new Photo Voltaic system for the shelter. • Old Hilo Memorial Hospital: o Completed Chapter 343 and National Environmental Policy Act(NEPA) environmental studies and conceptual plan layouts for the 25-acre parcel. Nearly completed plans and specifications for replacing the roof, selective demo and hazardous material abatement within the building. Final Status Report on Program Objectives for FY 2023-24 1 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT • Kukuiola Assessment Center & Emergency Shelters: o Obtained building permit approval for new construction. o Completed bid specifications review. • `Ainako Master Plan: o EA has begun. • 'Chili `Ekahi Cottage Wastewater Treatment Plant(WWTP),Flood Improvements, & Trash Enclosure Project: o U.S.Army Corps of Engineers (USACE) completed Formerly Used Defense Sites (FUDS) scan on 100% of the project site. o Design consultant was 50% complete with WWTP plans. • `Ouli `Ekahi kahi Cottage—Interior Renovations: o Selected professional services design consultant and nearly completed renovation plans and specifications. • Completed a Planning study to evaluate `Ainako and `O`Okala lands owned by the County for affordable housing. • Monitored one foreclosure sale at Kamakoa Nui to ensure deed rider is enforced. Planning Branch 1. Execute three affordable housing agreements. • Executed one affordable housing agreement and actively negotiating five agreements. 2. Implement portions of HRS 201H delegated to the County of Hawaii. • Submitted one application for 201H exemptions to the Hawaii County Council which was approved the first Quarter of 2024. Completed submission of all four quarterly reports to the Hawaii County Housing Agency. 3. Provide 15 Fair Housing trainings for general audiences. • Provided 37 Fair Housing trainings island wide via WEBEX/ZOOM/In person. Final Status Report on Program Objectives for FY 2023-24 2 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT 4. Provide one Fair Housing training for a non/limited-English audience. • Provided one Fair Housing training to limited English service providers who provide training in Spanish and Marshallese languages. 5. Recruit ten new landlords to attend the Fair Housing trainings. • Recruited 18 new landlords to receive training on the Fair Housing Act. 6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair Housing Officer. • Provided 100% assistance to the 58 clients who pursued information and resources located on the Fair Housing web page. Asset Management Branch 1. Complete inspections of 24 County owned housing properties annually and complete necessary improvements. • Completed Community Engagement Division Homelessness 1. Convene bi-monthly Coordinated Entry System meetings as required by the federal and state funded homeless programs. • Facilitated bi-monthly meetings as required. 2. In partnership with community partners, implement at least one additional safe parking site. • On-going. No site identified as of yet. 3. Complete Phase 1 of the Kukuiola Assessment Center and Emergency Shelter. • The mass grading and construction of the shared dedicable access road is scheduled to be completed by the end of October 2024. Vertical construction is scheduled to begin in early 2025. Final Status Report on Program Objectives for FY 2023-24 3 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Financial Empowerment Centers (FEC) 1. Secure funding to support the sustainability of the FECs. • Implemented. Funding was secured from federal,state and private funders. 2. Add at least 20 committed referral partners. • No committed referral partners identified. 3. Add at least one co-location partner. • No co-location partner identified. Community Engagement 1. Implement Phase 2 of the Emergency Rent Assistance Program. • Implemented. As of June 30,2024, one application was approved for assistance and 14 applications were in process to determine eligibility. 2. Implement Phase 2 of the Homeowner Assistance Fund Program. • Implemented. As of June 30,2024, $5,342,548 was expended in financial mortgage and mortgage related financial assistance to 302 unduplicated • households. 3. Host at least ten Learning Circle virtual webinars. • The virtual Leaning Circles have been converted to in-person workshops or community resource fairs. As of June 30,2024,facilitated or supported ten events. Final Status Report on Program Objectives for FY 2023-24 4 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT 4. In partnership with Unite Hawai`i platform, add at least 20 community partners to referral partner listing. • Unite Hawai`i has proven to not be a reliable referral source for our community. Executed an Agreement with the Neighborhood Place of Puna to design,implement, and manage a Coordination Center. As of June 30, 2024,the Coordination Center has provided assistance to over 700 families and has received 1,822 calls/contacts with a total of 5,398 referrals. Existing Housing Division Family Self Sufficiency Branch Family Self Sufficiency Program 1. Provide services to 50 Housing Choice Voucher (HCV)program participants through its Family Self-Sufficiency Program by June 30, 2024. • Sicty-six families participated in the Family Self-Sufficiency Program (FSS). There were seven participant graduations from the program. HCV Homeownership Option Program 1. Increase utilization of program funding for HCV Homeownership Option Program by improving marketing and implementing new strategies to increase participation. • The new Housing Specialist position supporting the HCV Homeownership Option Program served 13 families to increase utilization of the Homeownership Option Program by 20%. Rental Assistance Branch Housing Choice Voucher Program 1. Maintain a 98%utilization rate of U.S. Department of Housing and Urban Development(HUD)provided funding for the Housing Choice Voucher (Section 8) Program. Increase authorized budget authority by applying for available HUD funds. • Utilized 100% of HCVs (number of vouchers leased). Final Status Report on Program Objectives for FY 2023-24 5 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT • The Existing Housing Division increased budget authority through an additional increment of ten Veterans Affairs Supportive Housing(VASH) vouchers and fifteen Stability Vouchers for individuals and families experiencing or at risk of homelessness and those fleeing or attempting to flee domestic violence, sexual assault, stalking and human trafficking. HOME Tenant Based Rental Assistance Program 1. Increase utilization rate of funding for Tenant Based Rental Assistance Program. • The Tenant Based Rental Assistance Program will be ending in FY 2023-24 with families converting to other voucher types. 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. • Executed a Grant Agreement with HUD for its 2023 CDBG funding for $2,680,506 and conducted the environmental reviews for its CDBG projects. In FY 2023-24,the CDBG funded projects that are in progress or have been completed include: o West Hawaii Emergency Shelter Improvements: Design and construction. Completed. o Ulu Wini Low Income Housing Community Center Improvements: Design and construction. Completed. o Ulu Wini Low Income Housing Wastewater Treatment Plant: Design and equipment purchase. 95% completed. o West Hawaii Domestic Abuse Shelter: Interior and Exterior Renovations. 95% completed. o Hamakua Youth Foundation: Hamakua Youth Community Center Phase 1 Improvements. Cancelled. o Hale Ohana Domestic Abuse Shelter: Interior and Exterior Renovations. 95% completed. o Mental Health Kokua Kona Residential Housing Renovation: Interior and Exterior Renovation. 20% completed. Final Status Report on Program Objectives for FY 2023-24 6 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT o Mental Health Kokua Hilo Hale Residence Renovation: Interior and Exterior Renovation. 25% completed. o West Hawaii Emergency Shelter Improvements: Energy Efficiency Improvements. 95% completed. o West Hawaii Domestic Abuse Shelter: Phase 2 Improvements. 45% completed. o Hawaii. County Economic Opportunity Council: Certified Kitchen Conversion. 25% completed. o Hamakua Youth Foundation: Hamakua Youth Community Center Phase 2 Improvements. Cancelled. o Child and Family Services: Hale Ohana Domestic Abuse Shelter Phase 2 Improvements. 60% completed. o Mental Health Kokua: Hilo Hale Residence Improvements. 25% completed. o Hawai`i County Fire Department: Ka`n and Puna Volunteer Fire Station Brush Truck Acquisition. 20% completed. o Mental Health Kokua: Van Transportation Acquisition. Completed. HOME 1. Fund, administer and/or complete approximately one HOME project in accordance with program regulations. The Project will benefit 100%low-income households (80% of AMI and below), 90% (of rental units and Tenant Based Rental Assistance- TBRA) for households at<60%AMI,AND 20% of rental units in projects of more than 5 HOME units for households at<50%AMI. • Selected the Kaloko Heights Affordable Housing project to provide 100 multi-family rental units—90% complete. • Selected Habitat for Humanity Hawaii Island to construct three Self-Help Houses in the Puna area—95% complete. • Selected the Hale Na Koa '0 Hanakahi project to provide 92 seniors affordable housing units,with preference to veterans and their spouses— 85% complete. • Selected Habitat for Humanity Hawaii Island to construct three Self-Help Houses in the Puna area—10% complete. Final Status Report on Program Objectives for FY 2023-24 7 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT 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. • No selection of projects after two rounds of solicitations. NATIONAL HOUSING TRUST FUND 1. Fund, administer and/or complete one rental housing project in accordance with program regulations. The project will benefit 100% of extremely low-income (30% Area Median Income (AMI) and below)persons. • Selected the Kaloko Heights Affordable Housing project to provide 100 multi-family rental units—90% complete. • Selected the Hale NA Koa '0 Hanakahi project to provide 92 senior affordable housing units,with preference to veterans and their spouses— 85% complete. Final Status Report on Program Objectives for FY 2023-24 8 36 GEOTHERMAL ASSET FUND PLANNING • GEOTHERMAL ASSET FUND 1. The Geothermal Asset Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. No new claims were submitted to the Geothermal Asset Fund. Six Month Progress Report on Program Objectives for FY 2024-25 1 This page intentionally left blank PLANNING GEOTHERMAL ASSET FUND 1. The Geothermal Asset Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. No new claims were submitted to the Geothermal Asset Fund. Final Status Report on Program Objectives for FY 2023-24 1 This page intentionally left blank