HomeMy WebLinkAboutBIL 135 Draft 01 2024-2026 - Part I, Vol. 2 - Program PortionCOUNTY OF HAWAH
PART I
VOLUME II
The Proposed Operating Budget
FY 2026 - 2027
February 27, 2026
Oill 135�7
TABLE OF CONTENTS
Page
Aging......................................................................................................
i
AnimalControl...........................................................................................
17
Civil Defense Agency................................................................................
21
Corporation Counsel....................................................................:............
26
CountyAuditor. .........................................................................................
37
CountyCouncil.........................................................................................
42
CountyPhysicians....................................................................................
51
ElderlyActivities.......................................................................................
53
Environmental Management.....................................................................
64
Finance...................................................................................................
68
Fire.........................................................................................................
95
Human Resources....................................................................................
140
Information Technology............................................................................
148
LiquorControl..........................................................................................
157
Management..........................................................................................
163
Mass Transit Agency.................................................................................
169
Miscellaneous Accounts...........................................................................
171
Office of Sustainability, Climate, Equity, and Resilience
................................
176
Parks& Recreation...................................................................................
185
Planning.................................................................................................
235
Police.....................................................................................................
244
Prosecuting Attorney................................................................................
282
PublicWorks............................................................................................
297
Research and Development.....................................................................
322
HighwayFund.........................................................................................
346
General Excise Tax Fund...........................................................................
361
SewerFund.............................................................................................
367
Short Term Vacation Rental Enforcement Fund ..........................................
375
CemeteryFund........................................................................................
379
BikewayFund ................................................... :......................................
381
Beautification Fund.................................................................................
383
Vehicle Disposal Fund..............................................................................
385
SolidWaste Fund..................................................................................... 389
GolfCourse Fund.................................................................................... 395
Geothermal Relocation & Community Benefits Fund ................................... 399
HousingFund.......................................................................................... 402
Geothermal Asset Fund........................................................................... 420
AGING
AGING
AGING
Mission Statement
As the designated Area Agency on Aging, the Hawaii County Office of Aging is part of
a national network with a common mission — a mission with the goal of ensuring the
dignity, independence, and the ability for older individuals to remain in their homes and
engage with their communities for as long as possible. The Hawaii County Office of
Aging will serve as the principal advocate for older individuals, caregivers and service
providers to ensure the fulfillment of the mission entrusted to us.
Department Goals
In accordance with topics developed by the Administration for Community Living
(ACL), and in harmony with the statewide goals developed by the State Executive Office
on Aging (EOA), and the four County Area Agencies on Aging (AAA), the Hawaii
County Office of Aging (HCOA) will implement the following five core goals.
1) Older adults in Hawaii have the opportunity to live well. Provide multiple
opportunities and services for older adults to age with dignity, remain active and
independent, increase their quality of life, and continue to engage in their
communities.
2) Hawai`i County's older adults will be able to age in place by expanding access to
Home and Community Based Services (HCBS). To provide awareness and
connections to long-term support services (LTSS), HCBS, and other resources
available to Hawaii island's aging populations.
3) Hawai`i County's older adults are prepared for health threats and disasters.
The HCOA will continue to support efforts to assist Hawaii County residents in
preparation for future natural and/or public health emergencies.
Funding Source and Position Count
General Fund
$ 968,433
General Fund
10
Grant Revenue
$2,846,000
Grant Revenue I Other
7
Other
$ 27,500
Split Funded Positions
3
Total Budget:
$3,841,933
Total Number of Positions
20
AGING
AGING
Department Goals (continued)
4) Caregiving: Enhancing Services and support for Caregivers. Addressing and
ensuring the needs of Hawai`i's informal caregivers will have a broad array of
services and supports to effectively care for their loved ones.
5) Underserved aging and disabled populations have equitable access to programs
and services. Emphasize awareness and outreach efforts directed towards
underrepresented elderly individuals and groups. Identifying and then increasing data
gathering and gathering and tracking of underrepresented individuals and groups.
Program Description
The Hawaii County Office of Aging (HCOA) operates on a budget of approximately
$3.8 million dollars. Grant funds account for about 73.7% of this budget, with County
funding accounting for about 26.3%. The management of these funds allows the HCOA
to administer 22 service contracts. These service contracts include the following:
Nutrition Services, Transportation, Case Management, Healthy Aging, Adult Day Care,
Homemaker, Personal Care, Chore, Caregiver Support Services, Legal Services, Elder
Abuse, Education and Training, and Information Dissemination.
Function of the Area Agency on Aging (AAA)
The Older Americans Act, as amended in 2020, designates that the AAA shall be the
leaders relative to all aging issues on behalf of all older persons in their respective areas.
Under this directive, the AAA shall proactively carry out, under the leadership and
direction of the State Unit on Aging (SUA), a wide range of functions. These functions
may entail advocacy, planning, coordination, inter -agency linkages, information sharing,
brokering, monitoring, and evaluation designed to lead to the development and
enhancement of a comprehensive and coordinated home and community -based system of
services. These functions and services will enable older individuals to lead independent,
meaningful, and dignified lives in their own homes and communities for as long as
possible. (HRS § 1321.53)
The Aging & Disability Resource Center (ADRC)
The ADRC is a collaborative effort of the Administration for Community Living (ACL)
and the Centers for Medicare & Medicaid Services (CMS) designed to streamline access
to long-term care services. Operated under the Hawaii County Office of Aging, the
ADRC initiative is part of a nationwide effort to restructure services and supports for
older adults and persons with disabilities.
AGING
AGING
Program Description (continued)
The goal of the ADRC is to empower individuals to make informed choices and to
provide easier access to services and long-term care support. The vision is to have a
resource connection in every community, serving as a highly visible and trusted place
where people can turn for information on the full range of services and long-term care
support options. Serving as the Information & Referral/Assistance component, the
ADRC serves as an integrated point of entry into the aging network of services and is
commonly referred to as a "one -stop shop."
The design of the "one -stop shop" eliminates many of the hurdles consumers and
families' experience, reducing consumer confusion, building trust, and creating respect in
the decision -making process.
Other Supportive Activities of the Hawaii County Office of Aging
Following is a list of activities that the Hawaii County Office of Aging undertakes to
fulfill its mission:
Assessment and Data Maintenance
1. Continuously assessing the needs of older individuals through outreach efforts
involving the gathering of demographic, health and social data.
2. Assessing and identifying the service gaps and needs of older individuals in their
respective communities through public hearings, data analysis, and
consumer/provider feedback.
Program Development
1. Coordinate planning with other agencies and organizations to promote new or
expanded benefits and opportunities for older persons.
2. Develop and administer an Area Plan on Aging for a comprehensive and coordinated
service delivery system in Hawaii County.
Contract Development and Monitoring
1. Provide technical assistance, monitor, and periodically evaluate the performance of
all service providers under the Area Plan.
2. Enter into sub -grants or contracts for the provision of services outlined in the Area
Plan.
3
AGING
AGING
Program Description (continued)
Advocacy
1. Represent the interests of older people to public officials and public and private
agencies. Emphasize the HCOA's unique role as the primary support provider for
seniors that are in the "gap" group; those that are over the Federal Poverty Line (FPL)
and yet are not wealthy.
2. Develop and maintain a public awareness program for older people.
3. Monitor, evaluate, and comment on policies, programs, hearings, and community
actions that may affect older people.
Advisory Councils
Under federal and state law, HCOA must maintain an advisory council to ensure
community participation in program planning and implementation. Accordingly, HCOA
supports two key advisory bodies established by the mayor:
1. Committee on Aging (COA) — The Committee on Aging serves as the official
advisory council to HCOA, as required by the Older Americans Act. Its purpose is to
advise the agency on the development and administration of the county's four-year
Area Plan on Aging, conduct public hearings, represent the interests of older
residents, and review community policies and programs affecting older adults. The
committee's input and approval are required components for state and federal
approval of HCOA's Area Plan, which in turn determines the county's eligibility for
OAA and state aging funds.
2. Mayors Committee on People with Disabilities (MCPD) — The Mayor's
Committee on People with Disabilities advises the mayor on matters affecting
residents with disabilities. Its role is to recommend actions and provide guidance to
improve accessibility, inclusion, and quality of life for persons with disabilities in
Hawaii County. The committee also collaborates with HCOA in alignment with the
state's ADRC initiative, ensuring coordination between aging and disability services.
Both advisory councils ensure that HCOA and the County of Hawaii remain responsive
to community needs, comply with federal and state mandates, and maintain eligibility for
funding that supports vital programs and services for older adults and persons with
disabilities.
!1
AGING
AGING
Program Objectives
1. Older adults in Hawaii have the opportunity to live well.
• 1.1: To provide transportation services to older individuals to attend medical
appointments, go shopping, access community resources, go to congregate meal
sites, and attend recreational activities so these older individuals can continue to
live independently, and live well within their communities.
• 1.2: To provide older individuals with critical fall prevention information in order
to minimize and reduce their risk of falls.
• 1.3: To provide Better Choices Better Health program participants information
and allow them the opportunity to participate in activities that increase their
knowledge on making better healthy living choices.
• 1.4: To allow older individuals to participate in a congregate meal program to
improve their social well-being and reduced feelings of isolation.
• 1.5: To connect Kupuna and Caregiversmith the ADRC to receive information on
opportunities to increase their social connections.
2. To allow older adults and people with disabilities in Hawaii County to have
the opportunity to age in place by expanding access to Home and
Community Based Services (HCBS).
• 2.1: To support older adults in Hawaii County to age in place by providing
access to quality Home and Community -Based Services (HOBS) and or
coordinated in -home supports that promote independence and safety.
• 2.2: To expand access to HCBS through comprehensive person -centered care
planning for Kupuna Care participants, through connections with viable
resources.
• 2.3: To expand participation in the Kupuna Care Program by increasing access to
HCBS that support older adults in living safely and independently at home while
maintaining their quality of life and connection to the community.
• 2.4 To provide options counseling to consumers through ADRC and increase
awareness of home and community -based services.
W
AGING
AGING
Program Objectives (continued)
3. To prepare Hawaii County's older adults for health threats and disasters.
• 3.1: To ensure ADRC outreach practices include information on disaster planning.
The HCOA/ADRC will collaborate with community partners and experts in
disaster planning to ensure information on disasters disseminated from our office
is useful and accurate.
• 3.2: To allow consumers to participate in a HCOA sponsored emergency
preparedness activity, or receive HCOA/ADRC disaster preparedness materials,
so they will be better prepared for emergency/disaster situations.
• 3.3: To develop individualized emergency preparedness plans in collaboration
with Case Managers to ensure safe transitions before and after emergencies,
including post -disaster follow-up for continued support.
4. Caregiving: Enhancing Services and support for Caregivers. To provide Hawaii
County caregivers a broad array of services and support to effectively care for their
loved ones.
• 4.1: To provide support services such as counseling, training, and information that
will better prepare caregivers to perform their caregiver duties.
4.2: To provide caregivers with pre- and post -Burden Scale assessments
conducted by Case Managers to evaluate changes in stress levels and the
effectiveness of respite services.
• 4.3: To provide options counseling sessions for caregivers to help increase their
knowledge of the services available to aid them in their caregiving roles.
5. To ensure underserved aging and disabled populations have equitable access to
programs and services.
5.1: To ensure and provide consumers with legal services that will help those
from diverse populations and communities.
• 5.2: To ensure all persons who interact with the HCOA/ADRC through its many
services and programs will feel they are treated with respect and dignity.
• 5.3: To increase visibility of ADRC resources and services through increasing
outreach efforts in rural areas.
0
AGING
AGING
Program Objectives (continued)
• 5.4: To provide each client with a safe, person -centered transition or discharge
from the Kupuna Care Program, guided by individual needs and goals to promote
continued stability and quality of life.
• 5.5: To ensure all caregivers who receive counseling services provided were
inclusive and equitably presented.
Program Highlights
OUTSTANDING OLDER AMERICANS
HCOA's Outstanding Older Americans Luncheon is an annual celebration that honors
kupuna who exemplify active aging, volunteerism, and service to the community.
Each year, outstanding individuals from across Hawaii Island are recognized for
their contributions, leadership, and dedication to improving the lives of others. The
event also aligns with Older Americans Month, promoting awareness of the valuable
role seniors play in strengthening our island communities.
This celebration is important because it highlights the spirit, resilience, and continued
engagement of Hawai`i's older adults. By recognizing their achievements, HCOA
fosters community pride, encourages intergenerational connection, and reinforces the
county's commitment to valuing and supporting its aging population.
The 2025 celebration brought together 150 attendees, including families, community
leaders, and supporters from across Hawaii Island. This year, 12 exceptional kupuna
were nominated by friends, family members, senior clubs, and community
organizations, each nomination reflecting deep admiration for the nominees'
generosity, perseverance, and lifelong commitment to uplifting others.
In keeping with HCOA's mission of fairness andintegrity, a panel of judges
conducted a blind review of all nominations, ensuring that selections were based
solely on merit and community impact. From this distinguished group, one male and
one female honoree were chosen as the 2025 Outstanding Older Americans.
The luncheon, held on May 9, 2025, served as both a celebration and a heartfelt
expression of gratitude for Hawaii Island's kupuna. Following the event, the two
county winners traveled to Oahu for a special statewide luncheon, joining other
island honorees in a gathering that highlighted unity, shared values, and the
extraordinary contributions of Hawai`i's older adults.
AGING
AGING
Program Highlights (continued)
PUBLIC EDUCATION AND TRAINING
The Aging and Disability Specialists at the ADRC created a new presentation to
offer to our islands, kupuna and caregivers. The "Aloha Oe" presentation is an
interactive offering to assist aging individuals with planning for end of life. The
presentation includes interactive activities, an end -of -life planning workbook and a
journal to document wants, needs, and thoughts that can be shared witlf loved ones.
The ADRC focused on increasing proactive emergency preparedness and partnered
with AARP and Civil Defense to provide training and planning best practices to
landlords and management companies of elder housing complexes. In addition to
this, the ADRC has added Fire prevention information to our emergency
preparedness training.
Social isolation is at the forefront of many aging services and resources across the
United States. The risk of social isolation in health and the aging process is
becoming widely known as an important focus. The ADRC created a Social
Connection resource directory which highlights many opportunities for kupuna to
connect with others. The resource directly includes in person connections and
online/tech connections. It highlights nonprofits and county entities that have
employment, volunteer, social and exercises opportunities targeting our aging
population. This directory is provided as a free resource at our office locations and
all outreach activities.
The ADRC has increased connections with several more remote communities on
Hawaii Island and will be providing regular 1:1 and/or group learning opportunities
along with option counseling in these areas.
The HCOA provides a monthly caregiver newsletter mail -out, "The Comfort of
Home Caregiver Assistance News, Caring for You, and Caring for Others." The
newsletter distribution reaches approximately 500 caregivers monthly. The
newsletter provides suggestions on self -care, inspirational quotes, safety tips and a
monthly quiz.
AGING
AGING
Program Highlights (continued)
CAREGIVER SERVICES
Caregiver services continued to provide the necessary education and respite to
caregivers to keep them healthy. These services included individual counseling, peer
support groups, in and out of home respite, supplemental services, and conferences
and training workshops to help caregivers better cope with the burdens of caregiving
and provides temporary relief from their caregiving responsibilities at home. The
office was able to assist 73 caregivers with approximately 4,952 hours of respite
service and 27 requests for supplemental services.
LEGAL SERVICES
During the fiscal year, the HCOA contracted with the Legal Aid Society of Hawaii
for the provision of legal services to support qualified 60-year-old individuals with
issues such as Wills, Power of Attorneys, evictions, debt collection, Social Security
benefits, Advance Healthcare Directives, Divorce, and Guardianships. The Office
assisted approximately 292 individuals with 2,206 units of legal service at an
approximate cost of $132,330.00.
NUTRITION SERVICES
The Hawaii County Office of Aging contracted for Nutrition Services with the
Hawaii County Nutrition Program (HCNP) and the Hawaii County Economic
Opportunity Council (HCEOC). Services procured were congregate meals (provided
at 15 congregate meal sites located throughout the Big Island), home delivered meals,
and Nutrition transportation (offers the consumer access to meal sites, essential
shopping, and recreation/socialization activities). The Nutrition program offered
nutritious meals, nutrition and health education information, and other socialization
activities.
Objective 1: Program participants will improve or maintain their social well-
being and reduce the stresses of isolation.
Outcome 1: 84% of nutrition program participants indicated they maintained or
improved their social well-being and reduced feelings of isolation by participating in
the nutrition program.
AGING
AGING
Program Highlights (continued)
These other activities included essential shopping, socialization activities and events
reducing isolation, malnutrition, and chronic health condition management. The
Nutrition program provides services island wide. The following is a breakdown of
services provided:
Program Highlights (continued)
Title III Home Delivered Meals 327 individuals, 47,870 meals, $407,852
Title III Congregate Meals 627 individuals, 35,147 meals, $265,360
Title III Nutrition Education 951 individuals, 6,815 sessions, $8,519
Total 951 unduplicated consumers, 89,832 units of service, $681,731.
TRANSPORTATION SERVICES
Transportation is one of the most requested services in the aging network. Through
our contracted providers, 1,335 seniors received 59,246 trips at a cost of $322,765.
These transportation trips included to -and -from congregate meal sites, medical and
health appointments, shopping, banking, and related visits to other community
resource services.
Objective 1: Older individuals will receive transportation services to medical
appointments, essential shopping, community resources, congregate meal sites, and
recreation sites/activities.
Outcome 1: 7 1 % of participants surveyed indicated transportation services allowed
them to remain independent, live at home, and continue to allow them the opportunity
to engage with the community.
KUPUNA CARE PROGRAM
The Kupuna Care (KC) program is a state -funded initiative that provides home and
community -based services for frail and vulnerable seniors. Case managers assess and
identify an individual's unmet needs, creating person -centered care and support plans
with clear objectives, goals, and outcomes to, address those needs. The program strives to
offer the highest level of assistance by exploring various options and utilizing both
informal and formal support. This support allows seniors to live independently at home
for as long as possible while ensuring the efficient use of program funds.
10
AGING'
AGING
Program Highlights (continued)
Below are the wraparound services provided by the Kupuna Care (KC) Program, which
helped seniors who have difficulty with essential Activities of Daily Living (ADLs) such
as eating, dressing, and bathing, as well as Instrumental Activities of Daily Living
(IADLs) like shopping, transportation, and housekeeping.
KC Services
Personal Care
Homemaker
Chore Services
Assisted Transportation
Adult Day Care
Attendant Care
Case Management Services
116 individuals,11,149.25 hours, $361,182.25
170 individuals,16,172.50 hours, $472,947.50
11 individuals,134.25 hours, $3,904.50
37 individuals,1,412.00 trips, $53,788.00
13 individuals, 712.82 hours, $68,051.25
1 individual, 26 hours, $416.00
454 individuals, 7,415.25 hours, $481,991.25
FAMILY CAREGIVER SUPPORT PROGRAM
Family Caregiver Support services played a crucial -role in assisting family members
and informal caregivers in their caregiving responsibilities. By providing access to
respite care, these services helped alleviate the emotional burdens often associated with
caregiving, such as depression, anxiety, and stress. This support enabled caregivers to
maintain their roles for a longer duration, which is vital for the well-being of older
adults. Ultimately, family caregivers contribute significantly to the quality of life,
health, and independence of those they care for, allowing them to live fulfilling lives
within their own homes and communities.
The Case Manager conducted a comprehensive caregiver assessment to identify the
evolving characteristics and intricacies of caregiver needs and responsibilities to reduce
stress and burnout.
• The Case Manager helped caregivers access respite support services and resources,
resulting in sixty percent (60%) of caregivers achieving a better understanding of the
available support services and resources necessary for effectively managing their
caregiving responsibilities.
11
AGING
AGING
Program Highlights (continued)
The following respite services were provided to caregivers linked with a Kupuna Care
recipient. These services assisted seniors who struggled with essential Activities of Daily
Living (ADLs), including eating, dressing, and bathing, as well as Instrumental Activities
of Daily Living (IADLs) such as shopping, transportation, and housekeeping, while also
offering relief to the caregiver.
Family Caregiver Support Program (FSCP) Respite Services
Personal care 21 individuals, 802.00 hours, $25,187.00
Homemaker 38 individuals, 1,797.50 hours, $52,050.50
Chore 2 individuals, 21.25 hours, $722.50
Adult Day Care 16 individuals, 739.59 hours, $44,823.15.
12
AGING
Program Measures
FY 2024-25
FY 2025-26
FY 2026-27
Actual
Budget
Estimate
Grants Received (millions)
1.9
2.7
2.8
Contracts Administered
22
22
24
Title III - Services
1,370 ind. / 61,389 trips /
1,500 ind. / 60,000 trips/
1,750 ind. / 70,000 trips /
Transportation
$377,188
$300,000
$400,000
231 ind. / 2,219 units
245 ind. / 2,195 units
250 ind. / 2,219 units
Legal Services
$131,478
$131,700
$133,140
Public Education
6,815 ind. / $8,518.75
2,200 ind. / $8,500
2,200 ind. / $8,500
Home Modification, Assistive
71 ind. / 305.01 items
170 ind. / 850 items
170 ind. / 850 items
Devices, Consumer
$2,322.99
$40,000
$40,000
consumables***
Community -Based Planning -
19 ind. / 24 workshops
48 ind. / 36 workshops
56 ind. / 78 workshops
Healthy Aging
$10,537.52
$29,355
$29,355
951 ind. / 83,017 meals /
1,020 ind. / 90,000 meals /
1,380 ind. / 125,000 meals /
Nutrition
$673,212
$600,400
$900,500
Caregiver Support Program
GROUP 1 SERVICES
76 ind. 1351 hrs.
40 ind. / 160 hrs.
75 ind. % 480 hrs.
Counseling & Training
$41,960.00
$51,000
$51,000
Respite**
0 ind./ 0 units
100 ind. 110,000 units
100 ind./ 10,000 units
Supplemental Services
79 ind./ 221 request
30 ind. / 375 request
30 ind. / 375 request
GROUP 2 SERVICES
466 ind. / 12 activities
550 ind. / 12 activities
500 ind. / 12 activities
Information Services*
$800
$800
$800
13
AGING
AGING
Program Measures (continued)
FY 2024-25
FY 2025-26
FY 2026-27
Actual
Budget
Estimate
Kupuna Care Services
Actuals: 454 ind. to be
Allocations: 600 ind. to be
Allocations: 600 ind. to be
Case Management
served / 7,415 units /
served / 10,000 units /
served / 10,000 units /
$481,991.25
$650,000
$650,000
186 ind. to be served /
200 ind. to be served /
200 ind. to be served /
Kupuna Care HCBS
$959,873 allocated
$850,000 allocated
$1,000,000.00
Family Caregiver Respite
52 ind. / 3,400 units
50 ind. / 3,400 units
55 ind./ 3,500 units
Program ****
$124,505
$148,000
$165,000
Aging Disability Resource
Center (ADRC)
Trainings ****
n/a
$5,000
$5,000
Options Counseling
1,548 ind.
900 ind.
900 ind.
Referrals
1,015 ind.
1,000 ind:
1,000 ind.
Outreach/Public Education
3,923 ind. / $8,209.28
3,000 ind. / $5,000
3,000 ind. / $6,500
ADRC
3,745 (unduplicated)
7,000
7,000
Contacts calls/walk ins
* Information statistics include educational and training presentations
** A unit of service depends on the nature of the service. For example, a unit of personal care services is measured per hour
while a unit of transportation is measured per one-way trip
*** Program Measure changed from Home Modification to Home Modification, Assistive Devices, Consumer consumables for
better clarification.
**** New Measure implemented in FY 2025-26
Ind. = individuals
Note: Unit of service is a request. A request could be a trip, equipment, meal, or any other allowable item approved by ACL
14
AGING
AGING
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
20
20
20
Salaries and Wages
961,874.09
1,481,040
1,588,321
Operations
1,925,012.48
2,214;980
2,214,980
Equipment
137,196.59
64,400
31,208
Program Total
3,024,083.16
3,760,420
3,834,509
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Authorized
FY 2026-27
Re uest
Count Executive on A in
1
1
1
Administrative Services Assistant I
1
1
1
Aging and DisabilityServices Manager
2
2
2
A fn and DisabilitySpecialist I 1/2 time
1
1
1
Aging and DisabilitySpecialist I
3
3
3
Aging and Disability Specialist I Tern
2
2
2
Aging and Disability Specialist II
1
1
1
Aging Program Planner II
2
2
2
Aging Program Planner III
1
1
1
Clerk III
2
2
2
Computer Operator I
1
1
1
Database Analyst
1
1
1
Information and Assistance Clerk
2
2
2
Total
1 20
20
20
15
AGING
COMMITTEE ON PEOPLE WITH DISABILITIES
Program Description
The Mayor's Committee on People with Disabilities is a volunteer committee appointed at
the discretion of the mayor to advise him/her on matters related to people with disabilities.
The committee's primary function is to review and make recommendations and provide
guidelines to improve the quality of life for people with disabilities in the County of
Hawaii.
Program Objectives
Objective 1: Continue to advise and inform the administration on issues facing people
with disabilities.
Outcome 2: Committee shall provide minimally one (1) annual report to the mayor.
Objective 3: To improve the public awareness of people with disabilities in Hawaii
County.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
1
Number of Meetings Held 1
3
11
11
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Operations
1,431.70
7,424
7,424
Program Total
1,431.70
7,424
7,424
16
ANIMAL CONTROL
ANIMAL CONTROL AND PROTECTION
ANIMAL CONTROL AND PROTECTION
Program Description
The County of Hawaii Animal Control and Protection Agency enforces Hawaii County
Code Chapter 4, Hawai`i Revised Statutes Chapters 143 and sections of Chapter 711,
which currently include laws related to the following:
• Dangerous Dogs
• Stray Animals/Impoundment
• Animal Licensing/Microchipping
• Cruelty Investigations
• Nuisance Barking
Animal Control and Protection Officers (ACPOs) are commissioned by the County to
enforce laws by receiving training provided by State and County agencies. The ACPOs
respond to and resolve animal control complaints and concerns by educating the public
about responsible pet ownership, appropriate animal control laws and penalties, and
issuing notices, citations, and dangerous dog designations.
ACPOs are available 24 hours a day, seven days a week, island wide to respond to
Priority 1 calls involving animal -related emergencies such as injured/ill animals,
dangerous dogs, animals causing safety hazards in roadways, animal cruelty, and requests
for assistance made by the Hawaii Police Department.
Staff are responsible for sheltering and caring for animals at our two facilities, one on the
east side and one on the west side, and providing opportunities for reunification with the
animals' owners.
Funding Source and Position Count
General Fund
$4 461617
General Fund
48
Grant Revenue
-
Grant Revenue / Other
Other
$ 2,500
Total Budget:
$4,464,117
Total Number of Positions
48
17
ANIMAL CONTROL AND PROTECTION
ANIMAL CONTROL AND PROTECTION
Program Objectives
1. 90% of vicious dog calls will be responded to within two hours.
2. 90% of calls regarding loose animals posing a public safety hazard will be responded
to within two hours.
3. 90% of calls related to injured animals will be responded to within two hours.
4. 90% of calls for animal control assistance from the police will be responded to within
three hours.
5. 90% of animal cruelty and neglect cases will be responded to within 24 hours and
resolved within 14 working days.
6. 90% of licensed, loose dog, and any non-cruelty/neglect cases will be responded to
within 48 hours and resolved within five working days.
7. Eighty-four sweeps of problem communities per year.
Program Highlights
Animal Control and Protection Agency finished FY 2024-25 with 31 of 48 budgeted
positions filled and continues to work on filling vacant positions.
A fleet of new vehicles including one full-sized truck, five mid -sized trucks, two transit
vans, and three administrative vehicles were added to, and assisted in replacing some of
our aging fleet of trucks and SUVs that were inherited from previous agencies and
organizations. Our teams of Kennel Technicians and ACPOs were issued new uniforms,
and 120 secure and durable animal transport crates were purchased.
During FY 2024-25 we had a record -setting number of animal intakes. We continued to
increase our intake numbers, improved our return rate to animal owners and transfers to
rescue partner organizations, and improved our response times when assisting the
community with service requests. We participated in six community
microchipping/licensing events and provided spay/neuter services for 561 animals.
IE:3
ANIMAL CONTROL AND PROTECTION
ANIMAL CONTROL AND PROTECTION
Program Measures
FY 2024.25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate.
Percentage of vicious dog calls will be responded to within
two hours
93%
90%
90%
Percentage of calls regarding loose animals posing a public
safety hazard will be responded to within two hours
87%
90%
90%
Percentage of calls related to injured animals will be
responded to within two hours
86%
90%
90%
Percentage of calls for animal control assistance from the
police will be responded to within three hours
99%
90%
90%
Percentage of animal cruelty and neglect cases will be responded
to within 24 hours and resolved within 14 working days
86%
90%
90%
Percentage of license, loose dog, and any non-cruelty/neglect
cases will be responded to within 48 hours and resolved
within five working days
89%
90%
90%
Number of sweeps of problem communities per year
136
100
100
Animal Intake
2,905
3,500
3,500
Redeemed
407
600
600
Animals Transferred Out for Adoption
1,310
1,500
1,500
Complaint/comply notices issued *
1,265
1,000
-
Wamin /Contact Notices issued*
-
-
1,000
Citations issued
HCC 4-30 Dog Running Loose **
45
100
HCC 4-4-30 Permitting to a dog to stray**
-
-
100
HRS 143-2 1 Microchip/License Violation ***
47
50
-
HRS 143-2 (1) License or microchip required ***
-
-
50
HRS 711-1109 Cruelty to Animals ****
1
20
-
Total Citations
93
170
170
Total Requests for Service ****
3,700
Citations issued to repeat offenders
4
15
15
Number of traps loaned
56
1 1,000
100
*FY 2026-27 no longer monitoring "Complaint/Comply notices issued"; will begin monitoring and
reporting "Warning/Contact Notices issued".
**FY 2026-27 no longer monitoring Citations issued for "HCC 4-30 Dog Running Loose"; will begin
monitoring Citations issued for "HCC 4-4-30 Permitting to a dog to stray" due to reclassification in
Hawaii County Code Chapter 4.
***FY 2026-27 Change of name to "License or microchip required."
****FY 2026-27 no longer monitoring Citations issued for "HRS 711-1109 Cruelty to Animals" due to
Hawaii Police Department issuing and monitoring those citations. We will begin reporting total
requests for service.
W
ANIMAL CONTROL AND PROTECTION
ANIMAL CONTROL AND PROTECTION
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Personnel
48
48
48
Salaries and Wages
1,907,091
3,103,945
3,126,917
Operations
1,148,832.75
1,156,700
1,264,200
Equipment
418,533.56
259,000
73,000
Program Total
3,474,457.31
4,519,645
4,464,117
Personnel Position Summary
Position Title
FY 2023-24
Authorized
FY 2024-25
Authorized
FY 2025-26
Request
Account Clerk
2
2
2
Administrative Services Assistant I
1
1
1
Animal Control and Protection Officer III
14
14
14
Animal Control andTrotection Officer IV
3
3
2
Animal Control & Protection Specialist
2
2
2
Animal Control & Protection Administrator
1
1
1
Clerk III
3
3
3
Clerk -Dispatcher I
2
2
2
Animal Transfer and Outreach Coordinator
1
1
1
Custodian/Groundskeeper 1
2
2
2
Kennel Technician
13
13
13
Lead Kennel Technician
2
2
2
Secretary
1
1
1
Storeroom Clerk
1
1
1
Clerk-Dis atcher II
-
-
1
Total
48
48
48
co
CIVIL DEFENSE AGENCY
CIVIL DEFENSE AGENCY
DEPARTMENT SUMMARY
Mission Statement
To'protect the community from and lessen the impact of natural and man-made hazards
by improving core capabilities in five mission areas: Prevention, Protection, Mitigation,
Response, and Recovery. To strengthen and promote whole community resiliency
through community collaboration, engagement, and empowerment.
Department Goals
1. Prevention. Develop the relationships, plans, organization, and resources necessary
to gain proficiency in the critical tasks that support the prevention core capabilities of
planning, public information and warning, and operational coordination.
2. Protection. Develop the plans and systems necessary to secure the County of Hawaii
against man-made or natural disasters. Focus is on the core capability of planning.
3. Mitigation. Develop the organization, systems, and training necessary to reduce the
loss of life and property by limiting the chance of cascading effects during a disaster.
Focus is on the core capability of community resilience.
4. Response. Create response proficiency by developing and exercising the core
capabilities necessary to save lives, protect property, and meet basic human needs
during a disaster. Focus is on the core capabilities operational communications, mass
care services, and infrastructure systems.
5. Recovery. Develop the policies and procedures necessary to facilitate affected
communities' efficient return to a normal pre -disaster state. Focus is on the core
capability of operational coordination.
Funding Source and Position Count
General Fund
$5 263 440
General Fund
12
Grant Revenue
$1025,000
Grant Revenue / Other
Total Budget:
$6,288,440
Total Number of Positions
12
21
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Description
The Hawaii County Civil Defense Agency administers the hazard mitigation, homeland
security, emergency preparedness, response, and recovery programs for the County of
Hawaii. This responsibility involves coordinating all resources to achieve a unified effort,
improve training programs, leverage and enhance our science and technology capacity, and
ensure that the administrative, finance, and logistics systems are in place to support these
capabilities. The Civil Defense Agency also administers and manages the Department of
Homeland Security Grant Program, as the subrecipient for all first responder agencies in the
County, to include Citizen Corps activities.
Program Objectives
1. Host four community Preparation Fairs to enhance community resilience.
2. Establish the Auxiliary Communications Network to provide back-up to operational
communications and to public information and warning. Phase H will operationalize the
system and expand the number of repeaters to increase amateur radio coverage.
3. Project 360 program. The intent is to create resilient communities through:
a. Individual preparedness.
b. Increased Community Emergency Response Team (CERT) participation.
c. Assisting communities in preparing community response plans.
4. Provide Public Information and Warning:
a. Establish the County Warning Point to provide continuous situational assessment
and prompt public information and warning.
b. Provide public information through the mass notification system using cell phone,
email, social media, and commercial radio stations.
c. Provide warning for emergency situations via the Integrated Public Alert & Warning
System (IPAWS).
d. Provide a public facing Civil Defense Dashboard as an online public resource.
5. Establish an alternate Emergency Operations Center in a warm status at the West
Hawaii Civic Center to enhance operational coordination.
6. Maintaining County of Hawaii Land Mobile Radio (LMR) wireless network
infrastructure to ensure operational communications:
a. Conduct inspection of infrastructure at five LMR sites to determine maintenance
requirements.
b. Facilitate quarterly patching of LMR radio systems.
c. Expand channel capacity at select LMR sites.
d. Create interoperable communications capability through acquisition of transportable
repeater for interoperable communications (TRIC) package.
22
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Objectives (continued)
e. Maintain LMR system supporting infrastructure such as:
i. Emergency back-up power systems.
ii. Heating, ventilation, and air conditioning (HVAC) systems.
iii. Equipment shelters.
iv. Protective fencing around LMR sites.
7. Continue to administer the Department of Homeland Security Grant Program for the
County of Hawaii as administered by the Hawaii Emergency Management Agency and
the State Department of Defense:
a. Complete quarterly, close-out, and end -of -year reports.
b. Close-out one HSGP account.
8. Coordinate County of Hawaii response to all Type I, II, and III incidents occurring
within the County's jurisdiction.
9. Emergency Shelter retrofit and hardening of select facilities to support mass care
services.
a. Conduct site assessments.
b.. Provide emergency power capability.
c. Facility hardening.
Program Highlights
Counties Brushfires response (DR-4724-HI).
o Mitigation projects submitted to Federal Emergency Management Agency:
Hisaoka Gym, Kea`au Armory, Kamana Senior Center, and LMR channel
additions.
Multi -Hazard Mitigation Plan.
o The plan was been submitted to the County Council in June 2025.
o Plan approved by Federal Emergency Management Agency (FEMA) on August 6,
2025.
Homeland Security Grant Program.
o Closed the 2020 Homeland Security Grant in October 2024.
o Completed procurement on equipment for Alternate Emergency Operations
Center (EOC) at West Hawaii Civic Center in June 2025.
o Upgraded Land Mobile Radio (LMR) system handheld radio cache to APX8000
multi -band units in June 2025.
o Completed equipment procurement for Hawaii Police Department cold storage
facility in June 2025.
23
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Highlights (continued)
• Community Emergency Response Team (CERT).
o Activated CERT during three different incidents.
o CERT participated in 12 community outreach/engagement events.
o CERT conducted 11 training events to certify trainers/coaches and new CERT
members.
• Land Mobile Radio (LMR) System.
o Puna Geothermal Plant LMR site rebuild contract awarded.
Public Information and Warning
o Everbridge mass notification contracted expanded to include Hawaii Police
Department alerts.
o Integrated Public Alert & Warning System alerts added to Everbridge capability.
o New interactive maps for tsunami, lava flow, and fire weather were added to Civil
Defense website.
• Plans
o County of Hawaii Tsunami Response Plan was finalized in June 2025.
o Completed Damage Assessment Standing Operations Guide (SOG).
• Community Engagement
o Hosted Disaster Preparation Fair at Kahilu Town Center in Waimea on September
28, 2024.
o Participated as a sponsor in the Na Leo Youth Media Challenge on April 21,
2025.
o Participated in the Ka`d Coffee Festival to provide outreach in the rural district on
May 31, 2025.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Emergency Plans Updated
3
4
2
Emergency Preparedness and Training Events
2
2
4
Exercises Conducted
2
4
2
Grants Acquired
3
1
2
Number of Staff Personnel Receiving Training
11
12
12
24
CIVIL DEFENSE AGENCY
CIVIL DEFENSE
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Personnel
12
12
12
Salaries and Wages
1,064,982.10
1,314,308
1,404,308
Operations
1,222,610.50
1,725,132
4,354,132
Equipment
433,386.32
659,000
530,000
Program Total
2,720,978.92
3,698,440
6,288,440
Personnel Position Summary
Position Title
FY 2024-25
-Actual
FY 2025-26
Authorized
FY 2026-27
Request
Civil Defense Administrator
1
1
1
Administrative Services Assistant I
1
1
1
Account Clerk
1
1
1
CD Administrative Officer
2
2
2
CD Staff Officer
4
4
4
Radio Program Manager
1
1
1
Secre
1
1
1
GIS S ecialist
1
I
1
Total
12
1 12
12
25
This page intentionally left blank
CORPORATION
COUNSEL
CORPORATION COUNSEL
DEPARTMENT SUMMARY
Mission Statement
The mission of the Office of the Corporation Counsel is to support County government
by providing proactive and effective legal advice and representation while maintaining
the highest standards of professionalism and always acting in furtherance of public
interest.
Department Goals
1. Provide legal advice and representation to County clients in a manner that promotes
countywide goals and priorities.
a. Continue training opportunities given to County officers and employees.
b. Incorporate discussion of countywide goals into deputy meetings.
2. Establish an environment that cultivates and encourages department's core values of
teamwork, accountability, professionalism, progress, and service.
a. Increase opportunities to discuss new case law and other legal issues of County
concern at weekly or monthly attorneys meetings.
b. Identify and fund appropriate software to maximize office productivity and
accountability.
c. Highlight achievements and milestones.
d. Continuously improve training for new deputies to match countywide goals and
address procedural and legal changes within the County.
Funding Source and Position Count
General Fund
$6,087,388
General Fund
35
Grant Revenue
-
Grant Revenue / Other
Total Budget:
$6 087,388
Total Number of Positions
35
26
CORPORATION COUNSEL
DEPARTMENT SUMMARY
Department Goals (continued)
3. Support professional development of employees and provide a healthy working
environment based on mutual respect.
a. Adopt a budget that provides meaningful opportunities for professional
development of the entire staff.
b. Maintain membership and maximize staff participation in national municipal
lawyers' organization.
c. Promote opportunities for interaction with neighbor island colleagues.
d. Hold at least one, all department training per year to focus on departmental
enrichment and teambuilding.
4. Implement a continuous improvement (CI) plan embracing new technology and other
identified changes that enable the department to perform work more efficiently and
effectively.
a. Take advantage of upgrades in legal research and Al technology within the
confines of the department's budget.
b. Increase access to department sponsored trainings virtually where, appropriate.
c. Identify and fund software that increases productivity and accountability.
5. Provide diverse training opportunities for at least 500 County officers and employees,
to be proactive and keep clients informed of relevant legal requirements and changes
in law.
a.. Increase training opportunities virtually.
b. Update trainings to reflect changes in law.
c. Partner with other departments where training subject areas intersect.
6. Work with departments, boards and commissions to update agency rules where
necessary.
7. Work with Risk Management to identify and reduce areas of County risk.
04l
CORPORATION COUNSEL
LITIGATION DIVISION
Program Description
The Litigation Division provides legal representation for the County of Hawaii, its
officers, representatives, and employees in disputes such as lawsuits, arbitration,
mediation and claims. The division also represents the County of Hawaii in judicial
actions brought by the County of Hawaii in matters such as collections, code
enforcement actions and eminent domain proceedings.
Program Objectives
Resolve Disputes. Provide legal services and represent the County, its officials and
employees, in all civil legal proceedings in state, federal and appellate courts. The
Litigation Section drafts pleadings, motions, and briefs, investigates claims, conducts
discovery, and otherwise litigates and defends cases at administrative hearings, court
hearings, arbitrations, mediations, trials and appeals. The Litigation Section carries a
heavy case load in which the monetary exposure to the County can be over
$1,000,000.
2. Manage Legal Risk. Manages pending lawsuits and risk by recommending settlement
only when quantifiable justifications exist.
a. Implement system of early case assessment.
b. Convene settlement assessment meetings.
3. Provide Training. Provide training for County agencies, officials and employees on a
wide range of topics, including code enforcement, how to be a witness, how to
respond to subpoenas, the attorney -client privilege and work product doctrine, and the
ADA's impact on arrests. Each attorney shall provide at least two county -wide
trainings per year.
4. Training Opportunities. Litigation Section Deputies are offered training opportunities
at least twice a year, to provide them with tools to effectively represent the County
and its employees.
5. Regular Section Meetings. The Litigation Section holds monthly litigation meetings
to review the status of cases, provide training, guidance and updates, and address
concerns, questions and issues.
0
CORPORATION COUNSEL
LITIGATION DIVISION
Program Highlights
The Litigation Section:
1. Appeared at 430 hearings/meetings, including depositions, on behalf of the County,
its employees and/or former employees;
2. Resolved 71 lawsuits against the County by settlement or dismissal (the lawsuits
alleged a wide variety of claims including employment matters, civil rights violations,
second amendment violations, negligence, takings, discrimination and breach of
contract);
3. Prevailed before the United States Court of Appeals for the Ninth Circuit in Erin
Lerette, et al. v. County of Hawaii, et al., which was a civil rights action alleging
excessive force against three police officers, by obtaining an affirmance of the United
States District Court for the District of Hawai'i's (USDC Haw.) grant of summary
judgment on all claims;
4. Prevailed before the USDC Haw. in Thomas P. Sills, Jr. v. Robert Kim et al., which
was a civil rights action alleging malicious prosecution against a deputy prosecuting
attorney and others, by obtaining a dismissal of Sill's first amended complaint
without leave to amend;
5. Prevailed before the USDC Haw. in Mike Yellen v. Roann Okamura, et al., which was
civil rights action alleging various claims against the County, former Mayor Roth,
and Operations Director for Aging's Elderly Activities Division Roann Okamura
relating to the Kupuna Softball League, by obtaining a dismissal of Yellen's first
amended complaint without leave to amend and with prejudice;
6. Prevailed before the Hawai'i Supreme Court (HSC) in Carol A. Adelkoff v. Board of
Appeals of the County of Hawai'i et al., which was an administrative appeal of the
Planning Department's approval of a subdivision, by obtaining the HSC's-rejection of
Adelkoff s application for writ of certiorari and sustaining the Intermediate Court of
Appeals' (ICA) determination the Planning Department's decision was correct;
7. Prevailed before the HSC in Mark C. Kellberg v. Zendo Kern; in his capacity as
Planning Director, County of Hawaii et al., which was an administrative appeal of
the Planning Department's approval of a subdivision, by obtaining the HSC's
rejection of Kellberg's application for writ of certiorari and sustaining the ICA's
determination the Planning Department's decision was correct;
9
CORPORATION COUNSEL
LITIGATION DIVISION
Program Highlights (continued)
8. Investigated 53 new claims against the County involving property damage or personal
injury. Of these, 18 claims were denied. Total payments on claims amounted to
$293,872.95, which included payments for newly filed claims as well as claims
carried over from prior fiscal years. This total includes a payment of $195,000.00 to
Inaba Engineering, Inc.; and
9. Collected of $45,670.21 in outstanding solid waste, water service fees, and property
damages owed to the County.
30
CORPORATION COUNSEL
COUNSELING & DRAFTING
Program Description
The Counseling and Drafting Division provides legal advice and assistance to all County
departments and boards and commissions, the Mayor and the County Council. The
Division also shares responsibility providing legal representation of the County in
administrative proceedings, including contested case hearings.
Program Objectives
1. Training Opportunities. Offer training opportunities to each counseling and drafting
attorney at least twice a year to hone their legal skills and stay abreast of important
developments in the law.
2. Review and approve contracts. Pursuant to County Charter, deputies must approve
all County contracts as to form and legality. In addition, this review includes a
thorough analysis of potential legal exposure and liability. To the extent possible,
75% of legal documents shall be reviewed within seven business days.
3. Review and comment. Review and comment on documents submitted by the various
County departments and agencies promptly. To the extent possible, 75% of requests
shall be completed within 21 business days.
4. Draft documents and legislation. Draft documents and assist department and Council
members with drafting legislation. To the extent possible, 75% of requests shall be
completed within 21 business days.
5. Legal Opinions. Thoroughly research and draft legal opinions as requested in a
timely manner. To the extent possible, 75% of requests shall be completed within 21
business days.
6. Miscellaneous Requests for Legal Assistance, -including -Long-term Projects.
Respond to departmental and agency requests for legal services that may not involve
a formal written response or extensive legal research. Miscellaneous requests may
include long-term projects, which involve longer time commitments and/or a more
intensive investment of resources. For requests not requiring a formal written
response or extensive research, to the extent possible, 50% of all requests shall be
completed within 21 business days. For long-term projects, to the extent possible,
requests shall be completed within the time frame allocated for the project.
31
CORPORATION COUNSEL
COUNSELING &DRAFTING
Program Objectives (continued)
7. Provide Training. Provide training for County officers, employees, officials, and
members of boards and commissions, on relevant requirements and changes in law.
Each attorney will conduct at least two countywide training sessions per year.
8. Risk Management/Mitigation. Consult with assigned departments regarding risk
management analysis, in conjunction with the County's Risk Manager as appropriate.
Program Highlights
The Counseling and Drafting Deputies:
Assisted their assigned departments and boards and commissions, in navigating
changing requirements of the Sunshine Law and the Uniform Information Practices
Act;
2. Reviewed 2,120 contracts, drafted 68 general and legislative documents, reviewed
and commented on 2,410 documents, issued 301 legal opinions, worked on 428 long-
term projects, and 524 miscellaneous projects;
3. Attended 2,179 meetings and provided legal advice and support;
4. Continuing its philosophy of "preventive lawyering," conducted 42 training sessions
on various topics, ranging from Ethics and Sunshine Law to Rule Making and
Procurement, which were attended by 351 County employees and board and
comrnission members;
5. Assisted Purchasing with the transition of software from Public Purchase to
OpenGov;
6. Worked with departments to revise standard contracts, continued the process of
standardizing the Department of Finance procurement templates, and developed
standardized Sunshine Law training for boards and commissions;
Actively assisted departments and board and commissions with updating their rules;
and
8. Attorneys and staff provided legal support to the Real Property Tax Division at the
division's tax sales, drafted the tax deeds, and provided legal support for disposition
of tax sale surplus proceeds.
32
CORPORATION COUNSEL
LITIGATION/COUNSELING & DRAFTING
Program Measures
FY 2024.25
FY 2025-26
FY 2026-27
Actual
Budget
Estimate
Requests for Legal Representation (Includes attendance for
litigation and C&D division attorneys at administration
hearings, arbitrations, claims related meetings, collection
2,640
2,000
2,500
hearings, Boards and Commissions representation and
department representation, etc.)
Requests for Legal Services (Includes all administrative
requests such as approval of documents, drafting legislation,
5,790
4,000
5,000
opinions, etc.)
Trainings held for County officers, employees, officials, and
members of boards and commissions on relevant
351
500
500
requirements and changes in law
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
35
35
35
Salaries and Wages
3,267,684.54
3,920,938
4,184,742
Operations
864,022.85
1,540,876
1,885,220
Equipment
47,162.14
300,800
8,156
Program Total
4,178,869.53
5,762,614
6,078,118
33
CORPORATION COUNSEL
LITIGATION/COUNSELING & DRAFTING
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Corporation Counsel
1
1
1
Administrative Services Assistant I
1
1
1
Assistant Corporation Counsel
I
1
1
Administrative Assistant
1
1
1
Claims Investigator- djustor
1
1
1
Clerk III
1
1
1
Deputy Corporation Counsel
15
15
15
Deputy Corporation Counsel Section Chief
2
2
2
Legal Assistant Il
2
2
2
Legal Technician I
7
7
7
Legal Technician Il
I
1
1
Private Secretary
1
1
1
Supervising Legal Technician
1
1
1
Total
35
35
35
34
CORPORATION COUNSEL
BOARD OF ETHICS
Program Description
The Board of Ethics administers and enforces the County Code of Ethics. The Office of
the Corporation Counsel provides administrative and legal support to the Board.
Program Objectives
1. Review all requests for opinions in a prompt manner.
2. Provide legal support and training to the Board.
Program Highlights
In FY 2024-25, the Board continued efforts to educate County personnel to conform to
the requirements of the County Code of Ethics. During FY 2024-25, the Board received
seven new requests for opinions and twenty informal advisory opinions. In this time
period, the following occurred:
1. Requests for Opinion
a. Decisions were rendered on six petitions which were received during the period
July 01, 2024, to June 30, 2025.
b. One petition was withdrawn.
c. No petitions received during the period July 01, 2024, to June 30, 2025 will be
reviewed during the next period.
2. Informal Advisory Opinion
a. Decisions were rendered on eighteen informal advisory opinions which were
received during the period July 01, 2024, to June, 30, 2025.
b. No requests for informal advisory opinions were withdrawn.
c. Two informal advisory opinions received during the period July 01, 2024, to June
30, 2025 will be reviewed during the next period.
Program Measures
FY 2024-25
Actual
FY 2025.26
Budget
FY 2026-27
Estimate
Requests for Opinion
7
9
9
Informal Advisory Opinions
20
11
20
Investigations and Investigative Hearings
0
1
1
Formal Opinions and Hearings
0
1
1
35
CORPORATION COUNSEL
BOARD OF ETHICS
Program Expenditures
FY 2024-25
Actual
FY 2025.26
Budget
FY 2026-27
Re uest
Operations
920.08
9,270
9,270
Pro ram Total
920.08
9,270
9,270
This page intentionally left blank
COUNTY AUDITOR
COUNTY AUDITOR
DEPARTMENT SUMMARY
Mission Statement
It is our mission to serve the County Council and citizens of Hawaii County by
promoting accountability, fiscal integrity, and transparency in local government. We
conduct performance and financial audits of County agencies and programs in
accordance with Government Auditing Standards.
The Office of the County Auditor examines the use of public funds, evaluates operations
and activities, and provides analyses, findings, and recommendations in an objective
manner. Our work supports County government in managing public resources,
delivering public services, and upholding public trust.
Department Goals
1. To procure an external certified public accountant to conduct an annual independent
post -audit of the County's financial transactions to assist the Council in complying
with the Hawaii County Charter requirements.
2. To conduct or cause to be conducted performance and/or financial audits and special
studies of the funds, services, and operations of any County agency, executive
agency, and/or program, as set forth by the County Auditor in an annual audit plan
that shall be transmitted to the Council and the Mayor and filed with the County
Clerk as a public record.
3. To conduct or cause to be conducted follow-up performance reviews to monitor and
evaluate the implementation of audit recommendations by audited County entities.
4. To investigate reports of fraud, waste or abuse within County operations, when such
reports warrant investigation, and to provide findings and recommendations after
completion of the investigation.
5. To assist the County in its efforts to ensure openness and accountability in the
expenditure of public funds.
Funding Source and Position Count
General Fund
$1225,226
General Fund
5
Grant Revenue
-
Grant Revenue / Other
Total Budget:
$1,225,226
Total Number of Positions
5
37
COUNTY AUDITOR
COUNTY AUDITOR
Program Description
The Office of the County Auditor (OCA) has developed and maintains an internal audit
manual to consistently conform with generally accepted government auditing standards
(GAGAS) in performing our audit responsibilities and reporting procedures. The OCA
develops an annual audit plan based on a risk assessment of County agencies, programs,
and funds utilizing objective methodology to identify priority areas for assignment of
audit resources.
To assist the Council in complying with the requirements of the Hawaii County Charter,
OCA is responsible for procuring an external certified public accountant to conduct an
annual independent post -audit of the County's accounts and financial transactions.
Program Objectives
1. To procure an independent certified public accountant to conduct an annual post -audit
of the County's accounts and financial transactions (Hawai`i County Charter § 10-13).
2. To file an annual audit plan with the Council based on a County -wide risk assessment
of funds, programs, services, and operations of any County agency, executive agency,
or program, which is supported, in whole or in part, by County funds (Hawai`i
County Charter §3-18).
3. To conduct or cause to be conducted performance and/or financial audits of County
agencies, programs, and/or operations in accordance with the annual audit plan or as
determined necessary by the County Auditor (Hawai`i County Charter §3-18).
4. To conduct. or cause to be conducted follow-up performance and/or financial reviews
of audited entities in accordance with the annual audit plan or as determined
necessary by the County Auditor (Hawai`i County Charter §3-18).
5. To conduct or cause special studies or projects to be conducted to ensure openness
and accountability in the expenditure of public funds.
6. To conduct or cause to be conducted investigations of reports of fraud, waste, or
abuse warrants investigation and may provide recommendations to appropriate
county officials (Hawai`i County Charter §3-18).
m
COUNTY AUDITOR
COUNTY AUDITOR l
Program Highlights
Financial Audits. Pursuant to Hawaii County Charter § 10-13, OCA procured an
independent external auditor to conduct the annual financial audits from the fiscal year
ending June 30, 2024, through the fiscal year ending June 30, 2028, to Accuity LLP,
following the competitive bidding process. The OCA monitors the contract annually.
For fiscal year-end 2024 audit activities, Accuity LLP completed:
1. County's Comprehensive Financial Report
2. Single Audit of Federal Financial Assistance Programs
a. Community Development Block Grant/State's Program (ASL# 14.228)
b. Section 8 Housing Voucher Cluster (ASL# 14.871/14.879)
c. Emergency Rental Assistance Program (ASL# 21.023)
d. Homeowner Assistance Fund (ASL# 21.026)
e. Coronavirus State and LocalFiscal Recovery Fund (ASL# 21.027)
3. Department of Water Supply Financial Statement
4. Landfill Financial Assurance Report
Office of Housing Section 8 Report
Performance Audits:
The Office of the County Auditor concluded four performance audits:
1. Report No. 2024-02: Department of Environmental Management, Derelict and
Abandoned Vehicle Program (July 05, 2024)
2. Report No. 2024-03: Department of Public Works Bridges and Culverts (November
25, 2024)
3. Report No. 2025-01: Department of Liquor Control, Liquor Commission, and Liquor
Control Adjudication Board Travel Expenses (March 7, 2025)
4. Report No 2025-02: Department of Public Works Building Permit Process (April 30,
2025)
Audit reports available: https://www.hawaiicounty.gov/our-comtv/legislativelofrice-of-
the-county-auditor/audit-reports
To strengthen government accountability and ensure audit recommendations are
implemented or resolved, we continuously track their status using our remediation tracker.
To view each department's status: https://www.hawaiicounty.gov/our-
county/legislative%office-of-the-county-auditor/remediation-tracker
39
COUNTY AUDITOR
COUNTY AUDITOR
Program Highlights (continued)
Special Studies or Projects:
OCA investigated several reports involving unfair hiring practices and alleged nepotism.
• Whistleblower Investigation Report No. 24-004
Report available at:
https•//www hawaiicounty.gov/our-couniy/legislative/office-of-the-county-
auditor/fraud-waste-abuse-hotline-reports
OCA received 33 inquiries and complaints through its Fraud, Waste, and Abuse hotlines.
Of these, 31 have been closed and 2 remain active. The summary of dispositions is
provided below:
Disposition
Count
County, but not fraud, waste, or abuse
13
Declined
1
Escalated to Audit
1
In Process
2
Not Substantiated
7
Referred to External Entity
2
Unrelated to County
7
Total
1 33
Report available at:
https•//www hawaiicoun!y eov/our-county/legislative/office-of-the-county-
auditor/inquiry-and-complaint/statistics
OCA conducted a non-profit compliance review of 69 non-profit organizations and 75
programs:
• Waiwai Grants Compliance Review for Fiscal Award Year 2023-24
Report available at:
https•//www hawaiicounty.gov/our-county/legislative/office-of-the-county-
auditor/routine-activites
,M
COUNTY AUDITOR
COUNTY AUDITOR
Program Highlights (continued)
OCA conducted five surprise cash counts:
1. Hawai`i Fire Department Kona Fire Prevention Office (July 5, 2024)
2. Department of Finance, Vehicle Registration and Licensing - Pahoa Office (February
21, 2025)
3. Department of Parks and Recreation, Kekuaokalani Gym (May 13, 2025)
4. Department of Finance, Real Property Tax - West Hawaii Civic Center (May 13,
2025)
5. Mass Transmit Agency (June 2, 2025)
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Annual Audit Plan Filed with Council
Yes
Yes
Yes
Performance and/or Financial Audits Completed
4
4
4
Performance and/or Financial Audits Ongoing
5
5
5
Special Studies or Projects Completed
5
3
4
Special Studies or Projects Ongoing
1
1
1
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
5
5
5
Salaries and Wages
436,721.91
519,610
618,616
Operations includes external audit of County finances
291,646.93
524,610
605,110
ui ment
520.56
1,500
1,500
Program Total
728,889.40
1,045,720
1,225,226
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
County Auditor
1
1
1
Administrative Assistant to the County Auditor
1
1
1
Audit Analyst
3
3
3
Total
5
5
5
W
This page intentionally left blank
COUNTY COUNCIL +
COUNTY CLERK
COUNTY COUNCIL/CLERK
DEPARTMENT SUMMARY
Mission Statement
The Office of the County Clerk remains committed to serving the public and supporting
the Hawaii County Council with respect, integrity, and diligence. Our team carries out a
wide range of vital duties, from ensuring equitable access for Hawai`i's voters to
informing the community of legislative proceedings. Never complacent, we aim for
perfection and advance with aloha.
Department Goals
1. To ensure the Council complies with all legal notice requirements for its meetings.
2. To ensure the timely processing of all proposals received for consideration by the
Council.
3. To assist the Council with the technical requirements of Council and Committee
meetings, maintain live streaming services, and to facilitate videoconferencing
services in order to provide effective participation in and viewing of the legislative
process to all individuals.
4. To provide the actions and video recordings of the Council and Committee meetings to
the public in a timely manner.
5. To process resolutions and bills adopted by the Council for distribution to the affected
parties in the applicable timeframe.
6. To prepare minutes of all Council and Committee meetings.
7. To conduct research on historical documents in a timely manner, provide copies of
public records, and assist the public with filing claims and registering as lobbyists.
8. To provide prompt and efficient reprographic services for all County departments and
agencies.
9. Distribute incoming mail within two hours from receipt. This includes distribution
and pick up of mail and interdepartmental envelopes to various County offices located
in Hilo proper.
10. To provide prompt posting of all outgoing mail and to expedite delivery of
interdepartmental and postal mailing services to all County departments and agencies.
11. Assist departments in complying with U.S. Postal Service regulations.
Funding Source and Position Count
General Fund
$7 438 009
General Fund
85
Other Revenue
I -
Grant Revenue/other
Total Budget:
1 $7 438,009
Total Number of Positions
85
EN
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Department Goals (continued)
12. To conduct secure, open, and honest elections in the County of Hawaii.
13. To make voter registration convenient and accessible for the public.
14. To make voting convenient and accessible for all voters.
15. To abide by all election related laws.
16. Work in collaboration with the administration to amend and finalize the annual
Operating and Capital Budgets for the County of Hawaii.
17. Provide nonpartisan review, drafting, and research assistance to the Council and
Administration to ensure that legislation is clearly articulated, comprehensive, and
appropriately formatted.
18. Maintain the Hawaii County Code and Hawaii County Charter by applying
systematic practices to ensure accurate upkeep and maintenance in a timely manner.
19. Provide convenient and user-friendly public access to the laws of our County by
maintaining accurate and up-to-date versions of the Hawaii County Code and Hawaii
County Charter on the County website.
20. Foster the professional development of Legislative Assistants and facilitate the quality
of work product from district staff by providing relevant training on legislative
drafting, fiscal procedures and practices, and other related matters.
21. Enhance the ability of the County Council to actively participate in the actions of the
State Legislature by providing timely updates to the Council of legislative actions,
hearings, and opportunities to testify on matters that affect the County of Hawaii.
Program Description
County Council
The Hawaii County Charter vests the legislative powers of the County with the County
Council, which is comprised of nine members, each elected from one of the nine Council
districts. The Council's primary functions are legislative and public policy formulation.
Administrative Services
Administrative Services performs personnel and accounting functions for the Council -
Clerk's Office as well as support during the annual budget cycle.
43
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Description (continued)
Council Services Section
The Council Services Section performs seven functions imposed by the Hawaii State
Constitution, Hawaii Revised Statutes, Hawaii County Charter, and Hawaii County
Code: (1) prepare and make public all documents received for.the Council's consideration;
(2) provide professional and effective reception service to all parties requesting assistance
from the department; (3) provide administrative and technical support for the Council and
Committee meetings; (4) provide the public with timely and adequate notice of meetings
and actions pending before the Council; (5) prepare all measures adopted by the Council
for transition to official documents and laws; (6) prepare official minutes; and (7) archive
and provide public access to over 100 years of County records and documents.
Support Services Division
The Support Services Division is responsible for reproducing, scanning, and binding
documents for all County departments and agencies; metering of outgoing postal mail; and
sorting and distributing incoming postal mail/interdepartmental envelopes.
Legislative Research Branch
The Legislative Research Branch (LRB) assists the Clerk and Council with matters
involving the Operating and Capital Budgets; provides impartial research, consultation,
drafting assistance, and review of bills and resolutions; maintains the Hawaii County
Code, Hawaii County Charter, and the Council's Rules of Procedure and Organization;
and conducts training classes for Council district staff and County staff.
Program Objectives
Council Services Section
1. Fulfill legal notice requirements for all Council and Committee meetings, including
preparation of meeting agendas and posting and publication of meeting notices.
2. Make available online each item received for consideration by the Council or its
Committees within a reasonable length of time.
3. Facilitate technical services to allow more flexibility for officials and members of the
public to participate in Council and Committee meetings.
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Objectives (continued)
4. Provide final votes of Council and Committee agenda items and make video archives
of Council and Committee meetings available online within a reasonable time after the
meetings.
5. Process and prepare adopted resolutions and ordinances for distribution to affected
parties within the timeframe provided in the Council Rules of Procedure and
Organization.
6. Prepare Council and Committee meeting transcripts within the timeframe required by law.
7. Conduct requests for current and historic records in compliance with OIP, UIPA, and
FOIA timeframe and requirements.
Support Services Division
1. Process all documents submitted by departments for reproduction within two business days,
unless the job requested is extremely large.
2. Process all pieces of outgoing postal mail collected from departments or received by
departments no later than 2:30 p.m. on the same business day.
3. Sort and distribute all collected interdepartmental envelopes in a timely manner.
Legislative Research Branch
1. Complete review and preparation of all amendments and subsequent drafts of the
Operating and Capital Budgets within established deadlines.
2. Complete review of bills, resolutions, and amendments initiated by a Council Member
for proper form within a reasonable length of time, taking into account the complexity
of the proposed legislation.
3. Complete review or assist in the drafting of bills and resolutions initiated by the
Administration for proper form within a reasonable length of time, taking into account
the complexity of the proposed legislation.
4. Revise and supplement the County Code pursuant to Section 2-153. Update the
Council -Clerk's website to include revisions and prepare semi-annual supplements to
the County Code for distribution within eight weeks of receipt of final adopted
ordinances.
5. Update the Council -Clerk's website to include revisions to the Hawaii County Charter
pursuant to amendments that pass in the General Election as well as new or amended
Council Rules of Procedure and Organization.
45
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Objectives (continued)
6. Assist with drafting ballot questions during an election year for any proposed
amendments to the Hawaii County Charter to be placed on the General Election ballot
and update the Charter to incorporate any amendments passed by the voters.
7. Monitor the State Legislative Session, compile an extensive list of bills that are of
significant interest to the County, and provide daily reports to the Council on all
activity for those bills throughout the Legislative Session.
8. Conduct training classes for Council district staff on legislative drafting and budget
procedures and amendments.
9. Prepare and distribute at least one informational brochure or other educational material
relating to the legislative process.
Program Highlights
Below are program highlights for the Office of the County Clerk and the Hawaii County
Council for FY 2024-25:
1. Council Services controlled technological equipment to provide live streaming of
meetings, archived recordings of meetings online, and live participation via Zoom and
videoconference by the public and government officials. for -all meetings.
2. Approximately 4,790 documents received by the Council as well as hundreds of
documents held by the Office of the County Clerk, such as administrative rules,
lobbyist registration forms, financial disclosure forms, and claims were processed,
scanned, and made available to the public.
3. Council Services implemented a new process using Microsoft OneNote to provide
digital agenda packets to Council Members, their staff, and Corporation Counsel,
giving them electronic access to agenda packets during meetings and significantly
reducing paper waste. Council Services continued to research internal processes to
make internal operations more efficient and improved public access to the legislative
activities of the County Council.
4. Council Services, along with LRB, Council staff, and the Private Secretary, coordinated
the logistics and ceremony for the inauguration of all County elected officials, which
was held for the first time in West Hawaii.
5. LRB reviewed and provided drafting assistance for 297 resolutions, 55 bills, 229
proposed amendments to legislation before the Council, three research assignments,
and 16 miscellaneous assignments and reviews.
6. LRB .assisted with the creation and/or review of 14 budget amendments and the
preparation of Drafts 3 and 4 of both the Operating Budget and Capital Budget for FY
2025-26.
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Highlights (continued)
7. LRB assisted with drafting ballot questions for three proposed amendments to the
County Charter for placement on the 2024 General Election ballot, two of which were
approved by the voters.
8. LRB provided drafting assistance on three proposed bills to amend the County Charter
for placement on the 2026 General Election ballot.
9. LRB updated the online version of the County Code nine times to include 51
ordinances that passed during the fiscal year. Published, distributed, and placed online
Supplements 16 and 17 of the County Code.
10. LRB monitored the 33rd State Legislative Session by compiling an extensive list of
123 bills of significant interest to the County and provided daily reports to the Council
on legislative activity for those bills, which included the following: (1) sent 41 email
notices on hearings and status updates for Senate bills and 59 emails for House bills;
(2) sent five emails to provide summary spreadsheets on the status of all bills being
tracked as well as helpful information from the State's Public Access Room; and (3)
provided a final closing report at the end of the Legislative Session.
11. LRB conducted three training sessions on legislative drafting and four training
sessions on budget process and amendments.
12. LRB updated the informational brochure, Your County Government, to include the
newly elected Mayor and Council Members. Support Services assisted with printing
866 copies for distribution.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Council Meetings
25
24
25
Council Special Meetings
3
2
2
Committee Meetings
ill
112
115
Committee Special Meetings
1
1
6
Council Site Visits
1
0
0
Council Public Hearings
1
3
3
Committee Public Hearings
0
1
1
Number of Committee Reports
251
265
240
Number of Ordinances Enacted
109
95
105
Number of Resolutions Adopted
418
375
400
Number of Copies Duplicated
2,554,955
3,000,000
2,750,000
Number of Pieces Mailed
267;349
300,000
300,000
C4/
COUNTY COUNCIL/CLERK
COUNCIL/CLERK
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
56
56
56
Salaries and Wages
3,287,812.53
3,809,622
3,990,137
Operations
675,328.42
955,456
1,041,450
Equipment
1,126.09
40,500
40,500
Contingency Relief Fund
-
900,000
900,000
Program Total
3,964,267.04
5,705,572
5,972,087
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Council Chairperson
1
1
1
Council Member
8
8
8
County Clerk
1
1
1
Deputy County Clerk
1
1
1
Accountant
1
1
1
Council Administrative Services Supervisor
1
1
1
Council Aide
10
10
10
Council Legislative Assistant
9
9
9
Council Services Assistant I
2
2
2
Council Services Assistant II
3
3
3
Council Services Assistant III
1
1
1
Council Services Coordinator
1
1
1
Deputy Executive Assistant to the Council Chair
1
1
1
Executive Assistant to the Council Chair
1
1
1
Human Resources Technician II
1
1
1
Legal Specialist
1
-
Legislative Analyst III
1
1
1
Legislative Information & Reference Technician
1
1
1
Legislative Specialist
4
3
3
Operations Manager
-
1
1
Private Secretary
1
1
1
special Assistant
1
2
2
Support Services Clerk I
3
3
3
Support Services Clerk II
1
1
1
Support Services Supervisor
1
1
1
Total
56
56
56
M
COUNTY COUNCIL/CLERK
ELECTIONS DIVISION
Program Description
The Elections Division is responsible for all election activities in the County, including
administering Elections By Mail for Federal, State, and County elections; voter
registration; voter education; establishing voter service centers and places of deposit;
recruiting and training election officials; redefining district boundaries during redistricting;
proposing election legislation; verifying signatories on mail ballot envelopes, petitions, and
nomination papers; and maintaining the voter register.
Program Objectives
1. Maintain the voter registration files.
2. Maintain the signature file to improve the signature verification process.
3. Provide voter education to all public and private high schools around the County.
4. Provide.testimony on election related bills during the legislative session.
Program Highlights
1. Recruited individuals to operate Voter Service Centers and conduct operations at the
Counting Center.
2. Trained 12 volunteers to assist with operations at Voter Service Centers in Hilo and
Kona.
3. Processed 7,883 voter registration forms.
4. Processed 8,545 voters at the Voter Service Centers in Hilo and Kona for both the
2024 Primary and General Elections.
5. Mailed 229,527 ballot packets to voters in the County of Hawaii for both the 2024
Primary and General Elections.
6. Received 125,631 ballot envelopes from voters in the County of Hawaii for both the
2024 Primary and General Elections.
7. Signature verification training was conducted with staff.
8. Cured 953 signatures from voters in the County of Hawaii for both the 2024 Primary
and General Elections.
ME
COUNTY COUNCIL/CLERK
ELECTIONS DIVISION
Program Measures
FY 2024-25
Actual
FY 2 225.26
Bud et
FY 2026-27
Estimate
New Registered Voters
7,983
3,000
3,000
Voter Registration Satellite Stations
11
11
11
Certificates of Registration Issued
48
100
100
Cancellations of Registration
437
300
500
Deceased Voters Deleted
1,591
1,700
1,700
Number of High School Students Registered
76
300
300
Program Expenditures
FY 2024.25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
29
29
29
Salaries and Wages
583,161.40
487,672
668,745
O eradons
531,981.68
477,015
792,377
Equipment
10,317.67
4,800
4,800
Program Total
1,125,460.75
969,487
1,465,922
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Re uest
Elections Assistant
1
1
1
Election Clerk H
2
2
2
Election Clerk III
3
2
2
Election Official I (hourly)2
2
2
Election Official II (hourly)2
2
2
Election Official III hourly)
2
2
2
Election Warehouse Worker I (Temporary)
4
4
4
Election Warehouse Worker II
1
1
1
Elections Info & Svc Tech
1
1
Elections Pro am Administrator
1
1
1
Elections Pro ram Specialist I
1
1
1
Temporary Election Clerk
10
10
10
Total
29
29
29
50
ibis page intentionally left blank.
COUNTY PHYSICIANS
COUNTY PHYSICIANS
DEPARTMENT SUMMARY
Mission Statement
To render medical opinions, advise on medical matters and conduct physical
examinations as requested by the Mayor's Office and other agencies of the County.
Department Goals
Support the County in creating a safe and healthy environment for its employees by
providing professional medical service.
Program Description
1. Provides pre -employment, PUC and other authorized physical examinations.
2. Provides review of workers' compensation claims.
3. Reviews certain sick leave cases.
4. Assists in police investigations and coroner's cases.
5. Advises County on medical matters.
Program Objectives
Addresses questions related to medical issues, encompassing pre -employment, PUC, and
a range of physical assessments throughout the county departments across the island.
Both County Physicians are tasked with coordinating schedules with the department and
maintaining independent communication with them.
Funding Source and Position Count
General Fund
$201600
General Fund
4
Grant Revenue
-
Grant Revenue
Total Budget:
$201600
Total Number of Positions
4
GPI
1
COUNTY PHYSICIANS
COUNTY PHYSICIANS
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Estimate
FY 2026-27
Estimate
Number of Positions
4
4
4
Salaries and Wages
201,199.81
201,600
201,600
Program Total
201,199.81
201,600
201,600
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Estimate
FY 2026-27
Estimate
County Physician
1
1
1
Assistant County Physician
1
1
1
Assistant County Physician 1/4T
2
2
2
Total
4
4
4
52
ELDERLY ACTIVITIES
ELDERLY ACTIVITIES
DEPARTMENT SUMMARY
Mission Statement
To provide a wide array of services for the public with excellence, integrity and aloha.
Department Goals
Coordinated Services Unit
1. To promote self-sufficiency by providing services to help recipients achieve, restore,
or maintain independent living and self -direction.
2. To prevent or reduce premature or inappropriate institutional care through the
provision of home -based care which would allow the recipient to remain in or return
home.
Senior Volunteer Program
1. Address critical community needs through significant volunteer services.
2. Provide a high quality volunteer experience and opportunities for persons 55 and
older.
3. Ensure volunteers are provided the needed orientation, in-service instructions,
appropriate assignments, individual support and supervision, and recognition for their
volunteer services.
Nutrition — Congregate Nutrition Services
1. To provide meals, each containing a third of the U.S. RDA, to individuals 60 years of
age and older in congregate settings throughout Hawaii County. Each meal shall
meet the Recommended Dietary Allowance (RDA) as established by the Food and
Nutrition Board of the National Academy of Sciences.
Funding Source and Position Count
General Fund
$2,505,372
General Fund
56
Grant Revenue
$1,419144
1 Grant Revenue / Other
6
Other
$ 250,000
Total Budget:
$4,174 516
1 Total Number of Positions
62
6s]
ELDERLY ACTIVITIES
DEPARTMENT SUMMARY
Department Goals (continued)
Nutrition — Home Delivered Meal Service
1. To deliver meals, each containing a third of the U.S. Recommended Dietary
Allowance (RDA), to individuals 60 years of age and older who are homebound due
to illness or disability. Each meal shall meet the RDA as established by the Food and
Nutrition Board of the National Academy of Sciences.
54
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Program Description
The Coordinated Services Program for the Elderly (CSE) provides comprehensive direct
services for adults 60 years and older, and individuals 18 years and older with disabilities
as required by the Federal contract through Hawaii County Office of Aging.
Coordinated Services' 29 full-time staff are responsible for providing Information and
Assistance, Outreach, Chore, Transportation, and Other Support Services such as Kupuna
Care distribution, and Advocacy.
Program Objectives
The CSE staff will promote maximum independence, optimum health, personal dignity
and self -enrichment by:
1. Providing information and assistance services to 5,000 older adults.
2. Providing outreach services to 900 adults.
3. Providing transportation services to 1,000 older adults and accomplishing 34,000 trips
annually.
4. Providing transportation services to 40 individuals less than 60 years of age with
disabilities and accomplishing 700 trips annually.
5. Providing and completing 3,500 referrals.
6. Providing individuals with disabilities/older adults with 1,000 hours of chore services
annually.
Program Highlights
• Provided 5,600 seniors with information and assistance services and 908 seniors with
outreach.services. There were 3,504 referrals which included food stamps, Medicaid,
SSI benefits, housing assistance, legal aid, energy assistance, etc.
• Provided transportation services to 43 individuals under 60 years with disabilities and
accomplished 869 trips.
• Provided transportation services to 1,271 seniors and accomplished 34,904 trips.
• Issued the Hawaii County Senior Identification Cards to 1,271 seniors.
• Assisted clients with in -home chore services and provided a total of 956 hours.
• During the months of February to March, CSE East Hawaii staff assisted AARP with
tax preparations. As a result, over 1,000 preparations were completed.
55
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Information and Assistance
Undu licated Number of Seniors Served
5,600
5,000
5,000
*Outreach
Number of Seniors Served
908
9o0
900
*Transportation
Unduplicated Number of Seniors Served
1,271
1,000
1,000
Total Trips
34,904
34,000
34,000
Unduplicated Number of Persons w/Disabilities
Under 60 years of age served
43
40
40
Total trips
869
700
700
Referrals
3,504
3,500
3,500
Chore
Total Hours
956
2,500
1,000
*Contract Purchase of Service Objectives for Title III
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
31
31
31
Salaries and Wages
1,242,249.65
1,354,432
1,409,363
Operations
161,761.81
233,489
233,489
Equipment
98,653.99
21,300
21,300
Program Total
1,502,665.45
1,609,221
1,664,152
56
ELDERLY ACTIVITIES
COORDINATED SERVICES UNIT
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026.27
Re uest
Account Clerk
1
1
1
Clerk III
1
1
1
Community Service Program Assistant I
8
8
8
Community Service Program Assistant I Tern
1
1
I
Community Service Worker I
8
8
8
Community Service Worker II
1
1
1
Community Service Worker III
6
6
6
Community Service Worker III(Temp)
1
1
1
Departmental Data Processing Coordinator I
1
1
1
Elderly Activities Operations Assistant Director
1
1
1
Program Director III Older Adults
2
2
2
Total
31
31
31
57
ELDERLY ACTIVITIES
SENIOR VOLUNTEER PROGRAM
Program Description
Mission - To improve lives, strengthen communities, and foster civic engagements
through volunteer service.
The Senior Volunteer Program (SVP) provides diverse arid meaningful volunteer
opportunities for persons 55 years and older. Through volunteering, SVP volunteers are
able to remain active, contributing members of the community thereby enhancing the
overall quality of their lives. Their volunteer services also help private, non-profit, and
public agencies (volunteer stations) to deliver services to meet a wide range of
community needs.
Some examples of SVP volunteer assignments include: tutoring elementary students;
helping in libraries; delivering meals on wheels; screening blood pressure; instructing
senior crafts and activities; assisting with senior transportation; doing friendly visiting;
entertaining in hospitals and care homes; helping at blood banks, food banks, non-profit
health agencies and museums; staffing public information booths; helping in hospitals;
beautifying public areas; and assisting with community events and special projects of
agencies.
Program Objectives
Provide a variety of opportunities for retired and senior persons aged 55 or older to
participate more fully in the life of their community through significant volunteer
services.
1. Plan and coordinate diverse and meaningful volunteer opportunities to 600 persons 55
years and older.
2. Assist significantly in meeting community needs by providing 100,000 hours of
volunteer service.
3. Facilitate volunteer services through 100 volunteer stations.
4. Provide 50 volunteers to assist in Food Basket Distribution.
5. Provide 10 volunteers to assist in Hawaii County Nutrition Meals On Wheels
Program.
6. Provide 25 volunteers to assist in AARP's Tax Preparation Program.
7. Provide 500 volunteers in other community priorities.
92
ELDERLY ACTIVITIES
SENIOR VOLUNTEER PROGRAM
Program Highlights
• We use an alternative method to recognize volunteers, which was approved by the
federal grantor. Gift cards from various stores were provided to SVP volunteers in
place of a luncheon.
• The SVP program provided Accidental Liability Insurance for coverage of the
volunteers.
• Mileage reimbursements were processed for approximately 350 volunteers.
• Ensured compliance with the Corporation for National and Community Service,
AmeriCorps Seniors.
• Worked in partnership on food distributions to provide volunteers for Food Basket
and other agencies, volunteer support for Meals on Wheels, and Tax Aide assistance
as specified under successful impact project per the Federal grant.
• SVP volunteers assisted with many various special projects such as the Hawaii
Island Adult Day Care Golf Tournament, Big Island Marathon, etc. SVP also
provided Volunteer support to other County Agencies, including the Elderly
Activities Division.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Number of Volunteers
1,017
750
600
Number of Volunteer Hours
60,212
75,000
100,000
Number of Volunteer Stations
173
125
100
Number of Food Basket Volunteers
65
55
50
Number of Meals On Wheels Volunteers
30
25
10
Number of AARP Tax Pre Volunteers
27
20
25
Number of Other Community Priorities Volunteers
542
650
500
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
4
4
4
Salaries and Wages
197,048.89
231,988
229,612
Operations
118,102.28
71,599
41,768
Equipment
2,812.81
1,600
28,731
Program Total
317,963.98
305,187
300,111
59
ELDERLY ACTIVITIES
SENIOR VOLUNTEER PROGRAM
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Account Clerk
1
1 -
1
Community Service Program Assistant I
2
2
2
Program Director IV Older Adults
1
1
1
Total
4
4
4
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Program Description
Congregate Nutrition Services
The Older Americans Act (OAA) authorized funding for local community programs to
provide nutrition services to the elderly. The congregate meal program is designed to
provide older individuals, aged 60 and older, with at least one low cost, nutritious meal,
five days a week in a congregate setting. The program includes nutrition and health
education, health assessments, recreational activities and other appropriate services for
older individuals.
Home Delivered Meal Service
The Older Americans Act (OAA) authorized funding for local community programs to
provide nutrition services to the elderly. The home delivered meals program or "Meals
On Wheels" is an integral part of a community based health care system. Participants
receiving home delivered meals are aged 60 and older and homebound due to illness or
disability. The home delivered meals program provides five nutritious meals delivered
weekly, directly to the participants' home.
Program Objectives
Congregate Nutrition Services
To provide 60,000 nutritious meals, each containing a third of the U.S. RDA, to 900 older
individuals, aged 60 and older, at 15 congregate nutrition sites throughout Hawaii
County.
Home Delivered Meal Service (Meals On Wheels)
To deliver 60,000 nutritious meals, each containing a third of the U.S. RDA, to 300 frail,
homebound older individuals, aged 60 and older, throughout Hawaii County.
61
r
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Program Highlights
• The Meals on Wheels section of Hawaii County Nutrition Program is fully staffed
which has helped to expedite the processing of seniors on the waitlist.
• New hires for the Hawaii County Nutrition Program Community Service Worker III
positions at Ocean View and Nd'dlehu Nutrition Sites.
• The Papa`aloa Community Center has been closed due to ongoing construction and
has been relocated to Pa`auilo Gym Annex. This move will also present greater
opportunities for the seniors in the Pa`auilo community to attend the nutrition site.
• Outreach continues to increase participation at all congregate sites on the island with
education and collaboration with community agencies for clients in need of
socialization.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Congregate Nutrition Services
Unduplicated Elderly Served
641
900
900
Total Meals Served
34,364
60,000
60,000
Home Delivered Meal Service
Unduplicated Elderly Served
345
300
300
Total Meals Served
47,369
60,000
60,000
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
27
27
27
Salaries and Wages
520,986.62
790,369
818,194
Operations
791,725.33
1,385,732
1,381,234
Equipment
-
10,825
10,825
Program Total
1,312,711.95
2,186,926
2,210,253
62
ELDERLY ACTIVITIES
NUTRITION PROGRAM
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Account Clerk
1
1
1
Clerk III
1
1
1
Community Service Program Assistant II
1
1
1
Community Service Worker III 1/2T
15
15
15
Home Delivered Meals Worker Hrly
6
6
6
Program Director IV Older Adults
1
1
1
Van Driver
1
1
1
Van Driver 1/2T
1
1
1
Total
27
27
27
63
This page intentionally left blank
ENVIRONMENTAL
MANAGEMENT
ENVIRONMENTAL MANAGEMENT
DEPARTMENT SUMMARY
Mission Statement
To maintain a clean, healthy island environment and promote stewardship and sustainability
by managing wastewater and solid waste services, waste reduction and resource recovery in a
comprehensive, responsive, safe and efficient manner.
Department Goals
1. To improve infrastructure, operations and procedures at the 21 transfer stations and to
increase recycling rates, facility efficiency and reduce costs.
2. To educate the public regarding the department's facilities and approach to management
of solid waste via public outreach methods.
3. To continue to educate the public on current recycling programs and the importance of
reduce, reuse, and recycle. Make recycling easy, which helps with landfill diversion on
the path to zero waste.
4. Continue to encourage and support the diversion of solid waste from existing landfills
and maximize the reuse, reclamation, or re -purposing of our solid waste stream.
5. To repair, replace, or rehabilitate existing sewer infrastructure.
6. To continue the Wastewater Division's Asset Management Program to ensure efficient
and effective operations.
7. To provide reuse water to the community to put treated wastewater effluent to beneficial
use.
8. Maintain a continuous improvement environment within the department so as to
encourage increased productivity and efficiency.
9. Investigate and implement, where economically feasible, alternative wastewater
treatment technologies.
10. Participate in the State and local effort on the cesspools conversion to ensure compliance
by 2050.
11. To establish more robust self-sufficient funding programs for both solid waste and
wastewater services.
Funding Source and Position Count
General Fund
$2 255,788
General Fund
30
Grant Revenue
-
Grant Revenue / Other
2
Split Funding
Total Budget:
$2 255.788
Total Number of Positions
32
MM
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Program Description
The Environmental Management Director serves as technical advisor to the Mayor,
Managing Director, Environmental Management Commission, and County Council on
matters pertaining to wastewater treatment and disposal, solid waste processing and
disposal, resource recovery, the recycling and disposal of all vehicles, and the removal of
the derelict and abandoned vehicles.
The Environmental Management Administration Office provides personnel management,
accounting and billing support services as well as providing general supervision and
control of the administration and operation of the Wastewater and Solid Waste Divisions
and the Business Services Section.
The Environmental Management Administration Office also provides personnel, clerical,
technical and financial support for the Environmental Management Commission.
Program Objectives
1. Establish sewer fee rates at a level to cover expenses of operations, maintenance,
repairs, and replacements.
2. Maintain vehicle disposal fee system to assure financial self-sufficiency for the
Vehicle Disposal program.
3. Improve the status of Wastewater accounts receivable. Reduce the average number
of days in receivables by 5% annually. Reduce the percentage of balances over 90
days past due by 5% annually.
4. Maintain the status of Solid Waste accounts receivable with an average number of
days in receivables less than 35 days and a percentage of balances over 90 days past
due less than 2%.
Program Highlights
• Awarded a contract for the construction of the Pahala wastewater collection system.
The notice to proceed was issued on October 28, 2024, and construction began on
'November 18, 2024.
• Awarded a contract for the construction of the Laupahoehoe Transfer Station trash
chute and retaining wall renovation project. The notice to proceed was issued on
March 18, 2025.
• Awarded a contract for the construction of the Hilo Wastewater Treatment Plant
Upgrades Phase 1 work. The notice to proceed was issued on June 10, 2025.
65
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Program Highlights (continued)
Awarded a contract for the construction of the Hale Halawai Force Main
Replacement project on June 20, 2025. A notice to proceed is expected in July 2025.
Received a grant for the collection of used tires. A collection event was held in
September 2024 in collaboration with Lex Brodie's Tire Warehouse. The event
collected 74 tons of used tires.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Tipping fees as % of Solid Waste Fund expenditures
38%
31 %
29%
Vehicle Disposal Fund Fee paying for % of program
100%
100%
100%
Days in Accounts Receivable in Wastewater Division
58
50
53
Days in Accounts Receivable in Solid Waste Division
33
31
31
% of Accounts Receivable over 90 days, Wastewater
3M.
31%
34%
% of Accounts Receivable over 90 days, Solid Waste
3%a
1%
2%
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026.27
Request
Number A Positions
32
33
32
Salaries and Wa es
1,625,929.40
2,103,764
2,057,734
Operations
149,538.42
209,755
194,054
E iti ment
14,682.05
6,500
4,000
Program Total
1,790,149.87
2,320,019
2,255,788
GTI
ENVIRONMENTAL MANAGEMENT
ADMINISTRATION
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Director of Environmental M mt
1
1
1
Deputy Director of Environmental M mt
1
1
1
Account Clerk
4
4
4
Accountant
3
3
3
Accountant III
1
1
1
Accountant IV
1
1
1
Business Manager
1
1
1
Clerk III
2
2
2
Contracts Clerk
1
1
1
Credit & Collections Clerk
1
1
1
Departmental Contracts Asst
1
1
1
Environmental M mt Planner
I
1
1
Human Resources Assistant
-
1
-
Human Resources Technician II
-
-
1
Human Resources Program Specialist
1
1
1
Human Resources Technician I
1
I
1
Information & Education Specialist II
1
I
1
Private Secretary
1
1
1
Regulatory Administrator
-
-
1
Safety & Driver Improvement Coordinator
1
1
-
Safety & Driver Improvement Supervisor
1
1
-
SCADA Program Manager
1
1
1
Senior Account Clerk
3
3
3
Student Helper I
3
3
3
Student Helper II
1
1
1
Total
32
33
32
rill
FINANCE
FINANCE
DEPARTMENT SUMMARY
Mission Statement
The Department of Finance delivers accurate, effective, and responsible financial support
services with professionalism and integrity, empowering departments to fulfill their
missions and serve our community.
Department Goals
1. To facilitate an integrated county -wide financial needs strategy.
2. To encourage interdepartmental collaboration to enhance working relationships and
internal support systems.
3. To maintain a customer service program that facilitates positive and effective
interaction with the public and other departments.
4. To promote training programs that foster employee growth, including technical
training and mentoring.
5. To develop and maintain written operational procedures that address the various
functions of the Finance Department to promote proper and consistent service.
6. Continually review and incorporate technology to enhance efficiency and
modernization of work process.
Funding Source and Position Count
General Fund
$19,688,043
General Fund
152
Grant Revenue
$ 2,751,933
Grant Revenue / Other
20
Other
$ 639 000
Total Budget:
$23 078 976
Total Number of Positions
172
FINANCE
ADMINISTRATION/BUDGET
Program Description
Administration
The Office of the Director plans, directs, controls, and coordinates the activities of the
Finance Department. The department head and staff advise the Mayor on the
development of administrative policies and assists the Mayor in the preparation and
execution of the operating and capital budgets. Finance administration provides overall
programmatic and financial support to all departments and agencies.
The Budget Division plans, directs, and coordinates the formulation, preparation,
execution, review and analysis of the County's operating budget and program. Budget
monitors budget appropriations and expenditures to ensure compliance with the law and
advises County officials on budgetary and long-range planning matters.
Program Objectives
Administration
1. Conduct training sessions for county financial personnel.
2. Interact and provide education to other departments, County Council and the public
by participating in community meetings and by conducting workshops on the various
finance areas, including budget, purchasing and real property tax.
3. Conduct weekly meetings with division managers, supervisors and/or staff, covering
new or changing regulations, rules and procedures, and overall leadership
development.
4. Coordinate with Corporation Counsel regarding procurement protests, request for
debriefing, and other related procurement issues in a timely manner.
Budget
1. Plan, direct and execute the formulation of the county's operating budget.
2. Provide guidance and assistance to departments/agencies to ensure fiscal
responsibility and accountability in developing the operating budget.
'
FINANCE'
ADMINISTRATION/BUDGET
Program Objectives (continued)
3. Receive and process County of Hawaii nonprofit grant applications.
Program Highlights
Administration
1. Completed the implementation of the County's new ERP financial system (CoHnect).
CoHnect will modernize core financial functions and improve efficiency. The system
will go live on July 1, 2025.
2. Improved public communication and education efforts by developing videos and
infographics on the County budget to help our community better understand the
budgeting process.
3. Obtained the Certificate for Excellence in Financial Reporting from the Government
Finance Officers Association (GFOA) for the County's June 30, 2024 Annual
Comprehensive Financial Report.
Budget
1. A balanced budget of $953,413.869 was approved for FY 2025-26 in June 2025.
2. The Budget Office continued to provide guidance and assistance on budget/finance
issues and items requiring legislative action. In FY 2024-25 the Office prepared 117
resolutions, 51 bills, six donation reports and .139 transmittal letters on behalf of
departments/agencies for County Council action.
3. The Budget Office processed 168 nonprofit grant applications for FY 2025-26.
Sixty-six grants were awarded by the County Council totaling $2,520,000.
70
FINANCE
ADMINISTRATIONIBUDGET
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Nonprofit Grant Agreements Processed
58
80
1
65
Request for Council Action Forms Processed*
129
150
-
Training Sessions Held for County Fiscal Personnel
28
25
25
*Measure no longer tracked as of FY 2025-26
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
9
10
10
Salaries and Wages
845,024.97
982,128
1,061,018
Operations
33,432.06
44,370
44,770
Equipment
50,765.16
250,500
250,500
Program Total
929,222.19
1,276,998
1,356,288
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Director of Finance
1
1
1
Deputy Directorof Finance
1
1
1
Budget Administrator
1
1
1
Budget/Fiscal Specialist
-
1
1
Budget Specialist
1
1
1
Capital Improvement Program Coordinator
1
1
1
Clerk III
1
1
1
Human Resources Specialist H
1
1
1
Human Resources Technician I
1
1
1
Private Secretary
1
1
1
Total
9
10
10
71
FINANCE
ACCOUNTS
Program Description
The Accounts Division is responsible for maintaining the County's general accounting
records and fixed asset depreciation schedules. The Division ensures the preparation and
distribution of accurate, timely, and useful financial reports for the public and other
agencies. It processes payroll and pension rolls, manages payment of all County
obligations, and provides administrative and financial support to the Pension Board.
Program Objectives
1. Close Fiscal Year 2025-26 books and issue the final June 30 Budget Status Report by
October 15, 2026. Determine the General Fund fund balance by September 30, 2026.
2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the
Government Finance Officers Association (GFOA) for the County's June 30, 2026
Annual Comprehensive Financial Report.
3. Close the books and ensure that the monthly budget status reports are available within
ten working days after the end of the month or the close of the previous month,
whichever is later. This requirement does not apply to the months of June, July,
August, September, and October.
4. Support the CoHnect system's accounts payable, general ledger, and payroll modules.
This includes maintaining the modules for which Accounts is responsible, staying
current on system updates and changes, assisting users, and providing training as
necessary.
5. Ensure that all claim payments are proper and legal by pre -auditing 100% of payment
requests for accuracy and propriety. Return any requests that are inaccurate or
improper to the appropriate departments for correction.
6. Provide certification of the availability of funds for County contracts within three
working days of the contract's submission to the Accounts Division.
7. Pay vendors promptly by issuing all warrants for claims within seven working days of
receipt of the invoice by the Accounts Division.
8. Ensure that all employees receive the correct pay and related benefits by pre -auditing
100% of payroll claims for accuracy and compliance with legal and contractual
requirements. File all required payroll tax forms and returns in a timely manner.
72
ACCOUNTS
Program Highlights
1. The County received a Certificate of Achievement for Excellence in Financial
Reporting from the Government Finance Officers Association for its June 30, 2024
Annual Comprehensive Financial Report.
2. The Accounts Division dedicated significant resources to discussions and analyses for
designing and implementing the County's new Enterprise Resource Planning (ERP)
system, CoHnect, and will continue to grow and enhance the system to meet evolving
needs.
3. The Accounts Division continues to prioritize support for the CoHnect.system
implementation, including key areas such as general ledger, budgeting, human
resource management, payroll, capital asset management, and accounts payable. The
system will enhance the County's ability to generate reports and increase
transparency, supporting more informed decision -making.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Claims Checks & Electronic Funds Transfers Issued
44,835
38,560
40,000
Payroll Checks Issued
4,231
4,300
3,000
Direct Deposit Stubs Issued
61,805
62,000
63,500
Funds Maintained
50
50
50
Contracts, Amendments & Change Orders Certified
1,545
1,700
1,700
Pensioners
12
13
13
Regular & Part -Time Employees
1 2,886
1 2,850
2,850
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
14
15
15
Salaries and Wages
862,198.82
1,113,300
1,191,714
Operations
2,211,585.09
3,463,703
3,463,703
Equipment
7,807.17
100
100
Program Total
3,081,591.08
4,577,103
4,655,517
73
FINANCE ,
ACCOUNTS
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Account Clerk
1
1
1
Accountant II
2
2
2
Accountant V
1
1
1
Accounts Payable Supervisor
1
1
1
Assistant Controller
1
1
1
Controller
1
1
1
Financial Systems Analyst
1
1
1
Payroll Specialist II
1
1
1
Pre -Audit Clerk I
3
3
3
Program Manager
1
1
1
Senior Account Clerk
1
1
1
Student Helper
-
I
1
Total
14
15
15
74
FINANCE
INTERNAL CONTROL & TAT
Program Description
The Internal Control & TAT Division conducts periodic compliance checks related to
cash handling procedures, inventory control policies, fraud detection, and other related
financial security protocols. This division also established a transient accommodations
tax collection and compliance section to receive, process, and reconcile Hawaii County
Transient Accommodation Tax (HCTAT) payments as well as initiate collection actions
when required.
Program Objectives
Internal Control
1. Review departmental policies and procedures related to financial controls and asset
protection.
2. Identify potential control weaknesses and develop enhanced security procedures to
reduce opportunities for fraud, create additional accountability, and build greater
public trust.
Transient Accommodations Tax
1. Contact and collect on delinquent taxpayers with the establishment of the taxpayer
activity reports.
2. Research and implement a software solution for Transient Accommodations Tax
administration and collection.
Program Highlights
1. Advised CoHnect project implementation regarding processes and internal controls.
2. Developed a computer system to manage the Hawaii County portion of the Transient
Accommodations Tax including state filings, payments, and collection activities.
3. Began distributing taxpayer activity reports to taxpayers.
WAI
FINANCE
INTERNAL CONTROL & TAT
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
IC - Division/ARency Policy & Procedure Reviews
3
4
3'
IC - Investigations
2
4
2
TAT - Payments Received/Processed
44,119
35,000
40,000
TAT - Delin uenc Notices Issued*
-
1,500
-
TAT - Formal Collection Actions Initiated
0
10
5
TAT - Appeals Filed
1
30
5
*Phase out in FY 2026-27
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
4
4
4
Salaries and Wages
270,009.28
279,624
292,153
Operations
2,652.06
4,750
4,750
Equipment
1,694.71
2,700
2,700
Program Total
274,356.05
287,074
299,603
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Accountant I
1
1
1
Credit and Collection Clerk
1
1
1
Internal Control Manager
1
1
1
Senior Account Clerk
1
1
1
Total
4
4
4
76
FINANCE
PROPERTY MANAGEMENT
Program Description
The Property Management Division acquires and disposes of County real property,
including land, remnants, easements, abandoned road sales, buildings, and other real
property assets. The office also manages the disposal of surplus equipment and vehicles.
This work includes securing rights of way, Governor's Executive Orders for State owned
lands, easements, rights of entry, and other real property interests to support County
purposes for all departments, except the Department of Water Supply.
Property Management serves as the office of record for County acquisition and disposal
files and maintains official records for real and personal property transactions.
Property Management manages and administers leases for County use of private lands,
and leases County land and buildings to private users. This includes fiscal oversight and
recordkeeping to support accurate billing and timely payments.
Property Management negotiates and acquires land and easements authorized by the
County Council using the Public Access, Open Space and Natural Resources Preservation
Fund (FUND). After acquisition, the office reviews, evaluates, and recommends
stewardship grant awards and executes related contracts for maintenance, management,
and stewardship by eligible applicants. These grants are funded through the Preservation
Maintenance Fund (MNT FUND). Required public_ financial postings for both funds are
also completed by Property Management.
Property Management supports the Public Access, Open Space and Natural Resources
Preservation Commission (PONC) and transmits annual recommendations to the Mayor.
PONC also reviews and forwards recommendations to the Department of Finance on
MNT FUND applicants.
Program Objectives
1. Conduct at least one public auction of surplus equipment and vehicles.
2. Implement a grants management program for PONC stewardship grants.
3. Create and maintain a comprehensive listing and administration of all County of
Hawaii properties, leased and owned; focus on accurate records and on -time
payments.
4. Develop and maintain standard operating procedures, rules, and other administrative
procedures for Property Management.
5. Maintain fixed assets record system of County property and submit the annual report
to the County Council.
77
FINANCE
PROPERTY MANAGEMENT
Program Highlights
1. The County acquired, a Conservation Easement with the State of Hawaii through its
Board of Land and Natural Resources for `Anaeho`omalu Kapalaoa, North Kona.
The property consists of 27.38 acres in South Kona dedicated to protecting and
conserving native coastal vegetation, anchialine pools, home to `opae `ula and take
away the threat of development.
2. Advanced the development of the user interface (form) for inventory input and
updates with CoHnect. Great emphasis was placed on ensuring that this form and
new procedures would be intuitive and be as streamlined and automated as possible.
3. Made significant progress in the development of utilizing CoHnect to automate the
compilation and preparation of data for the preparation of a report of County assets,
which must be transmitted to Council each year. This is anticipated to reduce the
time and effort spent developing and finalizing the report by weeks.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Surplus personal property auctions
0
1
2
Surplus real Property sales*
-
1
-
Real property transactions*
-
28
-
PONC Stewardship Grants Awarded**
-
-
6
PONC Acquisitions**
-
-
2
*Program Measure no longer tracked as of FY 2024-25.
** New Program Measure as of FY 2026-27.
EM
FINANCE
PROPERTY MANAGEMENT
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
6
6
6
Salaries and Wages
277,590.76
415,188
462,926
Operations
2,651,770.58
3,193,994
3,174,786
Equipment
-
100
100
PONC—Open S ace Commission
5,432.55
6,140
6,195
Program Total
2,934,793.89
3,615,422
3,644,007
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026.27
Request
Program Manager
1
1
Program Support Technician
1
1
Property Management Specialist
1
1
1
Property Manager
1
1
1
Property Management Technician
I
1
1
Senior Account Clerk
3
1
1
Total
6
1 6
1 6
79
FINANCE
PURCHASING
Program Description
The Purchasing Division assists all County agencies and programs in the purchasing of
required goods and services in accordance with Hawaii Revised Statute 103D, Finance
Director Rules and Hawaii County Purchasing Procedures. It is the mission of the
Purchasing Division to procure quality goods and services that meet the user's needs, at a
reasonable cost, in a fair and impartial manner, and with the maximum feasible amount of
competition. Construction projects are procured through the Public Works Department.
Program Objectives
1. Reduce the procurement cycle time (Current timelines: RFQ = three weeks, IFB =
three months, and RFP = six months) from requisition to Purchase Order/Contract by
20% using the newly acquired OpenGov e-procurement system to streamline
approval and processing workflows.
2. Conduct a minimum of three vendor outreach opportunities annually to promote
"doing business with the County" and to encourage broader competition for future
procurement opportunities.
3. Deliver timely customer service to departments and agencies for purchases less than
the formal bidding limits by completing the request for quotation process 95% of the
time within ten working days of receipt.
4. Deliver timely customer service by processing 95% of routine documents (confirming
requisitions, contracts, change orders and supplemental agreements) within two
working days of receipt, including electronic approvals.
5. Enhance procurement knowledge within County Agencies by conducting a minimum
of two internal procurement training sessions annually to improve understanding of
purchasing policies, procedures, and best practices.
6. Modernize the contracting process for Purchasing Division contracts by transitioning
from a 100% paper -based contract routing process to a fully electronic (100%)
contracting process by end of FY 2026-27.
7. Invest in staffing development by providing annual procurement training
opportunities to all Purchasing Division staff (virtual or in -person) to enhance
professional competency, maintain compliance, and support continuous improvement.
Program Highlights
1. The Purchasing Division worked closely with the contractor, CherryRoad, in FY
2024-25 to implement the new purchasing module by July 1, 2025 of the Enterprise
Resource Planning (ERP) software, CoHnect by Oracle, which replaced the outdated
FRESH system.
:ll
FINANCE
PURCHASING
Program Highlights (continued)
2. The Purchasing Division worked with the contractor, OpenGov, preparing for a FY
2025-26 launch of a new e-procurement system designed to significantly improve
efficiency by shortening solicitation preparation times and automating several manual
processes.
During FY 2024-25, Purchasing posted multiple solicitations for projects to be funded
by the American Rescue Plan Act of 2021 (ARPA) to meet the funding deadline by
the end of Calendar Year 2024. The ARPA Spenddown had Purchasing issuing
nearly 50 contracts for the County.
4. Seven Procurement Trainings were conducted in FY 2024-25 to include specific
audiences such as the new Administration, new Councilmembers, both Hilo and Kona
employees from multiple Departments, and Hawaii Fire Department Administration
Staff.
5. There were ten outreach meetings held with vendors both virtually and in person
regarding information on how to do business with the County.
Program Measures
FY 2024-25
Actual
FY 2025.26
Budget
FY 2026-27
Estimate
Purchase Orders Issued
3,913
2,500
4,015
Invoice Payment Approvals"
13,966
12,000
5,400
Requisitions Received**
2,453
2,500
7,600
Contracts Completed*
295
500
300
Advertised Formal Bids and Requests for Proposals
146
150
150
Informal Written Requests for Quotations
326
500
350
Contracts Processed All Contracts
1,237
1,800
1,240
Sole Source Approvals (Exceeding$25,000
24
30
30
Professional Services exceeding $5,000
54
65
60
*Program Measure phased out in FY 2026-27.
**System and business processed changed in FY 2026-27.
m
FINANCE
PURCHASING
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
8
8
8
Salaries and Wages
370,587.21
547,964
600,449
Operations
214,616.19
281,200
281,300
Equipment
1,581.65
5,250
5,000
Program Total
586,785.05
834,414
886,749
Position Title
FY 2024-25
Authorized
FY 2025.26
Authorized
FY 2026-27
Request
Buyer I
1
1
1
Buyer II
1
1
1
Buyer III
1
1
1
Contracts Clerk
1
1
1
Procurement & Specifications Specialist
2
3
3
Purchasing Agent
1
1
1
Student Helper I
1
-
-
Total
8
8
8
M
FINANCE
REAL PROPERTY TAX
Program Description
The role of the Real Property Tax Division is to assess all real property in a uniform and
equitable basis for purposes of real property taxation. All real property is assessed based
on fair market value as of January 1. The division is also responsible for collecting all
taxes, processing exemptions, programs, dedications and coordinating the appeals as
imposed by Chapter 19, Hawai`i County Code, as amended.
Program Objectives
1. Attain sales assessment mean ratio +/- 10% from the 100% assessment and attain a
co -efficient of dispersion at +/- 15% of the mean ratio.
2. Maintain an active educational and informational program on real property taxation:
3. Initiate proceedings for two real property tax foreclosure sales to reduce the number
of delinquent accounts and dollar amount of delinquent taxes owed to the County.
4. Mail 1,000 preliminary tax sale letters.
5. Close 1,000 delinquent accounts.
6. Attain processing of documents within four weeks of receipt from State of Hawaii,
Bureau of Conveyances.
Program Highlights
1. The number of appeals filed by the April 9, 2025 deadline for FY 2025-26 continued
to decrease from prior years with only 221 appeals filed. For context, the appeal
counts in the prior three years were 835 in FY 2022-23, 412 in FY 2023-24 and 261
in FY 2024-25. A large driver in the reduced appeals has been an increase in the
division's engagement with taxpayers to informally discuss assessment concerns prior
to a formal appeal. At the conclusion of the current appeal season, there will be two
vacancies on the board of review. Filling these vacancies continues to be a focus for
the division as prior delays negatively impacted the start of the appeal hearings during
FY 2023-24. Having an active board of review is a very important component in
implementing a real property tax program that is both fair and equitable.
2. The division continued to dedicate resources toward the compliance review process
for the homeowner's program. This process is expected to continue and recapture
additional revenue.
1*41
FINANCE
REAL PROPERTY TAX
Program Highlights (continued)
3. The division responded to the legislative changes by County Council to the
agricultural exemption and tax credit programs. Most recently, legislation impacting
agricultural use programs and establishing a new long-term rental tax classification
have created additional work and challenges for the division. As a result, the division
continued to work on establishing additional Finance Director Rules and Regulations,
forms, information (both in hardcopy and website), procedures, and guidelines
relevant to the changes are being updated.
4. The division continued to improve community engagement and visibility over the
course of the last year, most recently engaging the public with a series of community
meetings, webinars, and a podcast, a first for the division. In addition to community
outreach, the division continued to invest in technologies which provide improved
engagement with our community, most recently enhancing the real property tax
division website which is the primary resource for the public.
5. While the previous economic outlooks and real estate trends have not held to a
recession or "soft landing", a market correction is still a distinct possibility as sales
data is starting to indicate a downward trend in real estate values.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Parcel Count taxable
141,001
141,200
141,200
Parcel Count non-taxable
6,540
6,400
6,400
Number of Tax Bills 1st and 2nd hat
214,359
232,000
232,000
Number of Agency Records 1st and 2nd hat
63,223
64,000
64,000
Assessment Appeals
261
500
�500
Number of Condominium Units
12,178
13,000
13,000
Current Year Balance at 6/30 millions
13.5
15.0
15.0
Prior Year Balance at-6/30 millions
21.8
20.0
22.0
Delinquent Taxes at 6/30 millions
35.3
32.0
38.0
Sales Assessment Median Ratio
89%
90%
90%
Coefficient ofDispersion
12%
11%
11%
Appraisal Section
Agricultural and Land Inspections
2,560
4,000
4,000
Building Inspections .
5,928
3,000
3,000
Appeal Inspections
141
500
500
Clerical Section
Exemptions Processed
7,623
7,000
7,000
Amended Assessment Notices Prepared
1,834
1,000
1,000
Half Year Exemptions Processed
857
1 1,200
1 1,200
01
FINANCE
REAL PROPERTY TAX
Program Measures (continued)
Collections Section
Current Year Collection (Targeted Revenue)
499,934,931
511,000,000
511,000,000
Prior Year Collection (Targeted Revenue) —
Total is included in Current Year Collection
(Targeted Revenue
12,283,164
15,000,000
15,000,000
Delinquent Accounts Closed
1,545
1,200
1,200
Foreclosure Action:
2
2
2
Properties Sold
146
180
1 180
RPT Revenues Collected (not including surplus)
1,000,191
500,000
500,000
Mapping Section
Total Documents Processed
13,654
14,000
14,000
Ownership Changes
13,014
13,500
13,500
Revised Parcels
312
500
500
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
51
54
54
Salaries and Wages
2,702,811.96
3,388,301
3,646,646
Operations
1,394,772.83
1,854,500
1,847,000
Equipment
102,018.08
8,570
8,570
Program Total
4,199,602.87
5,251,371
5,502,216
W
FINANCE
REAL PROPERTY TAX
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Abstractor I
4
4
4
Abstractor II
1
1
1
Accountant
-
1
1
Accountant11
1
1
1
Assistant County RP Tax Administrator
1
1
1
Cashier II '
2
2
2
County Real Property Tax Administrator
I
1
I
Geographic Information System Analyst II
1
1
1
Real Property Appeals Board Clerk
1
1
I
Real Property Appraiser IV
12
12
12
Real Property Appraiser V
2
3
3
Real Property Appraiser VI
I
2
2
Real Property Tax Appraisal Assistant I
1
1
1
Real Property Tax Clerk
12
12
12
Real.Property Technical Officer
I
I
1
Real Property Valuation Analyst 111
3
3
3 '
Senior Account Clerk
1
I
1
Supervising Real Property Tax Clerk II
1
1
1
Tax Collection Assistant
4
4
4
Valuation Analyst Assistant Clerk
1
1
1
Total
51
54
54
'm.
FINANCE
RISK MANAGEMENT
Program Description
The Risk Management Division is responsible for developing and implementing a
program to manage risk in order to protect County assets, minimize the interruption of
vital services, provide a safe environment for the public and County employees, and
reduce the cost of accidents and other financial losses.
Program Objectives
1. Continue to develop the Risk Management Division and respond to inquiries, requests
for assistance and consultation.
2. Annually meet/communicate and collaborate with. departments to discuss current risk
issues, assess the policies and procedures in place and make necessary modifications
to reduce risk and improve regulation compliance.
3. Annually review the County's self-insurance program and research insurance industry
products to determine the most advantageous program to reduce potential financial loss
and provide adequate protection.
4. Meet annually/semi-annually with the Risk Management Committee to discuss
activity and current risk issues.
5. Meet monthly with the Safety Division Administrator to discuss areas of safety
concern and schedule safety and training programs to minimize the impact of such
concerns.
Program Highlights
Performed analysis of the County's self -insured program with initial conceptual
options for both excess liability and workers' compensation conditioned upon the
availability of both underwriting exposure data (e.g. payroll by WC Class Code) and
loss payout data (for Liability and Workers' Compensation for medical, lost -time and
permanent and partial disability).
2. Continued refinement of statement of values for property insurance. Both for record
purposes and to address heightened insurance underwriting scrutiny. Also, to negate
inclusion of a margin clause endorsement which could negatively impact potential
claim recovery dollars by the County.
3. Ensured appropriate contractual risk transfer by reviewing and affording
recommendations to contracts presented by various departmental requests.
m
FINANCE
RISK MANAGEMENT
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Department consultations held re risk factors
35
40
40
New risk management initiatives carried out
5
4
3
Risk Management Committee meetings
0
2
2
Insurance evaluation and procurement
15
15
15
Safety Division meetings re: training
12
8
8
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
1
1
1
Salaries and Wages
127,086.27
129,556
138,673
Operations
-
925
925
Equipment
-
100
100
Program Total
127,086.27
130,581
139,698
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Risk Management Officer
1
1
1
Total
1
1
1
,.
FINANCE
TREASURY
Program Description
The Treasury Division collects, manages, and invests the County's cash. Treasury
arranges financing (municipal bonds) for capital improvement projects and improvement
districts. This office assists in the improvement district (ID) and Community Facilities
District (CID) formation process and administers the ID/CFD after the loan/bonds are
issued. Major accounting functions performed include the receipting of all revenues,
reconciliation of bank accounts, and accounting of tax-exempt capital improvement
expenditures.
Program Objectives
1. Invest 99 percent of all funds in interest -bearing accounts or certificates.
2. Maintain sufficient liquidity to meet cash requirements.
3. Maximize interest income by attaining budgeted projection while ensuring the safety
of County funds.
4. Reconcile monthly statements within 30 days of receipt.
Program Highlights
1. The Treasury Division worked with the Department of Water Supply on their
proposed Iki Place Water Improvement District Project funded by a grant and a
United States Department of Agriculture (USDA) loan that is scheduled to close in
early 2026.
2. The Division also worked with Finance Administration and initiated several potential
Community Facilities Districts (CFDs) and financing plans for the Hilo Wastewater
Treatment Plant and other wastewater projects.
FINANCE
TREASURY
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Improvement District Management
3
4
4
General Obligation Bonds Management &
Oversight
16
16
17
PettyCash Vouchers Paid
96
50
100
Treasury Receipts Handled
16,067
16,000
16,000
State Revolving Fund (SRF) Loans Management &
Oversi ht
12
12
12
Percent of Cash Invested
99.99%
99.99%
99.99%
Rate of Return on Amount Invested
3.76%
3.250%
1 2.50%
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
6
6
6
Salaries and Wages
396,474.43
397,908
423,845
Operations
32,501.41
273,385
275,369
Equipment
-
1,000
1,000
Program Total
418,975.94
672,193
700,214
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Account Clerk
1
1
1
Accountant I
1
1
1
Accountant III
1
1
1
Pre -Audit Clerk I
1
1
1
Senior Account Clerk
1
1
1
Treasurer
1
1
1
Total
6
-6
1 6
.E
FINANCE
VEHICLE REGISTRATION AND LICENSING
Program Description
The Vehicle Registration and Licensing Division administers the functions of driver
licensing, commercial driver licensing, motor vehicle registration, periodic motor vehicle
inspections, and issues bicycle, dog, and business licenses. The Driver's License Section
issues Driver's Licenses, Commercial Driver's Licenses and State Civil Identification.
The Motor Vehicle Registration Section issues vehicle, bicycle, select business
registrations and dog licenses. The Motor Vehicle Control Section authorizes and
monitors Vehicle Inspection providers.
Program Objectives
Vehicle Registration
1. Process mail within ten business days from date received.
2. Recommend and implement at least one change in operations to enhance customer
service experience.
3. To have 90 percent of `Service Excellence Surveys' indicate "Excellent" overall
efficiency rating in responding to customer concerns.
Licensing
1. Respond to inquiries and requests for renewals/duplicates by mail within ten business
days from date received. 1
2. Recommend and implement at least one change in operations to enhance customer
service experience.
3. To have 90 percent of `Service Excellence Surveys' indicate "Excellent" overall
efficiency rating in responding to customer concerns.
Periodic Motor Vehicle Inspection
1. Conduct at least 600 inspections of stations issuing safety checks.
91
FINANCE
VEHICLE REGISTRATION AND LICENSING
Program Highlights
1. The total number of licensed drivers showed an increase of 3,576 licensed drivers
bringing the total licensed drivers at the end of 2024 to 148,409. Individuals holding
a motorcycle license increased by 256 licensed drivers, bringing the total number of
motorcycle licenses to 10,673.
2. There was a slight increase of nine licensed commercial drivers, total commercial
driver license at the end of 2024 was 2,648.
3. State identification issuance decreased by 349. Total State IDs issued at the end of
2024 were 19,086.
4. 23,078 individuals utilized our vehicle registration online renewal application, a
decrease of 2,219 users.
5. 64,380 individuals utilized our registration renewal kiosks located at various sites
around the island, which is an increase of 4,545 users.
92
FINANCE
VEHICLE REGISTRATION AND LICENSING
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Vehicles (Registrations Processed)
211,700
219,261
217,343
MV Transfers
37,959
38,778
40,198
Duplicate Certificates
9,295
9,899
10,898
Non -Resident Permits
15
10
10
Business and Occupation Licenses
150
73
77
Bicycle Licenses
2,903
2,800
3,300
Dog Licenses
658
825
895
Subpoena Certificates
1,622
850
875
Written Driver's Tests
8,952
9,164
9,234
Driver Road Tests
6,986
8,500
7,200
Driver's License Issued
29,732
24,217
31,052
CDL Written Driver's Tests
1,242
1,300
1,350
State Identification Cards
4,530
3,487
4,720
Inspections of Safety Check Issuers
606
560
600
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
68
68
68
Salaries and Wages
2,858,202.35
3,851,843
4,183,616
Operations
1,334,774.58
1,590,707
1,630,681
Equipment
148,631.40
116,892
80,387
Program Total
4,341,608.33
5,559,442
5,894,684
93
FINANCE
VEHICLE REGISTRATION AND LICENSING
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Accountant I
1
1
1
Clerk III
4
4
4
Driver -License Examiner I
9
9
9
Driver License Examiner II
3
3
3
Motor Vehicle Control Inspector I
2
2
2
Motor Vehicle Control Inspector II
2
2
2
Motor Vehicle Registration Clerk I
1
1
1
MV Financial Responsibility Clerk I
2
2
2
Senior Account Clerk
1
1
1
Student Helper I
1
1
1
Supervising Driver License Examiner
1
1
1
Supervising DL Financial Responsibility Clerk
1
1
1
Supervising Motor Vehicle Registration Clerk
1
1
1
Supervising Vehicle Registration & Licensin Clerk
2
2
2
Vehicle Registration & LicensingAdministrator
1
1
1
Vehicle Registration & Licensin Clerk
36
36
36
Total
68
68
1 68
Cost for one of the Motor Vehicle Registration Clerk I, eight of the Vehicle Registration & Licensing
Clerk, two Driver License Clerk III, one MV Financial Responsibility Clerk, two Driver License Examiner
II and four Motor Vehicle Control Inspector (I & II) positions are reimbursed by the State Department of
Transportation.
This page intentionally left blank
FIRE
Lila
D. C ►/
Mission Statement
First in fire protection and emergency services with trained professionals — dedicated to
serve with pride, honor, and compassion.
Department Goals
1. Sustain and Consistently Enhance our Emergency Response Service.
2. Promote Workplace Safety and Compliance.
3. Maintain Up -to -Date Policies, Procedures, MOAs, MOUs.
4. Management of a Robust Fire Prevention and Education Program.
5. Promote Workforce Excellence and Professional Development.
6. Advance Health and Wellness Initiatives.
7. Optimize Resource Allocation and Effective Fiscal Management.
8. Implement Innovative Technology and Data -Driven Decision Making.
9. Maintain and Improve Infrastructure and Assets.
10. Uphold Governance, Compliance, and Risk Management Standards
Funding Source and Position Count
General Fund
$53,847,012
General Fund
455
EMS Contract Revenue
$30,000,000
Grant Revenue / Other
145
Hapuna/Kua Bay
Lifeguard Contract
$ 2,026,652
Split Funding:
GF/Grant/Other
30
Grant Revenue
$ 1,545,532
Other
$ 76,484
Total Budget:
$87,495,680
Total Number of Positions
630
95
Office of the Fire Chief
FIRE
ORGANIZATIONAL CHART
Division Branch _
r Fiscal Branch
Administrative Division
Emergency Operations
Division
Support Service Division
Human Resources Branch
Emergency Operations
Branch
Ocean Safety Operations
Branch
Volunteer Operations
Branch
Special Operations
Branch
EMS Services Branch
Services
Emergency
Communications Section
Volunteer Services
Branch
training Branch
Fire Prevention Branch
Section
Fire Response Section
EMS Response Section
East Hawai'i OS Section
Hawai'i OS Section
Response Section
Hazmat Response
Section
Aviation Operations
Section
Vehicle Maintenance
Section
Logistics Section
9.
FIRE
ADMINISTRATIVE DIVISION
Program Description
The Hawaii Fire Department's Administrative Services Division is responsible for the
Fiscal and Human Resources Branches. This Divisionoperates in support of the
department and the underlying mission of all -hazards response. The goal of the division
is to provide administrative documentation and accountability for the effective
management of personnel, services, and equipment.
The Fiscal Branch is responsible for all aspects of the department's finances, including
billing, collection, procurement of goods and services, equipment and apparatuses,
accounts payable, payroll, management of grant and private funds, and recovery of
disaster relief funds. It provides short- and long-range financial planning and prepares
and manages the department's operating and capital program and budget; and provides
reports and information pertaining to the financial status of the various funds. The Fiscal
Branch provides fiscal and administrative support to 20 fire stations, a mechanic shop, a
warehouse, a communications center, volunteer stations, and the Ocean Safety Division.
The Human Resources Branch is responsible for the proper documentation and
preparation of personnel records/actions to include but not limited to the coordination of
employee's benefits such as health coverages, the Premium Conversion Plan as well as
Flexible Spending Plan, dependent care enrollment, Employees Retirement System
enrollment, beneficiary designations, Family Medical Leave Act (FMLA) requests,
workers' compensation, Total Administrative Services Corporation (TASC) benefits,
reallocations, preparation of various departmental reports for the Occupational Safety and
Health Administration (OSHA) and Federal Aviation Administration (FAA), promotions,
recruitment, and personnel files. Additionally, the branch is responsible for the
preparation and disposition of investigations, drug and alcohol testing, and disciplinary
actions as necessary.
Program Objectives
Administration:
1. Evaluate the Strategic and Long -Term Plan for the Department and have changes
published by the end of the second quarter within the fiscal year.
2. Have at least 35% of the policies and procedures reviewed and updated by the end of
the fiscal year.
97
FIRE
ADMINISTRATIVE DIVISION
Program Objectives (continued)
Fiscal Branch:
1. Process and pay invoices within 30 days of receipt at least 90% of the time.
2. Payout cash in lieu of vacation (CILV) within 90 days of termination at least 95% of
the time.
3. Apply for a minimum of $5,000,000 in grant funding.
4. Accept a minimum of $5,000,000 in grant fending.
Human Resources Branch:
1. Respond to all queries directed at the Human Resources Branch in two business days
or less.
2. Complete internal investigations in 60 days or less.
3. Maintain a department -wide vacancy rate below 7%.
Program Highlights
• First Use of CoHnect for FY 2025-26 Budget Submission
Staff successfully utilized CoHnect to prepare and submit the Department's FY 2025-
26 budget, marking an early milestone in the system's implementation.
• Countywide Transition to CoHnect (Oracle) in 2025
The County of Hawaii is preparing for a major systems upgrade, transitioning from
Eden Fresh to Oracle —branded locally as "CoHnect"—for Budget, Accounting,
Payroll, and Human Resources functions. The new system will officially go live on
July 1, 2025.
• Launched Training for CoHnect System
The Fiscal Branch initiated comprehensive training on the County's new CoHnect
accounting platform, which will support Purchasing, Accounts Payable, and
Employee Expense Reimbursements.
• Human Resources Branch Program Specialist
The Hawaii Fire Department recruited, interviewed, and hired its first program
specialist for the Human Resources Branch.
W
FIRE
ADMINISTRATIVE DIVISION
Program Measures
Admin
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
1. Evaluate and Publish Plans by 2"d QTR FY
100%
100%
100%
2. Policies/Procedures/MOA/MOUs updated 35%
35%
45%
45%
Fiscal Branch:
1. Invoice Settlement within 30-days, 90%
94%
90%
90%
2. Pay -out of CILV's within 90 days, 90%
99%
95%
95%
3. Dollar value of grants applied for
$27 850 085
$5 000 000
$5,000,000
4. Dollar value of grants received
$488 723
$5 000 000
$5 000 000
Human Resources Branch:
1. Process Actions within 15 working days *
100%
2. Process Deadlines *
95%
-
-
3. Recruitment Plan and Job Fair Participation *
95%
-
-
4. Recruitment and Promotion Actions >30 days *
90%
-
-
5. Personnel Actions within 30 days, <10% Error *
10%
-
-
6. Respond to all queries directed at the Human
Resources Branch in 2 business days or less. **
-
100%
100%
7. Complete internal investigation's in 60 days or
less. **
40
40
8. Maintain a department -wide vacancy rate below
7%.**
10%
10%
*Measure phased out as of FY 2024-25
**New measure as of FY 2025-26
Program Expenditures
*See Fire Response Section
FIRE
ADMINISTRATIVE DIVISION
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
County Funded FIRE 27 positions
Fire Chief
1
1
I
Deputy Fire Chief
1
1
I
Account Clerk
I
1
1
Accountant
1
1
1
Accountant III
1
1
1
Accountant IV
1
I
1
Assistant Fire Chief
2
2
2
Clerk III
1
1
4
Fire Captain
2
2
2
Fire Equipment Operator
6
6
6
Human Resources Assistant
I
1
1
Human Resources Program Specialist
1
1
1
Human Resources Technician II
1
Private Secretary
1
1
1
Fire Safety Specialist
i
1
1
Senior Account Clerk
1
1
1
Student Helper I
1
1
1
State Funded 6EW 4 positions
Accountant I
1
1
1
Human Resources Technician I
1
1
I
Senior Account Clerk
1 2
1 2
2
Split Fundin2 positions
Accountant I .5Fire/.50S
1
1
1
Account Clerk .5Fire/.5EMS
1
1
i
Total
1 29
29
33
100
FIRE
FIRE RESPONSE SECTION
Program Description
The Emergency Operations Division represents the service delivery of emergency response
and emergency mission performance components (all -hazards) of the Hawaii Fire
Department. The Emergency Operations Division is dependent upon the support and
assistance of other divisions, branches, and sections of the organization, in the development
of the program budget.
The Emergency Operations Division is tasked with the delivery and performance of fire
and emergency response to natural and manmade incidents on the Island of Hawaii.
In addition to public sentiment or customer satisfaction and expectations, the various
programs are measured against recognized industry standards such as those established
by the National Fire Protection Association (NFPA). Such standards support a more
qualitative and quantitative assessment of program performance.
Program Objectives
1. Maintain minimum staffmg in accordance with approved levels for 95% of the year.
2. Maintain a required equipment list, life cycle replacement program, and maintenance
cycle criteria for emergency response and support functions.
3. Maintain a Promotion, Transfer, and Recruit standard operating procedure with a less
than 10% annual error rate.
4. Establish a comprehensive annual budget to ensure that operational needs are
captured and programmed for resolution 14 days prior to the budget input deadlines.
Program Ilighlights
• Progressed with the Apparatus Replacement Program, procuring a 2025 Kawasaki
Mule Pro-FXT UTV and trailer for the Pahala Fire Station.
• Acquired three new Brush Trucks through grants from the -Community Development
Block Grant (CDBG) program.
101
RESPONSEFIRE •
Program Measures
Statistical Relevant Data:
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Fire Calls
974
1,277
1,340
EMS/Rescue Calls
22 069
25,447
26 720
Hazardous Conditions
198
324
340
Special Service
2,284
3,417
3,590
Good Intent
4,923
7,400
7,770
False
375
551
580
Other/Weather/Disasters
125
87
90
Total:
30,948
1 38,503
40,430
Objective Measures of Success:
Firefighters Per 1000 population
1
1
1
1. Maintain minimum staffmg levels
99%
95%
95%
2. Equipment and Life Cycle Plan
2nd Qtr FY 25
2nd Qtr FY 26
2nd Qtr FY 27
3. Develop a Promotion, Transfer, & Recruit Plan
12%
<10% Error
<10% Error
4. Annual Budget Submittal Deadlines
1
> 14 Days
> 14 Days
Fire Suppression On -Scene Time (<4 min.)
12.54%
20%
20%
Average chute time under 80 seconds
15.37%
20%
20%
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
207
207
205
Salaries and Wages
35 601 330.27
35 614,706
27,437,412
Operations
3 259 476.44
2,738,608
1 761,294
Equipment
1,377,220.22
1 910 177
1,930,177
Program Total
40238,026.93
40,263,491
31,128,883
102
RESPONSEFIRE •
Personnel Position Summary
Position Title
FY 202445
Actual
FY 2025 26
Bud et
FY 2026-27
Request
County Funded FIRE 190 positions
Battalion Chief
7
7
7
Fire Captain
42
42
42
Fire Equipment Operator
48
48
48
Fire Fighter
93
93
93
Fire Helicopter Pilot *
3
3
S lit Fundin FIRE 50%/EMS 50% 15 positions
Fire Fi ter
14
14
15
Total
207
207
205
*Pilot positions moved to new Aviation Section
103
FIRE
EMS RESPONSE SECTION
Program Description
The Emergency Medical Service Response Section is a part of the Emergency Operations
Division. However, it is solely responsible and contracted by the State of Hawaii to provide
Emergency Medical Service (EMS) ambulance service for the County of Hawaii. Although
personnel in this section are trained in the disciplines of fire and other all hazards response,
their focus is to provide Emergency Medical Service (EMS) response, treatment and
transport.
Program Objectives
1. Maintain body substance isolation protocols, ensuring an exposure rate of less than
5% during emergency responses.
2. Maintain a community response complaint rate of less than 5%.
Program Highlights
Procured and implemented two EMS software programs, Pulsara and Schedule2it.
EMS uses the Pulsara program to notify the receiving emergency room and
neurologist in Oahu of a -possible stroke patient. The neurologist videocalls using
Pulsars with EMS and the pt, allowing them to make time critical decisions on testing
and treatment. This information is all relayed to one of our three main receiving
emergency rooms allowing them to clear hospital rooms, beds, and testing facilities
like the CT scanner. All of this incorporated in one software system streamlines the
care of the patients and increases positive outcomes. The Schedule2it program is a
controlled medication tracking software that has taken our inventory system
completely electronic. We eliminated paper logs and now can see real time inventory
of all controlled medications on our ambulances as well as expiration dates,
medication counts and the usage reports.
104
EMS RESPONSE SECTION
Program Measures
Number of Responses:
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
EMS/Rescue
22,069
25,447
26,700
EMS personnel Per 1,000 population*
.45
EMS cost per call
$909.83
$1,200
$1,200
Objective Measures of Success:
1. Manpower/Equipment for 90% of ART*
-
90%
2. ROSC for 10% of Cardiac Events**
10%
10%
-
3. ALS Coverage for 90%*
90%
-
-
4. Body Substance Isolation Issues for < 5%
3%
<5%
<5%
5. Complaints <5%
<1%
<5%
<5%
*Program Measure not tracked as of FY 2025-26.
** Program Measure being tracked in Emergency Medical Services Branch section.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
96
97
96
Salaries and Wages
13 654 883.26
15 586,398
21,813,729
Operations
2,253,140.68
2,983,918
2,670,244
Equipment
1,758,097.08
1,788,900
2,116,500
Program Total
17,666,121.02
20,359,216
26,600,473
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
State Funded MS 96 positions
Fire/EMS Specialist I
5
5
3
Fire/EMS Specialist II
48
48
48
Fire Fighter IVI
43
43
45
Split funded (County/EMS 0 positions
Fire/EMS Specialist I
I
-
Total
96
97
96
105
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Program Description
The Ocean Safety Operations Branch is tasked with the development and delivery of ocean
safety operations and public safety education programs utilizing a team of highly skilled and
dedicated Water Safety Officers (WSO). It maintains safety services, promotes preventative
actions, and facilitates basic emergency life support functions. The Branch is the principal
resource and consultant on all matters relating to ocean safety on the Island of Hawaii.
Program Objectives
1. Provide for the safety of the public through maintaining tower staffing 90% of the
time during normal park hours for all publicly guarded beaches.
2. Manage, prepare, and participate in the Big Island Junior Lifeguard program with the
Hawaiian Lifeguard Association (HLA) at four locations: Hilo, Punalu`u, N/S Kona,
and Hapuna and ensure that employee participation is available 95% of the time.
3. Identify, inspect and repair all equipment to maintain readiness for 95% of all
publicly guarded beaches.
4. Provide response to the community with a less than 5% instance of complaints.
5. Maintain electronic records on beach management and public contacts, which shall be
reported by the first week of the month with less than a 5% error rate.
Program Highlights
Onboarding of Ocean Safety Clerk: The Ocean Safety Division successfully
onboarded its first Ocean Safety Clerk to provide administrative and operational
support to the Division.
Interagency Training Participation: The Ocean Safety Division participated in an
interagency "Train -the -Trainer" Rescue Craft training conducted at Marine Corps
Base Kaneohe, Oahu. Representatives from each county in the State of Hawaii
attended the training, which focused on advanced rescue craft operations,
standardized rescue methodologies, and instructional techniques for rescue personnel.
106
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Program Measures
FY 2024-25
Actual
FY 2025-26
Current
FY 2026-27
Goal
1. Tower Staffing
75%
90%
90%
2. Junior Life Guard Program Staffing
95%
95%
95%
3. Equipment Maintenance Program Readiness
95%
95%
95%
4. Complaints
<5%
<5%
<5%
5. Electronic Reports Error Rate
<5%
<5%
<5%
Program Metrics
Statistical Relevant Data:
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Beaches with WSO Staff/Patrolled
12
12
12
Persons Served at Beaches
3,568,171
4,000,000
4,000,000
Beach/Park Rule Violations
3,707
4,000
4,000
Preventative Actions
1 206 782
1,290,782
1,310 000
Minor First Aid
15,410
20,000
20,000
Public Contacts
500,740
1 700,000
550 000
hidividuals Rescued at Beaches
626
900
1 1,000
Major First Aid Given at Beaches
75
90
90
Resuscitations
751
25
40
Drownin s
14
10
5
Surfing Accidents
1
100
100
Scuba Accidents
0
5
5
Jump Dive Accidents
0
5
5
Inflatable Rescue Boat IRB Assistance
0
5
5
Ambulance Assistance
29
80
80
Helicopter Assistance
2
10
12
Police Assistance
9
10
10
Lost Child
8
10
20
Shark Attack
0
2
2
Sea Jellies / Man O' War Sting*
134
31
50
*Redded from Jellyfish / Man O' War Sting to Sea Jellies / Man 0'War Sting
107
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Beach Attendance
Location
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Kahalu`u Beach Park
491,896
350,000
350,000
La`aloa Beach Park (Magic Sands
336,043
350,000
350,000
Kua Bay
418,056
500,000
500,000
Ha una Beach State Park
910,194
1,000,000
1,000,000
Spencer Beach Park *
49 631
80,000
80 000
Honoli`i Beach Park
204,475
220,000
220,000
Onekahakaha Beach Park *
100 373,
110,000
110,000
Carlsmith Beach Park *
223,084
110,000
110,000
Leleiwi Beach Park *
89
50,000
50,000
Richardson's Ocean Park
343,396
250,000
250,000
Isaac Hale Memorial Beach Park
300,620
250,000
250,000
Punalu`u Blacksand Beach Park
613,775
350,000
350,000
Total
3,991,633
3,620 000
3,620 000
*Not guarded daily, numbers reflect tracking during staffed days.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
73
73
73
Salaries and Wages
4,275,992.29
5 593 487
5,752,286
Operations
312 243.33
364,000
426,312
E ui ment
334 861.52
425 736
436,199
Pro am Total
4 923,097.14
6 383 223
6,614,797
10T]
FIRE
OCEAN SAFETY OPERATIONS BRANCH
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
t Request
County Funded O/S 57 positions
Water Safety Officer I Temp 5/12T
5
5
2
Water Safety Officer II
38
38
41
Water Safety Officer II 1/2T
7
7
7
Water Safety Office II 3/4T
2
2
2
Water Safety Officer III
3
3
3
Water Safety Officer IV
2
2
2
State Funded O/S 14 ositions
Water Safety Officer 1I
13
13
12
Water Safety Officer III
I
Clerk III
1
1
I
Split Funded (County, O/S, 2 positions
Water Safety Officer III
I
1
1
Water Safety Officer V
I
1
1
Total
73
73
1 73
109
FIRE
VOLUNTEER OPERATIONS BRANCH
Program Description
The Volunteer Operations Branch responds to all hazard incidents in combination with
the Fire Operations Branch to extinguish fires, protect life, property, and the
environment.
Program Objectives
1. Achieve 75% or greater attendance at all scheduled training and special meetings. u 2. Ensure at least one nit responds within 15 minutes of initial dispatch 80% of the
time.
3. Conduct monthly equipment checks and, maintain equipment in an operational status
for 90% of the time.
Program Highlights
Volunteer operations were strengthened through the addition of two new volunteer
brush trucks (blessed and placed into service June 2025), continued development of
Volunteer Company 14A's new 2025 International/OSCO apparatus build, and
ongoing procurement of wildland-capable equipment and supplies under the USDA
Volunteer Fire Capacity Project, including a brush truck bid for Volunteer Station
20A, improving WUI and rural response capability.
Volunteer companies reported new member onboarding (e.g., Fern Acres and
Company 1 OD each adding new volunteers), increased emphasis on structural and
wildland PPE readiness, completion of driver training and qualification for volunteer
apparatus, and targeted facility improvements (e.g., security fencing at Pepe`ekeo
1A), all supporting retention, firefighter safety, and operational sustainability.
In April 2025, Volunteer Companies 5B, 5C, 5D, 1 OD, and 19A responded to a large
brush fire in Fern Acres that threatened multiple residences and burned more than 20
acres; the additional manpower and agility of volunteer apparatus were critical in
preventing potential loss of life and property.
In June 2025, two brush trucks were added to the fleet: BT20A, assigned to Ocean
View, and BTSC, assigned to Fern Forest.
110
Program Measures
Statistical Relevant Data:
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Responses by volunteer companies
147
450
450
Hours of work completed
2,815
3,500
3,500
Objective Measures of Success:
Training Attendance
50%
75%
7506
Initial Response Within 15 Minutes
62%
80%
80%
Monthly Equipment Checks
80%
90%
90%
6 Personnel in 14-Min Rural and 4 Personnel within
20-Min Remote *
12%
-
-
*Measure phased out as of FY 2025-26.
Program Expenditures
*See Volunteer Services Branch
Volunteer Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Goal
Volunteers Not County Employee Positions
4
4
4
Firefighter Volunteer
180
200
200
Total
184
204
204
ill
FIRE
WPM
SEARCH & RESCUE OPERATIONS SECTION
Program Description
The Search & Rescue Operations Section is part of the Special Operations Branch and
integrates the Hawaii Fire Department's Search & Rescue, Hazardous Materials (HazMat),
and Aviation assets into a single, unified operational capability responsible for the County's
most complex and high -risk incidents. This section provides all land-, air-, and sea -based
search and rescue services, including technical rescue operations such as low- and high -angle
rope rescue, swift.water and flood response, confined space entry, and other specialized
environments requiring advanced skills.
The Search & Rescue Operations Section maintains readiness by sustaining technician -level
staffing across all disciplines, delivering approximately 3,000 hours of Rescue training
annually, and conducting ongoing reviews and updates of all related Standard Operating
Procedures (SOP) and Standard Operating Guidelines (SOG) to ensure best practice,
standardization, and inter -disciplinary operational consistency. Through this combined
framework — Rescue, HazMat, and Aviation — the Search & Rescue Operations Section
provides a highly trained, fully integrated response capability able to meet the county's most
demanding emergency needs.
Program Objectives
1. Maintain proficiency in the various Rescue disciplines by ensuring our personnel are
provided with the opportunity to train. Goal is to provide 3,000 hours of Rescue
training collectively for our Rescue personnel.
2. Periodic review and update of SOP/SOGs to ensure best practice and operational
consistency.
Program Highlights
Off -duty Rescue Training was reinstated in January 2025. This training is vital in
order to ensure competence and safety of personnel and the public they serve.
USCG SAREX conducted on September 10 and 12. This annual training with the
Coast Guard gives our personnel an opportunity to observe what capabilities this
partner agency has available, as well as to work in concert with them during a
simulated response.
112
FIRE
SEARCH & RESCUE OPERATIONS SECTION
Program Measures
Objective Measures of Success:
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Avg. Response Time for Equipment and Personnel*
<7:00
<7:00
Equipment Replacement Schedule***
2nd Qtr. FY
25
2nd Qtr. FY
26
Service Level Objectives SAR
89%
85%
85%
SAR Training Requirements
81%
90%
90%
Rescue Personnel Certification
100%
1 85%
85%
Review & update SOP/SOG within cycle **
>100%
Maintain minimum proficiency training hours Rescue **
3,000
*New objective as of FY 2025-26.
**New objective as of FY 2026-27.
*** Program Measure being tracked as Equipment and Life Cycle Plan in Fire Response Section
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
30
30
30
Salaries and Wages
3,805,124
Operations
-
100,625
Equipment
-
-
132,920
Program Total
4,038,669
* Program expenditures previously reported in Fire Response Section.
113
FIRE
SEARCH & RESCUE OPERATIONS SECTION
Personnel Position Summary
Position Title
FY 2024-25
Actual
1 FY 2025-26
Budget
FY 2026-27
Request
County Funded FIRE 30 positions
Fire Captain
6
6
6
Fire Equipment Operator
6
6
6
Fire Rescue Specialist
18
18
18
Total
30
30
30
114
FIRE
HAZMAT OPERATIONS SECTION
Program Description
The Hazmat Operations Section is part of the Special Operations Branch and integrates
the Hawaii Fire Department's Search & Rescue, Hazardous Materials (HazMat), and
Aviation assets into a single, unified operational capability responsible for the county's
most complex and high -risk incidents. Special Operations also delivers the department's
hazardous materials response and mitigation capability, staffed by certified Hazardous
Materials Technicians who respond to chemical, biological, radiological, and other
dangerous substance incidents, ensuring safe containment and resolution.
HazMat Operations maintains readiness by sustaining technician -level staffing across all
disciplines, delivering approximately 600 hours of HazMat training annually, and
conducting ongoing review and updates of all related SOPS and SOGs to ensure best
practice, standardization, and inter -disciplinary operational consistency. Through this
combined framework — Rescue, HazMat, and Aviation — the HazMat Operations Section
provides a highly trained, fully integrated response capability able to meet the county's
most demanding emergency needs.
Program Objectives
1. Periodic review and update of SOP/SOGs to ensure best practice and operational
consistency.
2. Ensure an adequate pool of personnel trained at the Hazardous Materials Technician
level to ensure our department's ability to staff our HAZMAT companies, and to have
personnel available to augment these companies during HAZMAT response.
3. Maintain competency in HAZMAT by conducting 600 hours of HAZMAT training
annually amongst our HAZMAT Companies (Co 4 and Co 21).
115
FIRE
HAZMAT OPERATIONS SECTION
Program Highlights
Vehicles and equipment procured:
o Utility vehicles for Co. 4 and Co. 21 arrived and in service
o HazMat 4 spec'd and bid awarded to Hughes Fire
o HazMat 21 spec'd and IFB in progress
o Eng 4 speed and bid awarded
o Supplied Air Carts ordered and received for Confined Space Rescue
Training — 93`d CST HazMat training exercises conducted from May 1-9 providing
our HazMat personnel the opportunity to work with neighbor agencies from across
the state and county during a simulated HazMat response
Program Measures
Number of Responses:
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Hazardous Material Conditions
198
375
375
Others/Needless/Special Service
122
50
50
Total:
320
425
425
Objective Measures of Success:
Detailed Analysis within 30-days *
-
90%
-
Adequate Staffing and Equipment ART *
-
90%
-
ICS Establishment for Complex Calls *
-
90%
-
Equipment Replacement Program ***
-
2n" Qtr. FY26
-
HazMat Training *
85%
-
Review & update SOP/SOG within cycle **
-
>100%
Arrange annual HazTech Course **
-
1
Maintain minimum proficiency training hours Hazmat
1 600
*Program Measure not tracked in FY 2024-25 and phased out as of FY 2026-27.
**New Program Measure as of FY 2026-27.
*** Program Measure being tracked as Equipment and Life Cycle Plan in Fire Response Section.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
30
30
30
Salaries and Wages
4,363 244
Operations
128,000
Equipment
50,000
Total
4,541,244
* Program expenditures previously reported in Fire Response Section.
116
_� OPERATIONS SECTION
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
County Funded FIRE 30 positions
Fire Captain
6
6
6
Fire Equipment Operator
6
6
6
Fire/Hazardous Materials Specialist
18
18
18
Total
30
30
30
117
FIRE
AVIATION OPERATIONS SECTION
Program Description
The Aviation Operations Section is part of the Special Operations Branch and integrates
the Hawaii Fire Department's Search & Rescue, Hazardous Materials (HazMat), and
Aviation assets into a single, unified operational capability responsible for the county's
most complex and high -risk -incidents.
Aviation operations are a core component of Special Operations. The department
operates two helicopters: Chopper 2, an Airbus H125 based at Station 14, whose primary
mission is Emergency Medical Services (EMS) response and rapid patient transport; and
Chopper 1, an MD-500E whose primary mission is Rescue operations, including remote -
area access, wildfire reconnaissance, and water extrication. These aviation resources
extend the department's reach into remote, hazardous, and otherwise inaccessible areas,
significantly enhancing operational effectiveness across the island's diverse terrain.
Special Operations maintains readiness by sustaining technician -level staffing across all
disciplines and conducting ongoing review and updates of all related SOPs and SOGs to
ensure best practice, standardization, and inter -disciplinary operational consistency.
Through this combined framework — Rescue, HazMat, and Aviation — the Special
Operations Section provides a highly trained, fully integrated response capability able to
meet the County's most demanding emergencyneeds.
Program Objectives
1. Periodic review and update of SOP/SOGs to ensure best practice and operational
consistency.
2. Maintain competency amongst our pilots and assigned operation personnel by
conducting a minimum of 30 hours of flight training annually.
3. Maintain an operational readiness rate of greater than 90% between both aircraft
annually.
Program Highlights
• Fought multiple Brushfires from Kawaihae to Fern Acres and Naalehu. Our aviation
assets provided us with much needed recon from an aerial perspective as well as
water drops to areas difficult to access via ground vehicles due to terrain or distance.
• New Fuel Trucks for St 2 and St 14 ordered via Sayre's Foundation to provide
upgraded refuel options for our aircraft
118
FIRE
AVIATION OPERATIONS SECTION
Program Measures
FY 2024-25
FY 2025-26
FY 2026-27
Number of Responses:
Actual
Budget
Estimate
Review & update SOP/SOG within cycle
>100%
Maintain minimum proficiency training hours
Air O s
-
30
Aircraft Operational U time >90%
-
-
> 90%
Note: Aviation Operations Section is new as of FY 2026-27
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
8
Salaries and Wages
-
937,893
Operations
-
-
963,466
Equipment
20,000
Program Total
-
-
1,921,359
Note: Aviation Operations Section is new as of FY 2026-27.
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Bud et
FY 2026-27
Request
Counly Funded FIRE 3 positions
Fire Helicopter Pilot 3
State Funded EMS 4 Positions
Fire Helicopter Pilot
3
Helicopter Mechanic
1
Split Funding Fire 50%/EMS 50% 1 position
Lead Fire Helicopter Pilot
I
Total
8
Note: Aviation Operations Section is new as of FY 2026-27.
119
FIRE
FIRE PREVENTION BRANCH
Program Description
The mission of Hawaii Fire Department's Fire Prevention Branch is to save lives and
property by taking a proactive approach to prevent fires and emergencies from occurring.
We take pride in providing residents and businesses with the education they need to
protect themselves. We accomplish this by enforcing building and life safety codes via
inspections, fire origin and cause investigations, plans review for new commercial
construction and existing building remodeling or renovations, and public education aimed
at the preservation of life and property.
Program Objectives
1. Fire Plan Review Efficiency: Complete all fire assigned plan and fire protection
system reviews in the EPIC system within 14 calendar days of submittal to ensure
timely project approvals and support community development.
2. Conduct fire investigations with a goal of achieving a 70% determination rate for
incendiary, accidental, or natural causes, reducing the percentage of cases classified
as "undetermined", which currently accounts for 40-50% of post investigation
findings.
3. Public Education Outreach: Deliver a minimum of two public fire and life safety
education events per month, targeting diverse audiences to promote fire prevention
awareness.and community resilience.
4. Conduct an average of 60 commercial fire and life safety inspections per month. This
metric will be to target requirements in.HRS 132 (with at least 10% being conducted
at high hazard occupancies), ensuring code compliance and reducing fire risk in
commercial occupancies.
5. Increase code enforcement inspections by 10% compared to the previous year.
Program Highlights
The.UAS (Drone) program continued to evolve. We added a.mobile command post
which we use to house the UAS and Fire Investigation programs. The team has
upgraded our software ( NOVA Mapping) to increase accuracy of mapping and
hotspot detection for wildland fires which not only increases efficiency on a wildland
fire but can assist in cost cutting by ensuring fires are out to allow us to demobilize in
a shorter timeframe.
120
PREVENTIONFIRE BRANCH
Program Highlights (continued)
• Our branch has increased the efficiency of our Public Education event requests by
providing forms and a dedicated email address to communicate with requestors.
Previously, the public would contact different individuals in the department and
would cause confusion among the branches as to whom was responsible for the
requests.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Plans Review Within 14 days
100%
80%
100%
Origin and Cause Determined 50% of time*
85%
75%
75%
Origin and Cause Determined * *
70%
70%
Public Education Outreach ***
-
2
Conduct 60 commercial fire and life safety
inspections per month ***
480
Increase code enforcement inspections by 10%
1 -
+ 10%
* Program Measure being tracked as Origin and Cause Determined
** New Measure as of FY 2025-26.
*** New Measure as of FY 2026-27.
Program Metrics
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Inspections — Occuanc
524
770
800
Public Education -(Social Media & in -person)
164
140
200
Building Plans
1,144
1,250
1300
Fire Investigations"*
46
80
100
Fire Inspection of High Hazard>6 per month**
2
6
6
Permits (Ag, Tent, Tank)*
-
200
-
Complaints Investigated
1 67
1 75
1 90
* Program Metric being phased out, FY 25 data not tracked
**New Metric added in FY 2026-27.
***Increase of Investigations consist of UAS Drone responses
16,41
C. P.-LEVE.VTION
Program Expenditures
FY 2024-25
Actual.
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
9
9
9
Salaries and Wages
984 615.72
1 148 168
1,151 192
Operations
34,945.00
44,184
46,546
Equipment
-
40,000
40,000
Program Total
1,019,560.72
1232 352
1,237 738
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
County Funded FIRE 9 positions
Battalion Chief
1
1
1
Clerk III
1
1
1
Fire Captain
2
2
2
Fire Prevention Ins ector 1
3
3
3
Fire Prevention Inspector II
2
2
2
Total
9
9
9
122
FIRE
IF P
TRAINING SERVICES BRANCH
Program Description
The Training Services Branch is responsible for the overall training of the Hawaii Fire
Department personnel. We provide the foundation from which the department
establishes its standards of operation and conduct. The primary function of the Training
Bureau is to support the continued training and evaluation of all personnel to ensure the
effective, efficient emergency services to our community.
The core focus of the Training Services Branch is fire suppression operations. Our goals
are to provide exceptional public service, promote career development, optimize
operational effectiveness, and to provide a safe working environment in compliance with
all standards associated with our profession.
Program Objectives
1. Recruit Training Program - Train 20 personnel in topics that include:
• ProBoard Firefighter I, Hazardous Materials Awareness/Operations, Firefighter
II.
• NWCG Firefighter Type II, I.
• Driver Certificate of Competency Type I.
• State of Hawaii EMT-B License.
2. Professional Development - Train 50 personnel in topics that include:
• Professional development opportunities in alignment with FY 2026-27 HFD
Annual Training Plan.
• ProBoard Fire Instructor I, II NFPA 1041.
• ProBoard Fire Officer I, II NFPA 1021.
• Critical Incident Stress Management and Peer Support.
• Active Shooter/Active Threat.
3. Incident Command System Training -Train 10 personnel in topics that include:
• Certification aligned with best practices for common, local, everyday strategic
and tactical emergency operations conducted on NIMS Type 4 & Type 5 events.
• Produce Incident, Commanders that make better decisions to potentially eliminate
lethal and/or costly mistakes that cause injury, death, and unnecessary fire losses
in the local response area.
• Meet project outcomes as required by the FEMA Assistance to Firefighters Grant.
• Incident Command Systems: ICS 300/400.
123
FIRE .
TRAINING SERVICES BRANCH
Program Objectives (continued)
4. Structural Firefighting Training - Train 75 personnel in topics that include:
• Provide a three-day training course for fire suppression personnel in Engine
Company Operations to introduce a system of size up, hose deployment, water
application, and hose advancement techniques pertinent to structural firefighting.
• Collect training data on suppression effectiveness through Keystone Evolutions.
• Provide engine company evolutions to companies aligned with NFPA 1410.
• Research and develop live fire instruction, training, and evolutions with site visits
to other fire departments and training centers locally and nationally.
5. Wildland Firefighting Training - Train 20 personnel in topics that include:
• Training topics include the Incident Response Pocket Guide, tabletop exercises,
National Wildfire Coordinating Group (NWCG) training, to include S-190,
"Introduction to Wildland fire Behavior" (virtual, seven hours), S-130
"Firefighter Training" (blended 22-hour on-line hours, 16 hours instructor -led),
and L-180, "Human Factors on the Fireline" (virtual, four hours).
Program Highlights
Formed the Engine Company Operations Instructor Cadre to deliver fire suppression
training to incumbent personnel. Companies serving Hilo, Puna, Waimea, and South
Kohala attended the comprehensive, hands-on training focused on efficient and
effective attack line deployment, hose handling, and fire attack techniques. This
course equips firefighters with tactical approaches to handline operations,
emphasizing smooth, coordinated movements and practical techniques to optimize
water application, fire control, and firefighter safety.
Conducted a five-day Train -the -Trainer workshop as part of our Assistance to
Firefighters Grant (AFG) award. This nationally recognized training focused on
decentralized command to bridge the gap between strategic (e.g., Battalion Chief) and
task -level operations, empowering first -due company officers to assume tactical
command in the critical early phase of incidents. Our new trainers are now working
on internal delivery for department -wide implementation
124
FIRE
TRAINING SERVICES BRANCH
Program Measures
Statistical Relevant Data:
FY 2024-25
Actual
Hours
F'Y 2025-26
Target
Hours
ITY 2026-27
Estimated
Hours
Fire Fighter Recruit Training **
41 6-00
39,520
Fire/Rescue Training O erations *
149,912
Public Education Training (Provided by TB and
Os*
10,000
Hazardous Material Training (FRO/TECH Refr.)
2,842
2,936
3,025
Driver Improvement Program***
8,074
8,500
Objective Measures of Success:
1. Instructor I&II for 7200hrs *
40 personnel
-
-
2. 12 monthly 4-hr training sessions per company *
16,320 hours
-
-
3. Nozzle Forward 3-Day Training *
40 Personnel
-
-
4. 8-hours of Track Operations all companies *
9,768 hours
-
-
5. Certify 10 Blue Card Command instructors *
7,200 hours
-
-
.6. Coordinate Specialty Training *
I't Qtr. FY25
-
7. ICS: Calm the Chaos **
344
Personnel
8. Wildland Firefighting **
1,200 hours
9. Engine Company Operations **
120
Personnel
10. Truck Company Operations **
9,768 hours
11. Fire Instructor Certification **
40 Personnel
12. Special Operations Training **
3,200 hours
13. Company Level Training **
29,360 hours
125
FIRE
TRAINING SERVICES BRANCH
Program Measures (continued)
14. Recruit Training Program ***
20 Personnel
15. Professional Development ***
50 Personnel
16. Incident Command System Training ***
100%
17. Structural Firefighting Training ***
10 Personnel
18. Wildland Firefighting Training ***
20 Personnel
*Objective phased out as of FY 2024-25
**New objective as of FY 2025-26, Objective phased out as of FY 2026-2027
***New objective as of FY 2026-27
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
78
78
78
Salaries and Wages
811,507.84
930,881
936,644
Operations
186 870.81
236,060
230,362
Equipment
187,567.91
2,500
2,500
Pro am Total
1 185 946.56
1,169,441
1,169,506
Personnel Position Summary
Position Title
FY 2024-25
Actual
1 FY 2025-26
Budget
FY 2026-27
Request
County Funded FIRE 8 positions
Battalion Chief
1
I
1
Clerk III
1
1
1
Fire Captain
1
1
1
Fire Equipment Operator
I
1
1
Fire Training Specialist
4
4
4
Temp positions, Unfunded(funding source from vacant ositions FIRE 60 os'tions
Fire Fighter Recruit Tem 60 60 60
Temppositions, Unfunded(funding source from vacant ositions State EMS 10 ositions
Fire/EMS Recruit Tem
10
10
10
Total
78
1 78
78
126
FIRE
Aa
EMERGENCY MEDICAL SERVICES BRANCH
Program Description
The Emergency Medical Services (EMS) Branch is directly aligned with the Emergency
Operations Division and provides program support and coordination. The Emergency Medical
Services Branch participates in the development of recommendations relating to program
budgets, equipment acquisition, policy and procedure establishment and acts as the
department's liaison with the many health care agencies of our community. Another essential
function of the Emergency Medical Services Branch is coordination of Emergency Medical
*Technician (EMT) and Mobile Intensive Care Technician (MICT or Paramedic) training. As
the department's liaison, the Emergency Medical Services Branch assists our community
health organizations in the prevention, treatment, and recovery from community health
hazards.
Program Objectives
1. Maintain a paramedic vacancy rate of less than 10%, less than five vacancies.
2. Quality review of 95% of critical calls.
3. Maintain a fleet of greater than eight spare medics.
Program Highlights
We have worked hard to procure four new ambulances and two new EMS SUVs
allowing us to update our fleet of aging ambulances and support vehicles. With our
higher call volumes and long distances of transports, a lot of our vehicles have high
mileage and began to have mechanical issues. With these new ambulances we can
continue providing the public with excellent care and transport, while the two new
SUV's allow us to provide important services such as community paramedicine
around the island, as well as responding to mass casualty incidents and other critical
incidents.
127
FIRE
EMERGENCY MEDICAL SERVICES BRANCH
Program Measures
Statistical Relevant Data:
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Cardiac Events with ROSC
10%
10%
10%
Objective Measures of Success:
Maintain Paramedic Staffing *
95%
-
-
Paramedic Class with Passing Scores **
-
100%
100%
Review of stated responses **
-
100%
Maintain a paramedic vacancy rate ***
< 10%
Quality review of Critical Calls ***
95%
Maintain a fleet of greater than 8 Spare medics ***
10
10
> 8
* Objective phased out as of FY 2024-25.
**Objective phased out as of FY 2026-2027.
***New objective as of FY 2026-27.
Program Expenditures
*See EMS Response Section
128
FIRE
EMERGENCY MEDICAL SERVICES BRANCH
Personnel Position Summary
Position Title
FY 202445
Actual
FY 2025-26
Bud et
FY 2026-27
Request
State Funded EMS 7 positions
Battalion Chief
1
1
1
Clerk III
1
1
1
Fire/EMS Specialist 111
4
4
4
Fire Helicopter Pilot (Unfunded)*
1
1
-
Fire Helicopter Pilot*
2
2
-
Pro ram Support Technician
1
1
1
Split Funded Coun ,State EMS 0 positions
Lead Fire Helicopter Pilot*
1
1
-
Total
i 11
1 11
1 7
*Pilot positions moved to Aviation section.
129
FIRE
VOLUNTEER SERVICES SECTION
Program Description
The Volunteer Training Section provides direction, coordination, support, and oversight
of the Volunteer Firefighting training program.
The Hawaii Fire Department is the only fire department in the State of Hawaii that is
considered to be a combination fire department whereby the emergency response
workforce is comprised of both paid career and volunteer responders. The primary
function of the Volunteer Training Section is to train all volunteers to the highest level,
promoting safety and adherence to the core values of the Hawaii Fire Department.
Program Objectives
1. Ensure 100% of volunteer personnel complete their annual physical assessment.
2. Train and certify at least 90% of the volunteers in First Aid and CPR.
3. Ensure 90% of Volunteer Captain's complete Incident Command System (ICS) 100
and 200 training.
4. Develop and maintain an apparatus requirement status list, ensuring at least 75%
response capability.
5. Identify volunteer station renovation requirements.
Program Highlights
Waiki`i's 9 Alpha received a new 2023 Freightliner Model M2-106 tanker,
generously funded by the Sayre Foundation through fundraisers and donations. This
custom-built, off -road -capable truck features a 1,200-gallon tank, remote -operated
turret, booster hose reels, side spray outlets, and a foam pro system, with final
paperwork underway to bring it into service.
130
FIRE
VOLUNTEER SERVICES SECTION
Program Measures
Statistical Relevant Data:
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Newly recruited personnel this fiscal year
6
30
20
Retention percentage of volunteers
75%
85%
85%
Total number of volunteer fire personnel
110
200
130
Fire Engines
60%
90%
60%
Brush Trucks
100%
90%
100%
Water Tankers
70%
90%
80%
Objective Measures of Success:•
Annual Medical Assessment
100%
100%
100%
First Aid / CPR
80%
90%
90%
ICS 100/200for Captains
74%
90%
85%
Response capability
60%
75%
75%
Compliant with Vector Solutions 90% *
60%
-
-
Identify Station Renovation Requirements
1 ' Qtr. FY 25
2nd Qtr. FY 26
2"d Qtr. FY 27
*Measure phased out as of FY 2025-26.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
2
2
2
Salaries and Wages
248,202.23
263,514
263,514
Operations
147,236.32
153,602
153,755
Equipment
269,092.35
Program Total
664,530.90
417,116
417,269
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
County Funded FIRE 2 positions
Fire Captain
2
2
2
Total
2
2
2
131
0
FIRE
VEHICLE MAINTENANCE SECTION
Program Description
The Vehicle Maintenance Section provides repair and support services for all department
vehicles, apparatus, and portable equipment. Personnel also participate in the design and
specification of new equipment and apparatus to be acquired. This support section -is an
essential component in the maintenance of emergency services and mission readiness of
Hawaii Fire Department and is critical to the success of the department in meeting its
goals and objectives. As Hawaii Fire Department's mission and service delivery
demands continue to increase, the maintenance and repair of the department's vehicle and
apparatus fleet continue to grow at exponential rates. As our fleet of vehicles continues
to age, with limited funding for replacements, the sustainability of emergency operations
is dependent upon the service and maintenance of our apparatus and equipment.
Program Objectives
1. Conduct routine preventive maintenance on apparatus within ten business days at
least 90% of the time.
2. Reduce average out -of -service time by 5%. Ensure frontline primary response
apparatus remains in a state of readiness at least 90% of the time.
3. Initiate emergency repairs on the same day for at least 80% of cases.
4. Submit monthly Shop reports on time with an error rate below 5%.
Program Highlights
The Maintenance Section recognized the need for the replacement of aging frontline
Fire Apparatus. Working with Chief Todd, he was able to create an HFD Fleet
Replacement Plan (FRP) to justify replacement by utilizing a points system based on
age, cost to maintain and condition. Each fiscal year, each vehicle is rated the
completed HFD FRP is submitted to Purchasing to justify our request for equipment
funding.
We have. added the Automotive. Storekeeper -position which -handles the ordering,
organization and inventory of parts to keep on hand. Having these important parts in
stock reduces repair downtime and keeps our apparatus in service and ready to
support the community during emergencies.
132
FIRE
VEHICLE MAINTENANCE SECTION
Program Measures
Statistical Relevant Data:
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Shop —Vehicle Repairs
1,682
2,200
2,200
Contractual — Vehicle Repairs
189
190
190
Calls for Service — Trouble Calls
259
300
300
Objective Measures of Success:
1. Routine Maintenance in 10 business days
80%
90%
90%
2. Out of Service Time reduced by 5%
5%
5%
5%
3. Primary Response Apparatus Readiness
90%
90%
90%
4. Emergency Work on the same day
85%
80%
80%
5. Submittal of Monthly Reports with errors
<5%
<5%
<5%
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Number of Positions
8
9
9
Salaries and Wages
498 814.44
606,893
843,810
Operations
423,738.19
383,792
691,662
Equipment
12,201.05
25,000
25,000
Pro am Total
934 753.68
1,015,685
11560,472
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
County Funded IRE 7 positions
Chief Mechanic HFD
I
1
1
Fire Equipment Mechanic
3
3
3
Fire Equipment Mechanic II
I
1
-
Lead Fire Equipment Mechanic
1
Account Clerk
1
Automotive Storekeeper
1
1
State Funded EMS 2 positions
Fire Equipment Mechanic
2
2
2
Helicopter Mechanic (Unfunded)*
1
1
-
Total
8
9
9
*Helicopter Mechanic position moved to Aviation Section
133
FIRE
EMERGENCY COMMUNICATION BRANCH
Program Description
The Fire Communications Control Center is the focal point through which all emergency
service requests are made via the telephone as well as via the radio communications
system. In addition, all Fire Department operational activities and communications are
coordinated through the Fire Communication Control Center to include flight following for
our two helicopters. Fire Communication Officers also provide online pre arrival medical
instruction or emergency medical dispatching services to people placing 911 calls and are
able to instruct members of the public in basic lifesaving maneuvers and techniques. It
cannot be stressed enough that the roles and responsibilities of the Fire Communication
Officers and the department's emergency communication section extend far beyond that of
a simple call taking and routing center. Fire Communication Officers facilitate a critical
communications network and system that provides essential lifesaving instructions and
directions to people in crisis as well as serving as a conduit for all operational
communication needs.
Program Objectives
1. To progress toward accreditation with the International Academies of Emergency
Dispatch (IAED) by first achieving 70% compliance with Emergency Medical
Dispatch call processing and increasing that goal incrementally each year.
2. Answer 90% of all 911 calls in less than ten seconds.
3. Process 911 calls on average less than 180 seconds.
4. Dispatch resources to their locations in less than 60 seconds from answering 911 call.
Program Highlights
• In April 2025, we opened the new Hawaii County Emergency Communications
Center. After several years of planning, coordinating, and collaborating we were able
to relocate to 540 Kupuna Pl. Not only does this provide our Emergency
Communications personnel with the -opportunity to work in -a new and.fresh
environment, it also allows us to use the dispatch center at the Public Safety Building
as a backup site.
• During FY 2024-25, we picked up momentum in our Quality Assurance program
where we have a consistent review of call -taking for our medical calls. This has
allowed us to identify areas for improvement as well as set benchmarks for
performance. Ultimately, this process has allowed us to improve on the standard of
care that we provide to our customers, our community, ensuring.that we are stiving
for consistent customer service with every call we take. The addition of this service
helps to build the foundation for us to look at accreditation for our agency.
134
FIRE
Will
EMERGENCY COMMUNICATION BRANCH
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
WOOO
911 Calls for service
33,974
36,584
Objective Measures of Success:
1. EMS Alarm to Dispatch IAW criteria *
:9
-
2. Increase staffing to 50% **
-
50%
3. Fire Suppression Alarm to Dispatch IAW criteria ***
:20
:30
-
4. IAED accreditation ***
-
60%
70%
5. Average Process Time IAW criteria *
90%
-
-
6. Complaints ***
<5%
<5%
7. EMD Protocol Compliance 70% or greater ****
70%
8. 90% of 911 calls answered in <10 seconds ****
90%
9. Average time to process 911 call <180 seconds ****
<180
10. Time from Call to Dispatch <60 seconds 90% ****
<60
* Measure phased out as of FY 2024-25.
**New measure as of FY 2025-26, Measure phased out as of FY 2026-27.
*** Measure phased out as of FY 2025-26.
****New measure as of FY 2026-27.
Data is in Fractals
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
41
40
37
Salaries and Wages
1217 989.60
2,550 605
3,133,243
Operations
62,514.53
69,294
86,500
Equipment
-
-
-
Propyarn Total
11280,504.13
2,619,899
3,219,743
135
FIRE
EMERGENCY COMMUNICATION BRANCH
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
County Funded FIRE 25 positions
Battalion Chief
1
1
1
Fire Captain
4
4
4
Supervising Fire Communications Officer
5
5
5
Fire Communications Officer III(Temp)
3
3
3
Fire Communications Officer II
10
11
7
Fire Communications Officer II 1/2T
2
-
Fire Fighter
4
4
4
Clerk III
-
1
State Funded EMS 2 positions
Fire Communications Officer II 2 2 2
Split Funded FIRE 30916/EMS 70% 10 positions
Fire Communications Officer II
10
10
10
Total
41
40
37
136
FIRE
LOGISTICS SECTION
Program Description
The Logistics Section provides a lifeline of support to all divisions, branches, and
sections of the Hawaii Fire Department. This includes the procurement, receipt,
inventory, and distribution of all emergency operations and ancillary supplies and
equipment.
Program Objectives
1. Process and submit reported service and work orders within five business days, 90%
of the time.
2. Distribute in -stock supply requests within five business days, 90% of the time.
3. Initiate purchase requests for supplies or services within five days of identified need,
75% of the time.
4. Complete Life Cycle Replacement purchasing by the 2"a quarter of FY 2026-27.
5. Conduct a 100% annual inventory with a variance rate below 5%.
6. Improve inventory control by utilizing internal ordering software. The goal is to
initiate reports that will provide data to increase efficiency in supply chain
management.
Program Highlights
• The warehouse increased overall efficiency by adding a dedicated maintenance
worker, allowing equipment issues to be resolved quickly, and reducing operational
downtime. With eight months of stable staffing and no turnover, the team has been
able to maintain consistent workflow and sustain high productivity across all
functions.
• Supply management within the warehouse has become more responsive, with orders
being processed promptly and essential gear delivered to crews without interruption.
These improvements have helped maintain readiness across the department and
reinforced dependable service to all divisions.
137
FIRE
LOGISTICS SECTION
Program Measures
Objective Measures of Success:
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
1. Service & Work order processing
90%
95%
90%
2.On-hand supply requests in 5 business days
92%
95%
90%
3. Purchase Requests initiated in 5-days
85%
80%
75%
4. Life -Cycle replacement purchasing
End of FY26
2°d Qtr. FY26
2"d Qtr. FY27
5. Annual Inventory with <5% variance
3%
<5%
<5%
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
6
6
7
Salaries and Wages
271 570.23
446,102
515 882
Operations
1403 584.96
1469 520
1 320 013
Equipment
745,273.59
809,020
1 664 100
Total
2,420,428.78
2,724,642
3,499,995
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
County Funded FIRE 7 positions
Battalion Chief
1
1
1
Account Clerk
-
-
I
Clerk III
1
1
1
Fire Fleet & Facilities Manager
-
1
1
Fire Maintenance Worker
I
1
1
Information Systems Analyst IV
1
I
I
Storekeeper
1
-
-
Propyam Support Technician
-
1
1
State Funded EMS 0 positions
Storekeeper
1
-
-
Total
6
6 .
7
138
FIRE
MWOMMIMMMM
GRANT REVENUES
1. Local Emergency Planning Commission - Tier II reporting fees to support the
Local Emergency Planning Commission, $48,000. Hazard Evaluation and
Emergency Response (HEER) Office at the State of Hawaii Department of Health.
Funding is managed by the Local Emergency Planning Commission.
2. Fire Dept Private Contributions — Private contributions from non -governmental
sources for Fire Department use. $100.
3. Volunteer Fire Assistance — The Volunteer Fire Assistance (VFA) is a federal grant
program that provides funds for fire equipment, training, and initial fire department
organization to fire departments serving small communities under 10,000 in
population. The USDA Forest Service grants this money to needful volunteer fire
departments. $90,000.
4. Wireless E-911-HFD —State of Hawaii 911 Board funding for approved expenses
that comply with HRS 138-5. These funds will be used to support our Emergency
Communications Center operations, training, and equipment purchases. $321,645.
5. Staffing for Adequate Fire and Emergency Response (SAFER) — The SAFER
grant program from FEMA provides direct financial assistance to fire departments
and volunteer organizations to increase staffing, improve emergency response, and
ensure 24-hour coverage. It supports two primary areas —hiring career firefighters
and recruiting/retaining volunteers —through three-year grants that cover salary and
benefits, helping departments meet industry minimum standards and address budget
constraints. $1,085,787.
Grant Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Salaries and Wages
258,061.49
1,085,787
Operations
194,240.81
399,303
408,945
Equipment
200,513.60
212,800
2,800
LEPC
25,714.29
56,000
48,000
Pro ram Total
678,530.19
668,103
1,545,532
It9il
This page intentionally left blank
HUMAN RESOURCES
HUMAN RESOURCES
DEPARTMENT SUMMARY
Mission Statement
The Department of Human Resources provides support and guidance to assist departments
in achieving their missions. Through strategic partnerships, we build a culture of intention,
focused on innovation to attract, support, engage, and retain a competitive workforce. We
encourage a positive, inclusive, and rewarding work environment that values and advocates
for all.
Department Goals
1. To provide names of qualified individuals to hiring departments on a timely basis for
the filling of their civil service vacancies.
2. To provide a classification and pay system that ensures an equitable compensation system.
3. To provide timely advice and assistance to all County agencies consistent with
applicable laws affecting human resource management.
4. To identify County training needs and provide training and personnel development
programs that will enhance the skills of County employees, provide a safe working
environment, and ensure compliance with applicable laws affecting human resource
management.
5. To recognize County employees for their accomplishments.
6. To support the Merit Appeals Board and the Salary Commission with their duties and
functions.
7. To develop, implement, and maintain appropriate policies, procedures, and reports
required by law or by operational needs.
8. To negotiate and provide adjustments in wages, hours, and terms and conditions of
employment for County employees.
9. To identify and pursue appropriate changes in law, rules, contracts, policies and
procedures affecting human resource management.
10. To identify and reduce/eliminate unsafe and hazardous working conditions and work
practices in an effort to reduce the number of workplace injuries and illnesses.
11. To process workers' compensation claims in accordance with the law, demonstrating
respect, compassion, and fiscal responsibility, with the ultimate goal of returning the
employee to regular full employment as soon as it is deemed to be appropriate.
Funding Source and Position Count
General Fund
$4 744153
General Fund
90
Grant Revenue
-
Grant Revenue / Other
1
Other
$ 16,800
Total Budget:
$4,760,953
Total Number of Positions
91
140
HUMAN RESOURCES
HUMAN RESOURCES
Department Goals (continued)
12. To ensure departments and agencies are in compliance with applicable laws affecting
human resource management.
13. To assist, encourage, and insure, County compliance with laws, rules, and policies
relative to equal opportunity and employment.
Program Description
The Department of Human Resources is the central human resource agency for the
County of Hawaii whose functions include administering the civil service laws as they
apply to the County. As the central human resource agency for the County, the
department has responsibility for strategic planning, workforce planning and
employment, equal opportunity, personnel development, compensation and benefits,
employee and labor relations, and occupational health and safety.
Program Objectives
Classification and Pav
1. Review and process position re -description reviews within five workdays of receipt.
2. Review and process reallocations for recruitment within ten workdays of receipt.
Labor Relations
1. Hear and respond to employer -level grievances within 60 days from receipt.
2. Answer all written departmental inquiries relating to the administration and
interpretation of all collective bargaining agreements and executive orders within 14
days from date of receipt if it does not require inter jurisdictional action, 30 days if it
does.
3. Provide background and other technical information required by the Corporation
Counsel's Office for the arbitration of grievances within 14 days from the date of
request.
Personnel and Organizational Development
1. Conduct the New Hire Orientation class once a month.
2. Provide at least ten Supervisory Skills Training sessions annually.
3. Issue the Fall 2026 and Spring 2027 Training Catalogues.
4. By December 31, 2026, hold an annual employee awards program.
141
HUMAN RESOURCES
HUMAN RESOURCES
Program Objectives (continued)
Equal Opportunity
1. Respond to inquiries and complaints while providing a high level of customer service
to employees and the public within 14 days of knowledge or receipt unless extensive
research, investigation, or action by another department is warranted.
2. By June 30, 2027, deliver 12 training classes relating to Anti -discrimination and
Harassment, Reasonable Accommodation and other Equal Opportunity
(EO)/Americans with Disabilities Act (ADA) civil rights compliance classes,
depending upon identified needs.
Administrative Services
1. Conduct two departmentlagency audits each quarter on personnel files, temporary
assignment records, postings, etc. to ensure compliance with personnel laws, rules,
policies and procedures, collective bargaining agreements and executive orders.
2. With the exception of mass pay adjustments transactions, audit and approve properly
completed and submitted Personnel Action Forms within five workdays of receipt.
Audit and approve mass pay adjustment Personnel Action Forms within two weeks of
the last form received.
3. Review and act upon properly completed and submitted Flexible Spending Plan
change in status forms within two workdays of receipt.
4. By December 31, 2026, hold the annual Pre -retirement Workshop.
Recruitment and Examination
1. Establish eligible lists to assist hiring departments fill their vacancies within 45 days
for open -competitive and registration recruitments.
2. Establish internal recruitment lists to assist hiring departments fill their vacancies
within 30 days for internal recruitments within the department or internal
recruitments within the County.
3. Certify (refer) names from available eligible lists to hiring departments within four
workdays from receipt of the request for the list.
4. Conduct three department/agency audits each quarter on interview packets to ensure
that the hiring department or agency is in compliance with employment laws,
including lawful and non-discrimination practices, interview and selection procedures
and the merit principle.
142
HUMAN RESOURCES
HUMAN RESOURCES
Program Objectives (continued)
Recruitment and Examination (continued)
5. Coordinate the placement of Hawaii Community College Cooperative Vocational
Education (CVE) students within the County.
Health and Safety
1. Coordinate and/or conduct safety inspections of at least 24 County facilities.
2. Provide requested safety and equipment training within two months of original
request.
3. Hawaii Occupational Safety & Health (HIOSH)-required training programs per
quarter.
4. Provide at least 12 Defensive Driver Courses (DDC) to County employees during the
fiscal year.
5. Complete at least six license upgrades to either a Commercial Driver's License
(CDL) or Type 4 license.
6. Coordinate the annual flu shot clinics for County employees in the districts of Hilo,
Waimea, Ka`u, and Kona.
Workers' Compensation
1. Conduct semi-annual workers' compensation claims reviews.
2. Provide WorkComp 101 and Return to Work Program training within one month of
request by departments.
Program Highlights
Conducted one large position classification maintenance review for the County of
Hawaii.
• Created 13 new classes, amended 210 existing classes of work, and assisted with
allocating positions within the County.
• The Employer group continued to negotiate employer -union agreements for contracts
effective July 1, 2025. Members of HGEA Bargaining Units 02, 03, 04, and 13,
along with members of UPW Bargaining Unit 01 ratified negotiated provisions for 4-
year contracts which included wage increases. The most significant change is to
143
HUMAN RESOURCES
HUMAN RESOURCES
Program Highlights (continued)
compensation of travel -related costs for work -related travel which will become
effective on July 1, 2026. Bargaining Units 11, 12, and 15 are at impasse and
arbitration proceedings are scheduled to begin next fiscal year. For these Bargaining
Units, contract provisions that expired on June 30, 2025, have been maintained as
status quo with the exception of increases to wages/salaries and the ability for the
union to appeal a grievance to arbitration.
The impact of federal budget cuts had a trickle -down effecton five filled positions in
the Planning Department. Reduction -in -Force (RIF) procedures were implemented
by the department with guidance from the Department of Human Resources. All
affected employees retained employment with the County: Two employees were
probationary and returned to their last held permanent positions, and three employees
were placed in vacant positions within the Planning Department. Countywide RIF
was not needed, no employees were "bumped" and/or laid off.
In addition to the regularly scheduled training programs, we partnered with the
Department of Research and Development to bring in Grant Writing and Grant
Management Workshops. A total of 49 employees attended the Grant Writing
Workshop and 40 attended the Grant Management Workshop. We also brought a
Project Management Workshop to the County, where 28 employees were trained by
Ku`ikahi Mediation Center.
In an effort to provide more training opportunities for clerical staff, we hosted the
Office Support Staff Conference in May. The conference was offered over two days
so that departments could send more of their clerical. staff while ensuring operational
coverage. A total of 76 participants received training in communication skills and
time management and were treated to a Canva demonstration.
Coordinated County's Leave Sharing Program: Five requests for shared leave hours
were approved; 57 employees donated 2;147.05 hours of vacation leave.
Facilitated Flexible Spending Plan: As a cafeteria plan under section 125 of the
Internal Revenue Service Code, the County's Flexible Spending Plan allows
participants to pay for health insurance premiums and medical and dependent care
expenses with pretax dollars. As a result, participants realize both state and federal
income tax savings as well as FICA tax savings. In Plan Year 2024-25, the County
saved approximately $328,2481n FICA taxes. During this period, 1,755 employees
participated in the plan.
1051
HUMAN RESOURCES
HUMAN RESOURCES
Program Highlights (continued)
Provided technical assistance to County departments on 190 issues related to civil
rights matters and the Americans with Disabilities Act (ADA).
As part of our ongoing monitoring and oversight of Countywide interview and
selection processes, conducted 13 departmental audits of interview packets to ensure
that the hiring department or agency is in compliance with employment laws
including lawful and non-discrimination practices, interview and selection
procedures, and the merit principle.
Attended and participated in a total of nine career fairs, including three college career
fairs, one high school career fair, one elementary career fair, and four community
career/community events.
• In 2025, the County took a significant step toward enhancing transparency and
accountability in hiring practices. Ordinance No. 25-38, amending Chapter 2, Article
15 of the Hawaii County Code relating to nepotism, was signed into law by the
Mayor on May 28, 2025, and became effective immediately. To support the
ordinance, the Department of Human Resources implemented comprehensive
guidelines and introduced a series of required disclosure forms to ensure compliance
across all departments and agencies: Interview Panelist Disclosure Form — Nepotism
(DHR-RE-731), Supervisor Disclosure Form — Nepotism (DHR-RE-732), Selectee
Disclosure Form — Nepotism (DHR-RE-733). These efforts reflect the County's
continued commitment to ethical governance and fair employment practices.
• Certified 151 County employees in First Aid/CPR/AED.
• Along with KTA pharmacy, coordinated influenza vaccination clinics islandwide for
166 employees. A total of 116 COVID-19 vaccinations were also provided at the
influenza clinics.
• There were 102 new workers' compensation claims filed during FY 2024-25,
representing a 20% decrease from the 127 filed in FY 2023-24. During the same
period, 155 claims were closed. The total number of open workers' compensation
claims at the end of FY 2024-25 was 236, which is a decrease of 11 % compared to
the end of FY 2023-24 where there were 265 open claims.
145
HUMAN RESOURCES
HUMAN RESOURCES
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
No. of Positions
Permanent Full -Time
3,244
3,296
3,300
Permanent Part -Time
187
199
187
Temporary Full -Time
343
332
343
Temporary Part -Time
11
11
11
Total No. of Positions
3,785
3,838
3,841
Applications Reviewed
9,182
8,000
8,000
Internal Recruitments Conducted
202
200
200
open Competitive Recruitments Conducted
221
150
150
Examinations Administered
19
20
20
Certifications Completed
543
600
600
Personnel Transactions Processed
5,892
7,000
7,000
FSP Change Forms Reviewed/Processed
219
200
200
No. of POD* Training Programs Offered
6
5
5
No. of POD Training Sessions Conducted
76
50
50
No. of Employees Who Attended POD Training
1,224
500
500
CVE Students Placed
4
15
15
Initial Allocations
72
100
4
Reallocations**
466
400
450
New Classes
14
10
10
Position Redescri tion Reviews
300
250
300
Class Specification Amendments
210
30
200
Employer -Level Grievances Heard
39
15
15
Merit Appeals Board Meetings
13
12
12
Merit Appeals Board Hearings
10
5
4
Salary Commission Meetings
5
7
7
Salary Commission Public Hearing
1
1
1
Tool Testing
2
2
2
Monthly Reports -Accidents
12
12
12
Safety Inspections
16
16
24
First Aid Classes — Trained Employees
154
150
150
Driver Training c& Equipment o. of Employees)
145
60
90
* Personnel and Organizational Development (POD)
** Includes reallocations for recruitment purposes
146
HUMAN RESOURCES
HUMAN RESOURCES
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Reguest
Number of Positions
85
88
91
Salaries and Wa es
2,378,891.74
3,338,081
3,813,830
Operations
305,757.50
814,713
421,713
E ui ment
28,122.38
110,050
50
Skills Develo ment Program
-
489,360
525,360
Program Total
2,712,771.62
4,752,204
4,760,953
Personnel Position Summary
Position Title
FY 2 224-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Director of Human Resources
1
1
1
Deputy Director of Human Resources
1
1
1
Account Clerk
2
2
2
Administrative Services Officer H
1
1
1
Administrative Services Program Specialist
1
1
1
Employee Development Assistant
1
1
1
Equal Opportunity Officer / ADA Coordinator
1
1
1
Equipment Operations Instructor (Temporary)
I
1
1
Human Resources Assistant
3
3
3
Human Resources Manager H
6
6
6
Human Resources Program Specialist
3
3
3
Human Resources Specialist I
5
6
6
Human Resources Specialist II
-
-
1
Human Resources Technician I
2
2
2
Human Resources Technician II
1
1
1
Park Caretaker I (Temporary)
20
20
20
Professional Intern (Temporary)
10
-
-
Professional Development Trainee em oraz
-
10
5
Professional Trainee I (Temporary)
-
-
5
Safet & Driver Improvement Coordinator
-
2
2
Safety & Driver Program Specialist
I
Safety Specialist I
1
1
1
Safety Specialist II
1
1
2
Secretary -Reporter
1
1
1
Student Helper I
1
1
1
Workers' Compensation Claims Specialist III
2
2
2
Workers' Compensation Position
20
20
20
Total
85
88
91
147
INFORMATION
TECHNOLOGY
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Mission Statement
To empower the County of Hawaii with modern technologies that will enable County
employees to serve our citizens efficiently, effectively, and with aloha.
Department Goals
1. Deliver Secure, Available, and Resilient IT Services: Ensure the provision of
secure, reliable, and available IT resources that align with County needs and improve
existing services by implementing new technologies and solutions.
2. Drive Innovation in Public and Business Services: Improve County business
through technology and automation and expand useful online services for citizens to
access records and conduct business efficiently.
3. Foster a Skilled and Collaborative Workforce: Develop, attract, and retain talented
IT professionals, and enhance collaboration, communication, and productivity for all
County employees through necessary tools and training.
4. Practice Strategic Fiscal Stewardship and Governance: Embody fiscal
stewardship by seeking 'best value' solutions in all IT operations and contracts, and
continuously develop and improve IT policies, standards, and procedures for
guidance.
5. Standardize and Integrate Key Information Systems: Design and integrate a
cohesive countywide Geographic Information System (GIS) plan, embracing industry
standards and fostering cooperative innovation across the County.
Funding Source and Position Count
General Fund
1 $10 030,571
General Fund
40
Grant Revenue
I
Grant Revenue
Total Budget:
1 $10 030,571
Total Number of Positions
40
ICS1
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Description
Information Technology (IT) provides technical leadership in all aspects of computer use
for the County of Hawaii. This includes financial and departmental applications,
hardware and software support, telecommunications and network functions, and the
Geographic Information System (GIS).
Additionally, Information Technology also provides advice and support for computer
systems and applications utilized by various other County departments and agencies. IT
maintains daily systems operations, conducts system analysis, system selection and
implementation and maintains data security.
User Support Division
Help Desk/Service Desk section:
Coordinates, implements, and supports the use and installation of desktop computers,
laptops, mobile devices, peripherals, and audio/visual equipment. Provides technical
standards and recommendations and resolves problems for all users of the County of
Hawaii network and electronic resources. Provides multi -tier support services and
assists with training County staff. Provides guidance and assistance with common office
functions such as printing, scanning, copying, word processing, spreadsheets, e-mail, and
multi -media presentations. Supports and guides internship candidates for introduction to
Information Technology services within the County domain.
Applications section:
Analyzes, designs, develops, tests, implements, and supports computer applications
running on the County network. Aligns with departmental needs through evaluation,
selection, and implementation of applications and information systems. Provides
technical standards and recommendations, custom reports, and resolves problems for
designated computer applications such as Eden/FRESH, CoHnect (Oracle ERP), Utility
Billing, Laserfiche Document Management, FireRMS and Planning/Building Permits.
Provides systems analysis, programming support, and recommends and coordinates all
departmental use of the County of Hawaii website and SharePoint Intranet sites.
Coordinates and provides software training for County staff.
149
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Description (continued)
Systems Support Division
Network section:.
Identifies components, implements, manages, and maintains the County information
systems, network, and security operations. Coordinates maintenance, provides support,
and resolves problems with the system servers. Oversees all network communications,
Voice over Internet Protocol (VoIP) systems, Firewalls, and related equipment and
services meant to protect the County information systems and data. Researches and
implements new technologies for information systems.
Shared /Infrastructure Services section:
Evaluates, designs, selects, purchases, implements, and administers the County of
Hawaii shared services. Implements network security measures, virus protection, email
servers, file storage and data backup. Analyzes, identifies, and conducts problem
resolution for all network, server, and workstation -based software systems. Researches
and implements new technologies for information systems.
Cybersecurity Section:
Cvbersecurity Support section:
Investigates, establishes,. and maintains regulatory governance and compliance and
implements security best practices. Improves system security posture through manual
and automation methodology. Collaborates with GIS Geographic Information System,
Systems Support, and User Support groups and coordinates awareness, software and
system updates, and monitoring capabilities. Provides incident response handling and
associated direction to identify, contain, and recover procedures. Conducts internal and
external review for penetration testing, auditing, and determines corrective measures
based on established standards, while advising in risk management, and maintaining
operational considerations. Attends and remains involved in County, State, and Federal
programs and agencies, for purposes of cooperation and knowledge building.
Geographical Information Systems Section:
GIS Support section:
Manages and monitors the County's GIS platform. Plans, researches, evaluates, and
implements cross -departmental GIS. Develops, troubleshoots, and deploys software
applications and workflows to extend and enhance the capabilities of software. Develops
and manages short-term and long-range plans for County's GIS. Manages, evaluates, and
sets standards for hardware, software, and integration of County GIS and solutions.
150
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Description (continued)
Manages the integration of County GIS with third party solutions and products utilized
by departments and agencies countywide. Evaluates program performance and monitors
contractual service. Manages, evaluates, and sets security standards for County GIS
services and infrastructure. Develops policies and procedures for GIS. Coordinates the
development and periodic evaluation of goals and objectives for countywide GIS
software and services. Provides training, expertise, and technical support to other County
departments and agencies in the development, design, and implementation of GIS
software.
Program Objectives
1. Provide a reliable and managed network for the County of Hawaii. Implement
services and equipment to improve the network speed, storage, reliability, and
security for County locations.
2. Expand and maintain the County of Hawaii server and application support. Assist
County Departments with Application implementation and expand the use of cloud -
based and Software -as -a -Service (SaaS) technologies.
3. Maintain and enhance the reliability and resilience of the County's information
technology infrastructure. Seeklintend to further consolidate network security and
monitor internal and external threat management for all County departments.
4. Continue improvement of Information Technology's customer support and services
by establishing industry standard guidelines. Expand the use of automation, to
include AI where safe, practical and applicable, in all aspects of support, including
user set up and maintaining existing software on client workstations.
5. Align with the countywide Geographic Information System (GIS) requirements.
Provide training, expertise, and technical support to other County departments and
agencies in the development, design, and implementation of GIS results to be utilized
by internal and external entities.
Program Highlights
Administration
i Initiated the department's restructuring to define roles and accountability more clearly
and to ensure DTI' effectively manages county -wide equipment and software
inventory and purchases.
151
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Highlights (continued)
• Offered procurement support for other departments when IT -related support was
needed.
• Worked with other departments to ensure DIT can support their projects and be
available to address any concerns or challenges that may arise.
Network
• Replaced antiquated and End -Of -Life switch hardware with new throughout the County
t
network.
• Created several new Institutional Network (INET) fiber connections and moves throughout
the County and coordinated with the Hawaii Department of Commerce and Consumer
Affairs (DCCA).
• Successfully brought the new Emergency Call Center (ECC) online and operational.
Security
• Secured and deployed new UPS hardware (with LFP battery chemistry) resulting in
less support and better remote management/security.
• Successfully applied the Microsoft cumulative updates and security patches to each County
Exchange Server every month.
• Exchange Mailbox Migration project to transfer to the cloud 20% completed.
• Ran monthly Account password Crack test. Password cracked list given to User support to
follow up with users.
• Deployed Windows Cumulative Updates automatically through MECM to 1,800+ County
endpoint clients.
• Replaced internet firewalls at Civil Defense and WHCC.
Customer Support & Services
Resolved 17,405 of 17,830 service request tickets.
Deployed computers/laptops (482), peripherals (732), and VOID phones (316).
152
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Highlights (continued)
Applications, Customer & Departmental Support
• Installed computer management, antivirus, and end -user security software on
endpoints.
• Successfully provided support by the User Support division for the following systems
used by the County of Hawaii departments:
o County website.
o Cloud -based printing services.
Geographic Information Systems GIS
• Partnered in multiple cross jurisdictional programs with state and federal agencies to
design, build, and deliver web GIS solutions and decision support tools to County and
public stakeholders and implement grant projects.
• Coordinated end user alignment with an automated backup system for authoritative
online GIS data.
Delivered major GIS system enhancements, training, and technical support across
more than a dozen County departments and offices including providing direct staffing
assistance to programs during periods of staff shortage, department transition, and
project implementation.
Advanced cross -department collaboration through new imagery services and a GIS
best practice meeting and potluck event that engaged over 20 users from across the
County.
Expanded County geospatial technological capacity through the implementation of a
new GIS equipment and field training program for field data verification and
inspections.
153
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Computer Systems _
Servers (Physical): Retired/New/Total
2/0/44
5/5/54
5/5/44
Servers Virtual): Retired/New/Total
10/12/76 11
20/10/100
20/10/100
Network (managed) devices Retired/New/Total nodes
46/55/191
5M5/275
50/50/200
New / replacement PC's seta
551
500
550
Total workstations supported
2,002
1,900
2,150
GIS Licensed Users
Desktop Non -Maintenance
100
100
100
Portal Named Users**
225
500
500
AICGIS Online Named Users**
151
500
500
GIS Enterprise Deployment
GIS Portal — CMS entryway
3
3
3
GIS Server — Map, Imagery, Notebook, Dev Roles.
11
12
11
GIS DataStore — Relational, Tile, S atioTem oral Roles
6
8
6
GIS SQL Server
3
3
3
GIS File Storage
5
5
5
GIS Gatewa
3
3
4
GIS Data Layers
Public Domain In -House GIS Server Services*
55
200
Public Domain ArcGIS Online Services***
496
100
600
In-House/County of Hawai'i File System and SQL Server Data
La ers estimated
750
750
750
Ima a /Percent of Island covered
100%
100%
1 100%
154
INFORMATION TECHNOLOGY
DEPARTMENT SUMMARY
Program Measures (continued)
Other Work statistics
Primary Computer System Uptime During Normal Work Hours
247 days x 8.75 hrs.
99%
99%
99%
In -Person IT Training Classes and Workshops Offered
6
6
4
In -Person TT Training Classes Attendees
40
40
30
Virtual Training Classes and Workshops Offered
3,100
3,100
3,100
Virtual Training Classes and Workshops Attendees
1,043
340
1,200
Service Desk Calls
17,830
10,748
24,000
Average Service Desk Calls/Day
69
44
92
Average number of days a support call is Open
3
5
1 1.5
Voice Over IP
Numbers Supported
Call Manager Servers
Voicemail Servers
1,171
3
2
1,000
3
2
1,250
3
2
*Remove due to changing security posture and removing public access to the local systems.
**Increase due to the operational needs of County departments.
***Increase in ArcGIS online services by County departments.
155
INFORMATION TECHNOLOGY'
DEPARTMENT SUMMARY
Program Expenditures
FY 2024-25
Actual
FY 2026-27
Estimate
Number of Positions
40
40
Salaries and Wa es
2,343,846.04 ,3,165,749
N4,727,022
Operations
2,460,243.764,696,822
E ui ment
2,223,797.342,168,000
Pro ram Total
7.027.887.14
10,030,571
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Authorized
FY 2026-27
Request
Accountant
1
1
1
Administrative Services Assistant I
1
1
1
Director of Information Technology
1
1
1
Geographic Information Systems Manager
1
1
1
Geographic Information Systems Analyst III
2
2
-
Geographic Information System Analyst V
-
-
2
Information Systems Analyst III
7
7
7
Information Systems Analyst IV
8
8
8
Information Systems Analyst V
9
9
10
Information Systems Analyst VI
1
1
-
Information Systems Program Manager
2
2
2
Information Systems Support Technician 11
5
5
5
Information Technology Systems Manager
1
1
1
Private Secretary
1
1
1
Total
1 40
1 40
1 40
156
This page intentionally left blank
LIQUOR CONTROL
LIQUOR CONTROL
DEPARTMENT SUMMARY
Mission Statement
To promote the health, safety and welfare of the general public by regulating the
importation, manufacture, distribution, sale and service of alcoholic liquors in the County
of Hawaii.
Department Goals
1. To govern operations of liquor licenses which promote reasonable practices in the
sale or service of liquors by Rules of the Liquor Commission and/or implementation
of programs which promote compliance to liquor laws.
2. To enforce the liquor laws of the United States, State of Hawaii, and County of
Hawaii.
3. To grant, renew, or deny liquor license applications and permits in accordance to law.
4. To provide efficient administrative services.
5. To educate licensees, staff, commission, board members, and the public on liquor
laws and issues affecting their activities.
6. To conduct and/or support public and youth programs whether through education,
enforcement, or activities which promote compliance to liquor laws and responsible
drinking.
7. To help support businesses and industries involved in the sale of liquor, by
streamlining and updating current licensing and enforcement practices and
procedures.
8. To help alleviate financial burden on licensees by temporarily modifying collection
practices and other rules.
Funding Source and Position Count
General Fund
.
General Fund
Grant Revenue
.
Grant Revenue / Other
License Fees
$2 670 724
License Fees
20
Total Budget
$2 670 724
Total Number of Positions
20
157
LIQUOR CONTROL
LIQUOR CONTROL
Program Description
1. To grant, renew, and refuse applications or liquor licenses for the manufacture,
importation, and sale of liquor.
2. To amend or adopt rules having the force and effect of law in the county.
3. To enforce federal, state, and county liquor laws by inspections of licensed premises
and investigations of complaints or violations for referral to the Liquor Control
Adjudication Board.
4. To provide services to and on behalf of the Liquor Commission and Liquor Control
Adjudication Board, including the review and amendment of procedures and duties.
5. To provide education to licensees, staff, Commission, Board, and the public.
6. To review federal, state, and county liquor laws for uniformity.
7. To conduct and/or support public and youth programs whether through education,
enforcement, or activities which promote compliance to liquor laws.
8. To help support businesses and industries involved in the sale of liquor, by
streamlining and updating current licensing and enforcement practices and
procedures.
Program Objectives
1. Licensing:
a. Conduct 75 interviews with new liquor license applicants.
b. Process 50 new license applications.
c. Conduct 50 site visits to applicant premises.
2. Operations:
a. Hold minimum of 12 liquor card classes in Hilo and 24 in Kona/Waimea for
approximately 1,500 manager examinations administered to employees of
licensed establishments. Classes and examinations to be offered to all licensees'
staff, including minor -aged employees.
b. Conduct a minimum of 2,000 licensee checks per month to promote compliance
to liquor laws by liquor licensees.
c. Provide all staff, commissioners and board members education via county, state,
and nationally sponsored programs.
3. Public Programs:
a. Provide minimum of two youth, public, and enforcement programs which
promote compliance to liquor laws.
158
LIQUOR CONTROL
LIQUOR CONTROL
Program Highlights
The Department of Liquor Control processed 95 contingency fund grant requests
from the Hawaii County Council totaling $390,427. Grants provided vital support to
non-profit organizations across Hawaii Island that organize alcohol -free and drug -
free programs for benefit of the youth and community.
The Department supported the 2025 Project Grad Night by providing over $50,000 in
funds to Hawaii Island High Schools to host a successful alcohol -free and drug -free
celebration that honors graduates in a safe, fun, and responsible environment.
Participated in and supported a variety of youth and community special projects:
o Underage Drinking Prevention and Awareness Public Service (PSA) Radio
Contest: A collaboration between the Office of the Prosecuting Attorney and the
Department of Liquor Control, inviting middle school and high school students to
create a 30-second PSA script with a positive message about the dangers of
underage drinking.
o 2025 D.A.R.E. Day Graduation in East and West Hawaii: Provided $5,000 in
funds to support the Drug Abuse Resistance Education (D.A.R.E.) program; a
program which celebrates 5 h and 8t' graders who successfully complete the
alcohol -free and drug -free curriculum which reinforces positive decision making.
o "Drive With Aloha" Campaign: A campaign aimed to promote safe and
responsible driving through public art, outreach events, and awareness stickers.
Department staff assisted with murals that were completed at Ka`n High & Pahala
Elementary School and Kea`au High and Middle School. Additional completed
mural sites include Kealakehe High School, Honoka`a High and Intermediate and
Pahoa High and Intermediate Schools. To further distribute the safe driving
message, 2,000 awareness stickers, designed with "Drive With Aloha" artwork,
were ordered and distributed across Hawaii Island to schools and community
events to promote safe and responsible driving.
o Kea`au High School's "Senior Day" and "Stay Cool Summer Kickoff' Events:
■ "Senior Day": Department staff organized a "Dream Board" activity table for
senior students to promote an alcohol -free and drug -free lifestyle which
encouraged them to pursue their post -graduation dreams and goals.
■ "Stay Cool Summer Kickoff': Students in grades 9 through 11, participated in
an alcohol -free and drug -free event to kick off summer break. The
department organized activities such as trivia challenges and games to
promote healthy choices and positive peer engagement. Students signed a
pledge to remain alcohol- and drug -free throughout the summer.
159
LIQUOR CONTROL
LIQUOR CONTROL
Program Highlights (continued)
o Boy Scouts of America — Aloha Council: Provided funding for training and
resource expenses for its island wide youth programs that promote hands-on
projects, fostering leadership, community service and deter use of alcohol and
drugs through positive mentorship and skill -building experiences.
o Kuleana WAIT Project: Provided funds to support youth empowerment and
responsibility for making healthy and safe, alcohol -free and drug -free choices.
The Department continues to have its website and online presence available to
licensees by working with NIC Hawaii, (formerly known as Hawaii Information
Consortium, LLC), a division of Tyler Technologies. Online licensing and permitting
modules have been ongoing to improve communication with our liquor licensees and
with the public. The following services are available online for our licensees to
conveniently apply, renew and pay for the following fees: percentage fee, direct wine
shipper permits, liquor license filing fee and liquor license renewals. It has been a
successful and convenient enhancement for our licensees.
160
LIQUOR CONTROL
LIQUOR CONTROL
Program Measures
FY 2024-25
Actual
FY 2025-26
Estimate
FY 2026-27
Estimate
Licensing
Applications for Licenses
Interviews for Applications
82
75
75
Regular
40
50
50
Renewal
423
380
380
Special
167
.130
130
Transient Vessel
36
100
100
Catered Functions
80
150
150
Miscellaneous Applications
52
100
100
Permit Applications
1,736
1,500
1,500
Site Inspection
45
50
50
Liquor Commission
Public Hearings on Rules and Regulations
2
0
0
Meetings (Public Hearings, Preliminary Hearings,
Special Meetings, Workshops)
12
12
12
Site Visitations
1
2
2
Liquor Control Adjudication Board
Public Hearings on Rules and Regulations
0
0
0
Meetings (Public Hearings, Special meetings,
Workshops)
2
6
6
Violations to Board
23
30
30
Operations
Warning and Citations
7
30
30
Manager Examinations
1,174
1,500
1,500
Manager Registration (activate existing manager
cards
78
600
600
Audio Surveillance Checks
5
25
25
Field Inspections Per Month
1,884
2,000
2,000
Public Complaints
7
20
20
Investigations
18
100
100
161
LIQUOR CONTROL
LIQUOR CONTROL
Program Expenditures
FY 2024.25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
20
20
20
Salaries and Wages
1,143,118.65
1,324,862
1,412,124
Operations
902,764.12
1,109,350
1,113,100
Equipment
6,674.47
7,250
3,500
Public Programs
455,645.62
142;000
142,000
Program Total
2,508,202.86
2,583,462
2,670,724
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Director of Liquor Control
1
1
1
Administrative Assistant
I
1
1
Administrative Services Assistant I
I
1
1
Clerk III
1
1
1
Liquor Control Administrative Officer
1
1
1
Liquor Control Investigator Trainee 1/2T
2
2
2
Liquor Control Investigator II
6
6
6
Liquor Control Investigator III
2
2
2
Liquor Control Licensing Officer
1
1
1
Liquor Control Licensing Technician II
1
1
1
Liquor Licensing Clerk
1
1
1
Private Secretary
I
1
1
Secretary to Board and Commission
I
1
1
Total
20
20
20
162
MANAGEMENT
MANAGEMENT
OFFICE OF THE MAYOR
Mission Statement
To serve the people of Hawaii Island with aloha and strive each day to improve the
quality of life for our community.
Department Goals
To accomplish the following strategic priorities by working collaboratively and
constantly striving to be better by improving:
• Public Safety: Support hiring, equipment purchases, and capital improvements for
Police, Fire, Civil Defense, and Environmental Management to equally service each
district, to harden critical facilities as needed for resilient response to emergencies
and disasters, to reduce crime, and to quicken response times.
• Infrastructure: Prioritize key capital infrastructure projects that promote affordable
housing and economic development.
• Waste Management: Update and invest in waste infrastructure to ensure prudent
management and the protection of public safety and the environment.
• Culture & Recreation: Celebrate our multicultural community with programs and
facilities that promote an active lifestyle, lifelong learning, inter -generational
interaction, and mutually respectful conflict resolution.
• Health & Welfare: Address complex issues that are not considered core County
responsibilities but fall between the cracks of jurisdiction and have significant
impacts on our community, such as healthcare, affordable housing, homelessness,
human services, transportation alternatives, and workforce development.
• Governance: Balance the budget with optimized revenue source management and
expenditure controls. Improve coordination between departments and divisions to
better serve our community. Enhance communication with the public through the
media, social media, and other channels. Support public participation through
volunteer boards and commissions.
Funding Source and Position Count
General Fund
$2,541,154
General Fund
20
Grant Revenue
-
Grant Revenue / Other
1
Total -Budget,
$2 541154
Total Number of Positions
22
163
MANAGEMENT
OFFICE OF THE MAYOR
Program Description
The Office of Management provides leadership, direction, and supervision for
departments and agencies of the County of Hawaii, ensures that the duties and
responsibilities of the executive branch are faithfully discharged by the provisions of the
County Charter, and addresses the needs, concerns, and interests of the people of the
Island of Hawaii.
Program Objectives
• Prudent Finances: Budget consistently, delivers services efficiently, plans for long-
term liabilities and contingencies, and optimizes revenue generation.
• Productive Workplace: Foster a work environment where County employees are
trained, managed, and appreciated to fulfill their duties to the best of their abilities.
• Strategic Objectives: Collaborate and promote innovation between departments to
accomplish identified priorities.
• Economic Initiatives: Partner with the nonprofit and private sectors to diversify
economic and employment opportunities.
• Resilient Community: Be knowledgeable, trained, and prepared for emergencies and
disasters.
• Inclusive Governance: Encourage civic participation with appointments to boards
and commissions and an active community planning system that exemplifies
democracy at its best.
• Open Communication: Communicate with the public with a two-way system that
informs and is responsive to suggestions, requests, and complaints.
• Sustainable Environment: Respect and sustain the natural and cultural heritage of
this County.
164
MANAGEMENT
OFFICE OF THE MAYOR
Program Highlights
• Presented a balanced budget for FY 2025-26 by the end of FY 2024-25.
• Collaborated with the Finance Department to ensure departments had adequate
funding to meet public needs, manage liabilities, save for contingencies, and ensure
timely revenue availability.
• Restructured the office around pods to increase support and collaboration with
County departments: Public Safety, Human Services, Support Services, and
Planning/Infrastructure.
• Organized task forces centered around significant community/county issues:
Permitting, Human Resources, Animal Control, Cesspool Conversion, and
Homelessness.
• Through the work of the Permitting Task Force, substantially reduced wait times for
County building permits, with permits being issued 66% faster in the first half of
2025 versus the first half of 2024.
• Worked with the University of Hawaii at Hilo and Hawaii Community College to
develop an*internship program through which they can gain hands-on experience in
solving complex County issues.
• Increased support for Coconut Rhinoceros Beetle eradication in West Hawaii.
• Issued Emergency Proclamation for the Hilo Wastewater Treatment Plant; initiated
planning for potential wastewater emergencies.
• Convened a Cesspool Conversion Task Force to develop practical, community -
grounded recommendations for addressing the cesspool issue. The task force will
produce a roadmap with near- and long-term options for cesspool conversion and
identify areas suitable for pilot programs.
• Significantly increased the County of Hawai`i's social media presence and increased
collaboration and support from the Mayor's Office.
• Increased access to County press releases by allowing anyone to subscribe to a
mailing list through the website.
• Started Mayor's monthly column in Neighbors of Kona magazine to communicate
County objectives and accomplishments.
• Increased support to departments regarding press needs and addressing media
inquiries.
165
MANAGEMENT
OFFICE OF THE MAYOR
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Incoming Correspondence*
250
-
Appointments to Boards and Commissions
38
100
40
Proclamations issued
59
130
60
Mayor's Messages
45
105
50
Certificates
90
350
100
Mayor's Event Requests"
102
250
250
*Measure no longer tracked as of FY 2024-25.
**Statistics are for January 2025 - June 2025.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
23
22
22
Salaries and Wages
2,186,981.27
1,981,844
2,141,127
Operations
303,179.52
387,402
398,402
Equipment
8,265.27
1,981,844
125
Program Total
2,498,426.06
2,369,371
2,539,654
166
MANAGEMENT
OFFICE OF THE MAYOR
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025.26
Authorized
FY 2026-27
Request
Mayor
1
1
1
Managing Director
1
1
1
Deputy Managing Director
1
I
1
Administrative Services Assistant I
1
1
1
Administrative Specialist
1
1
1
CDBG Internal Auditor
1
1
1
Clerical Services Assistant
3
3
3
Data Processing Control Clerk I
1
1
1
Executive Assistant Aide
1
1
1
Executive Assistant II (1/2T)
1
1
1
Executive Assistant I1I
4
5
5
Private Secretary to the Managing Director
1
1
1
Private Secretary to the Mayor
1
1
1
Executive Assistant II (Tern)
1
1
1
Public Relations Specialist
1
-
-
Private Secretary to the Deputy Managing Director
-
1
1
Student Helper I
1
I
1
Total
23
22
22
167
MANAGEMENT
COST OF GOVERNMENT
Program Description
The Cost of Government Commission (COGC) studies and investigates the organizations
and methods of operations of all County departments, commissions, boards, offices, and
other instrumentalities of all branches of the County government and determines what
changes, if any, may be desirable.
Program Objectives
1. Examine and investigate the organizations and methods of operations of all County
departments, commissions, boards, offices, and other instrumentalities of all branches
of the County government and determine and recommend changes, if any, by the
Charter -imposed deadline.
Program Measures
FY 2024-25
Actual
1 FY 2025-26
Budget
FY 2026-27
Estimate
Departments/boards/commissions reviewed
I N/A
I N/A
N/A
Program Expenditures
FY 2024-25
ActualF
1 FY 2025-26
Bud et
FY 2026-27
Re uest
Operations
1,500
Program Total
1,500
W
MASS TRANSIT AGENCY
MASS TRANSIT AGENCY
GENERAL FUND
Program Description
Refer to Mass Transit Agency under the General Excise Tax (GET) Fund Section.
Program Objectives
Refer to Mass Transit Agency under the GET Fund Section.
Program Highlights
Refer to Mass Transit Agency under the GET Fund Section.
Funding Source and Position Count
General Fund
-
General Fund
-
Grant Revenue
$ 3,236,875
Grant Revenue / Other
Other
$20 000
Total Budget:
$3 256 875
Total Number of Positions
169
MASS TRANSIT AGENCY
GENERALFUND
Program Expenditures
FY 2024-25
Actual
--ff 2025-26
Budget
FY 2026-27
Request
Salaries and Wages
158,769.89
262,901
Operations
20,365.29
3,063,420
1,233,974
Equipment
298,000.00
3,189,743
1,760,000
Program Total
467,135.12
6,253,163
3,256,875
170
MISCELLANEOUS
f MISCELLANEOUS
HOMELESSNESS & HOUSING PROGRAM
Program Goal
Prevent and reduce homelessness in the County of Hawaii by ensuring timely access to
safe and stable housing, strengthening pathways to self-sufficiency, and coordinating
effective, data -driven responses so that homelessness is rare, brief, and non -recurring.
Program Description
The Office of Housing and Community Development (OHCD) administers the
Homelessness and Housing Program to support and oversee Countywide initiatives that
address homelessness and housing instability. The program strategically invests
dedicated Homelessness and Housing funds generated from the residential Tier Two real
property tax.
Consistent with U.S. Department of Housing and Urban Development (HUD) guidance
and best practices, the program prioritizes housing -focused, evidence -based, and client -
centered approaches that promote homelessness prevention, rapid connection to
permanent housing, and long-term housing stability. OHCD collaborates with
government agencies, nonprofit service providers, and community partners to deliver
coordinated services and monitor funded activities to ensure regulatory compliance, fiscal
accountability, and measurable outcomes.
Program Objectives
Prevent and Reduce Homelessness: Fund and support homelessness prevention,
housing stabilization, and supportive services that reduce housing loss, improve
housing stability, and minimize returns to homelessness among individuals and
families at risk of or experiencing homelessness.
a. Release FY 2026-27 Request for Grant Applications (RFGA); execute contracts
by early 2027.
b. Release FY 2026-27 Request for Proposals (RFP) for essential County homeless
services (services TBD); execute contracts by early 2027.
c. Serve at least 2,500 unduplicated households experiencing or at -risk of
homelessness across all HHF funded programs island wide.
171
MISCELLANEOUS
HOMELESSNESS & HOUSING PROGRAM
Program Objectives (continued)
2. Ensure Effective Use and Oversight of Funds: Administer, monitor, and manage
Homelessness and Housing Fund contracts to ensure compliance with applicable
requirements, alignment with the County's Homelessness and Housing Strategic
Roadmap, and responsible use of public funds.
a. Complete ongoing program and fiscal monitoring of the existing and upcoming
funded programs, to ensure contractual obligations are met.
b. Implement End of Contract Performance Reviews on all concluded grant
agreements and service contracts.
Strengthen Data, Outcomes, and Accountability: Implement consistent data
collection, outcome measurement, and reporting practices to assess program
effectiveness, track progress toward housing stability and self-sufficiency, and inform
funding and policy decisions.
a. Launch the new County Homeless Management Information System Database,
Clarity Human Services, that will strengthen data reporting, program evaluation,
and produce live public dashboards.
b. Present Homelessness and Housing Fund Year 3 Impact Report for the period of
February 1, 2025 —January 31, 2026.
4. Expand Resources and Pathways to Self -Sufficiency: Leverage and maximize
available funding sources and partnerships to expand access to housing, supportive
services, employment, income support, and other resources that promote long-term
housing stability and economic independence.
a. Convene and facilitate the bi-monthly Coordinated Entry System meeting as
required by the federal and state funded homeless programs.
b. Convene and facilitate the monthly Hawaii County Homeless Engagement Hui
meeting.
Enhance System -Coordinatiomand Public Awareness: Strengthen collaboration
among County departments, service providers, and community stakeholders and
increase public awareness of homelessness challenges, available resources, and
evidence -based solutions to support a coordinated and effective response.
a. Convene and facilitate quarterly Community of Practice meetings with homeless
service providers to enhance collaborative delivery of services on island.
172
MISCELLANEOUS
HOMELESSNESS & HOUSING PROGRAM
Program Highlights
Prepared and presented Homelessness and Housing Fund Year 2 Impact Report for
the period of January 1, 2024 - January 31, 2025.
Executed 15 grant agreements via the Homelessness and Housing Fund Year 3 (Feb
2025 — Jan 2026) with nine non-profit organizations to deliver the services as
proposed in their response to the third Request for Proposal for this program.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Salaries and Wages
541,903.34
557,081
652,112
Operations
8 832 205.08
11 705 004
8,321,973
Equipment
2,893.22
12,915
25,915
Program Total
9.377.001.64
12,275,000
9,000,000
Note: for FY 2024-25 Actuals, Operations do not include contract services encumbered m r Y M4-zo but
paid in FY 2025-26.
173
MISCELLANEOUS
MISCELLANEOUS/COUNTYWIDE COSTS
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Nonprofit Grants
1,810,373.16
2,520,000
2,500 000
Schools
35 982.80
52,650
52 650
Homelessness
9,37 001.64
12,275,000
9 000:000
Fringe Benefits
State Retirement System
67 328 255.22
72 500,000
73 000,000
FICA
8,736,898.34
9,500,000
9,700,000
County Pensions
26 303.32
54,000
45,000
Health Fund
21 394 840.87
23 500,000
24,500,000
Post -employment Benefits
44,477 827.66
45,023 000
46,260 000
Worker's Compensation
3,320,772.78
5,957,289
5,957,289
Unemployment Compensation
350 000.00
425,174
450,000
Vacation Pay
11000,000
1 000 000
Total Fringe Benefits
145 634 898.19
157,959,463
160,912,289
Bond Issue/Debt Service
Interest
18 988,864.00
21,510,189
30 939 633
Bond Redemption
43,113636.00
41,295,328
43:811194
Total Bond Issue/Debt Service
62 102,500.00
62,805 517
74,750,827
Supplemental Transfers
Transfer to Capital Project Fund
42,535.00
30 000 000
15 000 0oo
Transfer to -Housing Fund
11 467 959.00
8,259,665
8,259,665
Transfer to Self -Insurance Fund
4,000 000.00
4,000,000
4,000,000
Transfer to Solid Waste Fund
31,512,826.00
32,254,042
32,429 576
Transfer to Golf Course Fund
1 172 172.00
1239650
1 172 172
Transfer to Disaster/Emergency Fund
4 920 000.00
5,239,000
Transfer to Public Access/Open Space Preserve Fund
9 950 000.00
10,696,000
10,868 000
Transfer to Pub Acc/O en Space Preserve Maint Fund
1,234 750.00
1,337,000
1,358,500
Transfer to Budget Stabilization Fund
5 250,000.00
5,250,000
15 250 000
Transfer to Sewer Fund
6,376 248.00
6,818 284
5,782 116
Total Supplemental Transfers
1 75,926,490.00
105,093,641
94,120 029
174
MISCELLANEOUS
MISCELLANEOUS/COUNTYWIDE COSTS
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Other Costs
Provision for Compensation Adjustment
-
15,448,735
6,500 000
Sundry Refund
-
15,000
15,000
Provision for Reallocation
-
35,000
35,000
Miscellaneous Insurance Claims & Judgments
1,75 268.00
5,925,000
5,925,000
Public Safety Disaster/Emergency
-
1,000,000
1,000,000
Provision for Energy & Fuel
-
2,000,000
2,000,000
Provision for Training
-
808 219
808,219
Miscellaneous lock & Housing Grants Home P
30 198 560.95
3,479,206
3,430 000
Miscellaneous(Prior Year Grants & Contributions
22,749 734.58
Total Other Costs
54 703 563.53
28,711,160
19.711219
219
175
This page intentionally left blank
OFFICE OF
SUSTAINABILITY,
CLIMATE, EQUITY,
AND RESILIENCE
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Mission Statement
The Office of Sustainability, Climate, Equity, and Resilience (OSCER) empowers
Hawaii Island self-reliance by uniting County departments and the community to
share knowledge, build capacity, and coordinate resources related to sustainability,
climate action, equity, and resilience.
Values
Our values (Relationships, Integrity, Optimism, Hawaii Island -rooted, Justice -
Minded, Receptive, Proactive, and Impactful) serve as the foundation for decision -
making, setting priorities, and shaping the overall direction of OSCER and the office
culture.
Department Goals
1. Establish and coordinate programs to promote sustainability, mitigate greenhouse
gas emissions, integrate equitable practices into County processes, and build the
County's resilience to support County departments and community.
2. Develop metrics, benchmarks, and data visualization tools to track and
communicate progress towards sustainability, climate mitigation and adaptation,
equity, and resilience goals.
3. Provide education, outreach, and communications, that promotes sustainability,
climate action, equity, and resilience initiatives internal and external to the
County.
4. Develop a grant management program to support funding to implement sustainability,
climate mitigation and adaptation, equity, and resilience goals.
Funding Source and Position Count
General Fund
$920,549
General Fund
7
Grant Revenue
-
Grant Revenue / Other
Total Budget:
$920 549
Total Number of Positions
7
176
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Description
The office was created to break down silos and empower County leadership in these
areas of sustainability, climate change, equity and resilience. OSCER is responsible
for establishing broad work plans for County initiatives through collaboration across
all Departments related to sustainability, climate change, equity, and resilience,
including developing programmatic priorities and budgets, conducting program
analyses, making policy recommendations, and preparing reports. OSCER also
strives to partner with community -based organizations to achieve our sustainability,
climate mitigation and adaptation, equity, and resilience goals.
OSCER implements these programs through three primary areas
1. Programs & Partnerships: This branch leads the implementation of programs and
projects both internal and external to the county through program management,
grant acquisition, and strategic partnerships.
2. Data Analysis, Research, & Policy: This branch provides research, data analysis,
and policy support to guide county -wide initiatives.
3. Community Engagement, Education, and Communications: This branch leads
outreach, education, and public engagement to promote awareness of
sustainability initiatives and collaboration in the County's sustainability and
resilience work.
Program Objectives
Programs & Partnerships
1. Reduce greenhouse gas emissions and environmental footprint of County
operations. This objective aligns with Cascade 1— Greenhouse Gas Emissions
Reduction - of the County's 2023 Integrated Climate Action Plan (ICAP).
2. Increase community resilience to extreme heat and temperature increases. This
objective aligns with ICAP Cascade 2 — Air and Sea Surface Temperature
Adaptation.
3. Increase community and County capacity to implement place -based sustainability
and resilience projects. This objective aligns with the ICAP mid-term
implementation priority to integrate climate change assessments into County
planning and decision -making processes.
177
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
-- - - ----- ---- -- ---- - - ---- ----
OSCER
Program Objectives (continued)
4. Increase connection to place in County projects and throughout the community.
This objective aligns with the ICAP short-term priority to increase the
incorporation of place -based knowledge into County decision -making and
stakeholder engagement.
5. Establish equity and traditional knowledge principles as part of projects and as
stand-alone projects.
Data Analysis, Research, & Policy
1. Track County progress in achieving sustainability, climate mitigation and
adaptation, equity, and resilience goals. This aligns with the ICAP mid-term
implementation priority to coordinate with departments to establish a centralized
internal County climate database.
2. Increase transparency of progress towards County sustainability, climate
mitigation and adaptation, equity, and resilience goals.
3. Track outcomes of program areas and analyze data collected as part.of program
areas.
4. Evaluate potential impacts of climate change on County human resources,
facilities, and infrastructure and provide operating and capital improvement
budget recommendations for consideration in addition to the recommendations of
the planning department.
5. Provide policy analysis to the Council to implement this section.
6. Provide recommendations to the Administration around priority sustainability actions,
policy and initiatives.
Community Engagement, Education, and Communications
1. Increase transparency and awareness of County sustainability and resilience work
through digital and in -person platforms.
2. Coordinate with community partners and stakeholders to develop collaborative
approaches and strategies for implementing sustainability, climate change
mitigation and adaptation, equity, and resilience solutions.
178
OFFICE OF SUSTAINASILITY, CLIMATE,
UITY, AND RESILIENCE
OSCER
Program Objectives (continued)
3. Collaborate with County departments and community stakeholders on
sustainability, climate change mitigation and adaptation, equity, trauma informed,
and resilience strategies to maximize collective impact through mutually
reinforcing activities.
4. Provide educational programming materials and campaigns to increase awareness
of and access to resources surrounding sustainability and resilience issues.
5. Promote equity and place -based knowledge in educational and communication
programming to ensure communications materials are relevant to Hawaii Island
communities.
Program Highlights
Administrative Services.
As a four -month -old office leading up to this fiscal year, OSCER hired three new
positions created in FY 2024-25. OSCER also created and hired two additional
positions and created one position that should be filled in FY 2025-26.
OSCER found and moved into an Office space and acquired functional internet.
OSCER staff developed and managed the inaugural department budget and
managed the office's first contracts and procurement processes.
Programs and Partnerships:
• OSCER is addressing greenhouse gas emissions (GHGs) and environmental
footprint of County operations through launching Energy Management and
Reduced Waste Programs: Under the Energy Management Program, OSCER
staff assessed 12 years of data on energy use of County facilities and launched a
project to audit facilities using the highest levels of energy to determine low -
hanging fruit for energy reduction and cost savings in partnership with DPW,
Parks & Rec, Fire, Police, and MTA. Under the Reduced Waste Program,
OSCER stewarded a library of compostable and reusable dishware for County
events and developed monthly challenges to increase adoption of sustainable
office practices throughout County departments, to be launched in FY 2025-26.
• The Office increased community resilience to extreme heat through launching a
Heat Monitoring Program to analyze community -collected heat data and continue
heat awareness. Additionally, OSCER staff partnered with state agencies and
county counterparts to conduct a statewide heat safety campaign, distributing
over 8,000 informational materials in 11 languages.
WAV
OFFICE OF SUSTAINASILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Highlights (continued)
OSCER increased community and County capacity to implement place -based
sustainability and resilience projects through conducting a review of the 2025 capital
improvement projects to identify key gaps and opportunities for increased
sustainability, including reducing GHGs and adapting to climate hazards. OSCER
also established a Grant Program which:
1) researches and provides technical support for grant applications for OSCER and
partnering organizations and departments; and
2) administratively manages grants. This program secured $228,640 in new federal
funding for the Energy Management Program'to conduct energy audits on 35
County facilities and collected asset management data in collaboration with five
departments (see above). This program also secured $23,750 in private funding to
conduct place -based storytelling trainings for OSCER staff and community
partners (see bullet point below). Additionally, the program applied for an
additional $3.8M in funding to conduct ecological and cultural site restoration for
PONC properties, electrify the County fleet, and acquire heat sensors to monitor
heat at 20 community sites across the island, supporting the Heat Monitoring
Program. Staff also collaborated with partners on grants totaling $22M to support
renewable energy and community resilience projects.
Grants supported include:
1) Hawai`i State Energy Office's application to support statewide improvements in
building performance standards;
2) OHCD's Community Development Block Grant application to reduce
wastewater facility energy consumption at Ulu Wini;
3) Goodwill Hawaii and Hawaii Changemakers' applications to the EPA
Community Change Grant to support sustainable workforce development for
low-income and underserved communities on -island;
4) Civil Defense's application to receive support for emergency medical
communication; and
5) The Four County Sustainability Network application to acquire training for
sustainability-focused employees across the four counties.
OSCER launched a series of place -based storytelling workshops in partnership with
Lonoa Honua to train 20 community -based organizations and OSCER staff on place -
based ways of sharing organizational stories to build capacity among our non-profit
community and connect environmental issues to the lived experiences, identities, and
values of our Hawaii island communities and ecosystems.
10
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Highlights (continued)
Data Analysis, Research, & Policy:
• OSCER staff developed a centralized internal dashboard to improve reporting on
ICAP progress. The internal tool tracks the County's progress on all plan actions
and enables quick generation of reports.
• OSCER staff began building a central hub for climate data by developing an
automated system that consolidates information from various sources into a single,
reliable repository.
• OSCER staff began developing user-friendly visual reports and dashboards to track
program outcomes and data collected.
Community Engagement, Education, and Communications:
• OSCER staff established communication channels, including developing an
official website, building a social media audience of 400+ followers, and
launching a monthly e-newsletter with 650 subscribers.
• OSCER staff partnered with the Pacific Island Climate Adaptation Science
Center for a Native Plant Month campaign that reached over 1,000 people.
• OSCER attended 18 outreach events to connect with community and share about the
office and County resources. Additionally, staff participated in 12 workdays to foster
stronger partnerships.
• OSCER participated in statewide working groups including Hawaii State Climate
Commission, Four County Sustainability Network, and the Climate Change & Health
Working Group. OSCER also serves on the Mayor's Cesspool Conversion Task
Force for Hawaii Island.
181
OFFICE OF SUSTAINASILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
ADMINISTRATIVE SERVICES*
Positions Filled 1 4 1
PROGRAMS AND PARTNERSHIPS*
Integrated Climate Action Plan Actions
Completed*****
3
37
Integrated Climate Action Plan Actions
Started*****
20
18
-
Integrated Climate Action Plan Actions****
-
-
20
Staff.Hours Spent on Equity
Framework*****
0
120
-
Awarded Federal Funds***
$228,640
$2,148,361
$100,000
Awarded Other Funds***
$23,750
$50,000
$50,000
Sustainable Working Group Meetings*****
0
12
-
Recommendations for Incorporating Equity
or Place -Based Knowledge in Grants*****
0
10
-
Equity & Place -Based Evaluations of
Department & Program Goals &
Objectives****
-
-
10
Trainin s Conducted***
1
20
10
Equity & Place -Based Trainings
Conducted****
-
-
1
Submitted Grant Applications o
6
2
3
Grant Applications & Awards Supported****
5
Awarded Giants 0
2
1
2
Funds Dedicated to Equity and Incorporation
of Place -Based Knowledge***
$62,461
$100,000
$50,000
DATA ANALYSIS, RESEARCH, & POLICY*
Annual Sustainabilit Report*****
0
1
Green House Gas Inventory Published
0
1
1
Public facing dashboardspublished****
-
2
Internal dashboards managed****
-
4,6
Policies Reviewed**
1
3
7
Policies Introduced*****
0
1
-
CIP Projects Reviewed
88
60
60
182
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Program Measures (continued)
COMMUNITY ENGAGEMENT, EDUCATION, & COMMUNICATIONS*
Community Outreach and Education Events
30
25
25
Social Media Posts
41
60
40
Other Communication (newsletters, news
releases, articles, etc.) Published
12
20
20
% of Communication Engaging Historically
Marginalized Communities*****
-
50
-
Newsletter subscribers****
-
850
Educational campaigns conducted****
-
-
5
Climate Dashboard Users*****
0
50
-
Uses of Place -Based Protocols for
Community Engagement*****
0
10
*Program Titles changed from:
• "Administration" to "Administrative Services"
• "Program and Policy Development" to "Programs and Partnerships"
o The "Grant Program" section was put under this section
• "Technical Assistance" to "Data, Research & Policy"
• "Community Engagement" to "Community Engagement, Education & Communications"
**Moved Program Measure from "Programs and Partnerships" to "Data, Research & Policy"
*** Moved Program Measure from "Data, Research & Policy" to "Programs and Partnerships"
****New Program Measure implemented in FY 2026-27
*****Program Measures that are being phased in FY 2026-27
Program Expenditures
FY 2024-25
Actual
FY 2625-26
Budget
FY 2026-27
Request
Number of Positions
7
7
7
Salaries and Wages
334,019.04
611,036
660,524
Operations
21,606.34
244,065
253,355
Equipment
9,478.96
10,960
6,670
Program Total
365,104.34
866,061
920,549
183
OFFICE OF SUSTAINABILITY, CLIMATE,
EQUITY, AND RESILIENCE
OSCER
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025.26
Authorized
FY 2026-27
Request
Grant Coordinator
1
1
1
Accountant
1
1
1
Database Analyst
1
1
1
Sustainability Administrator
1
1
1
Special Projects Coordinator
1
1
1
Program Manager
1
1
1
Information & Education Specialist
1
1
1
Total
7
7
7
WE
This page intentionally left blank
PARKS & RECREATION
PARKS & RECREATION
DEPARTMENT SUMMARY
Mission Statement
To provide a wide array of services for the public with excellence, integrity and aloha.
Department Goals
Service
• Provide and/or facilitate a wide array of recreational opportunities, services and
opportunities that meet the needs of the Big Island community while maintaining the
cultural uniqueness of our rich heritage, diversity and the aloha spirit.
• Conduct the P&R "Service Survey" to evaluate the quality of services provided and
report the results quarterly.
• Keep the public informed of the availability of programs and facilities via various
media outlets including a departmental website.
Facilities
• Provide safe, clean, enjoyable, accessible and aesthetically pleasing facilities by:
o Implementing the transition plan for ADA compliance.
o Implementing the transition plan for playground safety and equipment.
o Continuing to develop and implement maintenance standards.
o Maintaining a five-year plan for repairs and maintenance.
o Providing regular facility and safety inspections and monitoring the results and
recommendations.
o Determining the need for additional recreational facilities throughout the Big
Island via public meetings and service surveys.
o Assessing current facility use and analyzing for optimum utilization.
Fiscal Responsibility
• Refine fiscal management and performance of the department.
• Develop alternative strategies to generate supplemental resources in order to maintain
and enhance operations (grants, cost sharing, donations, etc.).
Funding Source and Position Count
General Fund
$42,666,275
General Fund
437
Grant Revenue
$ 80,000
1 Grant Revenue / Other
2
Other
$ 963,960
Total Budget:
$43 710,235
1 Total Number of Positions
439
185
PARKS & RECREATION
DEPARTMENT SUMMARY
Department Goals (continued)
Partnerships
• Create public/private partnerships to improve and maintain recreational facilities and
enhance programs.
Safety
• Provide proper safety equipment for all employees.
• Maintain, update and keep all employees current with health and safety requirements
and testing, such as hearing tests, hepatitis immunization for covered individuals,
CDL licenses, etc.
• Perform regular safety inspections of all facilities.
• Provide a mechanism to address safety concerns of all employees.
Training
• Provide for personal and professional growth opportunities for all staff.
Im
PARKS & RECREATION
'ALAE CEMETERY
Program Description
`Alae Cemetery provides an affordable and accessible public memorial park to
accommodate the burials of the general public.
Program Objectives
1. Conduct maintenance and repair activities.
2. Remove large trees and plants from graves in accordance with the cemetery rules to
prevent damage to adjacent graves.
3. Assign and record all burials.
Program Highlights
Park Maintenance pressure washed the pavilion, monument and surrounding areas to
prepare for the annual Ireito Hoyo Service. Tents and chairs were set up on the day of
the event.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Total Acreage
42.37
42.37
42.37
Burials
105
110
110
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Number of Positions
4
4
4
Salaries and Wages
238,640.65
216,170
231,434
Operations
5,442.44
7,396
7,396
Equipment
384.82
390
390
Program Total
244,467.91
223,956
239,220
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Park Caretaker I
2
2
2
Power Mower Operator
2
2
2
Total
4
4
4
187
PARKS & RECREATION
VETERANS CEMETERIES — EAST AND WEST HAWAIJ
Program Description
The East and West Hawaii Veterans Cemeteries accommodate the local burial needs of
Big Island Veterans and eligible family members.
Program Objectives
1. Continue to coordinate development of the East and West Hawaii Veterans
Cemeteries with the Veterans Advisory Committee and the Department of Defense.
2. Perform interments, grounds maintenance and facilities maintenance in accordance
with the National Cemetery Administration (NCA) Veterans Cemeteries standards.
3. Create Master Gravesite Plans for East Hawaii and West Hawaii in collaboration
with Department of Defense.
4. Assign and record all burials.
5. Foster a customer service culture.
Program Highlights
The International Association of Lions Clubs volunteered to clean headstones.
Veterans Cemeteries held annual Veterans Day and Memorial Day events/services.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Total Acreage
78.78
78.78
78.78
Burials
241
250
250
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Number of Positions
5
5
5
Salaries and Wages
212,577.90
215,680
231,412
Operations
74,043.55
90,047
90,047
Equipment
384.82
780
780
Program Total
287,006.27
306,507
322,239
::
PARKS & RECREATION
VETERANS CEMETERIES — EAST AND WEST HAWAIJ
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Equipment Operator 11 Temp
1
1
1
Supvg Vets Cemetery Caretaker
1
1
1
Veterans Cemetery Caretaker
3
3
3
Total
5
5
5
HE
PARKS & RECREATION
RURAL CEMETERIES
Program Description
The Parks Maintenance Division ensures that the grounds and facilities of cemeteries in
Hamakua, Kohala, and Ka`u are properly maintained.
Program Objectives
1. Continue maintenance of cemetery grounds.
2. Assign and record all burials.
Program Highlights
Trimmed all trees at cemeteries.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Cemeteries Burials
North Hilo/fIamakua District:
Honoka`a, Kukuihaele, Kuka`iau, Lau ahoehoe
7
7
7
North/South Kohala District:
HawT, Waimea
27
18
20
North/South Kona District:
Keo u
0
0
0
Kau District:
Na alehu
20
22
22
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Operations
1,385.95
1,600
1,600
Program Total
1,385.95
1,600
1,600
190
PARKS & RECREATION
HAWAI 11 COUNTY BAND
Program Description
The Hawaii County Band was established in 1883 and has provided music for parades,
concerts, festivals, ceremonies, and other special events County -wide for the past 143
years. The Hawaii County Band performs as a representative of the County of Hawaii
and continues to enhance events by providing live music performances. The band also
serves as a musical resource for the County and State of Hawaii.
Program Objectives
1. Provide musical services for island residents and visitors by working with community
organizations and providing 40 musical services annually (e.g. parades, ceremonies,
festivals, concerts and special events).
2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational,
musically challenging, and historically significant.
3. Feature at least two young musicians as soloists at the April or May Mo`oheau
Bandstand Concert, which provides musical education opportunities for the youth of
the County of Hawaii.
4. Introduce 20 new musical pieces per year to provide musical challenges to the band
members.
Program Highlights
• Provided 40 performance services during FY 2024-25.
• Featured twelve monthly Mo`oheau Bandstand Concerts which is a 100 plus year
tradition.
• Mo`oheau Bandstand April and May Concerts featured young musicians as soloists.
• Participated in the July 4`h Mo`oheau Bandstand Concert in conjunction with the
Fireworks Display.
191
PARKS & RECREATION
HAWAI'I COUNTY SAND
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Performance Services
40
40
40
Rehearsals
95
95
95
Number of Events:
Parades
7
7
7
Ceremonies
7
7
7
Concerts
18
18
18
Special Events
8
8
18
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
40
40
40
Salaries and Wages
235,774.48
293,567
308,711
Operations
5,876.00
10,291
10,191
Equipment
10,772.77
2,892
2,992
Program Total
252,423.25
306,750
321,894
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Band Director
1
1
1
Assistant Band Director (Hrl)
1
1
1
Musician I 1
4
4
4
Musician II Hrl
7
7
7
Musician III Hrl
10
10
10
Musician IV Hrl
9
9
9
Musician V Hrl
8
8
8
Total
1 40
40
40
Note: -All positions are part -time -with the exception of the Band Director.
192
PARKS & RECREATION
WEST HAWAI'I BAND
Program Description
The West Hawaii Band provides music for parades, ceremonies and other events,
principally in the Hdmdkua, Kohala and Kona districts, to support and inspire traditional
and emerging cultural, charitable, educational, recreational and economic activities; and
provides musical enjoyment and satisfaction for residents and visitors of diverse ages and
backgrounds, through performance and rehearsal.
Program Objectives
1. Provide musical services for island residents and visitors by working with community
organizations and providing 20 - 25 musical services annually (e.g. parades,
ceremonies, festivals, concerts, and special events).
2. Provide six concerts that are entertaining, educational, musically challenging and
historically significant.
3. Feature a young musician as soloist at the March or May monthly concert, to provide
music education opportunities for the young musicians of Hawaii County.
4. Introduce 20 new pieces per year to provide musical challenges for the band.
Program Highlights
• The West Hawaii Band provided 28 performance services.
• The band continued to rehearse on a weekly basis at the West Hawaii Civic Center.
• The West Hawaii Band has introduced 20 new pieces.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Performances
28
25
28
Rehearsals
45
45
45
HAI
PARKS & RECREATION
WEST HAWAI'I BAND
Program'Expenditures
FY 2024-25
Actual
FY 2025.26
Budget
Number of Positions
19
19
%51,922
Salaries and -Wages
31,145.25
49,706
Program Total
31,145.25
49,706
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Assistant Band Director Hrl
1
1
1
Musician I Hrl
4
4
4
Musician II Hrl
7
7
7
Musician III Hrl
6
6
6
Musician IV (Hrl
1
1
1
Total
19
19
19
Note: All positions are part-time.
194
PARKS & RECREATION
ADMINISTRATION
Program Description
The Parks & Recreation Administration provides organizational support services to all
divisions/sections to achieve the development and implementation of the departmental
mission.
Program Objectives
1. Continue to update information for Divisions and Sections on the County of Hawaii
website on an as needed basis.
2. Continue implementation of the transition plan for accessibility to public facilities
during the fiscal year.
3. Continue implementation of the transition plan for playground safety and accessibility
during the fiscal year.
4. Maximize resources by encouraging the "Friends of the Park" program and identify a
minimum of five community service projects that focus on maintenance and/or
improvements to park facilities.
5. Provide at least one technical job specific training for administrative staff.
Program Highlights
• Held a groundbreaking ceremony and began construction on the new covered
playcourt project at Papa`aloa Park.
• Repaved the Onekahakaha Beach Park parking lot and access road.
• Created a new parking area at William Charles Lunalilo Playground and installed a
new scoreboard at the ballfield.
• Restored the field lighting at Shiro Takata Field at Kamehameha Park.
• Reopened the sports fields at Kamakoa Nui Park in Waikoloa.
• Constructed six new dedicated pickleball courts and repaved the runway at Kailua
Park.
• Made significant repairs to the Waimea Park backstop.
• Created new rules and fee schedules for the Pana`ewa Recreational Complex.
• Rebuilt and opened the playground at Kamehameha Park.
• Reopened the Volcano Skatepark through a Friends of the Park partnership.
• Completed the NAS Swimming Pool project, which resulted in a totally renovated
facility that now meets Americans with Disability Act standards.
• Hosted the 2024 International Va`a Federation World Spring Sprint Championships
outrigger canoe races at Hilo Bayfront Beach.
195
PARKS & RECREATION
ADMINISTRATION
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Camping Permits Issued
9.353
9,000
9,000
Pavilion Permits Issued
2,334
2,500
2,500
Number of Completed Service Surveys
1,761
400
750
Surveys Rating Quality of Service as Satisfactory or
greater
90%
85%
85%
Surveys Rating Facilities as Adequately Maintained
92%
90%
90%
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
27
27
27
Salaries and Wages
2,009,910.10
1,977,588
2,331,291
Operations
2,376,301.66
1,712,512
1,712,512
Equipment
507,219.23
50,050
50,050
Program Total
4,893,430.99
3,740,150
4,093,853
196
PARKS & RECREATION
ADMINISTRATION
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Parks & Recreation Director
1
1
1
Deputy Parks & Recreation Director
1
1
1
Account Clerk
3
3
3
Accountant
2
2
2
AccountantlV
1
1
1
Architectural Drafting Tech I
1
I
1
Architectural Drafting Tech lI
1
1
1
Architect II
-
1
1
Business Manager
1
1
1
Clerk II
1
1
-
Clerk III
2
2
3
Department Contracts Assistant
1
1
1
Human Resources Assistant -
1
1
1
Human Resources Program Specialist
1
1
1
Human Resources Technician I
1
1
1
Information & Education Specialist I
1
1
1
Park Planner
1
1
1
Park Projects Manager
4
4
4
Private Secretary
1
1
1
Projects Administrator
1
-
-
Student Helper I
1
1
1
Total
27
27
27
MIA
PARKS & RECREATION
PARKS MAINTENANCE
Program Description
The Parks Maintenance Division maintains inland parks, beach parks, playgrounds, ball
fields, cemeteries and other recreational facilities; undertakes construction, repairs and
renovation projects for buildings, equipment and grounds; and operates a storeroom for
departmental maintenance supplies.
Program Objectives
1. Implement and troubleshoot new Work Order Request System to better track
maintenance at all parks and facilities.
2. Log all Work Order Requests and Work Orders in new Excel Workbook to streamline
and standardize retention of repair and maintenance data and documents in a single
location that is easily searchable for information requests and budgetary planning.
3. Do a detailed island wide inspection of playgrounds with photographs to create a
Playground Preventative Maintenance Plan and a Playground Replacement List.
4. Create an Equipment Replacement List and Equipment Repair Log to track repair
spending and budget for replacement.
5. Respond to complaints filed for maintenance and services improvements.
6. Provide park users with safe facilities and grounds.
• Conduct safety inspections of P&R facilities:
1. Every six months with responsible supervisor (nine. crews).
2. Playground and Skate Park inspections every month.
7. Provide employees with a safe working environment.
• Participate in the safety committee and discuss and evaluate accident/incident
reports.
• Correct any hazardous conditions or practices.
• Provide a minimum of one safety in session per crew each month.
• Review and upgrade Park Maintenance Safety and Health Programs.
Program Highlights
Park Maintenance — Maintain and Repair Existing Facilities
The Parks Maintenance Division maintained inland parks, beach parks, playgrounds,
ball fields, County cemeteries, East and West Hawaii Veterans Cemeteries,
Community Centers and other departmental facilities. Provided the public with safe
repair and renovation projects for buildings, equipment, grounds and supported
landscaping and beautification projects.
PARKS & RECREATION
PARKS MAINTENANCE
Program Highlights (continued)
Beautification projects and beach cleanups were accomplished with assistance from
public/private partnerships with Friends for Fitness, Friends of Lili`uokalani Gardens,
Ka `Ohana O Honu`apo, Lions Club, Basic Image, Kohala Center and volunteer
groups at Kailua Park, Higashihara Park, Richardson Ocean Park, Kahalu`u Beach
Park, Honoli`i Beach Park, Honu`apo Beach Park, Lili`uokalani Gardens,
Kamehameha Park and Spencer Beach Park.
• Repaired the ballfreld lights at Kamehameha Park.
• Renovated backstops at Waimea Park, Shipman Park and Kamehameha Park.
• Installed new scoreboard at Charles Lunalilo Park in collaboration with West Side
Little League.
• Removed, built, and replaced the Vermilion Pavilion at Liliuokalani Gardens.
• Created new multipurpose field at Ho`olulu Complex.
• Replaced waterline to Malama Park Restroom.
• Replaced sewer line at Kaumana Caves.
• Replaced sewer line at Mo`ohean Bus Terminal.
Program Measures
Facilities Maintained:
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Beach Parks
39
39
39
Parks & Playgrounds
65
65
65
Gyms & Recreation Centers, Baseball Fields
98
98
98
Swimming Pools
9
9
9
Tennis Courts
30
30
30
Other Facilities
43
43
43
Complaints Received
40
20
20
Beautification Projects
30
30
30
Work Orders Completed
2,712
2,500
2,500
Safety Instructional Sessions
168
168
168
199
PARKS & RECREATION
PARKS MAINTENANCE
Program Expenditures
FY 2024-25
Actual
FY 2025,26
Budget
FY 2026-27
Request
Number of Positions
175
180
182
Salaries and Wa es
8,525,297.46
9,668,624
10,494,145
Operations
8,892,949.47
15,733,028
15,514,193
Equipment
520,197.83
878,510
122,510
Program Total
17,938,444.76
26,280,162
26,130,848
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Account Clerk
1
I
1
Building & Grounds Utility Worker
5
6
6
Building & Grounds Utility Worker - Temp
2
2
2
Building Maintenance Worker
3
6
6
Building Maintenance Worker- Tern
1
1
1
Building Repair and Maintenance Supervisor
1
1
1
Carpenter -Cabinet Maker
2
2
2
Clerk III
1
1
1
Custodian/Groundskeeper I
6
6
6
Custodian/Groundskeeper II
1
I
1
Custodian/Groundskeeper I (Night Shift)
4
3
3
Custodian/Groundskeeper II (Night Shift
1
1
1
Electrical Pump -Mechanical Electrician
1
1
2
Electronic E ui ment Repairer
1
1
1
Equipment Operator I
1
1
1
Equipment Operator II
6
6
6
Equipment Operator H- Tern
2
2
2
Equipment Operator III
1
1
1
Equipment Operator III Tern
1
1
1
Laborer II
5
5
5
Laborer II- Tern
2
2
2
Laborer III
1
1
1
Lead Carpenter -Cabinet Maker
1
1
1
Lead Electronic FAuipment Repairer
1
1
1
Lead Painter
1
1
1
Lead Plumber
1
1
1
Mechanical Repair Welding Supervisor
1
1
1
Mechanical Repairer- Tern
1
1
1
Mechanical Repairer -Welder
3
3
3
Painter
1
3
3
Park Caretaker I
63
63
63
200
PARKS & RECREATION
PARKS MAINTENANCE
Personnel Position Summary (continued)
Park Caretaker I —1/2T
1
Park Caretaker I — 2/5T
1
1
1
Park Caretaker II
6
7
7
Park Caretaker III
1
1
1
Park Construction & Maintenance Supervisor
1
1
Park Construction & Maintenance Supervisor II
-
-
1
Park Facilities Refuse Collector
2
2
2
Park Facilities Refuse Collector Driver
1
1
1
Park Maintenance Manager
1
1
1
Park Maintenance Supervisor I
3
3
3
Park Maintenance Supervisor III
1
1
1
Park Maintenance Supervisor IV
2
2
2
Park Maintenance Supervisor V
1
1
1
Park Maintenance Supervisor VI
1
1
1
Parks District Superintendent
I
1
1
Plumber
2
2
3
Power Mower Operator
12
12
12
Power Mower Operator- Tern
1
1
1
Senior Account Clerk
1
1
1
Storekeeper
1
1
1
Tractor Mower Operator
3
3
3
Tractor Mower Operator- Temp
1
1
1
Tree Trimmer
3
3
3
Tree Trimmer -Equipment Operator II
1
1
1
Tree Trimmer -Heavy Truck Driver
1
1
1
Tree Trimming Crew Supervisor
1
1
1
Tree Trimming — Park Maintenance Supervisor
1
1
1
Vector Control Specialist
2
2
2
Total
175
180
182
201
PARKS & RECREATION
RECREATION
Program Description
The Recreation Division plans and coordinates organized recreation, athletics, aquatics and
arts and crafts activities for all age groups at recreation centers and aquatic facilities
throughout the County of Hawaii.
Program Objectives
Provide or assist in the facilitation of a minimum of four types of organized athletic
activities in each district. Athletic activities shall include basketball, baseball/softball,
volleyball, football, track and field, pickleball, futsal, etc. These activities shall be
provided on a quarterly basis with the intent of servicing at least 500 youth and 200 adults
per district.
a. Provide a minimum of one athletic activity per recreation facility cluster, with the
specific purpose of introductory level instruction. These introductory athletic activities
shall be provided on a quarterly basis with the intent of servicing at least 100 youth
and/or adults per recreation facility cluster.
2. Provide or assist in the facilitation of a minimum of six creative and artistic activities per
district, for youth and/or adults. Creative and artistic activities include, seasonal crafts,
hobby crafts, culture art practices, introductory art lessons, lessons in craftsmanship, etc.
These activities shall be provided on a quarterly basis with the intent of servicing at least
100 youth and 50 adults per district.
a. Provide a minimum of one creative/artistic activity per recreation facility cluster, for
youth and/or adults. These activities shall be provided on a quarterly basis with the
intent of servicing at least 25 youth and/or adults per recreation facility cluster.
3. Provide a minimum of two district -wide events per district with the intent of servicing at
least 200 youth and 200 adults per year. These events shall include holiday/seasonal
events and community resource fairs.
4. Provide a minimum of two island wide special events with the intent of servicing at least
1,000 youths and 500 adults per year. These events shall include track and field meets,
`Ohana shoreline Fishing Tournament, etc.
5. Develop a minimum of six partnerships with other recreation providers, as well as
community organizations to maximize service and activities to the public. These
partnerships could include working with the Department of Land and Natural Resources
for hiking, malama `aina (conservation) projects, Hawaii Island Food Basket in services
provided to the community, athletic organizations for a youth triathlon, etc.
202
PARKS & RECREATION
RECREATION
Program Objectives (continued)
6. Provide a minimum of one outdoor activity per district, per quarter. These activities shall
be provided with the intent of servicing at least 20 youth and/or adults and can include
partnerships with community or government organizations. These programs can include
activities such as hiking, fishing, camping, etc.
Maintain safe recreation facilities for all activities, patrons, and employees: Conduct daily
facility safety inspections and complete work orders as necessary to correct unsafe
conditions. A comprehensive safety inspection shall be conducted on a semi-annual basis
(July and December).
8. Provide quarterly training to enhance personnel's understanding of recreational
programming principles, foster development of quality programs through growth of
knowledge and boost individual and organizational performance.
Program Highlights
Track & Field Meets (Four Annual Events)
The Track & Field program has been extremely successful for many years. Two events were
held on the East side and two events on the West side, for a total of four track & field meets.
The track & field program, which dates back to the 1940's, allowed us to showcase the many
talented youth of our island.
In FY 2024-25, the Age Group Track & Field Meets were held on February 1, 2025, in Hilo
and Kona, February 15, 2025 in Kona, and February 22, 2025 in Hilo. Over 1,400 youth
athletes participated in the 2025 Hawaii County track season.
`Ohana Shoreline Fishing Tournament
The annual `Ohana Shoreline Fishing Tournament was held on August 16-18, 2024. Weigh -
ins were held at the Honoka`a Sports Complex. There was a total of 224 entries (176
individual entries and 48 `ohana team entries) in six divisions — men, women, teen, keiki,
kupuna, and `ohana. Prizes were given to almost every registered person who weighed -in a
fish.
Surfer's Healing
This ongoing program was conducted on November 23, 2024. Served over 80 youth with
special needs from around Hawaii Island. This event was hosted by our Recreation Division
staff at the Richardson Ocean Park.
203
PARKS & RECREATION
RECREATION
Program Highlights (continued)
Easter Events
The Biggest Easter Egg Hunt event was held on April 18, 2025, at the Francis Wong Stadium.
This event was hosted by the Hilo District Recreation Division personnel, in partnership with
multiple service and non-profit organizations. Activities included four age group egg hunts,
craft activities, contests, keiki I.D., and other community resource booths.
The Puna District, in partnership with local businesses and non-profit organizations hosted an
Easter Family Fun Day at the Shipman Park in Kea`au. The event included egg hunts for
various age groups, contests with prizes, food and entertainment. Both events were free for the
public.
Hawaii International Futsal Cup (HIFC)
The annual HIFC tournament was held on August 9-11, 2024, with 46 participating teams.
Teams from Hawaii Island, Oahu, Kauai, and Japan participated in a three-day tournament
held at three venues in Hilo - Edith Kanaka`ole Multi -Purpose Stadium, Afook Chinen Hilo
Civic Auditorium, and the Pana`ewa Covered Play Courts. We also provided an opportunity
to support local businesses by hosting a market day for food trucks and other local vendors
(craft, etc.).
P&R Sports Leagues
These sports leagues were provided during the 2024-25 fiscal year:
- Hilo/Puna District
o Biddy Basketball (8 years & under)
o Age Group Basketball (10 years & under, 12 years & under, 14 years & under)
o Age Group Volleyball (10 years & under, 12 years & under, 14 years & under)
o T-Ball & Coach Pitch Baseball (6 years and under, 8 years & under)
N/S Kohala/ Hamdkua District
o Biddy Basketball (8 years & under)
o Age Group Basketball (10 years & under, 12 years & under, 14 years & under)
o Age Group Volleyball (10 years & under, 12 years & under, 14 years & under)
Kona District
o Biddy Basketball (8 years & under)
o Age Group Basketball (10 years & under, 12 years & under, 14 years & under)
204
PARKS & RECREATION
RECREATION
Program Measures
Program/Events
FY 2024-25
Countywide
Participants
Actual
FY 2025-26
Countywide
Participants
Budget
FY 2026-27
Countywide
Participants
Estimate
Organized Sports Games (P&R Sports Games, Non-
P&R Sports Games)**
0
310,000
0
Organized Sports Practices*
0
0
650,000
Instructional Sports Program (P&R Sports Instruction,
Organized Sports Practice)**
0
800,000
0
Instructional Sports Programs (Baseball, Softball,
Basketball, Floor Hockey, Pickle Ball, Volleyball,
Tennis, Track & Field, Croquette)*
393,830
0
500,000
Arts & Crafts
31,438
35,000
35,000
Organized P&R Sports Games/Clinics (Baseball,
Basketball, Volleyball)*
281,365
0
300,000
Music and Dance
68,904
50,000
70,000
Drama, Storytelling, Puppetry
21,360
20,000
25,000
Organized Physical Fitness**
0
350,000
0
Physical Fitness/Aerobic for Tots to Senior Citizens*
277,920
0
300,000
Outdoor/Nature Activities/Hiking Programs
39,925
30,000
40,000
Social Activities**
0
350,000
Special Events
265,940
500,000
270,000
Passive Use/Casual Play**
0
980,000
0
TOTAL
1,380,682
3,425,000
2,190,000
Persons Utilizing Facilities - Total
4,213,830
5,500,000
4,500,000
* New Measures implemented in FY 2026-27.
** Measures phased out as of FY 2026-27.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
52
52
52
Salaries and Wages
2,676,099.89
2,908,450
3,086,350
Operations
927,278.26
912,163
910,763
Equipment
6,287.59
6,000
6,000
Program Total
3,609,665.74
3,826,613
4,003,113
205
PARKS & RECREATION
RECREATION
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Account Clerk
1
1
1
Clerk III
2
2
2
Recreation Administrator
1
1
1
Recreation Director II
23
23
23
Recreation Director IV
5
5
5
Recreation Specialist I
1
1
1
Recreation Specialist II
2
2
2
Recreation Technician 11
6
6
6
Recreation Technician II — 1/2T
3
3
3
Recreation Technician RI
4
4
4
Recreation Technician III —1/2T
2
2
2
Recreation Technician III — 3/4T
1
1
1
Senior Account Clerk
1
1
1
Total
52
52
52
206
PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Description
Summer and intercession programs are provided for elementary -aged children. These
enrichment programs incorporate team sports, games, arts and crafts, drama, music,
dance and excursions.
Program Objectives
1. Provide a minimum of 20, six -week Summer Fun programs island wide.
2. Work in partnership with the State of Hawaii - Child Nutrition Program and vendors
with county meal contracts to sponsor free lunch programs for all summer fun sites
that qualify and meet the requirements for. this program.
a. Provide free meals to a minimum of 75% of Summer Fun program participants.
3. Provide a minimum of four special summer enrichment programs such as ocean
awareness and teen programs. Programs offered will operate for the same six -week
period as Summer Fun programs, with the intent of teaching life skills with emphasis
on leadership training.
4. Provide a minimum of three Winter Intersession programs island wide. These two -
week programs will incorporate enrichment activities such as arts and crafts, athletic
activities, physical fitness, and outdoor activities.,
5. Provide a minimum of two Fall and two Spring Intersession programs. These one -
week programs will provide enrichment opportunities focused on outdoor activities,
service learning and malama `aina.
6. Integrate children with disabilities into the summer and intersession programs
wherever possible.
Program Highlights
,Ike Kai Intersession Programs
As part of the `Ike Kai Enrichment Program series, there were three intersession
programs held — fall break, winter break and spring break.
The `Ike Kai program goals are to engage the participants in activities focused on ocean
awareness and safety. This program incorporates malama `aina principles and other
Hawaiian practices such as lawai`a (fisherman). We focus on the health of the coastal
ecosystem through education and outreach. The program was held at the Richardson's
Ocean Center and Reed's Bay in Keaukaha.
207
PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Highlights (continued)
Intersession Programs
The Pilikulaiwi program was held during fall break on October 8-10, 2024. The three-
day, two -night program partnered with the HuiMau in Pa`auilo to utilize their facilities
and learn about this ahupua`a. Participants ranged in grade from 5s'-12'h grades.
Other fall intersession programs were held at the Kekuaokalani Gym in Kona and Robert
N. Herkes District Gym in Pahala.
During the spring break, four programs were implemented. The `Ike Pono - Hamakua
program registered youth participants who learned about the sustainability and Hawaiian
culture. The program ran from March 17-21, 2025.
The second new program was "Snooze at the Zoo". This program gave kids a unique
experience of sleeping over at the Pana`ewa Rainforest Zoo during a two-day, one-night
program. The youth participants engaged in day and night tours of the zoo, learning
about the animals and helping with service projects. This program occurred October 8 &
9, 2024.
Other programs were also held at the Kekuaokalani Gym in Kona and Na`alehu
Community Center in Ka`u.
2024-25 Winter Intersession Programs
Winter hntersession programs were held at Pi`ihonua Gym, Pana`ewa Gym, Kea`au
Armory and the Spencer "Kalani" Schutte District Park from December 23, 2024-January
3, 2025.
2025 Summer Fun Program
A total of 24 Summer Programs were provided between June -July 2025 - 19 Summer Fun
Programs, four Teen Programs, and two Enrichment Programs. Island wide programs ran
from June 9-July 18, 2025. There were 49 Summer Fun personnel hired to assist the
Recreation Section personnel. Registration limits were determined by the Recreation
Section site staff, dependent on facility size and staffing availability.
Hilo: Andrews Gym (100), Pana`ewa Gym (74), Kawananakoa Gym (80), Pi`ihonua
Gym (94), Hilo Armory (61), Waiakea Uka (79)
Hamakua: Papa`ikou Gym (60), Honoka`a Sports Complex (49)
PLIN
PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Highlights (continued)
Puna/Ka`a: Pahoa Regional Park (80), Kea`au Armory (60), Ka`u Regional Gym (27),
Na`alehu Community Center (33)
North/South Kohala: Waimea District Park (29), Hisaoka Gym (19), Pu`unui Park (16)
North/South Kona: Kekuaokalani Gym (102)
There was a total of ten special enrichment programs that occurred in the summer.
Four of these programs were teen enrichment programs which operated on the same six -
week period as the Summer Fun programs. The Teen Scene program at the Pu`u`eo
Community Center registered 21 participants. The teen program at Papa`ikou Gym
registered 10 teen participants. `Ahahui `Opio Aloha `Aina at Hale Halawai in Kona
registered 13 participants and the Puna Teen Program at Shipman Park in Kea`au had 10
participants. All teen programs focused on life skills development and leadership
training with activities such as cooking and meal planning and higher education and trade
school visitations.
The `Ilse Kai program held three two -week sessions with a six -week total of 87
participants. This program focuses on learning about the ocean — how to care for it and
how to enjoy it respectfully.
`Ilse Pono is a fairly new and popular program. Two three-week sessions were
implemented, one session in each Hamakua community — Kula`imano (31 registered),
and Pa`auilo (13 registered). This program focused on learning about the `aina and how
to respectfully use our natural resources, providing a unique cultural_ experience for the
participants from planting kalo to harvesting and making laulau.
Various enrichment classes were also offered at the Waiakea Recreation Center in Hilo:
The free lunch program was offered at 14 summer program sites (All Hilo District sites -
including the Pu`u`eo Teen program and `Ike Kai program, Papa`ikou Gym, `Ike Pono
program [Kula`imano and Papa`aloa], Honoka`a Sports Complex, Pahoa Regional Park,
and Kea`au Armory). The Summer Fun programs in Nd'dlehu and Pahala participated in
the free lunch program at the nearby DOE facility. A combined total of 937 summer
program participants (83%) participated in the free lunch program provided in
partnership with the U.S. Department of Agriculture — Food Service Federal Grant
Program. We were unable to provide these services to other sites, due to the lack of
vendor participation.
209
PARKS & RECREATION
SUMMER FUN AND INTERSESSION
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Persons Served — Summer Fun/Intersession
1 1,388
1,500
1,500
PROJECTED SITES/POTENTIAL ENROLLMENT INCLUDING
SUMMER/INTER-SESSION/AFTERNOON PROGRAMS
od
e0
a
Al
11
FL
Hilo
6
1
3
9
1
4
2
26
Puna/Kalil
4
0
0
8
1
1
1
15
Hiimakua
2
2
0
6
1
1
0
12
N/S Kona
1
1 0
1 0
3
1
2
0
7
NIS Kohala
3
0
0
4
0
0
1
8
TOTAL
16
3
3
30
4
8.
4
68
Program Expenditures
FY 2024.25
Actual
1 FY 2025-26
Budget
FY 2026-27
Request
Salaries and Wages
205,149.77
224,872
224,872
Operations
207,458.88
369,180
368,180
Program Total
412,608.65
5904,052
593,052
210
PARKS & RECREATION
HOOLULU PARK COMPLEX
Program Description
The Recreation Division ensures the safe and efficient use of all facilities at the Ho`olulu
Park Complex, which includes the Dr. Francis F. C. Wong Stadium, Afook-Chinen Civic
Auditorium, Edith Kanaka`ole Multi -Purpose Stadium, Aunty Dottie Thompson Hale,
Walter Victor Baseball Complex, Aunty Sally Kaleohano's Luau Hale, Butler Buildings,
Kuawa Ballfields, Ho `olulu Multi -Purpose Field, Hilo Drag Strip, and Hilo Skatepark.
We maximize the use of all facilities by ensuring service in an equitable and fair manner
and through careful scheduling and accommodating of:
1. Public requests for private parties or events and athletic activities.
2. Professional or non-profit agencies.
3. School activities and athletic events.
4. Agencies that promote activities for statewide, national or international participants.
5. County and department functions.
Program Objectives
Provide clean, safe and well -maintained facilities:
a. Close each facility once per year for general clean up and minor repairs.
b. Pressure -wash each facility semi-annually:
c. Inspect for any potential safety hazards daily.
d. Clean and sanitize facilities before and after events.
e. Work with Safety Committee to perform safety inspections annually.
2. Provide a well -manicured playing surface at Wong Stadium, Walter Victor Baseball
Complex, Ho`olulu Multi -purpose Field and Kuawa Ballfields:
a. Mow fields weekly, weather permitting.
b. Close each ballfield at least one week annually for field repairs.
c. Fertilize field surfaces annually.
Provide training for staff:
a. Conduct safety talks on various topics at minimum once per month.
b. Train employees regarding safe, efficient use of all equipment at least semi-
annually.
c. Supervisors shall conduct equipment maintenance training and equipment
maintenance shall be performed weekly.
d. Provide training courses regarding Safety Data Sheets for all new or modified
products.
211
PARKS & RECREATION
HOOLULU PARK COMPLEX
Program Objectives (continued)
4. Enforce rules and educate sponsors:
a. Comply with ADA, OSHA, County, Department and Complex rules and
regulations.
b. Review rules annually.
c. Distribute rules with all applications.
5. Work with various schools, community groups, and government agencies on
improvements to the Ho`olulu Complex:
a. Complete one major improvement project.
b. Complete at least one beautification/landscaping project annually.
6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an
estimated 3,800 activities annually.
Program Highlights
The following were the major events held at the Ho`olulu Complex:
• Hawai`i Archery Club Annual Shoot: October 2024
• Keiki Hula Competition: October 12, 2024
• University of Hawaii at Hilo Basketball Season Games:
November 2024 — February 2025
• Hawai`i AJA Memorial Baseball League Games: December 2024 - March 2025
• University of Hawaii at Hilo Baseball Season Games: February 2025 - May 2025
• Hilo High School Baseball Season Games: January 2025 - May 2025
• Annual Christmas Craft Fairs: November 22 & 23 2024 and December 6 & 7, 2024
• 6151 Annual Marne Monarch Festival: April 23-26, 2025
• Tough Man Hawaii Kickboxing: October 19,2024
• S. Tokunaga Ulua Challenge Event: June 8, 2025
• Youth Baseball Leagues (Hilo Pony, RBI, Little League and Wood Bat):
o October 2024 - December 2024 11
o March 2025 - June 2025
• HCC/UHH Commencement Programs: May 16 & 17, 2025
• High School Commencements Programs: May 18, 23, & 24, 2025
• Hilo Orchid Society: July 22-27, 2024
212
PARKS & RECREATION
HOOLULU PARK COMPLEX
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Persons Served — Aggregate Total
396,000
400,000
410,000
Activities Accommodated:
4,164
4,100
4,000
Afook-Chinen Auditorium & Butler Building:
Revenue Generating
94
15
75
Fees Waived/Exempt
63
10
100
Edith Kanaka`ole Multi -Purpose Stadium:
Revenue Generating
795
900
1 800
Fee Waived/Exempt
165
150
150
Wong & Victor Stadiums:
Revenue Generating
147
150
150
Fee Waived/Exempt
2,126
2,000
2,000
Aunty Sally Kaleohano's Luau Hale:
Revenue Generating
170
100
125
Fee Waived/Exempt
475
460
460
Hilo Drag Strip
Revenue Generating
84
90
Fi
Fee Waived/Exempt
45
50
Program Expenditures
FY 2024-25
Actual
. FY 2025.26
Budget
FY 2026-27
Request
Number of Positions
17
17
17
Salaries and Wages
793,151.69
806,962
862,069
Operations
533,461.17
562,049
561,049
Equipment
301.57
1,000
1,000
Program Total
1,326,914.43
1,370,011
1,424,118
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Account Clerk
1
1
1
Building Maintenance Worker
1
1
1
Facilities Maintenance and Service Worker I
10
10
10
Facilities Maintenance and Service Worker H
3
3
3
Ho`olulu Complex Maintenance Supervisor
I
1
1
Recreation Specialist II
I
1
1
Total
1 17
171
17
213
PARKS & RECREATION
AQUATICS
Program Description
The Aquatics Section develops and implements water safety operations and programs.
The Aquatic Section promotes water safety to the public by conducting American Red
Cross Leam-to-Swim classes, certification courses in Lifeguarding, CPR, AED, First Aid
and Basic Water Rescue. Instructor certification courses are also offered for
Lifeguarding Instructors and Water Safety Instructors. The Aquatics Section conducts
introductory competitions for beginners (novice swim and intro to water polo programs)
and advanced (open water competitions) swimmers.
Aquatics maintains safety services and initiates preventative actions, progressively
implementing advanced safety equipment and strategies to meet our goals and act as a
resource and consultant on matters relating to water safety.
Program Objectives
1. Provide services at nine aquatic facilities with at least two lifeguards on duty daily at
all County pools.
2. Maintain safe and clean facilities, free of hazards for all activities, patrons and
-employees by maintaining acceptable pool chemical levels, conducting daily safety
inspections and remitting work orders as necessary to correct unsafe conditions. A
comprehensive safety inspection to be conducted on a semi-annual basis.
3. Offer recreational and lap swimming for approximately 850,000 patrons island wide.
Offer four sessions of Learn to Swim in the summer at all pools and other water
related courses to approximately 3,000 patrons.
4. Develop and distribute a quarterly brochure of County of Hawaii pool facilities
highlighting recreational and adult lap swimming hours as well as water aerobics,
swim lessons, special events, activities and programs.
5. Conduct nine American Red Cross Lifeguarding/First Aid/CPR/AED Classes island
wide during the fiscal year.
6. Plan, promote and coordinate five Novice Swim Meets serving approximately 350
participants during the three-month season.
7. Sponsor one open ocean water swim competition.
214
PARKS & RECREATION
AQUATICS
Program Objectives (continued)
8. Promote workplace safety for all staff by providing personal protective equipment
and safety training on an ongoing basis.
9. Conduct American Red Cross Blood Borne pathogens training on an annual basis in
January or February for all staff.
10. Develop at least two partnerships with aquatics clubs to encourage competitive
aquatic sports throughout the island.
11. Reduce costs through implementing sustainable technologies and prudent practices.
Program Highlights
LEARN TO SWIM (LTS)
Swim Lessons were offered at all open pools.
NOVICE SWIM SEASON
The Novice Swim Season for 2025 ran from February through mid -May. There were
seven teams who participated, with approximately 290 swimmers participating.
ANNUAL RICHARDSON'S OCEAN SWIM
The 2025 Richardson Roughwater Swim was held on September 14, 2024, with 77
registered participants.
215
PARKS & RECREATION
AQUATICS
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Swimming Pools
9
9
9
Persons Served at Pools
878,667
550,000
600,000
Novice Meets/Participants
5/290
5/250
5/300
Learn to Swim (participants)
750
750
750
Instructional Courses by Aquatics Division
200
300
300
American Red Cross Lifeguarding Certification Crs
16
9
9
Partnership with Aquatic Clubs
1 10
9
9
Pool Attendance
Location
Total Count
2022-23
Total Count
2023-24
Total Count
2024-25
Estimate
2025-26
Honoka`a
20,239
16,004
17,590
15,000
Kawamoto
79,181
80,707
137,236
80,000
Kohala
0
11,601
15,223
15,000
Konawaena
25,475
164,200
9,105
150,000
Lau ahoehoe
4,639
7,273
12,480
10,000
NAS
0
0
31,631
27,500
Pahala *
0
0
0
7,500
Pahoa
125,636
188,224
159,497
190,000
Kona Community Aquatic Ctr
144,075
195,606
515,905
200,000
Total
399,245
663,615
898.667
695,000
* Closed for renovations/repairs throughout FY
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
59
59
59
Salaries and Wages
1,719,755.83
2,210,073
Operations
886,668.51
1,110,674
Equipment
15,364.84
20,900
Program Total
2,621,789.18
3,341,647
216
PARKS & RECREATION
AQUATICS
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Account Clerk
1
1
1
Aquatic Recreation Director II
1
1
1
Aquatics Recreation Specialist
1
1
1
Pool Lifeguard
24
24
24
Pool Lifeguard 1/2T
2
2
2
Pool Lifeguard 1/2T Tern
6
6
6
Pool Lifeguard 3/5T
3
3
3
Senior Pool Lifeguard
9
9
9
Swimming Instructor 1/2T Tern
3
3
3
Swimming Instructor Tern -
3
3
3
Swimming Pool Custodian
3
3
3
Swimming Pool Custodian 1/2T
3
3
3
Total
59
59
59
217
PARKS & RECREATION
CULTURE & EDUCATION
Program Description
The Culture & Education Division provides educational and community -based activities
and events to celebrate, perpetuate, and foster the appreciation of our island's rich multi-
cultural heritage in the arts, history, and the humanities.
Program Objectives
1. Provide 85 workshops and classroom instructions in various disciplines, music,
dance, drama, arts, crafts, and natural sciences at established sites Countywide.
2. Develop and enhance at least one core/major Cultural/Community event per quarter
to preserve ethnic traditions and heritage, encourage craftsmanship and cottage
industry.
3. Market programs by securing community involvement and financial support through
six partnerships/sponsorships.
4. Advertise and promote the Cultural & Education programs and activities through our
quarterly "Arts Visions" newsletter and media such as radio, television, periodicals,
newspapers and social media.
Program Highlights
First Quarter:
• Cultural Demonstration: Summer Fun Program (Hilo Armory)
o Conducted a cultural demonstration and interactive lessons in hula and ukulele for
summer fun program participants (Jul 2, 2024).
• Fourth of July — Hilo Bay Blast (Jul 4, 2024)
• HeART of Our Island — Keiki Art Display (Jul 26, 2024)
o Installation at Aupuni Center with art from Hilo High School Art Club.
• Cultural Engagement: Sister City Visit (Aug 15, 2024)
o Conducted a cultural demonstration and instruction in hula, at ACCR, for visitors
from our sister city — Nago, Japan.
• IVF World Sprint.Championships (Aug 13-23, 2024)
o Assisted in overall planning and coordinating the vendor process.
• Cultural Engagement: Sister City Visit (Aug 21-22, 2024)
o Conducted a cultural demonstration and instruction in hula, at HCC Cafeteria &
Hilo High School, for visitors from our sister city — Sumoto, Japan.
• HeART of Our Island — Keiki Art Display (Aug 30, 2024)
o Installation at Aupuni Center with art from Waiakea Intermediate School Art
Club.
218
PARKS & RECREATION
CULTURE & EDUCATION
•Program Highlights (continued)
• 25th Annual Queen Lili`uokalani Festival (Sep 7, 2024)
• Hawai`i Island Peace Week (Sep 21-28, 2024)
o Decorated the county building (Sep 15, 2024) and Aupuni Center (Sep 18, 2024)
with a full set of United Nations flags.
o Provided cultural opening protocol at Lili`uokalani Gardens for morning walk
with the Mayor (Sep 26, 2024).
• Rhythm & Life — Kupuna Seniors
o Cultural Engagement: Teaching hula numbers to the Rhythm & Life group (EAD)
that will be travelling to Hamamatsu, Shizuoka, Japan to perform.
o Classroom instructions held weekly from Jul 2 — Sep 20. Kupuna group travelling
from Sep 23 — Sep 28, 2024.
• Aloha Festivals Island of Hawaii (Sep 21, 2024)
o Assisted in planning and coordinating logistics, permitting and documentation.
• Cultural Engagement: Sister City Visit
o Conducted instruction in hula for Hilo Intermediate School students in preparation
for their visit to our sister city — Yurihama; Japan.
o Classes conducted from Aug 23 — Sep 27, 2024, with students travelling in
October.
Second Quarter:
• Hula Pa`ina — FALL
o Culture & Education hula class pa`ina at Aupuni Center Conference Room (Oct 3,
2024).
• Hamakua Sugar Days Festival (Oct 5-20, 2024)
o Assisted (advised) organizers on logistics, contacts, permitting and/or event plan
for some the activities/events. Also coordinated vendor applications/approvals
and supplies.
o Sugar Workers Appreciation, (Oct 5, 2024); Inter -Generational Softball
Tournament, (Oct 6, 2024); Parade and Festival (Oct 12, 2024).
• NELHA 50th Anniversary Open House (Oct 19, 2024)
o Assisted (advised) organizers on planning. strategies. Provided information, tools
and guidance on event planning and best practices.
• Seasonal Decorations (Oct 29, 2024)
o Halloween display at the county building.
• HeART of Our Island — Keiki Art Display (Nov 4, 2024)
o Installation at Aupuni Center with art from Connections Charter School.
219
PARKS & RECREATION
CULTURE & EDUCATION
Program Highlights (continued)
• King Kalakaua Tribute (Nov 16, 2024)
o Blessing and gathering at Kalakaua Park in honor and recognition of the King's
birthday and legacy.
• Magic of the Season — Holiday Open House Event (Dec 9-13, 2024)
• Magic of the Season — Low Sensory Visit (Dec 17, 2024)
o Coordinated with State DOH -Family Health Service, Mayor's office and
community partners to provide this after-hours event for families and children
with special needs and disabilities.
• Jingle Bells — Trek the Trails (Dec 20, 2024)
o Provided consultation and assistance with promotion at event held at the West
Hawai`,i Civic Center.
• `Tis the Season — A Walk Through Christmas Town Event (Dec 21, 2024)
o Assisted with logistics and promotion for event held at Edith Kanaka`ole Stadium.
• Christmas in the Park — Garden Enchantment (Dec 23-24, 2024)
o Assisted Friends of Lili`uokalani Gardens with logistics and promotion.
Third Quarter:
• HeART of Our Island — Keiki Art Display (Jan 2, 2025)
o Installation at Aupuni Center showcasing art from Hilo High School.
• 32"a Annual Waimea Cherry Blossom Heritage Festival (Feb 1, 2025)
• HeART of Our Island — Keiki Art Display (Feb 3, 2025)
o Installation at Aupuni Center showcasing art from Waiakea High School.
• Boiling Pots Signage (Feb 7, 2025)
o Assisted in coordinating blessing for unveiling of new public safety signage.
• Seasonal Decorations (Mar 8, 2025)
o St. Patrick's Day display at the county building.
• HeART of Our Island — Keiki Art Display (Feb 28, 2025)
o Installation at Aupuni Center showcasing art from East Hawaii Cultural Center,
"Young at Art" contestants.
• Seasonal Decorations (Mar 28, 2025)
o Easter display at the county building.
0#111
PARKS & RECREATION
CULTURE & EDUCATION
Program Highlights (continued)
Fourth Quarter:
• Hawai`i and Shibukawa Sister Cities Children's Art Exchange (Apr 2-May 6, 2025)
o Setup and displayed artwork at Aupuni Center from 5 h grade elementary students
in Japan and Hawaii. There were 55 pieces from students at 13 different schools
around Shibukawa, and there were 50 pieces from students at three local schools —
E.B. DeSilva, Ha'aheo and Kalaniana`ole.
• HeART of Our Island — Keiki Art Display (Apr 3, 2025)
o Installation at Aupuni Center with art from E.B. DeSilva Elementary.
• Merrie Monarch Festival (Apr 20-26, 2025)
o Assisted with logistics and support. Coordinated delivery and usage of palms for
decorations, as well as provided printed shirts for staff working the event. Hung
Merrie Monarch banners downtown.
• National Public Health Week (Apr 7-13, 2025)
o Collaborated with State DOH and Mayor's office for public health event that was
held Apr 11, on the grounds between County and State buildings.
• Two Lights for Tomorrow
o Set up lights at county building: two blue lights inside and two white lights
outside. The two lights are a symbol to commemorate Paul Revere's ride.
• Fallen Firefighters Memorial Display
o Decorations were set up at county building for Firefighters Week (Apr 25, 2025)
• Hilo Lei Day Festival (May 1, 2025)
o May Day Celebration held at Kalakaua Park.
• HeART of Our Island — Keiki Art Display (May 1, 2025)
o Installation at Aupuni Center with art from Waiakea Intermediate School.
• Boys' Day Display
o Decorative display (large koi fish) setup at Aupuni Center and county building
(May 2, 2025)
o Display also setup at Coconut Island/Lili`uokalani Gardens by Friends of
Lili`uokalani Gardens (and volunteers) (Apr 26,2025)
• Fallen Officers Memorial Display
o Decorations setup at county building for Police Week (May 9, 2025)
• Seasonal Decorations (May 23, 2025)
o Memorial Day display setup at county building.
• 116kule`a and Hikianalia (Grand Naniloa Hotel)
o Participated in the arrival and welcome ceremony (May 21, 2025), and also a
special tour and crew engagement (May 22, 2025).
221
PARKS & RECREATION
CULTURE & EDUCATION
Program Highlights (continued)
• H6kule`a Ho`olaule`a
o Collaborated with Mayor's office, Pacific Voyaging Society, State DOT and
Harbors, Suisan and Naniloa on event and community engagement.
• HeART of Our Island — Keiki Art Display (June 3, 2025)
o Installation at Aupuni Center with art from Dept of Water Supply's art contest
winners.
• Casino Day (Elderly Activities Division)
o Assisted EAD with activities for event (June 6, 2025), at Edith Kanaka`ole
Stadium.
• Cultural Demonstration: Summer Fun Program (Hilo Armory)
o Conducted a cultural demonstration and interactive lessons in hula, chant and
ukulele for summer fun program participants (Jun 26 and 30, 2025).
• HeART of Our Island — Keiki Art Display (Jun 27, 2025)
o Installation at Aupuni Center with art from Waiakea Intermediate School.
• Tribute to Our Heroes (Patriotic Salute) (May 19, 2025)
o Decorative display at county building.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Classes/Workshops (Countywide)
87
90
85
East Hawaii
87
85
82
WestHawai`i
0
5
3
Participants in Classes/Workshops (Countywide)
539
525
525
East Hawaii
539
475
500
West'Hawai`i includes Waimea District
0
50
25
Total Participants Served Countywide
107,000
95,000
95,000
East Hawaii
80,000
70,000
70,000
West Hawaii includes Waimea'District
27,000
25,000
25,000
Number of Festivals/Major Events
7
7
7
222
PARKS & RECREATION
CULTURE & EDUCATION
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
5
5
5
Salaries and Wages
298,001.29
299,778
315,420
Operations
246,757.78
148,528
148,528
Equipment
-
50
50
Program Total
544,759.07
448,356
463,998
Personnel Position Summary
Position Title
FY 2024.25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Culture and Education Administrator
1
1
1
Park Interpretive Tech
1
1
1
Park Interpretive Tech 1/2T
1
1
1
Recreation Specialist 11
1
1
1
Recreation Specialist I
1
1
1
Total
5
5
5
223
PARKS & RECREATION
ELDERLY ACTIVITIES
Program Description
EAD Administration
The Elderly Activities Division's (EAD) Administration oversees five programs: Senior
Volunteer Program (SVP), Coordinated Services, Nutrition, Recreation and Special
Programs. The Division provides comprehensive and coordinated services for older
individuals, which promote maximum independence, optimum health, personal dignity
and self -enrichment. The EAD staff offers adults 55 years and older many educational
and recreational choices, various opportunities and services to enhance their quality of
life, including volunteer opportunities, transportation, escort, information and assistance,
in -home services (chore, personal care), recreational activities, congregate meals and
home -delivered meals and island wide, statewide, national and international activities
(Kupuna Hula, bowling, softball, health fair, etc.).
EAD Recreation
The Elderly Recreation Services (ERS) provides comprehensive recreational,
educational, health related and leisure activities for adults 55 years and older, which
promote maximum independence, optimum health, personal dignity and self -enrichment.
The ERS staff provide and promote active and passive recreational, cultural, leisure
opportunities, special interest programs and maintains independence, quality of life and
dignity to older adults. Services are provided countywide at 25 senior centers, including
districtwide activities and recreational, educational, and health -related classes.
EAD Special Programs
The Special Programs branch provides individuals 55 years and older with a variety of
special events such as recreational, sports (golf and softball), health (Wellness Fair),
leisure time, performing arts (Kupuna Hula), and other support services countywide, as
well as senior participating in state, national, and international events.
224
PARKS & RECREATION
ELDERLY ACTIVITIES
Program Objectives
EAD Administration
1. The division will provide and/or facilitate a wide array of services and opportunities
and evaluate the quality of services provided by coordinating a service delivery
system that addresses the needs and interests of older adults. This will be
accomplished by providing comprehensive and coordinated services that are
represented by the division's five major programs. The Elderly Activities Division
provides services to over 12,800 seniors annually. An evaluation is conducted on
each program annually to ensure goals are met.
2. The division will pursue assistance from persons and groups to improve and maintain
P&R facilities and enhance programs, services, and activities. This will be
maintained by the EAD Advisory Council which is made up of representatives from
the 25 senior citizen clubs, 15 nutrition sites and the SVP Advisory Council that will
conduct at least one general meeting in January and one meeting for east and west
districts in July of each fiscal year servicing 40 presidents/chairpersons island wide.
The division will provide regular facility and safety inspections and training for staff
by maintaining an EAD Safety Committee with at least one representative of each
program meeting quarterly to enforce safety procedures, improve unsafe conditions
affecting staff and seniors and give feedback to the department safety committee, as
needed. Additionally, they will conduct a safety on -site evaluation semi-annually
(January and July) of 32 senior center facilities and conduct safety evaluations and
training for 50 EAD staff.
4. In order to keep the public informed of its activities the division will:
• Produce at least one "Video Highlights" of the division's activities annually.
• Maintain the division's Kupuna News magazine by providing information on all
EAD program activities and distributing at least 3,000 copies to over 200
organizations, two times semi-annually.
225
PARKS & RECREATION
ELDERLY ACTIVITIES
Program Objectives (continued)
EAD Recreation
1. Provide and promote active and passive recreational, cultural and leisure
opportunities to 4,000 unduplicated individuals 55 years and older island wide.
2. Provide and promote active and passive recreational, cultural and leisure
opportunities for 1,000 senior club members 55 years and older at 26 senior
centers/sites.
3. Serve 3,000 older adults in recreational, educational, health -related and cultural
classes island wide.
4. Provide at least ten districtwide activities for a total of 1,500 older adults in
Puna/Ka`n, North and South Hilo, North and South Kona, North and South Kohala,
and Hamakua.
EAD Special Program
1. Provide at least six countywide, state, national and international events for 1,850
older adults.
2. Serve a total of 1,150 older adults in at'least three countywide special events and
serve 300 older adults in one statewide event.
3. Provide one cultural event for 300 older individuals on a county, state, and
international level that will attract a total of 1,200 attendees.
Program Highlights
• Transported 36 participants under 60 years of age with disabilities and accomplished
710 trips.
• Provided 5,659 seniors with Information and Assistance, Outreach, Referrals,
transportation and Chore Services.
• CSE had another record -breaking AARP Tax Preparation from February thru April.
• Elderly Recreation Services' number of participants for the classes and club was
4,562 and is steadily increasing. Twenty-one of the 26 senior clubs are fully open.
• Special Programs —14 teams from the Hawaii Kupuna Softball League participated
in the Annual Hawaii State Senior Softball Tournament in Maui at the War
Memorial Complex with 394 players. Six teams placed in the championship round.
Team Kua`aina placed first in their division for the -first time. The 2024 season
started in January. with 22 teams.
226
PARKS & RECREATION
ELDERLY ACTIVITIES
Program Highlights (continued)
Retired Senior Volunteer Program (RSVP) — The 945 volunteers contributed 60,212
hours of service in the past 12 months.
Hawaii County Nutrition Program (HCNP) received two Hot Shots to deliver
hot/cold Meals on Wheels food around the island. Keeping the food at the correct
temperature as required by USDA. Funding was provided through the Hawaii
County Office of Aging with Federal and State funds.
Program Measures
FY 2024-25
Actual
FY 2025.26
Budget
FY 2026-27
Estimate
Unduplicated Number of Older Adults Serviced:
13,787
12,800
12,650
RSVP*.
945
750
-
SVP
-
-
600
Coordinated Services
5,659
5,000
5,000
Nutrition
884
1,200
1,200
Elderly Recreation
4,562
4,000
4,000
Special Programs
1 1,737
1 1,850
1 1,850
*Refired Senior Volunteer Program (RSVP) transitioning next fiscal year to Senior Volunteer Program (SVP)
EAD Recreation
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
.No. of Senior Centers
26
26
26
No. of Unduplicated Elderly Participants in Clubs
and Classes
4,562
4,000
4,000
District Wide Activities*
8
10
10
No. of Participants in District Wide Activities*
1,381
1,500
1,500
227
PARKS & RECREATION
ELDERLY ACTIVITIES
EAD Special Programs
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Total Number of Participants Served:
1,737
1,850
1,850
Total Number of Events:
3
6
6
County -wide Events:
Number of Events:
2
3
3
Number ofParticipants:
1,343
1,150
1,150
Big Island Senior Golf Tournament
-
100
100
Hawaii Kupuna Softball League & Tournament
495
400
400
Akamai Living Fair*
848
650
650
State/NationaMternational Events:
Number of Events:
1
3
3
Number of Participants:
394
700
700
Number of Attendees:
-
1,200
1,200
State Senior Softball Tournament
394
300
300
Hawaii Kupuna Hula Festival
# of Performers)
-
300
300
Hawaii Kupuna Hula Festival**
(# of Attendees — 2 nights)
1,200
1,200
Other Events
100
100
*Sponsored event, EAD manpower
** Not calculated in Number of Participants total
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
12
12
12
Salaries and Wages
729,864.63
904,211
933,095
Operations
358,437.04
332,552
340,730
Equipment
44,114.64
90,090
115,622
Program Total
1,131,416.31
1,326,853
1,389,447
228
PARKS & RECREATION
ELDERLY ACTIVITIES
Personnel Position Summary
Position ltitle
FY 2024-25
Authorized
FY 2025.26
Authorized
FY 2026-27
Request
Account Clerk
2
2
2
Elderly Activities Operations Director
1
I
I
Program Director II Older Adults
4
4
4
Program Director III (Older Adults)
I
1
I
Program Director IV Older Adults
1
1
1
Recreation Aid
1
1
1
Van Driver
1
I 1
1
Student Helper I
1
1
1
Total
12
12
12
229
PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Program Description
The Pana`ewa Recreational Complex is comprised of two facilities; the Pana`ewa
Rainforest Zoo & Gardens and the Pana`ewa Equestrian Center.
Pana`ewa Rainforest Zoo
The Pana`ewa Rainforest Zoo & Gardens is the only zoo in the United States that is set in
a tropical rainforest. This provides the unique opportunity to exhibit various species in a
natural rainforest environment. An abundance of lush flora enhances the animal
experience and transforms the zoo into a diverse botanical park. The Pana`ewa
Rainforest Zoo & Gardens provides a welcome form of alternate recreation and education
for all ages to enjoy. The zoo is open daily from 10:00 a.m. to 4:00 p.m. with closures on
the first Thursday of the month, Christmas, New Year's Day, and on maintenance and
zoo orientation days. The Zoo began charging admission on September 1, 2025. A
reasonable $4.00 fee for island resident adults was installed. Resident keiki and kupuna
are free. Non -Resident adult tickets are $12.00 and children 3-17 years of age are $5.
Children 0-2 years of age are free. An annual pass for resident adults is $25 per year.
Contemporary zoos strive to provide and promote a theme of conservation through
education and recreational activities. Conservation of world wildlife and rainforests will
affect many future generations. Continuing education and awareness are vital for
preserving our natural resources, and the zoo affords the perfect opportunity to combine
this education through enhanced recreation.
Our program is achieved, by meeting Federal USDA Animal Welfare Act regulatory
standards and requirements to maintain Federal licensure, and acquisition of State and
Federal permits necessary to import, transport and house restricted animals. Volunteers
and community involvement are vital to the program's success and future expansion.
The USDA also requires a contingency plan for all emergencies that the zoo may face.
The zoo is also working with an outside agency, Zoological Disaster Response, Rescue,
and Recovery (ZDR3), to coordinate disaster response and relief.
Friends of the Pana`ewa Zoo (FOZ) is a 501(c)3 not for profit volunteer organization
which provides financial support for both projects and supplemental animal care. FOZ is
an integral part of the zoo and they maintain a zoo website and Facebook page that
provides news and public information to increase visitor awareness. The Gift Shop at the
zoo is also run by FOZ staff and volunteers.
230
PARKS & RECREATION
PANA'EWA RECREATIONAL. COMPLEX
Program Description (continued)
The Pana`ewa Equestrian Center
The Pana`ewa Equestrian Center is located adjacent to the zoo and has the capacity to
house 43 horses. Horse stalls are rented to the public for a nominal cost. The arena,
racetrack, and parking lot are rented for appropriate events, training, and practices.
The Pana`ewa Equestrian Center was developed and is maintained for a wide variety of
equestrian related facilities, which include a 5/8 mile racetrack, rodeo arena, wash racks,
and 44 rental stalls with attached paddocks. The center is open for public use seven days
a week from 7:00 a.m. to 7:00 p.m.
Program Objectives
1. Focus on maintaining a healthy rainforest animal collection with 12 scheduled
preventative health exams with license veterinarians and a new quantified nutrition
program.
2. Successfully breed at least one animal species for population maintenance or to trade
with other facilities.
3. Work with FOZ to host at least two events to promote the zoo and increase the
number of visitors.
4. Coordinate with the Recreation division to hold another Snooze at the Zoo project
focused on rural schools.
5. Continue monthly ReZOOvenation closure days to complete zoo projects and staff
training.
6. Work with community groups to help facilitate four major volunteer projects to
maintain and improve the Zoo and/or Equestrian Center.
7. Increase community education and interest and reinstitute a docent training program
by utilizing FOZ volunteers.
8. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian
Center:
a. Host two rodeo events annually.
b. Host two dressage events annually.
231
PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Program Highlights
• The Zoo hosted several school groups for educational tours related to their
curriculum. University of Hawaii, Hilo and Hawaii Community College have also
studied and volunteered at the Zoo this year. The Hawaii Academy of Arts and
Science (HAAS) has been coming to the Zoo on a regular basis throughout the school
year to complete their required service hours.
• New animals that have joined the collection this past year include two axolotls. The
Zoo also saw the birth of a baby sloth last November. The peacocks and dart frogs
also hatched out several babies.
• The Zoo partnered with the Recreation division to host the second annual Snooze at
the Zoo over Spring Break, March 18`h and 19`h, 2025. Students and Recreation staff
participated in a variety of activities at the Zoo. The program was highlighted with an
overnight camp out at the Zoo Pavilion.
• The Hawaii Forest Industry Association continue to support the Discovery Garden at
the zoo and participate is the special events at the Zoo. They offer tours and plantings
for the guests to join. They also continue to work with the Kiwanis Club to have a
couple work days with area children.
• FOZ funded several purchases for the zoo including materials for the renovation of a
sloth habitat, enrichment items for multiple species and contributions for special
events like Tiger Fun Day, Boo at the Zoo, and Christmas at the Zoo.
• Development of the new Colobus monkey habitat continues with contractor Scott
Mead. Initial plans have been created for DPR approval. A back gate to the
construction site was installed by Parks Maintenance.
• FOZ's Christmas at the Zoo for the animals was held on Saturday, December 7, 2024,
and all the animals received special treats and `gifts'. Visitors watched as tigers
played with their new toys and monkeys enjoyed their peanut butter jars! A variety of
gifts were given out to the collection.
• FOZ also held a plant sale this year on May 3, 2025.
• Tiger Fun Day was celebrated on June 28, 2025.
The second annual Boo at the Zoo trick -or -treat special event took place on October
26 and 27, 2024. This year the event was planned over two days and with an
extended 3-hour timeframe. An estimated 2,500 guests attended between the two
days. FOZ sold trick -or -treat bags for $1.
232
PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Program Highlights (continued)
The Hawaii Horse Owner's Association Pana`ewa Stampede Rodeo continues to be
the most popular statewide rodeo event. The Stampede was held on February 15-16,
2025. There were also four Keiki Rodeos held on September 28, 2024, November 16,
2024, January 11, 2025, and April 12, 2025. Orchid Isle Events held two events
planned this year on August 24, 2024, and November 2, 2024. Unfortunately, both
events were cancelled. Hawaii All Girls Rodeo was held October 11, 2024
Program Measures
FY 2024-25
FY 2025-26
FY 2026.27
Actual
Budget
Estimate
Attendance*
351,000
362,000
345,000
Acres Maintained
57
57
57
Equestrian Center — Stalls
43
44
42
Equestrian Center — Rodeos, Shows, Clinics & Races
7
12
7
Community & Volunteer Projects Completed
20
5
30
New animals acquired
2
4
5
Educational presentations (field trips, school visits,
12
12
12
etc.)
Species (Current Actual Count as of Jun 2025)
81
85
96
Birds 29
Primates 5
Mammals 14
Amphibians 6
Reptiles 25
Fish 2
*Numbers are based on estimates by gift shop staff.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
17
17
17
Salaries and Wages
766,610.6
983,135
938,764
Operations
351,885.46
385,520
393,020
Equipment
33,356.48
1,500
1,500
Program Total
1,151,852.59
1,270,155
1,333,284
233
PARKS & RECREATION
PANA'EWA RECREATIONAL COMPLEX
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Building Maintenance Worker
1
1
1
Clerk III
1
1
1
Clerk III 3/5T
3
3
3
Nursery Worker I
1
1
1
Pana`ewa Recreation Complex Administrator
1
1
1
Pana`ewa Recreation Complex Supervisor
1
1
1
Park Caretaker I
1
1
1
Senior Account Clerk
1
1
1
Zoo Animal Keeper II
6
6
6
Zoo Information/Education Specialist 1
1
I
1
Total
17
17
17
234
PLANNING
PLANNING
PLANNING
Mission Statement
The Hawaii County Planning Department fosters an improved quality of life for
communities through responsible and progressive land use planning.
The Department provides technical advice to the Mayor, Planning Commissions, and
County Council on land use and planning matters, and administers the County's
Subdivision and Zoning Codes.
Its core functions are carried out through five divisions: Administrative Services,
Administrative Permits, Long Range Planning, Planning Division, and West Hawaii
Division.
Department Goals
1. To support and sustain the community's vision by fostering public participation and
creating policies that promote a more equitable, resilient, and sustainable future for
Hawaii Island.
2. To improve the land use management system by establishing clear, objective
standards and streamlining processes for greater efficiency.
3. To develop effective methods for community and interagency input to ensure broad
participation in planning and regulatory decisions.
4. To enhance the department's competence, sensitivity, and responsiveness in
delivering planning services, while fostering partnerships with Federal, State, and
County agencies.
Funding Source and Position Count
General Fund
$5191,418
General Fund
59
Grant Revenue
$ 423,225
Grant Revenue / Other
8
Other
$ 18,000
Total Budget:
$5,632 643
Total Number of Positions
67
235
PLANNING
PLANNING
Program Description
The Planning Department is the land use planning and regulatory agency for the County
of Hawaii. The department has responsibility for administering land use planning and
regulation, long-range and community planning, boards, commissions, and committee
support, permitting and environmental review, street naming and addressing, and
maintenance of tax maps and records.
Program Objectives
Administrative Services
1. Update website to improve accessibility to department information.
2. Promote County -provided training to attain participation by one-third of the
department's average workforce annually.
3. Digitize existing files and documents to increase efficiency and create space.
4. Manage recruitment and onboarding processes.
5. Provide street naming and addressing services to the public.
6. Respond to public and interdepartmental requests for tax maps and cadastral records.
Administrative Permits
1. Respond to public inquiries and assist the public in understanding zoning code and
departmental policies regarding land use and zoning.
2. Process administrative permits and subdivision applications within established
timelines.
3. Receive, track, and resolve land use and zoning complaints.
4. Administer the Short-term Vacation Rental program.
Long Range
Review environmental and cultural compliance documents and administer shoreline
and climate -related Federal Emergency Management Agency (FEMA) and Coastal
Zone Management (CZM) grants.
236
PLANNING
PLANNING
Program Objectives (continued)
3. Implement Community Development Plans and support community -based planning
and resilience initiatives.
4. Coordinate County transportation, infrastructure, and land use planning and complete
required plans and reports.
5. Update the General Plan, administer planning grants, support code amendments, and
provide Board of Appeals administration.
Planning
1. Process all discretionary permits and plan and code amendments through the Planning
Commissions within the statutory deadlines in HCC Chapter 25 and Planning
Commission Rules of Practice and Procedure.
2. Provide staff support for the Planning Commissions and assist the Planning Director
in State Land Use Commission proceedings.
3. Assist the Planning Commissions in updating their procedural rules to improve public
participation and transparency while streamlining the permit process for greater
accessibility and efficiency.
4. Implement the newly created condition compliance tracking system for the
approximately 3,550 permits and change of zone ordinances issued by the Planning
Commissions and County Council since 1968.
5. Assist the Planning Commissions in reviewing County Council amendments to the
draft General Plan 2045.
6. Implement new transient accommodation rental legislation that may be adopted,
which could substantially increase the number of Special Permit applications the
Planning Commissions must consider.
West Hawaii
1. Respond to land use and zoning inquiries and support building permit processing
while improving customer service efficiency.
2. Process administrative permits within established timelines using consistent standards
in coordination with applicants and agencies.
3. Receive, track, and resolve land use and zoning complaints and maintain complaint
records and reporting.
237
PLANNING
PLANNING
Program Objectives (continued)
4. Provide staffing and administrative support for the Kailua Village Design
Commission.
Program Highlights
• Developed a new Planning Intranet site and updated the Planning Staff Internal
Website with additional Geographic Information Systems (GIS) resources and web
maps.
• Developed a permit compliance tab in EPIC for tracking permit time extensions.
• Created a training repository for staff using Teams and Microsoft Stream, including
14 new instructional videos.
• Recorded new department phone greeting and streamlined call handling procedures to
improve public communication.
• Installed a new public kiosk with guided EPIC concierge service for document
uploads, paperless processing, and cashless bill payment.
• Upgraded all laptops and desktops to Windows 11, replacing over 40 computers.
• Installed three new public -facing desktops in Hilo with larger screens for viewing
maps and information.
• Installed four new public -facing computers in West Hawaii.
• Added a new map printer at WHCC for printing maps.
• Donated recycled equipment to IT ReUse Hawaii to benefit the community.
• Installed quad HD monitors to enhance viewing and accuracy for Bluebeam,
AutoCAD, and GIS software.
• Continued modernization and maintenance of Tax Maps and Records by updating and
converting plat maps to CADD format.
• Processed a high volume of administrative permits, subdivision applications; and land
use agreements while providing zoning assistance to support orderly development and
consistent permit review.
• Continued intake, tracking, and investigation of land use complaints and
administration of the Short -Term Vacation Rental program, while advancing
implementation of the EPIC system to improve efficiency, coordination, and
reporting.
PLANNING
PLANNING
Program Highlights (continued)
• Managed the Coastal Zone Management (CZM) and FEMA hazard mitigation grants
to conduct research necessary to establish a new shoreline setback policy and rules.
• Submitted recommended Draft General Plan 2045 with Windward and Leeward
Planning Commission Recommendations to -County Council for adoption.
• Progressed with the comprehensive review and amendments to zoning and
subdivision codes.
• Completed a draft of Kona Open Space Plan.
• Processed all discretionary permits and plan and code amendments through the
Planning Commissions within the statutory deadlines in HCC Chapter 25 and
Planning Commission Rules of Practice and Procedure.
• Created a condition compliance tracking system for the 550 SMA Use Permits, 1,600
Change of Zone ordinances, 1,100 Special Permits, and 300 Use Permits issued by
the Planning Commissions and County Council since 1968.
• Continued delivery of front -counter land use assistance and zoning confirmations
supporting building permit review in West Hawaii.
• Ongoing processing of administrative permits, complaint investigations, and support
for the Kailua Village Design Commission.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
PERMITS
`Ghana Permits** (eliminated legislatively)
2
0
0
Plan Approvals
99
120
150
Home Occupation*
-
-
8
Ag Based Commercial Operations*
50
Planning's Building Permit Reviews*
-
-
3,000
AGREEMENTS
Farm DwellingAgreement
23
30
30
Subdivision — New Application
79
70
80
Consolidation — New Application
20
20
20
APPLICATIONS PROCESSED
General Plan Amendment
0
5
0
Change of Zone
20
30
25
Special Permit
22
40
1,300
Use Permit
10
25
5
Special Management Area Major Permit
19
25
20
239
PLANNING
PLANNING
Program Measures (continued)
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Special Mana ement Area Minor Permit
10
20
15
Special Management Area Assessment
64
150
75
Special Mana ement Area Short -Form Exem Lions
172
100
150
State Land Use Boundary Amendments (<15 acres)
4
5
5
State Land Use Boundary Amendments (>15 acres)
0
2
0
Shoreline Setback Variance
1
2
2
County Council Initiated Code Amendments
4
10
10
Planning Director Initiated Actions
6
10
10
Other Miscellaneous A lications**
0
0
0
Planned Unit Development
2
5
5
Planning Commission Meetings
33
26
35
Planning Commission Contested Case Hearings
2
5
5
Appeals Processed
14
50
50
Board of Appeals Meetings
6
12
12
Action Committee Meetings
30
60
60
Cultural Resources Committee Meetings
6
12
12
Banyan Drive Hawaii Redevelopment Authority
Mt s**
4
6
6
Administrative Variance
0
1
1
Subdivision Variance*
-
50
Zoning Code Variance*
-
30
Non -significant Zoning Change
1
2
2
ENFORCEMENT
Complaints
319
400
350
CADASTRAL MAPPING
New/Updated Plat Maps
120
220
200
% Plat Maps in CADD (285 out of 2,376)**
12%
12%
Plat Maps in CADD*
-
-
295
Copies of Tax Maps Requested
116
300
150
* New Program Measure implemented in FY 2026-27.
** Measure will be phased out and not tracked in FY 2026-27.
PLANNING
PLANNING
Program Expenditures
FY 2024.25
Actual
FY 2025.26
Budget
FY 2026-27
Request
Number of Positions
61
61
61
Salaries and Wages
4,030,524.29
4,170,330
4,466,400
Operations
327,289.81
683,868
682,618
Equipment
205,803.68
16,150
60,400
Program Total
4,563,617.78
4,870,348
5,209,418
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Planning Director
I
1
1
Deputy Planning Director
I
1
1
Accountant
I
1
I
Accountant II (TEMP)
1
1
1
Administrative Services Officer I
1
1
I
Clerk II
1
1
1
Clerk I1I
4
4
4
Geographic Information Systems Analyst BI
1
1
1
Geographic Information Systems Analyst V
1
1
1
Human Resources Technician I
1
1
1
Information Systems Analyst IV
1
1
1
Land Use Plans Checker I1I
7
7
7
Land Use Plans Checker IV
2
2
2
Planner I
2
Planner III
-
2
2
Planner IV
6
6
6
Planner V
8
8
8
Planner VI
4
4
4
Planning Commission Support Tech
1
1
1
Planning Inspector H
3
3
3
Planning Program Manager
4
4
4
Private Secretary
1
1
1
Program Manager TEMP
1
1
1
Secretary to Board/Commissions
3
3
3
Subdivision Applications Clerk
1
1
1
Tax Maps & Records Supervisor H
1
1
1
Tax Maps & Records Tech I
1+
1
1
Tax Maps & Records Tech II
1
1
I
Tax Ma s & Records Tech III
1
1
1
Total
61
61
61
241
PLANNING
COASTAL ZONE MANAGEMENT
Program Description
The Hawaii Coastal Zone Management (CZM) Program is established by Chapter 205A,
Hawaii Revised Statutes (HRS). It is a comprehensive management guide for the
beneficial use, protection, and development of Hawai`i's land and water resources. The
State Legislature created the CZM Program as a shared management system with the
State and County regulatory agencies. Through an agreement, the State of Hawaii
Department of Economic Development and Tourism, Office of Planning and Sustainable
Development (OPSD) provides funds (State and Federal) to the County of Hawaii to
implement the CZM Program through the regulation of development in the Special
Management Area (SMA) and Shoreline Setback Area (SSA). The Department assesses
development proposals within the SMA and SSA for compliance with the CZM
objectives and policies articulated in the HRS and determines whether the issuance of an
SMA and/or Shoreline Setback Variance (SSV) permit is appropriate. As part of the
agreement with the State, the County's responsibilities include:
1. Administration of the SMA and SSV permits, non -point source pollution issues, and
other CZM-related matters.
2. Administer an ongoing monitoring and enforcement program.
3. Facilitate and support public participation in the CZM Program, as may be necessary.
4. Attend all CZM-related meetings, workshops, and seminars.
5. Coordinate, facilitate, and where possible, streamline the development review process.
6. Submit status and performance reports on a semi-annual basis to the OPSD.
7. Submit CZM performance measures report on an annual basis to the OPSD.
Program Objectives
1. Process all SMA Assessments and Permit applications within the required time limit
as specified by law and the County's rules and regulations.
2. Initiate enforcement process against alleged violations within two weeks of receipt of
complaints.
3. Monitor all CZM-related legislative bills during the State Legislative session and
provide testimonies as needed (January to May).
4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC) meetings, which
are normally held every other month as budgetary constraints will allow.
5. Attend all OPSD CZM County Directors meetings, Ocean Resources Management
Plan policy and working group meetings, and subcommittee meetings as budgetary
constraints will allow.
6. As a public participation measure, provide a written report to the OPSD CZM
Program of all SMA Permit applications and their status.
242
PLANNING
COASTAL ZONE MANAGEMENT
Program Objectives (continued)
7. Continue to advertise Planning Commission agenda and hearing notices for all SMA
and SSV Permit applications as required by law.
8. Provide the OPSD with semi-annual reports within seven days after December 31st,
and June 30a' of the Fiscal year.
9. Provide the OPSD with annual performance measure reports within seven days after
June 3&.
10. Continue to review Planning Commission and Planning Department Rules for
compliance with enacted State laws and draft amendments to the rules for adoption.
Program Highlights
The department's Coastal Zone Management program experienced a substantial
reduction in federal funding, limiting staffing and program capacity.
Program Measures
Program measures are included in the Administration and Planning program.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
6
6
6
Salaries and Wages
275,169.93
566,825
288,860
Operations
6,184.30
156,366
130,365
Equipment
8,727.76
34
4,000
Program Total
290.081.99
723,225
423,225
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26T
AuthorizedAdministrative
Assistant
1
1Clerk
III
1
1Planner
IV
2
2Planner
V
1
1Plannin
Ins ector II
I
1
Total
6
6
6
243
This page intentionally left blank
POLICE
1018000
DEPARTMENT SUMMARY
Mission Statement
The employees of the Hawaii Police Department are committed to preserving the spirit
of aloha.
We will work cooperatively with the community to enforce the laws, preserve peace, and
provide a safe environment.
Department Goals
1. To protect life and property and serve the community.
2. To actively involve the community in crime prevention programs.
3. To gather necessary evidence quickly for successful prosecution.
4. To expeditiously recover stolen property and contraband.
5. To enforce traffic laws.
6. To provide other services as necessary to promote efficient operation of the Police
Department and provide for the overall safety of the community.
Funding Source and Position Count
General Fund
$89.253.538
General Fund
816
Grant Revenue
$ 6,987,050
Grant Revenue /Other
56
Other
$ 533,840
Total Budget:
$97,131156
Total Number of Positions
872
244
POLICE
POLICE COMMISSION
Program Description
The Police Commission is established under the Hawaii County Charter to oversee the
activities of the Police Department. It consists of nine citizens appointed by the Mayor
from each of the nine County Council districts and confirmed by the County Council.
The members volunteer their services and serve staggered terms of five years each.
The Police Commission has the following mandated responsibilities under the Charter:
1. To appoint and to remove the Police Chief.
2. To review the annual budget prepared by the Police Chief and possibly make
recommendations about it to the Mayor and Managing Director.
3. To receive, consider and investigate charges brought by members of the public
against the conduct of the Police Department or any of its members and to submit a
written report of its findings to the Police Chief.
4. To advise the Police Chief on police -community relations.
5. To review the department's operations, as deemed necessary, for the purpose of
recommending improvements to the Police Chief and the Managing Director.
6. To evaluate, at least annually, the performance of the Police Chief and submit a report
to the Mayor, Managing Director, and the Council.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
I
1
1
Salaries and Wages
60,712.39
60,008
62,814
Operations
5,332.01
6,171
6,171
Program Total
66,044.40
66,179
68,985
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Secretary1
1
1
Total
I
1
1
245
10/41410
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Description
The division, under the direction of a Police Major, provides island wide administration,
direction and planning control and coordination of police services; and supports operating
units through the centralized Administrative Services Division. The division's support
sections include the Training/Safety Section, the Finance Section, the Human Resources
Section, the Word Processing Center, and the Accreditation Section.
Training Section/Safety Section
The Training Section is responsible for training both sworn and civilian personnel;
facilitating and providing all entry level training for all police recruit officers; and
facilitating the training of personnel. This section also maintains and manages the
training files for all department personnel.
The Safety Section is responsible for the duties associated with reviewing and
investigating workers' compensation cases for alleged abuse; conducting department
random drug testing; coordinating and scheduling mandatory annual physicals; providing
timely and comprehensive information on safety and health issues; and planning and
conducting training classes on employee safety matters.
As part of research and development, this section involves addressing the overall needs
and equipment requirements for the department; conducting research and evaluation of
equipment, uniforms, protective devices; providing recommendations to minimize injury
to personnel; researching and tracking legislation that deal primarily with law
enforcement issues; and preparation of testimony for submittal.
Finance Section
The Finance Section, under the direction of the Accountant IV, is in charge of preparing
the department's budget, maintaining its accounts, inventory control, processing payroll,
maintaining personnel attendance records, purchasing supplies and equipment,
distributing supplies to districts and bureaus, furnishing custodial and maintenance
services, providing messenger and delivery service, providing department and subsidized
vehicles with fuel and administering the special duty program.
246
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Description (continued)
Human Resources Section
Under the direction of a Human Resources Program Specialist, the Human Resources
Section is responsible for all personnel actions, to include both external and internal
recruitments for appointments to positions; management of personnel files; management
of safety and workers' compensation files; conducting research to address issues facing
the department; legislative actions; maintaining and updating departmental policies, rules,
and regulations; and other duties associated with providing administrative support to
operational units.
Personnel duties include managing and maintaining personnel files for employees;
processing all documents and correspondence relating to personnel actions; providing
management with recommendations and courses of action involving personnel actions;
and all related duties involving personnel issues.
Accreditation Section
The Accreditation Section maintains accreditation for the Department through the
Advanced Law Enforcement Accreditation program offered by the Commission on
Accreditation for Law Enforcement Agencies (CALEA®). CALEA® sets forth a total of
484 standards, and the Accreditation Section ensures compliance with the standards
applicable to the Department. The program consists of an annual Web -Based Review
(years one through four) and a Site -Based Assessment (year four only). Upon successful
completion of these reviews and assessments, the Department is awarded accreditation on
year four.
Word Processing Center
Under the direction of a Clerical Services Supervisor and Assistant Clerical Supervisor,
clerical personnel are responsible for the transcription of all narrative police reports
dictated onto a digital recording system by sworn personnel. These reports, after
approval, become the official document detailing criminal investigations conducted by
the department.
247
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Objectives
1. To accommodate at least 95% of requests for public safety/health talks from the
community.
2. To accommodate at least 95% of requests for station tours for students and
community members.
3. Conduct drug screening of all sworn personnel and initiate pre -employment testing of
civilian personnel.
4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80%
vacancies for civilian positions by end of fiscal year.
5. Improve competence and professionalism of sworn and civilian personnel through
advanced equipment purchases and provide 25,000 hours of on -going training.
6. Maintain the level of proficiency in the Word Processing Center with a turnaround
time of less than nine days for processing reports.
7. Process 98% of requisitions received from districts and bureaus within a month.
8. Fill 90% of all special duty requests for officers.
9. Compile a listing of all outstanding leave papers and distribute them to district
commanders bimonthly.
10. Fill 90% of requests for storeroom supplies within the month.
Program Highlights
Training Section
In FY 2024-25, the Training Section provided 60,580.5 hours of training for existing
personnel, and there were four recruit classes in session during this time period:
• 100`h Police Recruit Class: April 1, 2024, to October 6, 2024; Field Training from
October 7, 2024, to January 6, 2025 (13 graduated to solo assignment).
• 101" Police Recruit Class: September 16, 2024, to January 15, 2025; Field Training
from January 16, 2025, to May 15, 2025 (11 graduated to solo assignment).
• 102"d Police Recruit Class: November 18, 2024, to May 17, 2025; Field Training
from May 18, 2025, to September 15, 2025 (two anticipated to graduate to solo
assignment).
• 103`d Police Recruit Class: April 1, 2025, October 15, 2025; Field Training from
October 16, 2025, January 31, 2026 (currently still in training).
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Highlights (continued)
Finance Section
In FY 2024-25, the Finance Section continued to operate the payroll, accounts payable,
special duty, and storeroom sections. Accounts payable processed approximately 7,841
invoices, special duty filled 3,780 special duty requests, and the storeroom filled 4,860
orders.
In FY 2024-25, a new Grant Coordinator position was created and filled. This position is
responsible for coordinating federal, state, and private grant funding opportunities to help
meet the needs of the Department that exceed the provisions of its operating budget. This
is accomplished by conducting needs assessments, researching funding opportunities,
matching eligible opportunities according to needs, meeting with appropriate personnel,
and completing applications. Post award activities include monitoring programmatic and
fiscal deadlines and consulting with project directors as required or necessary.
In FY 2024-25, this position prevented the loss of grant funding for Firearms Registration
Software by reviewing and adding critical information to documentation prior to the
expiration of funds totaling $196,730. Weekly research of U.S. Department of Justice
grant opportunities as well as notifications of upcoming State of Hawaii Formula Grant
opportunities yielded three grant awards. Consultation and guidance were provided to
three new project directors during the grant application process. The total amount of
funds awarded was $235,823, with a matching fund requirement of $19,150 met by
officer salaries. In addition, training equipment and lifesaving tourniquet gear valued at
$4,032 were awarded to the Department through the Spirit of Blue Foundation.
Human Resources Section
In FY 2024-25, the Human Resources Section, in conjunction with the Hawaii County
Department of Human Resources, conducted various open and internal recruitments for
sworn and civilian vacancies. This resulted in the hiring of 38 police recruits, nine police
communications officers, and 18 civilian personnel. Internally, there were 63 swom
promotions: 25 to Police Officer 111, 21 to Detective/Sergeant, 13 to Lieutenant, two to
Captain, one to Major, and one to Assistant Chief.
249
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Highlights (continued)
Accreditation
The Hawaii Police Department holds Advanced Law Enforcement Accreditation from
the Commission on Accreditation for Law Enforcement Agencies (CALEA), receiving its
most recent award on November 17, 2023. During the four-year accreditation award
cycle, the Department must maintain compliance with applicable standards, keep
up-to-date proof of its compliance, strive to operate in the spirit of those standards, and
submit an annual report.
In FY 2024-25, the Accreditation Section led the department through a successful
first -year web -based assessment conducted by CALEA Compliance Services Member
(CSM) Denise Mantey on October 25 — November 2, 2024. The assessor found the
Hawaii Police Department to be in full compliance with all applicable CALEA Law
Enforcement Standards.
Word Processing Center
During Fiscal Year 2024-2025, the Word Processing Center transcribed nearly 13,623
reports, totaling more than 159,700 minutes and 1,081,688 completed lines of dictation.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Public Safety/Health Talks
100%
>=95%
>=95%
Station Tours
100%
>=95%
>=95%
Students & Community Members
296
>=3,600
>=3,600
Drug Screening (Sworn Personnel)*
98%
100%
100%
Recruitment % of Staffing Sworn/Civilian)
80%
80%
80%
Training Hours
60,580.5
25,000
25,000
Word Processing Center - turnaround time
2.5 Days
9 Days
9 Days
250
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Program Measures (continued)
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Finance Section
Process Requisitions within the month
100%
98%
98%
Fill Special duty requests
86%
90%
90%
Collect/reconcile 85% of leave applications within month
100%
85%
85%
Compile a listing of all outstanding leave papers and
distribute to district commanders bimonthly
100%
100%
100%
Fill 90% of requests for storeroom supplies within month
100%
90%
90%
* Percentage does not include those sworn personnel unavailable for testing due to extended leave for
entire calendar year.
Program Expenditures (Special Duty)
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
2
2
2
Salaries and Wages
49,532.11
102,261
62,653
Operations
-
27,915
27,915
Program Total
49,532.11
130,176
90,568
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Account Clerk
2
2
2
Total
2
2
2
Program Expenditures (Administrative Services)
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Reguest
Number of Positions
316
382
378
Salaries and Wages
15,663,864.27
14,507,105
15,503,217
Operations
10,139,553.83
11,574,234
11,444,234
Equipment
1,048 ' 043.31
1,083,000
1,013,000
Program Total
26,851,461.41
27,164,339
27,960,451
251
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Authorized
FY 2026-27
Request
Police Chief
1
1
1
Deputy Police Chief
1
1
1
Assistant Police Chief
1
1
1
Account Clerk
4
6
6
Accountant II
1
1
1
Accountant III
1
1
1
Accountant IV
1
I
1
Assistant Clerical Supervisor
1
1
1
Business Manager
-
I
1
Clerical Services Supervisor I
1
I
I
Clerk 1II
17
17
17
Clerk III(Temp)
1
I
1
Custodian/Groundskeeper I ('/a Time)
1
Fingerprint Classifier II
1
1
1.
Fingerprint Technician
1
1
1
Firearms Registration Clerk
3
3
3
Grant Coordinator
1
1
1
Human Resources Assistant
2
2
2
Human Resources Program Specialist
1
1
1
Human Resources Specialist II
1
1
1
Human Resources Technician 1
1
1
1.
Information Systems Analyst III
1
1
1
Information Systems Analyst IV
1
1
1
Information Systems Analyst V
1
1
1
Information Systems Analyst V1
1
1
1
Police Cadet (Hrl)
24
24
24
Police Captain
2
2
2
Police Communications Officer II
39
39
39
Police Communications Officer III (Temporary)
6
6
6
Police Documents Clerk
1
1
1
Police Evidence Custodian
2
2
2
Police Detective
-
9
9
Police Lieutenant
4
6
6
Police Major
2
2
2
Police Officer I (Temp)
67
100
100
Police Officer II
10
26
22
252
POLICE
ADMINISTRATIVE SERVICES BUREAU
ADMINISTRATIVE SERVICES DIVISION
Personnel Position Summary (continued)
Police Officer III (Tern)
30
30
30
Police Records Analyst
I
1
1
Police Records Clerk
1
1
1
Police Records Section Supervisor
1
1
1
Police Reports Reviewer I
-
1
I
Police Reports Reviewer H
7
7
6
Police Reports Reviewer III
I
1
I
Police Sergeant
10
10
11
Pro ram Manager
1
1
1
Public Relations Specialist
1
1
1
Public Relations Officer
1
1
Public Safety Counselor
1
1
1
Radio Technician 1
4
4
4
Radio Technician II
1
1
1
School Crossing Guard (Hrl)
40
40
40
Secremry
2
2
2
Secretary to the Chief of Police
1
I
1
Senior Account Clerk
1
I
1
Senior Clerk -Stenographer
1
1
1
Senior Firearms Registration Clerk
1
1
1
Storekeeper
1
1
1
Student Helper I
2
2
2
Su ervisin Police Communications Officer
5
5
5
Traffic Safet Coordinator
1
1
1
Total
316
1 382
1 378
253
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Description
The Technical Services Division, under the direction of a Police Major, consists of the
Traffic Services, Records and Identification, Communications Maintenance,
Communications Dispatch, and Information Technology. The division provides technical
assistance on traffic and motor vehicle safety and training; manages police records and
evidence storage; assists in the maintenance of the county's microwave radio system, and
the installation and maintenance of police mobile radios; administers central dispatch
functions and provides technical support to the department's computer software and
hardware systems.
Communications -Dispatch Center
All requests for police service are recorded, logged, and assigned by Dispatch personnel
using a computer -aided dispatch system, with six to seven dispatchers on shift at any
given time.
Records and Identification Section
The Records and Identification Section has several internal subsections consisting of
records, identification, firearms, and evidence. The major responsibilities of the section
are the maintenance of police records; processing evidence; conducting fingerprint
examinations; processing subpoenas and court documents; compiling and disseminating
statistical information; and processing firearms permit applications and registrations,
which include thorough background checks on each individual applying for a long gun or
handgun permit.
The Body Worn Camera (BWC) unit is incorporated into the Records Section. This
project is staffed with one sergeant, one PO -II, and one information systems analyst.
Traffic Services Section
The Traffic Services Section oversees the grants for traffic enforcement, equipment
purchases, and training to improve traffic safety. They also oversee the School Crossing
Guards, who are assigned at various schools throughout the island.
04Yl
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Description (continued)
Information Technology (IT)
During this fiscal year, the formerly known Computer Center section officially changed
its name to Information Technology to reflect its diverse workload. The. Information
Technology section is responsible for interconnectivity between all police stations and
substations to assure a secure networking infrastructure, to include installing and
maintaining computer equipment, installing and troubleshooting software systems, and
providing technical assistance for various computer issues.
Communications Maintenance
The Radio Maintenance Section is responsible for assisting with the maintenance and
repair of all county -owned radio sites. This includes towers, shelters, microwave radios,
repeaters, base radios, mobile radios, and handheld portable radios.
The Communications Maintenance Section installs and maintains all radio and
emergency warning equipment in the Police Department's fleet and subsidized vehicles.
This section also performs auto tuning for all Department mobile and portable radios,
which includes the inspection of the radio (hardware), updating the firmware (software),
and bringing the radio back into factory specifications.
Program Objectives
1. Process and issue at least 95% of road closure permits within the month received.
2. Issue at least 95% of traffic violation letters to vehicle owners within a week.
3. Process at least 95% of firearms permits within two weeks.
4. Conduct at least six radio site inspections per month.
5. Complete auto tuning of at least 40 portable or mobile radios per month.
6. Process and dispatch personnel to 100% of calls for service received.
255
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Highlights
Communications Dispatch Center
The Dispatch Center moved to its new home after the 17,127-square-foot Emergency
Call Center was blessed during National Public Safety Telecommunicators Week in April
2025.
Construction of the $31 million state-of-the-art facility began in late 2021 and was built
by Hensel Phelps Construction. Designed to withstand earthquakes and hurricanes, the
unified Emergency Call Center houses dispatch for the Police and Fire departments. It
features a conference room, briefing room, training room, cafeteria, workout room, locker
room, bathrooms, and showers.
During FY 2024-25, the Communications/Dispatch Center received 180,148 calls to 911,
a 1.67 percent increase over the previous fiscal year of 177,185 calls. Of those calls,
20.86 percent were transferred to Hawaii Fire Department. On average, about 77.63
percent of the calls received were from wireless phones.
The Dispatch Center documented 167,924 calls for service during this fiscal year, a .45
percent decrease over the previous fiscal year of 168,695 calls. All requests for police
service are recorded, logged, and assigned by Dispatch personnel using a computer -aided
dispatch (CAD) system, with six to seven dispatchers on shift at any given time.
t
During the fiscal year, the Dispatch Center fulfilled 756 requests for 911, other audio
recordings, and information for the Office of the Prosecuting Attorney, officers and
internal investigations, as well as the general public, a 10.32 percent decrease over the
previous fiscal year 843 requests.
Records and Identification Section
In FY 2024-25, the Records and Identification Section recorded the following:
Records Section:
• Processed requests for 10,656 copies of criminal and traffic accident reports
• Fingerprinted 897 individuals
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Highlights (continued)
Firearms Section:
• Issued 3,886 firearms permits
• Registered 7,668 firearms
Identification Section:
• Processed 8,664 court documents
Evidence Section:
• Processed 21,453 property receipts
The Body Worn Camera (BWC) unit processed 183 internal, 319 media/public, and
2,997 Prosecutor requests for BWC footage.
Traffic Services Section
In FY 2024-25, the Traffic Services Section requested reimbursement of $886,626.55 in
federal grant funds, which Traffic Services Section manages for traffic enforcement,
equipment purchases, and training to improve traffic safety.
The Traffic Services Section also recorded the following:
• 47 road closure permits issued;
• 58 violation letters sent out to motorists; and
• 283 school crossing guard checks conducted.
Information Technology
During FY 2024-25, the Information Technology section received 2,393 requests via the
Helpdesk system and closed 2,463 of these requests (includes requests initiated in prior
years).
The section also had three major projects running concurrently in this fiscal year. The
most visible project was the launching of the new Hawaii County Emergency Call
Center, which opened in late April 2025.
The second major project was the migration from a legacy, internal -facing domain
(rms.hcpd.com) to a public -facing domain (hawaiipolice.gov), which involved migrating
every individual and group email box, every user account, and every computer to this
257
POLICE
ADMINISTRATIVE SERVICES BUREAU
TECHNICAL SERVICES DIVISION
Program Highlights (continued)
new domain. It also opened up access to new cloud services and collaboration tools
which were not previously available with the legacy domain.
The third major project was the replacement or upgrade of all Windows 10 devices with
Windows 11 in order to remain. CJIS compliant and get ahead of the scheduled
end -of -support for Windows 10. This involved replacing or upgrading over 600
computers.
Communications Maintenance (Radio Shop)
In FY 2024-2025, Radio Shop personnel completed 109 radio installations for police
department vehicles.
The Radio Shop installed a total of four additional solar panels to the Kauna Point radio
site with the last two panels expected to be installed by the end of October. With the
additional panels, the site has increased solar output by 18 percent.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Road closure permits within a month
100%
>=95%
>=95%
Traffic Violation Letters within a week
97%
>=95%
>=95%
Firearms pennits within two weeks
98%
>=95%
>=95%
Radio site inspections
82
>=72
>=72
Auto Tuning
480
>=480
>=480
Dispatch to calls for service
100%
100%
100%
258
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Description
The Criminal Intelligence Unit (CIU) and Office of Professional Standards (OPS)
Division are under the direct management of the Police Chief. It is commanded by a
Police Captain and maintains offices in Hilo and Kona.
The Criminal Intelligence Unit gathers, maintains, and analyzes intelligence for the
purpose of keeping police administrators informed about the extent, nature and
characteristics of organized crime activity, drug trafficking organizations, as well as
issues dealing with Homeland defense and dignitary protection assistance. The unit is
also responsible for conducting criminal history checks for the department.
The Office of Professional Standards investigates allegations of misconduct by
department members. These investigations seek to determine if not only misconduct
occurred, but also the underlying reasons for errant behavior on the part of the employee.
Investigations are also used to indicate the need for additional training and/or procedural
changes.
Program Objectives
Criminal Intelligence Unit
1. Complete 90% of assignments within 30 days.
2. Complete 90% of criminal history checks of prospective employees of the
department, as well as other federal, state and local law enforcement agencies within
30 days.
3. Develop, maintain and disseminate intelligence information, which can be utilized to
produce no less than 11 criminal investigations per month.
4. Compile, produce, analyze and forward to police administrators no less than 32
intelligence reports per month.
5. Provide assistance to other elements within the police department either through
intelligence briefings on current crime trends and/or through no less than 12 in-
service training sessions per month.
6. Conduct four presentations to semi-annual Statewide Inter -County Criminal
Intelligence Unit (ICCIU) conferences on major criminal activity within this
jurisdiction, along with gathering criminal intelligence from other jurisdictions, which
may have a connection to our jurisdiction.
259
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Objectives (continued)
Office of Professional Standards
1. Conduct complete and thorough internal investigations seeking a monthly clearance
rate of 67%.
2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate
of 85%.
3. Provide no less than three monthly in-service training sessions to other elements
within the department to prevent and deter employee misconduct, as well as to ensure
procedural compliance in the investigation of employee misconduct.
4. Conduct no less than two monthly random and unannounced inspections of the
different elements within the department to ensure compliance with rules and
regulations.
5. Compile and provide a yearly report to the state legislature on certain specific aspects
of discipline meted out by the department as required by law.
Program Highlights
Criminal Intelligence Unit (CIU)
In FY 2024-25, the Criminal Intelligence Unit provided intelligence information, which
in whole or in part led to the initiation of 151 criminal investigations. The unit also
submitted 384 intelligence reports. The unit conducted 407 criminal history
investigations for prospective department employees, other designated employees, and
prospective employees of other county, state, and federal law enforcement agencies.
Office of Professional Standards (OPS)
In FY 2024-25, the Office of Professional Standards (OPS) conducted 44 administrative
investigations, 16 internal inquiries into actions by police department personnel, and
provided 25 in-service training sessions for employees. OPS also conducted 47
compliance inspections of various elements of the department to prevent the abuse,
misuse, fraud and waste of department resources. The yearly report to the State
Legislature was submitted on January 31, 2025.
260
POLICE
CRIMINAL INTELLIGENCE UNIT AND OFFICE OF
PROFESSIONAL STANDARDS
Program Measures
Criminal Intelligence Unit
FY 2024-25
Actual
FY 2025.26
Budget
FY 2026-27
Estimate
Other Assignments
100%
>=90%
>=90%
Criminal History Checks
100%
>=90%
>=90%
Numbered Cases
151
>=132
>=132
Intelligence Reports
384
>=384
>=384
In-service Presentations
144
>=144
>=144
Presentations to ICCIU
4
>=4
>=4
Office of Professional Standards
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Internal Investigations
95%
>=67%
>=67%
Internal Inquiries
69%
>=85%
>=85%
In-service Presentations
25
36
36
Random Inspections
47
24
24
Yearly Legislative Report
I
1
1
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
11
11
11
Salaries & Wages
1,356,180.07
1,342,508
1,529,619
Operations
7,833.00
7,850
7,850
Program Total
1,364,013.07
1,350,358
1,537,469
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Authorized
FY 2026-27
Request
Detective
6
6
6
Police Captain
1
1
1
Police Officer II
4
4
4
Total
11
11
11
261
POLICE
OPERATIONS BUREAUS
Program Description
CRIMINAL INVESTIGATION DIVISION (CID)
The Criminal Investigations Division investigates crimes of violence, theft, fraud,
commercialized vice and narcotics; apprehends perpetrators of these crimes; and
compiles evidence and information for the prosecution of all persons charged with
violations of criminal statutes. The division is also responsible for criminal
investigations of police officers, while internal affairs conducts concurrent administrative
investigations.
This division is under the command of a Police Captain who oversees the operations of
the respective sections to include the Criminal Investigations Section (CIS), which
includes the Crime Lab and the Juvenile Aid Section (JAS).
Criminal Investigation Section (CIS)
The Criminal Investigation Section (CIS), under the command of a Police Lieutenant, is
responsible for the investigation of major crimes to include homicides, suspicious deaths,
assaults, property crimes, identity thefts and fraud. In addition, CIS Detectives respond
to all reported suicides, child deaths and other deaths with questionable circumstances.
Crime Lab
The Crime Lab performs a variety of physical, chemical, instrumental and microscopic
analysis of evidence in connection with crime detection and law enforcement work. In
addition, all of the criminalists/evidence specialists assigned are required to provide court
testimony whenever necessary in both state and federal courts.
Juvenile Aid Section (JAS)
The Juvenile Aid Section (JAS), under the command of a Police Lieutenant, is
responsible for the investigation of cases involving juveniles as victims or perpetrators.
Investigations conducted include assaults, property crimes, sexual assaults, domestic
violence, gang activity and status offenses.
JAS also maintains two specialized units consisting of the Sex Crimes Unit, specializing
in sexual assault investigations and the Domestic Violence Unit, specializing in domestic
abuse cases.
262
POLICE
OPERATIONS BUREAUS
Program Description (continued)
VICE SECTION
Under the command of a Police Captain who reports directly to the Chief s Office, the
Vice Section has units in both the east and west sides of the Big Island. The Vice Section
is responsible for the prevention and suppression of all forms of commercialized vice
activity, to include prostitution, gambling and illegal trafficking of narcotics. Special
operations and covert programs are in place to combat the distribution of illegal drugs on
the Big Island. Federal and state grants provide the necessary funding to accomplish
these objectives.
Vice officers belong to the Statewide Narcotics Task Force and are involved in joint
operations with the Drug Enforcement Administration; Bureau of Alcohol, Tobacco and
Firearms; Bureau of Immigration and Customs Enforcement; United States Postal
Service; and the Federal Bureau of Investigation. The Vice Section is also part of the
Hawaii High Intensity Drug Trafficking Area (HIDTA) Task Force.
The Vice Sections are augmented with an "ice" task force (TTF), whose primary goals are
to identify, disrupt, prosecute and ultimately dismantle street mid- and upper -level drug
trafficking organizations dealing crystal methamphetamine ("ice").
The Vice Section, West Hawaii, is supplemented with the Drug Interdiction Task Force
(DTTF), primarily responsible for investigating drug smuggling through the airports and
other venues. The department DTTF personnel is comprised of three officers who work
in conjunction with federal agencies to investigate, identify, and apprehend individuals
and organizations involved in the smuggling of illicit drugs into the County of Hawaii.
Patrol Divisions
The Patrol Divisions, each under the command of a Police Captain, plan, proactively
direct and coordinate functions towards the enforcement of federal, state, and county
laws, the prevention of crime, the apprehension and custody of law violators, and the
development of partnerships between the community and the Hawaii Police Department.
These divisions include the operating units from each of the police districts, Community
Policing, the Police Reserve Officers Program, and the Traffic Enforcement Unit.
The Patrol Divisions continue enforcement efforts through special projects such as
sobriety checkpoints, seatbelt/child restraint checkpoints, high-speed enforcement,
underage drinking deterrent programs, and truancy deterrent programs.
263
POLICE
OPERATIONS BUREAUS
Program Description (continued)
Community Policing Officers
The Area I Community Policing Unit is coordinated by a Police Lieutenant and consists
of 14 PO -III positions, distributed as follows: Eight in the South Hilo District, four in the
Puna District, one in the North Hilo District, and one in the Hamakua District.
The Area H Community Policing Unit is coordinated by a Police Sergeant and consists of
15 PO -III positions, distributed as follows: Nine in the Kona District, three in the South
Kohala District, two in the Ka`n District, and one in the North Kohala District.
The School Resource Officer Program consists of eight PO -III positions, distributed as
follows: One at Hilo Intermediate School, one at Waiakea Intermediate School, one at
Honoka`a High & Intermediate School, one at Pahoa High & Intermediate School, one at
Kealakehe Intermediate School, one at Konawaena Middle School, one at Kea`au
Intermediate School, and one at Waimea Intermediate School.
These officers are tasked with providing law -related education, counseling, and
enforcement at their respective school campuses.
The Community Policing Unit Officers facilitate the activities of the Hawai`i'Isle Police
Activities League (HI -PAL), which is a proactive program designed to encourage and
engage youths to participate in constructive and supervised athletic activities. The goals
of the program are to promote sportsmanship, benevolence, friendship, sociability,
goodwill, tolerance, and to provide a meeting place for the promotion of common interest
of youths.
Traffic Enforcement Unit
The Area I Traffic Enforcement Unit (TEU) is comprised of a supervising Sergeant and
four PO -III positions; and the Area H TEU is comprised of a supervising Sergeant and
four PO -III positions. The major responsibilities of TEU are to enforce traffic laws and
investigate traffic deaths utilizing specialized skills (i.e., computerized diagramming of
accident scenes).
264
POLICE
OPERATIONS BUREAUS
Program Objectives
1. To achieve a burglary clearance rate of 30%.
2. To achieve a theftlauto theft clearance rate of 30%.
3. To achieve a robbery clearance rate of 60%.
4. To maintain a sexual assault clearance rate of 80%.
5. To attain at least a 65% service of court documents received.
6. To conduct 760 hard drug investigations (heroin, cocaine and crystal methamphetamine).
7. Crime Lab to achieve an assignment clearance rate of 90%.
8. HI -PAL to serve 60 youths in three age groups for each month and a 30% participation of
"at -risk youths" out of all youths served.
9. Community policing program to complete at least 40 problem -solving activities and 40
crime prevention activities annually through the development of partnerships directed at
resolving community -police problems, resulting in the improvement of the quality of life
for all citizens.
10. Community policing program to complete at least 96 abandoned vehicle/beautification
projects annually through the development of partnerships with the community.
11. To provide at least four D.A.R.E. curriculum (core classes) and/or training per month
through the department's School Resource Officer Program.
Program Highlights
Criminal Investigation Section (CIS)
The Area I Criminal Investigation Section (CIS)
The Area I Criminal Investigation Section investigated 1,071 major crimes, of which five
were murder cases, six were attempted murder cases, 91 were burglary cases, 158 were
theft cases, and 145 were financial crimes, and 666 were other cases.
The Area II Criminal Investigation Section (CIS)
The Area II Criminal Investigations Section investigated 245 major crimes, of which one
was a murder case, two were attempted murder -cases, 89 were burglary cases, 51 were
theft cases, and nine were financial crimes, and 93 were other cases.
Crime Lab
The Crime Lab completed 1,145 cases and conducted 25 in-service training sessions.
265
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Juvenile Aid Sections (JAS)
The Area I Juvenile Aid Section (JAS)
The Area I Juvenile Aid Section investigated 658 cases, including sexual assaults,
domestic violence, other crimes against women, child pornography, missing persons and
juvenile -related crimes.
The Area II Juvenile Aid Section (JAS)
The Area II Juvenile Aid Section Detectives investigated 191 cases, including sexual
assaults, domestic violence, other crimes against women, child pornography, missing
persons and juvenile -related crimes.
VICE SECTION — EASTIWEST
The Vice Section collectively conducted 1,165 investigations, with a total of 789 arrests
and 540 charges. The Vice Section recovered:
• 62.171bs. of crystal methamphetamine;
• 305 marijuana plants;
• 296.05 lbs. of dried marijuana;
• 0.56 lb. of heroin;
• 37.46 lbs. of cocaine; and
• 1,532,180 potentially lethal doses of Fentanyl.
►.:
POLICE,
OPERATIONS BUREAUS
Program Highlights (continued)
Patrol Division
The South Hilo Patrol District
South Hilo Patrol operates the East Hawaii detention center, which holds pretrial
detainees for the three police districts that comprise Area I Operations: South Hilo, Puna,
and Hdmakua.
During FY 2024-25, officers of the South Hilo Patrol District were assigned to a total of
10,137 criminal calls for service and 23,611 non -criminal calls for service, issued a total
of 12,004 citations, and responded to 294 major traffrc.collisions.
Of the criminal calls for service:
• Two murder cases were reported, as compared to one reported last fiscal year;
• Three attempted murder case were reported, as compared to one reported last fiscal
year;
• 23 robbery cases were reported, as compared to 25 reported last fiscal year;
• 209 burglary cases were reported,. as compared to 159 reported last fiscal year;
• 366 assault cases were reported, as compared to 413 reported last fiscal year;
• 192 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 172 reported last fiscal year; and
• 157 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 160 reported last fiscal year.
Of the noteworthy citations issued:
• 1,330 were for speeding violations;
• 1,795 were for moving violations;
• 5,292 were for regulatory violations;
• 651 were for seat belt violations;
• 394 were for use of mobile electronic device (cell phone) while driving; and
• 24 were for child restraint violations.
Burglaries from businesses in the industrial area and thefts of spare tires from rental
vehicles were major crime concerns for the district, and efforts were made toward
curtailing that potential crime trend.
267
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Community Police Officers continued outreach and partnership with neighborhood
watches, schools, and other governmental agencies partnering in joint exercises with the
State of Hawaii Federal Fire Department and the Hilo Benioff Medical Center.
The Puna Patrol District
During FY2024-25, officers of the Puna Patrol District were assigned to a total of 6,397
criminal calls for service and 17,401 non -criminal calls for service, issued a total of
10,138 citations, and responded to 790 major traffic collisions.
Of the criminal calls for service:
• Two murder cases were reported, as compared to three reported last fiscal year;
• Eight attempted murder cases were reported, as compared to four reported last fiscal
year;
Go 12 robbery cases were reported, as compared to 11 reported last fiscal year;
• 244 burglary cases were reported, as compared to 200 reported last fiscal year;
• 338 assault cases were reported, as compared to 276 reported last fiscal year;
• 112 theft front vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 107 reported last fiscal year; and
• 148 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 131 reported last fiscal year.
Of the noteworthy citations issued:
• 1,499 were for speeding violations;
• 1,690 were for moving violations;
• 3,760 were for regulatory violations;
• 558 were for seat belt violations;
• 452 were for use of mobile electronic device (cell phone) while driving; and
• 99 were for child restraint violations.
The Community Policing Officers (CPOs) in the Puna District work with numerous
Neighborhood Watch groups in crime prevention, community awareness, and problem
solving. CPOs allow for the immediate attention to community concerns that would
otherwise be addressed through means that may not always be effective or as direct. The
CPOs partnered with Neighborhood Watch leadership in crime prevention, community
awareness, and problem solving.
0
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
The School Resource Officers work diligently in the Pahoa and Kea`au Intermediate
schools to keep our island keiki safe and prevent school violence through drug awareness
and prevention.
The Hamakua Patrol Division
During FY 2024-25, officers of the Hamakua Patrol District were assigned to a total of
1,017 criminal calls for service, 12,672 non -criminal calls for service, issued a total of
3,800 citations, and responded to 67 major traffic collisions.
Of the criminal calls for service:
• Zero murder cases were reported, as compared to zero reported last fiscal year;
• Zero attempted murder cases were reported, as compared to zero reported last fiscal
year;
• Zero robbery cases were reported, as compared to zero reported last fiscal year;
• 18 burglary cases were reported, as compared to 16 reported last fiscal year;
• 28 assault cases were reported, as compared to 26 reported last fiscal year;
• Five theft from vehicles (unauthorized entry into a motor vehicle) cases were
reported, as compared to three reported last fiscal year;
• Eight theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 19 reported last fiscal year.
Of the noteworthy citations issued:
• 1,237 were for speeding violations;
• 435 were for moving violations;
• 1,234 were for regulatory violations;
• 254 were for seat belt violations;
• 263 were for use of mobile electronic device (cell phone) while driving;
• Four were for child restraint violations.
On August 17, 2024, Hamakua officers held its 0' Annual Back to School Fishing
Tournament at Laupahoehoe Point Beach Park. About 90 youth between the ages of 3-17
participated with their families to catch the heaviest fish. After being weighed, all fish
were released. Participants enjoyed lunch with officers and received awards and lucky
number prizes that were generously donated by individuals and business in the
community.
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
The School Resource Officers worked with school administrators and personnel at the
Honoka`a and Pa`auilo schools to reduce incidents of bullying, truancy, thefts, and drug
activity.
The Kona Patrol Division
The Kona Patrol District operates out of the Kealakehe police station, which houses the
West Hawaii detention facility that holds pretrial detainees for the four police districts
that comprise Area II Operations: Kona, South Kohala, North Kohala, and Ka`n. The
Kona Patrol Division also operates firearms registration and evidence sections.
During FY 2024-25, officers of the Kona Patrol District were assigned to a total of 7,095
criminal calls for service and 17,527 non -criminal calls for service, issued a total of
19,795 citations, and responded to 278 major traffic collisions.
Of the criminal calls for service:
Zero murder cases were reported, as compared to one reported last fiscal year;
Zero attempted murder cases were reported, as compared to two reported last fiscal
year;
13 robbery cases were reported, as compared to 20 reported last fiscal year;
• 70 burglary cases were reported, as compared to 71 reported last fiscal year;
• 281 assault cases were reported, as compared to 284 reported last fiscal year;
• 103 theft from vehicle (unauthorized entry into a motor vehicle) cases were reported,
as compared to 119 reported last fiscal year; and
• 153 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 166 reported last fiscal year.
Of the noteworthy citations issued:
• 1,663 were for speeding violations;
• 3,488 were for moving violations;
10,094 were for regulatory violations;
• 657 were for seat belt violations;
• 465 were for use of mobile electronic device (cell phone) while driving; and
27 were for child restraint violations.
7
270
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
The Kona District has hosted the Ironman World Championships since 1981. In 2024,
Kona held the Men's Championship race. Recognized as one of the most iconic sporting
events in the world, Ironman attracts triathletes from around the globe to Kona.
Kona Community Policing Officers participated in various community outreach events,
including Coffee with a Cop, Shop with a Cop, Badges and Buckets (formerly "Cop on
Top"), Fill -a -Cruiser, the Troy Barboza Torch Run, the Keiki Water Flask Drive,
HONOUR projects, Keiki ID, Community car seat events, (HIPAL, Canoe Regatta,
Public Housing outreach, Keiki fun run), Career days, PATH fun run, KVBID Kailua
business stroll and food truck event, Little league tournament, Career fairs, Cocoa with a
Cop, Aloha Maps Lego fair, and the Kupuna softball tournament.
The South Kohala Patrol Division
During FY 2024-25, officers of the South Kohala Patrol District were assigned to a total
of 1,717 criminal calls for service, 5,447 non -criminal calls for service, issued a total
of 7,092 citations, -and responded to 95 major traffic collisions.
Of the criminal calls for service:
• Zero murder cases were reported, as compared to zero reported last fiscal year;
• Zero attempted murder cases were reported, as compared to zero reported last fiscal
year;
• Two robbery cases were reported, as compared to one reported last fiscal year;
• 30 burglary cases were reported, as compared to 22 reported last fiscal year;
• 55 assault cases were reported, as compared to 62 reported last fiscal year;
• 18 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 17 reported last fiscal year;
• 16 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 27 reported last fiscal year.
Of the noteworthy citations issued:
1,386 were for speeding violations;
• 986 were for moving violations;
• 2,794 were for regulatory violations;
• 323 were for seat belt violations;
• 312 were for use of mobile electronic device (cell phone) while driving;
• 39 were for child restraint violations.
271
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Four major state highways and numerous county thoroughfares traverse the centrally
located South Kohala district. This naturally results in traffic enforcement becoming one
of the primary tasks for the personnel assigned to this district. To this end, district
personnel participated in numerous organized traffic enforcement projects to address
distracted driving, speeding and seatbelt violations, as well as impaired driving. These
projects occurred during regular shift hours and during grant -funded overtime hours.
The district Community Policing Unit engaged residents through the South Kohala
Fishing Tournament, back -to -school dances, Neighborhood Watch meetings, Halloween
safety talks in schools, Movie Reward Nights in schools, the Visitor Industry Charity
Walk, the resort employee wellness fairs, Keiki ID, monthly Coffee with a Cop, monthly
Waimea Community Association meetings, monthly South Kohala Traffic Safety
meetings, monthly Waikoloa Village Association meetings, monthly South Kohala
newsletters, and the Waimea Christmas Parade,
The North Kohala Patrol Division
During FY 2024-2025, officers of the North Kohala Patrol District were assigned to a
total of 463 criminal calls for service and 8,248 non -criminal calls for service, issued a
total of 4,392 citations, and responded to 24 major traffic collisions.
Of the criminal calls for service:
• Zero murder cases were reported, as compared to zero reported last fiscal year;
• Zero attempted murder cases were reported, as compared to one reported last fiscal
year;
• Zero robbery case was reported, as compared to zero reported last fiscal year;
• Six burglary cases were reported, as compared to five reported last fiscal year;
• 16 assault cases were reported, as compared to 19 reported last fiscal year;
• Three theft from vehicles (unauthorized entry into a motor vehicle) cases were
reported, as compared to two reported last fiscal year; and
• One theft of motor vehicle (unauthorized control of a propelled vehicle) case was
reported, as compared to one reported last fiscal year.
272
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Of the noteworthy citations issued:
• 997 were for speeding violations;
• 414 were for moving violations;
• 2,019 were for regulatory violations;
• 142 were for seat belt violations;
• 131 were for use of mobile electronic device (cell phone) while driving; and
• One was for child restraint violations.
The North Kohala Community Policing Officer participated with the community in Keiki
Fishing Tournaments, Neighborhood Watch meetings, Coffee with a Cop meetings, and
assisted the local high school with career day presentations and student conflict
resolutions. The Community Policing Officer also submitted monthly articles to the
Kohala Mountain News and the North Kohala Police Monthly News Letter to address
police and community concerns.
The Ka`u Patrol Division
During FY 2024-25, officers of the Ka`ii Patrol District were assigned to a total of 1,387
criminal calls for service and 4,941 non -criminal calls for service, issued a total of 3,344
citations, and responded to 71 major traffic collisions.
Of the criminal calls for service:
• Three murder cases were reported, as compared to zero reported last fiscal year;
• Zero attempted murder cases were reported, as compared to two reported last fiscal
year;
• Nine robbery cases were reported, as compared to nine reported last fiscal year;
• 53 burglary cases were reported, as compared to 66 reported last fiscal year;
• 60 assault cases were reported, as compared to 63 reported last fiscal year;
• 30 theft from vehicles (unauthorized entry into a motor vehicle) cases were reported,
as compared to 21 reported last fiscal year;
• 62 theft of motor vehicle (unauthorized control of a propelled vehicle) cases were
reported, as compared to 49 reported last fiscal year.
273
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Of the noteworthy citations issued:
• 694 were for speeding violations;
• 357 were for moving violations;
• 1,108 were for regulatory violations;
• 188 were for seat belt violations;
• 79 were for use of mobile electronic device (cell phone) while driving;
• 15 were for child restraint violations.
Ka`n Community Policing Officers continued to work with the community to establish
partnerships and work on community projects. Some of the neighborhood watch groups
included Discovery Harbour, Green Sands Subdivision, and Hawaiian Ocean View
Estates.
The Traffic Enforcement Units (TEU)
The Traffic Enforcement Units are charged with investigating traffic crashes involving
death or serious injury while conducting traffic enforcement and training related to traffic
enforcement and investigation.
Area I TEU
In FY 2024-25, Area I TEU investigated 13 fatal crashes that killed 14 people. Four of
the fatalities were related to alcohol only, five fatalities were related to drugs only, and
one fatality was related to both alcohol and drugs.
Area I TEU officers conducted 49 DUI saturation patrols, arrested 88 drivers who were
under the influence of intoxicants, conducted 276 seatbelt/distracted driver checkpoints,
and conducted 211 speed projects.
The Area I TEU officers issued 5,042 moving citations„of which 2,611 were for
speeding. They also issued 2,871 regulatory citations.
Area II TEU
In FY 2024-25, Area II investigated nine fatal crashes that killed ten people. Two
fatalities were related to alcohol only, one fatality was related to drugs only, and one
fatality was related to both alcohol and drugs.
274
POLICE
OPERATIONS BUREAUS
Program Highlights (continued)
Area H TEU officers conducted 105 DUI saturation patrols, arrested 43 drivers who were
under the influence of intoxicants, and conducted 159 seatbelt/distracted driver
checkpoints, and conducted 142 speed projects.
The Area H TEU officers also issued 3,657 moving citations, of which 1,642 were for
speeding. They also issued 1,673 regulatory citations.
M
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Criminal Investigation Section
Robbery Clearance Rate
62%
60%
60%
Juvenile Aid Section
Sexual Assault Clearance Rate
76%
80%
80%
Vice Section
Hard Drug Cases
792
>=760
>=760
Crime Lab
Assignment Clearance Rate
96%
90%
90%
M-PAL
Participation in 5-8 age group
392
>=240
>=240
Participation in 9-12 age group
1,237
>=240
>=240
Participation in 13-17 age group
364
>=240
>=240
"At risk" Youth Participation
48%
30%
30%
Presentations/Clinics
24
24
24
Community Policing Program `
DARE Curriculum or In -Service Training
51
48
48
Problem Solving Activities
66
40
40
Crime Prevention Activities
59
40
40
Abandoned Vehicle/Beautification Projects
144
96
96
Traffic Enforcement Unit (TEU)
DUI Saturation Patrol Projects
154
>=84
>=84
DUI Arrests
131
n/a*
n/a*
Seatbelt/Distracted Driver Projects
435
>=72
>=72
Moving Citations
8,699
n/a*
n/a*
Regulatory Citations
4,544
n/a*
n/a*
275
POLICE
OPERATIONS BUREAUS
Program Measures (continued)
Departmental (Island wide) Measures
DUI Arrests
911
n/a*
n/a*
Traffic Citations Issued
75,756
n/a*
n/a*
Burglary Clearance Rate
35%
30%
30%
Theft/Auto Theft Clearance Rate
40%
30%
30%
Court Documents
49%
65%
65%
*n/a = Statistical information, no projected numbers provided as the department does not support a quota system for
citations or arrest. ,
Program Expenditures
Operations Bureau
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
499
472
479
Salaries and Wages
58,015,132.22
50,234,697
55,180,986
Operations
2,794,334.81
3,408,638
3,543,638
Program Total
60,809,467.03
53,643,335
58,724,624
HI -PAL
Number of Positions
1**
1**
1**
Salaries & Wages
52,803.30
57,213
59,509
Operations
17,670.03
16,500
16,500
Program Total
70,473.33 1
73,713
76.009
** HI -PAL position included in Personnel Position Summary Clerk III count below
276
POLICE
OPERATIONS BUREAUS
Personnel Position Summary
Position Title
FY 2024.25
Actual
FY 2025-26
Authorized
FY 2026-27
Request
Assistant Police Chief
2
2
2
Clerk III (includes HI -PAL**)
7
7
8
Criminalist II
2
2
2
Criminalist III
1
1
1
Custodian/Groundskeeper 1
5
5
5
Custodian/Groundskeeper I (1/2T)
1
1
1
Custodian/Groundskeeper I (1/4
3
3
3
Detective
38
29
29
Police Captain
9
9
9
Police District Operations Assistant
1
I
1
Police Evidence Custodian
2
2
2
Police Evidence Specialist II
4
4
4
Police Investigative Operations Clerk
6
6
6
Police Lieutenant
20
18
19
Police Major
2
2
2
Police Officer II
338
322
330
Police Operations Clerk
6
6
6
Police Sergeant
46
46
44
Polygraph Examiner
1
1
I
Secretary
2
2
2
Sexual Assault Forensic Nurse Coordinator
1
1
1
Storekeeper
1
1
1
Victims Services Assistant (Temp)1
1
1
Total
499
1 472
1480
277
POLICE
MISCELLANEOUS
Program Expenditures
FY 2024-25
Actual
FY 2025.26
Budget
FY 2026-27
Request
Investigating Cause of Death
916,630.45
850,000
850,000
Training Account
293,508.10
291,000
291,000
Police Sobriety Test
144,789.55
145,000
145,000
Asset Forfeitures
49,273.63
700,000
400,000
Total Miscellaneous
1,404,201.73
1,986,000
1,686,000
278
POLICE
GRANT REVENUES
Program Description
To continue active efforts in obtaining funding through federal and state -sponsored grants
to augment the department's budget in the areas of-
1 . To continue providing for community relations, D.A.R.E. and youth programs.
2. To provide investigative operations personnel funding dealing with drug enforcement
investigations.
3. To provide necessary equipment, manpower, training and for public education in
dealing with Traffic Enforcement, to include speeding violations, drunk driving,
seatbelt enforcement and motor vehicle occupant protection.
4. To provide SAFE nurses with stand-by pay to deal with sexual assault and domestic
violence investigations.
5. To provide investigative operations personnel funding dealing with Wanted Fugitives,
Counterfeiting of U.S. Currency and Violent Crimes.
Program Objectives
1. HI IMPACT (Hawai`i HIDTA $500,000) — To combat the methamphetamine (ICE)
problem in the County of Hawaii by conducting various sting operations.
2. Occupant Protection (State Department of Transportation $160,000) — To conduct
seatbelt enforcement and child restraint roadblocks.
3. STEP Grant (State Department of Transportation $628,764) — To provide funding for
training, education, enforcement and community collaboration to reduce the number
of traffic fatalities and injury crashes.
4. Roadblock Program (State Department of Transportation, Sobriety Checkpoint
$532,839) — To conduct DUI roadblocks to minimize fatalities and injuries.
5. Data Records (State Department of Transportation $107,780) — To transfer completed
Motor Vehicle Accident Reports (MVAR) to Hawaii Department of Transportation
(HDOT) within three months and HPD traffic citations to the District Courts within
six days of issuance to ensure compliance with national standards.
6. Non -Motorized Pedestrian and Bicycle Safety Grant (State Department of
Transportation $41,792) — To conduct traffic enforcement and community
engagement.
7. SAFE Standby Pay (State Department of the Attorney General $125,000) — To
improve the department's response to violent sex crimes, physical abuse, and crimes
of violence against women.
8. Department of Health — Tobacco Sting (State Department of Health $16,000) — To
provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors
in the County of Hawaii.
279
POLICE
GRANT REVENUES
Program Objectives (continued)
9. Increasing Quality Forensic Services — (State Department of the Attorney General
$96,360) — For the purpose of paying for quality Forensic Services by continuous
updated forensic sciences training and the purchase of a digital analytical balance
with data print out accessories.
10. Wireless E911 Fees — (Hawai`i Enhanced 911 Board $3,015,676) — For expenditures
associated with the deployment of Wireless Enhanced 911 System.
11. U.S. Marshall Service — (Hawai`i Fugitive Task Force $12,000) — To assist with
overtime incurred to HCPD Officers working with the United States Marshall Service
on the enforcement and capture of fugitives wanted under the Hawaii Fugitive Task
Force Initiative.
12. Investigative Assistance — (United States Secret Service $10,000) — To assist in the
enforcement and protection of high governmental officials and the prevention of
counterfeiting of U.S. Currency and securing the nation's critical infrastructures,
specifically in the areas of cyber, banking and finance.
13. Safe Streets/Violent Crimes Task Force (Federal Bureau of investigation — FBI
$50,000) — For the purpose of identifying and targeting for prosecution criminal
enterprise groups responsible for drug trafficking, money laundering, alien
smuggling, and other violent crimes.
14. State-wide Multi -Jurisdictional Drug Task Force (SMDTF) — (State Department of
the Attorney General $60,000) — For the purpose of reducing drug threats and drug
related crimes and incorporating multi -agency collaboration.
15. Local JAG Program — (U.S. Department of Justice $114,000) — For the purpose of
purchasing a driving simulator for the Police Department's Emergency Vehicle
Operator Course.
16. ATF Task Force - (ATF Program $32,000) — To assist with overtime and costs related
to operations with the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF).
17. NICS Act Record Improvement Program — (Hawai`i Criminal Justice Data Center
$545,760) — To improve the FBI's National Instant Criminal Background Check
System (NICS) by providing assistance to improve the completeness, automation and
transmittal to the Department's records.
18. National Criminal History Improvement Program (NCHIP) — (Hawai`i Criminal
Justice Data Center $318,240) — To improve in the accuracy, quality, timeliness,
immediate accessibility, and integration of national systems of criminal history and
related records.
19. Hazard Mitigation Grant Program — (FEMA $162,191) — To reduce the risk of future
damage, loss of life and property in any area affected by a major disaster.
E
I POLICE
GRANT REVENUES
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Salaries and Wages
395,437.05
1,410,292
1,778,855
Operations
2,309,661.30
3,428,206
3,383,288
Equipment
478,598.06
1,565,026
1,824,907
Program Total
3,183,696.41
6,403,524
6,987,050
PROSECUTING
ATTORNEY
PROSECUTING ATTORNEY
DEPARTMENT SUMMARY
Mission Statement
The Office of the Prosecuting Attorney pursues justice with integrity and commitment.
Department Goals
1. To strive for just disposition of criminal cases and promote public safety and order
through timely, efficient, and effective prosecution.
2. To ensure that victims and witnesses of crimes are treated with respect, courtesy, and
sensitivity in their cooperation with criminal prosecution.
3. To improve and restore trust in the criminal justice system by identifying areas of
need and working collaboratively with other criminal justice agencies and the
community.
4. To encourage and promote crime prevention and early intervention initiatives,
encourage treatment and services, and support reintegration programs to improve the
quality of life on Hawaii Island.
5. Identify, promote and implement new and innovative approaches to solving crime
problems.
Funding Source and Position Count
General Fund
$13,323,551
General Fund
115
Grant Revenue
$ 2,736,274
Grant Revenue / Other
20
Other
$ 10,000
Total Budget:
$16,059,825
Total Number of Positions
135
►P-1m,
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Description
The Office of the. Prosecuting Attorney is charged with the duty to see that the laws are
faithfully executed and enforced within the County of Hawaii. Violations of State and
County laws, ordinances, rules and/or regulations are prosecuted on behalf of the
community.
The Deputy Prosecuting Attorneys prosecute cases in the Family Courts, seven District
Courts and four divisions of Circuit Courts in Hawaii County. This involves all criminal
matters including preliminary hearings, grand jury sessions, arraignment calendars,
motions, hearings, pretrial conferences and trials. In addition, they handle all appeals
before the Hawaii Appellate Courts as well as the Federal Appellate Courts. Deputy
Prosecutors screen all criminal referrals made by police and other law enforcement
agencies and are available 24 hours per day, seven days a week for juvenile detention and
felony conferrals.
The Office of the Prosecuting Attorney remains committed to supporting victims and
witnesses throughout the criminal justice process, actively seeking their input and
keeping them informed about case dispositions.
The Office of the Prosecuting Attorney provides training for staff to maintain and
improve their specialized skills. hi addition, the Prosecuting Attorney Deputies and staff
provide training for police recruits and refresher training for police officers as well as to
other law enforcement agencies and community organizations.
The staff participates in career fairs and job shadowing and prepares appropriate
educational presentations to students and faculty on the justice system, careers as a
prosecutor and the risks and consequences of involvement in illegal activity. Our
volunteer program provides opportunities for career exploration and work experience.
In an effort to reduce crime and promote public safety, the Office of the Prosecuting
Attorney is actively involved in several initiatives that address juvenile delinquency and
promote community involvement in identifying and addressing public safety issues. The
Office of the Prosecuting Attorney is actively supporting the Big Island Juvenile and
Adult Drug Court, Veteran's Court, Environmental Court, Women's Court and Adult
Mental Health Jail Diversion Program. In addition, we are collaboratively working to
address elder issues, domestic violence, sexual assault, homelessness, efforts to reduce
recidivism and continue to support the Big Island Juvenile Intake and Assessment Center.
These programs strive to balance the individual service needs of the individual, the legal
requirements of the courts, and the safety needs of the community. Whenever possible,
the Office of the Prosecuting Attorney seeks funding for specialized units and
demonstration projects.
FIE
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Objectives
Core Prosecution
1. Attend all courts in the County of Hawaii, and conduct on behalf of the People, all
prosecutions for offenses against the laws of the State of Hawaii and the ordinances
and regulations of the County.
2. Maintain a professional, dedicated and trained staff to carry out the duties of the
Prosecuting Attorney as defined under the County Charter.
3. Provide for a statewide Traffic Safety Resource Prosecutor to develop effective
enforcement strategies to reduce highway offenses, traffic collisions, and increase
traffic safety.
4. , Maintain grant -funded specialized prosecution units that work collaboratively with
the Hawaii Police Department and other law enforcement agencies to improve case
outcomes for victims of violent crimes and crimes against persons.
Victim Services
1. Attend to the needs of victims and witnesses in the criminal justice system by
providing referrals to appropriate agencies, assistance.with restitution and crime
victim compensation.
2. Provide restorative justice options as appropriate.
3. Participate in community events that support victims (i.e. National Crime Victims'
Rights Week and National Domestic Violence Awareness Month) and promote
community safety.
Improving the Criminal Justice System
1. Coordinate continuing training/educational workshops to improve the criminal justice
system.
2. Collaborate with the Hawaii Police Department to discuss joint initiatives, policies,
and procedures to strengthen investigations and prosecutions.
3. Meet with law enforcement, government agencies, and community service providers
to improve handling of domestic violence, child abuse, and sexual assault cases.
4. Meet with Hawaii criminal justice agencies and State branches to discuss appropriate
interventions and consequences for offenders.
iWEI
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Objectives (continued)
Improving the Juvenile Justice System
1. Coordinate continuing training/educational workshops to improve delivery of
services along the continuum of the juvenile justice system.
2. Collaborate with law enforcement, government agencies, schools, and community
service providers to discuss joint initiatives, interventions, policies and procedures to
improve outcomes for juvenile offenders.
Community and Crime Prevention Initiatives
1. Support prevention, education, and intervention initiatives directed at reducing crime
and increasing public safety on issues such as domestic abuse, including reducing
child abuse and neglect, substance abuse, and impaired driving.
2. Coordinate continuing training/educational workshops to promote healthy behaviors,
crime prevention and early intervention initiatives.
3. Provide meeting coordination and fiscal support to the County of Hawaii Committee
on the Status of Women.
Program Highlights
Core Prosecution
1. The Office of the Prosecuting Attorney along with HPD, state and federal law
enforcement partners, have successfully prosecuted numerous cases. A few
noteworthy cases include Duncan Mahi who was sentenced to a 30-year prison term
for the sexual assault of a minor and kidnapping of two minors in September 2022.
Dylan Paulo -Leslie was sentenced to a 25-year prison term in relation to a Kona
armed robbery and an April 2023 escape from HCCC. Trevor Shoemaker -Hassey
was sentenced to a 20-year prison term in after causing the death of 63-year-old
Rhonda Freedman on July 17, 2022, in a traffic collision near the intersection of
Mamalahoa Highway and Akina Place in Kona.
2. Several deputy prosecuting attorneys and members of our Investigators Unit worked
collaboratively with other local, state, and federal law enforcement agencies in
"Operation Keiki Shield," (OKS) an initiative focused on identifying and arresting
offenders who commit internet-facilitated sex crimes against minors and rescuing
victims of child sexual exploitation and abuse. OKS operations resulted in the arrest
and charge of seven individuals. Our office was the lead agency in one of the most
severe cases of promoting child abuse and sexual assault in the State of Hawaii in the
285
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Highlights (continued)
past decade. Joseph Tibbs pled guilty in this case to two counts of promoting child
abuse in the first degree and three counts of sexual assault in the first degree, both
offenses are class A felonies. Sentencing for Tibbs is scheduled for January 14, 2026.
Victim Services
1. The Victim Assistance Unit (VAU) provided services to 4,665 victims of crime. This
included services to 1,010 victims of domestic violence -related cases, 249 victims of
sexual violence (adults and children), 49 child abuse victims, 1,663 victims of crimes
against a person (which includes homicides, negligent homicides, assault, robbery,
and terroristic threatening), 1,614 property crime victims, and 1,059 victims of other
types of crimes (which can include negligent injury, harassment, non -family
temporary restraining order violations, dog bites, trespassing, etc.). The VAU also
provided services to 543 witnesses, 121 secondary victims, and 309 other persons
involved with victims. Restitution information and assistance was provided to 940
victims and 733 victims received information and assistance on crime victim
compensation
2. A total of 298 cases were screened for Victim Offender Conferencing, where 11 cases
have been successfully completed.
3. The Victim Assistance Unit has participated and facilitated numerous community
events that support victims of crime. Events included the Annual Peace Walk and
Vigil during October's Domestic Violence Awareness Month, the Walk a Mile in Her
Shoes event, Child Abuse Awareness Month and Sexual Assault Awareness Month in
April, various career, school, and resource fairs. The Victim Assistance Unit also
participated in the Indigenous Peacekeepers Gathering hosted by Lamalama Ka Ulu
and a car seat drive partnering with Crib Hawaii and Going Home Hawaii.
Improving the Criminal Justice System
1. The Office of the Prosecuting Attorney went live in May 2024 with its new case
management system, PROSECUTORbyKARPEL (PbK). Since the launch of the
new system, we began several interface projects. The system interface with the
Hawaii County Police Department has been completed and we are working with the
vendor to assist with post launch fine tuning. We began creating the interface
between PbK and the Hawaii Integrated Justice Information Sharing (HIJIS) system
and we are expecting to have this phase of the project completed by the end of 2025.
We have completed the contract execution to build the Police portal, by which
Hawaii County Police Department officers will be able to view information on cases
assigned to them, transmit documents, receive notifications, etc. These integrations
will allow for information to flow between systems and will improve efficiency.
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Highlights (continued)
2. The Investigators Unit coordinated the transport of 14 offenders from neighboring
islands to answer for charges committed within Hawaii County.
3. Our Investigators Unit visited local farmers markets across Hawaii Island and
educated vendors and members of the public about agriculture theft, the impact of
purchasing stolen fruits, vegetables, and produce, laws regarding ownership and
movement certificates, documented recent agriculture theft incidents for victims, and
shared methods farmers and ranchers can employ to protect their crops, animals,
produce, and equipment. The investigators unit has made two felony cases and three
petty/misdemeanor cases pertaining to agriculture crimes
4. The Investigators Unit assisted the Department of the Attorney General with the
registration and monitoring of non -compliant sex offenders residing on Hawaii
Island, including locating and reprocessing 69 non -compliant sex offenders and one
arrested and charged for non-compliance.
5. Throughout the 2025 Hawaii State legislative session, our office submitted testimony
on more than 40 distinct bills (excluding testimony given in multiple committees) and
monitored over 125 bills related to the criminal justice system.
Improving the Juvenile Justice System
1. Title 11 funding was received from the Department of Human Services, Office of
Youth Services to continue the Big Island Juvenile Intake and Assessment Center
(Center), providing immediate intervention for youth and also allowing police officers
to return to public safety duties. The Center accounted for 152 juvenile intakes.
Monthly status meetings were held with the Salvation Army Family Intervention
Services, Hawaii Police Department, Department of Human Services' Child Welfare
Services, Family Court - Juvenile Client Services, Department of Health Family
Guidance Center, Hawaii Youth Correctional Facility, Department of Education, and
Office of Youth Services.
2. Our Restorative Justice Program screened cases to participate in Victim/Offender
Conferences (VOC). Of 15 juvenile cases screened, ten cases were approved to
participate and are pending the start of the VOC process.
3. Our Restorative Justice Program has worked with Waiakea Intermediate School to
assist in facilitating Peer Courts to decrease the amount of school referrals to
probation/courts. The Restorative Justice Unit facilitated discussions around peer
mentors and peer courts with Waiakea Elementary School.
287
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Highlights (continued)
Community and Crime Prevention Initiatives
1. The Office of the Prosecuting Attorney utilized its social media platforms on
Instagram (https://www.instagram.com/hawaiiprosecutors/) and Facebook
(https://www.facebook.com/HawaiiProsecutors), radio advertising, and participated
in sign -waving events to build capacity and raise awareness on community events and
issues related to our Office and its various projects and interests. Since the formation
of social media platforms, the Office has shared 1,700 posts (as of this report) and has
a following of over 1,700 on Facebook and 3,000 on Instagram. Content is shared
nearly daily and can vary between announcements of the filing of new criminal
charges, disposition or sentencing decisions, substance misuse awareness posts,
notifications regarding upcoming community resource events, employment
opportunities, criminal law education, and more.
2. Our Crime Prevention Unit coordinated the annual "It Takes a Village" Crime
Prevention Networking and Resource Fairs in both East Hawaii and West Hawaii.
Hawaii Island service providers focused on substance misuse, prevention,
reintegration, and criminal justice system related disciplines were provided an
opportunity to identify how we can utilize our limited on -island resources, collaborate
to expand our individual services, and build each organization's capacity to better
serve our community, promote public safety, prevention, and reduce crime.
3. Our Crime Prevention Unit coordinated a training "High In Plain Sight: Substance
Abuse Prevention Training" featuring trainer Jermaine "Tall Cop" Galloway who
provided training on alcohol and drug use and abuse trends, indicators of at -risk
individuals, as well as drug stash compartments, clothing brands, lingo, music lyrics,
etc. Jermaine Galloway conducted a community scan and shared what substances
were easily available and attainable. Audience for this professional training included
law enforcement, probation, prosecutors, judges, fire department and community
organizations.
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Charges:
Opened during period
26,843
30,000
30,000
Accepted for prosecution
19,792
26,000
26,000
Circuit Court**
3,137
4,000
District Court**
15,977
20,000
Family Court**
678
2,000
Felonies*
-
-
4,000
Misdemeanor/Petty Misdemeanor*
14,000
Violations/Infractions*
-
8,000
Circuit Court calendar days:
Hilo
492
492
492
Kona
492
492
492
Misdemeanor calendar days:
Hilo (a.m. and .m.)
208
208
208
Puna
104
104
104
South Kohala/Hamakua
76
76
76
North Kohala
76
76
76
Kona/Ka'u
180
180
180
Family Court (Juvenile) calendar days:
Hilo, Puna
52
52
52
Kona
26
52
26
N. & S. Kohala/Hamakua
12
12
12
Family Court (Adult -DV) calendar days:
Hilo, Puna
52
52
52
Kona/Ka'u
26
26
26
S. Kohala
12
12
12
Hamakua
12
12
12
Drug Court (Adult) calendar days:
Hilo
38
52
24
Kona
50
52
24
WE,
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Program Measures (continued)
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Drug Court (Juvenile) calendar days:
Hilo
38
52
24
Kona
50
52
24
Veterans Treatment Court calendar days:
Hilo
38
52
24
Kona
50
52
24
Mental Health Court (District Court) calendar days:
Hilo/Puna
24
24
24
Kona/Ka`u
12
12
12
Environmental Court calendar days:
Hilo
12
12
12
Kona
104
104
104
Women's Court calendar days:
Kona*
-
-
24
*New Program Measure implemented in FY 2026-27.
**Program Measure being phased out in FY 2026-27.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
113
115
115
Salaries and Wages
8,855,660.75
11,280,395
12,101,196
Operations
683,764.14
786,155
786,155
Equipment
315,576.91
200
426,200
Program Total
9,855,001.80
12,066,750
13,313,551
290
PROSECUTING ATTORNEY
GENERAL PROSECUTION
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026.27
Request
Prosecuting Attorney
1
1
1
1stDeputy Prosecuting Attorney
1
I
1
Accountant
1
1
1
Accountant III
I
I
1
Business Administrator
I
1
1
Deputy Prosecuting Attorney
37
37
37
Executive Assistant to the Prosecuting Atty
1
1
1
Grant Coordinator
I
I
1
Human Resources Technician I
I
1
1
Information Systems Analyst IV
2
1
1
Information Systems Analyst V
-
I
1
Information Systems Analyst VI
1
1
1
Investigator IV
I
I
1
Investigator V
6
6
6
Investigator VI
2
2
2
Investigator VII
1
1
1
Legal Assistant II
-
1
1
Legal Clerk I
8
8
8
Legal Clerk II
8
8
8
Legal Clerk III
16
15
15
Legal Clerk IV
6
6
6
Private Secretary
1
1
1
Program Manager
1
I
I
Secret
-
I
1
Senior Account Clerk
1
I
1
Special Projects Coordinator
2
2
2
Supervising Legal Clerk II
2
2
2
Victim Services Assistant
2
2
2
Victim/Witness Program Director
I
I
I
Victim/Witness Counselor I
1
I
1
Victim/Witness Counselor II
4
5
5
Victim/Witness Counselor III
2
2
2
Total
113
115
115
291
PROSECUTING ATTORNEY
GRANT REVENUES
Program Description
The Office of the Prosecuting Attorney receives and continually seeks funding from
Federal and State sources. These funds are used to implement innovative programs,
support prosecution efforts, educate the public, improve the criminal justice system, and
purchase equipment that would not be possible with County funds.
Program Objectives
1. State Forfeitures - State Department of the Attorney General, Civil Recoveries
Division, State of Hawaii, $40,000. For use to assist crime prevention and healthy
communities at the discretion of the Hawaii County Prosecuting Attorney.
2. Federal Forfeitures - United States Department of Justice and U.S. Treasury
Department, $20,000. For use to assist crime prevention and healthy communities at
the discretion of the Hawaii County Prosecuting Attorney.
3. STOP Violence Against Women - U.S. Department of Justice, STOP Violence
Against Women Formula Grant Program, $188,825. One Employee — To improve
prosecution of domestic violence cases involving adult women by dedicating a deputy
to handle these cases.
4. Crime Victims Assistance Program (VOCA) - U.S. Department of Justice, Office
for Victims of Crime Formula Grant Program, $628,228. Seven employees — To
assist victims of crime through the judicial process, focusing on crimes such as
homicide, sexual assault, child abuse and domestic violence.
5. Justice Assistance Grant (JAG) - U.S. Department of Justice, $90,000. For
technology improvements.
6. Traffic Safety Training Grant - U.S. Department of Transportation, $200,000. To
conduct statewide training to improve law enforcement system response to traffic
crash cases and improve highway safety.
7. East Hawaii Big Island Juvenile Intake and Assessment Center (BIJIAC) -
Hawai`i Office of Youth Services, $200,000. To support operation of a juvenile
intake and assessment center in East Hawaii.
►19)
PROSECUTING ATTORNEY
GRANT REVENUES
Program Objectives (continued)
8. Substance Abuse Prevention Program - Hawai`i State Department of Health,
Alcohol and Drug Abuse Division, $110,000. To fund a community assessment and
strengthening of Substance Abuse Systems in the County of Hawaii.
9. USSS Electronic Crimes Task Force - U.S. Secret Service, $15,000. To reimburse
overtime and other expenses related to official investigations by U.S. Secret Service's
Hawai `i Electronic Crimes Task Force.
10. Career Criminal - State Department of the Attorney General, $550,000. Six
Employees — To provide quick identification, prosecution and conviction of those
persons making a career of crime.
11. Victim/Witness Assistance - State Department of the Attorney General, $444,221.
One employee — To assist crime victims and witnesses and their families by providing
information, counseling, and support services primarily to victims of violent and
property crimes.
12. National Criminal History Improvement Program - U.S. Department of Justice
$250,000. To improve in the accuracy, quality, timeliness, immediate
accessibility, and integration of national systems of criminal history and related
records.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
22
20
20
Salaries and Wages
8,855,660.75
1,681,515
1,755,248
Operations
683,764.14
894,354
645,526
Equipment
315,576.91
418,066
335,500
Program Total
9,855,001.80
2,993,935
2,736,274
Note: Includes Federal and State Forfeitures
M
PROSECUTING ATTORNEY
GRANT REVENUES
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Deputy Prosecuting Attomey
4
4
4
Investigator V (Temp)
1
1
1
Investigator V
1
1
1
Legal Assistant II
2
1
1
Legal Clerk I
2
2
2
Legal Clerk I Tern)
1
1
1
Legal Clerk III
I
1
1
Program Manager
1
1
1
Special Projects Coordinator
1
1
1
Student Helper
1
1
1
Victim/Witness Counselor I
2
2
2
Victim/Witness Counselor I (Temp)
2
2
2
Victim/Witness Counselor II
3
2
2
Total
22
20
20
294
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
Program Goals
1. To promote and support women in their roles in public and private sectors.
2. To act as a clearinghouse and coordinating body for activities and information
supporting women and girls.
3. To create public awareness of the responsibilities, needs, potentials and contributions
of women.
4. To seek improvements in educational, counseling programs and policies to meet the
needs of women and girls in order to better prepare them for their roles in the
community.
5. To work with the Hawaii State Commission on the Status of Women to improve the
wellbeing of all women in the County and State.
6. To build and maintain relationships with federal, state, local and international
agencies advocating for the status of women.
Program Description
The Hawaii County Committee on the Status of Women (CSW), working with the
Hawaii State Commission on Status of Women (HSCSW), promotes equality for women
and girls in the County by acting as a catalyst for positive change through advocacy,
education, collaboration, and program development.
Program Objectives
1. Sponsor and coordinate an island wide essay contest to increase awareness among
students on the accomplishments of women in Hawaii County.
2. Promote awareness of Equal Pay for Equal Work for women.
3. Create and share a report on the status of women in Hawaii County.
4. Participate in local and/or off -island meetings or conferences by sending at least one
representative. The purpose of which will be to share information with the
Committee members on current programs, legislation or issues that affect the status of
women.
5. Update and disseminate the Hawaii Island Services Directory for Families across
Hawaii County.
6. Promote Teen Dating Violence Prevention/Education.
7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate
with other organizations.
8. Hold monthly meetings in -person and/or virtually.
295
PROSECUTING ATTORNEY
COMMITTEE ON THE STATUS OF WOMEN
Program Objectives (continued)
9. Support, through sponsorship, planning, promotion, and attendance, the Hawaii
Island Women's Leadership Summit.
10. Promote awareness of Human Trafficking across Hawaii County.
Program Highlights
1. The 2024-2025 Hawaii Island Services Directory for Families was updated and
distributed to service agencies and individuals island wide.
2. The CSW has been involved in multiple outreach initiatives aimed at encouraging -
women in the community. Projects include addressing period poverty, equal pay,
leadership activities for women around Hawaii Island, and developing highly
efficient and effective teams.
3. Two members of the Hawaii County CSW attended Opening Day at the State
Capitol to advocate for the women and girls of Hawaii County and engage with state
legislators on key issues impacting their lives.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Number of Meetings Held
7
12
12
Events Held
5
3
3
Event Participation
5
3
3
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Operations
9,752.46
10,000
10,000
Pro ram Total
9,752.46
10,000
10,000
R
This page intentionally left blank
PUBLIC WORKS
PUBLIC WORKS
DEPARTMENT SUMMARY
Mission Statement
The Department of Public Works will serve the community by building, operating, and
maintaining the County's infrastructure to create a safe, resilient, and sustainable Hawaii
Island community.
Department Goals
1. People First
Employees power our success. Honor every person, build strong teams, invest in skill
development, and nurture pride, purpose, and value in every role.
2. Transparency
Strengthen trust through integrity, openness, and clear communication with
employees and the community we serve.
3. Customer Service
Deliver exceptional service and treat every member of the public like family...
because they are.
4. Continuous Improvement
Always refine, innovate, and elevate our work, ensuring better service and stronger
outcomes across Hawaii Island.
5. Safety Always
Everyone goes home healthy. Empower safe practices through training, education,
and shared responsibility while protecting our workforce, our partners, and our entire
community.
Funding Source and Position Count
General Fund
$30,963,676
General Fund
187
Grant Revenue
-
Grant Revenue/ Other
33
Other
Total Budget:
$30,963,676
Total Number of Positions
220
297
PUBLIC WORKS
ADMINISTRATION
Program Description
The Public Works Director serves as technical advisor to the Mayor, Managing Director,
and Hawaii County Council on matters pertaining to building permits and code
enforcement; flood zone monitoring; maintenance of roads, streetlights, traffic signals
and signs; permitting for grading, grubbing, and right of way; culvert drainage
maintenance; repair and maintenance of roadways and bridges; and disaster emergency
response.
The Public Works Administration division provides professional and effective reception
service to all parties requesting assistance from the department; provides the public with
timely and adequate responses to requests for information; performs personnel, payroll,
and accounting functions for all six divisions; coordinates the annual budget; assists all
County agencies in the procurement of vendors for construction projects and the
administration of procurement documents; and performs community outreach and
education to the County.
Program Objectives
1. Manage requests and complaints in a consistent manner and ensure responsiveness.
2. Provide ongoing customer service and public relations programs that provide
transparency and facilitate interaction and education with the public, other County
departments, and all stakeholders.
3. Implement paper -reduction and digitization initiatives to enhance workflow
efficiency and minimize physical storage needs.
4. Ensure Work Order Management and Project Management software programs are
fully implemented, operational and all relevant Public Works staff are trained.
5. Achieve one third of our average employee count to participate in County provided
training per year.
Program Highlights
1. A comprehensive facilities assessment of critical County Infrastructure began.
2. Procured project management software to support the standardization and digitization
of construction contract processes across the County.
3. Procured work order management software for the Automotive Division to enhance
tracking of repairs and maintenance for the County fleet, enabling proactive
preventative maintenance, cost analysis, and lifecycle management of County
vehicles.
PUBLIC WORKS
ADMINISTRATION
Program Highlights (continued)
4. The Contracts section completed procurement of 35 departmental consultant contracts
and 19 County wide construction contracts while also participating in training and
implementation of a new County procurement software.
5. Processed 156 Requests for Government Records and recorded/addressed 604
complaints received for all six divisions.
6. Maintained ongoing public communication by publishing weekly roadwork updates
on the DPW website, including comprehensive project lists and island wide mapping.
Program Measures
FY 2024-25
Actual.
FY 2025-26
Budget
FY 2026-27
Estimate
Number of employees trained in safety classes
205
125
125
No. of managers/supv rec`d Supervisory Training
17
10
10
No. of employees trained in non -safety classes or
trainin s
177
125
125
Additional Information:
Number of Employees in the Department
364
375
375
Work Comp Cases with Lost Time**
6
-
** Measure will be phased out in FY 2025-26
►[flu
PUBLIC WORKS
ADMINISTRATION
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Reguest
Number of Positions
27
27
28
Salaries and Wages
1,489,742.67
1,622,216
1,888,701
Operations
231,005.36
314,930
315,118
Equipment
9,268.24
100
100
Water Spigot
257,925.00
207,925
296,908
Program Total
1,987,941.27
2,145,171
2,500,827
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Director
1
1
1
Deputy Director
1
1
1
Account Clerk
4
4
4
Accountant
2
2
2
Accountant IV
1
1
1
Administrative Assistant
1
1
1
Business Manager
1
1
1
Clerk III
3
3
3
Contracts Technician
1
1
1
Human Resources Program Specialist
1
1
1
Human Resources Technician I
1
1
1
Information & Education Specialist II
I
1
I
Information Systems Analyst IV
1
1
1
Private Secretary
1
1
1
Procurement & Specs Specialist
1
I
1
Projects Administrator
I
Program Manager
1
I
1
Senior Account Clerk(Temp)
1
1
1
Student Helper 1
2
2
2
Student Helper II
1
1
1
Supervising Contracts Technician
1
1
1
Total
27
27
1 28
300
PUBLIC WORKS
BUILDING
Program Description
The Building Division is responsible for public building construction and inspection;
plans, specifications and applications for private building and construction; plumbing,
electrical, and building permits; and the enforcement of all County ordinances related to
building, ,construction, and inspection.
The Division's core responsibilities include the review and issuance of building permits,
the inspection of construction activities, investigation of building code violations, and the
maintenance, repair, renovation, and construction of County -operated facilities. These
functions are performed through two principal sections: Permits and Inspections, and
Facilities Management.
The Permits and Inspections Section administers the permitting process from the
application to final inspections and certificate of occupancy when required, verifying
compliance through plan review and inspection. The section also oversees investigations
into potential code violations, ensuring timely corrective action when required.
The Facilities Management Section provides island wide maintenance and repair services
for County departments and manages Capital Improvement Projects (CIP) from
assessment through design, procurement, and construction. This includes the upkeep of
building systems, utilities, and structures to maintain safe and operable work
environments for County employees and the public. The Facilities Management Section
has three units: General Services (GS), Repair and Maintenance (R&M), and Design and
Engineering (D&E). All work performed at the County Facilities must be building code
compliant and is regulated by the building permit process. As part of Facilities
Management, the Building Division is also responsible for the budget and expenditures
for the interdepartmental utility services (electricity, gas, sewer, telephone, water) and for
facilities' insurance premiums.
In FY 2026-27, the Division will continue implementing the Electronic Processing and
Information Center (EPIC) System, also known as the Enterprise Permitting and
Licensing (EPL) platform. EPIC integration remains central to achieving operational
efficiency, data -driven decision -making, and transparency in permitting and inspection
workflows. The system supports three main modules — Permit Management, Inspections
Management, and Code Management — each contributing to streamline processes,
improved turnaround times, and enhanced accountability.
301
PUBLIC WORKS
BUILDING
Program Objectives
Program Objectives for FY 2026-27 emphasizes measurable performance and service
quality. These include:
1. Issuing Residential Building Permits within 60 calendar days of submittal when
applications are complete, plan review fees are paid, and no corrections are required.
2. Scheduling Building Permit Inspections within two business days of request.
3. Initiating an investigation of an alleged Building Code. violation within 30 calendar
days of a complaint receipt.
4. Completing Work Orders Requests for County facilities within 30 calendar days of
receipt.
5. Delivering funded CIP Projects.
To support these objectives, the Division continues to refine workflows, expand training
programs, and integrate technology for improved reporting, monitoring, and customer
service. Staff development remains a key focus, promoting improvements, standardized
procedures, and professional certification in relevant codes and standards.
Through these initiatives, the Building Division aims to enhance efficiency, uphold
regulatory compliance, and ensure that County facilities and private construction alike
contribute to a safe, resilient, and well -maintained built environment across Hawaii
Island.
Program Highlights
1. Electronic Processing and Information Center (EPIC) System.
The Building Division continued to implement and optimize EPIC (EPL), focusing on
three modules: Permit Management, Inspection Management, and Code Management.
Supervisors rely on automated daily reports to ensure resource equity and
transparency.
Plans Examiner and Inspector training remains ongoing, supporting workflow
enhancements and Code Management integration
302
PUBLIC WORKS
BUILDING
Program Highlights (continued)
BIT continued to develop the Code Enforcement Module, designed to streamline the
complaint investigation, process for structures in violation of the County Building
Code.
2. Residential Building Permits Issuance Goal.
The program maintained,the target of issuing Residential Building Permits within 60
calendar days for complete applications with no corrections, building on
improvements from the prior year. Continued to track and report average durations
using productivity metrics and workflow reports.
The following table presents actual permits issued (excluding electrical only,
plumbing only, and sign permits) for prior years based on the County Districts.
Building Permits Issued by District Fiscal Year 2024-25
Percentage change from Fiscal Year 2023-24
Permits Issued
Valuation
Fees
Geographic
District
Quanti
%
Change
Amount
%
Change
Amount
%
Change
1
Puna
1,327
19.0%
$ 227,099,263.57
40.8%
$ 1,198,019
40.1%
2
S Hilo
797
33.5%
$ 237,292,021.25
41.7%
$ 1,036,687
30.2%
3
N Hilo
51
37.8%
$ 26,389,740.64
761.4%
$ 104,601
482.3%
4
Hamakua
108
18.7%
$ 17,052,491.55
-20.3%
$ 88,834
-27.3%
5
N Kohala
214
75.4%
$ 40,785,813.99
27.9%
$ 192,131
32.0%
6
S Kohala
618
20.9%
$ 208,177,573.71
-13.3%
$ 934,426
-10.7%
7
N Kona
1,270
42.2%
$ 407,077,961.30
33.4%
$ 2,076,272
47.5%
8
S Kona
214
39.0%
$ 44,929,978.21
16.8%
$ 212,688
13.5%
9
Ka`u
196
40.0%
$ 27,554,154.07
66.6%
$ 144,076
61.6%
303
PUBLIC WORKS
BUILDING
Program Highlights (continued)
Total Building Permits Issued Fiscal Year 2024-25
Percentage change from Fiscal Year 2023-24
2023-24
2024-25
Permit Type
Qty
Est. Value
Total Fees
Qty
Est. Value
Total Fees
% Change in
Value
Building
3,662
$985,442,876
$4,471,955
4,794
$1,234,800,690
$5,665,769
25.0%
Electric Only*
1
$1,000
$11
1
$39,000
$23
3800.0%
Plumbing
Only*
0
$0
$0
0
$0
$0
0.0%
Sin
30'
$341,046
$14,169
18
$200,817
$875
-41.0%
Total
3,693
$985,784,922
$4,486,135
4,813
$1,235,040,507
$5,666,667
25.28%
* Electric Only and Plumbing Only permits are now tracked through Building permit type — permits used to
be tracked as separate permit types.
3. Building Permit Inspection Goal.
The objective remains to complete inspections within two business days of request.
Last year, the division completed 23,591 inspections, with 66% achieved within the
target window. Average durations ranged 2.3-2.7 days for building, electrical, and
plumbing; sign inspections averaged 7.1 days due to scheduling challenges. Inspector
shortages, particularly in West Hawaii, impacted performance, with East Hawaii
staff providing cross -island support.
Building Permit Inspections Fiscal Year 2024-25
Trade
Number
Avg. Days*
CNT <= 2 days**
% Met
Target
Building
8,210
2.72
4,763
58.01%
Electrical
10,558
2.35
7,664
72.59%
Plumbing
4,806
2.34
3,232
67.25%
Sign
17
7.18
4
23,53%
Total
23,591
2.48
15,663
66.39%n
*Average workdays between inspection request and actual inspection.
** Number of inspections completed within 2 days of notice.
304
PUBLIC WORKS
BUILDING
Program Highlights (continued)
4. Complaint Investigations.
Continued efforts to initiate investigations of alleged Building Code violations within
30 calendar days of complaint receipt. EPIC's Code Management module is expected
to raise initiation rates through automation and enhanced tracking. Staff logged
complaints promptly and requested site access as standard practice.
5. Work Orders for County Facilities.
Maintained the goal to complete work orders within 30 calendar days. Continued
processing carryover work orders from prior years and prioritized fleet replacement to
support Repair & Maintenance responsiveness. Addressed delays from materials and
inter -departmental procurement as an ongoing management concern.
6. Capital Improvement Projects (CIP).
Advanced funded CIP projects across all phases:
• Survey & Assessment: Hazardous materials at County facilities.
• Scoping: Dual charging stations, facility improvements, roof replacements, and
interim improvements.
• Design: Public safety, animal control, fire and police station improvements, and
extractors for cleaning fire personnel protective equipment.
• Permitting and Bid/Procurement: Segmented for improved budget management.
• Construction: Ongoing delivery of roof replacements, equipment structures,
temporary relocations, remediations, and other safety upgrades.
• Close -Out: Rapid finalization for completed projects.
Division refined phasing for clearer management and cash flow alignment and
reported on each phase's progress monthly.
7. Audit Report No. 2025-02 — Building Permit Process Updates.
Continued implementing and tracking audit recommendations:
• Considered exempting qualified low -risk applications to accelerate processing,
especially for residential photovoltaics under lOkW.
305
PUBLIC WORKS
BUILDING
Program Highlights (continued)
Enforced ascending date -driven priority for permit reviews with manual logs and
automated reports.
Strengthened customer education and outreach, especially first -pass rates and
workflow management.
Increased management oversight through daily activity reporting. Continued
developing annual training programs for electrical (NEC), plumbing (UPC), and
building (IBC, IRC, IEBC).
8. General Services.
Provided custodial and groundskeeping services, and managed service contracts for
102 County -maintained structures, including securing 24/7 security guard services at
Aupuni Center and West Hawaii Civic Center.
9. Repair and Maintenance.
Provided repair and maintenance for County -maintained structures. Filled Facilities
Management positions, which will support assessments of existing facilities.
10. Design & Engineering.
Project delivery based on project priority metric that considers the priorities from the
Mayor and Managing Director, Planning Department, User Departments, and
Building Division from life safety, security, ADA accessibility, and maintenance
perspectives.
Design for the following projects was ongoing during FY 2624-25,
• Public Safety Food Mitigation.
• Public Safety Hardening.
• Aupuni Sewer Phase 2-3.
• Aupuni Sewer Phase 4.
• Kealakehe Animal Control.
• East Hawaii Animal Control Facility Improvements.
• East Hawaii Animal Control House Conversion.
• Exterior Installation at Fire Stations.
306
BUILDING
Program Highlights (continued)
Design for the following projects was completed during FY 2024-25:
• Central Fire Reroofing
• Central Fire Ceiling Remediation
• VRL Relocation to Kaiko`o
• PGV Radio Equipment Structure
• Public Safety Emergency Cooling Tower Replacement
• Police Temporary Cold Storage
• Civil Defense Radio Tower Remediation
• East Hawaii Animal Shelter Office Trailer
Construction for the following projects was ongoing during FY 2024-25:
• Aupuni Center Reroofing.
• VRL Relocation to Kaiko`o.
• Police Temporary Cold Storage.
• Public Safety Emergency Cooling Tower Replacement.
• PGV Radio Equipment Structure.
Construction for the following projects was completed during FY 2024-25:
• Aupuni Sewer Phase 113
• Prosecuting Attorney Chiller Replacement
• Waiakea Fire Station
• Emergency Call Center
• Pahala Fire Station Perimeter Fencing
• Pahala Fire Station Reroofing
Staffing
Staffing levels are expected to remain stable at 120 positions, supporting the division's
program objectives for operations, inspections, code enforcement, and facilities management.
307
PUBLIC WORKS
BUILDING
Program Measures
Objectives
FY 2024-25
FY 2025-26
FY 2026-27
Actual
Estimate
Estimate
Issue Residential Building Permits within 60
calendar days of submittal when applications are
50%
100% within
100% within
60-days
60-days
complete and no corrections are required
Complete building inspections within two business
days of notice (% requests completed within two
66%
75%
workdays)**
Schedule building inspections within two business
-
-
> / = 75%
days of notice*
Initiate investigation of an alleged Building Code
violation within 30-calendar days of a complaint
54%
75%
> / = 75%
Complete Work Orders Requests for County
facilities within 30-calendar days of receipt
61%
95%
> / = 95%
Deliver CIP Projects that have been funded
100%
95%
Additional Division Information***
Inspection Section***
Plan Reviews Performed*:
38,800
Permits Issued (inc. temporary & si na e)
Residential*
-
-
1,800
Non -Residential Commercial*
480
Electric Only*
670
Plumbing Only*
110
Photovoltaic — Residential*
-
-
1,000
Photovoltaic — Non-Residential/Commercial*
60
Regulatory*
20
Permit Inspections Performed (Quantity)
Building*
-
8,000
Electrical*
-
-
10,500
Plumbing*
-
-
4,800
Si na e
-
-
15
Building Code Violations (Quantity)
Complaints Received*
-
-
500
NOVs Issued*
-
-
400
ORDERS Issued*
1 300
PUBLIC WORKS
BUILDING
Program Measures (continued)
Facilities Management Section***
Number of Building Structures Maintained*
-
139
Floor Area Maintained (square feet)*
-
892,468
Repair and Maintenance Jobs Performed*
-
1,500
Structures in Design*
-
16
Structures in Construction*
-
-
11
Parking Citations Issued*
375
* New Measure as of FY 2026-27
** Measure phased out and not tracked in FY 2026-27
Program Expenditures
FY 20Z4-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
119
121
120
Salaries and Wages
6,904,895.24
8,098,192
8,814,271
Operations
8,434,282.41
11,036,876
11,260,122
Equipment
477,923.05
722,180
442,639
Program Total
15,817,100.80
19,857,248
20,517,032
309
PUBLIC WORKS
BUILDING
Personnel Position Summary
Position'15t1e
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026.27
Request
Accountant
1
1
1
Architect II
1
1
1
Architectural Drafting Technician 1
2
1
1
Architectural Drafting Technician II
1
1
1
Building Chief
1 .
1
1
Building Facilities Manager
1
1
1
Building Inspector
14
14
13
Building Maintenance Worker
1
1
1
Building Permit Clerk
8
8
9
Building Plans Examiner V
6
6
6
Building Projects Manager
2
2
1
Building Repair and Maintenance Supervisor
1
I
I
Carpenter -Cabinet Maker
5
5
5
Clerk III
1
1
I
Construction Bldg Inspector II
2
2
Custodian/Groundskeeper 1
20
20
19
Custodian/Groundskeeper IT
5
5
5
Deputy Building Chief
1
1
1
Electrical Engineer II
1
1
1
Electrical Inspector
10
10
10
Electrician
2
2 unfunded
2
General Services Superintendent
I
1
1
General Services Supervisor
2
2
2
Information Systems Analyst IV
I
1
1
Lead Carpenter -Cabinet Maker
2
2
2
Lead Electrician
1
1
I
Lead Painter
1
1
1
Mechanical Engineer IV
1
1
I
Painter
2
2
2
Parking Control Officer
1
1
1
Permit Systems Coordinator
1
1
1
Plans Examining Manager
1
1
I
Plumber
2
2
2
Plumbing Inspector
6
6
6
Power Mower Operator
1
Program Manager
1
I
1
Program Support Technician
1
1
F 1
Projects Coordinator
3
3
3
Structural Engineer
1
I
1
Supervising BuildingIns ector
2
2
2
Supervising Building Permit Clerk
2
2
2
Supervising Electrical Inspector
2
2
2
Supervising Plumbing Inspector
2
2
2
Total
119
121
120
310
PUBLIC WORKS
ENGINEERING
Program Description
The Engineering Division provides civil engineering, bridge inspections, land surveys,
and regulatory services in accordance with Chapters 10, 22, and 27 of the Hawaii
County Code (HCC); performs design engineering and construction inspection and
management for County drainage and roadway projects. The Division is comprised of
the following six sections:
• Administration
• Land Surveying
• Regulatory Review
• Design and Investigation
• Inspection
• Bridge
The Administration section provides the following services:
1. Provides general supervision and administrative support.
2. Coordinates civil engineering (non -building) projects and programs using County,
State, and Federal funds.
3. Supervises and coordinates land acquisition activities for the Department.
The Land Surveying section provides the following services:
1. Provides general land surveying services, including topographic maps and boundary
studies.
2. Produces parcel maps and their descriptions for the County.
3. Reviews privately generated survey maps and descriptions.
4. Addresses survey issues and complaints related to County facilities, such as road
encroachments.
5. Maintains an inventory/file of all road and drainage rights -of -way, Public Works
parcels, and survey records generated by the County.
6. Provides County maps and survey information to the public.
The Regulatory Review section provides the following services:
1. Implements/enforces the applicable regulatory requirements of Chapters 10, 22
and 27, HCC.
2. Provides comments to the Planning Department on land -use related matters, such as
subdivision, `ohana, variance, and change of zone applications; and on Special
Management Area (SMA), Use, and Special Permits.
311
PUBLIC WORKS
ENGINEERING
Program Description (continued)
Investigates and resolves regulatory complaints (except for building permit plans),
reviews and/or coordinates the review and approval of all private construction plans,
traffic reports, flood studies, and environmental documents, as they relate to the
interests and regulatory authority of the Department.
The Design and Investigation section provides the following services:
1. Plans, designs, and constructs civil engineering (non -building) County Capital
Improvement Projects (CIP), FHWA STIP projects, and FEMA projects.
2. Investigates and resolves roadway, drainage, and other related complaints.
3. Provides drafting services.
The Inspection section provides the following services:
1. Inspects civil engineering (non -building) County CIP; private subdivision, and
development construction.
2. Inspects grading, grubbing and stockpiling work per Chapter 10 of the HCC.
3. Inspects construction within the County right-of-way (R-O-W) per Chapter 22 of the
HCC.
The Bridge Section provides the following services:
1. Bridge inspections for bridges on the NBI program.
2. Plans, designs, and constructs bridge repair, maintenance, and/or replacement
projects.
3. Bridge load ratings for bridges on the NBI program.
Program Objectives
1. Participate in the State/Federal Highway Administration (FHWA) Statewide
Transportation Improvement Program (STIP).
2. Complete County CEP drainage and Roadway projects on time, and within budget.
3. Prepare in-house parcel maps within a three-month time frame for road
encroachments, easements, and parcel mapping.
4. Complete survey projects and requests from the public and other County departments,
as needed.
5. Process time -sensitive documents such as environmental assessments, subdivision
applications, variance applications, change of zones, State land use (SLUs), use
permits, SMAs, special permits, and `ohana dwellings, by the stipulated deadlines.
312
PUBLIC WORKS
ENGINEERING
Program Objectives (continued)
6. Process, within a one -month timeframe, subdivision and commercial development
construction plans, drainage reports, solely Chapter 10 plans (i.e. grading, grubbing,
and stockpile), solely Chapter 22 plans (i.e. permit to work within the County right-
of-way, sidewalk use, private waterline, etc.), complaints, and environmental matters
that do not have a stipulated deadline.
7. Process all permits issued by the Division, including building permits, within one
month.
8. Complete regulatory inspection of subdivision construction, permits, and complaints
upon receipt and/or as requested.
9. Comply with the National Bridge Inspection (NBI) and other Federal, State, and
County of Hawaii bridge inspection regulations including preparation and
submission of bridge reports, by conducting bi-annual inspections of the 145 bridges
in the NBI program.
10. Initiate and oversee repair and maintenance and/or replacement projects of bridges
due to deterioration, deficiencies, and defects.
11. Conduct structural analyses to determine the load rating (Inventory and Operating) of
in-service bridges registered in the NBI, as needed.
12. Conduct underwater inspections of NBI registered in-service bridges, as needed.
Program Highlights
1. Completed construction for the following projects: $22.5M Waikoloa Road
Rehabilitation (STIP), $4M Lanikaula Street Rehabilitation (STIP), $4.3M Pauahi
Street Bridge Rehabilitation, $1M Kaloko Paving Services, SIM Hilo Industrial Area
Paving Services, and $1M Hilo Shipman Drywells Drainage Improvements.
2. Projects under construction were: $20.3M Kaiwilahilahi Stream Bridge and Honoli`i
Stream Bridge Structural Repairs and Preservation (STIP), $4.9M Mamalahoa
Highway Resurfacing Phase 1 (STEP), $4.9M Mamalahoa Highway Resurfacing
Phase 2 (STIP), $4.4M Mamalahoa Highway Resurfacing Phase 3 (STIP), and
$17.8M Reconstruction of Lava Inundated Roads — Hwy 137A (FEMA).
Projects in the bidding phase were: Safe Routes to Waiakea Schools — Kilauea Part 1
(STIP), Kahakai Boulevard Shoulder Improvements SRTS Part 1 (STIP), Pohoiki
Road Reconstruction (FEMA), and various Hurricane Lane Repair Projects (FEMA).
313
400 :11R1 93-31:A I
ENGINEERING
Program Highlights (continued)
3. The following projects were in the Design phase: Mohouli Street Rehabilitation
(STIP), Safe Routes to Waiakea Schools — Kilauea Parts 2 & 3 (STIP), Kahakai
Boulevard Shoulder Improvements SRTS Part 2 (STEP), Safe Routes to Hilo Union
School (STIP), Reconstruction of Lava Inundated Roads — Highway 1378 and
Kumukahi Lighthouse Road Reconstruction (FEMA), various Hurricane Lane Repair
Projects (FEMA), Kawili Street Shoulder Improvements, Manono Street Should
Improvements, Wailoa Stream Flood Control Channel Dredging, Waikoloa
Road/Paniolo Drive Intersection Roundabout, Wilder Road Culvert Replacement, and
Halaulani Place Overpass Demolition.
4. Bridge Projects in the Design phase were: Waima`au`au Stream Bridge Repair
(STEP), Ka`ahakini Bridge #29-1 Reconstruction (STIP), Makea Stream Bridge
Replacement, Bridge No. 27-3 Ka`ie`ie Stream Bridge Repair, Kaiwiki Bridge #1 and
`Ope`a Stream Bridge (STIP), the Waia menue Bridge Rehabilitation Project (FEMA
HEMP), the 4 Mile Creek Bridge Reconstruction, and the Waika`alulu Gulch Bridge
#44-8 Rehabilitation.
5. Projects in the Planning phase were: Waipi`o Valley Road Safety Improvements,
Kawailani Street Shoulder Improvements (SRTS Grant), Pnhala Street Extension,
Ane Keohokalole Phase III, Haihai Street Shoulder Improvements, South Kohala
Flood Study, and Waiakea Stream Mitigation.
314
PUBLIC WORKS
ENGINEERING
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Program Measures
All Construction Contracts Completed
$33,800,00
$101,000,000
$90,000,000
FHWA Construction Projects Completed
$26,500,000
$42,000,000
$26,000,000
FHWA Projects with Design/PlanningDesign/Planning in Progress
6
5
5
Prepare In -House Parcel Maps -Within Three
Months
11
6
10
In-house Active Construction Management Projects
11
10
10
No. Bridge Inspections of Total Bridges
75
70
75
No. Bridge Repair & Maintenance
119
70
100
No. Bridge Replacement/Rehabilitation Projects
25
20
20
Regulatory Review
% of Applications, etc. Reviewed by Deadline
47%
100%
100%
% of Plans, etc. Reviewed Within One Month
74%
100%
100%
% of Permits Processed Within One Month
100%
100%
100%
Community Rating System
No. Points in the Federal Emergency Management
Agency (FEMA) Public Info Community Rating System
1,674
1,674
1,674
ADDITIONAL DIVISION INFORMATION
Design & Investigation
Survey Projects and Requests
350
300
300
Regulatory Review Detail
Construction Plan Reviews — Private Developer*
34
20
-
Subdivision Application Reviews
214
85
100
Subdivision Construction Plan Reviews*
50
30
-
Gradin /Grubbin /Stock ilin -O-W Permits
369
500
400
Construction Plan Reviews**
-
-
50
Regulatory Inspections
Subdivision Construction
20
15
15
Gradin /Grubbin /Stock ilin -O-W Permits
250
300
300
Complaints
203
350
350
*Measure will be phased out in FY 2026-27
**New measure as of FY 2026-27
315
PUBLIC WORKS
ENGINEERING
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
42
42
42
Salaries and Wages
705,206,21
897,652
944,488
Operations
403,181.46
107,797
595,197
Equipment
2,822.80
40,600
2,100
Pro ram Total
1,111,210.47
1,046,049
1,541,785
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Civil Engineer III
1
1
I
Civil Engineer IV
10
10
10
Civil Engineer V
5
5
5
Civil Engineer VI
1
1
1
Civil Engineer VII
1
1
1
Clerk 1II
1
1
1
Construction Inspector
2
2
4
Engineering Aid III
1
I
1
Engineering Aid IV
1
I
1
Engineering Permit Clerk
2
2
3
Engineering Support Technician IV
8
8
6
Geographic Information System Analyst IV
1
I
1
Land Surveyor I
1
1
1
Land Surveyor III
2
2
2
Land Surveyor IV
1
1
1
Senior Construction Inspector
1
1
1
Senior Project Construction Inspector
1
1
1
Supervising Engineering Permit Clerk
1
1
0
Supervisory Project Construction Inspector
1
1
1
Total
42
42
42
316
PUBLIC WORKS
AUTOMOTIVE
Program Description
The Automotive Division is a support -service division responsible for the repair and
maintenance of all County vehicles and equipment, with the exception of equipment that
may be practically maintained by the respective departments. The division furnishes
parts, labor, accessories, gasoline, diesel, lubricants, and tires.
The division's primary goal is to continue to maintain the County's fleet of vehicles and
equipment with accountable, trustworthy, and motivated service, so that employees will
always have safe and operable vehicles and equipment to use. The division aspires to
keep the County on the move.
Program Objectives
1. Perform at least 90% of the work to repair, maintain, and weld all County vehicles
and equipment that belong to various County departments and agencies, thereby
reducing the reliance on third -party vendors.
2. Reduce the backlog of monthly repairs of the Construction Equipment section from
the prior fiscal year.
3. Reduce the backlog of monthly repairs of the Automotive section from the prior fiscal
year.
Program Highlights
1. Completed 3,171 (94%) of work orders for County vehicles and equipment in-house;
only 182 needed to be serviced by contracted vendors.
2. Filled one Construction Equipment Mechanic position.
317
PUBLIC WORKS
AUTOMOTIVE
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Average Monthly Repair Orders Completed (By
Staff vs. Contract):
Garage
99% (129/1)
99% (140/2)
100% (367/0)
Construction Equipment
86% (96/15)
91% (96/10)
94% (275/17)
Solid Waste
100%(31/0)
96%(49/2)
99%(77/1)
Welding
100%(9/0)
94%(15/1)
100%(37/0)
Average Monthly Repair Order Backlog:
Garage
47
35
45
Construction Equipment
41
49
46
Solid Waste
14
14
10
Welding
1
2
2
Additional Information:
Average Monthly Repair Orders Received (Including
Prior Month's Carryovers):
Garage
176
175
1 137
Construction Equipment
151
156
113
Solid Waste
46
62
19
Welding
10
17
13
No. of Equipment Damage Report
0
0
0
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Number of Positions
30
30
30
Salaries and Wages
2,032,396.59
2,058,217
2,208,601
Operations
2,485,868.57
3,671,831
3,671,831
Equipment
399,687.08
100
193,600
Program Total
4,917,952.24
5,730,148
6,074,032
00
PUBLIC WORKS
AUTOMOTIVE
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Account Clerk
1
1
1
Automotive Equipment Superintendent
1
1
1
Automotive Mechanic I
5
5
5
Automotive Mechanic II
1
1
I
Automotive Stores Clerk
I
1
1
Construction Equipment Mechanic
10
10
1 10
Construction Equipment Mechanic Temp
I
1
1
Construction Equipment Repair Supervisor II
2
2
2
Garage Supervisor
1
1
1
Lead Construction Egui ment Mechanic
2
2
2
Lead Welder
I
1
1
Senior Account Clerk
1
1
1
Welder
2
2
2
Welder Temp
1
1
1
Total
30
30
30
319
PUBLIC WORKS
FLOOD CONTROL
Program Description
The Flood Control Program involves maintaining, operating, inspecting, and repairing
various flood control structures, levees, dams, spillways, channels, and drainage areas on
the island in cooperation with the U.S. Army Corps of Engineers (USACE) and the
USDA Soil Conservation Service (now called Natural Resources Conservation Service or
NRCS).
Program Objectives
1. Continue to conduct semi-annual inspections of flood control systems in concert with
USACE and NRCS.
2. Based on inspections, Engineering and Highways work to develop and implement
plans to repair and maintain flood control systems.
a. Prevent deterioration of structures by repairing them within six months.
b. Clear debris such as mud, rocks, branches, etc. from channel within three months.
c. Control weed and brush growth by using herbicides and mowing quarterly.
Program Highlights
Completed maintenance and repair work of approximately 19 miles of drainage ways,
conveyance channels, and lava tubes which included 27 flood control systems, island
wide.
320
PUBLIC WORKS
FLOOD CONTROL
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Annual Inspections
1
1
1
Flood Control Systems
27
27
27
Flood Control Systems — Miles
19
19
19
Additional Information:
South Hilo District:
Alenaio #4, `Ainako, `Iwalani, Palai, `Ainaola,
13
13
13
Haihai, Keone, Kilikina
Kawili, Wai-o-lama, `Akolea, Waiakea, Wailoa
North Hilo/Hamfikua District:
2
2
2
Kalo a, Wai i`o
North/South Kohala District:
I
I
1
Pu`uka u
North/South Kona District:
Kainaliu, Kona Coffee Mill, Keopu/Keopu Heights
5
5
5
Kamani Tree Basin, Kailua Industrial
Ka'tti District:
3
3
3
Pa`au`au, Na`alehu, Wai`ohinuBamboo Forest
Puna District:
North Kulani, Kukui Camp Road, Shipman
3
3
3
Industrial
Program Expenditures
FY 2024.25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Operations
394,914.00
330,000.00
330,000.00
Equipment
-
-
-
Pro ram Total
394,914.00
330,000.00
330,000.00
321
This page intentionally left blank
RESEARCH &
DEVELOPMENT
RESEARCH & DEVELOPMENT
DEPARTMENT SUMMARY
Mission Statement
To empower Hawaii County through data -driven decision -making, collaborative action
and innovative solutions while honoring and integrating the wisdom of our Native
Hawaiian culture. We unite people to take action and create lasting change, providing
resources, fostering partnerships, and creating new opportunities that strengthen our
communities, economy and environment for generations to come.
Department Goals
1. Gatherers of Data — Informed Decision -Making for a Resilient Future:
• Conduct and analyze research at regular intervals to provide reliable, actionable
insights for government leaders and policymakers.
• Develop and maintain a centralized data repository to track economic, social, and
environmental trends.
• Engage Hawaii County residents to provide face-to-face opportunities to provide
constructive feedback and opinions to help guide our government decisions and
policymaking.
• Utilize data to establish a long term (six -year) plan that functions independently
from political leadership.
2. Conveners of Action — Building Bridges for Collective Impact:
• Facilitate collaboration among government agencies, businesses, nonprofits, and
community organizations to tackle key challenges.
• Engage our community groups, non-profit associations, and educators to mobilize
action to help solve pressing issues.
• Expand our reach by engaging underrepresented voices in decision -making
processes.
• Increase our impact by fostering long-term partnerships that lead to sustainable
solutions.
Funding Source and Position Count
General Fund
$4,237,441
General Fund
19
Grant Revenue
$ 784,950
Grant Revenue / Other
3
Other Revenue
-
Split Funding: GF/Grant/Other
4
Total Budget
$5,022,391
Total Number of Positions
26
322
RESEARCH & DEVELOPMENT
DEPARTMENT SUMMARY
Department Goals (continued)
3. Drivers of Innovation — Advancing Solutions for a Sustainable Tomorrow:
• Identify and implement creative strategies to improve government operations and
community services.
• Support pilot programs and research in emerging fields such as renewable energy,
smart infrastructure, and economic diversification.
• Increase our ability and readiness to adapt by embracing new technologies,
creative problem -solving, and flexible strategies.
• Enhance our engagement by encouraging cross -sector collaboration and public -
private partnerships that introduce scalable and sustainable innovations tailored to
Hawai`i's unique needs.
4. Carriers of Our Culture — Honoring Indigenous Knowledge in Modern Solutions:
• Integrate Native Hawaiian wisdom, values, and practices into policies and
development strategies.
• Promote sustainable land -use planning through traditional ecological knowledge
and stewardship.
Expand our reach by engaging cultural practitioners, educators, and community
leaders in county initiatives.
Increase our impact by ensuring cultural preservation is a fundamental part of
economic and social development efforts.
323
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Description
The Agriculture and Food Systems Program provides leadership and support for the
development of robust local agriculture and food systems, through programs that promote
and facilitate the development, coordination, expansion, resilience, and sustainability of
their components. The Program seeks to increase producer and related sectors viability
and the availability and access to fresh, local, and affordable produce. The program aims
to foster public and private sector cooperation and innovation to overcome systemwide
challenges.
Program Objectives
1. Increase consumption of local agricultural and value-added products by expanding
marketing and/or education at the local, national, or international levels.
2. Support research, development, control, and/or education that improves agricultural
production, quality, resilience, and/or producer viability or reduces the impact of
pests or disease on agricultural crops, livestock, forests, or the community.
3. Support collaboration, innovation, resource development, and/or programmatic
sustainability throughout the food system to reduce food waste, improve producer
viability and resilience, develop workforce development pathways, or increase access
to locally produced food among low-income residents.
4. Support farm -to -school, place -based, agriculture, and garden -based nutrition
education programs that promote environmental stewardship and/or improve
educational and health outcomes.
Program Highlights
The Agriculture Program continued support for innovative projects in research, new
product and systems development, marketing and promotion, business development and
education. Project highlights include:
Supported efforts to contain the Coconut Rhinoceros Beetle (CRB) in West Hawaii.
Required frequent meetings/coordination between multiple agencies. Data from
survey/trapping results were shared to target pesticide applications to contain the
spread of the CRB. The County shared its boom trucks and operators with State of
Hawaii Department of Agriculture and Biosecurity (HDAB) staff to place pesticide
applicators in the crowns of coconut palms to increase their efficiency.
ME
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Highlights (continued)
Developed a Local Food Purchasing Initiative focused on the hospitality sector.
Collaborated with the Hawaii Public Health Institute, various resorts and a steering
committee of local suppliers and buyers. Hosted monthly meetings and an inaugural
event in February which included 60+ producers, food hubs, distributors, hotel chefs,
and purchasers to boost purchases of locally grown products.
Supported HDAB by conducting statewide research through the development and
distribution of a survey, hosted in -person and online producer workshops, continued
to develop a data dashboard, and conducted a literature review of existing plans and
producer assessments to support the HDAB to identify the systemic barriers which
impact producer economic viability. The research informed the HDAB's 2025
legislative priorities, strategic plan and the State Interagency Sustainable Food
Systems Plan.
Program Measures
FY 2024-25
FY 2025-26
FY 2026-27
Actual
Budget
Estimate
Program
Emergency Food Plan
Increased Consumption of Agricultural Products
3
5
5
Support research, development, control, and
11
5
5
education that improves agricultural production,
quality, resilience, producer viability or reduces
the impact of pests or disease on agricultural
crops, livestock, forests, or the community
Support collaboration, innovation, resource
9
4
5
development, and programmatic sustainability
throughout the foods stem
Support farm to school, place based, agriculture,
1
2
2
and garden based nutrition education programs
325
RESEARCH & DEVELOPMENT
AGRICULTURE & FOOD SYSTEMS
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Operations
605,400.76
392,500
544,500
Program Total
605,400.76
.392,500
544,500
326
RESEARCH & DEVELOPMENT
TOURISM
Program Description
The Tourism Program is led by the vision, guiding principles and goals of the Hawaii
Island Tourism Strategic Plan (TSP). The Program provides leadership and financial
support for regenerative visitor industry on Hawaii Island that promotes the preservation
of its natural and cultural resources and a high quality of life for residents.
Program Objectives
The Tourism Program objectives aim to protect the well-being of residents and visitors
and the island's natural and cultural resources, as well as provide timely response to
shifting market demands.
1. Increase Hawaii Island visitor industry contribution through strategic marketing to
international and niche markets, strengthen community/private/public and
international partnerships public relations, activities that maintain direct air service,
kama`aina visitor campaigns, and Conventions, Meetings, & Incentives (CMI).
2. Ensure that the Hawaii Island visitor industry is place based, strategically and
sustainably managed to promote high quality of life for residents, and preserves
natural and cultural resources for quality experiences for residents and visitors.
3. Develop an Indigenous Data Science (IDS) sector and embed IDS practices in the
Tourism Program and County operations.
Program Highlights
• Pono-Based Communication — in partnership with the Island of Hawaii Visitors
Bureau, the "Pono-Based Communication for Regenerative Tourism" Program was
implemented that included the Hawaii Island Showcase that was conducted in Texas,
Arizona, Oregon, and Washinton to increase visitor arrivals. The showcase featured
Agritourism to support local farmers, diversify tourism products, and increase visitor
spending in underrepresented areas at which 25 visitor industry partners and six
cultural ambassadors were represented. The events reached 300 travel advisors and
wholesale regional sales partners and 150 travel and airline associates. The
conferences.and tradeshow MCI events reached 72 industry partners and 92 meeting
planners from HelmsBriscoe, HPN Global, and various corporations to educate them
about regenerative tourism activities. Promotional activities, including the Pono
Pledge and culture education were provided at the Aloha Festivals and the Council for
327
RESEARCH & DEVELOPMENT
TOURISM
Program Highlights (continued)
Native Hawaiian Advancement (now Hawaiian Council) Annual Conference where
over 5,000 individuals were reached. The Agritourism Familiarization Tour from that
conference featured 15 family -run, community based agritourism products and
activities.
Trifecta (Academia, Community/Industry, Government) Collaborations: Coordinated
the quarterly Community Steward Network meeting at Kahalu`u Bay where 15
stewards participated. Partnered with the Hawaii Executive Collaborative and
Rediscovering Hawai`i's Soul Network (thirty-five multi -sector partners) in
developing the Tourism Accelerator Hui and the carrying capacity project. Partnered
with 20 trifecta stakeholders in developing the systems change framework for
embedding Indigenous Science in Tourism. Partnered with 24 Cities Forward
members to conduct community of practice around Regenerative Tourism — a specific
project was not identified. Partnered with HTA in updating the Destination
Management Action Plan — two meetings convened and the process to will begin in
February 2025.
Research and Documenations — Developed the Honuaiakea workshop in collaboration
with the Edith Kanaka`ole Foundation to conduct indigenous science processes with
representatives from the visitor industry, government and community, and collectively
develop guiding principles and core values based upon ancestral sources. Twenty-
three stakeholders participated and agreed upon the guiding principles that guide the
tourism program. Developed 100 applications for visitor industry sectors, 27
applications for marketing and public relations in tourism, a content quality framework
and implementation and self -assessment tool. Implementation of these applications
will begin in FY 2025-26 in partnership with cultural practitioners, academia, and
visitor industry partners.
Investment and Capacity Building: Convened three meetings to advocate for
philanthropic support for community steward programs to the Kosasa Foundation and.
Hawaii Community Foundation. Prepared Request for Proposal (RFP) for American
Rescue Plan Act (ARPA) and the Tourism and Research and Development (R&D)
Impact Grants and awarded five regenerative tourism projects. Provided technical
assistance to five farmers that were interested in agritourism and permitting, three
community -based steward programs on program development and enhancement,
evaluated 35 Community Enrichment Proposals and awarded 11 projects.
go
RESEARCH & DEVELOPMENT
TOURISM
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026.27
Estimate
Marketing and Product Development
Total County Contribution
300,000
$550,000
550,000
Number of cultural and promotional events
25
30
30
Visitor Arrivals and Spending (2022)
Total Airline Arrivals (2022)***
1,779,063
1,700,000
1,700,000
International 2022)***
199,181
150,000
190,000
Domestic (2022)***
1,471,532
1,700,000
1,400,000
Total Cruise Ship Arrivals
267,600
150,000
200,000
Total Per Person/Per Day Spending
$216
$200
$200
Tourism Grants
Total County Contribution
38,800
$55,000
$75,000
Number of community -driven tourism products
and programs.
3
5
5
Number of community -based stewards working
with visitors and the tourism industry.
3
3
5
Indigenous Data Science Initiatives
Total County Contribution*
-
$36,000
Number of authenticated Indigenous
Data*Science Standards in the Tourism Program
5
5
t0
Number of county employees participating in
Indigenous Data Science activities.
24
30
35
Stewardship Program Initiatives**
-
-
12
* program Measure being phased out.
** New measure implemented in FY 2026-27.
*** HTA collects visitor statistics by calendar year. Therefore, statistics listed are based on a calendar
year versus fiscal year.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Operations
280,064.50
255,000
291,000
t
Program Total
280,064.50
255,000
291,000
329
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT & INTEGRATED
ECONOMIC REVITALIZATION
Program Description
The Business Development and Integrated Economic Revitalization Program strengthens
Hawaii Island's economy by fostering opportunities for business evolution,
diversification, and community -based development. The program shares information
through research and outreach, provides resources such as technical assistance and grant
support, and supports collaboration with community organizations, cultural practitioners,
and industry partners. By improving processes, identifying funding opportunities, and
promoting Hawai`i's products and services, the program helps businesses at all stages
while advancing the island's environmental, social, and economic resilience.
Program Objectives
1. Share Information & Provide Resources: Lead research, outreach, and technical
assistance efforts that expand access to information, funding, and support for
businesses. Strengthen the evolution of business by connecting entrepreneurs to
grants, referrals, and resources that promote Hawaii Island's products, services, and
industries.
2. Support Collaboration & Transform Government Processes: Advance collaboration
with community -based organizations, entrepreneurs, and cultural practitioners to
build stronger business ecosystems. Drive process improvements by simplifying
access to County programs, modernize workflows, and align initiatives with the
evolving needs of Hawaii Island businesses.
3. Integrated Economic Revitalization: Gather key historic and cultural data, piloting
methods, and defining reliable metrics and frameworks to be used for capacity
application and measuring the economic impact of large special events.
4. Second Phase of Ground -breaking Research: Determine the specific opportunities and
needs of each moku for advancement toward place -based economic self-sufficiency.
The deliverable will be a comprehensive economic development plan which defines
targeted industries, identifies likely partners, and recommends necessary policy
changes and programs to transition each designated community.
Program Highlights
• Business Resource and Innovation Center (BRIC) 2025 Pilot Development:
Transitioned from Native Hawaiian Women Development Initiative (NHWDI) into
330
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT & INTEGRATED
ECONOMIC REVITALIZATION
Program Highlights (continued)
BRIC 2025, engaging community partners to shape business resource and innovation
hubs. Piloted new approaches like mapping sessions, planned workshops, and pop-up
makeke to test long-term models for business support.
Conducted an extensive island wide study examining small business sustainability
awareness, adoption of practices, and needs of retail trade, accommodations and food
sector businesses on Hawaii Island, and whether differences exist based on
residency, location setting (urban versus rural), industry sector, as well as whether
there is a positive correlation between size of the enterprise and the adoption of
practices or if there is a negative correlation between years of ownership and
sustainable practice adoption. The study reaped an impressive 22.4% overall
response island wide, with an in -person participation rate of 46%.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Pro rams*
Grand Total Contracts*
36
1
Technical Assistance/Referrals*
128
23
Committee/Program Meetings*
Attendance*
236
116
-
Coordination*
61
7
Collaboration and Partnership Quality for
Economic Revitalization
Collaborativeprojects*
2
1
Feedback*
124
34
-
Collaborations by moku **
-
-
6
Holistic Economic and Business Impact
Businesses' adherence to ecosystem health,
diversification, and culture heritage*
75
11
-
Testimonials*
75
34
-
Economic development lan(s)**
-
-
6
Community Resource Engagement and Economic
Opportunity*
Use of program resources*
1 364
268
Feedback*
1 124
34
331
RESEARCH & DEVELOPMENT
BUSINESS DEVELOPMENT & INTEGRATED
ECONOMIC REVITALIZATION
Program Measures (continued)
Research Projects**
Professional Services Contracts**
3
Reports**
4
Partici ants**
300
Share Information & Provide Resources**
Technical Assistance/Referrals Delivered**
50
Resource Access/Outreach"
500
Grant/Funding Support"
5
Research & Reports Produced **
3
Support Collaboration & Transform Government**
Worksho s/Meetu s/Makeke Partici ation**
-
-
50
Collaborative Projects Initiated**
-
-
2
Process Improvements Im lemented**
-
-
I
Cross -Agency Coordination Efforts**
-
-
1
Feedback/Testimonials Collected**
-
-
100
* Program Measure being phased out.
** New Program Measure far new area of strategic focus in FY 2026-27.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Operations
175,343.27
155,000
155,000
Program Total
175,343.27
155,000
155,000
332
RESEARCH & DEVELOPMENT
ENERGY
Program Description
The Energy Program supports and advances renewable energy projects/generation,
energy efficiency improvements, greenhouse gas reduction, and transformation of
mobility with zero emissions innovations.
Program Objectives
1. Establish an Energy Taskforce.
2. Explore alternative geothermal energy options on island.
Program Highlights
The Energy Program focused on optimizing the integration of renewable energy systems,
energy efficiency improvements, and transportation/fuel innovations that improve energy
self-sufficiency, reduce greenhouse gas emissions, lower energy costs, and ensure energy
resilience: In addition, the Energy Program is focused on supporting broadband
initiatives. Please note the Energy Specialist concluded their employment with the
County in February 2025. Program highlights include:
Executed preliminary service addendums to advance the use of third -party financing
to obtain electric vehicles that will be shared use across the County departments and
repair/addition of electric vehicle charging stations.
Participated in more than 20 community outreach sessions related to energy,
broadband, grant status, and gathering of community sentiment, feelings and unmet
needs.
• Developed digital literacy programs to support Broadband initiatives.
333
RESEARCH & DEVELOPMENT
ENERGY
Program Measures
FY 2024-25
FY 2025-26
FY 2026-27
Actual
Budget
Estimate
Policy/Docket Actions: meetings, testimonies and
50
200
200
other submittals attended and/or arranged
Efficiency Actions: meetings, contracts attended
25
16
-
and/or arranged*
Remrn-on-Investment Project Actions: meetings,
-
24
30
contracts attended/arranged
Collaboration Actions: meetings attended and/or
80
150
150
arranged
Grants applications
5
10
15
EVspurchased*
-
60
County sites with public internet access
40
40
45
Climate Action Plans Published*
-
I
Energy rebates filed for the Count
-
8
20
Direct payments in lieu of tax credits and tax
deductions accepted for green technology
-
5
-
urchases*
IRA tax credits and deductions filed by businesses
-
50
and residents*
Program Measure being phased out.
** New Program Measure for new area of strategic focus in FY 2026-27.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Operations
2,500.00
180,000
180,000
Program Total
2,500.00
180,000
180,000
334
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Description
The Resource Center Program collects information, data, and knowledge products, and
conducts research to support R&D's programs; monitors and reports on the impacts of
department programs to promote continuous learning and improvement; offers data and
information services to County Agencies; manages the Department's website and
document repository; and provides grant support to R&D through technical assistance,
grant writing, and grantmaking activities.
Program Objectives
1. Maintain R&D Knowledge Management System.
a. Provide data and information support to County Agencies.
b. Provide research assistance for R&D program areas.
2. Evaluate and monitor R&D Program Impacts.
a. Analyze results of R&D -funded projects for economic, social, and environmental
impacts.
3. Provide Grant Support.
a. Manage the National Fish and Wildlife Foundation Community -Based Hilo Bay
Resilience and Watershed Management Plan Grant Award and Project.
b. Assist R&D program areas with technical grant assistance and grant writing.
c. Facilitate the Department's Impact Grant Program.
Program Highlights
Maintained R&D Knowledge Management System.
o Developed and implemented Laulima Community Survey.
Evaluated and monitored R&D Program Impacts.
o Continued developing evaluation framework.
o Began R&D Strategic Plan.
Provided Grant Support.
o Managed $2,000,000 National Fish and Wildlife Foundation's National Coastal
Resilience Fund for a Community -Based Hilo Bay Resilience and Watershed
Management Plan.
o Facilitated R&D's Annual Impact Grant Program. For FY 2024-25, 69 proposals
were received requesting $1,296,004 in county funding. The Department funded
31 projects totalling $548,095 in grant funds. Matching resources provided by the
applicants -brings the total project impact to $1,941,969.
335
RESEARCH & DEVELOPMENT
RESOURCE CENTER
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Maintain R&D Knowledge Management System
Provide information assistance to County A encies
10
6
3
Publish new knowledge product online
10
10
10
Evaluate and monitor R&D Program hn acts
Develop impact evaluation framework
1
1
1
Submit impact evaluation reports to R&D
2
2
2
Develop and monitor R&D Strategic Plan**
-
-
1
Provide R&D Grant Support
Assist R&D with grant opportunities.
1
3
1
Facilitate R&D Innovation Grant program*
1
1
-
Facilitate R&D Impact Grant program***
-
-
1
Manage Hilo Bay Resilience and Watershed
Management Plan Grant Award and Project**
-
1
*Phaseout due to new name for grant program.
"New Program Measure for new area of strategic focus in FY 2026-27.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Operations
14,782.04
201,112
39,858
Program Total
14,782.04
201,112
39,858
336
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
Program Description
The Film and Creative Industries Program fosters media production and creative industry
growth, promoting Hawaii Island as a top location, supporting various productions, and
engaging the local creative community.
Program Objectives
1. Promotion — Showcase Hawaii Island as a leading destination for media and creative
production, both locally and globally.0 Promote local businesses, locations, and
cultural experiences through media and content platforms, driving interest in tourism
and increasing visitor engagement.
2. Support — Assist local and incoming creative projects with film permits, crew
identification, resources and tourism partnerships, while fostering industry networks
that contribute to both film and tourism.
3. Community Engagement — Actively involve and empower the local and creative
community, fostering collaboration and workforce development within the industry.
Create pipelines for schools to engage with industry professionals and receive credit,
while engaging visitors through film -related experiences like location tours. Foster
industry stability, innovation, and sustainable tourism practices through outreach and
engagement efforts.
4. Education and training — Offer workshops and training programs on sustainable
content creation and tourism integration for industry professionals, students, and
tourism operators. Develop a certification program for productions that adhere to
high sustainability standards, aligned with Malama `Aina and Pono Pledge efforts,
which also promote responsible tourism.
Program Highlights
Media Production Promotion - Helped bring films, TV shows, and creative projects to
Hawaii Island, highlighting our landscapes and strengthening the local film and
creativeindustry.
Infrastructure Enhancement - Continued to work to support efforts to build, upgrade,
expand film related infrastructure, including a studio, equipment, and production
facilities to attract more production to the region.
Community Collaboration -Worked with businesses, government agencies, local
community, and content providers to build a strong network that supports media
projects.
337
RESEARCH & DEVELOPMENT
FILM & CREATIVE INDUSTRIES
Program Highlights (continued)
Economic Growth - Contributed significantly to the local economy through film, job
creation, business opportunities, and reinforcing the importance of the creative sector.
Sustainability - Prioritized sustainability in media production, reducing the
environmental footprint of projects and championing eco-conscious practices.
Cultural Preservation — Supported projects that celebrate and preserve the unique
cultural heritage of Hawaii Island, promoting accurate and respectful representation
of past generations.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Trends/Research Briefs & Recommendations
15
15
15
Inquiries
500
530
550
Productions Completed
66
130
50
Production Revenues*
$300,000
$10,000,000
-
Economic Impact**
-
-
$10,000,000
Social Media Reac
1 1,500
4,500
1,500
Collaboration/Coordination Engagements
1 60
1 70
70
*Phase out due to new name for grant program.
** New Program Measure in FY 2026-27.
Program Expenditures
FY 2024-25
FY 2025-26
Budget
Y
F2026-27
t0Actual
Operations
105,348.57
130,70
130,7
Program Total
105,348.57
130,705
130,705
338
RESEARCH & DEVELOPMENT
IMMIGRATION
Program Description
The Iran igration Office serves as liaison on immigration matters of broad community
concern as well as serves individual needs and/or matters of immigrants on Hawaii
Island. It acts as a resource office by providing information and assistance on
immigration related issues and concerns.
Program Objectives
I. Expand the service of the Immigration Office, which currently provides family -based
immigration assistance, to include the U.S. passport services.
2. Organize annual U.S. Citizenship Day to recognize and celebrate the
accomplishments of those who were naturalized by the Department of Homeland
Security, U.S. Citizenship and Immigration Services (USCIS), in Honolulu.
3. Expand community outreach programs and services to assist Temporary Protected
Status (TSP) beneficiaries in accessing community resources, services and events of
cultural awareness.
Program Highlights
The Immigration Program served as a liaison to federal immigration matters in meeting
individual and family needs through direct and coordinated supportive services. Program
highlights include:
• The Immigration Information Office collaborated with the Office of Language Access
and Office on Equality and Access to the Courts organized a free court interpreter
workshop for Pacific Islander communities as a community engagement project in
Hilo and Kona.
• Coordinated and hosted the Mexican Consulate General Office on April 2-3, 2025 to
provide consular services such as Notary Services, Authentication of Documents,
Report of Birth and Marriage, Dual Citizenship, Registration for Overseas Voting and
Passport Renewal.
• Continued to provide equitable access to immigration resources and services to
ensure all members of the immigrant community have the support they need to
navigate the system.
339
RESEARCH & DEVELOPMENT
IMMIGRATION
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Telephone Inquiries for assistance
3,750
4,500
3,700
Office visit assistance
1,570
3,500
1,500
Community outreach
28
45
30
Email for assistance
683
500
700
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Operations
531.53
1,620
1,620
Program Total
531.53
1,620
1,620
340
RESEARCH & DEVELOPMENT
WORKFORCE INNOVATION & OPPORTUNITY ACT
Program Description
The Workforce Innovation & Opportunity Act (WIOA) program is designed to
strengthen and improve the public workforce system at the county, state, and national
levels, helping Americans, including youth and those with significant barriers to
employment, obtain high -quality jobs and careers. Additionally, WIOA assists
employers in hiring and retaining skilled workers. Meeting workforce needs is critical
for economic growth through partnerships at the state, regional, and local levels. WIOA
promotes the alignment of workforce development programs, education, and economic
development services, including job -driven training, work -based learning, access to post-
secondary career tracks, and employment in key sectors.
Program Objectives
1. Develop and Implement Local Workforce Development Plans — Align local
workforce plans with state and federal policies while tailoring programs to meet
community and employer needs.
2. Foster Strategic Partnerships — Collaborate with employers, educators, and
community organizations to expand employment, training, and career advancement
opportunities.
3. Ensure Effective and Accountable Service Delivery — Oversee One -Stop Center
operations, monitor program performance, and enhance services based on data and
stakeholder feedback to strengthen local economic outcomes.
Program Highlights
During Program Year 2024 (FY 2024-25), we assisted 296 adults aged 18 and older
who met the income requirement, 61 dislocated workers who were recently laid off
due to company closures or who received notice of layoff, 31 youth aged 14-18, and
62 out -of -school youth aged 14-24 who were considered disadvantaged and faced at
least one barrier under the WIOA program.
Provided employer services to 86 employers through the AJCH, including free
offerings such as labor market trend information to assist with business expansion,
relocation, future hiring, and training needs.
Provided on -going recruitment campaigns for new business ventures at facilities
requiring many specialized workers.
341
RESEARCH &DEVELOPMENT
WORKFORCE INNOVATION & OPPORTUNITY ACT
Program Highlights (continued)
• AJCH attended 26 Job Fairs supporting Healthcare, Behavioral Health, Education,
Construction/Trade, and Agricultural industries.
• The AJCH provided remote and in -person assistance to 3,334 people.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Adult Program
Employment 2"d Quarter
73%
73%
74%
Employment 4" Quarter
76%
76%
74%
Median Earnings 2"d Quarter After Exit
$7,500
$7,500
$8,000
Credential attainment rate
51%
51%
64.9%
Measurable Skill Gain
55%
51%
29.3%
Dislocated Worker Program
Employment 2"d Quarter
74%
74%
88%
Employment 4" Quarter
77.5%
77.5%
90%
Median Earnings 2"d Quarter After Exit
$9,500
$9,500
$12,000
Credential attainment rate
50.5%
50.5%
33.3%
Measurable Skill Gain
55%
55%
42.9%
Youth Program
Employment/Education/Training after 2nd
Quarter
67.5%
67.5%
67.5%
Employment/Education/Trainingafter 4"
Quarter
65%
65%
65%
Median Earnings 2"d Quarter After Exit
$5,100
$5,100
$5,100
Credential attainment rate
62%
62%
62%
Measurable Skill Gain
51%
51%
51%
342
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
Program Description
The Community Well -Being Program is responsible for leading and ensuring the design,
strategy, and implementation of support of innovative programs to improve.the health
and well-being of Hawaii Island families and communities. It identifies innovative
models of holistic and integrated systems to create opportunities to advance a well-being
economy that nurtures our relationship with the `aina; addresses economic inequality; and
supports individual and community health resilience.
Program Objectives
1. Support and promote programs that address Social Determinants of Health (SDOH)
and advance health equity.
2. Support and promote programs that enhance the quality of life and foster the long-
term resilience of communities..
3. In collaboration with the Hawaii State Department of Health (DOH) Alcohol and
Drug Abuse Division (ADAD), successfully receive, disseminate, and report on the
National Opioid Settlement Funds.
Program Highlights
After concluding a $3,000,000 U.S. Department of Health & Human Services grant
supporting implementation of the Health Literacy Project (known as the "Kuleana
Health Project"), successfully filled a permanent Economic Development Specialist
III position to continue leading the Community Well -Being Program.
During FY 2024-25, the program established two multi -year initiatives that focus on
youth mental health literacy and suicide prevention, aiming to improve the island's
mental health resilience and the well-being of its residents.
The program, in collaboration with the Mayor's Office and Corporation Counsel,
established a Memorandum of Agreement (MOA) between the County of Hawaii
and the Hawaii State Department of Health (DOH). This MOA enables the program,
as the settlement fund administrator for the County of Hawaii, to receive
approximately $4 million of the National Opioid Settlement Funds through 2038, to
support various opioid remediation activities.
343
RESEARCH & DEVELOPMENT
COMMUNITY WELL-BEING
Program Measures
FY 2024-25
FY 2025.26
FY 2026-27
Actual
Budget
Estimate
Programs
Number of programs and/or staff funded to provide
enabling services that are intended to address SDOH
1
2-3
2-3 f
Number of opportunities or projects that result in
enhancing healthcare access, community health,
8
2-3
2-3
and/or community resilience.
Number of initiatives on mental health literacy and/or
social connectedness that reached vulnerable
3
2-3
2-3
community members.
NMI
RESEARCH & DEVELOPMENT
RESEARCH &DEVELOPMENT
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026.27
Request
Number of Positions
26
26
26
Salaries and Wages
1,708,436.80
1,736,658
1,711,803
Operations
799,837.54
1,372,214
1,285,985
Equipment
125,594.30
150
150
Soil and Water Conservation District
426,000.00
446,720
446,720
American Job Center -One Stop Program
180,296.37
235,050
235,050
Program Total
3,240,165.01
3,790,792
3,679,708
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Director of Research & Development
1
1
I
Deputy Director of Research & Development
1
I
I
Accountant I(Tem)
1
1
1
Administrative Services Assistant I
I
1
1
Administrative Assistant
1
1
1
Clerk III
2
2
2
Economic Development Specialist 11
4
4
4
Economic Development Specialist III
6
7
7
Economic Development Specialist II (Temp)
1
1
1
Economic Development Specialist III (Temp)
2
2
2
Economic Develo ment'Tech
1
1
1
Immigration Specialist
1
1
1
Private Secretary
1
1
1
Student Helper I
1
1
1
Food Systems Specialist(Temp)
1
1
I
Climate Equity Specialist
1
-
-
Total
26
26
26
345
HIGHWAY FUND
PUBLIC WORKS
HIGHWAY FUND
Program Description
The Highway Fund involves the maintenance of roads and drainage systems for more
than 1,003 miles of public streets and highways. In addition, it includes installation,
operation, and maintenance of signs and road markings, traffic calming devices,
streetlights, and traffic signals.
Department Goals
1. To build a culture of safety through training, education, and policy development; and
to. maintain a safe work environment for our employees, customers, and the entire
public.
2. To treat our employees fairly and with respect and encourage growth and technical
development.
3. To communicate openly and honestly with our employees and the public.
4. To strive to provide high quality customer service.
5. To continuously improve in every aspect of our operations.
6. To provide safe roadways that allow the efficient movement of people and goods
around our island.
7. To provide the necessary resources to assist Civil Defense in all matters concerning
emergency response and disaster recovery.
8. To develop and maintain systems to efficiently manage the County's highway and
traffic control assets.
9. To develop and implement operational and technical programs for traffic control
devices.
10. To expand educational programs through websites and social media -tools to
encourage highway safety and to provide customers 24-hour access to request a repair
or service.
11. To create and implement highway safety standards, and procedures.
Funding Source and Position Count
Highway Fund
$59,526,048
Highway Fund
260
Grant Revenue
$ 2,240,000
Grant Revenue / Other
Other Revenue
$ 380,656
Total Budget:
$62,146,7 44
Total Number of Positions
260
346
PUBLIC WORKS
TRAFFIC DIVISION
Program Description
Hawaii County Code (HCC) Chapter 2, Article 9, Section 2-41 established the Traffic
Division under the Department of Public Works. The Traffic Division installs, maintains,
and repairs all traffic control facilities, devices, and street lighting systems in compliance
with HCC Chapter 24. The Division is responsible for all traffic engineering projects for
the County and maintains a traffic education program.
Administration Section
The responsibilities of this section include:
1. Managing the Division's role in the safe and efficient movement of traffic.
2. Mitigating traffic problems and improving overall roadway efficiency and safety
3. Receiving and resolving complaints and answering inquiries.
4. Promoting traffic education.
5. Providing supervision and administrative support for the Division.
Traffic Safetv and Sins and Markin¢s Section
The responsibilities of the Traffic Safety Section include
1. Conducting studies, investigations, inspections, traffic surveys, and other related
activities to safeguard and facilitate vehicular and pedestrian traffic,
2. Reviewing construction plans, traffic studies, zone changes, variances, etc. to ensure
compliance with Division standards, guidelines, and policies for Federal, State,
County, and Private Entities.
3. Reviewing and inspecting new County traffic signs and markings projects.
4. Proposing, designing, and managing new traffic control related projects to help
mitigate existing traffic problems and to improve overall roadway efficiency.
5. Identifying safety improvement projects based on traffic accidents and conflict
analysis procedures.
6. Overseeing resurfacing restriping program.
7. Proposing traffic calming initiatives including driver feedback signs and speed
humps.
8. Creating, maintaining, and improving programs to promote roadway safety.
347
PUBLIC WORKS
TRAFFIC DIVISION
Program Description (continued)
The responsibilities of the Traffic Signs and Markings section include:
1. Maintaining all County traffic signs and markings.
2. Developing and implementing a traffic signs and markings maintenance program
based on federal and county requirements and standards.
3. Installing new signs and markings generated by Safety Section projects and as
directed by the Department of Public works for in-house projects.
4. Assisting the Safety Section with studies, investigations, inspections, and traffic
surveys, resurfacing restriping program, and traffic calming initiatives.
5. Maintaining computerized supplies, materials, and traffic signs and markings'
inventory database.
Traffic Signals and Street Lights Section
The responsibilities of the Traffic Signals and Street Lights section include:
1. Maintaining and operating all County and State traffic signals and streetlights.
2. Installing, operating, and maintaining County school zone beacons.
3. Installing, operating, and maintaining County crosswalk flashing beacons.
4. Installing, operating, and maintaining County driver feedback signs.
5. Establishing and applying routine maintenance programs and projects.
6. Designing and developing traffic signal, streetlight, school zone beacon, crosswalk
flashing beacon, and driver feedback sign installation projects.
7. Performing project management related to the installation and repair of traffic signal,
streetlight, school zone beacon, crosswalk flashing beacon, and driver feedback sign
devices.
8. Reviewing and inspecting new traffic signal and street light projects.
9. Real-time monitoring of the traffic signal systems.
10. Maintaining a traffic signal, streetlight, school zone beacon, crosswalk flashing
beacon, and driver feedback sign database.
Im
PUBLIC WORKS
TRAFFIC DIVISION
Program Objectives
Traffic Safety Section
1. Investigate and process complaints and requests (not including projects) within 30
calendar days.
Traffic Signs & Markings Section
1. Inspect and maintain, as required, 250 miles of County -maintained road per year (total
of 1,000 centerline miles over four-year maintenance cycle) to address markings retro-
reflectivity.
o Performance measurement: 100% completion of annual inspections.
o Performance measurement: 80% completion of all open traffic markings
maintenance work orders.
2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year).
o Performance measurement: 100% compliant.
Install new, and modify existing, traffic signs and markings to address safety
concerns and work requests received from the public.
o Performance measurement: 90% completion of all open safety -related work orders.
Traffic Signals & Street Lights Section
1. Investigate and repair all street light failures identified within the subject year.
o Performance measurement: 100% completion.
2. Investigate and resolve all traffic signal timing and operational concerns identified
within the subject year.
o Performance measurement: 100% completion.
Preventative Maintenance Program:
Fifty-eight state -signalized intersections two times per year.
o Performance measurement: 100% completion.
Sixty-one county -signalized intersections one time per year.
o Performance measurement: 100% completion.
349
PUBLIC WORKS
TRAFFIC DIVISION
Program Objectives (continued)
Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual
certification of 119 signalized intersections.
o Performance measurement: 100% completion.
Uninterruptable Power Supplies (UPS) annual inspections.
o Performance measurement: 100% completion.
Program Highlights
Projects Completed or In -Progress
Investigated and processed complaints and requests (not including projects) within 30
calendar days.
Total Requests = 88.
Total Investigations Completed = 68 = 77%..
2. Maintained traffic signs on a seven-year replacement cycle to address signs retro-
reflectivity.
Goal = 3,760 signs changed per fiscal year.
Total Signs Replaced in FY 2024-25 = 3,124 or 83%.
3. Installed new and modified existing traffic signs and markings to address safety
concerns and requests from the public.
Total Work Orders Generated = 78.
Work Orders Completed = 61 or 78% completion.
4. Investigated and repaired all street light failures.
Total Work Orders Generated = 722.
Work Orders Completed = 718 = 99%.
5. Investigated and resolved all traffic signal timing and operational complaints.
Total Work Orders Generated = 286.
Work Orders Completed = 280 = 98% completion.
6. Performed preventative maintenance two times per year for all state traffic signals.
Total State Traffic Signals = 58.
Signals that Bi-Annual Inspections Completed = 58 = 100%.
350
PUBLIC WORKS
TRAFFIC DIVISION
Program Highlights (continued)
7. Performed preventative maintenance one time per year for all county traffic signals.
Total County Traffic Signals = 61.
Signals that Annual Inspections Completed = 61 = 100%.
Program Measures
EXISTING MAINTENANCE
FY 2024-25
FY 2025-26
FY 2026-27
Actual
Budget
Estimate
Traffic Signal & Street Light
Investigate and repair all street light failures within
63%
100%
-
ten working days. *
Investigate and resolve all traffic signal timing and
49%
100%
-
a s.
operational complaints within three workingdays .
Preventative Maintenance Program
50 state signalized intersections two times per year.
100%
100%
100%
69 county signalized intersections one time per year.
100%
100%
100%
Conflict Monitor Units (CMU)/Malfunction
100%
100%
100%
Management Units (MMU) annual certification.
Uninterruptable Power Supplies (UPS) annual
100%
100%
100%
inspections and/or replacement.
Investigate and repair all street light failures
100%
identified within the subject year. **
Investigate and resolve all traffic signal timing and
operational concerns identified within the subject
-
-
100%
year. **
*Measure will be phased out in FY 2026-27
**New measure as of FY 2026-27
Traffic Signs & Markings
Inspect and maintain, as required, 250 centerline
100% of
miles of county -maintained road per year (total of
annual
1,000 centerline miles over four-year maintenance
inspections.
cycle) to address retro-reflectivity.
49%
80% of all
75%
N/A
open traffic
15%
markings
maintenance
work orders.
Maintain all traffic signs on a seven-year
83%
100%
85%
replacement cycle (3,760 signs per ear).
Install new and modify existing traffic signs and
markings to address safety concerns and requests
78%
90%
80%
from the public.
351
PUBLIC WORKS
TRAFFIC DIVISION
Program Measures (continued)
Safety
Investigate and process complaints and requests (not
including projects) within 30 calendar days.
77%
100%
100%
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Reguest
Number of Positions
53
53
53
Salaries and Wages
3,383,626.71
4,094,516
4,319,700
Operations
6,444,360.75
7,093,804
7,166,454
Equipment
263,116.44
554,900
150,700
Program Total
10,091,103.90
11,743,220
11,636,854
352
PUBLIC WORKS
TRAFFIC DIVISION
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Program Manager
1
1
1
Civil Engineer V
2
2
2
Civil Engineer VI
1
1
1
Clerk III
1
1
1
Electrical Engineer I
1
1
1
Engineering Support Tech III
2
2
2
Engineering Support Tech IV
1
1
1
Lead Traffic Electrician 1 in Kona)
2
2
2
Lead Traffic Signs & Markings Painter (3 in Kona)
6
6
6
Office Manager
1
1
1
Program Support Technician
1
I
1
Senior Account Clerk
1
I
1
Student Helper I
1
I
1
Supervising Traffic Technician
1
I
Traffic Technician IV
-
-
1
Traffic Electrician (4 in Kona)
9
9
9
Traffic Electrician Supervisor II
1
1
1
Traffic Signal and Street Light Inspector
2
2
2
Traffic Signs &Markin s Helper 1 in Kona)
2
2
2
Traffic Signs & Markings Installer (3 in Kona)
6
6
6
Traffic Signs & Markings Painter (3 in Kona)
6
6
6
Traffic Signs & Markin s Supervisor II
2
2
2
Traffic Si ns & Markin s Supervisor III
I
1
1
Traffic Technician IV
2
2
2
Total
1 53
1 53
53
353
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Program Description
Highway Administration
The Highway Maintenance Division oversees and directs the maintenance of roadways,
drainage systems, and public flood control structures. The Division also completes in-
house resurfacing projects and responds to various road emergencies as well as natural
disasters.
District Basevards
Each District baseyard maintains and repairs roads, streets, highways, bridges, storm
drains and other flood control structures in their respective geographical area.
Program Objectives
1. Continue island wide in-house resurfacing program and resurface a total of at least 36
road miles or 115 lane miles of pavement annually.
2. Perform grass -cutting operations and maintain the standard of six miles (12 total) per
operator/equipment per workday and the goal of a five -week cycle per district.
Program Highlights
1. Highway Maintenance
Resurfaced 33.94 road miles of various County roads:
South Hilo
6.19 miles
Puna
9.52 miles
Ka`u
1.66 miles
North Kona
3.92 miles
South Kohala
9.94 miles
Hamakua
2.71 miles
354
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Program Highlights (continued)
2. GIS Mapping Program
The GIS Mapping Program is a tool developed to enhance operations and information
sharing amongst the various sections of the division and other DPW divisions. The
program includes:
• Data Collection and Mapping
o Road maintainer/owner (QA/QC)
o Bridge inspection and maintenance
o Catch Basin inspection and maintenance
o Culvert inspection and maintenance
o Drywell inspection and maintenance
o Drainage and flood channel/canal inspection and maintenance
DPW Highways GIS Dashboard
o For use by DPW Divisions, Highways Division, and Highways Districts
o Provides one location to view various maps and data resources such as:
■ Paving Schedule
■ 343 Exemptions
■ Road Owner/Maintainer
• Bridges
■ Drainages
■ Prohibited Herbicide
■ GIS Base Layers
• Fiscal Year End Inventory
o Asset management tracking
o Locations and photos of all Inventory Items
• Annual Paving Projects and Scheduling
• Herbicide Spraying
o Tracking of spray locations and locations with no spray agreements in place
• Emergency Operations Center Hazard Assessment Tool
355
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Resurfacing Road Miles (Varying Widths)
36
36
36
South Hilo
11
11
11
North Hilo/Hamakua
5
5
5
North/South Kohala
5
5
5
North/South Kona
7
7
7
Ka`u
2
2
2
Puna
6
6
6
Grass Cutting Operation (Cycle for Each District, in
Weeks):
South Hilo
5
5
5
North Hilo/Hamakua
5
5
5
North/South Kohala
5
5
5
North/South Kona
5
5
5
Ka`u
5
5
5
Puna
5
5
5
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
207
207
- 207
Permanent/Temporary
172/35
172/35
172/35
Salaries and Wages
9,621,576.14
10,497,696
11,256,623
Operations
10,677,032.32
11,574,768
11,803,544
Equipment
1,647,412.70
1,542,750
1,606,250
Program Total
21,946,021.16
23,605,214
24,666,417
356
PUBLIC WORKS
HIGHWAY MAINTENANCE DIVISION
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Account Clerk
I
1
1
Accountant II
I
1
1
Civil Engineer V
-
1
1
Clerk III
1
1
1
District Road Overseer I
1
1
1
District Road Overseer II
5
5
5
Equipment Operator I
26
26
26
Equipment Operator II
25
25
25
Equipment Operator III
7
7
7
Equipment Operations Instructor
1
1
1
Geographic Information Systems Analyst II
I
-
-
Geographic Information Systems Analyst IV
-
1
1
Highway Division Chief
1
1
1
Highway Superintendent
I
-
-
Highways Technician II
1
1
1
Highways Utility Worker
2
2
2
Laborer II
72
72
72
Lead Mason
I
1
I
Mason
I
1
I
Road Construction & Maintenance Supervisor I
5
5
5
Road Construction & Maintenance Supervisor II
9
4
4
Road Construction & Maintenance Supervisor III
-
5
5
Safety & Driver Improvement Coordinator
I
1
1
Senior Account Clerk
6
6
6
Street Cleaning Supervisor
1
1
1
Street Sweeper Operator
I
1
1
Student Helper II
I
I
1
Subtotal
172
172
172
TEMPORARY POSITIONS:
Equipment Operations Instructor Tern
3
3
3
E ui ment Operator I Tern
6
6
6
Equipment Operator II Temp
5
5
5
Equipment Operator III Tern
4
4
4
Lead Mason Tern
1
1
1
Mason Tern
3
3
3
Road Constr & Maintenance Supervisor I Tern
6
6
6
Tree Trimmer Temp
4
4
4
Worker's Compensation Position
3
3
3
(Temporary Positions) Subtotal
35
35
35
Total
207
207
207
357
PUBLIC WORKS
ENGINEERING
Program Description
Refer to Department of Public Works under the General Fund Section.
Program Objectives
Refer to Department of Public Works under the General Fund Section.
Program Highlights
Refer to Department of Public Works under. the General Fund Section.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Salaries and Wages
2,218,678.62
2,547,822
2,704,715
Operations
2,061,606.31
1,765,796
L746,046
Equipment
172,628.60
244,400
136,150
Program Total
4,452,913.53
4,559,018
4,586,911
9TOM
POLICE
HIGHWAY FUND
Program Description
Refer to Police Department under the General Fund Section.
Program Objectives
Refer to Police Department under the General Fund Section.
Program Highlights
Refer to Police Department under the General Fund Section.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Salaries and Wages
1,529,635.19
1,894,557
2,082,818
Operations
173,787.38
536,470
536,470
Equipment
8,898.45
170,958
170,958
Program Total
1,712,311.02
2,601,985
2,790,246
359
PUBLIC WORKS
HIGHWAY FUND MISCELLANEOUS
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Roads in Limbo
337,910.71
400,000
400,000
Fringe Benefits
Health Fund
1,965,688.10
2,692,250
2,692,250
State Retirement System
4,022,653.97
4,743,000
1 4,794,000
FICA
1,170,128.53
1,512,000
1,528,000
Worker's Compensation
547,407.20
850,000
850,000
Total Fringe Benefits
7,705,877.80
9,797,250
9,864,250
Supplemental Transfers
Transfer to Capital Projects Fund
4,702,689.48
7,000,000
5,500,000
Other Costs
Provision for Compensation
-
1,196,554
1,196,554
Vacation Pa
-
50,000
50,000
Public Safety Disaster/Emergency
-
575,000
575,000
Provision for Training
-
89,326
89,326
Total Other Costs
-
1,910,880
1,910,880
Total Miscellaneous
12,746,477.99
19,108,130
17,675,130
360
This page intentionally left blank
GENERAL EXCISE
TAX FUND
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Mission Statement
Continue to build and improve a high -quality, multi -modal transportation system that
provides safe, reliable, convenient, environmentally responsible, and cost-effective
mobility choices that meet the needs of our residents and visitors.
Agency Goals
1. Improve transportation mobility for the public, including service for the mobility
impaired.
2. Make riding public transportation easier, reliable, and compatible with other multi -
modal options.
3. Assist the public in obtaining transportation alternatives to the private automobile
through the use of buses, ride sharing and bicycling in a fiscally sustainable manner.
4. Create a transit system responsive to the needs of all populations including those for
whom public transit is a necessity.
5. To provide for a transportation system that allows for travel to work, health services,
educational institutions, businesses, commerce centers, after -school activities, and
recreational sites.
6. Connect modes to enable a seamless integration of transit networks, bicycles, and
pedestrians by the use of transportation hubs and bus stops.
7. Implement technology to provide real-time transportation information including
locations, planning, and service alerts.
Funding Source and Position Count
GET Fund
$70,000,000
GET Fund
22
Grant Revenue
-
Split Funding: GF/Grant/Other
4
Total Budget:
$70,000 000
Total Number of Positions
26
361
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Description
The Mass Transit Agency provides island wide public transportation and operates daily
from approximately 3:15 a.m. — 2:00 a.m., seven days a week on 24 routes. Hele-On Bus
passengers consist of the general public and many of the passengers are low-income and
have no other means of transportation. Individuals with a disability who are unable to
use the regular fixed Hele-On route services within the Hilo, Puna, and Kailua-Kona
service areas are afforded the opportunity to use Paratransit services known as Hele-On
Kako`o.
Other services provided by the Mass Transit Agency include the following:
• Hele-On Shared Ride Taxi Program available in the Hilo area, provides up to nine
miles of travel and an ADA accessible vehicle.
• HIBIKE bikeshare bicycles are free for Hele-On transit passengers and are located in
Hilo and Kailua-Kona.
• Hele-On Hoa Holo Vanpool program which subsidizes commuters.
• Hele-On Ho`okele, a rural door-to-door service provided by the Hawaii County
Economic Opportunity Council (HCEOC) which provides persons with disabilities,
seniors and the general public with door-to-door transportation in areas where Hele-
On bus and shared ride taxi services is limited on weekdays. ,
The County contracts with multiple partners to operate its transportation programs. These
include Roberts Hawai `i for Hele-On fixed route transit; People for Active Transportation
Hawaii (PATH) to operate the HIBIKE bikeshare system; Commute with Enterprise to
operate Hele-On Hoa Hole; and Hawaii County Economic Council (HCEOC) to operate
Hele-On Ho`okele. In addition, the County maintains several other contracts that support
Mass Transit Agency operations, including bus washing, security services, bus shelter
cleaning, and three taxicab companies that participate in the Shared Ride Program.
The Mass Transit Agency also provides administrative support for the Hawaii County
Transportation Commission and oversees taxicab operators for Hawaii Island.
362
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Objectives
1. Continue to:
a. Make riding transit easier, reliable, and more desirable than other options.
b. Develop our transit system to serve the employment and social needs of all
people.
c. Implement technology to provide real time transportation information.
d. Advance the concept of transportation hubs with spoke circulating buses.
e. Identify, and improve bus stops, to provide for safety and security with amenities
that provide rider comfort, and that help support community and village gathering
places.
2. Implement Master Plan transit system requirements in a fiscally sustainable manner.
Program Highlights
In the period from July 1, 2024, to June 30, 2025, the Hele-On transit system (buses,
paratransit, demand response, taxi, and vanpool) collectively transported 1,195,478
passenger trips. In the same period, last fiscal year, Hele-On carried 1,229,063
passenger trips.
2. Additional Federal Transit Administration (FTA) grant funds through the Hawaii
Department of Transportation (HDOT) were obtained to support the replacement of
buses, continued transition to zero emission buses using battery electric, Pahoa
Transit Hub Planning, transit hub planning, and ADA bus stop accessibility island
wide.
3. Implemented the deployment of two hybrid buses that have been servicing the
community as the agency progresses to the transfer of zero emissions.
4. Continued work with SSFM on planning of the Kailua-Kona transit hub, exploring
land use options near West Hawaii Civic Center. The Pahoa transit hub has a
categorical exclusion pending FTA approval.
5. Continued partnerships with Hawaii Department of Education and Safe Place.
363
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Highlights (continued)
6. Worked with Bowers and Kubota regarding the next steps for bus stop and shelter
improvements around the island.
7. Worked with the Center for Transportation and the' Environment (CTE) and Hawaiian
Electric on the deployment planning of charge point changers to be used for battery
electric buses.
8. Received four new Gillig battery electric buses. These have been put into service and
provide a smooth, quiet, and emission free experience.
9. Continued partnership with PATH to provide free HIBIKE rides to Hele-On
passengers.
10. Continued implementation of the Master Plan as funding resources and passenger
demand allows.
364
MASS TRANSIT AGENCY
GENERAL EXCISE TAX FUND
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Total Passengers — Systemwide
1 1,195,478
1,100,000
1,100,000
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
26
26
26
Salaries and Wages
1,415,397.77
1,988,177
2,117,599
Operations
28,497,528.07
46,683,463
38,928,454
Equipment
821,089.81
11,240,000
9,240,000
Program Total
30,734,015.65
59,911,640
50,286,053
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025.26
Authorized
FY 2026-27
Request
Mass Transit Administrator
1
1
I
Assistant Mass Transit Administrator
1
1
1
Account Clerk
3
3
3
Administrative Services Asst I
1
I
1
Clerk II
I
I
1
Garage Supervisor
1
1
1
Mass Transit Storekeeper
1
1
1
Transit Program Manager
3
3
3
Transit Vehicle Mechanic I
8
8
8
Transit Vehicle Mechanic II
3
3
3
Secretary I
1
1
1
Mass Transit Fleet and Facility Manager
1
1
1
Accountant I
1
1
1
Total
26
26
26
365
MASS TRANSIT AGENCY
MISCELLANEOUS
FY 2024.25
Actual
FY 2025.26
Budget
FY 2026.27
Request
Supplemental Transfers
Transfer to Capital Projects Fund
5,110,276
9,735,863
Total Supplemental Transfers
5,110,276
9,735,863
Bond Issue/Debt Service
Int on GO Bonds — County
2,450,000.00
2,400,000
2,400,000
Gen Set Bond Red — County
6,700,000.00
6,500,000
6,500,000
Total Bond Issue/Debt Service
9,150,000.00
8,900,000
8,900,000
Fringe Benefits
FICA
106,096.86
155,000
155,000
State Retirement System
285,004.06
475,000
475,000
Health Fund
111,262.72
175,000
175,000
Worker's Compensation
55,956.48
150,000
150,000
Total Fringe Benefits
558,320.12
955,000
955,000
Other Costs
Provision for Compensation
115,664
115,664
Provision for Training
7,420
7,420
Total Other Costs
123,084
123,084
Total Miscellaneous
9,708,320.12
15,088,360
19,713,947
366
SEWER FUND
ENVIRONMENTAL MANAGEMENT
SEWER FUND
Mission Statement
To protect public health and the environment to enhance quality of life when managing
the County Wastewater System, respect the community while spending wastewater
public funds efficiently and appropriately, and nurture responsibility and professionalism
in the Wastewater Division workplace.
Division Goals
1. To protect public health, safety, and the environment through the proper management
of the County Wastewater System.
2. To meet or exceed all wastewater discharge permit and regulatory compliance
requirements.
3. To provide efficient service countywide.
4. To sustain no lost -time injuries and maintain a healthy, empowered and committed
workforce.
5. To create sufficient revenues for the sewer fund to become self-sufficient.
Funding Source and Position Count
Sewer Fund
$26,195,065
Sewer Fund
101
Subsidy
$ 5,782,116
Grant Revenue / Other
-
Grant Revenue
Total Budget:
$31,977,181
Total Number of Positions:
101
367
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADNIINISTRATION
Program Description
The Administration program of the Wastewater Division (WWD) includes administration
and engineering functions. Administration manages the countywide wastewater system,
maintains effective long-range plans via the Capital Improvement Program (CIP) and
Equipment Replacement Fund (ERF) planning process, coordinates with the
Environmental Management Commission (EMC), the Department Administration and
County Council, administers permit applications, maintains archives, and maintains
public relations through education and problem solving as needed.
Program Objectives
1. Work with stakeholders to revise County ordinances and administrative rules to
provide additional sewer fund revenues, decrease sewer spills from un-regulated
industrial customers, and provide compliance with the newly created wastewater
discharge standards created by the Pretreatment Program as required under the
Hawaii Department of Health (HDOH) Administrative Order of Consent (AOC).
2. Continue working towards the closure of the Na`alehu and Pahala Large Capacity
Cesspool (LCC's) as stipulated by the revised (March 23, 2024) Environmental
Protection Agency (EPA) AOC enforcement action.
3. Complete bid documents after award of contract for the Kula`imano Wastewater
Treatment Plant (WWTP) Rehabilitation Improvement Project.
4. Continue towards drafting and finalizing the island wide facility and cesspool
conversion plan. Complete public engagement.
5. Continue with construction of the Hilo WWTP Rehabilitation and Replacement —
Phase 1.
6. Complete construction of the Pahala Wastewater Collection System Improvements
Phase 1 & Phase 2.
7. Complete construction of the Hale Halawai Sewage Pump Station (SPS) Force main
replacement.
8. Commence construction of the Pahala WWTP project.
9. Commence construction of the Kealakehe WWTP R-1 Upgrade project.
me" 3
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
ADMINISTRATION
Program Highlights
• Completed bid solicitation and issued a notice to proceed for the construction of the
Hilo Wastewater Treatment Plant Rehabilitation Project.
• Completed bid solicitation and awarded a contract for the construction of the Hale
Halawai SPS Force main replacement.
• Completed bid solicitation and began construction of the Pahala Wastewater
Collection System Improvements Phase I & Phase 2.
• Approval of the Pahala Environmental Information Document (EID) received from
EPA, completed design of the Pahala WWTP project and posted bid solicitation of
project.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
REGULATORY COMPLIANCE PROGRAM
Number of NPDES Permit Violations
0
0
0
Number of Reportable Sewage Spills
0
5
5
Number of Reportable Treatment Bypass
3
2
2
Number of Hawaii Occupational Safety and Health Division
(HIOSH) Citations
0
0
0
SEWER CONNECTION PROGRAM
Number of Building/PlumbingBuilding/Plumbing Permits Processed
1,360
280
280
Number of Sewer Connection Plans Reviewed
47
20
20
Number of Sewer Connections Inspected
40
20
20
PRIVATE SEWER EXTENSION PROGRAM
Number of Private Sewer Extension Plans Reviewed
2
10
10
Number of Private Sewer Extensions Inspected
0
10
10
REPLACEMENT RESERVE ACCOUNT PROGRAM
Number of Design Projects Completed
3
4
4
Number of Construction Projects Completed
3
2
2
369
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
Program Description
The Operations program involves operating, maintaining, and repairing wastewater
collection, pumping, treatment, and disposal facilities and equipment. The Operations
program includes coordinating the planning, design, construction,, and inspection of
equipment replacement projects with Wastewater Administration, performing laboratory
analyses to determine permit compliance and efficiency of plant processes; ensuring
regulatory compliance including compliance with applicable safety regulations; and
storing and maintaining adequate inventory of spare parts and supplies.
Program Objectives
1. Continue to foster a culture of continuous improvement, continual condition
assessment, programmatic equipment/facility replacement, and preventative
maintenance.
2. Continue to foster a culture where we identify and correct safety hazards before
accidents happen by following Occupational Safety and Health
Administration/Hawaii Occupational Safety and Health Division guidelines.
3. Install and repair instrumentation to continously monitor process efficiency, energy
usage, and continously look for ways to be more efficient.
4. Correct deferred maintenance at existing facilities.
5. Clean, video, and perform National Association of.Sewer Service Companies
(NASSCO) condition assessment of 20 miles of sewer line each year. Using an
industry standard NASSCO condition assessment scoring system will allow WWD to
prioritize collection system repairs to reduce risk of possible sewer spills and improve
overall maintenance of our sewer lines.
'9YU
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
Program Highlights
• Completed replacement of the dewatering centrifuge at the Hilo Wastewater
Treatment Plant (WWTP).
• Completed installation of voice over IP (VOIP) phone system at Hilo WWTP.
Installation of VOIP at Kealakehe WWTP continues.
• Completed procurement of Mill Pond SPS pumps, automatic transfer switch (ATS),
and generator. Delivery expected in mid-2026.
• Replaced ATS and received new portable generator for the Wailuku and Wailoa SPS.
• Replaced stationary generator, tap box and generator exhaust system for the Pauka`a
SPS.
• Replaced ATS, stationary generator, and generator exhaust system for the Papa`ikou
and Kuala`imano WWTPs.
• Replaced stationary generator and exhaust at the Hilo WWTP.
• Replaced effluent recirculation pumps at Kala`imano and Papa`ikou WWTP,
• Continued replacement of aeration diffusers at Kealakehe WWTP.
• Completed procurement of effluent pumps for Kealakehe WWTP. Delivery is
expected in November 2025.
• Completed procurement of Project 19 SPS electrical tap box and generator. Delivery
is expected in mid-2026.
• Completed procurement of Hale Halawai SPS ATS, electrical tap box, and generator.
Delivery is expected in mid-2026.
• Completed procurement of Pahoehoe SPS pumps. Delivery is expected in September
2025.
371
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
OPERATIONS
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
WASTEWATER TREATMENT PROGRAM
Percent of Wastewater Treatment Plants Receiving
Acceptable or Conditional Rating from DOH
500/0
50%
50%
Hilo W WTP — Average Daily Flow (m d)
3.36
3.20
3.20
Pa a`ikou W WTP - Average Daily Flow (m d)
0.08
0.14
0.14
Kula`imano W WTP - Average Daily Flow (m d)
0.11
0.20
0.20
Ka ehu W WTP - Average Daily Flow (m d)
0.02
0.008
0.008
Kealakehe W WTP - Average Daily Flow (m d)
1.43
1.80
1.80
Honoka`a W WTP — Average Daily Flow (m d)
0.05
0.06
0.06
Kaloko W WTP — Average Daily Flow (m d)
0.03
0.03
0.03
Pass EPA laboratory quality control test?
Yes
Yes
Yes
SEWER LINE MAINTENANCE PROGRAM
Miles of Sewer Lines Cleaned
36
20
20
Miles of Sewer Lines Video Inspected
16
20
20
Number of Point Repairs Completed
1
5
5
PLANT MAINTENANCE PROGRAM
Number of Work Orders Completed
8,197
750
750
Number of OutstandingWork Orders
12
100
100
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Number of Positions
101
101
101
Salaries and Wages
5,181,830.15
7,767,122
8,252,566
Operations
7,479,539.38
13,020,763
11,812,633
Equipment
1,094,728.43
1,806,350
3,665,600
Operator TraininFacility
16,100
-
Pro ram Total
13,756,097.96
22,610,335
23,730,799
372
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Assistant Wastewater Treatment Plant Operator
7
5
4
Civil Engineer III
1
I
1
Civil Engineer IV
5
5
5.
Civil Engineer V
3
3
3
Civil Engineer VII
1
I
1
Clerk III
1
1
1
Construction Inspector
2
2
2
Database Analyst _
1
1
1
Electronics Technician
1
1
1
Engineering Student
1
1
1
Engineering Support Tech IV
I
1
1
Environmental Compliance Manager
I
1
1
Environmental Compliance Specialist
2
2
2
Equipment Operator III
1
1
I
Geographic Systems Analyst I
1
1
1
Lead Plant Electrician/Electronics Repairer
1
I
I
Mechanical Repairer
2
2
2
Mechanical Repairer Helper
2
2
2
Mechanical Repairer -Welder
2
2
2
Plant Electrician/Electronics Repairer
2
2
2
Program Manager
I
1
1
Program Support Technician
3
3
3
Projects Coordinator
1
1
1
Sanitary Chemist I
2
2
2
Sanitary Chemist III
1
1
1
Sewer Maintenance Repairer
10
10
10
Sewer Maintenance Su yr II
1
1
I
Sewer Maintenance Working Supervisor
3
3
3
Storekeeper
2
2
2
Student Helper I
1
I
1
Student Helper II
I
1
1
Trades Helper
6
6
6
Wastewater Deputy Division Chief
I
1
1
Wastewater Division Chief
I
1
1
373
ENVIRONMENTAL MANAGEMENT
WASTEWATER DIVISION
Personnel Position Summary (continued)
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Reguest
Wastewater Operations Superintendent
2
2
2
Wastewater Plant Maintenance Manager
1
1
1
Wastewater Plant Maintenance Mechanic
4
4
4
Wastewater Plant Maintenance Mechanic Supervisor
1
1
1
Wastewater Plant Working Supervisor III
1
1
1
Wastewater Plant Working Supervisor IV
I
1
1
Wastewater Pretreatment Coordinator
1
1
1
Wastewater Treatment Plant Operator 1
3
5
7
Wastewater Treatment Plant Operator II
3
4
4
Wastewater Treatment Plant Operator III
5
4
4
Wastewater Treatment Plant Operator IV
5
5
4
Wastewater Treatment Plant Supervisor III
1
1
1
Wastewater Treatment Plant Supervisor IV
1
1
1
Total
101
101
101
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Fringe Benefits
FICA
385,616.74
594,200
631,300
State Retirement System
1,114,123.62
1,864,100
1,980,600
Health Fund
529,960
1,081,915
856,200
Worker's Compensation
237,807.76
200,000
275,000
Total Fringe Benefits
2,267,508.12
3,740,215
3,743,100
Other Costs
Provision for Compensation Adjustment
479,811
90,000
Provision for Training
-
27,683
27,683
Replacement Reserve Account
646,995.44
2,880,953
4,385,599
Total Other Costs
646,995.44
3,388,447
4,503,282
Total Miscellaneous
2,914,503.56
7,128,662
8,246,382
374
SHORT TERM VACATION
RENTAL FUND
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Mission Statement
To establish and administer a program to regulate Short -Term Vacation Rentals and to
manage their impact on communities island wide. A Short -Term Vacation Rental is
defined as a dwelling unit of which the owner or operator does not reside on the building
site, that has no more than five bedrooms for rent on the building site, and that is rented
for a period of thirty consecutive days or less.
Department Goals
We are working towards moving positions currently Short -Term Vacation Rental
Enforcement Fund Funded to the General Fund. We anticipate forthcoming legislation to
move all remaining funds from the Short -Term Vacation Rental Enforcement Fund and
close it out.
The Planning Department is responsible for the regulation of Short -Term Vacation
Rentals. The Department's goals include determining where Short -Term Vacation
Rentals are allowed to operate based on land use classification (e.g. commercial resort,
residential multi -family); defining operational standards for this type of business;
establishing a registration process; processing non -conforming use certificates and
special permits; and enforcing the Zoning Code related to this type of use.
The Planning Department is responsible for enforcement of this code and responding to
complaints related to Short -Tenn Vacation Rentals. Additionally, the Planning
Department is required to maintain a list of all Short -Term Vacation Rentals that have
registered or recevied a non -conforming use certificate.
Funding Source and Position Count
Short -Term Vacation
Rental Enforcement Fund
$929,070
Short -Term Vacation
Rental Enforcement Fund
12
Other
-
Other
Total Budget:
$929,070
Total Number of Positions
12
375
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Program Description
Short-term rental of residential units, as an alternative to traditional resort and hotel
accommodations, is an emerging trend in the visitor industry that continues to grow
across Hawaii Island. Ordinance No. 2018-114 manages the impacts of these Short -
Term Vacation Rentals by:
1. Defining where this use will be allowed;
2. Establishing provisions and standards to regulate, this use;
3. Providing an avenue for an existing use deemed to be improper by this ordinance to
apply a for a non -conforming use certificate that would allow them to continue to
operate in a non -permitted district.
Pursuant to section 10-12, Hawaii County Charter, a special fund to be known as the
Short -Term Vacation Rental Enforcement Fund is created by Ordinance 18-114. This
fund shall be administered by the Planning Director. The purpose of the fund is to
support efforts to enforce the County's Short -Term Vacation Rental law. This account
shall be funded by all fees and fines collected in connection with the administration and
enforcement of this ordinance. The funds in this account shall be utilized to pay for
expenses that facilitate enforcement of the County's Short -Term Vacation Rental law.
Expenditures under this account shall be made in accordance with appropriations adopted
by the Hawaii County Council after receiving recommendations from the Planning
Director.
Program Objectives
The Short -Term Vacation Rental Enforcement Fund shall be administered in an
efficient and responsible manner complying with all applicable ordinances and rules.
376
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Program Highlights
STVR applications and Nonconforming Use Certificate (NUC) renewals began and
were integrated into the new EnerGov/EPIC system. Applicants are able to apply
online, make payments and track the status of their applications.
Planned and implemented the pacing out of STVR and NUC renewals so that
submissions are spread out evenly throughout the year for better efficiency in
processing.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Short -Term Vacation Rental Re istratioris
279
300
270
Non -Conforming Use Certificates
769
750
755
Special Permits
0
2
2
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
12
12
12
Salaries and Wages
232,252.58
526,988
571,134
Operations
57,413.02
46,575
46,575
Equipment
Program Total
289,665.60
573,563
617,709
377
PLANNING
SHORT-TERM VACATION RENTAL
ENFORCEMENT FUND
Personnel Position Summary
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Account Clerk
1
1
1
Clerk II
1
I
1
Land Use Plans Checker III
1
1
1
Planner III
3
3
3
Planner IV
1
1
1
Planner V
1
I
1
Planning Inspector 1
2
2
-
Planning Inspector 11
1
2
2
PlanningInspector III
-
1
Total
12
12
12
Miscellaneous
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Fringe Benefits
Health Fund
56,943.86
141,217
124,219
State Retirement System
61,176.68
122,397
134,192
FICA
19,218.67
48,296
52,950
Total Fringe Benefits
137,339.21
311,910
311,361
Other Costs
Provision for Compensation Adjustment
-
43,597
-
Provision for Training
Total Other Costs
43,597
Total Miscellaneous
137,339.21
355,507
311,361
378
CEMETERY FUND
PARKS & RECREATION
CEMETERY FUND
Mission Statement
The Department of Parks and Recreation Cemetery Fund provides affordable burial
facilities for residents of Hawaii County.
Department Goals
To improve, maintain and upkeep `Alae Cemetery.
Program Description
The Cemetery Fund was authorized to use the revenues from plot sales at `Alae Cemetery
for the improvement, maintenance, and upkeep of `Alae Cemetery.
Program Objectives
Conduct maintenance and repair activities by providing the necessary equipment and
services.
Program Highlights
• The Annual Ireito Hoyo Memorial Service was cancelled for August 2024.
Funding Source and Position Count
Cemetery Fund
$10,0001
Cemetery Fund
Grant Revenue
Grant Revenue / Other
Total Budget: 1
$10,0001
Total Number of Positions
379
PARKS & RECREATION
CEMETERY FUND
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Acres Maintained
42.37
42.37
42.37
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Operations
10,000
10,000
Equipment
-
-
Pro ram Total
10,000
10,000
0.101
BIKEWAY FUND
PARKS & RECREATION
BIKEWAY FUND
Mission Statement
The Department of Parks & Recreation Bikeway Fund promotes safe bicycling
transportation and recreation.
Program Goals
1. Provide safe bicycling recreational opportunities for all age groups.
2. Match local Bikeway Funds with federal money whenever possible and desirable.
3. Support programs, planning and physical bikeways (on -road and off -road) that
promote bicycling for transportation, recreation and sport.
4. Conduct maintenance and repair activities.
Program Description
Bicycle license fees deposited to the Bikeway Fund are used for the promotion of bicycle
education and recreational activities, as well as the maintenance and improvements of
County bikeways.
Funding Source and Position Count
Bikeway Fund
$209,000
Bikeway Fund
Grant Revenue
-
Grant Revenue / Other
Total Budget.
$209,000
Total Number of Positions
381
PARKS & RECREATION
BIKEWAY FUND
Program Objectives
Conduct one recreational bike activity in each of five recreational districts by
June 30, 2027.
Program Highlights
None
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Participants in Recreational Activities
1 0
100
0
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Operations
46,500.60
199,000
199,000
Equipment
-
10,000
10,000
Program Total
46,500.00
209,000
209,000
382
BEAUTIFICATION FUND
PUBLIC WORKS
BEAUTIFICATION FUND
Program Description
The Beautification Fund involves planning projects and working with the community to
beautify the roadways by installing and maintaining landscape, trees, and appropriate
facilities in order to enhance the travel experience.
Department Goals
1. To control roadside trash by providing refuse containers and pick-up.
2. To maintain and provide new plantings along highways, roadways, and County facilities
visible along highways and roadways to create green aesthetically pleasing landscape.
Program Objectives
1. Continue to initiate two roadside planting projects every year.
2. Continue to plant or replant a minimum of ten trees each year.
3. Control roadside trash by providing refuse containers and pick-up.
Funding Source and Position Count
Beautification Fund
$212,500
Beautification Fund
Grant Revenue
-
Grant Revenue / Other
Total Budget:
$212,500
Total Number of Positions
383
PUBLIC WORKS
BEAUTIFICATION FUND
Program Highlights
1. The Department of Parks and Recreation initiated two roadside planting projects at
Mohouli and Pauka`a Park. Seventeen trees were planted and Mohouli Park and four
were planted at Pauka`a Park.
2. The Department of Public Works Highway Maintenance Division placed 26 trash
bins on Kamehameha Avenue in Hilo, 24 trash bins in Downtown Hilo, four trash
bins in Hamdkua, and 25 trash bins in Kona.
Program Measures
FY 2024-25
FY 2025-26
FY 2026-27
Actual
Budget
Estimate
New Projects Initiated
2
2
2
Trees Planted
21
10
10
Additional Information:
Refuse Containers Provided Pahoa Village
(seven 55 gal Bins + seven 55 gal Bins for
7
7
7
recycling)
Refuse Containers provided on Banyan Drive (two
regular trash bins at the bus stops fronting Naniloa
2
2
2
hotel)
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Reguest
Operations
135,280.00
207,420
197,159
Equipment
27,165.99
5,385
15,341
Program Total
162,445.99
212,805
212,500
Iml
VEHICLE DISPOSAL
FUND
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
Mission Statement
To protect public health, safety, and the environment by removing and recycling
derelict/abandoned vehicles and properly disposing of waste generated from such
vehicles.
Department Goals
1. To ensure the timely removal of derelict and abandoned vehicles from public
property, rights -of -way, and private ungated roadways open to the public.
2. To efficiently process and manage all derelict and abandoned vehicles in accordance
with applicable regulations and timelines.
3. To coordinate community programs that assist Hawaii County residents with the
proper towing and disposal of unwanted vehicles.
4. To conduct public auctions for the sale of abandoned vehicles that have satisfied
State -mandated holding and notification requirements.
Program Description
The Derelict and Abandoned Vehicle Program supports the Hawaii Police Department,
Department of Land and Natural Resources, and Hawaii Volcanoes National Park by
identifying, removing, and temporarily storing derelict and abandoned vehicles
throughout Hawaii County. The program also oversees the processing and recycling of
these vehicles in accordance with established procedures. Additionally, it manages the
Vehicle Disposal Assistance Program, which helps Hawaii County residents properly
tow and dispose of qualified vehicles at no cost. The program further conducts auctions
of abandoned vehicles in compliance with state regulations.
Funding Source and Position Count
Vehicle Disposal Fund
$4,701,258
Vehicle Disposal Fund
7
Grant Revenue
Grant Revenue / Other
Total Budget:
$4,701,258
Total Number of Positions
7
O-R
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
Program Objectives
1. Coordinate the removal of vehicles from public and private roadways that have been
classified as derelict or abandoned by the Hawaii County Police Department.
2. Monitor program activities and contracts to ensure all derelict and abandoned
vehicles are processed and recycled in compliance with the Hawaii Revised Statutes,
Hawaii County Code, and Department of Health requirements.
3. Complete bid documents, based on the conditional approval of the work plan from the
State of Hawaii, and award contract for the remediation of the Hilo Scrap Metal
Facility.
4. Conduct at least one auction of eligible vehicles each year.
5. Continue providing the Vehicle Disposal Assistance Program to the public.
Program Highlights
• Investigated 2,192 Vehicle Incident Reports, resulting in 1,357 vehicles being towed.
Of these, 553 vehicles were removed from West Hawaii and 804 vehicles were
removed from East Hawaii.
• Continued offering a year-round Vehicle Disposal Assistance Program, enabling
residents to properly dispose of up to eligible two vehicles per fiscal year at no cost.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Vehicles Processed
1,357
2,000
1,500
Vehicles Investigated
2,192
3,000
2,200
Vehicles Disposed through Vehicle Disposal
Assistance Programs
437
1,000
600
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026.27
Request
Number of Positions
5
7
7
Salaries and Wages
192,341.75
350,000
376,244
Operations
1,820,843.97
3,323,849
3,442,797
Equipment
40,197.02
60,380
5,475
Program Total
2,053,382.74
3,734,229
3,824,516
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Derelict/Abandoned Vehicle Coordinator
2
4
4
Derelict/Abandoned Vehicle Specialist
1
1
1
Clerk III
2
2
2
Total
5
7
7
ENVIRONMENTAL MANAGEMENT
VEHICLE DISPOSAL FUND MISCELLANEOUS
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Fringe Benefits
FICA
13,520.19
27,900
28,800
State Retirement System
42,006.34
84,000
90,300
Health Fund
41,474.94
96,739
60,500
Worker's Compensation
-
2,000
2,000
Total Fringe Benefits
97,001.47
210,639
181,600
Other Costs
Provision for Compensation Adjustment
-
15,898
10,000
Provision for Training
-
1,142
1,142
Transfer to Debt Service
302,295.00
520,000
484,000
Transfer to Cap Pro' Fund — VD
-
200,000
200,000
Total Other Costs
302,295.00
737,040
695,142
Total Miscellaneous
399,296.47
947,679
876,742
g
SOLID WASTE FUND
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Mission Statement
To maintain a clean, healthy island environment and promote stewardship and
sustainability by managing solid wase services, waste reduction and resource recovery in
a comprehensive, responsive, safe, and efficient manner.
Department Goals
1. Provide efficient residential and commercial customer oriented solid waste services.
2. Comply with Federal, State, and Local laws and regulations relating to solid waste
management.
3. Promote household hazardous waste, used motor oil, and a -waste events.
4. Promote a healthy, team -oriented work environment.
5. Establish an asset management system for Solid Waste.
6. Implement the top eight 2019 Integrated Solid Waste Management Plan priorities.
7. Improve public education and outreach.
Funding Source and Position Count
Solid Waste Fund
$23,167,966
Solid Waste Fund
139
Subsidy
$32,429,576
Grant Revenue / Other
1
Grant Revenue
$ 1,005,435
Total Budget:
$56,602,977
Total Number of Positions
140
NE
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Description
The Solid Waste Division operates and maintains all solid waste collection, disposal,
recycling, and reuse facilities in the County of Hawaii, in accordance with Federal, State
and Local laws and regulations. This is accomplished by either County personnel or by
contracted services. This includes one active landfill, three inactive landfills, 21 transfer
stations, seven reuse centers and island wide hauling operations. This also includes
various events that are held to collect more specialized materials such as household
hazardous waste and e-waste. Used motor oil collection is facilitated through a County
funded network of privately -owned businesses.
Program Objectives
1. Continue to work with other counties to develop Extended Producer Responsibility
(EPR) policy statements or resolutions. As a component of EPR policy, implement a
campaign to develop EPR for difficult -to -recycle products, and lobby state and
federal lawmakers to advance EPR initiatives.
2. Improve signage at recycling and transfer stations to provide the public with
comprehensive information about recycling opportunities and procedures.
3. Continue to look for other volunteer sites for the Do -It -Yourself Used Motor Oil
program.
4. Do outreach to businesses, hotels, and recyclers to build partnerships and explore how
to create opportunities to expand or create new programs.
5. Maintain regulatory compliance to avoid any potential violations.
6. Monitor and maintain the three closed landfills in Kailua, Waimea, and Hilo.
7. Continue to work with the new Solid Waste Division Construction Mechanics to
improve the preventative maintenance program.
8. Continue to monitor and assess the condition and perform necessary repair and
maintenance to facilities.
390
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Highlights
• Continued collaboration with the State of Hawaii Department of Health, Department
of Agriculture, Big Island Invasive Species Committee, and the Department of
Research in and Development and developed a comprehensive screening and
monitoring program to combat the introduction of the Coconut Rhinoceros Beetle to
Hawaii Island.
• Awarded construction contract for the Laupahoehoe Transfer Station Improvement of
retaining wall, pavement, Reuse pad, slope stability, and Liquid containment.
Completion is anticipated in late 2025.
• Continued support of the private recycling of "E-Waste" via public outreach and
education campaigns.
• Provided Household Hazardous Waste Collection Events in Hilo, Kona, Waimea, and
Pahoa collecting 81 tons of waste.
• Utilized a $10,000 grant from Department of Health to help support a Tire Collection
Event in Kea`au in September 2024, which collected 74 tons of used tires.
• Continued work to implement a grant from the EPA, in collaboration with the
University of Hawaii Sea Grant College Program, to implement a reusable food ware
container program in Hilo. A Request for Proposals for Hilo Reusable Foodware
System was published in April 2025, award is expected in late 2025.
391
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Additional Information
East Hawaii
Tons of Refuse Disposed at Transfer Stations
41,628
40,428
42,000
Transfer Stations Maintained
8
8
8
Total Chutes for Container Trailers
15
15
15
Total Container Trailers Available
42
42
42
Reload Facilities Maintained
I
1
1
Closed Landfills Maintained
1
1
1
Reuse Center's
3
3
3
Recycling Processing & Collection Centers
8
8
8
West Hawaii
Tons of Refuse Disposed at Transfer Stations
45,335
46,787
45,000
Transfer Stations Maintained
13
13
13
Total Chutes for Container Trailers
17
17
17
Total Container Trailers Available
41
41
41
Active Landfills Maintained
1
1
1
Reuse Centers
3
3
3
Closed Landfills Maintained
2
2
2
Recycling Processing & Collection Centers
13
13
13
Total Tonnage Disposal at West Hawaii Landfill
214,604
218,202
215,000
County -wide diversion from landfill rate*
19%
22%
1 22%
* Rates primarily reflect diversion through County programs and includes a limited amount of data
available on private recycling.
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
140
140
140
Salaries and Wages
9,121,348.71
10,191,133
10,808,908
Operations
30,073,505.53-
37,662,868
39,646,895
Equipment
284,503.50
91,825
451,825
Program Total
39,479,357.74
47,945,826
50,907,628
392
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Request
Civil Engineer III
1
1
1
Clerk IIl
1
1
1
Construction Equipment Mechanic
2
2
2
Environmental Compliance Specialist
1
1
1
Equipment Operator III
45
45
45
Equipment Operator III Temp
1
1
1
Lead Solid Waste Transfer Station Attendant
2
2
2
Program Support Technician
2
2
2
Projects Coordinator
1
1
1
Recycling Coordinator
1
1
1
Recycling Specialist I
1
1
1
Recycling Specialist II
3
3
3
Recycling Specialist III
1
1
1
Scale Attendant
4
4
4
Solid Waste Deputy Operations Division Chief
1
1
I
Solid Waste Facility Attendant
48
48
48
Solid Waste Facility Attendant Temp
2
2
2
Solid Waste Operations Division Chief
1
1
1
Solid Waste Projects Manager
I
I
I
Solid Waste Superintendent
2
2
2
Solid Waste Supervisor
5
5
1
Solid Waste Supervisor II
1
1
5
Solid Waste Working Supervisor
5
5
5
Solid Waste Working Supervisor Temp
5
5
5
Student Helper I
I
I
1
Student Helper II
1
1
1
Supervising Scale Attendant
1
1
1
Total
140
140
140
0%]
ENVIRONMENTAL MANAGEMENT
SOLID WASTE FUND MISCELLANEOUS
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Fringe Benefits
FICA
675,541.95
779,600
826,900
State Retirement System
1,916,414.66
2,445,900
2,594,100
Health Fund
1,132,888.55
1,420,648
1,337,965
Vacation Pay
-
40,000
50,000
Worker's Compensation
773,772
466,000
787,000
Total Fringe Benefits
4,498,617.16
5,152,148
5,595,965
Other Costs
Provision for Compensation Adjustment
578,605
60,000
Provision for Training
39,384
39,384
Total Other Costs
617,989
99,384
Total Miscellaneous
4,431,637.41
5,770,137
5,695,349
394
GOLF COURSE FUND
GOLF COURSE FUND
Mission Statement
The Department of Parks & Recreation Golf Course Fund provides a quality recreational
experience for the golfing community with excellence, integrity and Aloha.
Department Goals
To continue to provide the golf community with a challenging, safe, and well -maintained
facility.
Program Description
This program operates and maintains the only public golf course in Hawaii County.
Activities include the maintenance of grounds and facilities, and the scheduling of all.golf
activities.
Funding Source and Position Count
Golf Course Fund
$1,118,911
Golf Course Fund
20
Subsidy
$1,172,172
Grant Revenue / Other
-
Total Budget:
$2,291,083
Total Number of Positions
20
395
PARKS & RECREATION
GOLF COURSE FUND
Program Objectives
1. Improve, beautify, and maintain the greens, tees, and fairways at the Hilo Municipal
Golf Course by:
a. Aerating all golf course greens in October, weather permitting;
b. Verticut and de -thatch all greens in July, October, January, and April, weather
permitting, or as needed;
c. Controlling application of fertilizer to greens, fairways and tees quarterly, or as
needed;
d. Controlling application of herbicide to greens, tees, stream beds, ditches, and
course boundaries monthly, or as needed;
e. Daily mowing of greens;
f. Mowing of tee tops once per week, weather permitting;
g. Mowing of fairways Monday through Friday, weather permitting;
h. Top dressing greens monthly, weather permitting;
i. Rolling of greens on a monthly basis, or as needed.
2. Schedule and assign tee times for:
a. Individuals and groups on a daily basis;
b. Club tournaments every six months;
c. Larger fundraising tournaments on an annual basis. Hold at least six fundraisers
per fiscal year.
3. Schedule inspection and repairs of course- structures, clubhouse facilities and
maintenance warehouse during the months of July, October, January, and April.
4. Daily routine inspections and maintenance of equipment, course vehicles and safety
equipment.
5. All employees will be trained via safety talks at least once per month.
396
PARKS & RECREATION
GOLF COURSE FUND
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Acres Maintained
124
124
124
Rounds of Golf
61,476
70,000
70,000
Tournaments
17
15
15
Aerated Greens
18
18
18
Course Closures
3.
0
0
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
20
20
20
Salaries and Wages
1,013,975.43
1,084,114
1,152,765
Operations
357,942.87
478,004
460,728
Equipment
94,334.34
159,282
111,282
Program Total
1,466,252.64
1,721,400
1,724,775
Personnel Position Summary
Position Title
FY 2024-25
Authorized
FY 2025-26
Authorized
FY 2026-27
Reguest
Equipment Operator I Temp
1
I
1
Golf Course Groundskeeper I
7
7
7
Golf Course Groundskeeper II
4
4
4
Golf Course Groundskeeper III
1
1
1
Golf Course Maintenance Supervisor
1
1
I
Golf Course Administrator
1
1
I
Golf Course Operations Assistant
1
1
1
Golf Course Starter
1
I
1
Golf Course Starter ihT
2
2
2
Mechanical Repairer -welder
1
1
1
Total
20
20
20
397
PARKS & RECREATION
GOLF COURSE FUND MISCELLANEOUS
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Fringe Benerits
FICA
74,104.03
82,935
82,935
State Retirement System
234,881.85
260,187
260,187
Health Fund
148,812.56
142,000
142,000
Worker's Compensation
-
6,000
6,000
Total Fringe Benefits
457,798.44
491,122
491,122
Other Costs
Provision for Compensation Adjustment
-
69,478
69,478
Provision for Training
5,708
5,708
Total Other Costs
-
75,186
75,186
Total Miscellaneous
457,798.44
566,308
566,308
W31
GEOTHERMAL
RELOCATION &
COMMUNITY BENEFITS
FUND
PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
Mission Statement
To establish and administer a geothermal relocation and community benefits program for
the relocation of qualified owner -occupants residing near the Puna Geothermal Venture's
plant who want to be permanently relocated, and to fund expenditures for the benefit of
Lower Puna.
Department Goals
The Planning Department is authorized to establish a program for the relocation of
owner -occupants residing near the Puna Geothermal Venture's plant and who want to be
permanently relocated, and to fund expenditures for the benefit of Lower Puna, including,
but not limited to, road improvements, water infrastructure development, land
acquisition, parks and recreational facility needs, civil defense, and mass transit
improvements.
The Planning Director is hereby authorized to purchase the affected properties by
negotiation for not more than 130% of the assessed value, as determined by the Real
Property Tax Division of the Department of Finance and dispose of the affected
properties by public auction or pursuant to Article 19 of Chapter 2, with the exception of
the requirement for council resolution found in Section 2-111(a).
Complete the purchases of new relocation requests and complete disposition of such
properties. Complete the request(s) to fund Community Benefits for Lower Puna
submitted by District 4 and District 5 Council offices.
Funding Source and Position Count
Geothermal Relocation &
Community Benefits Fund
$1,000,000
Geothermal Relocation &
Community Benefits Fund
Grant Revenue
-
Grant Revenue / Other
Total Budget:
$1,000,000
Total Number of Positions
399
PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
Program Description
Ordinance No. 08-37 renamed and redefined the Geothermal Relocation Revolving Fund
Program to the Geothermal Relocation and Community Benefits Fund Program. The
Geothermal Relocation and Community Benefits Program shall be funded by proceeds
from the following sources:
1. Geothermal royalties received from the Department of Land and Natural Resources.
2. Proceeds from the sale of properties purchased under this program.
3. Rental fees from any of the properties purchased under this program.
The proceeds from the fund shall be used for the necessary expenses in administering and
carrying out the purposes of the geothermal relocation and community benefits program.
Expenditures relating to the geothermal relocation and community benefits program
include, but are not limited to:
1. The costs of any necessary appraisals required under this program.
2. The payment of necessary fees and expenses.
3. The costs of the purchase of an affected dwelling and property in accordance with this
chapter, if necessary.
4. The costs necessary to dispose of affected dwelling and property.
5. Expenditures for public purposes including road improvement, water infrastructure,
land acquisition, parks and recreational facility needs, civil defense, and mass transit
improvements.
(A) Funds shall be expended in Lower Puna, which is defined as extending from
Hawaiian Paradise Park Subdivision to Kalapana and including Orchidland
Estates, `Ainaloa, Hawaiian Beaches, Hawaiian Shores, Kapoho, Pahoa,
Nanawale, Leilani Estates, and other communities proximate to Pahoa.
(B) Expenditures under this subsection shall be made in accordance with
appropriations adopted by the Hawaii County Council after receiving
recommendations from the Planning Director.
Program Objectives
The Geothermal Relocation and Community Benefits Fund shall be administered in
an efficient and responsible manner complying with all applicable ordinances and
rules.
M
PLANNING
GEOTHERMAL RELOCATION & COMMUNITY
BENEFITS FUND
Program Highlights
• The Department received one application for Community Benefits; and has not
received any action on applications for Relocation.
Program Measures
FY 2024-25
Actual
FY 2025.26
Budget
FY 2026-27
Estimate
Community Benefits
1
1
1
Dwellings Acquired
0
1
1
Dwellings Sold
0
1
1
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Community Benefits
72,600.18
-
Operations
55,000.00
1,000,000
1,000,000
Program Total
127,600.18
1,000,000
1,000,000
401
This page intentionally left blank
HOUSING FUND
HOUSING
OFFICE OF HOUSING & C.OMMUNITY
DEVELOPMENT
Mission Statement
To provide for the development of viable communities through decent housing, suitable
living environments and expanded economic opportunities.
Department Goals
Administrative Division
To serve as the operational backbone of the Office of Housing and Community
Development by delivering equitable public services and providing essential
administrative support to the Community Development, Community Engagement,
Existing Housing, and Grants Management Divisions.
Community Development Division
To facilitate the development of housing opportunities that meet the needs of low- and
moderate -income residents through community collaboration, data -informed research,
policy development and implementation, coordinated resources, project development,
and compliance oversight.
Community Engagement Division
To cultivate strategic partnerships and collaborate with government and community
stakeholders to ensure equitable access to essential services and opportunities for Hawaii
Island residents, fostering lasting and meaningful impact.
Funding Source and Position Count
Housing Fund
$ 2,963,741
Housing Fund — Federal/County Split
31
Subsidy
$ 8,259,665
Grant Revenue / Other
36
Grant Revenue
$40,261,048
Other
$ 2,269,524
Total Budget
$53,753,978
Total Number of Positions
67
402
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Department Goals (continued)
Existing Housing Division
To maximize the use of existing housing stock within the County by expanding rental
assistance and self-sufficiency opportunities for low- and moderate -income households,
while building public awareness and strengthening family, owner, and community
support in advancing the Office of Housing and Community Development's mission.
Grants Management Division
To maximize community development opportunities through the effective use of funding
from the U.S. Department of Housing and Urban Development (HUD), County, and other
applicable grants and programs.
Program Description
Administrative Division
The Administrative Division provides accounting, clerical, and technology support
services that ensure the efficient and effective operation of the Office of Housing and
Community Development and support program delivery across all divisions.
Community Development Division
The Community Development Division is responsible for data coordination, program and
policy compliance and support, project development, construction management, and asset
management of County housing projects, including maintenance and repair, in support of
programs and projects that benefit low- to moderate -income residents.
Development Branch: Provides project development and construction management
support for County -owned properties.
Planning Branch: Provides data coordination and program and policy compliance and
support.
403
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Description (continued)
Asset Management Branch: Oversees all County housing properties, including annual
inspections and general repair and maintenance activities, and manages Kula`imano
Elderly Housing, Nd Kahua O Ulu Wini, Hale Kikaha, Dolphin Bay Apartments, and the
`Ouli `Ekahi Housing Project.
Communitv Engagement Division
The Community Engagement Division works collaboratively with community partners to
design, implement, and manage programs that promote equitable access to services and
opportunities, supporting resident self-sufficiency and long-term community well-being.
Special Programs Branch: Administers programs funded by federal, state, local, and
private sources, leads targeted initiatives, oversees program implementation and
reporting, and explores new opportunities to address emerging community needs.
Community Services Branch: Builds and maintains strong relationships with internal and
external partners to foster trust, expand learning opportunities, and improve outcomes for
families and communities across Hawaii Island.
Existing Housing Division
The Existing Housing Division (EHD) administers the Office of Housing & Community
Development's HUD Housing Choice Voucher (Section 8) Public Housing Agency
Programs in compliance with federal regulations, supporting low- and very low-income
individuals and families in accessing safe, decent, and sanitary housing in the private
market.
Planning Branch: Develops and evaluates Administrative Rules for HUD -funded Section
8 programs and prepares the Public Housing Agency's Annual and Five -}year Plan in
accordance with HUD requirements. The branch also conducts research and pursues
additional funding and regulatory waivers to expand assistance for very low-income
households.
Rental Assistance Branch: Administers Housing Choice Voucher subsidies to eligible
families, including Special Purpose Vouchers programs such as HUD -Veterans Affairs
Supportive Housing (HUD-VASH), Mainstream Vouchers for non -elderly persons with
disabilities, Foster Youth Initiative Program, Emergency Housing Vouchers, and Stability
Vouchers.
U01
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Description (continued)
Housing Programs Branch: Oversees the Homeownership Option Program (HOP),
Project Based Voucher (PBV) activities, including selection for PBV assistance,
environmental review requirements, subsidy layering and contract administration. The
branch also manages the Landlord Liaison program providing landlord incentives and
engagement support.
Support Services Branch: Conducts housing inspections, determines rent reasonableness,
and provides general and virtual clerical support services, including data entry, filing,
front desk and phone reception, form processing, and supply management.
Special Purpose Voucher Program Branch: Administers the Section 8 Family Self -
Sufficiency (FSS) Program by coordinating strategies and resources that help participants
obtain employment, build economic independence, and reduce reliance on welfare
assistance and rental subsidies.
Grants Management Division
The Grants Management Division administers County and federal grant programs that
primarily benefit low- and moderate -income individuals and households, ensuring
compliance with applicable regulations and effective use of public funds. This includes
the management of the Community Development Block Grant (CDBG), HOME
Investment Partnerships Program (HOME), HOME -American Rescue Plan (ARP),
National Housing Trust Fund (HTF), Emergency Solutions Grant (ESG) Program,
County Affordable Housing Production (AHP) Program, and other related grant
programs.
Program Objectives
Administrative Division
1. Maintain accurate and timely financial records by completing 100% of required
financial reports, reconciliations, and audits in compliance with County, state, and
federal requirements.
2. Identify and implement at least three administrative process improvements that
reduce processing time, costs, or resource use while maintaining service quality.
405
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Objectives (continued)
Community Development Division
Support the development, compliance, and long-term preservation of affordable
housing by providing coordinated project oversight, policy compliance, and asset
management services for County -supported housing initiatives serving low- to
moderate -income residents.
Development Branch
1. Provide project development and construction management oversight for 22
affordable housing projects, ensuring projects meet established schedules, budgets,
and regulatory requirements.
Planning Branch
1. Execute two affordable housing agreements in accordance with County Policies and
applicable state and federal requirements.
2. Implement delegated provisions of HRS 201H by developing and applying policies,
procedures, and approvals consistent with County authority.
3. Provide Fair Housing Act trainings to new landlords.
4. Respond to and provide assistance for 100% of Fair Housing inquiries referred to the
County Fair Housing Officer.
Asset Management Branch
1. Complete compliance monitoring and inspections of 42 housing properties annually,
including County -owned ground leases, commercial property leases, and property
leases supporting emergency shelters, permanent housing with supports, transitional
housing, and medical respite programs and provide written recommendations for
necessary improvements to preserve housing units.
2. Complete Affordable Housing Agreement Compliance Monitoring for six housing
projects to ensure adherence to affordability, occupancy, and reporting requirements.
3. Provide ongoing asset management oversight for five County -owned affordable
housing projects, ensuring safe operations, regulatory compliance, and long-term
asset preservation.
4. Publish two Requests for Proposals (RFPs) for Property Management services for
County -owned housing projects in accordance with procurement requirements.
5. Collaborate with affordable housing providers and property management agents to
allocate five to ten percent of available units within applicable projects to households
experiencing homelessness.
M1.
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Objectives (continued)
Community Engagement Division
1. Design, implement, and manage community -based programs and partnerships that
expand equitable access to services and opportunities, supporting housing stability,
financial resilience, and long-term self-sufficiency for Hawaii Island residents.
Special Programs Branch
1. Manage all active and newly executed construction contracts under the Residential
Repair Program (RRP) and implement outreach strategies to maintain contractor and
applicant participation.
2. Pursue and secure funding to sustain free Financial Empowerment Services for
County of Hawaii residents while effectively managing existing services through
contract oversight.
3. Home Improvement Loan Program (HILP): Conduct ongoing programmatic and
fiscal monitoring of 100% of secured loans and active applications to ensure
compliance, timely project completion, and effective use of funds.
4. Home Improvement Loan Program (HILP): Maintain a consistent intake of new HILP
applications, manage the waitlist when funds are fully committed, and promote
essential home repairs that preserve existing housing stock for low- and moderate -
income homeowners.
5. Home Improvement Loan Program (HILP): Strengthen engagement with local
contractors and conduct targeted outreach to increase public awareness of funding
opportunities for cesspool conversions, in anticipation of State of Hawaii compliance
requirements affecting homeowners.
Community Services Branch
1. Strengthen collaboration with existing networks and coalitions by supporting
community planning efforts and participating in coordinated events that enhance
community capacity and connection.
2. Facilitate regular Ho`owaiwai Community of Practice Network meetings and events
and produce and distribute monthly partner update newsletters to strengthen
communication and shared learning among partners.
3. Partner with government agencies and non-profit organizations to plan and participate
in at least one annual career and/or community resource fair to connect residents with
employment opportunities and essential services.
407
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Objectives (continued)
Existing Housing Division
1. Administer Housing Choice Voucher and Special Purpose Voucher programs in
compliance with HUD requirements, maintaining high utilization, regulatory
compliance, and positive participant outcomes.
2. Attain or maintain "high performer status" on the Section Eight Management
Assessment (SEMAP) annual rating certification with HUD.
Planning Branch
1. Review and update administrative rules to ensure alignment with current federal
regulations and local policies.
2. Prepare and submit the Public Housing Agency Annual Plan and Five -Year Plan in
full compliance with HUD requirements and required timelines.
3. Pursue all available Housing Choice Voucher and Special Purpose Voucher funding
opportunities and regulatory waivers to increase authorized budget authority and
expand assistance for very low-income households.
Rental Assistance Branch
1. Attain or maintain a 98% or greater utilization rate for the Housing Choice Voucher
programs.
2. Reduce the average time from voucher issuance to lease -up by implementing targeted
landlord outreach and participant support strategies.
Housing Programs Branch
1. Increase participation in the Housing Choice Voucher Homeownership Option
Program to at least 19 households by June 30, 2027.
2. Administer Project -Based Voucher (PBV) activities in compliance with HUD
requirements, including environmental reviews, subsidy layering, and contract
management.
3. Expand landlord participation by providing incentives and engagement opportunities
that support timely lease -ups and program retention.
Support Services Branch
1. Complete 100% of required Housing Quality Standards inspections within HUD -
mandated timeframes to ensure safe, decent, and sanitary housing.
2. Complete 100% of rent reasonableness determinations in compliance with HUD
standards and within required timeframes.
W
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Objectives (continued)
Special Purpose Voucher Program Branch
1. Provide Family Self -Sufficiency services to at. least 55 Housing Choice Voucher
(HCV) participants by June 30, 2027.
2. Increase the annual FSS graduation rate by 5% compared to the prior fiscal year.
3. Maintain an FSS Achievement Performance Score of 1 (Best) under HUD's FSS
Achievement Metrics (FAM).
Grants Management Division
Grants Administration Branch
1. Fund, monitor, and/or complete approximately eight CDBG projects in compliance
with program regulations, ensuring that at least 80% of project beneficiaries are low -
and moderate -income persons (<80% AMI).
2. Fund, administer, and/or complete approximately one HOME project in accordance
with program regulations, ensuring the following benefit targets:
• 100% of households <80% AMI
• 90% of rental units and TBRA for households <60% AMI
• 20% of rental units in projects with >5 units for households <50% AMI
3. Fund, administer, and/or complete approximately one HOME -ARP project in
accordance with program regulations, serving qualifying populations including
homeless individuals or families, those at risk of homelessness, victims of domestic
violence, Veterans, and other populations at risk of housing instability.
4. Fund, administer, and/or complete one rental housing project under HTF regulations,
benefiting 100% of extremely low-income households (<30% AMI).
5. Fund, administer, and/or complete one AHP project in accordance with program
Administrative Rules, benefiting homeowners and renters with incomes ranging from
30% to 140% AMI.
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Highlights
Community Development Division
• Kamakoa Nui Workforce Housing Project:
o State of Hawaii Library Leased Site Environmental Assessment - 100%
complete.
o Mini Loop Affordable Housing Road and Infrastructure Plans and Specifications
— 90% complete.
• `Ouli `Ekahi Affordable Housing Project:
o UXO clearance by U.S. Army Corps of Engineer— 100% complete
o Planning and design for interior and exterior renovation of 33 housing cottages —
100% complete.
o Planning and design for replacement of the on -site wastewater treatment plant,
trash enclosure and drainage improvements — 100% complete
Kula`imano Elderly Housing 50-unit Renovation Project: ongoing; 5% complete.
Kukuiola Village Shelter and Permanent Supportive Housing Site:
Kukuiola Emergency Shelter Project — Construction contract executed for the
construction of the Project that includes safe parking, 16 emergency shelter units,
a community center with a certified kitchen, and combined restroom and shower
facility.
o Kukuiola Permanent Supportive 50 Unit Housing Project —plans and
specifications - 90% complete.
• `0`6kala Affordable Housing Road and Infrastructure Project: Civil engineering
plans and specifications for a 30 Lot subdivision - 90% complete.
• `Ainako Affordable Housing Project Planning— Environmental Assessment - 90%
complete.
• Old Hilo Memorial Hospital Building Renovation:
o Phase 1 Design Plans and Specifications to reroof the building, selective
hazardous material abatements, exterior drainage work, and removal of selective
trees causing damage to the facility - 100% complete.
• Processed three Affordable Housing Agreements and received County Council
approval of one 201H application for 104-unit Hualalai Court affordable housing
project in Hilo.
410
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Highlights (continued)
Property management contract oversight for three County owned properties: the
Homes of Na Kahua O Ulu Wini Housing (96 units), Kula`imano Elderly Housing
Project (50 units) and `Ouli `Ekahi affordable housing projects owned by the County
— ongoing.
Ground lease monitoring at 12 County supported affordable housing sites - ongoing.
Fair Housing Act Implementation - Provided educational training to landlords, public,
and realtors through 41 Fair Housing trainings island wide that comprised 86 new
landlords while separately assisting 117 clients with Fair Housing inquiries/issues.
Community Engagement Division
Homeless Programs
• Prepared and presented Homelessness and Housing Fund Year 2 Impact Report for
the period of January 1, 2024 - January 31, 2025.
• Coordinated Entry System - worked with homeless services providers, as required by
federal and state homeless program funders, to ensure connectivity of those
experiencing homelessness or are at -risk of homelessness to appropriate housing
opportunities.
• Hawai`i County Homeless Engagement Hui - worked with homeless service
providers to ensure coordination and collaboration across homeless service providers.
• Secured State of Hawaii `Ohana Zone funding.
• Secured Federal Community Project Funding Grant to support the vertical
construction cost of Kukuiola.
• Issued 15 grant agreements via the Homelessness and Housing Fund Year 3 (Feb
2025 — Jan 2026).
• Secured Clarity Human Services Data Management software and began the build of
the system.
Residential Repair Program (RRP)
• Closed six RRP loans.
Pulled three applications from the RRP waitlist once funding availability confirmed.
Proactively pursued funding to sustain the program.
Home Improvement Loan Program (HILP)
• Secured Affordable Housing Production (AHP) Program funding to implement the
Home Improvement Loan Program, supporting essential home repairs that preserve
existing housing stock.
411
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Highlights (continued)
Community Engagement
• Implemented Phase 2 of the Emergency Rent Assistance program.
• Implemented Community -Based Social Services Navigator Program.
• Planned and facilitated quarterly Ho`owaiwai Community of Practice Network
Resource Fairs in partnership with other County agencies and non-profit
organizations.
• Participated in Pehea ka `Aina, Ola ka `Ainal quarterly events.
Existing Housing Division
Housing Voucher Programs (Rental. Assistance Subsidy):
o Assisting over 2,300 families per month through the Housing Choice Voucher
(HCV) Section 8 programs including, Project -Based Vouchers (PBV), Veterans
Affairs Supportive Housing (HUD-VASH) vouchers, Mainstream Vouchers for
non -elderly persons with disabilities (MS), Foster Youth to Independence
Initiative Program (FYI), Stability Vouchers (SV) and Emergency Housing
Vouchers (EHV).
o Applied for and Awarded 46 additional HUD-VASH housing vouchers for
Veterans.
Family Self -Sufficiency (FSS) Program:
o Assisting 50 families in the FSS Program through Counseling, financial
management, goal setting and goal meeting requirements.
o Signed 15 new Contracts (New participants on the FSS program (match -savings
program incentive to increase income over time)).
o Graduated three participant families from the FSS program.
Escrow could be used as a down payment on their first home.
Homeownership Option Program (HOP):
o The Existing Housing Division is currently contributing a portion to the family's
mortgage on a monthly basis for 17 families with the Homeownership program.
Instead of paying a portion of the rent, the Public Housing Agency (PHA) may
pay a portion of the mortgage with the Homeownership program.
High Performing Housing Agency
o The PHA was awarded the status of "High Performing Agency" from the United
States Department of Housing and Urban Development (HUD) through recent
Section Eight Management Assessment Program (SEMAP) quality control of the
PHA's operations. This includes Accurate Determination of Adjusted Income,
Integrity of our Waitlist, Inspections, Housing Quality Standards (HQS)
Enforcement, Timely Re -Exams and other measurable outcomes.
412
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Highlights (continued)
• Project -Based Voucher Leasing Efforts at Hale Nd Koa `O Hanakahi
o The PHA coordinated efforts in leasing 50 families with project -based voucher
units at Hale Na Koa `O Hanakabi, with a preference for Veterans and surviving
spouses at this new construction facility across of Waidkea High School in Hilo.
The new development was 100% leased by 12/31/2024.
• Leasing efforts were underway at Kauhale I Ke Kula Uka
o The PHA coordinated efforts in leasing 75 project -based voucher units at Kauhale
I Ke Kula Uka. Units consisted of two -bedroom and three -bedroom sized units in
Kailua-Kona. Families will start moving into the complex on 12/1/2025.
• Executed Project -Based Voucher, Agreement to enter into Housing Assistance
Payments Contract (AHAP) for Nd�Hale Makoa in Waikoloa, prior to breaking
ground.
o Thirty units in the new affordable housing project supported by PBVs.
• Professional Development Workshops
o Communications: All EHD staff and staff from other housing divisions completed
a Conscious Communication Workshop for all staff to improve inter -office
communications as well as all communications with the public.
Grants Management Division
• The OHCD executed a Grant Agreement with HUD for 2025 CDBG funding for
$2,743,195 and is in the process of completing the environmental reviews for its 2025
selected projects.
413
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Measures
Community Development Division
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
# of affordable housing agreements executed
2
2
3
# of affordable housing projects provided assistance
21
25
25
# of for -rent affordable housing units constructed
200
100
100
# of for —sale affordable housing units constructed
2
0
1
# of housing —related studies completed
2
0
0
# of FH awareness videos translated to another
Ian ua a completed
0
1
0
# of FH trainings for general audiences
41
40
40
# of new landlords attending Fair Housing training+
86
60
60
# of persons assisted with FH inquiries/issues
65
65
65
# of visitors to the County's dedicated Fair Housing
website
1,938
1,000
1,000
# of projects assisted with construction management
3
5
5
+ Workshop now held virtually
Community Engagement Division
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Amount of funding secured to ensure continuity of
Financial Empowerment Services (FES)
$404,182.39
$500,000
$500,000
# of FES co -location sites*
1
2
-
Amount of ERAP assistance dispursed to community*
$2,099,230.20
$2,020,351
# of RRP/HILP loans executed*
0
17
-
# of Ho owaiwai Networking and Resource Fairs
4
4
2
*Measure no longer tracked as of FY 2026-27.
Existing Housing Division
FY 2024.25
FY 2025-26
FY 2026-27
Actual
Budget
Estimate
Amt of funds Administered through the Housing
$28,919,892,58
32,000,000
30,500,000
Choice Voucher Program
Housing Choice Voucher Program:
% of funds utilized (total amount of rental assistance
100%
98%
100%
used as a percent of the budget authorized)
Section 8 Family Self -Sufficiency Program:
50
55
55
# of participants on contract with program
Section 8 Homeownership Program:
# of participants who purchased a home through the
17
17
17
program
414
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Program Measures (continued)
Grants Management Division
FY 2024-25
FY 2025-26
FY 2026-27
Actual
Budget
Estimate
$ of grant funds received for the County. Solicit
project proposal, review, rank, rate, make
$2,743,195
$2,600,000
$2,600,000
recommendations for approval for grants and execute
ant agreements
Spend down CDBG funds to comply with HUD's
$4,114,793
$3,900,000
$3,900,000
ratio of rant amount to balance by Aril
% of CDBG funds that will benefit persons earning
less than 80% of the median income as established by
100%
100%
100%
HUD
# of HOME -ARP rental or for -sale units for the
families or individual of the HOME -ARP qualifying
6
6
6
populations
% of HOME funds that will benefit persons earning
less than 80% of the median income as established by
100%
100%
100%
HUD
% of HTF funds that will benefit persons earning less
than 30% of the median income as established by
100%
100%
100%
HUD
# of HUD projects administered/ monitored
18
16
16
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Number of Positions
67
67
67
Salaries and Wages
4,562,297.08
5,277,136
5,433,207
Operations
45,587,403.45
44,775,121
43,271,790
Equipment
130,453.13
589,430
529,507
Program Total
50,280,153.66
50,641,687
49,234,504
415
HOUSING
KULA'IMANO ELDERLY HOUSING FUND
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Operations
598,506.01
642,133
640,205
Equipment
15,353.79
11,360
11,258
Kulaimano Re 1 Reserve Acct
-
46,398
91,000
Program Total
613,859.80
699,891
742,463
416
HOUSING
'OULI 'EKAHI HOUSING FUND
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Request
Operations
516,350.35
458,860
595,894
Equipment
-
3,622
8,945
`Ouli `Ekahi Housing Pro' Re 1 Reserve Acct
-
17,800
9,681
Program Total
516,356.35
480,282
614,520
417
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Personnel Position Summary
Position Title
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Housing Administrator
I
1
1
Assistant Housing Administrator
1
1
1
Account Clerk
3
3
3
Accountant
I
I
1
Accountant H
3
3
3
Accountant III
1
I
I
Administrative Services Officer 1
1
1
1
Clerk I1
2
2
2
Clerk III
2
2
2
Housing & Community Dev Specialist I
2
-
-
Housing & Community Dev Specialist II
1
3
1
Housing & Community Dev Specialist III
I
11
13
Housing & Community Dev S ecialist IV
9
9
9
Housing & Community Dev Specialist V
10
10
10
Housing & Community Dev Specialist VI
4
4
4
Housing & Community Development Technician H
2
2
2
Housing Administrative Assistant
1
1
I
Housing ualit Standards Technician IH
4
4
4
Information & Education Specialist II -
1
1 _
1
Private Secretary
1
I
1
Senior Account Clerk
2
2
2
Special Program Coordinator
1
-
-
Human Resources Technician II
1
1
1
Student Helper I
2
2
2
Information Systems Analyst IV
1
1
Total
67
67
67
HOUSING
OFFICE OF HOUSING & COMMUNITY
DEVELOPMENT
Miscellaneous
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Fringe Benefits
FICA
312,642.13
359,516
389,326
State Retirement System
969,184.72
1,068,014
1,221,414
Health Fund
499,007.47
609,957
661,598
Workers Comp
37,852.72
225,000
225,000
Total Fringe Benefits
1,818,687.04
2,262,487
2,497,338
Other Costs
Provision for Compensation Adjustments
-
340,485
340,485
Provision for Training
-
17,694
17,694
Ulu Wini Re 1 Reserve Acct
-
12,060
306,974
Total Other Costs
-
370,239
665,153
Total Miscellaneous
1,818,687.04
2,632,726
3,162,491
419
GEOTHERMAL
ASSET FUND
PLANNING
GEOTHERMAL ASSET FUND
Mission Statement
The Geothermal Asset Fund shall be funded by payments made by Puna Geothermal
Venture, a Hawaii Partnership, its successors or assignees and the State of Hawaii for
the purpose of compensating persons impacted by geothermal energy development
activities pursuant to the provisions incorporated in Geothermal Resource Permit No. 2.
Department Goals
The Planning Commission is authorized to direct the payment of money from the
Geothermal Asset Fund to claimant(s) whom the Planning Commission finds has been
adversely impacted by activities authorized or unauthorized by Geothermal Resource
Permit No. 2,'issued by the County of Hawaii, and to authorize payment for community
approved geothermal impact mitigation projects within the District of Puna.
Program Description
All Claims for release of monies from the Geothermal Asset fund will be presented to
and reviewed by a Profession Claims Adjuster, who will then present its findings and
recommendations to the Planning Commission. The Planning Commission will review
these findings and then render a decision.
Program Objectives
The Geothermal Asset Fund shall be administered in an efficient and responsible manner
complying with all applicable ordinances and rules.
Funding Source and Position Count
Geothermal Asset Fund
$150,000
Geothermal Asset Fund
Grant Revenue
-
Grant Revenue / Other
Total Budget:
$150,000
Total Number of Positions
420
PLANNING
GEOTHERMAL ASSET FUND
Program Highlights
No new claims to the Geothermal Asset Fund were submitted in FY 2024-25.
Program Measures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Estimate
Claims
1 0
1
1
Program Expenditures
FY 2024-25
Actual
FY 2025-26
Budget
FY 2026-27
Reguest
Operations
50,000
150,000
Program Total
50,000
150,000
E1901