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Home My WebLink AboutCOM 0372.055 2024-2026Ashley L. Kierkiewicz Council Member District 4 Puna Ojf1ce: (808) 961-8265 Fax: (808) 961-8912 ashley.kierkiewicz@hawaiicounty.gov HAWAI`I COUNTY COUNCIL Hawaii County Building 25 Aupuni Street • Hilo, Hawaii 96720 n C� DATE: September 26 2025—' -c 4D- TO: Holeka Inaba, Council Chairperson And Members of the Hawaii County Council FROM: Ashley L. Kierkiewicz, Council Member RE: County Leadership Review: Feedback and Input on the General Plan Enclosed are memorandums from County leadership submitted in response to Communication No. 372.31, which requested feedback on how the General Plan has guided operations, budgets, priorities, and decision -making, as well as input on the Draft General Plan 2045. The attached memorandums are presented in alphabetical order. We have not received comments from the Animal Control & Protection Agency and the Office of Housing and Development. Mahalo. CC: Planning Director AK/kj Serving the Interests of the People of Our Island Hawai 7 County is an Equal Opportunity Provider and Employer Comm. UT • v Red. To: . Ref. Pate SEP 3 0 025 Office of Aging Response from the Executive on Aging 1. How the General Plan has influenced our office: The Hawaii County General Plan has helped guide our work by emphasizing the needs of older adults. It supports affordable housing, better health and safety services, and community programs that help seniors live independently and safely. 2. Our thoughts on the Draft General Plan 2045 and our ability to carry out assigned actions: The Draft Plan includes good ideas for making the county more age -friendly, such as improving housing and services for seniors. We want to help make these initiatives happen, but we need sufficient staff, funding, and strong collaboration with other departments and community organizations to do so effectively. Clear plans and adequate resources will be essential to our success. The document mentions establishing an Aging and Disability Resource Center (ADRC) in Kailua Kona. Our current office, located in the West Hawaii Civic Center (WHCC), is staffed with Aging and Disability Resource specialists who are part of the ADRC and provide care consultations and walk-in services at that location. Developing an entirely new ADRC may not be feasible due to limited staffing and funding, as well as the fact that ADRC services already exists within the Kona Office of Aging. If it is suggested that the Office of Aging relocate to a different facility with a dedicated section for an ADRC, further discussion and funding would be necessary to secure such a location and ensure adequate staffing for such a site. Regarding telehealth support services, the Office of Aging can assist by providing referrals to various community partners that offer similar services. Also, the hcoa@hawaiiantel.net is no longer utilized. Please send to hcoa@hawaiicounty.gov. Mahalo. Kauionalani Fukuda Executive on Aging Hawai'i County Office of Aging 1055 Kino'ole Street, Suite 101 Hilo, Hawai'i 96720-3872 Phone: (808) 961-8601 C. Kimo Alameda, PhD Alaror William V. Brilhante Jr. Aanaging Director Merrick Nishimoto Depury Managing Director September 19, 2025 vultfg of C -afunii CIVIL DEFENSE AGENCY 930 Ululani Street • Hilo, Hawaii 96720-3958 (808)935-0031 Policy Committee on Planning, Land Use & Economic Development County of Hawaii RE: Comments on Draft 2045 General Plan Aloha Chair and Committee Members, Talmadge J. Magno Civil Dejense.ldministraror The role of Civil Defense in the context of the General Plan is guided by the County's Multi -Hazard Mitigation Plan and our overall missions of prevention, protection, mitigation, response, and recovery as they relate to natural and man- made disasters. Anything in the General Plan that has a nexus to these mission areas should include Civil Defense involvement —particularly building codes and land use zoning provisions that may help mitigate certain hazards. Regarding the Draft 2045 General Plan, Civil Defense responsibilities involving public safety are incorporated into our overall mission and will continue to remain our priority. R Mahalo for the opportunity to provide input and for your continued support in serving the people of our Island. Res ctfully, Talma a Magno Admi lstrator, Ha County Civil, Defense V Hawaii County is an equal opportunity provider and employer C. Kimo Alameda, Ph.D. Mayor Renee N.C. Schoen Corporation Counsel J S. Yoshimoto Assistant Corporation Counsel COUNTY OF HAWAI`I OFFICE OF THE CORPORATION COUNSEL 101 Aupuni Street, Suite 325 • Milo, Hawai'i 96720 • Phone (808) 961-8251 • Fax (808) 961-8622 September 25,. 2025 Sent via email only Ashley L. Kierkiewicz Chair, Policy Committee on Planning, Land Use & Economic Development Hawaii County Council 25 Aupuni Street Hilo, HI 96720 Email: Ashley.Kierkiewicz�a hawaiicounty.gov SUBJECT: Response to Request for Comments — Draft 2045 General Plan Dear Council Member Kierkiewicz, Thank you for the opportunity to provide input to the Draft 2045 General Plan. The following will serve to respond to your August 14, 2025 correspondence. Overall, the General Plan has no direct influence on this office's day-to-day operations, strategies, and decision -making. As the legal advisor to the County, our role remains consistent: to provide advice and counsel regarding adoption and implementation of the plan to all affected departments, boards, commissions, and the Council. As to the Draft 2045 General Plan, no action items were specifically identified and assigned to this department, however we do note numerous action plans requiring code amendments or updates requiring departmental review and approval by the County Council. We stand ready to assist the County's executive and legislative branches in carrying out the final 2045 General Plan. Should you have any questions, please do not hesitate to contact me. RNSjmk Sincerely, Atlllwzu�� Renee N.C. Schoen Corporation Counsel Hawaii County is an Equal Opportunity Employer and Provider �MtY Of ' C. Kimo Alameda, Ph.D. ;� Wesley R Segawa Mayor Director William V.: Brilhante Jr, �'h.o..N+'a Craig Kawaguchi Managing Director Deputy Director County. of Hawaii DEPARTMENT OF ENVIRONMENTAL MANAGEMENT 345 Kekuanao`a Street, Suite 41 Hilo, Hawaii 96720 - cohdem@hawaiicounty.gov Ph: (808) 961-8083 . Fax: (808) 961-8086 TO: The Honorable Members of the Policy Committee on Planning, Land Use & Economic Development. FROM: Wesley Segawa, Director DATE: September 19, 2025 .SUBJECT: Feedback.on the Draft General Plan 2045 and the Influence of Past General Plans on Department Operations This memorandum is in, response to your request for feedback regarding the influence of the County of Hawaii General Plan on the operations of the Department of Environmental' Management (DEM) and our assessment of the Draft General Plan (GP) 2045. We appreciate the opportunity to provide our. perspective and commend the Committee and the Planning Department for the comprehensive comparison document, which has been invaluable inthis review. The General Plan is a foundational document for DEM, providing the policy framework that guides our strategic planning, justifies our budget and Capital Improvement Project (CIP) requests, and guides our core functions in wastewater management and solid waste management. How the General Plan Has Influenced Department Operations Historically, the General Plan has served as one of several primary guiding documents, shaping our long-term strategies. The goals and policies from previous plans, particularly, the 2005 GP, have been instrumental in directing our efforts. Wastewater Management: Our wastewater programs are directly guided by the Public Utilities element of the General Plan. The 2005 GP's policy to use sewerage studies as guides for planning disposal systems (Policy 11.6.2 a) has been the basis for our facilities planning and.master plans:; The directive to "continue to seek State and Federal funds" (Policy 11,6.2 d) serves as the official justification for our pursuit of external funding for system upgrades and construction, which is critical to our, operations. Solid Waste Management & Recycling: The 2005 GP provided the foundational support for our modern solid. waste management programs. The policy to "encourage programs such as recycling to: reduce the, flow of refuse deposited in landfills" (Policy 10.5.2 f) and Hawai `i County is an Equal Opportunity Provider and Employer to "encourage the full development and implementation of a green waste recycling program" (Policy 10.5.2 h) led to the creation and expansion of our diversion programs. These policies provide the authority for our integrated Solid Waste Management Plan (ISWMP), the siting of our transfer stations, and our efforts to expand recycling opportunities across the island. Pollution Control: Broader goals, such as the Environmental Quality goal to "Control pollution" (2005 GP, 4.2 c), have guided initiatives like the polystyrene and sunscreen bans but attention should be brought to the potential to creep away from the Department's mandate In Section 2-202 of the County Code to "manage solid waste, wastewater, and recycling programs of the County." Assessment of the Draft 2045 General Plan and Capacity for Implementation The Department is encouraged by the direction and specificity of the Draft GP 2045. It represents an ambitious and integrated framework for our work. The explicit focus on Zero Waste, the "One Water" concept, and climate resilience provides DEM with a guide for the next two decades. Key Strengths The Draft GP 2045 contains several objectives and policies that will greatly empower the Department: • Zero Waste: The new Public Facilities & Services goal to "Achieve Zero Waste in Hawai'i County by 2045" (Objective 33) is an ambitious effort whose success will require substantial capital investment and community support. • Integrated "One Water" Approach: The Public Utilities section introduces a. progressive "One Water" concept, treating drinking water, stormwater, and wastewater as a single resource (Policies 26.13, 27.12). This modem approach will help us better integrate our wastewater planning with other departments, promoting water reuse, recharge, and overall watershed health. • Emphasis on Data and Planning: The draft calls for data -driven planning, such as developing a wastewater master plan with clear prioritization (Action 27.d) and completing a sewerage study for all urban areas (Policy 27.1). This supports our efforts to make smarter, more efficient investments in infrastructure. Capacity and implementation Challenges While we are aligned with the vision of the Draft GP 2045, our capacity to implement the assigned Actions will depend on addressing several key challenges: 1. Funding and Resources: The ambition of the new plan requires a commensurate increase in financial resources. Actions such as achieving zero waste by 2045 (Objective 33) and prioritizing wastewater conversion in unsewered urban areas (Action 27.a) are capital intensive and create burdens to the public. To succeed, DEM will require: o Increased and stable operational budgets. o Prioritization in the County`s CIP budget. o Enhanced support for seeking and managing federal and state grants, as reinforced in the Integrated Systems goal (Objective 41). 2. Staffing: The expanded responsibilities and technical requirements of the Draft GP 2045 necessitate an increase in staffing. For example, developing and managing Resource Recovery Parks, expanding wastewater reuse programs, and implementing a robust asset management program (Policy 25.7) will require specialized planners, engineers, operators, and technicians that we currently do not have. 3. Interdepartmental Coordination: The plan's strength lies in its integrated approach, but this presents an operational challenge. The "One Water" concept, for instance, requires deep and continuous collaboration between DEM, the Department of Water Supply, and the Department of Public Works. Achieving the plan's goals will require formalized interdepartmental working groups and clear protocols, as envisioned in the Integrated Systems Goal (Objective 40), to ensure our efforts are fully aligned. 4. Zero Waste by 2045: Zero Waste is a philosophy whose goal is to increase the recirculation of materials in the economy, for as long as possible, to avoid landfilling. While the expectation that businesses and households will only produce reusable or recyclable waste in 2045 is noble, the Department must remain prepared for the responsible disposal of waste through landfilling. The County's sole landfill, the West Hawai'i Sanitary Landfill (WHSL), has approximately 20 years of life remaining under current conditions. The Department recommends that the Draft GP 2045 consider future landfill siting, the expansion of the WHSL, and the research and implementation of -new technologies for waste disposal to sustain our island's future growth and disposal requirements. As currently seen on Kauai, Oahu, and Maui, landfill capacity, placement, and permitting are contentious and costly issues facing local government. The County of Hawaii is in a good position to use the remaining life of the landfill to properly plan for continued landfilling in addition to pursuing Zero Waste diversion strategies. Zero Waste should not be interpreted with a hard timeline and instead should be seen as a philosophy and direction of travel. Conclusion The Department of Environmental Management views the Draft General Plan 2045 as a visionary and ambitious document that will guide Hawai'i County toward a more sustainable and resilient future. It provides our Department with a clear guide to modernize our services and protect our island's precious resources. it is essential that the plan's adoption is accompanied by a strategic commitment to providing the necessary funding, staffing, and collaborative structures to ensure its success. This document provides that vision and justification to fulfill our mission. Thank you for the opportunity to provide this feedback. We look forward to working with the Committee as you continue this important process. County of Hawai'i Is an Equal Opportunity Provider and Employer Department of Finance The objectives of the general plan are reviewed with the CIP fiscal impact statements and the broader goals align with the program objectives in the program budget. In recent years, with the development of the new plan and the age of the current plan, the plan has not been primary in development of decision making and operations but rather immediate community needs. The 2045 plan is very detailed and may be difficult to follow and achieve the numerous objectives and action items listed. With the financial constraints of wastewater projects and other mandated infrastructure improvements, the County's financial ability to fund these objectives should be further considered and prioritized. While there is support for the overall strategies of the plan and the purpose of guiding future development and setting the framework for Capital Improvement Plan, the current financial baseline limits our ability. While the question is specific to the action items assigned to the Finance Department, it should be noted that the impact to many of the action items in the plan are financial and the ability to fund and budget for these items will be challenge for the County. The following are responses to some of the action items assigned to the Finance Department. Some of these items are complete or in progress. Others may require additional funding and resources/staffing to achieve. Table 53: Collaborative Biocultural Stewardship 1.j Create incentives for landowners to retain and re-establish forest cover in upland watershed areas with an emphasis on native forest species. The Hawaii County Code was revised in 2021(Ordinance 20-60) to allow for restoration of native forests. Previously only forestation was allowed which meant the land already needed to have 60% native forest cover. Additional options were included to the Hawai'i County Code 19-59 at that time to allow for functional forest and successional forests efforts. 1.t Increase funding and grants for urban and community forestry. This will have a financial impact. I- 1.z Assess and prioritize County -owned areas for restoration in collaboration with government, private and nonprofit agencies, communities, and other stakeholders The Public Access Open Space and Natural Resources Preservation Maintenance Funds are used to provide grants to Non-profit organizations to steward County -owned lands and conservation easements. The funds are also used to contract private businesses to help maintain properties without non- profit stewards. 4.m Provide real property tax incentives for historic properties, including commercial properties. There is already a "Historic Residential Real Property Dedicated for Preservation" exemption program which allows for owners to pay the minimum tax (currently at $200 per year). Many other commercial historic sites are leased long term or deeded to a non profit organization which also can qualify for the minimum tax per year. Table 54: Climate Change 7.c Develop a County purchasing policy to prioritize products with low emissions over their lifecycle and resiliency to the impacts of climate change. Review of appropriate specifications that align with the procurement code as well as costs will need to be evaluated. This would be in coordination with R&D and OSCER. 7.g Develop energy benchmarking standards for County buildings. OSCER in collaboration with DPW, P&R, Police & Fire is doing an energy assessment of the County facilities with the highest energy use. If more funds are identified more County facilities will be assessed with the goal of using data for an asset management system. 7.i Create a fleet transformation plan for each County department.. This has been led by R&D and the Department of Public Works. Once identified, Finance will need to conduct a financial analysis. Finance has already requested a maintenance plan for the larger departments. 8.c Incorporate appropriate green building or climate -resilient specifications into competitive bids. The new procurement system has the capability to search bid specifications from across the Country. DPW, P&R, OHCD and DEM will be able to see what other jurisdictions are implementing. 8.d Adopt a land acquisition program with potential leaseback options for the purchase of hazard -prone locations or those with beneficial attributes for climate adaptation and mitigation. Noted — Funding would need to be identified to stand up program. Table 55: Land Use 9.e Conduct a review and re-evaluation of the real property tax structure to simplify and assure compatibility with land use goals and policies. Noted — when change is implemented, these efforts do require staff and financial resources. 9.f Study the feasibility, issues, and opportunities related to the development of a TDR program to strategically preserve open space and achieve density to remain consistent with the land use pattern in accordance with the General Plan Land Use Maps. 15.e Update the Real Property Tax Code for agricultural land uses that result in actual production or other public benefits, such as native forestry and the ecosystem services that result from well -managed rangelands. This is already underway as the agricultural programs were drastically updated by Hawai'i County Council in the Hawaii County Code in 2023. Real Property Tax is continuing to go through the migration at this time. 15.i Develop a program and incentives, including proposed resources (e.g., grants, loans, technical assistance, education) that support small-scale farmers, the lease of public lands, and learn opportunities to become effective stewards of the land. 15.j Collaborate with USDA and the State to enable farmers to bring local meat to local markets. While Real Property Tax(Finance was not listed as an agency, it is worthy to note that the Real Property Tax Division proactively worked with the only, meat processing facility on the west side to ensure the lowest amount of taxes were paid based on the programs & exemptions the owner qualified for. Table 56: Transportation Access and Mobility 21.c Pursue funding, County capacity, and responsibility to maintain green infrastructure and native landscaping in the County Rights -of -Ways. Noted. 23.a Create an asset management program. The CoHnect system will track all fixed assets, infrastructure, and depreciation. Once tracked in the system Finance will have the data necessary to start an asset management program. This may require more positions in the property management division. Public 57: Public Utilities 25.a Develop and adopt an Impact Fees Ordinance to aide in the expansion of public utilities. There are programs currently that support this in the Hawai'i County Code. Finance Department has supported such programs with the assistance of Treasury Division and Real Property Tax in the collection of the fees. Typically this has been done through either a wastewater improvements, water improvements, facilities district or a business improvement district 26.h Explore the feasibility of incentive methods such as property tax deductions, conservation easements, or transfer of development rights to protect the defined zone of influence of existing or proposed public and private wells. Agricultural conservation easements were implements in the Long Term (10 year) agricultural program with the changes to the Hawai'i County Code in 2023. There is currently no tax on county maintained wells and infrastructure. Typically private wells (if considered to be a PUC) is also exempt from real property tax if they opt for the provision to pay through the Treasury Division. Recently a council member did explore a single conservation easements program, however, after further research this was already taken into account in existing programs (native forest, functional forest, successional forest and agricultural programs). 27.b Prioritize areas where wastewater treatment facilities are necessary to facilitate future growth and utilize financing tools such as community facilities district (CFD) or tax increment financing (TIF) to aid in implementation. 27.d Develop a wastewater master plan with a clear prioritization method for wastewater system expansions and improvements based on criteria involving land use, projected growth, social equity, and environmental factors. This is already being done currently as there are multiple improvement districts where Finance Department, Treasury Division is collecting for those programs. 27.i Streamline the sewer connection loan program. Funding would need to be identified. 27.j Develop wastewater cost valuation in service fees (similar to the water model fee structure). 28.e Explore new methods of funding for the provision of adequate drainage systems and reduce potential flood inundation areas. Ongoing Table 58: Public Facilities and Services 31.a Create an asset management program. The CoHnect system will track all fixed assets, infrastructure, and depreciation. Once tracked in the system Finance will have the Data necessary to start an asset management program. This may require more positions in the property management division. 31.c Develop and adopt an Impact Fees Ordinance to aide in the expansion of County services and facilities. Table 59: Housing for All 38.g Amend the Real Property Tax Code to incentivize long term occupied housing. The long term rental tax classification was added to the Hawaii County Code starting Tax Year 2026-2027 (July 1, 2026 thru June 30, 2027). Real Property began accepting applications in July 2025. The goal of this program is to provide lower taxes as an incentive for property owners to rent homes out for long term (6 months and/or longer) by providing lower tax as an incentive. 39.d Revise financial mechanisms and property tax provisions to allow for creative finance solutions to incentivize new construction and rehabilitation of affordable housing. There are already 2 programs within Real Property Tax pertaining to affordable housing. There is the low -moderate income housing which provides the entire project pays the minimum tax which is currently at $200 per year. The other program is the affordable rental housing program which provides the lowest tax rate (currently it is the same as the homeowner tax rate which is the lowest rate the County of Hawai'i has). The affordable rental housing program is for individual owners of single family to apartment building structures. Table 60: Integrated Systems 41.c Develop a countywide facility condition inventory and maintenance schedule. This has been in discussion and initiated by a few departments independently. A countywide inventory and maintenance schedule will require additional funding and oversight. Portions of this could be improved with the new CoHnect system. 42.b Provide technical assistance for financing districts for new facilities and services in areas designated as urban growth areas. This is already being done currently as there are multiple improvement districts where Finance Department, Treasury Division and or Real Property Tax are collecting for those programs. Table 61: Thriving, Diverse, Regenerative Economy 44.c Complete a feasibility analysis for the County to provide access to tools such as industrial development bonds, tax abatement, and low -interest loan programs. 46.p Support and advocate for streamlined long-term leases for agricultural parks. 46.q Continue to evaluate and update the County's tax reduction programs to ensure that tax incentives for agricultural land use result in actual public benefits and promote local agricultural production where possible. Among the changes mentioned in 26.h above, Real Property Tax is doing a site inspection on every parcel receiving an agricultural use benefit. This means every parcel must be doing active ag use to remain in or get into an agricultural program which lowers the tax burden. 46.r Create a real property tax exemption for farmers entitled to federal crop loss insurance. Already in the Hawai'i County Code and Finance Director Rules & Regulations is a provision that due to loss of crop (due to no fault of the farmer/rancher), the Real Property Tax allows the lower ag preferential value to remain while the farmer/rancher reestablishes their farm/ranch. C. Kimo Alameda, Ph.D. Mayor William V. Brilhante, Jr. Managing Director Merrick Nishimoto Deputy Managing Director August 15, 2025 Couutp of'Na biact`t HAWAPI FIRE DEPARTMENT 25 Aupuni Street • Suite 2501 • Hilo, Hawaii 96720 (808) 932-2900 • Fax (808) 932-2928 Councilmember Ashley L. Kierkiewicz County of Hawaii Council — District IV 25 Aupuni Street Hilo, Hawaii 96720 Kazuo S. K. L. Todd Fire Chief SUBJECT: DEPARTMENTAL COMMENTS — DRAFT 2045 GENERAL PLAN Aloha Councilmember Kierkiewicz, Mahalo for the opportunity to provide input on the Draft 2045 General Plan. 1. Historical Influence of the General Plan on HFD Daniel J. Volpe Deputy Fire Chief Historically, the General Plan has had minimal direct influence on the Hawaii Fire Department's operations, strategies, or decision -making. The primary circumstance in which we have referenced the plan has been when specific grants —such as Community Development Block Grant (CDBG) applications —require an explanation of how the proposal aligns with County long-range plans. Outside of these instances, the General Plan has not been a routine reference in operational planning, budgeting, or capital improvement prioritization for HFD. 2. Assessment of Draft 2045 Plan — Public Facilities and Services / Protective Services The Public Facilities and Services section (4.4), particularly the Protective Services objectives, policies, and actions, outlines important priorities for public safety infrastructure, response capacity, and resilience. We appreciate the inclusion of goals related to: • Co -location and strategic siting of protective services facilities (Policies 32.1-32.3). • Maintaining NFPA-aligned service levels and ensuring hazardous materials coverage islandwide (Policies 32.7-32.9). • Rural- fire protection flexibility through alternate water sources and large catchment capacity (Policies 32.12-32.13). • Collaborative wildfire protection and prevention planning (Actions 32.f, 32.p). • Post -disaster redevelopment planning and hazard mitigation strategies (Action 32.n). Hawai'i County is an Equal Opportunity Provider and Einployer. 3. Policy and Action Clarifications & Recommendations Policy 32.7 — Volunteer Fire Level of Service The current language lacks a measurable standard. We recommend revising to read: "Adequately support, fund, and expand volunteer fire facilities and capacity, with a target of at least one career personnel assigned to training, mentoring, and supporting every 20 active volunteers." This creates a clear, trackable ratio and ensures sustainable training and operational readiness. Alternatively, this language could be added to page 160 under a new "Volunteer Fire" section. Policy 32.10 — EMS Provision The language "All fire stations should provide Emergency Medical Services (EMS)" is ambiguous in our context. EMS transport services are funded and contracted through the State, and not every station is resourced with an ambulance. In our operating model, "providing EMS" may mean having EMT -trained firefighters capable of first response, not necessarily full ambulance -based service. Clarification is requested on whether the policy intends for all stations to have transport units or simply first responder medical capability. Policy 32.24 — Resilience of Critical Facilities We support this goal, but note that many of our fire facilities —particularly in rural areas —are in standard residential -type structures not designed to withstand hurricane -force winds or other severe hazard impacts. Achieving this standard will require substantial capital investment and CIP prioritization over multiple budget cycles. Possible changes: Policy / Draft 2045 GP HFD Recommended Wording / Clarification Action Wording 32.7 — "Adequately support, "Adequately support, fund, and expand volunteer Volunteer Fire fund, and expand fire facilities and capacity, with a target of at least Level of volunteer fire one career personnel assigned to training, mentoring, Service facilities and and supporting every 20 active volunteers." capacity." 32.10 — EMS "All fire stations Clarify: "All fire stations should provide an ALS or Provision should provide BLS ambulance" or "All stations should provide Emergency Medical BLS -trained firefighters/EMTs to respond until ALS Services (EMS)." can arrive." (Table 38 No volunteer LOS Add to Table 38: "Maintain a ratio of at least one Addition) — standard listed in career personnel assigned to training, mentoring, and Volunteer Fire Table 38. supporting every 20 active volunteer firefighters." 4. Implementation Capacity While the objectives and actions are appropriate from a public safety perspective, HFD's ability to implement them will be shaped by: • Funding Constraints — Actions such as facility replacement, technology upgrades, and expanded volunteer capacity require significant and sustained funding. • Interdepartmental Dependencies — Many priorities, especially those related to facility construction or hardening, depend on other County departments for site acquisition, design, and permitting. Geographic Limitations — Island topography, dispersed communities, and limited alternate access routes present ongoing challenges. Staffing — Expanded service levels and volunteer support require consistent recruitment and retention improvements. 5. Recommendations for Alignment To make the Draft 2045 Plan more actionable in general, we recommend: • Identifying priority actions for the first 5-10 years with estimated resource requirements. • Clarifying lead versus supporting agency responsibilities for each action. • Establishing measurable performance indicators tied to realistic funding strategies. • Ensuring protective services actions are integrated into annual budget planning and the CIP process. • Consider SMART style objective language. Ownerless objectives without a due date are unlikely to be addressed. This approach will make the plan more actionable, improve accountability, and allow progress tracking over time. Mahalo for considering our feedback. We look forward to continued dialogue to ensure the General Plan supports a resilient, well -prepared, and well-resourced public safety system for Hawaii Island. Sincerely, X � Fire Chief Kazuo Todd Hawaii Fire Department GSM OF j, COUNTY VF i.i0AI! C. Kimo Alameda, Ph.D. �d?••,f=.'•',, Mayor Laura Acasio ' 79 SEP 19 PrJ A�P&for William V. Brilhante "••4:•*�� Managing Director •OF•w��► County of Hawaii OFFICE OF SUSTAINABILITY, CLIMATE, EQUITY, AND RESILIENCE 32 Kino'ole Street, Suite 101 • Hilo, Hawaii (808) 854-3129 E-mail: OSCER@hawaiicounty.gov To: Chair Kierkiewicz and Members of the Policy Committee on Planning, Land Use, and Economic Development From: Laura Acasio, OSCER Administrator Date: September 19, 2025 Subject: Request for Comments — Draft General Plan 2045 Aloha e Chair Kierkiewicz and Members of the Policy Committee on Planning, Land Use, and Economic Development, The Office of Sustainability, Climate, Equity, and Resilience (OSCER) appreciates the opportunity to provide input on how the Hawai'i County General Plan has influenced the operations, strategies, and decision -making of the office. This response outlines the historical influence of the 2005 General Plan, the operational framework provided by the Integrated Climate Action Plan (ICAP), and the office's capacity to implement the actions assigned in the Draft General Plan 2045. The 2005 General Plan established foundational policies that continue to inform OSCER's mission. At that time, OSCER itself did not exist, and its functions were addressed in segments throughout the plan. Sustainability-related responsibilities were addressed primarily in the plan's chapters on energy, environmental quality, flooding and natural hazards, and natural resources. These policies advanced County -wide goals such as energy conservation, renewable energy development, watershed protection, and hazard mitigation. However, the 2005 General Plan treated these topics in a decentralized manner. Responsibility for implementation was spread across multiple departments, integration across County functions was implied rather than explicit, and no designated agency existed to ensure comprehensive alignment. This foundational but shoed approach nevertheless created the groundwork that enabled subsequent planning efforts, including the ICAP and eventually the establishment of OSCER. The Integrated Climate Action Plan, adopted in 2023, represents the County's first comprehensive roadmap for climate mitigation and adaptation. It provides greenhouse gas reduction targets, a baseline emissions inventory, and analyses of cascading climate hazards. The ICAP identifies mitigation and adaptation actions across County operations and establishes a system for monitoring and implementation. The 2005 General Plan was referenced in the development of actions, with some of the actions in the ICAP mirroring those in the 2005 GP. The ICAP serves as the primary operational guide for OSCER. It informs budget requests, staffing needs, and interdepartmental coordination by identifying specific County responsibilities, such as energy efficiency, waste reduction, planting native species, sustainability data collection and Hawaii County is an Equal Opportunity Provider and Employer C. Kimo Alameda, Ph.D. 4��VY OF p,, Mayor; Laura Acasio Administrator William V. Brilhante .::•*�� Managing Director •.�°F•"'� reporting needs, and climate adaptation initiatives. Additionally, OSCER has referenced the 2005 GP and the ICAP in grant applications in order to justify County prioritizations, such as hazard mitigation. From a policy standpoint, the Draft General Plan 2045 designates OSCER as the County's lead agency for integrating sustainability, climate resilience, and equity into all operations and planning (Policy 40.8). OSCER would like to clarify that the Office is already performing coordination to this effect but is not overseeing, regulating, or otherwise reviewing all County agency work. This evolution from 2005 to 2045 marks a significant structural shift. Where the earlier plan distributed sustainability goals across separate chapters without a central coordinating, implementing, or monitoring agency, the 2045 plan consolidates the coordination of these responsibilities under OSCER. The office is positioned not as the sole implementer of all actions but as the County's integrator and catalyst. OSCER's mandate is to ensure our sustainability goals are not just goals but actions. OSCER's existing staffing can fulfill the 2045 Draft General Plan. OSCER has staff to:1) Perform the relevant data analysis for the climate dashboard (6a); 2) Conduct community outreach and develop partnerships to support equitable climate action and education (6b, 6c, 7j, 8b); 3) Coordinate interdepartmental action to increase climate mitigation and resilience (3b, 7a, 7b, 7i, 8b); and 4) Seek funding for further efforts and interdepartmental initiatives (32o). Additionally, GP policies on resource protection and infrastructure resilience will continue to provide justification for grants and prioritizing projects like energy retrofits, green infrastructure for stormwater, and shoreline adaptation efforts. In assessing its capacity to implement the actions assigned under the Draft General Plan 2045, OSCER recognizes both the opportunities and challenges of its role. As a small and newly established office, full implementation will require diligence and sustained effort overtime. However, OSCER affirms that working toward these goals is imperative. Advancing sustainability, climate action, equity, and resilience is essential for the health, well-being and longevity of Hawai'i Island's communities. OSCER remains available to answer any additional questions, clarify specific points, or provide the Committee with a detailed breakdown of each implementation action assigned in the draft General Plan. Respectfully, Laura Acasio Administrator, Office of Sustainability, Climate, Equity, and Resilience Hawaii County is an Equal Opportunity Provider and Employer Human Resources In reviewing the General Plan it is noted that "County" is referenced in several different contexts, but primarily as government as a whole and not from the perspective of an employer. In our review the only action that DHR might be able to assist with is in reference to an apprenticeship program which is referenced on the Comparison Chart and in the Draft General Plan. Working with Research and Development, Hawaii Community College, and Council Vice -Chair Onishi we are currently working to develop additional opportunities for internships/apprenticeships at various levels to provide people with experience working for the County and create more interest in the County as an Employer in our community. Sommer J. Tokihiro Director Department of Human Resources County of Hawaii 101 Pauahi Street, Suite 2 Hilo, Hawaii 96720-4224 Telephone: (808) 961-8361 Email: sommer.tokihiro@hawaiicounty.gov Department of Information Technology The General Plan is not typically considered in the department's operations and functions. Nevertheless, the Department of Information Technology (DIT) remains dedicated to serving the people of Hawai'i Island. One concern frequently raised by the public and county community has been the limited Wi-Fi reception at county facilities. In response, we have addressed this issue by successfully installing public Wi-Fi at 20 underserved areas within the county, with future locations to be considered. We're also collaborating with the Department of Research and Development on a new effort to offer basic computer training to county employees and public at these Wi-Fi-enabled locations. Our goal is to provide opportunities to expand understanding of technology, while also helping our youth and elderly community members improve their computer skills, increase their knowledge, and learn how to protect themselves when using the internet. This project was temporarily paused to prioritize the rollout of CoHnect, a new county -wide program. Once CoHnect is fully implemented, we will resume discussions and will move the training initiative forward. In the interest of public safety, DIT has enhanced the county's first responder facilities by connecting multiple fire stations to the county fiber network, providing improved connectivity and redundancy. We also supported the new Fire and Police Dispatch Center by delivering upgraded technologies to help both departments and their first responders serve the community more effectively. The DIT GIS program routinely participates as a collaborating partner in technical state and federal GIS initiatives relating to Hawaii County. Recent key partnership programs include the Hilo Bay Watershed Management Plan (HBWMP), Coral Reef Initiative National Wetlands Index Update and Anchialine Pool mapping project, Ancient and Historic Trails GIS update, Coastal Shoreline and Flood Mapping updates, three NASA DEVELOP capacity building projects for the county, Elections Ballot Tracking application design/build, Office of Housing Affordable Housing Dashboard, two multi -year validation efforts for federally collected LIDAR for Hawaii Island. Some of the state and federal partners engaged through these projects include USACE, USGS, FEMA, NOAA, EPA, USDA, USFWS, NPS, Hawaii Planning/CZM, SHPD, DEQ, DAR, DLNR, Na Ala Hele Trails program, DOCARE, DOBOR, and UHH. Corey Stone Director l Department of Information Technology Hawaii County Department of Liquor Page 2. Row 6. 44.1 Provide assistance to businesses trying to enter the local market by providing them assistance to reach these goals rather than being a roadblock. Page 2. Row 7. 43.3. This should be 44.3 instead of 43.3? Page 3. Row 12. 44.8 The DLC has supported this by encouraging agribusiness such as honey wine manufacturing, small craft distilling using local crops and ingredients (i.e. 12th Island Distillers), and Kona Coffee by product distilling operations. See comments to 44.1 and 44.8. Page 4. Row 37. Help support value added production and products. Page 7. Row 62 and 64. The DLC has supported this by approving licenses for manufacturing and distilling that also incorporate tours of facilities to see the manufacturing/distilling process (i.e. Kona Brew, 12' Island Distillery). Page 10. Rows 16, 17. The DLC is constantly monitoring trends from a regulatory and business perspective. The DLC achieves this by being engaged and participating in local, national, and international organizations related to alcohol, tobacco, food, and entertainment. Page 10. Row 20. See comments to 44.1 and 44.8. Page 13. Row 71. There are good Hawaii Island liquor products that may do well in larger markets nationally and globally. Page 101. Row 13. Facilities that can accommodate large outdoor gatherings (i.e. concerts) are needed for communities. Page 108. Row 28/29. Facilities that can accommodate large outdoor gatherings (i.e. concerts) are needed for communities islandwide. Page 142. Row 73. Agree with this that area need to be adequately served by transportation, utilities, and other essential infrastructure. Mass Transit Aloha Council Member Kierkiewicz, Thank you for the inquiry regarding the General plan and how it impacts transportation. The general plan has helped our agency with future planning. In regards to transit pubs that will need to be implemented for example. Pahoa, Keaau, Hilo, Kona and also Waimea would serve as hubs for individuals needed to connect with the bus system. Also by 2045 regarding greenhouse gas emissions. We would need to be green by this time running a combination of battery electric, hydrogen and hybrid buses. Another topic regarding bus stop and shelters would need to be completed. With special attention to stop/shelter spacing while servicing the entire island. Upgraded shelters with attention to also the types of shelters. Since more rainfall happens on the east side of the island. Shelters with paneled walls are more ideal to keep people dry during rain. Unlike the west side of the island. One last item to mention would be an alternate road/corridor extending from Pahoa area through Keaau to Hilo or even possibly further. This road could be utilized for public transportation or other official government entities. While the islands population grows each year and with a 2045 plan, additional roads could be required to assist with the high traffic areas. Mahalo, Zac C..Kimo Alameda, Ph.D. Mayor William'V. Brilhante, J Managing Director Merrick Nishimoto Deputy Managing Director County of Hawai% - Office of the .?Mayor 25 Aupuni Street, Suite 2603 w Hilo, Hawaii 96720 • Phone (808) 961-8211 • Fax (808) 961-6553 KONA: 74-5044 Ane Keohokalole Hwy., Bldg C •. Kailua-Kona, Hawaii 96740 Phone (808) 323-4444 . Fax (808) 323-4440 September 19'. 2025 Council Member Ashley L. Kierkiewicz Hawaii County Council 25 Aupuni Street Hilo, Hawaii 96720 Re: Response to Request for Departmental Comments — Draft 2045 General Plan Dear Council Member Kierkiewicz: Please allow this letter to serve as a response to your correspondence dated August 14, 2025. The General Plan represents a collaborative effort between the County and our community'to chart a shared general roadmap for our island's future. Its purpose is to establish a collective vision that unites us in addressing our challenges and creating a better future for everyone. As such, this plan should be done in broad brush strokes to allow for greater flexibility rather than specific detailed requirements. The world, is changing rapidly, and our plans must be able to evolve in response. With that in mind, I want to share a few thoughts and concerns regarding the current draft as the County Council undertakes its crucial responsibility to review and adopt this document. After several months of reviewing the draft, my primary concern is that it attempts to do too much. The General Plan is intended to establish long-term goals and priorities, serving as the overarching framework that guides our County agencies. However, it currently risks becoming bogged down by excessive details, some of which face community opposition. By being too specific and prescriptive, I believe this draft tries to take on more kuleana than it should. Evidence from other jurisdictions in the state supports this perspective. Honolulu's General Plan, for example, maintains a high-level and flexible approach, focusing on general goals, objectives, and policies without delving into specific action steps and responsibilities. This allows for a more adaptable framework that can respond to changing circumstances effectively. We can further compare plans by looking at the section on climate change. While addressing climate change is important, the current draft includes 16 pages on climate adaptation and mitigation, compared to Kauai County's General Plan, which includes about 10 pages on the subject, and Honolulu's plan, which addresses climate change by focusing only on policies and County of Hawaii is an Equal Opportunity Provider and Employer. Council Member Ashley L. Kierkiewicz September 19, 2025 Page 2 of 2 objectives. This discrepancy arises because our Plan contains numerous detailed action steps and lengthy explanations. While I acknowledge the significance of climate change, much of this detail is not necessary in a high-level policy document. According to a report by the National Research Council, effective long-term planning for climate change requires flexibility and adaptability, which are hindered by overly prescriptive plans. Moreover, to stay relevant, the Plan should adhere to a 10-year outlook (2035), with revisions every five years. The pace of change in our world, whether economic, technological, or environmental, necessitates more frequent assessments. For instance, the rapid development of artificial intelligence, which has transformed industries in just a few years, underscores the need for adaptable planning. By planning too far into the future, we reduce our ability to respond effectively to an ever -evolving world. In conclusion, while the General Plan is a vital tool for guiding our island's future, it must remain flexible, apolitical, and focused on high-level objectives. By doing so, we can ensure that it serves as a dynamic and responsive framework capable of addressing our community's needs in a rapidly changing world. Mahalo nui loa for consideration. C. Kimo Alameda, Ph.D. Mayor of Hawaii County of Hawaii is an Equal Opportunity Provider and Employer. OF C. Kimo Alameda Ph.D. `r MtY Clayton Honma Mayor •' Director Melissa Samura C©untp of -Vawat t j , Deputy Director DEPARTMENT OF PARKS AND RECREATION 101 Pauahi Street, Suite 6 • Hilo, Hawaii 96720 (808) 961-8311 • Fax (808) 961-8411 Email-, oliparks(a7.hawaiicounty, ov http://%vwww.hawaiicounty gov/parks-and-recreation/ September 19, 2025 Via Electronic Mail (only) Ashley L. Kierkiewicz Hawaii County Council Member 25 Aupuni Street Hilo, Hl 96720 e-mail: aslilev.kiei•kiewicz@hawaiicounty_ RE: August 14, 2025 Request for Departmental Comments on Draft 2045 General Plan Dear Council Member Kierkiewicz: Thank you for the opportunity to share our input on the draft 2045 General Plan. Our response is separated into the 2 focus areas presented in your. subject letter. I) How the General Plan has influenced DPR's operations, strategies, and decision - making. To date, DPR's use of and reference to the General Plan principally centers on Chapter 1.2 Recreation and the development of our annual Capital Improvement Projects budget to ensure consistency with established goals and policies and concurrence with stated standards and courses of action. Beyond that, there was limited applicability to our department outside of land use issues that generally arose from private development actions. 2.) Our assessment of the Draft 2045 Plan, particularly how DPR's capacity to implement the Actions we've been "assigned. " As set forth in Section 1.1 (page 27) of the Draft 2045 General Plan (hereinafter "DGP"), there are 8 distinct purposes the document is required to address. However, those 8 purposes burgeon into 49 separate objectives, spawning more than 640 individual policy statements, and producing nearly 400 discrete action items that the County administration and County Council would be obligated to adhere to, uphold and enforce. The sheer volume and breadth of responsibilities established by the DGP, compounded by the interconnectivity of complementary and overlapping objectives, policies and actions, as well as the number of agencies tasked with collaborating to manage and implement suchr creates a herculean, near impossible mission for the County. As a long-range tool, the County of Hawai'i is an Equal Opportunity provider and Employer. DGP appears to be focused on details and minutiae (more appropriately addressed in CIA or codes/rules) rather than on broader policy matters that would apply county- wide. Further, it is unclear how the DGP reflects and addresses the statewide planning system's policies, plans, andprogram per HRS §226-52, and the DGP extends far beyond the objectives and policy issues set forth in HRS §226-58. What the DGP fails to address and consider is the costs of implementing this greatly expanded policy document at the department level. The cost of such a detailed plan to our department stretches from reviewing policy at the administrative level to ensuring implementation at the front lines — and everywhere in between. There is no conceivable way that our department, consisting of over 500 employees of widely varying job responsibilities, education requirements, and geographic distribution, can fully comprehend, implement, and enforce such a document. The DGP is a very complex document that is not user friendly at the department level — which is what would be important to us. We feel it should be constructed in a manner favorable to the implementing agencies rather than developed in a storybook fashion. The DGP should be a dynamic, living document that can be quickly amended and updated at relatively short and regular intervals to reflect the diverse and evolving population of our island. The complexity and size of this tome does not lend itself to such flexibility, and any changes that are made (in itscurrent form) would create chaos for those trying to understand, implement and adhere to it. Should you have any questions, please contact me at your convenience. Res ec ly, L TON HONMA Director Department of Parks & Recreation cc: Mayor PIanning Director File C. Kimo Alameda, Ph.D.~� F'"•,, Mayor , William V. Brilhante, Jr. Managing Director •.,v �,�;��. WestHawai`i Office Kailua4 oneKawai'i967lole Hwy County of Hawaii Kailua-Kona, Hawaii 96740 Phone (808) 3-4770 PLANNING DEPARTMENT Fax (808) 327-7-3563 DATE: September 18, 2025 Jeffrey W. Darrow Director Michelle S. Ahn Deputy Director East Hawaii Office 101 Pauahi Street, Suite 3 Hilo, Hawaii 96720 Phone (808) 961-8288 Fax (808) 961-8742 TO: Ashley L. Kierkiewicz, Chairperson of the Policy Committee on Planning, Land Use, and Economic Development and Members of the Hawaii County Council FROM: Jeffrey W. Darrow, Planning Director ,76 Y2y W. bqwow JeOrry W.Da ep 18, 20251655:28 HST) SUBJECT: Departmental Comments- Draft 2045 General Plan As requested by Councilmember Kierkiewicz, our Department has prepared responses to the two items included in the memo. 1) How the General Plan has influenced your department's operations, strategies, and decision making? Before providing responses to how the General Plan has influenced Planning Department operations, strategies, and decision -making, it is important to look at what is required for the General Plan. The County of Hawai`i's General Plan is the policy document for the long-range comprehensive development of the island of Hawaii. Importantly, the General Plan is not just a Planning Department document, but it is a County wide document to be used as the guiding plan for every department to achieve the County's future goals in all areas. These areas include the future goals for our economic growth, our energy dependance, our environmental quality, our planning for flooding and other natural hazards, the preservation and restoration of our cultural and historic resources, the protection of our natural beauty sites, the protection of our natural resources and the implementation of our public accesses, our housing choices, our public facilities (which includes education, first responders, government operations, health and sanitation), our public utilities, including water and telecommunications, our recreation facilities, our transportation choices and improvements for roadways, airports and harbors, and mass transit. Lastly, the General Plan provides direction for our land use choices for development on our island, which includes our residential, agricultural, commercial, resort, industrial, open and public lands. It is required by the State Planning Act and County Charter section 3-15 as stated below. "The council shall adopt by ordinance a general plan which shall set forth the council's long- range policy for the comprehensive physical, economic, environmental, and sociocultural well- being of the county. wwwplanning.hawaiicouniy.aov Hawaii County is an Equal Opportunity Provider and Employer planning(@hawaiicounty.gov Ashley L. Kierkiewicz, Chairperson September 18, 2025 Page 2 (a) The general plan shall contain a statement of development objectives, standards and principles with respect to the most desirable use of land within the county for residential, recreational, agricultural, commercial, industrial and other purposes which shall be consistent with proper conservation of natural resources and the preservation of our natural beauty and historical sites; the most desirable density of population in the several parts of the county; a system of principal thoroughfares, highways, streets, public access to the shorelines, and other open spaces; the general locations, relocations and improvement of public buildings, the general location and extent of public utilities and terminals, whether publicly or privately owned, for water, sewers, light, power, transit, and other purposes; the extent and location of public housing projects; adequate drainage facilities and control; air pollution; and such other matter as may, in the council's judgement, promote the general welfare, health, and prosperity of its people. (b) The council shall enact zoning, subdivision, and such other ordinances which shall contain the necessary provisions to carry out the purpose of the general plan. (c) No public improvement or project, or subdivision or zoning ordinance, shall be initiated or adopted unless the same conforms to and implements the general plan. (d) Amendments to the general plan may be initiated by the council or the planning director. " More specifically, the Planning Department uses the General Plan for the following: • To prepare the operating budget and program objectives. • To review the lists of proposed capital improvements contemplated by agencies of the county and recommend the order of their priority. Capital improvements shall be prioritized based on criteria aligned with the general plan. • To review and comment on functional plans, such as the Water Use Development Plan. • To review and comment on environmental documents such as Environmental Assessments and Environmental Impact Statements. • To review and comment on State planning documents, such as the Department of Transportation Long -Range Land Transportation Plan. • To review and comment on State legislative proposals. • To provide recommendations on advisory bodies staffed by the Planning Director, such as the State Transit -Oriented Development Council, the Hawaii Climate Change Mitigation and Adaptation Commission. • To draft grant applications and project proposals. • As a guide to the Cultural Resources Commission. Ashley L. Kierkiewicz, Chairperson September 18, 2025 Page 3 • Supporting Planning Commission recommendations to County Council on Resolutions for Cemeteries. Planning Director review of park dedication credits for private recreational areas and improvements. Subdivision Code shall be applied and administered within the framework of the County general plan. o Variance from the Subdivision Code must be consistent with the County general plan. o Subdivisions shall conform to the County general plan. o The location, width, and grade of a street shall conform to the County general plan. • Zoning Code shall be applied and administered within the framework of the County general plan. o Amendments to Zoning Code (Change of Zones) must be consistent with the goals, policies and standards of the general plan. o Nonsignificant zoning changes must comply with the designations for the property set forth in the general plan. o Conditions of zoning shall ensure that any commercial development be of a scale consistent with the standards of a "neighborhood center" as described in the general plan. o To facilitate the development of village centers in rural areas that are not currently served by a public water system, the council may waive the water supply requirements for zoning amendments for commercial or light industrial uses in areas that do not currently have a public water system, and where the department of water supply has no plans to build a public water system, and which are (1) designated as an "urban and rural center" -or "industrial area" on table 14-5 of the general plan and (2) designated for urban use on the land use pattern allocation guide map of the general plan. o Variance from Zoning Code must be consistent with the general plan. o Consistence with the general plan is one of the criteria for granting a use permit. o Plan approval provides a method of allowing closer inspection of certain development and inspection of all development in certain districts in order to ensure conformance with the general plan, to assure that the intent and purpose of this chapter are carried out, and to ensure pertinent conditions of previous approvals related to the development have been implemented. o The director may require any conditions or changes in the location and design of telecommunication antennas and towers necessary to carry out the purposes of this chapter and the natural beauty chapter of the general plan. Ashley L. Kierkiewicz, Chairperson September 18, 2025 Page 4 o Short-term vacation rentals shall be permitted in residential and commercial zoning districts, situated in the General Plan Resort and Resort Node areas. o A P.U.D. permit may be granted by the commission upon finding that the proposed development substantially conforms to the general plan. o A project district may only be established if the proposed district is consistent with the intent and purpose of this chapter and the County general plan. o An Agricultural project district may only be established if the proposed district is consistent with the intent and purpose Chapter 25 and the General Plan. o A scenic corridor may only be established if the proposed district is consistent with the intent and purpose of this chapter and the County general plan. o Kailua Village design commission's advice and recommendations to the director shall be consistent with the general plan. o Pahoa design review committee recommendations to the director shall be consistent with the general plan. • No State land use district boundary amendment shall be approved unless it conforms to the general plan. However, a proposed amendment may be combined with a request to change the general plan. No development agreement shall be entered into unless the County council finds that the provisions of the proposed development agreement are consistent with the County's general plan. For lands within a destination resort community or a major, intermediate or minor resort area as defined in the general plan and determined by the director, regardless of the zone district designation(s), the desired spacing for shoreline access shall be from one thousand to two thousand feet apart, provided that the planning commission may extend the spacing to a maximum of two thousand five hundred feet where deemed warranted by site conditions, the particular development plan, or when other special accommodations are provided the public with regard to public access, convenience and comfort. The director shall prepare a general plan and other implementation documents, i.e., community development plans, area improvement plans, and amendments thereto to guide the development of the county. • In determining whether a proposal in the Special Management Area may have a substantial adverse effect on the environment, the following may constitute a substantial adverse effect: o involves an irrevocable commitment to loss or destruction of any natural or cultural resource, including but not limited to, historic sites and view planes outlined in the General Plan or other adopted plans; o conflicts with the long-term environmental policies or goals of the General Plan or the State Plan. Ashley L. Kierkiewicz, Chairperson September 18, 2025 Page 5 • The Commission may approve a Special Management Area Use Permit if the development is consistent with the General Plan. • The Commission may amend the Special Management Area boundaries only upon finding that the amendments will further the objectives and policies as provided by Chapter 205A, HRS, and will be consistent with the General Plan and other applicable ordinances. 2) Your assessment of the Draft 2045 Plan, particularly your department's capacity to implement the Actions you have been assigned. Please see the attached table that outlines my assessment of the Planning Department's capacity to implement the actions proposed in Draft 2 General Plan 2045. There are two columns that have been included that include information about priority phasing based on Draft 2 General Plan 2045. For those actions that are prioritized in Phase 1 (within the next five (5) years), we have provided an assessment of our department's capacity to complete the action. For other phases that are beyond the next five (5) years, it is difficult to assess what capacity might be, given unknown challenges relating to federally funded positions. Should you have any questions, please contact Bethany Morrison of this department at 961-8138 or by email at Bethany.morrison@hawaiicounty.gov. Mahalo! Attachment. 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N O O N O N N O m m O O m O O N O O N O U d` a 5 O U C.)U O O U d` L d` d` d` = d` m p p p p p 3 p p p O O p O d p 6 d d d d d O O d d d p j c ai w • m E vi m 'w .o. m « u c In n c c 01 a c O E w t p C u� O� Y O C (gyp C O GI � L rvl C i0 m G _ `o 2 75m !9 3 c 3 m E cin n. c d E : c E y m o U E H 0 E u o r E n tO Y A>> o :: � o a 2 a s o f s a v c 32 c n:s o _m ami o v a`� c c a r c 'c° uoi p E o a m a o .o 0 o m o a m v m E w 'c uoi d a MR a�i u a y a 1. m U$ V �` v a c c m � a E E E � o m c N o, m E c U a o u m lam^ r �i n -5 � L.. o m E 01 � =° c t0 U. o o y L� o Y c o °1 m Z' a y u > •m aci a m 'c :� y •Z a c ani E o c v d ami m a m u •_ a� m A Y L E c d tO " C ri ri> n 1� F ri ri` L V=�� V V d V C °•� U v 5 c V V m v v V• 3 v - 3� V� m a of o 0 C. Kimo Alameda, Ph.D. Mayor William V. Brilhante Jr. Managing Director County of Hawai % i POLICE DEPARTMENT 349 Kapi`olani Street • Hilo, Hawaii 96720-3998 (808) 935-3311 • Fax (808) 961-2389 SEPTEMBER 16, 2025 TO ASHLEY KIERKIEWICZ, VICE CHAIR, POLICX,eqMMITTEE ON PUBLIC WORKS AND MASS TRANSIT FROM REE K. A, INTERIM POLICE CHIEF SUBJECT : DRAFT 2045 GENERAL PLAN Reed K. Mahuna Interim Police Chief This responds to your memorandum dated August 14, 2025, requesting for departmental comments with regards to the Draft 2045 General Plan which outlines various objectives, policies, and actions. Listed below are those items that pertain to public safety (law enforcement): Objective 32: Protect the health and well-being of residents and visitors. Policies: • 32.1 Police and fire stations should be co -located whenever feasible. • 32.2 The establishment of a police/fire facility shall consider site size and locations that permit quick and efficient vehicular access. • 32.4 Police headquarters shall be near the geographic center of the service area and near concentrations of commercial and industrial use. • 32.11 Stations in rural areas should be based on the population to be served and response time rather than on geographic districts. • 32.15 Crime Prevention through Environmental Design (CPTED) should be incorporated into planning and design. • 32.16 Business Improvement Districts or other organizational tools, such as partnerships with local businesses, should be used to enhance security and orderliness in downtown areas. 0 32.17 Support bicycle patrol programs in urban areas. • 32.18 Encourage the further development and expansion of community policing programs, school resource officers, and neighborhood/farm watch programs. • 32.19 Ensure adequate training and capacity building for emergency response. • 32.20 Prioritize to develop and/or improve secondary access roads for those communities with only one means of ingress/egress. "Hawai'i County is an Equal opportunity Provider and Employer" ASHLEY KIERKIEWICZ, VICE CHAIR, POLICY COMMITTEE ON PUBLIC WORKS AND MASS TRANSIT SEPTEMBER 16, 2025 Page 2 32.24 All emergency response critical facilities and communication systems shall be designed and maintained to be resilient and remain operational during hazard events. 32.25 All new emergency facilities shall be designed to minimize and prevent loss. 32.27 Increase public education related to hazard zones, including evacuation routes and procedures for visitor accommodations. Actions: • 32.b Prioritize budgets for technology improvements for emergency services; including hazardous material service, 4.4 vehicles, and other equipment or software to improve emergency response times. • 32.d Develop a public safety audit checklist and conduct urban neighborhood and downtown safety walks to identify potential crime spots or unsafe areas. The General Plan is one that influences police department operations by providing a long-term framework for growth and development, within the department and the Big Island community. Although some of the public safety items designated for the police department are already being conducted, the outlined policies and actions align well with the needs and long-term goals of the department and directly impacts the demand for and distribution of public safety resources. The General Plan has not necessarily been a primary influence on our department's operations, strategies, and decision -making; however, generally speaking, operations, strategies, and decision -making have aligned with the items outlined in the plan. After assessing the plan, I am in support; but it is imperative to note that the plan's success, as it relates to the law enforcement activities, is dependent on several key factors to include, funding, collaboration with other involved/affected agencies, and the prioritization of infrastructure development to keep pace with population and employee growth. We must also explore and maximize technology to the fullest extent possible as we pursue efforts to fulfill the objective of protecting the health and well-being of residents and visitors. While we endeavor to work towards the accomplishment of this plan's goals, funding will be the biggest hindrance in our abilities to accomplish some of the larger -scale activities and projects. Thank you for allowing the Hawaii Police Department to provide comments. KELDEN B.A. WALTJEN PROSECUTING ATTORNEY SHANNON M. KAGAWA FIRST DEPUTY PROSECUTING ATTORNEY 655 KILAUEA AVENUE HILO, HAWAPI 96720 PH: (808) 961-0466 FAX: (808) 961-8908 74-675 KEALAKEHE PARKWAY KAILUA-KONA, HAWAPI 96740 PH: (808) 322-2552 FAX: (808) 322-6584 64-1067 MAMALAHOA HIGHWAY, C-3 KAMUELA, HAWAPI 96743 OFFICE OF THE PROSECUTING ATTORNEY PH: (808) 887-301 FAX: (808) 887-3016 Comments of KELDEN B.A. WALTJEN Prosecuting Attorney, County of Hawaii before the Policy Committee on Planning, Land Use & Economic Development Tuesday, September 23, 2025 10:00 a.m. Council Chambers in consideration of General Plan 2045 — Final Recommended Draft, dated July 2024 Chair Councilmember Ashley L. Kierkiewicz, Vice -Chair Michelle Galimba, and Members of the Committee on Planning, Land Use & Economic Development; The Office of the Prosecuting Attorney submits the following comments in consideration of General Plan 2045 — Final Recommended Draft, dated July 2024. 1. Objective 13: Increase the use of Smart Growth principles to focus development within designated urban centers. See page 87. a. Consider including policy: i. Prioritize increase in law enforcement presence and provide funding for training, equipment, and community outreach to appropriately support and protect the growth of urban centers. b. Consider including action: i. Collaborate with County, State, Federal, and private partners to promote public safety. Note for consideration: Hawaii County has a collaborative relationship with the Kailua Village Business Improvement District ("KVBID") whose mission is "to make Historic Kailua Village a model sustainable community that is a better place to invest, work, live, and play." KVBID and their partner agencies have established a model framework to address public safety concerns and root causes of crime through a collaboration of open lines of communication, Hawaii County is an Equal Opportunity Provider and Employer community alliance, community outreach, and resource and expense sharing. 2. Objective 15: Support the active use of Productive Agricultural lands. Seepage 101. a. Consider including action: i. Develop a program and incentives, including proposed resources (e.g. grants, loans, technical assistance, education, law enforcement) that support farmers and ranchers, protect their property and equipment, and reduce agriculture crime. 3. Table 28: Transportation Challenges. See page 106. a. Continuing, Comprehensive, & Cooperative Planning i. Consider including challenge: 1. Exponential population growth contributes to road congestion. b. Roadways i. Consider including challenges: 1. In addition to impaired, distracted, reckless driving, and speeding, the rural nature of our communities, the design and limitation of our roadways, including the use of two-lane undivided highways, narrow shoulders, absent sidewalks, minimal use of guardrails, inadequate overheard lighting, and limited mass transit and ride share options exacerbate traffic safety concerns. 2. Infrastructure limitations in rural areas necessitate availability of alternate routes to ensure uninterrupted service and maintain public safety. a. Note for consideration: The ongoing population growth and flourishing housing market in lower Puna serves as a motivator for the construction of a Puna alternate route. 4. Objective 22: Increase transportation safety for transportation's most vulnerable users and reduce traffic fatalities. See page 118-119. a. Consider revising Policy 22.4 as follows: i. Prioritize interdepartmental coordination and accountability of traffic safety through education, enforcement, engineering, encouragement, and evaluation. Focus on policies, practices, staffing, and programs that incorporate best practices to improve road and pedestrian safety (emphasis added). Page 2 of 12 b. Consider including policies: i. Support law enforcement training to incorporate evidence based best practices related to the investigation of traffic safety related criminal violations and offenses. ii. Aim to improve cellular and internet service on all major roadways. 1. Note for consideration: Real-time traffic data and connectivity enabled by cellular service providers can assist in identifying traffic flow and safety concerns and also improve emergency medical responses. iii. Incorporate the use of traffic cameras and automated license plate readers on all major roadways to obtain information and data vital to traffic safety analysis and assist law enforcement investigations and response. 1. Note for consideration: Hawaii Police Department's ("HPD") Spillman Records Management System ("Spillman") is a Motorola Solutions ("Motorola") brand product. Motorola offers a license plate recognition program that integrates with Spillman. c. Consider including actions: i. Prioritize the implementation of public awareness campaigns related to traffic safety, including but not limited to the following: proper use of seatbelts, child passenger restraints, and helmets, motorcycle safety, pedestrian safety, speeding, and impaired, distracted, inattentive, and reckless driving. ii. Consult with departments and government partners in developing a countywide traffic camera and automated license plate reader system on all major roadways. 5. Objective 24: Improve accessibility to airports, harbor systems, and support facilities. See page 123. a. Consider including policy: i. Support law enforcement presence and efforts to patrol, investigate, and prosecute the violation of criminal offenses at airports and harbors to deter criminal activity such as terrorism, narcotics distribution, human trafficking, and other illegal activities. b. Consider including action: i. Ensure collaboration with State and Federal law enforcement agencies at airports and harbors. Page 3 of 12 6. Table 36: Public Facilities and Services Challenges. See page 153. a. Public Safety i. Consider including the following challenges: 1. Inadequate correctional facility occupancy and space conducive to providing appropriate treatment and programming including but not limited to rehabilitative care and treatment, social services, cultural education, and reintegration assistance; a. Note for consideration: The Hawaii Community Correctional Center ("HCCC") is Hawaii Island's main correctional facility, and is located just up the street from Hilo High, Hilo Intermediate, and Hilo Union Schools. HCCC consistently maintains the highest over occupancy rate in the State, housing far more inmates than the facility is designed to accommodate (design capacity is 206 and operational capacity is 226). According to a September 15, 2025 report by the Department of Corrections and Rehabilitation, HCCC was at 130.1% capacity (294 inmates). Steadily, about 90-93% of those in custody at HCCC are being detained on felony offenses with a large majority being pretrial felons. The remainder are sentenced felony probationers and probation and parole violators. b. Note for consideration: Given overcrowding concerns, judges often times refer to HCCC's over occupancy and conditions as the basis to release offenders over prosecutors' objections. This practice does not promote trust and confidence in our criminal justice system, instead creating a lot of concerns and fear among victims and community members. c. Note for consideration: In addition to overcrowding, the lack of facility space limits HCCC's abilities to offer treatment programs for detainees. 2. No correctional facilities located in West Hawaii; a. Note for consideration: Absence of a correctional facility in West Hawaii necessitates daily two-hour, one-way transports to and from HCCC and the Keahuolu Courthouse in Kailua- Kona contributing to. costly transportation expenses and significant public safety concerns. 3. Inpatient psychiatric services are not available on island. 4. No juvenile detention facilities on island. Page 4 of 12 5. Limited availability of substance misuse, mental health, and dual diagnosis programming. a. Note for consideration: Given the limited availability of treatment providers, especially in-house treatment programs, many justice -involved individuals remain on waitlists for `Oahu based programs or are released from custody at HCCC to attend on island, out -patient treatment programs, which may not capable of providing the appropriate level of care to best support their reintegration transition. 6. Lack of supportive housing with wrap around services for incarcerated individuals reintegrating back into society. 7. Protective services are often understaffed. Recruiting and retaining qualified individuals is a major challenge. a. Note for consideration: Staffing shortages for deputy prosecuting attorney and police officer positions continues to challenge OPA and HPD. b. Note for consideration: A combination of high student loan debt, high housing costs, and a high cost of living hinders OPA's recruitment efforts. According to a July 11, 2025 CNBC article, Hawaii is the #2 most expensive State to live in 2025. c. Note for consideration: When contemplating a career as a public servant/deputy prosecuting attorney, many have to consider the substantial burden of student loan debt which is between $135,306 and $154,194 for a Hawaii resident and $205,578 and $224,466 for a non-resident. Please keep in mind that these figures do not account for any additional student loan debt arising from obtaining an undergraduate degree, which is a law school prerequisite. d. Note for consideration: OPA is also competing with other understaffed government legal offices who are seeking to recruit the same talent. For example, the County of Maui's Department of the Prosecuting Attorney recently received salary increases providing an annual salary range between $122,000 and $213,000 with attorneys licensed for nine years or more starting at $213,000. e. Note for consideration: Police officers in Hawaii must serve 30 years with an age requirement to be eligible for full retirement whereas many other jurisdictions have reduced retirement requirements to 20 or 25 years of service. These Page 5 of 12 other jurisdictions also offer substantial hiring incentives, some as high as $100,000 to encourage lateral hiring of law enforcement officers with prior experience as a means to boost recruitment. In addition, these jurisdictions offer retention incentives such as double -overtime and longevity pay. b. Education i. Consider including the following challenges: 1. Limited availability of transportation for students for after school extracurricular activities discourages student participation limiting student development. 2. Access to facilities equipped with adequate and properly functioning air conditioning exposes students to uncomfortable and unhealthy learning environments that inhibit learning and contribute to student absenteeism. c. Recreation i. Consider including the following challenges: 1. The lack of student and recreation centers in public housing and lower income communities deprives youth access to a safe and enriching environment with resources essential to promote and support development and discourage negative social influences and behavior. 7. Table 37: Public Facilities and Services Opportunities. See page 154. a. Consider including under General: i. Support the construction and operation of family resource centers across Hawaii Island to provide resources, programs, and support to families. b. Consider including under Public Safety: i. Construction of a community correctional facility in West Hawaii with the infrastructure to both house serious offenders and accommodate rehabilitative care and treatment, social services, cultural education, and reintegration assistance for incarcerated individuals to reduce recidivism and promote public safety. 8. 4.4.3 Protective Services. See page 156. a. Consider including Office of the Prosecuting Attorney as a protective service. Page 6 of 12 i. The Office of the Prosecuting Attorney is charged with the duty to see that the laws are faithfully executed and enforced within the County of Hawaii. Violations of State and County laws, ordinances, rules and/or regulations are prosecuted on behalf of the community. l . Deputy prosecuting attorneys prosecute cases in the Family Courts, seven District Courts and four divisions of Circuit Courts in Hawaii County, and handle appeals before the Hawaii Intermediate Court of Appeals, Hawaii Supreme Court, and Federal appellate Courts. This involves all criminal matters including preliminary hearings, grand jury sessions, arraignment calendars, motions, hearings, pretrial conferences, trials, and post -conviction proceedings. 2. The Office of the Prosecuting Attorney attends to the needs of victims of crime and witnesses, obtains victim input regarding their desired outcome, and provides victims case updates, notifications, and information regarding case dispositions. .3. The Office of the Prosecuting Attorney's Criminal Investigation Unit ("Unit") is staffed with Investigators whom have police arrest authority. Among their duties, the Unit supports and supplements local law enforcement efforts by conducting follow up investigations, interviews, and evidence recovery, identifying and locating witnesses, facilitating out of state extradition and transports of fleeing felons, service of subpoenas, temporary restraining orders, and penal summons complaints, investigation of internet crimes against children, non -compliant sex offender registration, and agriculture crime. 4. The Office of the Prosecuting Attorney provides training for staff, law enforcement, government partners, and community stakeholders to promote evidence based best practices and trauma informed victim centered approaches to criminal investigation, prosecution, and advocacy. 5. The Office of the Prosecuting Attorney facilitates capacity building efforts to support crime prevention and awareness regarding domestic violence, intimate partner violence, sexual assault, substance misuse, mental health, juvenile justice, homelessness, and other areas. b. The Office of the Prosecuting Attorney and Hawaii Police Department ("HPD") maintain significant partnerships with law enforcement agencies at the state and federal levels. These partnerships often times result in collaborative law enforcement investigations and prosecutions. Consider reference to other State and Federal law enforcement partner agencies as "Other Protective Service agencies." Page 7 of 12 i. These agencies include but or not limited to the following: State of Hawaii Department of Law Enforcement; State of Hawaii Narcotics Enforcement Division; State of Hawaii Division of Conservation and Resources Enforcement; State of Hawaii Department of the Attorney General; United States Attorney's Office, District of Hawaii, Department of Homeland Security, Homeland Security Investigations, United States Postal Inspection Service; United States' Marshals Service; United States Secret Service; and Federal Bureau of Investigations. 9. Objective 32: Protect the health and well-being ofresidents and visitors. a. Planning/Siting Protective Services Facilities. See page 157. i. Consider including policies: 1. Office of the Prosecuting Attorney office locations should be near the HPD headquarters/stations and courthouses. 2. Correctional facilities should be near the HPD headquarters/stations and courthouses. 3. Correctional facilities should be located in both East and West Hawaii. The facilities should have an occupancy with a design capacity that takes into consideration Hawaii Island's anticipated population growth. b. Level of Service. See page 157. i. Consider including policy: 1. Adequately support, fund, train, and equip Protective Services staff to ensure that the highest quality of service is provided. c. Preventative Approaches. See page 157. i. Comment on Policy 32.16: Business Improvement District or other organizational tools, such as partnerships with local businesses, should be used to enhance security and orderliness in downtown areas. 1. Note for consideration: Business Improvement Districts and partnerships with local businesses is an underutilized strategy to address crime and public safety concerns. 2. Note for consideration: KVBID and HPD's Kona Community Policing Section have a very good working relationship to collaboratively address issues in Kailua Village. ii. Comment on Policy 32.17: Support bicycle patrol programs in urban areas. Page 8 of 12 1. Note for consideration: Police presence is a very effective means of crime prevention. Other jurisdictions in our State, including the Honolulu Police Department, also use other forms of mobility including all -terrain vehicles, motorcycles, and Segways, as well as foot patrols. iii. Consider including policy: 1. Support collaboration to establish utilization of the Sequential Intercept Model ("SIM") to divert justice -involved individuals with mental and substance misuse disorders who are facing low-level offenses from the criminal justice system and into treatment programs. a. Note for consideration: The SIM helps communities identify resources and gaps in services at each intercept to develop a specialized strategic action plan unique to Hawaii Island. d. Public Education Program. See page 158. i. Consider including policy: 1. Collaborate with State and Federal agencies and community stakeholders to promote crime prevention and substance misuse education in the community and schools. e. Consider including action: i. Assess and identify crime hot spots and prioritize the installation of overhead lighting. ii. Assess and identify crime hot spots and prioritize law enforcement's use of surveillance cameras to monitor potential criminal activity in public areas. 10. Table 38: Protective Services Level of Service Standards. See page 160. a. Consider including Office of the Prosecuting Attorney as a protective service. i. 1 deputy prosecuting attorney per 5,000 resident population. 11. Objective 35: Parkfacilities are located within a 10-minute walk in urban areas and a 10- minute drive in rural communities. a. Recreational Services. See page 170. i. Consider including policies: Page 9 of 12 1. Establish in cooperation with the State, private entities, and community stakeholders a Kona Drag Strip with amenities comparable to the facilities available at the Hilo Drag Strip. 2. Establish in cooperation with the State, private entities, and community stakeholders a public firearms and hunter safety range. a. Note for consideration: Mile Marker 16 on Saddle Road, also known as Morita Camp, is the only public pistol and rifle shooting range on Hawaii Island. Among several safety concerns, Mile Marker 16 does not have adequate safety signage posted, yardage markers, and the firing line is unsheltered, uncovered, and unclear. There is no on -site safety or range officer. The entry road is not paved and the shoulders are not maintained. This limits access because not all people have access to appropriate vehicle and/or transportation. b. Note for consideration: Public shooting ranges are necessary to provide access to a safe, regulated environment for proper firearms use and operation, to provide essential training and education opportunities, and a regulated venue for shooting sports and exhibitions. 12.Objective 36: Each community has access to heathcare facilities, programs, or community - based care. See page 176. a. Consider including policies: i. Advocate to the State for the construction and operation of an on -island hospital facility that provides inpatient psychiatric services. ii. Support the establishment of non -medical residential detoxification programs across the island. 1. Note for consideration: Big Island Substance Abuse Council offers social detoxification through their withdrawal management clinic, Hulihia Ke Ola, in Hilo. The program provides substance use intervention for individuals experiencing acute intoxication and withdrawal with evidence -based and physician -approved prescribed protocols to manage symptoms of intoxication and withdrawal for up to seven days in a safe residential setting with trained staff. The program also offers transition planning to ensure continuity of care. 2. Note for consideration: Non -medical residential detoxification programs limit burdens on under resourced emergency services and healthcare systems by providing prompt care to those suffering from addiction. These programs also act as a crucial starting point for a continuum of care and rehabilitation. Page 10 of 12 b. Consider including action: i. Establish family resource centers across Hawaii Island to provide resources, programs, and support to families. ii. Establish a multidisciplinary team ("MDT") model approach to addressing elder abuse and crime. 1. Note for consideration: Hawaii County addresses domestic violence/intimate partner violence and sexual assault through the collaborative efforts of an MDT to improve community response to a traumatic event by bringing multidisciplinary stakeholders together. Through cross -system coordination an MDT focuses on improving victims of crimes experiences in seeking help, participation, and referral to services, contact and data exchange, forensic evidence collection, prevention education and awareness, and strive to achieve more desired legal outcomes and dispositions. 13. Objective 38 (Manage Existing Housing): Monitor, conserve, and improve the existing housing stock. Seepage 183. a. Consider including policies: i. Discourage property owners from leaving potential housing vacant and abandoned. 1. Note for consideration: Crime trends demonstrate that vacant and abandoned homes may attract or generate crime. These properties are known to be the target of vandalism, residential narcotics search warrants, fugitive apprehension efforts, and the recovery of stolen vehicles and property. ii. Incentivize the remediation of vacant and abandoned housing. iii. Prioritize code enforcement to revitalize vacant and abandoned properties and discourage negative impacts to housing market. b. Consider including action: i. Amend the Real Property Tax Code to discourage vacant and abandoned housing. 14. Objective 39 (Create Housing Affordability): Prioritize providing quality affordable housing for Hawaii's residents. See page 184. a. Consider revising Policy 39.1 as follows: Page 11 of 12 i. Support affordable housing developments for all users including but not limited to the following groups: County ofHawai`i employees, middle - income workforce, elderly, minimum wage workers, agriculture workers, individuals with special needs, individuals with disabilities, homeless, and retired individuals (emphasis added). b. Consider including policy: i. Support funding opportunities to return homeless individuals back to their home State or a location where they have a support system. ii. Allow for and apply property tax and land use regulations to incentivize private property owners to provide affordable housing units to County of Hawaii employees. c. Consider including action: i. Partner with government and private sector agencies to fund and support programming to return homeless individuals back to their home State or a location where they have a support system. 15. Objective 48: Support the visitor industry investment in its connection with communities, the `dina, and our historic and multicultural heritage. See page 212. a. Consider including action: i. Develop a public awareness campaign aimed at tourists/visitors regarding effective crime prevention measures and ongoing trends to decrease crime, protect resources and investments, and reduce negative impacts on the tourism industry. 16. Table 49: Public Facilities and Services Indicators. See page 227. a. Consider including example indicators: i. Over occupancy of Hawaii Island correctional facilities. ii. Number of drug overdose related deaths. iii. Number of crime prevention initiatives and programs. Mahalo Chair Councilmember Ashley L. Kierkiewicz, Vice -Chair Michelle Galimba, and Members of the Committee on Planning, Land Use & Economic Development for allowing OPA the opportunity to provide input for your consideration. Page 12 of 12 C. Kimo Alameda, Ph.D. Mayor William V. Brilhante, Jr. Managing Director County of Hawaii DEPARTMENT OF PUBLIC WORKS Aupuni Center 101 Pauahi Street, Suite 7 • Hilo, Hawaii 96720-4224 (808) 961-8321 • Fax (808) 961-8630 public—works@hawaiicounty.gov Neil A. Azevedo Acting Director TO: The Honorable Members of the Policy Committee on Planning, Land Use & Economic Development FROM: Neil Azevedo, Acting DirectorXII)w DATE: September 19, 2025 SUBJECT: Feedback on Draft Hawaii County General Plan 2045 Thank you for the opportunity to provide feedback on the Draft Hawaii County General Plan 2045 (GP 2045). The General Plan serves as a critical guide for the Department of Public Works, establishing the policy framework that shapes our strategic planning, supports our budget and Capital Improvement Project (CIP) proposals, and informs the delivery of services across all Public Works divisions —including Administration, Building, Engineering, Traffic, Highways, and Automotive Services. We have consolidated input from our various divisions to provide a comprehensive response addressing your questions regarding the plan's influence on our operations and our capacity to implement its proposed actions. 1. How the General Plan has influenced your department's operations, strategies, and decision -making. The General Plan serves as a foundational policy document that significantly influences the Department of Public Works' operations, strategies, and decision - making processes. It acts as a guiding framework, providing the necessary guidelines and policies to consider and implement when prioritizing projects, allocating resources, and developing future infrastructure plans. While the General Plan does not dictate every aspect of our work, it provides a crucial and useful direction, helping to ensure that our efforts are aligned with the broader, long-term goals of the community and the county. 2. Your assessment of the Draft 2045 Plan, particularly your department's capacity to implement the Actions you've been assigned. Page 1 of 3 County of Hawai'i is an Equal Opportunity Provider and Employer Our general assessment is that the Draft 2045 Plan outlines several important and commendable priorities for the County. However, the sheer volume and scope of the proposed actions suggest that their full completion within the 20-year timeframe may present significant challenges without a major and sustained investment in infrastructure and programs. Below is a more detailed assessment from each of our divisions: Building Division: The Building Division noted that while no specific actions are explicitly assigned to our division in the plan, there are numerous items that would overlap with our core duties. Our capacity to support these actions is contingent upon adequate resources. Engineering Division: The Engineering Division generally agrees with the plan's objectives. However, we have concerns that some proposed actions may be difficult to implement due to their potential conflict with required safety standards, long-term maintenance considerations, and associated costs. We believe it is essential to balance the plan's ambitious goals with practical, safe, and financially feasible engineering solutions. Traffic Division: The Traffic Division provided specific comments and concerns related to highway and traffic infrastructure as outlined in the draft plan. Our feedback is detailed below, with reference to the plan's page numbers: • Page 113, Objective 19: We support the objective to develop and provide adequate businesses and services in major towns to reduce vehicle miles traveled (VMT). This is particularly relevant for addressing Puna -to -Hilo trips for essential services. Page 114, 16.1 & 16.7: Infrastructure needs to be a core part of the development planning process. We note that the widening of major highways and the provision of alternate routes, especially within the State highway system, have not kept pace with development. Examples of areas that need widening to accommodate heavy traffic demand include Highway 11 (Panaewa stretch), Highway 11 in Kona, and Highway 130 at Shower Drive. Additionally, completing the lower portion of the Puainako Street extension would significantly help mitigate school congestion and better accommodate heavy truck traffic. • Page 114, 16.4 & 16.11: We support the promotion of bus services and other alternative transportation to reduce school traffic. Promoting after -school programs could also help stagger pick-up times. Furthermore, proper planning of school infrastructure is critical to address traffic congestion due to inadequate parking and waiting/pick-up areas. • Page 115, 16.12: It is crucial for the planning process to enforce "fair share" contributions to ensure developers are held accountable for the increase in traffic and the need for improved infrastructure (e.g., traffic signals, roundabouts). We Page 2 of 3 County of Hawai'i is an Equal Opportunity Provider and Employer wish to emphasize that infrastructure triggers are often a cumulative effect of multiple adjacent developments, rather than the impact of a single project. The language changes of zones, etc., should be strengthened to include accommodation for additional infrastructure improvements should it be determined that the impact of a development was greater or different than originally projected. Page 124: We support the widening of Highway 130, particularly at Shower Drive. We also recommend considering alternative routes for both Highway 130 and Highway 11 to mitigate congestion to and from Hilo and widening Highway 11 at Kipimana Street to address overall traffic volume during peak hours. Completing the Puainako Street extension is also essential to add needed roadway capacity, provide proper channelization at Kinoole Street, Kilauea Avenue, and Kawili Street, and to complete the turnover of Highway 2000 to the State as originally planned. Additionally, we recommend that Kea'au-Pahoa Road be extended to connect directly to the Daniel K. Inouye Highway near the appropriate mile markers to improve regional connectivity and reduce congestion along existing east -west corridors. • Page 129: We agree with the need to widen Highway 11 at Lako Street and Kuakini Highway from Hualalai Road south. Administration Division: The Administration Division commented on the feasibility of specific actions. We note that telecommuting or working in satellite offices may not be feasible for all Admin services or for in -person customer service, as referenced on page 2 (43.2). Additionally, we can confirm that an asset management program for the DPW Building is budgeted for fiscal year 2026, as noted on page 76 (31 a). Highways Division: The Highways Division will review all proposed roadway and highway actions in the Plan to ensure feasibility, safety, and alignment with long-term infrastructure priorities, maintenance requirements, and budget considerations. The Department of Public Works is ready to implement the 2045 General Plan's vision. By leveraging innovation, collaboration, and strategic planning, we aim to create a safe, resilient, and thriving Hawaii Island, ensuring infrastructure, buildings, and transportation systems support equity, sustainability, and quality of life for all residents. Thank you for the opportunity to provide our feedback. We look forward to continuing to collaborate with the Committee as this important process moves forward. Page 3 of 3 County of Hawai'i is an Equal Opportunity Provider and Employer Department of Research and Development Overall, the General Plan draft is very detailed and the historical data that was provided shows the evolution of the plan over the last few decades. The trend shows the plan moving toward more specific detail as it evolves. While we didn't have the time to comment on every line, Deputy Director Lin and I can offer these observations: • The action items in the new 2045 plan are very detailed and perhaps may pigeonhole the County. We recommend making the action items more general in their scope. • An action plan should be included, identifying the priorities in a phased 5-year approach. • R&D supports the overall objectives identified in the plan and will use it as a guiding document for economic development. We also do many of the things in the plan already. • Some of these items are not County jurisdiction. For example, agriculture is a multiagency approach. • The plan calls for the development of strategic partnerships, both public and private. This is an essential component since R&D is relatively small with limited resources. • Along those lines, if R&D were expected to achieve only half of the stated objectives, we would need to triple our existing staff and quadruple our budget. • There should be more emphasis on alternative means of funding as County tax revenues cannot bear the brunt of increasing costs, infrastructure maintenance, and essential market expansion. • Our current guiding values in tourism address quality visitor experience, low community and environment impact, positive economic effect and cultural grounding as stated in 2045 GP objectives. • R&D developed "core functions" at the beginning of the Alameda administration that set a direction to address the majority of the 2045 General Plan objectives. They are: • Be the gatherers of Data • Convene for Action • Drive Innovation • Be the carriers of Culture Mahalo for giving us the opportunity to comment on this essential document. We look forward to further conversations. Aloha, Benson DEPARTMENT OF WATER SUPPLY • COUNTY OF HAWAVI 345 KEKUANAO`A STREET, SUITE 20 HILO, HAWAI`I 96720 TELEPHONE (808) 961-8050 • FAX (808) 961-8657 September 19, 2025 TO: Council Member Ashley L. Kierkiewicz County of Hawaii, County Council FROM: Keith K. Okamoto, Manager -Chief Engineer SUBJECT: Departmental Comments — Draft 2045 General Plan The County of Hawaii General Plan provides long-term guidance for land use and infrastructure development, but, its influence on the Department of Water Supply (DWS) is more indirect and contextual than directive. Operational Context: The General Plan helps DWS anticipate where future demand may arise based on projected growth areas and land use designations; however, DWS does not build infrastructure in anticipation of growth. Instead, it responds to actual service requests and development activity, ensuring that developers' water service is extended by developments when required from an existing DWS system and when an increase in source capacity is needed. Budget Decisions: DWS's budget is primarily driven by the need to maintain system reliability and service continuity. Funding decisions focus on operations, maintenance, and repairs such as well pump/motor replacements, leak repairs, and equipment upgrades, etc. - to keep water flowing safely and efficiently. While the General Plan may inform long-term planning discussions, it does not directly shape annual budget allocations. Capital Improvement Projects (CIPs): CIP priorities are based on aging infrastructure, system vulnerabilities, and operational needs, not speculative growth. Projects like tank replacements, transmission line upgrades, or source development are initiated to address current deficiencies or improve service reliability. The General Plan may provide useful context for coordinating with other County departments, but DWS investments are grounded in actual system performance and customer needs. There are some actions that DWS does not have the capacity to implement, are beyond the jurisdiction or mission of DWS, or there are other agencies that either regulate an action, or action is already a part an agency's program. ... Water, Our,9dost 1tecious resource... Xa WaiA Xane .. . The Department of Water Supply is an Equal Opportunity provider and employer. Council Member Ashley L. Kierkiewicz Page 2 September 19, 2025 In summary, while the General Plan offers a valuable planning lens, DWS's decisions are rooted in its core mission: delivering an adequate and continuous supply of safe drinking water through a financially responsible manner to its existing customers. Growth -related water system improvements are not pursued, as expansion of the existing water system is required by the large developments. Should there be any questions, please contact Mr. Ryan Quitoriano of our Water Resources and Planning Branch at (808) 961-8070, extension 256. Sincerely yours, -P- Keith K. Okamoto, P.E. Manager -Chief Engineer RQ:dfg