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Home My WebLink AboutCOM 0754.001 2024-2026C. Kimo Alameda, Ph.D. Mayor William V. Brilhante Jr. Managing Director Diane Nakagawa Director Malia A. Kekai Deputy Director County of Hawaii Finance Department 25 Aupuni StreeC Suite 2103 • Hilo. Hawaii 96720 C:)-C,) (808)961-8234 • Fm (808)961-8569 ZD March 2, 2026 N O-< —n 1771 Dr. Holeka Goro Inaba, Council Chair and Members of the Hawaii County Council, Hawaii County Council `t 25 Aupuni Street Hilo, Hawaii 96720 The budget and program reviews for the County of Hawai`i's Departments and Agencies will begin on April 14, 2026. I am enclosing a booklet containing the reports entitled, Six Month Progress Report on Program Objectives for FY 2025-26 and Final Status Report on Program Objectives for FY 2024-25. These reports provide information to the members of the County Council so they may evaluate our program accomplishments for the first six months of the current fiscal year and for the last fiscal year. Should you have any questions or need more information, please don't hesitate to call Ted Schrey, Budget Administrator, at 961-8259. Thank you very much. Diane Naka aad Director of Finance APPROVED: C. Kimo Alameda, Ph.D. Mayor Enc. (NOTE: Duplicate copies are not available of this document due to its size, but it may be viewed in the Office ofttheCCounty Clerk, or on the County's home age by choosing "Our County" then "CounciliRecords" then navigating to the document.5 Comm. No. S Hawaii County is an Equal Opportunity Employer and ProvidePef. To: Ref. Date MAR 2 COUNTY OF HAWAI`1 Departmental & Agencies' SIX MONTH PROGRESS REPORT ON PROGRAM OBJECTIVES FOR FY 2025-26 and FINAL STATUS REPORT ON PROGRAM OBJECTIVES FOR FY 2024-25 Table of Contents Within each of the following departmental, agency, or fund section, contains the: • Six Month Progress Report on Program Objectives for FY 2025-26 (white pages) • Final Status Report on Program Objectives for FY 2024-25 (yellow pages) 1. Aging 2. Animal Control 3. Civil Defense Agency 4. Corporation Counsel 5. County Auditor 6. County Council + County Clerk 7. County Physicians 8. Elderly Activities 9. Environmental Management 10. Finance 11. Fire 12. Human Resources 13. Information Technology 14. Liquor Control 15. Management 16. Miscellaneous Accounts 17. Office of Sustainability, Climate, Equity, and Resilience 18. Parks & Recreation 19. Planning 20. Police 21. Prosecuting Attorney 22. Public Works 23. Research and Development 24. Highway Fund 25. General Excise Tax Fund 26. Sewer Fund 27. Short -Term Vacation Rental Enforcement Fund 28. Cemetery Fund 29. Bikeway Fund 30. Beautification Fund 31. Vehicle Disposal Fund 32. Solid Waste Fund 33. Golf Course Fund 34. Geothermal Relocation & Community Benefits Fund 35. Housing Fund 36. Geothermal Asset Fund AGING AGING 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. In the first six months of FY 2025-26, Hawai`i County Office of Aging (HCOA) contractors provided 23,878 transportation trips for 847 individuals for medical, essential shopping, resource agencies, nutrition sites, recreation classes and activities. These transportation services helped them to live independently and remain in their own homes. 1.2: To provide older individuals with critical fall prevention information in order to minimize and reduce their risk of falls by making changes to their home environment. The Aging and Disability Resource Center (ADRC) provided fall prevention training to 50 individuals from July 111, 2025 — December 1611, 2025. Trainings were held in Hilo, Kona, Pepe`ekeo and Papa`ikou. The ADRC joined the states Fall Prevention Coalition in November 2025 to help enhance fall prevention offerings on Hawaii Island. Fall Prevention information and materials were shared with over 1,000 kupuna, caregivers and individuals with disabilities during options counseling, through materials provided in our resource library, and information shared at resource fairs and outreach efforts. • 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. Individuals that participated in program services in six months had fewer physician visits, did more strength and aerobic exercises and experienced fewer chronic conditions, pain, fatigue, shortness of breath and stress. Six Month Progress Report on Program Objectives for FY 2025-26 AGING • 1.4: To allow older individuals to participate in a congregate meal program to improve their social well-being and reduced feelings of isolation. In the first six months of FY 2025-26, HCOA contractors provided 15,864 meals for 497 individuals at 13 congregate meal sites around the island. Participation in the Congregate meal program improves social well-being and reduces feelings of isolation and loneliness. 1.5 To connect Kupuna and Caregivers with the ADRC to receive information on opportunities to increase their social connections. The ADRC hosted or participated in ten outreach events across Hawaii Island over the past six months. Areas targeted for outreach included, Hilo, Kona, Kea`au, Papa`aloa, Honoka`a, North Kohala and Kapa`au. During the ten outreach events, ADRC was able to connect with over 500 Kupuna and/or caregivers. Information shared during these outreach events included written materials, verbal talking points and a free Kupuna Social Connection resource directory focused on sharing the importance of making and maintaining social connections. In November, the ADRC created a needs assessment which includes a category focused on social connection needs. Need assessments are currently being completed by our community members and results will follow in our end -of -year report. 2. To allow older adults in Hawaii County to have the opportunity to age in place by providing access to Home and Community Based Services (HOBS). 2.1: To provide older adults in Hawaii County the opportunity to age in place by providing access to Home and Community Based Services (HOBS). Aging and Disability Specialists provided information on HCBS to over 704 people during the first half of the year. Specialists completed eligibility screening, intake and the referral process for 103 individuals to ensure access to the Office of Aging's Kupuna Care program for HCBS and Case Management support. The ADRC followed up on 116 incoming referrals submitted by medical entities across the island and connected individuals to in -home services, transportation and meal programs, and eligible HCBS through client's insurance. Six Month Progress Report on Program Objectives for FY 2025-26 • 2.2: To increase access to HCBS for Kupuna Care (KC) participants through the implementation of a comprehensive person -centered support plan developed by their case manager. As of 12/31/25, 269 seniors have received case management services, representing 49% of the FY 2025-26 goal of 550. This progress reflects efforts to increase access to Home and Community -Based Services (HCBS) for Kupuna Care participants, supported by the continued implementation of person -centered support plans. 2.3: To increase participants in the Kupuna Care Program to access Home and Community -Based Services (HCBS) which will enable them to continue living in their home safely with dignity and remain engaged in the community. As of 12/31/25, 269 seniors have received case management services, representing 49% of the FY 2025-26 goal of 550. While we are on track to meet the number of individuals served, the ongoing worker shortage limits the scope of services, particularly in rural areas. Despite these challenges, we are actively working to address workforce shortages to ensure more seniors can access HCBS, allowing them to live safely at home and stay engaged in the community. 3. To allow Hawaii County's older adults and people with disabilities to be able to age in place by expanding access to Home and Community Based Services (HCBS). • 3.1: To provide a comprehensive set of person -centered support plans, developed by the case manager, to provide Kupuna Care (KC) participants with broader access to HCBS. HCOA's contracted Kupuna Care Case management agencies provided person -centered care and support to seniors experiencing diminished functioning capacities and/or cognitive limitations. Person -centered care assists seniors and /or caregivers in establishing individualized support plans by identifying unmet needs, establishing client goals and assisting seniors and/or caregivers with access to services and resources needed to effectively manage their daily living activities. Case Management: 269 seniors received case management services between 7/1/25-12/31/25, representing 49% of projected goal of 550 for FY 2025-26. Six Month Progress Report on Program Objectives for FY 2025-26 LAWN AGING • 3.2: To provide KC participants with a care plan, developed by their case manager, to allow them to remain safely in their homes. Kupuna Care participants received access to Home and Community -Based Services (HCBS), with case managers creating person -centered care plans that help Kupuna live safely and with dignity in their homes while staying engaged in the community Home and Community Based Services (HCBS) 7/1/25-12/31/25 4 F b 4 3'aY �AitFYS ow ufrfberu a 56 1Ya4$ ®�.' %'%. rce � WE Personal care .{` J'3/iYW' F 3j4 itsgr � 3,463.00 f '� i _i<.( /fig$ ✓ <� $112,802.00 93 Homemaker 5,048.00 148,582.00 5 Chore 58.00 1,888.00 7 Adult Day Care 779.75 12,307.50 16 Assisted Transportation 343.00 13,085.00 • 3.3: To provide options counseling to consumers through the ADRC and increase access to HCBS. 1,624 unduplicated connections were recorded in the aging database systems (Wellsky) during this reporting period. 704 of the connections resulted in Option Counseling sessions providing important information on Home and Community Based Services and long-term care service options. 4. To prepare Hawaii County's older adults for health threats and disasters. • 4.1: To ensure ADRC outreach practices include information on disaster planning. The HCOA/ADRC will collaborate with community partners and experts in disaster planning to ensure information on disasters disseminated from our office is useful and accurate. The ADRC continues to focus on providing proactive, person -centered emergency planning to our aging and disabled populations. The ADRC emergency planning training includes a workbook; to go starter kit and is focused on helping people set up natural supports prior to an emergency so they have the support they for all types of disasters/emergencies. The ADRC Six Month Progress Report on Program. Objectives for FY 2025-26 AGING AGING is actively collaborating with AARP and Civil Defenses efforts to engage senior housing complex management teams in discussion to lead to best practices for emergency planning for their residents. • 4.2: To allow consumers to participate in a HCOA sponsored emergency preparedness activity, or receive HCOA/ADRC disaster preparedness materials, so they will be better prepared for emergency/disaster situations. Fifty-five participants received the ADRC disaster preparedness training. Four training sessions were held during the first half of the year. Training included participants with disabilities and Veterans. 4.3: To create a personalized emergency preparedness'plan, in collaboration with their case manager, to mitigate and minimize potential future emergencies or disasters. Case managers work closely with kupuna care recipients and their caregivers to develop a comprehensive emergency preparedness plan as part of the participant's support plan, helping to ensure safety, continuity of care, and readiness in the event of natural disasters or emergencies. 5. 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. 5.1: To provide support services such as counseling, training, and information that will better prepare caregivers to perform their caregiver duties. Fifty-seven individuals who were provided with opportunities to participate in Caregiver Counseling services and Caregiver training and information sessions reported high satisfaction with services provided to assist in their caregiver roles. • 5.2: To provide caregivers a pre and post "Burden Scale" assessment by their case manager to help reduce caregiver stress after receiving respite services. Caregiver respite care is essential for reducing stress and burnout, offering caregivers temporary relief from their duties, supporting their physical and mental well-being, and giving them time to attend to personal needs and responsibilities. Six Month Progress Report on Program Objectives for FY 2025-26 In addition to services provided directly to kupuna in Hawaii County, caregivers received respite support through the Family Caregiver Support Services program. Family Caregiver Support Services 7/1/25-12/31/25 • Data: Number of caregivers served: 25 • Data: Total number of HCBS respite hours provided: 1,866.75 • Cost: $39,716.75 • Sixty-eight percent of participants reported a reduction in caregiver burden on the Post -Burden Scale assessment. • 5.3: To provide options counseling sessions for caregivers to help increase their knowledge of the services available to aid them in their caregiving roles. The ADRC provided options counseling to 704 individuals. 315 of these sessions were with caregivers. 178/315 were with caregivers directly related to people in need. 6. To ensure underserved aging and disabled populations have equitable access to programs and services. • 6.1: To ensure and provide consumers, with legal services that will help those from diverse populations and communities. 179 referrals were made from the ADRC to Legal Aid for legal assistance. Referrals made helped support people in setting up their Power of Attorney's, Wills, Advanced health care directives, conservatorship/guardianship and supported individuals with divorce proceedings. Legal support also assisted people with resolving financial matters and housing disputes. • 6.2: To ensure all persons who interact with the HCOA/ADRC through its many services and programs will feel they were treated with respect and dignity. The ADRC sends out monthly satisfaction surveys to people who interacted with the ADRC. The following survey results showed that people interacted with the ADRC felt they were treated with respect and dignity. Six Month Progress Report on Program Objectives for FY 2025-26 VAT N AGING 1. Did you feel your experience was all encompassing regardless of race, religion, sexual orientation, financial status, country of origin or belief systems. 100% of respondents strongly agreed. 2. Based on your experience with the ADRC, the service specialist you spoke with was professional and respectful. 93% strongly agreed and 7% agreed. • 6.3: To ensure all clients who have been discharged from the Kupuna Care Program were fully centered around their individual needs and beliefs. Survey results: 82% of survey respondents reported case manager: Exceeded expectation 12% of survey respondents reported case manager: Met expectation 6% of survey respondents reported case manager: Below expectation with the services they received from their case manager. 6A To ensure all caregivers who receive counseling services provided were inclusive and equitably presented. Caregiver Counseling services are marketed by contractors to provide counseling services to Hawaii Island Caregivers. Six Month Progress Report on Program Objectives for FY 2025-26 bn „. x.. „F , pm ,�:....,,,, m„..arx, r x. • • • � .: Objective 1: Continue to advise and inform the administration on issues facing people with disabilities. The committee is actively recruiting. Objective 2: Committee shall provide minimally one (1) annual report to the mayor. The committee is actively recruiting. Objective 3: To improve the public awareness of people with disabilities in Hawaj`i County. The committee is actively recruiting. Six Month Progress Report on Program Objectives for FY 2025-26 AGING AGING 1. Older adults in Hawaii have the opportunity to live well. • 1.1: 75% of older individuals receiving transportation services to medical, shopping, access to community resources, congregate meal sites, and recreational activities, will indicate they were able to continue to live independently, and live well within their communities. 71% 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. • 1.2: 65% of seniors who receive information and/or training on fall prevention, will indicate the increased knowledge of fall prevention and awareness, allowed them to live safer in their homes. Between July 1, 2024, and June 30, 2025, the Aging and Disability Resource Center (ADRC) provided in -person fall prevention training to over 230 individuals. Participant feedback from post -training surveys indicated strong positive outcomes: • 99% of participants found the training helpful. • 96% reported the training helped them identify potential fall hazards in their homes. • 81% used the information to make changes aimed at reducing their risk of falling. • 77% stated their concerns about falling decreased after the training. In addition to in -person sessions, the ADRC developed and mailed a fall prevention publication to over 3,000 kupuna and caregivers across Hawaii Island. Distributed during National Fall Prevention Week (September 23- 27), the newsletter included important resources such as fall -related statistics, prevention tips, the CDC's Stay Independent fall risk assessment, home safety checklists, and more. Final Status Report on Program Objectives for FY 2024-25 AGING AGING • 1.3: 50% of Better Choices Better Health program participants will indicate they received information and participated in activities that increased their knowledge on making better healthy living choices. Over 85% of participants who returned questionnaires and surveys reported increased strength and higher levels of physical activity. Many also noted improvements in key health outcomes, including reduced pain, fatigue, and shortness of breath. A full -year program report is completed each January, with the most recent released in January 2025. The next report is scheduled for publication in January 2026. 1.4: 50% of older individuals who participate in the congregate meal program will indicate they improved their social well-being and reduced feelings of isolation. 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. 2. Hawai`i County's older adults and people with disabilities will be able to age in place by expanding access to Home and Community Based Services (HCBS). • 2.1: Through a comprehensive set of person -centered support plans, developed by the case manager, 40% of Kupuna Care (KC) participants will indicate they had broader access to HCBS. HCOA's contracted Kupuna Care case management agencies delivered person -centered care and support to seniors experiencing reduced functional abilities and/or cognitive challenges. This approach focused on developing individualized support plans in collaboration with each senior and/or their caregiver. Case managers helped identify unmet needs, set client -centered goals, and connect individuals to the services and resources necessary to effectively manage their activities of daily living. Final Status Report on Program Objectives for FY 2024-25 AGING AGING Case Management: 459 seniors received case management services between 7/1/2024 — 6/30/2025. Unduplicated number served; 459 of projected goal of 550 FY 2024-25. Case managers requested 7,415 units of case management services. Case Managers connected individuals and families to Home and Community Base services. Chart below shows the number of units provided between 7/1/2024 — 6/30/2025. Undup Number served Service Total units ill Personal care 10,249 163 Homemaker 14,895 9 Chore 127 13 Adult Day Care 511 36 Assisted Transportation 1,326 • 2.2: 40% of KC participants who receive a care plan, developed by their case manager, will indicate that access to HCBS allowed them to remain safely in their homes. As part of HCOA's quality assurance process, all clients and/or caregivers discharged from Home and Community -Based Services (HCBS) received a follow-up phone or mailed survey requesting feedback on the quality of services provided, Responses were recorded by administrative staff and monitored by the Aging and Disability Services Manager, overseeing case management and the vendor pool. Between July 2024 and June 2025, a total of 28 survey responses were received. Of these: • 70% reported that the quality of services exceeded expectations • 25% felt that services met expectations • 5% indicated the question was not applicable It should be noted that staff shortages impacted the distribution and administration of phone surveys, limiting the ability to collect a larger number of responses. Final Status Report on Program Objectives for FY 2024-25 AGING AGING • 2.3: 50% of consumers who receive options counseling through the HCOA ADRC, will report that their knowledge of the availability and how to access HCBS increased. During the reporting period, ADRC Aging and Disability Specialists completed 1,548 Options Counseling sessions to assist ktipuna and their caregivers in understanding and accessing long-term support services. To evaluate service quality, surveys were mailed to a random sample of individuals who interacted with the ADRC over the past year. Among the respondents, 58% contacted the ADRC on their own behalf, while 42% were caregivers. Of those who returned the survey: • 67% reported being successfully connected to beneficial services and resources • 96% felt the specialist was knowledgeable about available services and support • 80% said they were more aware of services and resources after speaking with an Aging and Disability Specialist In total, the ADRC processed 3,745 calls and walk-in visits, providing information and connections to a wide range of resources, including the Kupuna Care Program, Legal Aid Society, meal programs, transportation services, health insurance, housing support, financial counseling, and other community -based services. As a result of these interactions, the ADRC submitted: • 433 referrals to the Legal Aid Society • 287 referrals to the Kupuna Care Program • A total of 995 formal referrals to various partner programs, including transportation and nutrition services Final Status Report on Program Objectives for FY 2024-25 AGING 3. Hawai`i County's older adults are prepared for health threats and disasters. • 3.1: 40% of participants who participate in the online disaster preparedness tutorial, will indicate they had a better understanding of how to prepare for public health threats. Visitors to the hcoahawaii.org website previously had access to the Person - Centered Preparedness Video and were able to download the Person -Centered Emergency Planning Workbook. However, the website is currently undergoing reconstruction by the State's Executive Office on Aging. As a result, these resources are temporarily unavailable. Website updates began in early December 2024, with completion anticipated by the end of January 2026. Once the site is live again, access to these preparedness tools will resume and remain available as an ongoing online resource. In the meantime, a referral page to the ADRC is available on the website. • 3.2: 40% of participants who receive informational materials on natural and man- made disasters will feel they were better prepared to meet and plan for those types of future threats. The ADRC continued to offer Person -Centered Emergency Planning sessions throughout FY 2024-25. Each session lasted approximately two hours and included an informational video followed by a facilitated discussion on various types of disasters and strategies for effective preparation. The program emphasized proactive planning for emergencies (whether personal, localized, or island -wide) and encouraged participants to identify and utilize natural support networks such as friends, neighbors, family members, and acquaintances. The sessions also highlighted available county and nonprofit resources. Participants received a free emergency planning workbook to help them complete a personalized plan, as well as a "starter" Go Bag to support initial preparedness efforts. Final Status Report on Program Objectives for FY 2024-25 AGING AGING During the fiscal year, the ADRC delivered in -person emergency planning sessions to over 80 individuals. Additionally, more than 300 individuals received the Emergency Preparedness Handbook during various ADRC outreach events. Of the 80 participants, 20 responded to a post -session survey. Survey results showed: • 100% of respondents felt more prepared for an emergency • 95% felt more prepared specifically for a natural disaster • 3.3: 50% of all consumers who participate in a HCOA sponsored emergency preparedness activity, or receive emergency response informational training materials, will report that the HCOA ADRC is a trusted resource for emergency and disaster related information. 100% of ADRC emergency preparedness session participants stated they would recommend the planning session to others. 4. Caregiving: Enhancing Services and support for Caregivers. Hawaii County caregivers will have a broad array of services and supports to effectively care for their loved ones. Caregiver respite care is a vital component of any caregiving program, aimed at preventing or reducing the stress and burnout often experienced by caregivers. These services provide temporary relief, allowing caregivers to take a necessary break from their daily responsibilities. Respite care not only helps ease the emotional and physical burden on families but also supports caregivers in maintaining their own health and well-being, enabling them to continue to provide high -quality care to their loved ones. Additionally, respite services give caregivers the opportunity to manage personal responsibilities beyond their caregiving role. Final Status Report on Program Objectives for FY 2024-25 AGING Regarding Kupuna Care/Caregiver Respite program, the following shows the number of caregivers who received respite from their caregiving duties. Kupuna Care HCBS: 7/1/2024 - 6/30/2025 Data: Number of caregivers served: 54 Data: Total number of HCBS respite hours provided: 3,517 • 4.1: 25% who receive support services such as counseling, training, and information will indicate that they are better prepared to perform their caregiver duties. 75% of Caregivers who turned in a survey report were better prepared to perform their caregiver duties. Number of Caregivers Served Caregiver Counseling OAA 7/1/2024 — 6/30/2025: 23 individuals served Number of Caregivers Served Caregiver Training 7/1/2024 — 6/30/2025: 46 individuals served Number of Caregivers Served Caregiver Information 7/1/2024-6/30/2025: 4,000 individuals received information. • 4.2: 30% of caregivers who receive a pre and post "Burden Scale" assessment by their case manager will indicate a reduction in caregiver stress after receiving respite services. Kupuna Care Case Managers had caregivers complete the pre and post "Caregiver Burden Scale" assessment at the time of intake and discharge. Caregivers also received a satisfaction survey post service. 55% of caregivers who responded to the survey felt satisfied with the respite services provided and felt they had more quality time with their loved ones along with more time for self -care for themselves. Final Status Report on Program Objectives for FY 2024-25 AGING AGING • 4.3: 40% of caregivers who receive options counseling services will report an increase in knowledge of services available to caregivers. The ADRC made changes to its satisfaction survey to better track satisfaction, specifically from caregivers. Past surveys were sent to both consumers and/or caregivers without the ability to track specific responses from each group. To date, ADRC has received only 19 survey responses from caregivers; data is too limited to report other than respondents on average who felt more knowledgeable about services. The ADRC will continue to target additional caregivers for surveys to receive more responses going forward. 5. Underserved aging and disabled populations have equitable access to programs and services. • 5.1: 40% of consumers receiving legal services will be from diverse populations and communities. Between July 1, 2024 and June 30, 2025, 66% of the people we assisted were of diverse populations and 43% were from rural communities. • 5.2: 60% of consumers accessing services provided through HCOA will report their experience was all encompassing regardless of race, religion, sexual orientation, financial status, country of origin, or belief systems. 98% of consumers reported satisfaction. • 5.3: 60% of clients discharged from the Kupuna Care Program, will indicate the services received were all inclusive to their needs. 70% of clients discharged from the Kupuna Care Program indicated the services received were all inclusive to their needs. Final Status Report on Program Objectives for FY 2024-25 AGING • 5A 50% of caregivers who receive counseling services will report that the services provided were inclusive and equitably presented. 75% of caregivers who received counselling services reported services were inclusive and equitable. Final Status Report on Program Objectives for FY 2024-25 AGING COMMITTEE ON PEOPLE WITH DISABILITIES 1. Continue to advise the administration on issues facing people with disabilities. The Mayor's Committee on People with Disabilities (MCPD) met on the following dates: ■ 7/19/2024 ■ 9/13/2024 ■ 10/18/2024 ■ 11/22/2024 HCOA and ADRC provided representation at all MCPD meetings. HCOA provided support for logistics, scheduling, note taking and communication throughout the duration of the Committee meetings. 2. Work with communities to help improve education and public awareness of people with disabilities. The MCPD discussed several topic areas during the duration of the committee and submitted their Annual Advisory Report to then Mayor Mitchell Roth in November 2024. The annual report included recommendations for the following: ■ Emergency Preparedness ■ Employment ■ Mental Health and Substance Abuse Services ■ Deaf/hard of Hearing Services ■ Election Accessibility ■ Paratransit Services ■ Female -Specific Disabilities 3. Continue to improve accessibility of County facilities and programs for people with disabilities. The committee heard public testimony pertaining to concerns about beach access and bus access for people with disabilities. The committee discussed having a presentation from Mass Transit for an update on accessibility improvements. Final Status Report on Program Objectives for FY 2024-25 10 2 ANIMAL CONTROL ANIMAL CONTROL AND PROTECTION - ANIMAL CONTROL AND PROTECTION 1. 90% of vicious dog calls will be responded to within two hours. Of 80 calls received referencing vicious dogs, 77 calls were responded to within two hours, or 96% 2. 90% of calls regarding loose animals posing a public safety hazard calls will be responded to within two hours. Of the 15 calls received referencing loose animals posing a safety hazard to the public,12 calls were responded to within two hours, or 80%. 3. 90% calls regarding injured animals will be responded to within two hours. Of the 199 calls received referencing injured animals, 191 calls were responded to within two hours, or 96%. 4. 90% of calls for animal control assistance from the police will be responded to within three hours. Of the 124 calls for animal control assistance by police, 124 calls were responded to within three hours, or 100%. 5. 90% of animal cruelty and neglect cases will be responded to within 24 hours and resolved within 14 working days. Of the 137 calls for cruelty and neglect cases, 126 calls were responded to within 24 hours, or 92%. 6. 90% of license, loose dog and any non-cruelty/neglect cases will be responded to within 48 hours and resolved within five working days. Of the 1,135 calls for loose dogs and any non -cruelty cases,1,081 calls were responded to within 48 hours, or 95%. 7. Eighty-four sweeps of problem communities per year. Conducted 60 sweeps in problem communities island wide, or 1.15%. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank ANIMAL CONTROL AND PROTECTION ANIMAL CONTROL AND PROTECTION 1. 90% of vicious dog calls will be responded to within two hours. Of 148 calls received referencing vicious dogs, 133 calls were responded to within two hours, or 90%. 2. 90% of loose animals posing public safety hazard calls will be responded to within two hours. Of the 282 calls received referencing loose animals posing a safety hazard to the public, 258 calls were responded to within two hours, or 91%. 3. 90% of injured animal -related calls will be responded to within two hours. Of the 438 calls received referencing injured animals, 410 calls were responded to within two hours, or 94%. 4. 90% of calls for animal control assistance by the police will be responded to within three hours. Of the 323 calls for animal control assistance by police, 310 calls were responded to within three hours, or 96%. 90% of animal cruelty and neglect cases will be responded to in 24 hours and resolved in 14 working days. Of the 237 calls for cruelty and neglect cases, 215 calls were responded to within 24 hours, or 91%. 6. 90% of licensed, loose dogs and any non-cruelty/neglect cases will be responded to in 48 hours and resolved in five working days. Of the 1,103 calls for loose dogs and any non -cruelty cases, 1,022 calls were responded to within 48 hours, or 93%. 7. Eighty-four Sweeps of problem communities per year. Conducted 157 sweeps in problem communities island wide, or 187%. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank 3 CIVIL DEFENSE AGENCY CIVIL DEFENSE AGENCY CZ7=77777; 7-7 CIVIL 1. Host two community Preparation Fairs. Completed. Puna Prep Fair in coordination with Revitalize Puna was held on July 11, 2025. Kona Prep Fair was held on September 19, 2025. 2. Establish the Auxiliary Communications Network. In progress; 33% complete. The Invitation for Bid to install three repeaters at LMR sites was submitted to purchasing in December. Project 360 program. The intent is to create resilient communities through individual preparedness, expand Community Emergency Response Team participation, and where practical, assist in preparing community response plans. In progress; 50% complete. CERT participated in six community engagement events including the two preparation fairs. Two CERT Basic Training Classes have been held with 40 graduates and 23 recertification. 4. Provide Public Information and Warning: a. Provide public information through the mass notification system using cell phone, email, social media, and commercial radio stations. In progress; 99% complete. The Everbridge mass notification contract was renewed in September 2025. The Hawaii Police Department notifications are covered under new contract. b. Provide warning for emergency situations via the Integrated Public Alert & Warning System (IPAWS). In progress; 99% complete. Capability through Alert Sense mass notification system provided by State of Hawaii. County of Hawaii established as separate Alerting Authority in October 2025 using the Everbridge mass notification system. c. Provide a public facing Civil Defense Dashboard that includes interactive maps identifying hazard areas, information on threats and hazards, and individual preparedness actions as an online.public resource. In progress; 99% complete. Interactive maps for preparedness and hazards were linked on the Civil Defense webpage for easy public access. Six Month Progress Report on Program Objectives for FY 2025-26 CIVIL DEFENSE AGENCY 5. Establish an alternate Emergency Operations Center in a warm status at the West Hawaii Civic Center. In progress; 90% complete. Materials for information boards are in procurement process. Information boards are the final component to the alternate EOC. 6. Maintaining County of Hawaii Land Mobile Radio (LMR) wireless network infrastructure: a. Conduct maintenance inspection of infrastructure at five LMR sites. In progress; 25% complete. Professional Services qualification review and evaluation must be scheduled. b. Facilitate quarterly patching of LMR radio systems. In progress; 50% complete. Quarterly patches were completed in July and October 2025. c. Expand channel capacity at select LMR sites. In progress; 25% complete. Project submitted to FEMA for mitigation funding through DR-4724. FEMA supplemental questions answered in December 2025. Awaiting FEMA funding decision. 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. In progress; 30% complete. The quarterly report for the period July — September 2025 has been completed, and the quarterly report for the period October —December 2025 is currently under review and due on January 14, 2026. The FY 2020-21 grant period of performance closed on August 31, 2025. The FY 2021-22 grant is scheduled to close on May 31, 2026. The FY 2022-23 and FY 2023-24 grants are scheduled to close on August 31, 2026. The FY 2024-25 grant Agreement Articles and Special Conditions remain pending, subject to the release of funds from the Federal Emergency Management Agency (FEMA). Six Month Progress Report on Program Objectives for FY 2025-26 CIVIL DEFENSE AGENCY CIVIL DEFENSE b. Close-out one HSGP account. Completed. Closed out FY 2020-21 HSGP Grant. 8. Coordinate response to all Type I, II, and III incidents occurring in the County of Hawaii. In progress; 50% complete. The Hilo Emergency Operations Center has activated 13 times in response to one tsunami watch and one tsunami warning (Kamchatka), one hurricane (Kiko), and multiple Red Flag Warnings/Brush Fires in the first six months of the fiscal year. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank CIVIL DEFENSE AGENCY CIVIL DEFENSE 1. Review and update the Hawaii County Multi -Hazard Mitigation Plan (MHMP). In progress; 90% complete. The updated Hawaii County Multi -Hazard Mitigation Plan is going through the County Council for adoption. 2. Assist County organizations in revising their Continuity of Operations Plans (COOP). In progress; 33% complete. Departments have submitted revised COOP plans. Civil Defense is preparing a tabletop exercise to validate the revised plans. 3. Project 360. a. Continue to rebuild the Community Emergency Response Team (CERT) program by developing more Facilitator/Coaches to expand the CERT training program with the intent to have 300 trained CERT members. In progress; 75% complete. Five of six scheduled Basic CERT Training Classes were completed. Fifty-nine new CERT members were added, and fourteen CERT members were recertified for a total of 241 active CERT members. b. Expand the amateur radio repeater network to enhance the Auxiliary Communications System (ACS) reach into isolated communities. In progress; 50% complete. The Mauna Kea repeater facilitates amateur radio communication across Hawaii Island and is tested in conjunction with the monthly all hazard warning siren test. The contract to install six additional repeaters across Hawaii Island is currently with the Purchasing Division of the Finance Department. On June 12, 2025, Civil Defense hosted the first ACS Summit, Keanakolu Summit. Over 70 amateur radio "HAMS" participated in the summit. CERT has 68 members with Amateur Radio Licenses to support the ACS program. 4. Provide Public Information and Warning: a. Establish the County Warning Point to provide twenty -four-hour monitoring of conditions that could impact Hawaii Island. Not started; 0% complete. Warning Point positions are not currently authorized. Final Status Report on Program Objectives for FY 2024-25 CIVIL DEFENSE AGENCY CIVIL DEFENSE b. Provide public information through the mass notification system using cell phone, email, social media, and commercial radio stations. In progress; 90% complete. Civil Defense Staff are trained in notification systems and the templates and procedures necessary to provide public information and warning via mass notification systems and social media. Emergency messaging is ongoing and situation dependent. c. Provide warning for emergency situations via the Integrated Public Alert & Warning System (IPAWS). In progress; 90% complete. Staff were trained to provide public information and warnings using the integrated public alert warning system (IPAWS). d. Provide interactive maps identifying hazard areas and emphasizing preparation actions using ArcGIS platforms on the Civil Defense information web pages. Completed. The Hazard Impact Map became operational and is continuously updated during business hours. The Tsunami Evacuation Zone Interactive Map became operational in July 2024, allowing individuals to enter their address to determine if they live or work in the tsunami evacuation zone. The Hawaii Island Lava Flow Hazard Zone Map identifies which lava hazard zone your property resides in when an address is entered. 5. Execute the Integrated Preparedness Program to develop capabilities and to achieve staff qualification requirements: a. 100% of new staff complete basic Incident Command System (ICS) classes via independent study: ICS 100, ICS 200, ICS 300, ICS 400, ICS 700, ICS 800, ICS 2200, and ICS 2901. In Progress; 90% complete. One staff officer who was hired on May 16, 2025, must complete ICS 300 and ICS 400. b. 100% of new staff complete the Emergency Management Institute's Professional Development series via independent study: IS 120c, IS 230e, IS 235c, IS 240c, IS 241c, IS 242c, and IS 244b. Completed. All Civil Defense staff have completed the Professional Development series. Final Status Report on Program Objectives for FY 2024-25 CIVIL DEFENSE AGENCY CIVIL DEFENSE c. Complete Emergency Management Assistant Compact (EMAC) Incident Command System certification plan. In progress; 10% complete. Project currently on hold pending the State of Hawai`i's certification program. 6. Maintaining County of Hawaii Land Mobile Radio (LMR) wireless network infrastructure: a. Conduct maintenance inspection of infrastructure at seven LMR sites. In progress; 20% complete. Restructured for three LMR sites for FY 2024-25 due to unprojected cost factor. Developed specifications for statement of work and contract deliverables and completed structural engineering review of vendors. Contract was not completed during FY 2024-25; contract will be resubmitted next FY. b. Facilitate quarterly patching of LMR radio systems. Completed. All patching and system maintenance were completed. LMR system is operational. c. Construct Puna Geothermal Venture LMR Site. In progress; 33% complete. Contract awarded; groundbreaking scheduled for September 2025. 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. Completed. All required quarterly and end -of -year reports have been submitted to the State Office of Homeland Security. b. Close-out one HSGP account. In Progress; 50% complete. The FY 2020 HSGP Grant was closed in October 2024 and FY 2021 HSGP Grant close-out period has been extended through October of 2025 and the FY 2022 HSGP Grant has been extended through May 2026. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank 4 CORPORATION COUNSEL CORPORATION COUNSEL LITIGATION• 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. The Litigation Section resolved the following disputes during the first six months of FY 2025-26: Freedman et al. v. COH et al., 3CCV-25-0000320 Plaintiffs, comprising 18 owners or possessors of residential real property adjacent to the Hilo Municipal Golf Course, sought to enjoin COH's golf course perimeter fencing project. On September 3, 2025, Circuit Court Judge Kauanoe Jackson granted COH's motion to dismiss the lawsuit and entered final judgment in COH's favor on December 10, 2025. Two of the 18 Plaintiffs appealed Judge Jackson's ruling to the Intermediate Court of Appeals ("ICA") on December 23, 2025, and the appeal is now pending. It takes approximately two to three years for the ICA to render a decision. • Holzgrove v. COH, EEOC Charge No. 486-2025-00407; and V, C" DEWH AIWAMICIT9 Former DIT employee asserted race discrimination and retaliation claims against the County relating to his discharge on June 3, 2025. Employee also filed a HGEA labor grievance, one or more internal complaints, and a petition with the Board of Ethics regarding his DIT employment and discharge. To conserve limited COH resources, COH agreed to globally resolve all of employee's disputes arising from the discharge for $25,000, with the understanding that COH denied all liability and wrongdoing. Hui Malama Honokohau v. County ofHawai`i,1:23-cv-00393-JMS-KJM Citizens' group Hui Malama Honokohau filed suit against the County for violations of the Clean Water Act at the Kealakehe Wastewater Treatment Plant. The parties finalized settlement agreements regarding the County's liability on August 22, 2024, and remedies on May 30, 2025. The final legal issue for resolution in the litigation was the Hui's statutory entitlement to recover the attorneys' fees and costs it incurred as the prevailing party, Six Month Progress Report on Program Objectives for FY 2025-26 CORPORATION COUNSEL LITIGATI ISION which totaled $368,382.87 that the County paid on or around September 17, 2025. Consequently, U.S. District Court Judge Michael Seabright entered Judgment and ordered the case closed on November 3, 2025. • Johnson et al. v. Frostad et al., 3CCV-25-0000226 Plaintiffs alleged HPD officers failed to properly conduct a welfare check and adequately assess decedent Kristin Rae Frostad's condition. Officers did not see decedent at the residence during the check, although Plaintiffs claimed she was there. Decedent overdosed on alcohol and drugs and subsequently died. On Oct. 14,2025, Circuit Court Judge Kauanoe Jackson granted COH's motion to dismiss COH from the lawsuit. COH anticipates Judge Jackson will grant COH's request to certify final judgment in COH's favor and enter final judgment in February 2026. Kapihe v COH et aL, 3CCV-22-0000117 Plaintiff, a former DPW assistant building inspector, alleged gender and disability discrimination, retaliation, whistleblower retaliation, hostile work environment, negligent supervision, and intentional infliction of emotional distress claims among others. Plaintiff dismissed some claims, and COH Defendants obtained summary judgment in their favor on others, which left only the whistleblower retaliation claim for trial. Plaintiff proposed two settlement options: either (1) COH rehire her and pay her backpay and $100,000 in monetary damages; or (2) COH pay her $360,000 in monetary damages. COH Defendants rejected Plaintiffs' offers and proposed settlement for $10,000. Plaintiff accepted COH's offer, and Circuit Court Judge Henry Nakamoto dismissed the lawsuit on August 13, 2025. • Kaye v. HFD, Merit Appeals Board, Communication No. 24-14, and DER, COH v. MAB et al. 3CCV-52-0000146 HID employee appealed his reinstatement to his Water Safety Officer ("WSO") II_position after being promoted to WSO III. The reinstatement occurred because DHR had cancelled the recruitment related to the promotion. MAB ordered DHR to rescind the cancellation of recruitment. DER appealed MAB's order to the Circuit Court. Ultimately, the employee accepted a WSO III position at a different beach, rendering the MAB and Circuit Court appeals moot. The parties dismissed both matters on or around October 30, 2025. Six Month Progress Report on Program Objectives for FY 2025-26 CORPORATION COUNSEL • Kealoha v. COH,1:25-cv-00281-MWJS-RT Plaintiff alleged COH violated his rights under the Second Amendment of the U.S. Constitution when HPD denied him a permit to acquire firearms based on HPD's belief Plaintiff was being prosecuted for a crime. The assigned Deputy Litigator determined there was no legal basis for HPD to deny Plaintiff the permit, and the parties agreed to resolve the dispute for COH's payment of Plaintiffs attorneys' fees in the amount of $24,000. • Ondo v. HPD, SHOPO Grievance # 2024-005 HPD terminated an 18-year veteran police officer because the officer provided confidential information to an individual regarding an ongoing Vice investigation regarding the smuggling of crystal methamphetamine. The individual to whom the officer disclosed the information was the mother and mother-in-law of suspects -who were subjects of the investigation. The officer's disclosure was limited in scope and duration and revealed peripheral and ancillary information rather than critical details. Further, due to substantial staffing shortages, HPD favored prioritizing operational continuity and opted to reinstate the officer to his former position. Consequently, the parties agreed to resolve the grievance by reinstatement and the payment of $60,000 in damages only. • Roberts v. Reyes, et al., 3CCV-24-0000109 Plaintiff alleged HPD officers falsely arrested her in relation to a TRO issue she had with her neighbor. On July 23, 2025, Circuit Court Judge Peter Kubota granted COH Defendants' motion to dismiss Plaintiffs lawsuit and entered Final Judgment on November 4, 2025. Plaintiff appealed Judge Kubota's ruling to the ICA on December 2, 2025. • Shimose v.COHet al.,1:25-cv-00087-RT-NONE Plaintiff alleged COH's Real Property Tax Division had no jurisdiction to impose real property taxes and foreclose on a parcel of agricultural property in South Hilo he owned with others. Federal district court Judge Rom Trader granted COH's motion to dismiss on July 10, 2025, and denied Plaintiffs motion for reconsideration on July 17, 2025. COH expects Judge Trader to enter the order terminating the lawsuit shortly. Six Month Progress Report on Program Objectives for FY 2025-26 CORPORATION COUNSEL LITIGATION DIVISION • Shiroma v. COH,1:25-cv-00181-JAO-WRP Plaintiff alleged COH violated his rights under the Second Amendment of the U.S. Constitution when HPD denied him a permit to acquire firearms based on Plaintiffs 1992 criminal conviction for assault. ]IRS § 134-7(i) provides that if 20 years or more have elapsed since a misdemeanor conviction for a crime of violence, then the conviction cannot be used to preclude HPD's issuance of a permit to acquire. Plaintiffs conviction was 31-years passed when HID denied his permit application. Thus, there was no legal basis for HPD to deny Plaintiff the permit, and the parties agreed to resolve the dispute for COH's payment of Plaintiffs attorneys' fees in the amount of $30,000. • SHOPO v. Green et al., HLRB 24-I-12-194 SHOPO and the employers of bargaining unit 12 police officer members, i.e., Governor Green and the four Mayors, reached an impasse in negotiations for a new collective bargaining agreement to take effect on July 1, 2025. Arbitration hearings occurred on May 9, 2025, and June 30, July 1 and July 2, 2025. COH Deputy Corporation Counsel Ryan Thomas was the lead litigator for the employers. On September 24, 2025, Arbitrator Russell T. Higa awarded: (1) a 5% across-the-board increase to salary schedule effective July 1, 2025; (2) 5% across-the-board increase to salary schedule effective July 1, 2026; (3) one-time lump sum retention bonuses of $1,800 for bargaining unit 12 members on salary ranges from PO7 to PO15, effective July 1, 2026; (4) 5% across-the-board increase to salary schedule effective July 1, 2027; and (5) 5% across-the-board increase to salary schedule effective July 1, 2028. • Toler v. COH, 3CCV-23-0000217; CAAP-23-0000749 Plaintiff alleged COH owed her money at the rate of $2,400 per month but it was unclear why she believed this. COH moved to,dismiss the lawsuit for Plaintiffs failure to state a claim, which Circuit Court Judge Nakamoto granted on December 15, 2023. Plaintiff appealed to the ICA, which affirmed Judge Nakamoto's ruling on November 5, 2025, because Plaintiff failed to present a discernible legal argument. Six Month Progress Report on Program Objectives for FY 2025-26 CORPORATION COUNSEL DIVISIONLITIGATION 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. Following substantive case assessment discussions, the Litigation Section sought County Council's settlement authority in the following cases during the first six months of FY 2025-26: • July 23, 2025: Shiroma v. COH,1:25-cv-00181-JAO-WRP • July 23, 2025: Rosario et al. v COHet al., 3CCV-20-0000404 • August 6, 2025: Hui Malama Honokohau v. County ofHawai`i, 1:23-cv- 00393-JMS-KJM • September 3, 2025: Kealoha v. COH,1.25-cv-00281-MWJS-RT • October 22, 2025: Holzgrove v. COH, EEOC Charge No. 486-2025-00407; and HGEA GRV-25-0166 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. Six litigation attorneys provided training to 97 County employees during the first six months of FY 2025-26: • September 19, 2025: Basics of Title Reports • October 16, 2025: Crisis Intervention Training for HPD Officers, Module on "Liability and Other Issues" • December 3, 2025: Basics of Claims and Collection Cases • December 23, 2025: Grievance Process Six Month Progress Report on Program Objectives for FY 2025-26 CORPORATION COUNSEL 7r x 777 ...., , .. LITIGATI DWISION 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. One or more litigators attended the following trainings during the first six months of FY 2025-26: • July 10, 2025: Briefs to BOTS: How Al is Shaping Government Work • July 28, 2025: Supreme Court Review for local Governments 2024-25 • July 30, 2025 to August 1, 2025: Investigating Collisions Involving Impaired Drivers • August 19, 2025: Go -to Tips for Cross -Examination: Specific Tools You can Use Today in Any Municipal Litigation • August 26, 2025: Legal Writing 101 • August 29, 2025: Ethics, Access to Justice & Legal Updates •. September 2, 2025: Anatomy of the Life of a Typical Construction Dispute • September 10, 2025: HSBA's Annual Civil Bench -Bar Conference • September 12, 2025: Conflicts of Interest for Government Lawyers • October 17, 2025 to October 21, 2025: Annual International Municipal Lawyers' Association Conference (New Orleans, LA) • November 4, 2025 to November 8, 2025: Best Practices, in Public Safety Discipline (Las Vegas, NV) Six Month Progress Report on Program Objectives for FY 2025-26 CORPORATION COUNSEL LITIGATION• 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. Monthly meetings were held on the first Thursday of July, August, September, October 2025 to discuss case updates, new developments in the law and to obtain group input on specific case issues. The November and -December meetings were suspended due to scheduling conflicts. Six Month Progress Report on Program Objectives for FY 2025-26 CORPORATION COUNSEL COUNSELIN67AND DRAFTING 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. Training Opportunities were made available to deputies both in person and online. During the first six months of the fiscal year,11 C&D attorneys attended 19 trainings on topics relevant to their assigned departments. 2. Review and approve contracts. Pursuant to the 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. During the first half of the fiscal year, C&D attorneys reviewc& and approved 900 documents of which 100% were approved 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. For the first half of the fiscal year, C&D attorneys reviewed and commented on 1,162 documents, 78% of which were reviewed 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. For the first half of the fiscal year, C&D attorneys drafted 64 documents, 62% of which were 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. For the first half of the fiscal year,194 legal opinions were prepared by C&D attorneys, 78% of which were completed within 21 business days. Six Month Progress Report on Program Objectives for FY 2025-26 CORPORATION COUNSEL COUNSELING AND DRAFTING 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. During the reporting period, C&D attorneys provided 208 miscellaneous responses, of which 63% were completed within 21 business days, and completed 214 long-term projects. 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. During the reporting period, C&D attorneys conducted 29 trainings that were attended by 401 persons. 8. Risk Management/Mitigation. Consult with assigned departments regarding risk management analysis, in conjunction with the County's Risk Manager as appropriate. All C&D attorneys have been actively interacting with risk management to determine appropriate levels of coverage to require in contracts and to assess the risk exposure of the County in program implementation. Six Month Progress Report on Program Objectives for FY 2025-26 CORPORATION COUNSEL BOARD OF 1. Review all requests for opinions in a prompt manner. The deputy assigned to the Board of Ethics routinely assists the Board of Ethics in analyzing and disposing of petitions for opinions, and carrying out its other functions, including reviewing confidential financial disclosures. The amount of work is absorbed into the statistics of the C&D Division. During the period of July 01, 2025, to December 31, 2025, the Board received three new petitions for informal advisory opinions that alleged conduct of someone other than the inquirer and eight petitions for informal advisory opinions relating to the inquirer's conduct. The Board did not receive any requests for or initiate any proceedings for formal opinions. The Board also received confidential financial disclosures for 2025 and has been working to complete its review. In this period, the following have occurred: Informal Advisory Opinion Requests: 1. Alleging Conduct of Someone Other Than The Inquirer a. Decisions were rendered on zero petitions which were received during the period July 01, 2025, to December 31, 2025. b. Three petitions are pending decisions which were received during the period July 01, 2025, to December 31, 2025. c. A decision was rendered in two petitions that was received during the period January 01, 2025, to June 30, 2025. 2. Inquirer's Conduct a. Decisions were rendered on six (6) informal advisory opinion requests, received during the period July 01, 2025, to December 31, 2025. b. One informal advisory opinion request is pending decision which was received -during the period July 01, 2025, to December 31, 2025. c. One informal advisory opinion request received during the period July 01, 2025, to December 31, 2025, was withdrawn. Formal Opinion Requests or Proceedings Initiated: None. There were no investigations or investigative hearings held during this period. Six Month Progress Report on Program Objectives for FY 2025-26 10 CORPORATION COUNSEL BOARD • ETHICS 2. Provide legal support and training to the Board. The Board was briefed on its general powers and duties, and how to analyze informal advisory opinion requests for inquirer's conduct at the August 13, 2025, meeting, and have been provided continual training during review and disposition of different types of petitions. Six Month Progress Report on Program Objectives for FY 2025-26 I 1 This page intentionally left blank CORPORATION COUNSEL LITIGATION DIVISION 1. Offer training opportunities to each litigator at least twice a year, to provide them with tools to effectively represent the County and its employees. During the subject period, Litigators attended the following training events: • Review of 2023-24 Supreme Court Term, Local Government Legal Center • Sackett and Maui and Loper Bright, Recent Supreme Court Cases with Substantial Impacts on the Administration of the Clean Water Act and What They Mean for Municipalities, International Municipal Lawyers Association's ("IMLA") • Religious Land Use: The Nuts and Bolts of the Religious Land Use and Institutionalized Persons Act, IMLA • Ethics and Al for Local Government, IMLA • 35th Annual Court Annexed Arbitration Program's Arbitrator's Conference, Hawaii State Judiciary • Communication and Communicating in Difficult Situations • Review of Significant Recent State Appellate Decisions in Hawaii, Hawaii State Bar Association ("HSBA") • Good Government, HSBA • Conscious Communication: How to Engage in Thoughtful Expression and Active Listening, Ku`ikahi Mediation Center ("Ku`ikahi") • De -Escalation, Resilience & Creative Problem Solving, Ku`ikahi • Drafting legal documents with Westlaw's generative artificial intelligence program — CoCounsel • Artificial Intelligence and eDiscovery, HSBA Final Status Report on Program Objectives for FY 2024-25 CORPORATION COUNSEL LITIGATION DIVISION 2. Hold at least monthly litigation meetings to review the status of cases, hear concerns and provide training and guidance. Monthly litigators' meetings were held to, inter alia, provide case updates; facilitate group discussion, brainstorming and strategizing on litigation issues in specific cases; and discuss litigation topics such as the incorporation -by - reference doctrine applied to the incorporation of body/dash cam videos into excessive force/battery complaints, discovery requests for social media information and notices of litigation hold/preservation of evidence. 3. Responsibly monitor pending lawsuits by recommending settlement only when quantifiable justifications exist. a. Implement system of early case assessment. Each attorney regularly conducted case assessment reviews of their assigned cases to assess newly acquired facts, documents and other information and determine whether recent developments and/or litigation posture warrant consideration of settlement. b. Convene settlement assessment meetings. The Litigators convened to assess mediation results and a significant settlement demand from plaintiffs in a fatal police shooting case. Litigators also met to discuss the potential settlement range for a fatal work accident involving coconut tree trimming. 4. Highlight litigation division successes and achievements. • Lerette et al. v. County of Hawaii et al., 9th Cir. No. 23-3175: The Ninth Circuit Court of Appeals affirmed U.S. District Court Judge Otake's grant of summary judgment on plaintiffs' excessive force claim against Hawaii County police officers. • Adelkoff v. Board of Appeals of the County of Hawaii et al., SCWC-19- 0000057: The Supreme Court of Hawaii denied landowner's application to seek further appellate review of Planning's approval for a proposed two -lot subdivision. Final Status Report on Program Objectives for FY 2024-25 CORPORATION COUNSEL LITIGATION DIVISION Kellberg v. Zendo Kern, in his capacity as Planning Director, County of Hawaii et al., SCWC-19-0000833: The Supreme Court of Hawaii denied landowner's application to seek further appellate review of Planning's subdivision approval where the lot owners were necessary to the action and were properly dismissed from case. Hawaii Police Department, County of Hawaii v. The Honorable Peter K. Kubota, SCPW-24-0000537: The Supreme Court of Hawaii vacated Circuit Court Judge Kubota's orders denying Hawaii Police Department's motion to quash subpoenas commanding the production of documents regarding the then -current and incomplete HPD investigation on new developments in the Ireland murder case. Sills v. Robert Kim et al., Civ. No. 23-00246 LEK-KJM: U.S. District Court Judge Micah Smith dismissed with prejudice Plaintiffs malicious prosecution claim against a Deputy Prosecuting Attorney. Hui Malama Honokahau v. County ofHawai`i, CV 23-00393 JMS-KJM: The County and citizens' group Plaintiff Hui Maliima Honokohau finalized settlement of the liability and remedies phases of the lawsuit the Hui commenced against the County alleging Clean Water Act violations at the Kealakehe Wastewater Treatment Plant (KWWTP). Pursuant to the settlement agreements, the County has: (1) applied for a National Pollutant Discharge Elimination System permit with the State of Hawaii Department of Health (DOH) regarding KWWTP's discharge of treated effluent into a disposal basin located 0.7 miles from Honokahau Harbor; and (2) agreed to upgrade KWWTP so that its treated wastewater satisfies the DOH's water quality standards applicable to R-1 recycled water, which is the highest grade of recycled water. Aiona v. County ofHawai`i et al., CAAP-21-0000452: DEM Equipment Operator III Chang Aiona sued the County and former DEM Deputy Director John Medeiros alleging defamation claims relating to DEM's investigation regarding the alleged theft of HI-5 recycling containers. In 2021, Circuit Court Judge DeWeese granted County Defendants' motion for summary judgment which argued the County's statements were true or constitutionally protected opinion, therefore, they did not constitute defamation. Judge DeWeese agreed with the County Defendants and she dismissed all of Aiona's claims. Aiona appealed to the Hawaii Intermediate Final Status Report on Program Objectives for FY 2024-25 CORPORATION COUNSEL LITIGATION DIVISION Court of Appeals, which affirmed Judge DeWeese's order in County Defendants' favor. Aiona applied to the Hawaii Supreme Court for further appellate review, but it denied his request. Burns v. State of Hawai `i et al., Civ. No. 23-00143 JMS-KJM: Burns filed a lawsuit against two police officers, alleging the arresting officer had wrongfully arrested and detained him pursuant to a warrant that had already been served on him. Burns alleged the arrest and detention violated his Fourth and Fourteenth Amendment rights. U.S. District Court Judge Michael Seabright determined the officer had reasonably trustworthy information to arrest Burns, the arrest was reasonable and there was probable cause for the arrest, therefore, the Fourth Amendment claim failed. Regarding Burns' due process claim under the Fourteenth Amendment, Judge Seabright concluded the supervising officer did not violate Burns' due process rights. The undisputed evidence established the State of Hawaii Judiciary's warrant database showed the subject warrant had not been served on Burns as of the arrest date. Kea`au Development Partnership v. Patrick Lawrence, Jr., et al., 3CCV-24- 0000033: Defendant contractor built a home for plaintiffs on the wrong lot. Plaintiffs alleged the County was negligent because it passed inspection on the building. Ultimately the parties agreed to dismiss all claims with prejudice, without the County paying any monetary damages. Peshlakai v. County ofHawai`i, 3CCV-24-0000269: Plaintiff alleged he struck a large rock while driving through an alleged County construction zone, causing his vehicle to launch into the air and land on the driver's side. Circuit Court Judge Wendy DeWeese granted the County's motion to dismiss which argued the statute of limitations for plaintiffs claims had expired prior to plaintiffs commencement of the lawsuit. Roberts v. Reyes et al., 3CCV-24-0000109: Plaintiff s lawsuit stemmed from a series of ongoing disputes with her neighbors. The situation escalated when the neighbors filed temporary restraining orders (TROs) against plaintiff, alleging harassment and other misconduct. Plaintiff alleged the TROs were falsified and in bad faith, as part of a broader campaign of harassment and defamation. Plaintiff alleged County Defendants acted in concert to falsely arrest and maliciously prosecute her. County Defendants moved to dismiss, arguing plaintiffs allegations lacked sufficient factual basis and her claims Final Status Report on Program Objectives for FY 2024-25 CORPORATION COUNSEL LITIGATION DIVISION were not actionable. U.S. District Court Judge Shanlyn Park agreed and dismissed plaintiffs federal claims. Judge Park, however, remanded plaintiff's state law claims of defamation, invasion of privacy, false arrest/imprisonment, malicious prosecution and emotional distress to state court. County Defendants moved to dismiss plaintiffs remaining claims in state court for failure to state a claim upon which relief can be granted. Circuit Court Judge Peter Kubota agreed with the County Defendants and dismissed the claims against them. Sur v. County ofHawai`i Police Department et al., 3CCV-24-0000249: Police commissioner Anthony Sur sued the Hawaii Police Department (HPD) and Assistant Chief Ken Quiocho based on Quiocho's disclosure of Sur's concealed carry firearm license status in a petition to the County's Board of Ethics (BOE). Sur alleged the disclosure violated his privacy rights and claimed HPD failed to properly supervise Quiocho because state statute protected the confidentiality of Sur's license status. However, one month before Quiocho filed his BOE petition, Sur himself voluntarily disclosed his license status to the public during a Police Commission (PC) meeting, which the PC's audio recording captured. Despite Sur's own disclosure, he filed the lawsuit and alleged - under oath and penalty of perjury - that he had never mentioned his license status to anyone other than his family. Because Sur based his lawsuit on materially false statements, County Defendants advised Sur they would seek court sanctions against him and his attorney if he refused to dismiss the lawsuit. After much resistance, Sur ultimately dismissed the lawsuit with prejudice. Final Status Report on Program Objectives for FY 2024-25 CORPORATION COUNSEL COUNSELING& DRAFTING DIVISION 1. Training Opportunities. Offer training opportunities to each counseling and drafting (C&D) attorney at least twice a year so that they continue to sharpen their legal skills and stay abreast of important developments in the law. Training opportunities were made available to attorneys both in person and online thru the International Municipal Lawyers Association, the Hawaii State Bar Association, government lawyers section, and the National Business Institute Inc. During the reporting period, eight C&D attorneys attended 75 trainings on topics relevant to their assigned departments. 2. Review and approve documents. The Division will review and approve legal documents submitted by the various County departments and agencies promptly. This review will include a thorough analysis of potential exposure and liability. To the extent possible, 75% of legal documents shall be reviewed within seven business days. C&D attorneys reviewed and approved 2,104 documents, 98.5% of which were reviewed within seven business days. 3. Review and comment. The Division will review and comment on documents submitted by the various County departments and agencies promptly. To the extent possible, 75% of requests shall be completed within 21 business days. C&D attorneys reviewed and commented on 2,014 documents, 94.5% of which were reviewed within 21 business days. 4. Drafting documents and legislation. The Division will draft documents and legislation at the request of its County clients in a prompt manner. To the extent possible, 75% of requests shall be completed within 21 business days. C&D attorneys drafted 53 documents, 89.8% of which were completed within 21 business days. 5. Legal Opinions. The Division will thoroughly research and draft legal opinions for its County clients in a timely manner. To the extent possible, 75% of requests shall be completed within 21 business days. 206 legal opinions were prepared by C&D attorneys, 87.6% of which were completed within 21 business days. Final Status Report on Program Objectives for FY 2024-25 CORPORATION COUNSEL COUNSELING & DRAFTING DIVISION 6. Miscellaneous Requests for Legal Assistance, including Long-term Projects. The Division also responds to departmental and agency requests for legal services that may not involve a formal written response or extensive legal research. Miscellaneous requests may include long-term projects, which involve longer time commitments and/or a more intensive investment of resources. For requests not requiring a formal written response or extensive research, to the extent possible, 50% of all requests shall be completed within 21 business days. For long-term projects, to the extent possible, requests shall be completed within the time frame allocated for the project. C&D attorneys provided 287 miscellaneous responses, 86.9% of which were completed within 21 business days, and completed 190 long-term projects. In addition, C&D attorneys attended 2,055 meetings —including staff meetings, board and commission meetings, and meetings with their departments, to discuss projects, answer questions, and provide input and education as appropriate. Training for County Officers and Employees, and Board and Commission Members. The department (both litigators and counseling and drafting attorneys) will provide training for at least 500 County officers, employees, officials, and members of boards and commissions, on relevant requirements and changes in law. Each attorney will conduct at least two training sessions. During the reporting period C&D attorneys conducted 42 training courses that were attended by 351 persons. 8. Risk Management/Mitigation. The Division will continue to work with their respective clients in risk management activities, in conjunction with the County's Risk Manager. All C&D attorneys have been actively interacting with risk management to determine appropriate levels of coverage to require in contracts and to assess the risk exposure of the County in program implementation. Final Status Report on Program Objectives for FY 2024-25 CORPORATION COUNSEL BOARD OF 1. Review all requests for opinions in a prompt manner. The attorney assigned to the Board of Ethics routinely responds to Board of Ethics requests, prepares for, and attends meetings. The amount of work is absorbed into the statistics of the C&D Division. From July 1, 2024 to June 30, 2025, the Board received seven new petitions and 20 informal advisory opinion requests. During this period, the following occurred: PETITIONS • Decisions were rendered on six petitions that were received during the period from July 1, 2024 to June 30, 2025. • No petitions are pending decisions that were received during the period from July 1, 2024 to June 30, 2025. One petition received during the period from July 1, 2024 to June 30, 2025, was withdrawn. INFORMAL ADVISORY OPINION REQUESTS • Decisions were rendered on 18 informal advisory opinion requests, received during the period from July 1, 2024 to June 30, 2025. • Two informal advisory opinion requests are pending decisions which were received during the period from July 1, 2024 to June 30, 2025. There were no investigations or investigative hearings held during this period. Final Status Report on Program Objectives for FY 2024-25 5 COUNTY AUDITOR COUNTY AUDITOR COUNTY AUDITOR 1. To procure an independent certified public accountant to conduct an annual post -audit of the County's accounts and financial transactions (Hawai`i County Charter §10-13). Annual Financial Audit: Hawaii County Charter §10-13 requires an independent post -audit of the County's accounts and other evidence of financial transactions each year. The audit must be performed by a certified public accountant or firm with no direct or indirect personal interest in the County's fiscal affairs. To meet this requirement, the Office of the County Auditor (OCA) procured Accuity LLP to conduct the County's annual financial audits for FY 2023-24 through FY 2027-28. OCA monitors this contract each year. Under this contract, Accuity LLP conducts the following annual audit activities and reports. • Audit of the County's Comprehensive Annual Financial Report • Audit of the Department of Water Supply's Financial Statement • Single Audit of Federal Financial Assistance Programs • Landfill Financial Assurance Report • Office of Housing Section 8 Report 2. To file an annual audit plan with the Council based on a County -wide risk assessment of funds, programs, services, and operations of any County agency, executive agency, or program, which is supported, in whole or in part, by County funds (Hawai`i County Charter §3-18). OCA performed a risk assessment to help identify known or inherent risk factors and filed its annual audit plan with the Council on June 23, 2025. The report is available at: https://records.hawaiicounty.gov/weblink/Browse.aspx?dbid=l&startid=71256& row=1&cr=1 Six Month Progress Report on Program Objectives for FY 2025-26 COUNTY • COUNTY• 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). All reports are available at: https:/Iwww.hawaiicounty.gov/our-county/legislative/office-of-the-county- auditor/audit-reports 4. To conduct or cause to be conducted follow-up performance and/or financial reviews of audited entities in accordance with the annual audit plan or as determined necessary by the County Auditor (Hawai`i County Charter §3-18). OCA is preparing to conduct two follow-up reviews: • County of Hawaii Fire Department • Office of Housing and Community Development - Affordable Housing Credits OCA is also monitoring 133 open recommendations through the office's remediation tracker 5. To conductor cause special studies or projects to be conducted to ensure openness and accountability in the expenditure of public funds. OCA is working on: • Waiwai Grants -In -Aid Compliance Review Fiscal Award Year 2024-25, covering 44 non-profit organizations and 58 programs Six Month Progress Report on Program Objectives for FY 2025-26 COUNTY• COUNITY DITOR 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). During FY 2025-26, OCA received three complaints through its Fraud, Waste, and Abuse hotline. All complaints received during the fiscal year have been closed; however, two* complaints from prior fiscal years are still under active review. The summary of dispositions is provided below: Disposition Count County, but not fraud, waste, or abuse 2 Declined - Escalated to Audit - In Process 2* Unsubstantiated - Referred to External Entity 1 Unrelated to County - Total 5 Report available at: https://www.hawaiicounty.gov/our-county/legislative/office-of-the-county auditor/inquiry-and-complaint/statistics r Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank COUNTY AUDITOR COUNTY AUDITOR 1. To procure an independent certified public accountant to conduct an annual post -audit of the County's accounts and financial transactions (Hawai `i County Charter §10-13). We procured an independent certified public accountant to conduct the County's annual financial audits for fiscal years 2024-2028. Request for Proposal #4375a was awarded to Accuity LLP, which provides independent financial auditing service for the County. The Office of the County Auditor oversees and monitors this contract. In FY 2024-25, Accuity LLP completed the following audits for FY 2023-24: • County's Comprehensive Annual Financial Report (ACFR) • Single Audit of Federal Financial Assistance Programs • Department of Water Supply's Financial Statements • Landfill Financial Assurance • Office of Housing Section 8 Reports are available at: https•//www hawaiicount.ygov/our-county/lezislative/office-of-the-county- auditor/audit-reports 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 (Hawaii County Charter §3-18(d)(2)). We filed our annual audit plan, based on the County -wide risk assessment, on June 23, 2025. The plan outlines audits of County -funded agencies, program, services, and operations, and is available: https:Hrecords hawaiicounty.gov[WebLink/l/edoe/149341/Annual%20Audit%2 OPlan%20FY%202025-2026.12df Final Status Report on Program Objectives for FY 2024-25 COUNTY AUDITOR 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(d)(2)). We issued four performance audits: • Report No. 2024-02: Department of Environmental Management Derelict and Abandoned Vehicle Program issued July 3, 2024 • Report No. 2024-03: Department of Public Works Bridges and Culverts issued November 25, 2024 • Report No. 2025-01: Department of Liquor Control, Liquor Commission, and Liquor Control Adjudication Board Travel Expenses issued March 7, 2025 • Report No 2025-02: Department of Public Works Building Permit Process issued April 30, 2025 Audit reports are available at: httDs://www.hawaiicoun!y.gov/our- county/legislative/office-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. View each department's status at: https://www.hawaiic2RRil: govlour- county/legislative/office-of-the-county-auditor/remediation-tracker 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(d)(3)). No follow-up audits were conducted during FY 2024-25. However, a follow-up review of the Hawaii County Fire Department is planned, as outlined in the annual audit plan. Final Status Report on Program Objectives for FY 2024-25 COUNTY• COUNTY• 5. To conduct or cause to be conducted special studies or projects to ensure openness and accountability in the expenditure of public funds. To promote transparency and accountability, the Office of the County Auditor conducted the following activities: • Grant -In -Aid Compliance Review for grants awarded in Fiscal Year 2023-24 (Wai-Wai Grants) Report available at: https://www.hawaiicounty.gov/our-county/legislative/office-of-the-countv- auditor/routine-activites • Four unannounced cash counts: o Department of Finance, Vehicle Registration and Licensing - Pahoa Office (February 21, 2025) o Department of Parks and Recreation, Kekuaokalani Gym (May 13, 2025) o Department of Finance, Real Property Tax - West Hawaii Civic Center (May 13, 2025) o Mass Transmit Agency (June 2, 2025) Reports available at: https•//www hawaiicounty gov/our-county/legislative/office-of-the-county- auditor/routine-activites Monitored the implementation of audit recommendations through the office's remediation tracker The status of recommendations can be viewed at: https: //www.hawaiicountv.eov/our-county/legislative/office-of-the-county- auditor/remediation-tracker 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-I8(d)(4)). • Investigated multiple reports concerning unfair hiring practices and allegations of nepotism Final Status Report on Program Objectives for FY 2024-25 COUNTY AUDITOR COUNTY AUDITOR • Issued Whistleblower Investigation Report No. 24-004 Report available at: https•//www.hawaiicountv.aov/our-county/leeislative/office-of-the-county- auditor/fraud-waste-abuse-hotline-reports • Received 35 inquiries and complaints through its Fraud, Waste, and Abuse hotlines. The dispositions are summarized below: Disposition Count County, but not fraud, waste or abuse 15 Declined 1 Escalated to Audit 1 In Process 2 Not Substantiated 7 Referred to External Entity 2 Unrelated to County 7 Total 135 Hotline statistics can be viewed at: https•//www.hawaiicounty.gov/our-county/lep-islativelofrice-of-the-countv- auditor/inquiry-and-complaint/statistics Final Status Report on Program Objectives for FY 2024-25 6 COUNTY COUNCIL + COUNTY CLERK COUNTY COUNCIL/CLERK COUNCIL/CLERK Council Services Section 1. Fulfill legal notice requirements for all Council and Committee meetings, including preparation of meeting agendas and posting and publication of meeting notices. Legal notice requirements were met for 12 Council meetings and 61 Committee meetings. 2. Make available online each item received for consideration by the Council or its Committees within a reasonable length of time. In the first half of the fiscal year, 50 bills and 208 resolutions were made available online. 3. Facilitate technical services to allow more flexibility for officials and members of the public to participate in Council and Committee meetings. Courtesy sites were available in Kona, Kohala (vacant as of 7/28/25), Pahoa, Waimea, and Ocean View allowing for in -person testimony. Videoconferencing was also available for remote testimony and for officials required to participate in the meetings who were not able to attend in person. 4. Provide final votes of Council and Committee agenda items and make video archives of Council and Committee meetings available online within a reasonable time after the meetings. Final votes on Council and Committee agenda items were provided within two business days after the meetings. 5. Process and prepare adopted resolutions and ordinances for distribution to affected parties within the timeframe provided in the Council Rules of Procedure and Organization. Council Services processed and distributed 183 adopted resolutions and 42 ordinances within the timeframe specified in the Council Rules of Procedure and Organization. Six Month Progress Report on Program Objectives for FY 2025-26 COUNTY COUN COUNCIL/CLERK 6. Prepare Council and Committee meeting transcripts within the timeframe required by law. Council Services completed minutes for ten Council meetings and 55 Committee meetings within the timeframe required by Hawaii Revised Statutes §92-7. 7. Conduct requests for current and historic records in compliance with OIP, UIPA, and FOIA timeframe and requirements. Council Sex -vices fulfilled ten requests in compliance with OIP, UIPA, and FOIA timeframe and requirements. Support Services Division 1. Process all documents submitted by departments for reproduction within two business days, unless the job requested is extremely large. Support Services reproduced 778,026 black and white copies and 112,410 color copies. 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. Support Services posted/mailed 126,878 pieces of mail. 3. Sort and distribute all collected interdepartmental envelopes in a timely manner. Approximately 98% of all interdepartmental envelopes were delivered within one business day. Legislative Research Branch 1. Complete review and preparation of all amendments and subsequent drafts -of the Operating and Capital Budgets within established deadlines. The budget review for FY 2026-27 will begin in March 2026, the second half of this fiscal year. The Operating and Capital Budgets cannot be amended until May 2026. Six Month Progress Report on Program Objectives for FY 2025-26 COUNTY• • 2. Complete review of bills, resolutionsi 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. LRB reviewed 67 bills, 63 resolutions, and 99 amendments to legislation on Committee and Council agendas. All reviews were completed in a timely manner based on the content and complexity of the legislation. 3. Revise and supplement the County Code pursuant to Section 2-153. Update the Council -Clerk's website to include revisions and prepare semi-annual supplements to the County Code for distribution within eight weeks of receipt of final adopted ordinances. The Hawaii County Code was updated seven times on the Council -Clerk's website to include 17 ordinances that took effect in the first half of the fiscal year. Supplement 18 was published and distributed in July 2025 and included all ordinances that took effect between January 1, 2025, and June 30, 2025. Supplement 19 will be published and distributed in January 2026, which will include all ordinances that took effect between July 1, 2025, and December 31, 2025. 4. 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. There were no revisions to the Council Rules of Procedure and Organization in the first half of this fiscal year. Additionally, there were no revisions to the Hawaii County Charter as the elections will take place in FY 2026-27. 5. 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. This does not apply to the first half of this. fiscal year as 2025 is a non -election year. Six Month Progress Report on Program Objectives for FY 2025-26 COUNTY• COUNCIL/CLERK 6. Monitor the State Legislative Session, compile an extensive list of bills that are of significant interest to the County, and provide daily reports to the Council on all activity for those bills throughout the Legislative Session. Tracking of the 2025 Legislative Session concluded with a closing report dated July 28, 2025, which states that a cursory review of 3,172 bills was conducted by team members, who then narrowed down the tracking list to,123 bills (62 house bills and 61 senate bills) of which five house bills and two senate bills were passed by the Legislature and transmitted to the Governor for approval; all seven bills were approved and signed into law. Tracking of the 2026 Legislative Session will begin in January 2026, the second half of this fiscal year. 7. Conduct training classes for Council district staff on legislative drafting and budget procedures and amendments. Four training classes on legislative drafting were conducted for district staff. Additional trainings will be conducted in the second half of this fiscal year to cover budget process and budget amendments. 8. Prepare and distribute at least one informational brochure or other educational material relating to the legislative process. Educational handouts were provided to district staff during each training session on legislative drafting. Six Month Progress Report on Program Objectives for FY 2025-26 COUNTY COUN ELECTIONS 1. Maintain the voter registration files. The Elections Division processed 1,144 new voter registration records. File maintenance, per the Help America Vote Act, will be performed in the second half of this fiscal year. 2. Maintain the signature file to improve the signature verification process. Maintenance is currently being done to the signature file by adding new and updated signatures. 3. Provide voter education to all public and private high schools around the County. The Elections Division will be conducting Young Voter Education presentations at high schools around the island beginning in the second half of this fiscal year. 4. Provide testimony on election related bills during the legislative session. The State Legislative Session begins in January 2026. Testimony will be submitted, if necessary, in the second half of the fiscal year. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank COUNTY COUNCIL/CLERK COUNCIL/CLERK Council Services Section 1. Fulfill legal notice requirements for all Council and Committee meetings, including preparation of meeting agendas and posting and publication of meeting notices. Legal notice requirements were met for 28 Council meetings, 112 Committee meetings, and one Council public hearing. 2. Make available online each item received for consideration by the Council or its Committees within a reasonable length of time. During the fiscal year, 172 bills and 431 resolutions were made available online. 3. Facilitate technical services to allow more flexibility for officials and members of the public to participate in Council and Committee meetings. Courtesy sites were available in Kona, Kohala, Pahoa, Waimea, and Ocean View (effective 8/6/2024) allowing for in -person testimony. Videoconferencing was also available for remote testimony and for officials required to participate in the meetings who were not able to attend in person. 4. Provide final votes of Council and Committee agenda items and make video archives of Council and Committee meetings available online within a reasonable time after the meetings. Final votes on Council and Committee agenda items were provided within two business days after the meetings. 5. Process and prepare adopted resolutions and ordinances for distribution to affected parties within the timeframe provided in the Council Rules of Procedure and Organization. Council Services processed and distributed 418 adopted resolutions and 109 ordinances within the timeframe specified in the Council Rules of Procedure and Organization. Final Status Report on Program Objectives for FY 2024-25 COUNTY COUNCIL/CLERK COUNCIL/CLERK 6. Prepare Council and Committee meeting transcripts within the timeframe required by law. Council Services completed minutes for 28 Council meetings and 111 Committee meetings within the timeframe required by Hawaii Revised Statutes §92-7. 7. Conduct requests for current and historic records in compliance with OIP, UIPA, and FOIA timeframe and requirements. Fulfilled 58 requests in compliance with OIP, UIPA, and FOIA timeframe and requirements. Support Services Division 1. Process all documents submitted by departments for reproduction within two business days, unless the job requested is extremely large. Support Services reproduced 2,173,194 black and white copies and 381,761 color copies. 2. Process all pieces of outgoing postal and interdepartmental mail collected from departments or received by departments no later than 2:30 p.m. on the same business day. Support Services posted/mailed 267,349 pieces of mail. A memo on the new postage rates and the Guidelines for Successful Mailing was sent to all County departments. 3. Sort and distribute all collected interdepartmental mail in a timely manner. Approximately 98% of all interdepartmental envelopes are delivered within one business day. Sent a memo in December 2024 to all County departments to remind personnel of the correct way to address interdepartmental envelopes. Legislative Research Branch 1. Complete review and preparation of all amendments and subsequent drafts of the Operating and Capital Budgets within established deadlines. Assisted with the review and preparation of 14 budget amendments as well as Drafts 3 and 4 of both the Operating Budget and Capital Budget for FY 2025-26. Final Status Report on Program Objectives for FY 2024-25 COUNTY COUNCIL/CLERK COUNCIL/CLERK 2. Complete review of non-complex bills, resolutions, and amendments initiated by a Council Member for proper form within two weeks of receipt. Reviewed 55 bills, 297 resolutions, and 229 proposed amendments to legislation on Committee and Council agendas. All reviews were completed in a timely manner based on the content and complexity of the legislation. 3. Provide drafting assistance and review relating to complex bills or resolutions. Provided drafting assistance and review of legislation and amendments relating to transient accommodation rentals, visitor destination areas, accessory dwelling units, nepotism, telecommunication antennae, and proposed Charter amendments for the 2026 General Election. 4. Provide research assistance to the Clerk and Council, as requested and time permitting, relating to substantive as well as procedural matters. Assisted with various research assignments relating to the Council -Clerk's section of the County's Annual Report for FY 2023-24, Final Status Report on Program Objectives for FY 2023-24, real property tax policies for DHHL homesteads in each county, the current practice of submitting separate bills for rezoning and State Land Use District Boundary Amendments, and all complex legislative reviews to ensure compliance with the County Charter, County Code, and/or Hawaii Revised Statutes. 5. Revise and supplement the County Code pursuant to Section 2-153. Update the Council -Clerk's website to include revisions and prepare semi-annual supplements to the County Code for distribution within eight weeks of receipt of final adopted ordinances. The Hawaii County Code was updated nine times on the Council -Clerk's website to include 51 ordinances that passed during the fiscal year. Supplement 16 was published and distributed in July 2024 and included all ordinances that took effect through June 30, 2024. Supplement 17 was published and distributed in January 2025 and included all ordinances that took effect through December 31, 2024. Final Status Report on Program Objectives for FY 2024-25 COUNTY COUNCIL/CLERK COUNCIL/CLERK 6. 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. The County Charter was updated on the Council -Clerk's website to include two Charter amendments that were approved by the voters in the General Election on November 5, 2024. Additionally, the Council Rules of Procedure and Organization was updated on the website to include two amendments to Rule No. 26 that were adopted towards the end of Council term 2022-2024 as well as the adopted rules for Council term 2024-2026. 7. Draft ballot questions during an election year for any proposed amendments to the Hawaii County Charter to be placed on the General Election ballot and update the Charter to incorporate any amendments passed by the voters. Assisted with drafting ballot questions for three proposed amendments to the Hawaii County Charter. Two out of the three proposed amendments on the General Election ballot were approved by the voters on November 5, 2024, and the Hawaii County Charter was updated to include the two amendments that passed. The 2024 Edition was uploaded to the Council -Clerk's website, and 266 copies of the new edition were printed for distribution. 8. Monitor the State Legislative Session, compile an extensive list of bills that are of significant interest to the County, and provide daily reports to the Council on all activity for those bills throughout the legislative session. Tracking of the 2024 Legislative Session concluded with a closing report dated August 9, 2024, which transmitted the following results: • After an initial review of 2,935 bills, team members narrowed the list to 276 bills (143 senate bills and 133 house bills) for tracking; and • From the list of 276 bills, the Legislature passed five senate bills and six house bills, which were transmitted to the Governor and signed into law. Tracking of the 2025 Legislative Session began in January, the second half of the fiscal year. After an initial review of 3,172 bills, team members compiled a list of 123 bills (61 senate bills and 62 house bills) of significant interest to the County and provided daily updates to the Council on legislative activity for those bills, which included the following: • Sent 41 email notices on hearings and status updates for the Senate bills and 59 email notices for the House bills; Final Status Report on Program Objectives for FY 2024-25 COUNTY COUNCIL/CLERK COUNCIL/CLERK Sent five emails providing a summary spreadsheet on the status of all bills being tracked, as well as helpful information from the State's Public Access Room; and Prepared a draft report for the end of the Legislative Session to be finalized and transmitted in July 2025 of the following fiscal year. 9. Conduct training classes for Council district staff on legislative drafting and budget procedures and amendments. LRB conducted seven training sessions for district staff, three on legislative drafting and four on the budget process and amendments. 10. Prepare and distribute at least one informational brochure or other educational material relating to the legislative process. The informational brochure, Your County Government, was updated to include the newly elected Mayor and Council Members. A total of 866 copies of the brochure were printed and distributed to the Legislative and Executive Branches. Educational handouts were distributed to district staff during each training session on legislative drafting and the budget process/amendments. Final Status Report on Program Objectives for FY 2024-25 COUNTY COUNCIL/CLERK ELECTIONS 1. Establish additional drop box locations for the 2024 Elections. A new ballot drop box location was established at the Kea`au Police Station. 2. Provide voter education to all public and private high schools around the County. The Elections Division worked with Kamehameha Schools and Waiakea High School to get students involved in the election process. Students volunteered and assisted at the Counting Center doing various duties. The Elections Division conducted ten Young Voter Registration presentations and registered 76 students at various high schools around the island. 3. Provide testimony on election related bills during the legislative session. Testimony was submitted for Senate Bill No. 51, SDI, relating to a publicly funded campaign program for candidates running for office. 4. Implement a ballot curing platform for the 2024 Elections. The ballot curing platform was not implemented for the 2024 elections as the yearly cost for the curing program, including non -election years, had a significant increase of four times the original cost; however, ballot curing by email was made available for voters for the 2024 elections. Final Status Report on Program Objectives for FY 2024-25 7 COUNTY PHYSICIANS COUNTY COUN AY PHYSICIANS 1. Continue to serve the County diligently as in the past. During the first six months of FY 2025-26, the County Physicians continued to diligently serve County departments and agencies in alignment with established program objectives. They remained responsive to inquiries regarding medical matters, providing timely guidance, consultation, and professional expertise as needed to support County operations. Overall, the program continues to meet its objectives by maintaining consistent service, effective communication, and reliable medical support. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank COUNTY PHYSICIANS COUNTY PHYSICIANS 1. Continue to serve the County diligently as in the past. Responded to inquiries regarding medical matters, including pre -employment, PUC, and various physical examinations across all county departments island wide. Both County Physicians are responsible for coordinating schedules with the department and engaging in independent communication with them. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank ELDERLY ACTIVITIES ELDERLY ACTIVITIES COORDINATED 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. Provided services to 2,864 older Adults. 2. Providing outreach services to 900 adults. Provided outreach to 308 adults. 3. Providing transportation services to 1,000 older adults and accomplishing 34,000 trips annually. Provided transportation services to 832 older adults and accomplished 15,616 trips. 4. Providing transportation services to 40 individuals less than 60 years of age with disabilities and accomplishing 700 trips annually. Provided transportation services to 21 individuals less than 60 years of age and accomplished 265 trips. 5. Providing and completing 3,500 referrals. Completed 1,752 referrals. 6. Providing individuals with disabilities/older adults with 2,500 hours of chore services annually. Provided 531 hours of chore services. Six Month Progress Report on Program Objectives for FY 2025-26 ELDERLY ACTIVITIES • • • Provide a variety of opportunities for retired and senior persons aged 55 or older to participate more fully in the life of their community through significant volunteer services. 1. Plan and coordinate diverse and meaningful volunteer opportunities to 750 persons 55 years and older. Plan and coordinated diverse and meaningful volunteer opportunities to 877 persons 55 years and older. 2. Assist significantly in meeting community needs by providing 750,000 hours of volunteer service. Assisted significantly in meeting community needs by providing 20,905 hours of volunteer service. 3. Facilitate volunteer services through 125 volunteer stations. Facilitated volunteer services through 86 volunteer stations. 4. Provide 55 volunteers to assist in Food Basket Distribution. Provided 15 volunteers to assist in Food Basket Distribution. 5. Provide 25 volunteers to assist in Hawaii County Nutrition Meals On Wheels Program. Provided six volunteers to assist in Hawaii County Nutrition Meals On Wheels Program. 6. Provide 20 volunteers to assist in AARP's Tax Preparation Program. Provided 0 volunteers to assist in AARP's Tax Preparation Program. AARP's Tax Preparation Program starts January 2, 2025 — April 30, 2026 7. Provide 650 volunteers in other community priorities. Provided 508 volunteers in other community priorities. Six Month Progress Report on Program Objectives for FY 2025-26 ELDERLY ACTIVITIES I -..--.,- NUTRITION PROGRAM Congregate Nutrition Services To provide 60,000 nutritious meals, each containing a third of the U.S. RDA, to 900 older individuals, aged 60 and older, at 15 congregate nutrition sites throughout Hawaii County. During the last six months, we have provided 19,174 meals for 520 congregate seniors that are 60 and older. Home Delivered Meal Service (Meals On Wheels) To deliver 60,000 nutritious meals, each containing a third of the U.S. RDA, to 300 frail, homebound older individuals, aged 60 and older, throughout Hawaii County. In the last six months, we served 267 seniors with a total of 25,244 meals to their home with Meals on wheels services. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank ELDERLY ACTIVITIES COORDINATED SERVICES UNIT The CSE staff will promote maximum independence, optimum health, personal dignity and self -enrichment by: 1. Providing information and assistance services to 5,000 older adults. CSE provided information and assistance services to 5,600 older adults. 2. Providing outreach services to 900 adults. CSE provided outreach services to 908 adults. Providing transportation services to 1,000 older adults and accomplishing 34,000 trips annually. CSE provided transportation services to 1,271 older adults and accomplished a total of 34,904 trips. 4. Providing transportation services to 50 individuals less than 60 years of age with disabilities and accomplishing 1,000 trips annually. CSE provided transportation services to 43 individuals less than 60 years of age and accomplished 869 trips. 5. Providing and completing 3,500 referrals. CSE completed 3,504 referrals. Providing individuals with disabilities/older adults with 2,500 hours of chore services annually. CSE provided 956 hours of chore services. Final Status Report on Program Objectives for FY 2024-25 ELDERLY ACTIVITIES RETIRED AND SENIOR VOLUNTEER PROGRAM Provide a variety of opportunities for retired and senior persons aged 55 or older to participate more fully in the life of their community through significant volunteer services. Plan and coordinate diverse and meaningful volunteer opportunities to 1,000 persons 55 years and older. Planned and coordinated volunteer opportunities for 1,017 persons 55 years and older. Assist significantly in meeting community needs by providing 100,000 hours of volunteer service. Provided 60,212 hours of volunteer service to meet community needs. 3. Facilitate volunteer services through 150 volunteer stations. Facilitated volunteer services through 173 volunteer stations. 4. Provide 55 volunteers to assist in Food Basket Distribution. Provided 65 volunteers to assist in Food Basket Distribution. 5. Provide 25 volunteers to assist in Hawaii County Nutrition Meals On Wheels Program. Provided 30 volunteers to assist Hawaii County Nutrition Program — Meals on Wheels. 6. Provide 20 volunteers to assist in AARP's Tax Preparation Program. Provided 27 volunteers to assist AARP's Tax Preparation Program. 7. Provide 900 volunteers in other community priorities. Provided 542 volunteers in other community priorities. Final Status Report on Program Objectives for FY 2024-25 ELDERLY ACTIVITIES NUTRITION PROGRAM Con¢reeate 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. Provided 34,364 meals to 641 older individuals, aged 60 and older. Home Delivered Meal Service (Meals On Wheels) To deliver 60,000 nutritious meals, each containing a third of the U.S. RDA, to 300 frail, homebound older individuals, aged 60 and older, throughout Hawaii County. Delivered 47,369 meals to 345 frail, homebound older individuals. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank 9 ENVIRONMENTAL MANAGEMENT ADMINISTRATION 1. Establish sewer fee rates at a level to cover expenses of operations, maintenance, repairs, and replacements. The last of five scheduled sewer rate increases, established under Ordinance 19- 21, went into effect on April 1, 2023. The current fees are not sufficient to cover all planned expenses of operations, repairs and maintenance, additional increases will be needed in future years. A new wastewater rate study is underway to evaluate the sewer rates that would be needed to cover the costs. 2. Maintain vehicle disposal fee system to assure financial self-sufficiency for the Vehicle Disposal program. The Vehicle Disposal Fund and the fees collected with the annual registration of vehicles are anticipated to be sufficient to maintain current operating expenses for FY 2025-26. 3. Improve the status of Wastewater accounts receivable. Reduce the average number of days in receivables by 5% annually. Reduce the percentage of balances over 90 days past due by 5% annually. The average number of days in receivables for Wastewater increased by 9%, going from 57 days in FY 2024-25 to 62 days. The percentage of balances over 90 days past due increased by 8%, going from 38% at the end of FY 2024-25 to 41%. Ordinance No.14-136 provides authorization for the Department of Water Supply (DWS) to shut off water for non-payment of sewer fees after the effective date of December 31, 2015. In December 2020, the Department established administrative rules for implementing water shut off for non- payment of sewer fees. While water shut off will provide significant leverage in the ability to collect sewer fees, actual implementation was deferred due to the pandemic and continues to be deferred due to staffing shortages. We continue to receive judgments from lawsuits initiated by the Office of the Corporation Counsel and -have established -numerous repayment plans to address delinquent balances in advance of implementing water shut off. We continue to work towards reducing the past -due receivables by reviewing debt collection policies and other opportunities to further reduce outstanding balances. Six Month Progress Report on Program Objectives for FY 2025-26 ADMINISTRATION 4. Maintain the status of Solid Waste accounts receivable with an average number of days in receivables less than 35 days and a percentage of balances over 90 days past due less than 2%. The average number of days in receivables for Solid Waste increased from 33 days in FY 2024-25 to 34 days. The percentage of balances over 90 days past due increased from 3% in FY 2024-25 to 8%. Delinquent customers are being denied access to the landfills. We have received judgments from lawsuits initiated by the Office of the Corporation Counsel. The Department continues to work towards reducing the past -due receivables by reviewing debt collection policies, procedures, and other opportunities to further reduce outstanding balances. Six Month Progress Report on Program Objectives for FY 2025-26 ENVIRONMENTAL MANAGEMENT ADMINISTRATION 1. Establish sewer fee rates at a level to cover expenses of operations, maintenance, repairs, and replacements. The last of five scheduled sewer rate increases, established under Ordinance 19- 21, went into effect on April 1, 2023. The current fees are not sufficient to cover all planned expenses of operations, repairs and maintenance, additional increases will be needed in future years. A new wastewater rate study is underway to evaluate the sewer rates that would be needed to cover the costs. 2. Maintain vehicle disposal fee system to assure financial self-sufficiency for the Vehicle Disposal program. The Vehicle Disposal Fund and the fees collected with the annual registration of vehicles were sufficient to maintain current operating expenses for FY 2024-25. Improve the status of Wastewater accounts receivable. Reduce the average number of days in receivables by 5% annually. Reduce the percentage of balances over 90 days past due by 5% annually. The average number of days in receivables for Wastewater increased by 6%, going from 54 days in FY 2023-24 to 57 days. The percentage of balances over 90 days past due increased by 12%, going from 34% at the end of FY 2023-24 to 38%. Ordinance No. 14-136 provides authorization for the Department of Water Supply (DWS) to shut off water for non-payment of sewer fees after the effective date of December 31, 2015. In December 2020, the Department established administrative rules for implementing water shut off for non- payment of sewer fees. While water shut off will provide significant leverage in the ability to collect sewer fees, actual implementation was deferred due to the pandemic and continues to be deferred due to staffing shortages. We continue to receive judgments from lawsuits initiated by the Office of the Corporation Counsel and have established numerous repayment plans to address delinquent balances in advance of implementing water shut off. We continue to work towards reducing the past -due receivables by reviewing debt collection policies and other opportunities to further reduce outstanding balances. Final Status Report on Program Objectives for FY 2024-25 ENVIRONMENTAL MANAGEMENT ADMINISTRATION 4. Maintain the status of Solid Waste accounts receivable with an average number of days in receivables less than 35 days and a percentage of balances over 90 days past due less than 2%. The average number of days in receivables for Solid Waste increased from 31 days in FY 2023-24 to 33 days. The percentage of balances over 90 days past due increased from 1% in FY 2023-24 to 3%. We have received judgments from lawsuits initiated by the Office of the Corporation Counsel. Delinquent customers are being denied access to the landfills. The Department continues to work towards reducing the past -due receivables by reviewing debt collection policies, procedures, and other opportunities to further reduce outstanding balances. Final Status Report on Program Objectives for FY 2024-25 10 FINANCE FINANCE ADMINISTRATIO UDGET Administration 1. Conduct training sessions for county financial personnel. Eight training sessions were conducted during the first six months of the fiscal year. These sessions focused on the procurement process and budget preparation, including hands-on training in the County's newly implemented financial system, and were delivered to staff across multiple divisions and departments. 'In addition, the annual Budget Kickoff meeting for all departments was held in September to initiate the budget planning cycle and outline expectations, timelines, and key requirements. 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. The Real Property Tax Division engaged in nine outreach and education efforts with community groups island wide. 3. Conduct weekly meetings with division managers, supervisors and/or staff, covering new or changing regulations, rules and procedures, and overall leadership development. Conducted training for supervisors and supplied division heads with support materials each month. 4. Coordinate with Corporation Counsel regarding procurement protests, request for debriefing, and other related procurement issues in a timely manner. There were nine protests filed during the first six months of the fiscal year. Budget 1. Plan, direct and execute the formulation of the county's operating budget. On September 18, 2025, the Finance Department initiated the FY 2026-27 Budget season with a kickoff meeting/workshop. A Budget 101 class was held on September 22, 2025, to review the budget process and provide a review of the budget module in CoHnect. Budget review and discussions with County Departments, Offices and Agencies were initiated in December 2025. Six Month Progress Report on Program Objectives for FY 2025-26 2. Prepare transmittal letters, resolutions, and/or bills for the appropriate approvals and signatures for all fully -completed requests for council action received three days prior to the County Council's submittal deadlines. On July 14, 2025, the Department of Finance issued Finance Procedures for Requests for Council Action (Formerly Form B-52), which provided guidance to departments on how to work with the Office of the County Clerk, Legislative Research Branch (LRB) for drafting and formatting legislation. In the first half of FY 2025-26, the Budget Division prepared three resolutions, two bills, two quarterly donation report letters and 16 transmittal letters on behalf of departments/agencies for County Council action. The Budget Division also reviewed 32 requests submitted to LRB for processing. 3. Provide guidance and assistance to departments/agencies to ensure the fiscal responsibility and accountability in developing the operating budget. On September 18, 2025, the kickoff meeting for the FY 2026-27 budget was held for department heads, budget liaisons and fiscal staff of County departments and agencies. A Budget 101 class was held on September 22, 2025, to provide training on completion of budget documents. One-on-one training and ongoing assistance were provided to various departments/agencies as requested. 4. Receive and process County of Hawaii nonprofit grant applications. Grant applications for FY 2026-27 were prepared, advertised, and posted on the county website. The deadline for FY 2026-27 grant applications is Saturday, January 31, 2026. Applications will then be vetted and routed to the Council for final action. Six Month Progress Report on Program Objectives for FY 2025-26 FINANCE ACCOUNTS 1. Close FY 2024-25 books and issue final June 30 Budget Status Report by October 15, 2025, and determine the General Fund's fund balance by September 30, 2025. Due to vacancies and position transitions within the Accounts Division, along with the additional responsibilities associated with implementing the new Enterprise Resource Planning (ERP) which includes a new payroll function, meeting the closing timeline was difficult. The General Fund's fund balance was finalized in December 2025, and the final June 30 Budget Status Report was issued on December 30, 2025. 2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA) for the County's June 30, 2025 Annual Comprehensive Financial Report. The Certificate of Achievement was in the process of being obtained. 3. Close the books and have the monthly budget status reports available in FRESH within ten working days after the end of the month or close of the previous month, whichever is later, except for June, July, August, September, and October. Due to delays in closing the prior fiscal year, as well as challenges related to the implementation of the CoHnect system, the Division is working to regain its closing schedule. As noted, the Division continues to experience staffing vacancies and key position turnover. 4. Support the FRESH (Financial and Resource Enterprise Software for Hawaii County) system accounts payable, general ledger and payroll modules. This includes maintaining and keeping abreast of changes to the current modules that Accounts is responsible for, as well as, helping users and providing training when necessary. The FRESH accounting system transitioned to CoHnect in June 2025. The Payroll transition date was December 31, 2025. Support -for FRESH was provided on a continuous basis throughout its operation. Ensure that all claim payments made are proper and legal by pre -auditing 100% of payment requests for accuracy and propriety, returning items that are not accurate or proper to departments for correction. Each payment was carefully reviewed to ensure accuracy and legal compliance. Six Month Progress Report on Program Objectives for FY 2025-26 ACCOUNTS 6. Provide certificate of the availability of funds on County contracts within three working days of the contract's submission to Accounts Division. Certification of availability of funds was provided within the allowable timeframe. 7. Pay vendors promptly by issuing all warrants for claims within seven working days of the receipt of the invoice by Accounts Division. Approved claims were processed and issued within the prescribed timeframe to ensure prompt payment. 8. Ensure that all employees receive the correct amount of pay and related benefits by pre -auditing 100% of payroll claims for accuracy and compliance with legal and contractual requirements and filing all required payroll tax forms and returns on time. A pre -audit was conducted on all approved timecards to verify accuracy and proper authorization and required payroll tax filings were submitted on time. Six Month Progress Report on Program Objectives for FY 2025-26 INTERNAL CONTROL & TAT Internal Control 1. Review departmental policies and procedures related to financial controls and asset protection. Between July 1 and December 31, 2025, the Internal Control division coordinated with the Planning department in developing requirements for its Short -Term Residential Rentals software to include appropriate financial and operational controls. 2. Identify potential control weaknesses and develop enhanced security procedures to reduce opportunities for fraud, create additional accountability, and build greater public trust. The Internal Control division assisted with the CoHnect payroll implementation to ensure appropriate controls were being implemented into the new system and practices. Transient Accommodations Tax 1. Contact and collect on delinquent taxpayers with the establishment of the taxpayer activity reports. In November 2025, the division mailed approximately 1,300 HCTAT Taxpayer Statements for tax year 2024. We also continued to send monthly email notifications to taxpayers who have email addresses on file for payments which we could not match to a filing and filings we could not match to a payment. 2. Draft proposed installment/settlement agreement. The draft installment/settlement agreement has been developed and is currently in use. Approximately 70 agreements have been issued. 3. Draft proposed Director of Finance rules. The draft rules have been developed, and a public meeting was held on July 1, 2025. The rules were effective on July 24, 2025. Six Month Progress Report on Program Objectives for FY 2025-26 FINANCE PTOPERTY MANAGEMENT 1. Provide support for PONC in meeting its requirement of submitting its annual list of prioritized properties to the Mayor by December 31, 2024. The Annual Report to the Mayor was submitted on December 30, 2025. Seven properties were recommended for preservation by the Commission. 2. Provide support and maintain public posting of meetings, forms, information, financial reports, etc. on the county website for public documents. Staff provided administrative support to Public Access, Open Space and Natural Resources Preservation Commission (Commission or PONC) by coordinating and posting meeting notices and agendas, uploading approved minutes and related materials, and posting program forms and other public documents as available. 3. Identify and initiate negotiations on the purchase of the next property pursuant to recommendations by PONC, the Mayor, and as authorized by the County Council. As of December 31, 2025, the County is in active negotiations with various sellers to acquire approximately 446 acres. 4. Provide support for PONC as they review, evaluate, and make recommendations to the Director of Finance regarding applications for stewardship grants from the MNT Fund. Property Management provided ongoing staff support to the Commission by receiving and organizing stewardship grant applications, confirming basic completeness and eligibility, and compiling supporting materials for commissioner review. 5. Provide support for grant awardees in the maintenance, stewardship, and management of properties acquired by the fand. Property Management supported grant awardees by serving as the main point of contact for awardee questions, clarifying grant terms and required deliverables, reviewing progress reports, processing payments, and tracking deadlines and compliance items. Six Month Progress Report on Program Objectives for FY 2025-26 PROPERTY MANAGEMENT 6. Provide support for the land management and right-of-way acquisition needs for all County departments. The Property Management Division supported the land management and right of way acquisition needs of County departments by coordinating requests, reviewing and organizing real property records, and guiding departments through required processes for surveys, appraisals, and due diligence. The division also supported negotiations and documentation for acquisitions and right of way interests, coordinated with internal and external stakeholders as needed. 7. Provide administrative and fiscal management of County leased properties and ensure leases are paid on time. The Property Management Division provided administrative and fiscal management for County leased properties by tracking lease terms, coordinating invoices and supporting documentation, and processing lease payments. During the transition to the CoHnect system, the division worked to maintain continuity of payments and address system and workflow issues that affected processing timelines. The division focused on landlord communication, and strengthening internal tracking and procedures to improve. 8. Dispose of surplus real property as requested by departments and authorized by the Director of Finance. There were no disposal of County owned properties during the first half of FY 2025-26. 9. Dispose of used equipment or vehicles as requested by departments and authorized by the Director of Finance. There were no disposal of used equipment or vehicles during the first-half of FY 2025-26; however, Property Management intends to conduct a vehicle and equipment auction in the second half of FY 2025-26. 10. Maintain the Personal Use of vehicles as requested by departments and authorized by the Director of Finance. Property Management continues to process requests and maintain permit files for the personal use of County vehicles. Six Month Progress Report on Program Objectives for FY 2025-26 FINANCE PROPERTY MANAGEMENT 11. Maintain the fixed assets of vehicles quarterly status reporting as requested by Risk Management and County Corporation Counsel. The Property Management Division provided quarterly vehicle fixed asset status report to Risk Management and County Corporation Counsel as requested. 12. Maintain the fixed assets record system of County property and submit the annual fixed asset report to the County Council. The division submitted the annual fixed asset report for FY 2024-25 on August 13, 2025. During the first half of FY 2025-26, the CoHnect fixed asset record system was not yet fully available, so staff relied on existing records and interim tracking methods to maintain continuity and prepare for full transition once the module becomes active. 13. Hold at least one public auction for the disposal of useable surplus County owned personal property. While the Property Management Division did not hold a public auction for the disposal of useable surplus County owned personal property during the first half of FY 2025-26, our staff continued internal preparation, planning, and coordination to hold a public auction during the second half of FY 2025-26. 14. Maintain all public posting on public websites or legal advertising relating to PONC and other Property Management events. The Property Management Division maintained required public postings and legal advertisements relating to PONC and other Property Management activities. This included coordinating website postings and public notices to support transparency, document availability, and compliance with applicable posting and advertising requirements. Six Month Progress Report on Program Objectives for FY 2025-26 PUICVASING 1. Use technology effectively by processing 95% of alHFBs, RFPs and RFQs using Public Purchase, the division's chosen e-procurement system. Formal solicitations (IFBIRFP) were conducted via Public Purchase through August 2025 and then transitioned to OpenGov in September 2025. More than 95% of RFQ's that have been received and are not available to be procured through the SPO cooperative contracts, have been conducted using Public Purchase through August 2025 and in OpenGov from September 2025. 2. Conduct a minimum of three vendor outreach opportunities annually to promote "doing business with the County" and to encourage competition for future opportunities. Purchasing met with one vendor virtually between July 1, 2025, and December 31, 2025, to share County of Hawai`i's competitive bidding process. 3. Provide outstanding customer service to departments and agencies for purchases less than the formal bidding limits, by completing the request for quotation process 95% of the time within ten working days of receipt. Purchasing has been able to process a minimum of 95% of requests within ten working days. 4. Provide outstanding customer service by processing 95% of routine documents (invoice payment approvals, contracts, change orders and supplemental agreements) within two working days of receipt, including electronic approvals. Invoice payments, and document approvals that have been received in complete format are processed within two business days. 5. Conduct a minimum of three internal procurement trainings annually with County agencies to yield more effective procurement results. In August 2025, Purchasing conducted general procurement training to the Mass Transit Agency. In September 2025, Purchasing hosted a virtual CoHnect Requisition Training for the entire County. Six Month Progress Report on Program Objectives for FY 2025-26 FINANCE PURCHASING 6. Provide Purchasing information on a regular basis by sending monthly reminders to all departments with general Purchasing guidelines to address frequently asked questions. Monthly reminders by email transitioned to Purchasing CoHnect announcements posted within CoHnect's Requisition Landing Page for all requestors to view before creating a requisition. Announcements were posted frequently with the implementation of CoHnect on July 1, 2025, to explain procurement in the new system. The Purchasing Division is utilizing its new internal Sharepoint site, which replaced the Intranet, to disseminate procurement information and share "CoHnect How To" documents. Six Month Progress Report on Program Objectives for FY 2025-26 10 FINANCE 41 PROPERT TAX 1. Attain sales assessment mean ratio +/- 10% from the 100% assessment and attain a co -efficient of dispersion at +/- 15% of the mean ratio. The assessment for the Tax Year 2026 is not yet complete. 2. Maintain an active educational and informational program on real property taxation. Conducted 11 workshops, presentations and trainings for the public in the first six-month period. 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. One tax sale is to occur in January 2026 and the second in June 2026. 4. Mail 1,000 preliminary tax sale letters. Between July 2025 and December 2025, 875 preliminary letters were mailed. Additional letters will be mailed between January 2026 and June 2026. 5. Close 1,000 delinquent accounts. Unable to provide closed delinquent accounts at this time as RPT is heading into the February 2026 tax bill collection deadline. 6: Attain processing of documents within four weeks of receipt from State of Hawaii, Bureau of Conveyances. Not yet attained, however, as of December 31, 2025, staff has the processing time down to eight weeks. Six Month Progress Report on Program Objectives for FY 2025-26 11 RISK MANAGEMENT Continue to develop the Risk Management Division and respond to inquiries, requests for assistance and consultation. The Risk Management Division responded to both internal and external parties to afford service, consulting and/or recommendations on insurance and risk concerns. 2. Annually meet/communicate and collaborate with departments to discuss current risk issues, assess the policies and procedures in place and make necessary modifications to reduce risk and improve regulation compliance. Risk Management continued to assist departments by providing risk assessments and insurance coverage analyses. With Risk Reminders distributed to highlight identified areas of concern in coordination with Health & Safety. 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. Analysis of the County's self -insured program continued. Initial focus was on the viability of obtaining an excess liability program; however, logistically the County's organizational structure was not conducive to establishing such a program. Efforts are now concentrated on assessing options to the County's workers' compensation (WC) program. 4. Meet annually/semi-annually with the Risk Management Committee to discuss activity and current risk issues. The Risk Management Committee (RMC) meeting will resume in 2026. Six Month Progress Report on Program Objectives for FY 2025-26 12 RISK MANAGEMENT. 5. Meet monthly with the Safety Division Administrator to discuss areas of safety concern and schedule safety and training programs to minimize the impact of such concerns. Risk Management and Health & Safety (H&S) met on an as needed basis to discuss issues and focus on establishing a safety awareness attitude. Being conducted are joint mock-HIOSH walkthroughs and/or implementing a Prevention by Inspection Program. H&S oversees regular safety training is conducted. Six Month Progress Report on Program Objectives for FY 2025-26 13 FINANCE TREASURY 1. Invest 99 percent of all funds in interest -bearing accounts or certificates. At least 99% of funds were invested in interest bearing accounts or certificates. 2. Maintain sufficient liquidity to meet cash requirements. All obligations were met including vendor payments, bond payments, and payroll expenses. 3. Maximize interest income by attaining budgeted projection while ensuring the safety of County funds. At halfway point, interest income is on track to meet the budgeted goal. 4. Reconcile monthly statements within 30 days of receipt. Bank statement reconciliations were behind schedule due to reporting issues in CoHnect. Six Month Progress Report on Program Objectives for FY 2025-26 14 FIN. -\ CE ---------------------- Vehicle Registration 1. Process mail within ten business days from date received. Due to staffing shortages, mail could not be consistently processed within ten days of receipt. 2. Recommend and implement at least one change in operations to enhance customer service experience. Inventory operations were improved to ensure better product availability and stronger customer experience. 3. To have 90 percent of `Service Excellence Surveys' indicate "Excellent" overall efficiency rating in responding to customer concerns. The Division met the overall efficiency rating for Vehicle Registration at 91.3% per our Qmatic reports. Licensing 1. Respond to inquiries and requests for renewals/duplicates by mail within ten business days from date received. Mail was consistently processed within ten days of receipt. 2. Recommend and implement at least one change in operations to enhance customer service experience. Staff have been providing phone support to help customers obtain appointments. 3. To have 90 percent of `Service Excellence Surveys' indicate "Excellent" overall efficiency rating in responding to customer concerns. Licensing achieved an 87.1% excellent rating per Qmatic reports, falling short of the 90% overall efficiency target. Six Month Progress Report on Program Objectives for FY 2025-26 15 F -ICE INAI Periodic Motor Vehicle Inspection 1. Conduct at least 560 inspections of stations issuing safety checks. During this six-month period, 299 stations were inspected. Six Month Progress Report on Program Objectives for FY 2025-26 16 Administration Conduct training sessions, large and small group settings as needed, for county financial personnel. Desired outcome is to provide a training media for financial support staff. Seven training sessions were conducted in FY 2024-25. They included an overview of the procurement process and budget training with various individuals including those in our Vehicle Registration and Licensing Administration division. The Budget Kickoff for all departments was held in September. 2. Maintain interaction and education for the public by participating in community meetings and by conducting workshops on the various finance areas, including budget, purchasing and real property tax related areas. The Real Property Tax division conducted twenty educational outreach meetings with various community groups throughout the island. 3. Conduct informational sessions or distribute instructive materials to division managers, supervisors and/or staff at least four times per year, covering new or changing regulations, rules and procedures that affect employee relations or benefits. Supervisory training and support materials were distributed to the division managers monthly. 4. Refer procurement protests to Corporation Counsel within three working days of receipt. There were three protests filed during the fiscal year. Budget 1. Plan, direct and execute the formulation of the county's operating budget. On September 18, 2024, the Finance Department initiated the FY 2025-26 Budget season with a kickoff meeting/workshop. A Budget 101 class was held on September 23, 2024, to review the budget process and provide an overview of the new budget module in CoHnect. Budget review and discussions with County Departments, Offices and Agencies were initiated in December 2024. The final budget bill was transmitted to Council on May 5, 2025. Final Status Report on Program Objectives for FY 2024-25 FINANCE ADMINISTRATION/BUDGET 2. Prepare transmittal letters, resolutions, and/or bills for the appropriate approvals and signatures for all fully -completed requests for council action received three days prior to the County Council's submittal deadlines. In FY 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. Provide guidance and assistance to departments/agencies to ensure fiscal responsibility and accountability in developing the operating budget. On September 18, 2024, the kickoff meeting for the FY 2025-26 budget was held for department heads, budget liaisons and fiscal staff of County departments and agencies. A Budget 101 class was held on September 23, 2024, to provide training on completion of budget documents. One-on-one training and ongoing assistance were provided to various departments/agencies as requested. 4. Receive and process County of Hawaii nonprofit grant applications. Grant applications for FY 2025-26 were prepared, advertised, and posted on the county website. The Budget Office received 168 applications. Sixty-six grants were awarded by the County Council. Final Status Report on Program Objectives for FY 2024-25 ACCOUNTS 1. Close FY 2023-24 books and issue final June 30 Budget Status Report by October 15, 2024, and determine the General Fund's fund balance by September 30, 2024. Due to vacancies and position transitions within the Accounts Division, along with the additional responsibilities associated with implementing a new Enterprise Resource Planning (ERP) system, meeting the established closing timeline proved challenging. The General Fund's fund balance was finalized on November 3, 2024, and the final June 30 Budget Status Report was issued on December 21, 2024. 2. Obtain Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA) for the County's June 30, 2024 Annual Comprehensive Financial Report. Certificate of Achievement is in the process of being obtained. 3. Close the books and have the monthly budget status reports available in FRESH within ten working days after the end of the month or close of the previous month, whichever is later, except for June, July, August, September, and October. Due to delays in closing the prior fiscal year, the Division worked diligently to catch up on monthly budget status closings. However, ongoing vacancies within the Division continued to impact its ability to recover and maintain the desired closing schedule. 4. Support the FRESH (Financial and Resource Enterprise Software for Hawaii County) system accounts payable, general ledger and payroll modules. This includes maintaining and keeping abreast of changes to the current modules that Accounts is responsible for, as well as, helping users and providing training when necessary. Support was provided on a continuous basis. 5. Ensure that all claim payments made are proper and legal by pre -auditing 100% of payment requests for accuracy and propriety, returning items that are not accurate or proper to departments for correction. All claims for payment were reviewed for accuracy and compliance. Final Status Report on Program Objectives for FY 2024-25 FINANCE ACCOUNTS 6. Provide certificate of the availability of funds on County contracts within three working days of the contract's submission to Accounts Division. Certifications were provided within the necessary timeframe. 7. Pay vendors promptly by issuing all warrants for claims within seven working days of the receipt of the invoice by Accounts Division. Claims for payment were made within seven working days of invoices being approved. 8. Ensure that all employees receive the correct amount of pay and related benefits by pre -auditing 100% of payroll claims for accuracy and compliance with legal and contractual requirements and filing all required payroll tax forms and returns on time. A pre -audit was conducted on all approved timecards to verify accuracy and proper authorization and required payroll tax filings were submitted on time. Final Status Report on Program Objectives for FY 2024-25 FINANCE INTERNAL CONTROL & TAT Y Internal Control Review departmental policies and procedures related to financial controls and asset protection. Between July 1, 2024, and June 30, 2025, the division performed one internal control review of Research & Development and two personnel investigations. In addition, the division reviewed the payroll process. 2. Identify potential control weaknesses and develop enhanced security procedures to reduce opportunities for fraud, create additional accountability, and build greater public trust. Between July 1, 2024, and June 30, 2025, The Internal Control division reviewed internal controls for Research & Developments budget and grant administration procedures and reviewed the October payroll process to recommend control enhancements. Transient Accommodations Tax Contact and collect on delinquent taxpayers with the establishment of the taxpayer activity reports. In August 2024, the division sent the second Hawaii County Transient Accommodations Tax (HCTAT) statements for tax year 2022. In October 2024, the division sent the first HCTAT statements for tax year 2023. In March 2025, the division sent an Annual "Courtesy" HCTAT Activity Summary for tax year 2024. The division continued to send monthly email notifications to taxpayers who have email addresses on file for payments which could not be matched to a filing and filings not matching a payment. 2. Draft proposed installment/settlement agreement. The draft installment/settlement agreement has been developed and is currently in use. Approximately 70 agreements have been issued. Final Status Report on Program Objectives for FY 2024-25 FINANCE _. INTERNAL CONTROL & TAT 3. Draft proposed Director of Finance rules. The draft rules have been developed, and a public meeting will be held on July 1, 2025. The rules will be effective July 24, 2025. Final Status Report on Program Objectives for FY 2024-25 FINANCE PROPERTY MANAGEMENT 1. Provide support for PONC in meeting its requirement of submitting its annual list of prioritized properties to the Mayor by December 31, 2024. On December 31, 2024, the 2024 Prioritized List consisting of ten properties was submitted to the Mayor. 2. Provide support and maintain public posting of meetings, forms, information, financial reports, etc. on the county website for public documents. Property Management continues to provide support and maintain all necessary postings, forms, and reports. 3. Identify and initiate negotiations on the purchase of the next property pursuant to recommendations by PONC, the Mayor, and as authorized by the County Council. The County has initiated negotiations for three properties from three different priority lists. Anaeho`omalu Conservation easement, Keakealani, and Kawainui Makai fee simple purchases. 4. Provide support for PONC as they review, evaluate, and make recommendations to the Director of Finance regarding applications for stewardship grants from the MNT Fund. As of August 31, 2024, the Commission received and processed 12 Stewardship Grant applications, which included evaluating and assessing each application and holding public meetings. On April 9, 2025, the Commission submitted its recommendations to award ten applications. After review by the Director of Finance, nine awards totaling $838,203.08 were recommended to Council for award to non-profit groups to maintain and steward over 6,000 acres of open space across Hawaii Island. 5. Provide support for grant awatdees in the maintenance, stewardship, and management of properties acquired by the fund. Property Management continues to provide ongoing support to maintain, steward, and manage properties acquired by the fund. At O`oma, an RFQ was issued for a fencing project for ungulate control and at Wai`ele, a consultant was procured to conduct an archaeological study to guide management and the protection of culturally sensitive resources. Final Status Report on Program Objectives for FY 2024-25 FINANCE PROPERTY MANAGEMENT 6. Provide support for the land management and right-of-way acquisition needs for all County departments. The Property Management Division continues to support and assist all departments regarding land matters. 7. Provide administrative and fiscal management of County leased properties and ensure leases are paid on time. County leases continued to be maintained and monitored by Property Management, including but not limited to renewals, amendments, new leases, and related transactions. Lease payments were made on time. 8. Dispose of surplus real property as requested by departments and authorized by the Director of Finance. There was no request for disposal of County owned real property during FY 2024-25. 9. Dispose of used equipment or vehicles as requested by departments and authorized by the Director of Finance. Property Management processed approximately 1,417 disposals in FY 2025, including computers and other IT equipment, office and field tools, furniture, and appliances. 10. Maintain the Personal Use of vehicles as requested by departments and authorized by the Director of Finance. Property Management continues to maintain the listing of personal use of vehicle permits as authorized by the Director of Finance. 11. Maintain the fixed assets of vehicles quarterly status reporting as requested by Risk Management and County Corporation Counsel. Property Management maintained the fixed assets vehicles report which was reported to Risk Management and Corporation Counsel quarterly. Final Status Report on Program Objectives for FY 2024-25 FINANCE PROPERTY MANAGEMENT 12. Maintain the fixed assets record system of County property and submit the annual fixed asset report to the County Council. Property Management maintained the Fixed Asset Detail report using the County EDEN system throughout the fiscal year. The Fiscal Year 2023-24 annual County of Hawaii Fixed Asset Detail Report was submitted to the County Council on August 15, 2024. 13. Hold at least one public auction for the disposal of useable surplus County owned personal property. No public auctions were held during FY 2024-25. 14. Maintain all public posting on public websites or legal advertising relating to PONC and other Property Management events. Property Management maintained public postings on public websites or legal advertising relating to PONC and other Property Management events. Final Status Report on Program Objectives for FY 2024-25 FINANCE PURCHASING 1. Use technology effectively by processing 95% of all IFBs, RFPs and RFQs using Public Purchase, the division's chosen e-procurement system. All formal (IFB and RFP) solicitations done by Purchasing have been conducted using Public Purchase. More than 95% of RFQ's that have been received and are not confirming or available to be procured through the SPO cooperative contracts, have been conducted using Public Purchase. 2. Conduct a minimum of three vendor outreach opportunities annually to promote "doing business with the County" and to encourage competition for future opportunities. Purchasing met with ten State Procurement Office (SPO) vendors virtually between July 1, 2024 and June 30, 2025 to learn their capabilities under the current SPO agreements and to share the County of Hawai`i's competitive bidding process when not utilizing the SPO agreements as another option for doing business with the County of Hawaii. 3. Provide outstanding customer service to departments and agencies for purchases less than the formal bidding limits, by completing the request for quotation process 95% of the time within ten working days of receipt. Purchasing has been able to process a minimum of 95% of requests within ten working days. Purchasing has also been encouraging departments to utilize more of the SPO Price and Vendor List Contracts which allow for more streamlined processing of awards resulting in quicker turnaround times within their delegated purchasing authority. 4. Provide outstanding customer service by processing 95% of routine documents (invoice payment approvals, contracts, change orders and supplemental agreements) within two working days of receipt, including electronic approvals. Invoice payments, and document approvals that have been received in complete format are processed within two business days. 5. Conduct a minimum of three internal procurement trainings annually with County agencies to yield more effective procurement results. Five internal procurement overview trainings were conducted in FY 2024-25. Final Status Report on Program Objectives for FY 2024-25 10 FINANCE REAL PROPERTY TAX Attain sales assessment mean ratio +/- 10% from the 100% assessment and attain a co -efficient of dispersion at +/- 15% of the mean ratio. The Division attained a combined level of assessment of 89.1%, just shy of the 90% goal, but within the margin of error and represented an improvement over prior year. The co -efficient of dispersion was 12.35%, meeting the goal of providing a level of equity that exceeded industry standards for similar municipalities. 2. Maintain an active educational and informational program on real property taxation: The Division maintained and surpassed previous benchmarks for public outreach. Between July 1 through June 30, Real Property Tax staff completed over 20 workshops, trainings, and presentations with the public and non-profit organizations both in person and via Zoom. The Division also completed its first podcast and hosted a hearing seeking input regarding the Finance Director's rules and regulations. Both focused on changes to agricultural programs as a result of legislative action. 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. The Division achieved the goal by having two tax foreclosure proceedings in January and June 2025. This resulted in the closing of 146 delinquent accounts and collection of $1,000,191.05 in taxes, penalties, and interest. 4. Mail 1,000 preliminary tax sale letters. Between August 2024 and January 2025,1,124 preliminary letters were mailed for the January 2025 tax sale. 5. Close 1,000 delinquent accounts. Through proactive collections processes including preliminary jeopardy letters for tax foreclosure proceedings and billing address research, the Division was able to exceed the goal and closed 1,545 delinquent accounts. Final Status Report on Program Objectives for FY 2024-25 11 REAL PROPERTY TAX 6. Attain processing of documents within four weeks of receipt from State of Hawaii, Bureau of Conveyances. While the Division has not obtained the objective of a four -week turnaround time to process conveyance documents due to staffing shortages, Division staff have reduced the previous four -month turn -around to three months and is making strides. The Division implemented new abstracting software to fast - track processing and anticipates meeting the goal of a four -week turn -around time by January 2026. Final Status Report on Program Objectives for FY 2024-25 12 RISK MANAGEMENT 1. Continue to develop the Risk Management Division and respond to inquiries, requests for assistance and consultation. The Division continued to respond to inquiries from internal and external parties affording advice and recommendations on insurance and risk concerns. i.e. insurance, claims, risks, safety issues and contractual insurance needs. 2. Annually meet/communicate and collaborate with departments to discuss current risk issues, assess the policies and procedures in place and make necessary modifications to reduce risk and improve regulation compliance. Risk Management continued to assist departments with risk assessments, coverage analyses, and contractual insurance recommendations. Risk Reminders were distributed to highlight risk concerns. Reviews and recommendations continued to be made on contracts to ensure risk transfer as departments placed more focus on contract reviews stemming from Corporation Counsel's guidance. 3. Annually review the County's self-insurance program and research insurance industry products to determine the most advantageous program to reduce potential financial loss and provide adequate protection. An ongoing analysis was conducted on the County's self -insured program structure to identify viable alternatives to mitigate the County's financial exposure through the purchase of traditional insurance products. e.g. Excess Liability, Workers' Compensation or Excess Workers' Compensation, Public Officials Liability) and Employment Practices Liability Insurance (EPLI). In 2025 action was initiated to perform a Workers' Compensation (WC) self- insurance feasibility study to reassess the County's historical fully self -insured WC Program. Amongst various other factors including rising WC costs, plans were made to explore financial protection on both a per claim and aggregate basis. Property self-insurance exposure was reviewed to ensure adequate protection of assets. This resulted in increasing the limit to $75 million to reduce the County's self-insurance exposure. Final Status Report on Program Objectives for FY 2024-25 13 FINANCE RISK MANAGEMENT 4. Meet annually/semi-annually with the Risk Management Committee to discuss activity and current risk issues. Risk Management Committee (RMC) meetings were re -implemented after a six - year hiatus. Risk Management provided an overview of insurance, claims and risk control/safety. Additional presentations were made by the Workers' Compensation Division (e.g. lag -time reporting and return -to -work), Corporation Counsel (auto liability claims) and Health & Safety (H&S). The next RMC meeting was delayed (i.e. after Directors were confirmed and/or appointed by the new Mayor.) Future RMC agendas will potentially include presentations by Fire's Safety Specialist as well as third -party resources to address best practices for risk control and claim administration and to add support and credence to internal endeavors. 5. Meet monthly with the Safety Division Administrator to discuss areas of safety concern and schedule safety and training programs to minimize the impact of such concerns. Risk Management and Health & Safety (H&S) met on an as needed basis to discuss issues and focus on establishing a safety awareness attitude. With respect to maintaining regular safety training and plans to conduct mock- HIOSH walkthroughs and/or implementing a Prevention by Inspection Program. Final Status Report on Program Objectives for FY 2024-25 14 FINANCE TREASURY 1. Invest 99 percent of all funds in interest -bearing accounts or certificates. At least 99% of funds were invested in interest bearing accounts or certificates. 2. Maintain sufficient liquidity to meet cash requirements. All obligations were met including vendor payments, bond payments, and payroll expenses. 3. Maximize interest income by attaining budgeted projection while ensuring the safety of County funds. Interest income is 100% of the budgeted goal. 4. Reconcile monthly statements within 30 days of receipt. Bank statements were being reconciled on schedule. Final Status Report on Program Objectives for FY 2024-25 15 FINANCE VEHICLE REGISTRATION AND LICENSING Vehicle Registration 1. Process mail within ten business days from date received. The Division did not consistently meet the target of processing mail transactions within ten business days. During FY 2024-25, staffing levels were below optimal, which impacted the ability to meet this standard. As a result, mail processing times extended by approximately two to three weeks at certain points. To address delays, staff worked extended hours and overtime to reduce the backlog and restore timely service. 2. Recommend and implement at least one change in operations to enhance customer service experience. The Division made several updates to the website and appointment scheduling system to enhance the overall experience for applicants. Appointment scheduling has been adjusted to prevent backlogs and ensure customers are served at their scheduled times. Additionally, the Division has increased the number of available appointment slots, improving overall availability and reducing wait times. 3. To have 90 percent of `Service Excellence Surveys' indicate "Excellent" overall efficiency rating in responding to customer concerns. The Division met and exceeded the goal, with 92.7% of respondents rating our service as "Excellent' in the Service Excellence Survey. This result is based on feedback from 3,266 customers out of 3,522 surveyed, reflecting a strong level of satisfaction in this service area. Licensing 1. Respond to inquiries and requests for renewals/duplicates by mail within ten business days from date received. The average processing time for mail and email inquiries and requests for renewals/duplicates received are between four to six business days. Final Status Report on Program Objectives for FY 2024-25 16 FINANCE VEHICLE REGISTRATION AND LICENSING 2. Recommend and implement at least one change in operations to enhance customer service experience. The Division made several updates to our website and appointment scheduling system to enhance the overall experience for our applicants. Appointment scheduling has been adjusted to prevent backlogs and ensure customers are served at their scheduled times. 3. To have 90 percent of `Service Excellence Surveys' indicate "Excellent" overall efficiency rating in responding to customer concerns. The Division did not meet the goal of achieving a 90% service excellence rating; however, 87% of respondents rated our efficiency as "Excellent" in the Service Excellence Survey. This rating is based on feedback from 2,396 customers out of 2,767 surveyed, reflecting a strong overall performance. Periodic Motor Vehicle Inspection 1. Conduct at least 560 inspections of stations issuing safety checks. For FY 2024-25, the Division conducted 606 inspections of stations issuing safety checks. Final Status Report on Program Objectives for FY 2024-25 17 This page intentionally left blank FIRE ADITIVISUEATIVE DIVISION • Administration: 1. Evaluate the Strategic and Long -Term Plan for the Department and have changes published by the end of the second quarter within the fiscal year. • This objective has not been met. 2. Have at least 35% of the policies and procedures reviewed and updated by the end of the fiscal year. • This objective is 59% met. Fiscal Branch: 1. Process and pay invoices within 30 days of receipt at least 90% of the time. • Unable to retrieve data in CoHnect. 2. Payout cash in lieu of vacation (CILV) within 90 days of termination at least 95% of the time. • This objective was met. 3. Apply for a minimum of $5,000,000 in grant funding. • This objective was met with $7,720,254 in grant funding applied for. 4. Accept a minimum of $5,000,000 in grant funding. • This objective is 54% met with $2,678,274 in grant funding received. Human Resources Branch: 1. Process personnel actions within 15 working days of receipt. This objective is measured with a more rigorous SLA of responding in two business days. 100% 2. Continue to process HR-related items in an efficient manner to meet scheduled deadlines countywide and fulfill the needs of our department. Successfully meet 95% of processing deadlines. • This objective is no longer being measured. 0% Six Month Progress Report on Program Objectives for FY 2025-26 3. Develop a department recruitment program and participate in 75% of job fairs and recruiting meetings scheduled by the Directorate of Human Resources • This objective is no longer being measured. 0% 4. Manage the recruitment of new personnel and promotional actions at least 30 days prior to the effective date in 90% of the actions. • This objective is no longer being measured. 0% 5. Manage personnel actions of employees within 30 days of receipt and with less than a 10% error rate. • This objective is no longer being measured. 0% Six Month Progress Report on Program Objectives for FY 2025-26 RESPONSEFIRE • 1. Maintain minimum staffing in accordance with approved levels for 95% of the year. • Yes, we have been able to maintain minimum staffing based on our approved levels of a minimum of 57 for Battalion 1 and a minimum of 50 for Battalion 2. 2. Establish a required equipment list, life cycle replacement program, and maintenance cycle criteria for emergency response and support functions by the end of the second quarter of FY 2025-26. • Yes, based on age of our vehicles we have established a fleet replacement plan with three models (Career Fire Stations, Specialty Career Stations, and Volunteer Fire Stations). 3. Develop, staff, and utilize a Promotion, Transfer, and Recruit standard operating procedure by the second quarter of FY 2025-26 with a less than 10% annual error rate. • Yes, we made improvements to promotional process by creating a promotional schedule with projected dates of recruitment opening dates, written exam, and assessment center. Prior to promotions to vacancies, transfers will take place. Remaining vacancies will indicate need and projection for recruitment. 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. • Meeting Objective. Six Month Progress Report on -Program Objectives for FY 2025-26 FIRE EMS RESPONSE SECTION 1. Strive to meet or exceed the national average for cardiac arrest survival rates. In 2024, HFD achieved a Return of Spontaneous Circulation (ROSC) rate of 10.5%, surpassing the national ROSC rate of 8.9%. • Meeting Objective. 2. Maintain body substance isolation protocols, ensuring an exposure rate of less than 5% during emergency responses. • Meeting Objective. 3. Maintain a community response complaint rate of less than 5%. • Meeting Objective. Six Month Progress Report on Program Objectives for FY 2025-26 •WJOINMIAMWAM YN M.Al 5 MOINZU LAW 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. Currently at approximately 75% of tower staffing during normal park hours. We will be onboarding on five new hires on January 181' and will be closer to 80%. With consideration of a reorganization within operations, we anticipate making further progress towards the 90-percentile goal. 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. • Districts have identified that require increased staff support for the Jr. Lifeguard Program. With a ls` and 2"d place finish for the 2024 and 2025 Jr. Lifeguard State Championships, it is expected that the program will remain highly effective. 3. Identify, inspect and repair all equipment to maintain readiness for 95% of all publicly guarded beaches. • We are currently meeting the goal of 95% equipment readiness. Communications, rescue and medical equipment needed have been purchased. With an anticipated increase of Rescue Watercraft Operators in 2026, Personal Protective Equipment is in the process of procurement, expected to arrive in February, before training begins. 4. Provide response to the community with a 16ss than 5% instance of complaints. • Response to the community is currently less than 5% of instances 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. • Electronic records, by use of the "Watchtower" program, are successfully being submitted on the first week of the month. Since it is a new program, adjustments have been made, learning what categories/data are being reported to fulfill accurate data reporting. Six Month Progress Report on Program Objectives for FY 2025-26 FIRE MV141•) UP M.AN 0 MONNU Achieve 75% or greater attendance at all scheduled training and special meetings. • This objective was met. 2. Ensure at least one unit responds within 15 minutes of initial dispatch 80% of the time. • This objective was met. 3. Conduct monthly equipment checks and maintain equipment in an operational status for 90% of the time. • We are currently working on meeting this objective. Six Month Progress Report on Program Objectives for FY 2025-26 FIRE • r"FANEwom Lai • Ensure adequate manpower and equipment to meet or beat the average of less than seven minutes response time of alarms, following State of Hawaii and industry standards. The program achieved approximately 90% compliance with the established seven -minute response time benchmark. In instances where the benchmark was not met, extended response times were primarily attributable to necessary information -gathering and scene size -up activities conducted during dispatch and early incident management. These actions were taken to ensure the appropriate resources and specialized capabilities were assigned from the outset, reducing the likelihood of secondary responses, on -scene delays, or operational risk. Such decision -making reflects a deliberate balance between response time and operational effectiveness, particularly for complex search and rescue incidents. 2. Develop an electronic equipment replacement schedule by Q2 of FY 2025-26 to ensure timely apparatus and equipment replacement, maintaining service continuity and minimizing disruptions. This objective remains ongoing. An inventory and replacement cost spreadsheet has been developed and is currently used to support budgeting, forecasting, and prioritization of apparatus and equipment replacement. While a fully integrated electronic replacement management platform has not yet been implemented, the foundational data necessary to support such a system is in place. Development of a formal electronic platform remains a planned next step as resources and system capabilities allow. 3. Achieve 85% compliance with service level objectives by ensuring adequate personnel on search and rescue responses. During the current fiscal year, the program has maintained the minimum staffing levels required by Department Standard Operating Procedures (SOPS) for all specialty units. This staffing consistency has supported reliable deployment of search and rescue resources and contributed to meeting established -service level objectives throughout the fiscal period. Six Month Progress Report on Program Objectives for FY 2025-26 �0"W4";VIW4WLGIIJ WOMAN km 4. Establish funding requirements for cyclic and refresher training, ensuring at least 90% of search and rescue personnel receive required training. Progress has been made toward this objective through the development of supplemental budget requests for swift water rescue training and an analysis of overtime costs associated with confined space refresher training. The program is currently collecting additional data on training recurrency cycles, participation levels, and long-term cost projections to ensure future specialty training budgets are appropriately scoped and sustainable. This objective remains ongoing as these analyses are finalized. 5. Maintain at least 85% of rescue personnel at the necessary certification and qualification levels. During the current fiscal year, the Rescue Companies have conducted eight hours of off duty training monthly, for a total of 96 hours per assigned FRS, FEO, and Captain. We have maintained Confined Space certification for all personnel within the department, even those not assigned to specialty stations, with the exception of two personnel who were on long term leave or engaged in a long- term certification. Six Month Progress Report on Program Objectives for FY 2025-26 HAZMAT OPERATIONS SECTION 1. Submit hazardous materials reports to the Battalion Chief within 30 days for 90% of specialized responses, including detailed analysis of operations and tactical considerations. Direction has been formally provided to Hazardous Materials Captains, with support from operational Battalion Chiefs, to ensure an Incident Action Plan (IAP) is developed for hazardous materials responses and submitted to the Special Operations Battalion Chief. These IAPs serve as the primary mechanism for documenting operational actions, tactical considerations, and decision -making. This process supports timely post -incident review and establishes the framework necessary to meet the 30-day reporting and 90% compliance objective. 2. Ensure adequate manpower and equipment to meet 90% of alarms within established turnout and response times, following State of Hawaii and industry standards. • Maintained minimum staffing for 98% of the fiscal year. Notable staffing issues were created due to long-term vacancies but were covered with recall and by utilizing personnel on a TA status. 3. Establish a fully staffed incident command system on 90% of calls requiring multiple companiesor outside agencies. • This objective is ambiguous as ICS is meant to be scalable in nature. On any incident with an IC established, the IC maintains all of the staff roles until that position is delegated. 4. Develop an electronic equipment replacement schedule by Q2 of FY 2025-26 to ensure timely apparatus and equipment replacement, maintaining service continuity and minimizing disruptions. This objective remains ongoing. An inventory and replacement cost spreadsheet has been developed and is currently used to support budgeting, forecasting, and prioritization of apparatus and equipment replacement. While a fully integrated electronic replacement management platform has not yet been implemented, the foundational data necessary to support such a system is in place. Development of a formal electronic platform remains a planned next step as resources and system capabilities allow. Six Month Progress Report on Program Objectives for FY 2025-26 HAZMAT OPERATIONS SECTION 5. Maintain at least 85% of personnel at the Hazardous Materials Technician level and conduct HazMat Technician training to expand the number by Q3 of FY 2025-26. . • We havescheduled a Hazardous Materials Technician training in April 2026 in an effort to bolster our personnel trained to the technician level. Six Month Progress Report on Program Objectives for FY 2025-26 10 1. Complete an initial review of non-residential construction plans within 14 days of receipt by a Hawaii Fire Department Plan Reviewer within the EPIC system. • This objective was met. 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. • We have not met this objective, although we are attempting to improve this currently. 3. Enhance public education efforts by introducing, implementing, and maintaining new or existing social media and media platforms to promote life safety topics, with the objective of increasing public engagement by 15% annually. Monthly reports on public outreach will be submitted to Fire Administration. • This objective was met. 4. Adopt updates to the National Fire Protection Association 1, with Hawaii County Code Amendments within the two-year time limit and report on the progress monthly. This objective was met. 5. Increase code enforcement inspections by 10% compared to the previous year. • This objective was met. Six Month Progress Report on Program Objectives for FY 2025-26 11 TRAINING SERVICES BRANCH Incident Command Systems: Calm the Chaos • Incident Command Systems: Calm the Chaos • Provide training and certification aligned with best practices for common, local, everyday strategic and tactical emergency operations conducted on NIMS Type 4 & Type 5 events. • Train personnel in a uniform, consistent model of incident management decision making, risk management, and communications. • Produce Incident Commanders that make better decisions to potentially eliminate lethal and/or costly mistakes that cause injury, death, and unnecessary fire losses in the local response area. • Meet project outcomes as required by the FEMA Assistance to Firefighters Grant. • This objective was met. 2. Wildland Firefighting • Identify current and new members of the HFD to improve our Wildland Firefighting training program. • Prioritize order of training delivery to fire companies who serve high -risk communities in the wildland-urban interface. • Training topics include the Incident Response Pocket Guide, tabletop exercises, National Wildfire Coordinating Group (NWCG) training, to include S-190, "Introduction to Wildland fire Behavior" (virtual, 7 hours), S-130 "Firefighter Training" (blended 22-hour on-line hours, 16 hours instructor -led), and L-180, "Human Factors on the Fireline." (virtual, 4 hours) • Build wildland firefighting program capacity to train and certify personnel according to the NWCG progressive certification model at the intermediate and advanced levels. This objective was not met. 3. Engine Company Operations • Provide a three-day training course for fire suppression personnel in Engine Company Operations to introduce a system of size up, hose deployment, water application, and hose advancement techniques pertinent to structural firefighting. • Collect training data on suppression effectiveness through Keystone Evolutions. • Provide engine company evolutions to companies aligned with NFPA 1410. • Research and develop live fire instruction, training, and evolutions with site visits to other fire departments and training centers locally and nationally. • This objective was met. Six Month Progress Report on Program Objectives for FY 2025-26 12 x,I'VG SERVICES BRANCH 4. Truck Company Operations • Provide Cadre -led training with an initial focus on rescue of trapped occupants on the topics of conventional and through the lock forcible entry, ladders, and vent - enter -isolate -search (VEIS). • Form Truck Company Operations Cadre and provide travel to train with national level subject matter experts. • Secure funding for commercially built conventional forcible entry props, and material to build through -the lock and VEIS props. ` • Deliver eight hours of on -duty training, in station to all fire companies with a target of 9,768 total documented training hours. • This objective was not met. 5. Fire Instructor Certification • Certify HFD personnel in accordance with NFPA 1041, "Standard for Fire Service Instructor Professional Qualifications." • Develop capacity to deliver the Fire Instructor I certification to all Company Officers and cadre members. Program managers of existing programs must be trained and certified to the level of Fire,Instructor II. • Provide a total of 7,200 hours of training to certify a minimum of 40 personnel to Fire Instructor I and II. • This objective was not met. 6. Special Operations Training • Coordinate with Assistant Chief of Operations, Rescue, and HAZMAT coordinators on needed training, to include Dive Rescue International, Trench Rescue, CMC Rope Rescue Technician, Sand Swift Water Rescue, Highway Emergency Response Specialist. • This objective is in progress incoordination with ACI and BC of Special Operations. Six Month Progress Report on Program Objectives for FY 2025-26 13 TRAINING SERVICES BRANCH 7. Company Level Training • Develop and implement back to basics, captain -led training supported by cadres. • Provide supervisory personnel with resources such as on-line courses, video production capability, and reference materials. • Provide annual 80 hours of firefighting drills, targeting 29,360 documented training hours annually. • Document skills performance and drills on Vector Solutions, ISO:. HFD Drill Report. • This objective was met. Six Month Progress Report on Program Objectives for FY 2025-26 14 1. Conduct at least one Paramedic Class a year with a 100% passing goal of candidates. • This program objective was met. 2. Review and provide feedback for 100% of pediatric critical calls, mass casualty incidents, and traumatic injuries involving a significant mechanism of injury. • This program objective has not been met. The EMS Branch is currently working with ESO (charting vendor) to streamline notifications for required chart reviews. Six Month Progress Report on Program Objectives for FY 2025-26 15 VOLUNTEER SERVICES SECTION 1. Ensure 100% of volunteer personnel complete their annual physical assessment. • We are currently working to meet this objective. 2. Train and certify at least 90% of the volunteers in First Aid and CPR. • We are currently working to meet this objective. 3. Ensure 90% of Volunteer Captain's complete Incident Command System (ICS) 100 and 200 training. • We are currently working to meet this objective. 4. Develop and maintain an apparatus requirement status list, ensuring at least 75% response capability. • We are currently working to meet this objective. 5. Conduct a needs analysis to identify volunteer station requirements and submit corrective action plans by the end of Q2, FY 2025-26. • We are currently working to meet this objective. Six Month Progress Report on Program Objectives for FY 2025-26 16 213 1. Conduct routine preventive maintenance on apparatus within ten business days at least 90% of the time. • We are currently working to meet this objective. 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. • We are currently working to meet this objective. 3. Initiate emergency repairs on the same day for at least 80% of cases. • We are currently working to meet this objective. 4. Submit monthly Shop reports on time with an error rate below 5%. • We are currently working to meet this objective. Six Month Progress Report on Program Objectives for FY 2025-26 17 1. Increase staffing to 50%. • Staffing is currently at 45% after the hiring of four new FCO I on 12/1/25. 2. To progress toward accreditation with the International Academies of Emergency Dispatch (IAED) by first achieving 60% compliance with Emergency Medical Dispatch call processing and increasing that goal incrementally each year. • Currently, our compliance with Emergency Medical Dispatch is at 45.4%. 3. Provide service to the community with a less than 5% instance of complaints. • We have maintained this goal. Six Month Progress Report on Program Objectives for FY 2025-26 18 LOGISTICS SECTION 1. Process and submit reported service and work orders within five business days, 90% of the time. • This objective was met. 2. Distribute in -stock supply requests within five business days, 90% of the time. • This objective is 67% met. 3. Initiate purchase requests for supplies or services within five days of identified need, 75% of the time. • This objective was met. 4. Complete Life Cycle Replacement purchasing by the 2"d quarter of FY 2025-26. • This objective has not been met. 5. Conduct a 100% annual inventory with a variance rate below 5%. • This objective has not been met; it is in progress via FireWorks. Six Month Progress Report on Program Objectives for FY 2025-26 19 This page intentionally left blank FIRE ADMINISTRATIVE DIVISION Administration: 1. Evaluate the Strategic and Long -Term Plan for the Department and have changes published by the end of the second quarter within the fiscal year. • This work was not completed during the fiscal year. Contractor is expected to deliver initial project in August of FY 2025-26. 2. Have at least 35% of the policies and procedures reviewed and updated by the end of the fiscal year. This process was not accomplished in FY 2025-26 due to extensive review processing time. Fiscal Branch: 1. Process and pay invoices within 30 days of receipt at least 90% of the time. • This objective was met. 2. Payout cash in lieu of vacation (CILV) within 90 days of termination at least 95% of the time. • This objective was met. 3. Update the records retention schedule by mid -year. • Program objective being phased out. 4. Move from paper records to electronic records in Laserfiche at least 25% per quarter. • Program objective being phased out. 5. Update and manage option years for contracts that may be expiring at least 45 days prior to the expiration date. • Program objective being phased out. Final Status Report on Program Objectives for FY 2024-25 FIRE ADMINISTRATIVE DIVISION Human Resources Branch: 1. Process personnel actions within 15 working days of receipt. • This objective was met. 297 actions have been processed within 15 working days of receipt. 2. Continue to process HR-related items in an efficient manner to meet scheduled deadlines countywide and fulfill the needs of our department. Successfully meet 95% of processing deadlines. • This objective was met. Program measure being phased out. 3. Develop a department recruitment program and participate in 75% of job fairs and recruiting meetings scheduled by the Directorate of Human Resources. • This objective was met. Program measure being phased out. 4. Manage the recruitment of new personnel and promotional actions at least 30 days prior to the effective date in 90% of the actions. • This objective was met. 118 recruitment actions have been processed within 30 days prior to the effective date in 90% of the actions, even with staff operating at 66% capacity from January 2025-May 2025. 5. Manage personnel actions of employees within 30 days of receipt and with less than a 10% error rate. This objective was met. 248 personnel actions were managed within 30 days of receipt and with less than a 10% error rate. Final Status Report on Program Objectives for FY 2024-25 FIRE FIRE RESPONSE SECTION 1. Provide adequate manpower and equipment to respond to 90% of alarms within the turnout and aggregate response times as adopted by the State of Hawaii and industry standards if specific response criteria are not established. This objective was not met. Program measure being phased out. This objective continues to not be met due to the remoteness of many of our stations in rural areas, it is unrealistic to be able to meet the national standard for response times without increasing stations and staffing. Hawaii Island is too large. 2. Maintain minimum staffing in accordance with approved levels for 95% of the year. • This objective was met at 99%. 3. Establish a required equipment list, life cycle replacement program, and maintenance cycle criteria for emergency response and support functions by the end of the 2"d quarter of FY 2024-25. • This objective was met at 98%, we have an established plan that addresses all fleet resources except for boats and aircraft. 4. Develop, staff, and utilize a Promotion, Transfer, and Recruit standard operating procedure by the I' quarter of FY 2024-2025 with a less than 10% annual error rate. • This objective was met with a 12% annual error rate. 5. Establish a comprehensive annual budget to ensure that operational needs are captured and programmed for resolution 30 days prior to the budget input deadlines. • This objective was met. Final Status Report on Program Objectives for FY 2024-25 FIRE EMS RESPONSE SECTION Provide for the arrival of an advanced life support (ALS) company within an eight - minute response time to 90% of incidents in urban settings and 15 minutes in rural settings. This objective was not met. Program measure being phased out. This objective continues to not be met due to the remoteness of many of our stations in rural areas, it is unrealistic to be able to meet the national standard for response times without increasing stations and staffing. Hawaii Island is too large. 2. Meet return of spontaneous circulation (ROSC) rate for 10% of witnessed and cardiopulmonary resuscitation (CPR) initiated cardiac events. • This objective was met. 3. Provide for full time advanced life support (ALS) coverage on medic units for 90% of calls. • This objective was met. 4. Ensure body substance isolation is used on responses with a less than 5% exposure or needle stick risk. • This objective was met. 5. Provide response to the community with a less than 5% instance of complaints. • This objective was met. Final Status Report on Program Objectives for FY 2024-25 FIRE OCEAN SAFETY OPERATIONS BRANCH 1. Provide for the safety of the public through maintaining tower staffing 90% of the time during normal park hours for all publicly guarded beaches. • This objective was met. 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. • This objective was met. 3. Identify, inspect and repair all equipment to maintain readiness for 95% of all publicly guarded beaches. • This objective was met. 4. Provide response to the community with a less than 5% instance of complaints. • This objective was met. 5. Maintain electronic records on beach management and public contacts, which shall be reported by the first week of the month with less than a 5% error rate. • This objective was met. Final Status Report on Program Objectives for FY 2024-25 FIRE VOLUNTEER OPERATIONS BRANCH 1. Have at least 75% attendance at all scheduled training and special meetings. This objective was met with 50% attendance, the leave of absences in the section affected the training schedule. 2. Have at least one unit respond within 15 minutes of the initial dispatch 80% of the time. This objective was not met. Volunteer dispatching was inconsistent, and this metric was not tracked. 3. Conduct monthly equipment checks and maintain equipment in an operational status for 90% of the time. This objective was not met. This metric is not easily reported in the current system or tracked well. Monthly equipment checks are insufficient. This metric will be re-evaluated. 4. Have six personnel respond within 14 minutes to 80% of calls in rural areas and four personnel respond within 20 minutes (dependent on travel distance) in remote areas 90% of the time. This objective was not met. Program measure being phased out. There are Companies with limited personnel that cannot meet this objective. 5. Volunteer stations shall identify and develop pre -fire plans for target hazards located within their response districts and report quarterly on percentage of completion. • This objective was met. Program measure being phased out. Final Status Report on Program Objectives for FY 2024-25 FIRE SEARCH & RESCUE OPERATIONS SECTION 1. Provide adequate manpower and equipment to respond to 90% of alarms within the turnout and aggregate response times as adopted by the State of Hawaii and industry standards if specific response criteria are not established. • This objective was not met. 70% of alarms were responded to within the turnout response times. 2. Identify and create a structured equipment replacement schedule on an electronic platform to assure the timely replacement of apparatus and equipment to assure continuity of services and minimize service disruptions due to equipment failure by the 2nd quarter of FY 2024-25. • This objective is 90% complete, with a new Special Operations BC position starting August 1, 2025, we anticipate meeting this objective in the new fiscal year. Meet service level objectives on 85% of search and rescue responses with adequate personnel. • This objective was met. 4. Develop funding requirements for the cyclic and refresher training for the search and rescue program, and ensure required training is provided for at least 90% of the search and rescue personnel. • This objective was met. 5. Maintain at least 85% of rescue personnel at required certification and qualification levels. • This objective was met. Final Status Report on Program Objectives for FY 2024-25 FIRE HAZMAT OPERATIONS SECTION 1. Provide the Battalion Chief with hazardous materials reports for all specialized responses with detailed analysis of operations and tactical considerations within 30 days of the event for 90% of such calls. This objective was met with a new Special Operations Battalion Chief position. 2. Provide adequate manpower and equipment to respond to 90% of alarms within the turnout and aggregate response times as adopted by the State of Hawaii and industry standards if specific response criteria are not established. • This objective was not met. 70% of alarms were responded to within the turnout response times. 3. Establish an incident command system with a full staff on 90% of calls requiring multiple companies or outside agencies. • This objective was met. 4. Identify and create a structured equipment replacement schedule on an electronic platform to ensure the timely replacement of apparatus and equipment to assure continuity of services and minimize service disruptions due to equipment failure by the 2"d quarter of FY 2024-25. • This objective was met with a new Special Operations Battalion Chief position. 5. Maintain at least 85% of personnel at the Hazardous Technician level and perform HazMat Technician training course to expand the availability of technician level certified personnel in the department by end of the Yd quarter of FY 2024-25. This objective was not met. 43% met and unfortunately was not a reasonable objective due to availability of class opportunities, as well as available slots per class. We were able to host one class of 20 students this FY. Final Status Report on Program Objectives for FY 2024-25 FIRE FIRE PREVENTION BRANCH 1. Approval or disapproval of construction plans within 14 days from when the plan(s) was/were received by a Hawaii Fire Department Plan Reviewer. This objective was met. 2. Conduct fire investigations with a 70% rate of incendiary, accidental, or natural dispositions rather than "undetermined." Currently, "undetermined", as a cause, accounts for 40-50% of fires post investigation. This objective was not met. Further training protocols were implemented. 3. Expand on public education by the introduction, implementation, and maintenance of new or existing social media and radio programs to promote life safety topics, with the goal of increasing public contact by 15% and reporting stats every month. • This objective was met and exceeded expectations. 4. Adopt updates to the National Fire Protection Association 1, with Hawaii County Code Amendments within the two-year time limit and report on the progress monthly. • This objective was not met. 5. Increase Code Enforcement Inspections by 10% over the previous year. This objective was met and exceeded the 10% goal with new standards implemented with the additional two Fire Inspectors. Final Status Report on Program Objectives for FY 2024-25 FIRE TRAINING SERVICES BRANCH 1. Fire Instructor I and II Training • Certify Hawaii Fire Department personnel in accordance with National Fire Protection Association 1041, "Standard for Fire Service Instructor Professional Qualifications." • This objective was not funded. • Develop the capacity to deliver the Fire Instructor I certification to all company officers and cadre members. Program managers of existing programs must be trained and certified to the level of Fire Instructor II. • This objective was not met. • Provide a total of 7,200 hours of training to certify a minimum of 40 personnel to Fire Instructor I and II. • This objective was met. • Secure funding for Vector Evaluations+ software to provide point of contact data entry and performance analysis for all 581 employees. This software application will quantify training program impacts on operational effectiveness as key performance indicators. • This objective was not met. 2. Company Level Training • Develop and implement back to basics, captain -led training supported by cadres. • This objective began 3rd Quarter 2024-25 and will be a multi -year initiative. Provide supervisory personnel with resources such as online courses, video demonstrations, and reference materials. • This objective was met and will be a multi -year initiative. Final Status Report on Program Objectives for FY 2024-25 10 FIRE TRAINING SERVICES BRANCH Provide monthly four-hour firefighting drills, targeting 16,320 documented training hours to each fire company per month. • This objective was met. 351 personnel are assigned 80 hours annually as part of Company -Level Training Program, amounting to 28,080 hours total. • Document skills performance and drills on Target Solutions. • This objective is being implemented with the Company -Level Training Driver Improvement, and Hazardous Materials Training being captured within the ISO: HFD Drill Report Credential. 3. Engine Company Operations • Provide three days of training for 40 fire suppression personnel in the "Nozzle Forward" methodology to introduce a system of size up, hose deployment, water application, and hose advancement techniques. This objective was met. Forty-five personnel attended the initial Train - the -Trainer Engine Company Operations Workshop, with 27 becoming instructors. Engine Company Operations Cadre trained 34 career personnel following the initial workshop. Seventy-nine personnel in total have been trained. • Assign UL Firefighter Safety Research Institute modules on Target Solutions. • This objective was integrated into current Engine Company Operations training and the Mastering Fireground Command: Calm the Chaos program. • Provide engine company evolutions to companies aligned with National Fire Protection Association 1410. • This objective is being implemented through Keystone Evolutions - a needs assessment with similar time, safety, and performance benchmarks as NFPA 1410 drills modified to gather department -specific data and customize training. Final Status Report on Program Objectives for FY 2024-25 11 FIRE TRAINING SERVICES BRANCH • Research and develop live fire instruction, training, and evolutions with site visits to other fire departments and training centers locally and nationally. • This objective was met with Training Staff recently traveling to the Honolulu Fire Department live fire facility and the Gary Sinise Foundation Fire Conference. 4. Truck Company Operations • Provide cadre -led training with an initial focus on rescue of trapped occupants on the topics of conventional and through the lock forcible entry, ladders, and vent - enter -isolate -search (VEIS). • This objective was not met. • Secure funding for commercially built conventional forcible entry props, and material to build through the lock and vent -enter -isolate -search props. • This objective was not met. • Deliver eight hours of on -duty training, in station to all fire companies with a target of 9,768 total documented training hours. • This objective was not met. This goal will be re-evaluated. 5. Blue Card Command • Provide training and certification aligned with best practices for common, local, everyday strategic and tactical emergency operations conducted on National Incident Management System (NIMS) Type 4 & Type 5 events. Funding was secured for a different program - Mastering Fireground Command - Calm the Chaos through the Assistance to Firefighters Grant. An instructor cadre was developed through a train -the -trainer workshop held in May 2025. Thirty-two hours of online modules were assigned to all personnel, with hands-on command workshops for supervisory personnel scheduled for January 2026 delivery. Final Status Report on Program Objectives for FY 2024-25 12 FIRE TRAINING SERVICES BRANCH • Build capacity to instruct 60 supervisory personnel per year and a computer simulation lab Command Training Center. Certify ten in-house Blue Card Command instructors to deliver 7,200 hours of annual training. • This objective was not met and will be modified to reflect a proficiency and succession plan appropriate to the above Calm the Chaos initiative. Produce Incident Commanders that make better decisions to potentially eliminate lethal and/or costly mistakes that cause injury, death, and unnecessary fire losses in the local response area. Provide Incident Command training opportunities to supervisory and temporary assignment personnel. Provide company officers with the education and ability to effectively command and mitigate incidents, and provide Battalion Chiefs' with the ability to command and mitigate complex, high risk incidents. This objective was met. Eighteen instructors were certified in May 2025. 315 of 355 assigned personnel have completed the 32-hour online course - 88%. Approximately 160 supervisory personnel (Operations Battalion Chiefs, Captains, Fire Equipment Operators, and Fire Medical Specialists) are scheduled to attend the 40-hour hands-on command workshop over the next four months. 6. Special Operations • Coordinate with Assistant Fire Chief 1, Rescue, and HazMat coordinators on needed trainings, to include Confined Space Rescue, Dive Rescue International, Trench Rescue, California Mountain Company(CMC) Rope Rescue Technician, and Swift Water Rescue. Confined Space Rescue certification training was provided through the International Association of Fire Fighters (IAFF) for Special Operations personnel. New Hazardous Materials Technician training was provided for 20 personnel. Final Status Report on Program Objectives for FY 2024-25 13 FIRE EMS SERVICES BRANCH 1. Maintain a minimum of 75% staffing levels of Mobile Intensive Care Technicians. • This objective was met. 2. Conduct at least one Paramedic Class a year with an 80% passing goal of candidates. • This objective was met. Maintain an operational frontline fleet of 16 ambulances with a minimum reserve fleet of 75%. • This objective was met. 4. Review and provide feedback for 100% of pediatric critical calls, mass casualty incidents, and traumatic injuries involving a significant mechanism of injury. • This objective needs improvement. Although critical calls involving pediatrics and traumas are reviewed, not 100% are completed. 5. Increase the operational budget from the State of Hawaii by 10% for the fleet replacement program, preventative maintenance program, contract increases, and other operational increases. • This objective was met. Final Status Report on Program Objectives for FY 2024-25 14 FIRE VOLUNTEER SERVICES BRANCH • Have 100% of volunteer personnel attend their annual physical assessment. • This objective was not met. • Have 65% of the volunteers trained and certified in first aid and cardiopulmonary resuscitation (CPR). • This objective was met. Have 85% of Volunteer Captain's obtain Incident Command System 100 and 200 training. • This objective was met and will be reevaluated with attrition and replacement officers. • Develop an apparatus requirement status list and maintain at least 75% response capability. • This objective was not met. A continuing evaluation is under way. • Identify volunteer station requirements through a needs analysis and submit corrective actions by the end of the 2"d quarter of FY 2024-25. • This objective was not met. Results from the independent Community Risk Assessment and Standards of Cover was expected in the 4th Quarter 2024-25. This objective will be redefined. Final Status Report on Program Objectives for FY 2024-25 15 FIRE VEHICLE MAINTENANCE SECTION 1. Routine preventive maintenance for apparatus will be conducted within ten business days 75% of the time. • This objective was not met. 2. Average out of service time shall be reduced by 5%. • This objective was not met. 3. Frontline primary response apparatus will be maintained in a state of readiness for 90% of the time. • This objective was not met. 4. Emergency work shall be initiated the same day of the issue for 80% of the time. • This objective was met. 5. Monthly reports will be submitted on time and with an error rate of less than 5%. • This objective was met. Final Status Report on Program Objectives for FY 2024-25 16 FIRE EMERGENCY COMMUNICATION SECTION 1. Emergency Medical System alarm to dispatch in accordance with response criteria for 90% of calls. • This objective was not met. 2. Fire suppression alarm to dispatch in accordance with response criteria for 90% of calls. • This objective was not met. 3. Average process time in accordance with response criteria for 90% of calls. • This objective was not met. 4. Provide service to the community with a less than 5% instance of complaints. • This objective was met. Final Status Report on Program Objectives for FY 2024-25 17 FIRE LOGISTICS SECTION 1. Reported service and work orders are processed and submitted within five business days 90% of the time. • This objective was met. 2. Requests for supplies on hand shall be distributed within five business days 90% of the time. • This objective was met. 3. Purchase requests for supplies or services will be initiated within five days of identification of need for 75% of the time. This objective was met. 4. Life Cycle Replacement purchasing shall be accomplished within the 1" quarter of FY 2024-25. • This objective was met. 5. 100% annual inventory with a variance rate of less than 5%. • This objective was met. Final Status Report on Program Objectives for FY 2024-25 18 12 HUMAN RESOURCES HUMAN RESOURCES HUMAN RESOURCES Classification and Pay 1. Review and process position re -description reviews- within five workdays of receipt. A total of 167 re -description requests were received. All were processed within five working days of receipt. 2. Review and process reallocations for recruitment within ten workdays of receipt. A total of 160 reallocation requests for recruitment purposes were received. All were processed within ten working days of receipt. Labor Relations 1. Hear and respond to employer -level grievances within 60 days from receipt. A total of 12 employer -level grievances were filed during the first half of the fiscal year. Of those, 10 grievances were heard and responded to within 60 days of receipt; one grievance has been delayed at the request of the union, and one grievance was withdrawn by the union. 2. Answer all written departmental inquiries relating to -the administration and interpretation of all collective bargaining agreements and executive orders within 14 days from date of receipt if it does not require inter jurisdictional action, 30 days if it does. A total of 292 inquiries related to the administration and interpretation of collective bargaining agreements and executive orders were received, with 289 (98.9%) answered within 14 days. No inquiries required inter -jurisdictional action. 3. Provide background -and other technical information required by the Corporation Counsel's Office for the arbitration of grievances within 14 days from the date of request. A total of 10 grievances were appealed to arbitration during the first half of the fiscal year. Information for all grievances appealed to arbitration was transmitted to Corporation Counsel within 14 days. Six Month Progress Report on Program Objectives for FY 2025-26 HUMAN RESOURCES HUMAN RESOURCES Personnel and Organizational Development 1. Conduct the New Hire Orientation class once a month. A total of nine New Hire Orientation sessions were conducted during the first half of the fiscal year. 2. Provide at least ten Supervisory Skills Training sessions annually. A total of 17 Supervisory Skills Training classes were offered in the Fall. 3. Issue the Fall 2025 and Spring 2026 Training Catalogues. The Fall 2025 Training Catalog was issued on July 1, 2025. As we will be going live with the CoHnect Learning module, a Training Catalog will no longer be published. Employees will be able to view available classes through the Learning Catalog in CoHnect. 4. By December 31, 2025, hold an annual employee awards program. The Employee of the Year Program was held on October 2, 2025. A total of 23 employees were recognized by their departments for their hard work and dedication in the Manager, Supervisor, and Employee categories. Equal Opportunity 1. Respond to inquiries and complaints while providing'a high level of customer service to employees and the public within 14 days of knowledge or receipt unless extensive research, investigation, or action by another department is warranted. A total of 66 inquiries were received. All but four inquiries closed within 14 days due -to actionwarrantedby another department or administrative delay. A total of five complaints were received, with four closed, and one pending as action by another department is warranted (investigation is still in process). 2. By June 30, 2026, deliver 12 training classes relating to Anti -discrimination and Harassment, ADA — Reasonable Accommodation and other EO/ADA civil rights compliance classes, depending upon identified needs. A total of 14 supervisory and 27 non -supervisory Anti -Discrimination and Harassment classes were conducted. A total of 128 supervisory and 442 non - Six Month Progress Report on Program Objectives for FY 2025-26 HUMAN RESOURCES HUMAN RESOURCES supervisory employees attended these training sessions. In addition, two Title H training classes for police recruits, one Social Media Accessibility training classes, and two Reasonable Accommodation for Supervisors training classes were provided for 87 employees between July through December 2025. Administrative Services 1. Conduct two department/agency audits each quarter on personnel files, temporary assignment records, postings, etc. to ensure compliance with personnel laws, rules, policies and procedures, collective bargaining agreements and executive orders. A total of four agencies were audited during the first half of the fiscal year. Ist quarter: Water Supply, Information Technology 2"d quarter: County Clerk, County Auditor 2. With the exception of mass pay adjustments transactions, audit and approve properly completed and submitted payroll certification forms within five workdays of receipt. Audit and approve mass pay adjustment payroll certification forms within two weeks of the last form received. Audited and approved 1,914 personnel action forms, with 1,900 (99.3%) processed within five workdays of receipt. Audited and approved 105 mass -pay adjustment personnel action forms during this period. All forms were processed within two weeks of the last form received. 3. Review and act upon properly completed and submitted Flexible Spending Plan change in status forms within two workdays of receipt. Reviewed 81 Flexible Spending Plan change in status forms. All were processed within two workdays of receipt. 4. By December 31, 2025, hold -the annual Pre -retirement Workshop. A pre -retirement workshop was not held as Administrative Services Division staff have been working on the CoHnect project. Six Month Progress Report on Program Objectives for FY 2025-26 HUMAN RESOURCES VU11A.V1 RESOURCES Recruitment and Examination Establish eligible lists to assist hiring departments fill their vacancies within 45 days for open -competitive and registration recruitments. During the first half of the fiscal year, there were a total of 103 open -competitive and registration recruitments. Established 72 of 84 (85.7%) of eligible lists for open -competitive and registration recruitments within the 45-day timeframe. (A total of 12 recruitments, which were started in the prior fiscal year and reported as in progress, are included in this reporting period.) For the other 19 recruitments, eligible lists were not established due to the following: • One recruitment resulted in no qualified applicants • One recruitment was cancelled at the request of the department • Seventeen recruitments are in progress 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. During the first half of the fiscal year, there were a total of 114 internal recruitments. (A total of 13 recruitments, which started in the prior fiscal year and reported as in progress, are included in this reporting period.) Established 64 of 75 (85.3%) of internal lists within the one -month timeframe. For the other 39 recruitments, internal lists were not established due to the following: • Fourteen internal recruitments resulted in no internal applicants • Thirteen internal recruitments resulted in no qualified applicants • One internal recruitment was cancelled at the request of the department • Eleven internal recruitments are in progress and are on track to meet the one -month timeframe Six Month Progress Report on Program Objectives for FY 2025-26 HUMAN RESOURCES u • ► TESOURCES 3. Certify (refer) names from available eligible lists to hiring departments within four workdays from receipt of the request for the list. A total of 106 certifications (referrals) were made to hiring departments, with 94 of 106 (88.7%) being made within four workdays. 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. A total of six department/agency audits were conducted during the first half of the fiscal year. 5. Coordinate the placement of Hawaii Community College Cooperative Vocational Education (CVE) students within the County. A total of two CVE positions were filled during the first half of the fiscal year. Health and Safety 1. Coordinate and/or conduct safety inspections of at least 16 County facilities. Safety inspections of nine County facilities were conducted. Facilities included: Parks Maintenance office — Hilo, DWS Baseyard - Hilo, DWS Baseyard — Kona, DWS Administration Building, R&D office — Hilo, Hilo Municipal Golf Course Maintenance, Parks Maintenance Baseyard — Hilo, Parks Maintenance Baseyard — Waimea, and the Hilo Wastewater Treatment Plant. 2. Provide requested safety and equipment training within two months of original request. A total of 107 training requests were received during the first half of the fiscal year. Training was provided for 100 of the requests within two months of the original request. The remaining seven have been scheduled throughout the remainder of the year, as some requests are for specific dates. Some requests are made in advance of certification expiration dates as well. Six Month Progress Report on Program Objectives for FY 2025-26 HUMAN • - HUMAN• 3. Provide ten HIOSH-required training programs per quarter. HIOSH required training programs were provided in each quarter as follows: 1st Quarter: Bloodborne Pathogens (2), Fall Protection (1), Fire Safety (5), First Aid/CPR/AED (6), Forklift training and recertification (8), Hazard Communication (1), Hearing Conservation (2), Personal Protective Equipment (1), and Respiratory Protection and Fit Testing (1). 2"d Quarter: Bloodborne Pathogens (1), Fall Protection (3), Fire Safety (2), First Aid/CPR/AED (5), Forklift training and recertification (4), Lockoutfragout (2), Mobile Elevated Work Platform (1), Hearing Conservation (1), and Respiratory Protection and Fit Testing (3). 4. Provide at least 12 Defensive Driver Courses (DDC) to County employees during the fiscal year. A total of six DDC and two Driver Improvement Program training sessions were provided during the first half of the fiscal year. 5. Coordinate the annual flu shot clinics for County employees in the districts of Hilo, Waimea, Ka`% and Kona. The Mayor's Office coordinated the annual flu shot clinics this year. Workers' Compensation 1. Conduct semi-annual workers' compensation claims reviews. Claims reviews were held on August 22, 2025 for the Department of Environmental Management, on September 19, 2025 for the Fire Department, on September 26, 2025 for Parks & Recreation and on October 9, 2025 for the Hawaii Police Department. 2. Provide WorkComp 101 and Return to Work Program training at least semi-annually. Training was provided to the Parks & Recreation Human Resources Section on October 30, 2025 and the Supervisory Training class on November 19, 2025. Six Month Progress Report on Program Objectives for FY 2025-26 HUMAN RESOURCES HUMAN RESOURCES Classification and Pay 1. Review and process position re -description reviews within five workdays of receipt. A total of 300 re -description requests were received. All were processed within five workdays of receipt. 2. Review and process reallocations for recruitment within ten workdays of receipt. A total of 301 reallocation requests for recruitment purposes were received. All were processed within ten workdays of receipt. Labor Relations 1. Hear and respond to employer -level grievances within 60 days from receipt. A total of 39 employer -level grievances were filed during the fiscal year. Of those, 26 grievances were heard and responded to within 60 days of receipt; 11 grievances were heard and responded to outside the 60-day timeframe as mutually agreed to by the parties; one grievance was remedied by the department and withdrawn, and one grievance is pending the union's contact to schedule a meeting. 2. Answer all written departmental inquiries relating to the administration and interpretation of all collective bargaining agreements and executive orders within 14 days from date of receipt if it does not require inter jurisdictional action, 30 days if it does. A total of 457 inquiries related to the administration and interpretation of collective bargaining agreements and executive orders were received, with 451 (98.7%) answered within 14 days. No inquiries required inter -jurisdictional action. 3. Provide background and other technical information required by the Corporation Counsel's Office for the arbitration of grievances within 14 days from the date of request. A total of 18 grievances were appealed to arbitration during the fiscal year. Information for all grievances appealed to arbitration was transmitted to Corporation Counsel within 14 days. Final Status Report on Program Objectives for FY 2024-25 HUMAN RESOURCES HUMAN RESOURCES Personnel and Organizational Development 1. Conduct the New Hire Orientation class once a month. A total of 20 New Hire Orientation sessions were conducted during this fiscal year. 2. Provide at least ten Supervisory Skills Training sessions annually. A total of 13 Supervisory Training Sessions were conducted this fiscal year. 3. Issue the Fall 2024 and Spring 2025 Training Catalogues. The Fall 2024 Training Catalog was issued on June 10, 2024, and the Spring 2025 Training Catalog was issued on December 11, 2024. 4. By December 31, 2024, hold an annual employee awards program. The Employee of the Year Program was held on October 10, 2024. A total of 29 employees were nominated across the County in the categories of Outstanding Manager, Supervisors and Employee of the Year. Equal Opportunity 1. Respond to inquiries and complaints while providing a high level of customer service to employees and the public within 14 days of knowledge or receipt unless extensive research, investigation, or action by another department is warranted. A total of 180 inquiries were received. All inquiries were closed within 14 days. A total of ten complaints were received, with eight closing within 14 days and two pending as action by another department warranted. 2. By June 30, 2025, deliver two supervisory and non -supervisory training classes relating to Anti -discrimination and Harassment, ADA — Reasonable Accommodation and other EO/ADA civil rights compliance classes, depending upon identified needs. A total of 14 supervisory and 23 non -supervisory Anti -Discrimination and Harassment classes were conducted. A total of 76 supervisory and 457 non - supervisory employees attended these training sessions. In addition, three ADA Reasonable Accommodation trainings, three ADA Title II trainings, and one Title VI training were provided. Final Status Report on Program Objectives for FY 2024-25 HUMAN RESOURCES HUMAN RESOURCES 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. A total of eight agencies were audited during the fiscal year. • 1st quarter: Public Works, Aging • 2"d quarter: Environmental Management, Police • 3rd quarter: Prosecuting Attorney, Fire • 4t" quarter: Housing, Civil Defense 2. With the exception of mass pay adjustments transactions, audit and approve properly completed and submitted payroll certification forms within five workdays of receipt. Audit and approve mass pay adjustment payroll certification forms within two weeks of the last form received. Audited and approved 4,261 payroll certification forms, with 4,158 (97.6%) processed within five workdays of receipt. Audited and approved 1,631 mass pay adjustment payroll certification forms during this period. All forms were processed within two weeks of the last form received. 3. Review and act upon properly completed and submitted Flexible Spending Plan change in status forms within two workdays of receipt. Reviewed 219 Flexible Spending Plan change in status forms, with 218 (99.5%) processed within two workdays of receipt. 4. By December 31, 2024, hold the annual Pre -retirement Workshop. The annual Pre -retirement Workshop was held on November 22, 2024. Final Status Report on Program Objectives for FY 2024-25 HUMAN RESOURCES .. RESOURCESHUMAN Recruitment and Examination 1. Establish eligible lists to assist hiring departments fill their vacancies: • Within two months for registration recruitments and small/medium size open - competitive recruitments. There were a total of 221 registration and small/medium size open - competitive recruitments. We established 188 of 190 (98.95%) eligible lists for registration and small/medium size open -competitive recruitments within the two -month timeframe. (A total of ten recruitments, which were started in the prior fiscal year and reported as in progress, are included in this reporting period.) For the other 31 recruitments, eligible lists were not established because 14 recruitments resulted in no qualified applicants, eight recruitments were cancelled at the request of the department, and nine recruitments are in progress. • Within three months for large size open -competitive recruitments. There were no large size open -competitive recruitments. 2. Establish internal recruitment lists to assist hiring departments fill their vacancies within one month for internal recruitments within the department or internal recruitments within the County. There was a total of 202 internal recruitments. (A total of seven recruitments, which started in the prior fiscal year and were reported as in progress, are included in this reporting period.) We established 135 of 156 (86.54%) internal lists within the one -month timeframe. For the other 46 recruitments, internal lists were not established because 24 internal recruitments resulted in no internal applicants, 12 internal recruitments resulted in no qualified applicants, seven internal recruitments are in progress and are on track to meet the one -month timeframe, and three internal recruitments were cancelled by the Department. Final Status Report on Program Objectives for FY 2024-25 HUMAN RESOURCES HUMAN RESOURCES Recruitment and Examination (continued) 3. Certify (refer) names from available eligible lists to hiring departments within four workdays from receipt of the request for the list. A total of 543 certifications (referrals) were made for hiring departments, with 537 (98.90%) being made within four workdays. 4. Conduct two department/agency audits each quarter on interview packets to ensure that the hiring department or agency is in compliance with employment laws, including lawful and non-discrimination practices, interview and selection procedures and the merit principle. A total of 13 department/agency audits were conducted. Health and Safety 1. Coordinate and/or conduct safety inspections of at least 16 County facilities. Safety inspections of 16 County facilities were conducted. Facilities included: Buildings R&M shop — Hilo and Kona, Animal Control - Puna, Police — Hilo Firearms/Records, NAS Pool, Parks Maintenance baseyard — Kea`au, Billy Kenoi Park covered courts, PAhoa Aquatic Center, Office of the Prosecuting Attorney — Hilo, Traffic Signs & Markings — Kona, Kealakehe Sewer Pump Station, Department of Information Technology — Hilo, Department of Public Works Administration — Hilo, Pana`ewa Covered Courts, Pana`ewa Zoo Maintenance Area and Automotive Division - Hilo. 2. Provide requested safety and equipment training within two months of original request. A total of 172 training requests were received during the fiscal year. Training was provided for 161 of the requests within two months of the original request. The remaining 11 have been scheduled throughout the remainder of the year, as some requests are for specific dates. Some requests are made in advance of certification expiration dates as well. Final Status Report on Program Objectives for FY 2024-25 HUMAN RESOURCES HUMAN RESOURCES Health and Safety (continued) 3. Provide ten HIOSH-required training programs per quarter. HIOSH required training programs were provided in each quarter as follows: V Quarter: Bloodborne Pathogens (2), Fall Protection (1), Fire Safety (2), First Aid/CPR/AED (6), Forklift training and recertification (5), Hazard Communication (2), Hearing Conservation (2), Mobile Elevated Work Platform (1), and Personal Protective Equipment (2). 2"d Quarter: Bloodborne Pathogens (1), Fire Safety (3), First Aid/CPR/AED (4), Forklift training and recertification (6), Hearing Conservation (1), and Respiratory Protection and Fit Testing (1). 311 Quarter: Bloodborne Pathogens (2), Fall Protection (3), Fire Safety (1), First Aid/CPR/AED (6), Forklift training and recertification (4), Mobile Elevated Work Platform (3), and Respiratory Protection and Fit Testing (1). 411 Quarter: Bloodborne Pathogens (3), Fall Protection, (1), Fire Safety (3), First Aid/CPR/AED (4), Forklift training and recertification (4), Hazard Communication (3), Hearing Conservation (1), Lock-out/Tag-out (2), Personal Protective Equipment (2), and Respiratory Protection and Fit Testing (1). 4. Provide at least 12 Defensive Driver Courses (DDC) to County employees during the fiscal year. A total of 14 DDC and five Driver Improvement Program training sessions were provided during the fiscal year. 5. Coordinate the annual flu shot clinics for County employees in the districts of Hilo, Waimea, Ka`u, and Kona. The annual flu shot clinics were conducted in the districts of Hilo (139 employees: 113 at Aupuni Center and 26 at S. Hilo Roads), Waimea (3 employees), Ka`a (6 employees), and Kona (18 employees) for a total of 166 employees. In addition to the flu vaccinations, a total of 116 COVID-19 vaccinations were provided to County employees island wide during the annual flu shot clinics. Final Status Report on Program Objectives for FY 2024-25 HUMAN RESOURCES HUMAN RESOURCES Workers' Compensation 1. Conduct semi-annual workers' compensation claims reviews. Due to staffing changes during the fiscal year, claims reviews were not conducted. 2. Provide WorkComp 101 and Return to Work Program training at least semi-annually. Training was provided on June 26, 2025 for the new Departmental HR Representative for the Fire Department. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank 13 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY INFORMATION TEC OGY 1. Provide a reliable and managed network for the County of Hawaii. Implement services and equipment toimprove the network speed, storage, reliability, and security for County locations. • Converted Frame Relay connections, at multiple County sites, to broadband connections and iNet fiber connections where possible. Performed an internal vulnerability scan of the County network and notified non-DIT departments of findings in their areas. • Upgraded firewall equipment. • Monitored and updated firewall firmware across multiple appliances based on MS-ISAC advisories. • Created several new Institutional Network (INET) fiber connections throughout the County. • Replaced antiquated and end -of -life network switches across the County network. • Replaced multiple Wireless Access Points for County departments to improve network stability. • Rebuilt networks at seven County facilities. 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. • Provided implementation support to the County of Hawaii's new financial system. • Provided implementation support to cloud services for Email and File sharing. • Provided support and training to the County of HawaiTs website content managers to improve community access to information and documents. • Completed the Exchange Mailbox Migration project to transfer County email services to the cloud. • Upgraded network monitoring software solution to include multiple services. • More internal certificates were issued / renewed within the County network environment. • Newer NSP (Network Services Platform) virtual appliances created to ensure maximum service performance and reliability. • Updated the endpoint configuration manager and its agent to the newest stable version. • Converted 500+ G1 users to Microsoft G3 licenses. Six Month Progress Report on Program Objectives for FY 2025-26 INFORMATION TECHNOLOGT INFORMATION TECHNOLOGY • Improved resiliency and recovery strategy for virtual servers. • Applied critical upgrades to the County of Hawai`i's digital document, permitting, and financial systems. • Supported cloud -based printer services. • Applied the Microsoft cumulative updates and security patches to each County Exchange Server every month. • Lansweeper upgraded to current version. • Deployed software updates and applications to endpoints. 3. Maintain and enhance the reliability and resilience of the County's information technology infrastructure. Seek/intend to further consolidate network security and monitor internal and external threat management for all County departments. • Computer management, antivirus, and end -user security software installed to endpoints. • Mitigated phishing threats. • Conducted investigations into suspicious activity originating from network -attached devices. • Installed computer management, antivirus, and end -user security software on endpoint clients. • Created security block for each phishing email address encountered. • Upgraded security managed computer clients to newer version. • Ran monthly stale Active Directory account report. Purged disabled Active Directory users per 90-day retention procedure and CIS control 5.3. • Upgraded 400+ Cisco VoIP phones across the County network. • Security updates installed on the IPAM server. • Stabilized Emergency Call Center servers. 4. Continued 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 setup and maintaining existing software on client workstations. • Completed 6,570 of 7,192 service tickets. • Deployed 383 technology assets. Six Month Progress Report on Program Objectives for FY 2025-26 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY • Provide project support to Temporary Hazard Pay. • Released Microsoft Edge update and updated endpoint clients automatically. • Released Windows 11 updates automatically for users. • Utilized software installation tools to install endpoint software. • Upgraded auditing software and its agent. • Renewed the licenses for auditing applications. • Monthly Microsoft updates for workstations and software deployed automatically. • Ran monthly Account password crack test. Password cracked list reduced 65% from previous quarter. • Deployed Windows Cumulative Updates automatically to 1,800+ County endpoint clients. • Microsoft updates for Office 2010, Office 2016, Office 2022, Office 365 released updated automatically for users. • Updated current domain certificates and created new internal certificates (CA) across the network environment. 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. • Redeveloped the County's addressing and street centerline solution for the Planning Department, including automated error -checking and full documentation of a new data model fully interoperable with Federal Geographic Data Committee's "United States Thoroughfare, Landmark, and Postal Address Data Standard" (FGDC) and the National Emergency Number Association's "Next Generation 9-1-1(NG9-1-1) Civic Location Data Exchange Format (CLDXF) Standard" (NENA) Next Generation 9- 1-1 standards. • Prepared to fully support the County Clerk's Office in its use of the County's election ballot mobile GIS chain of custody system during the 2026 election cycle. • Assisted Wastewater in preparations for upgrading the sewer inspection software. • Assisted OHCD with updates to the Affordable Housing Dashboard. • Began testing pretrained deep learning models to automatically extract clean building footprints from high -resolution imagery of the entire County. Six Month Progress Report on Program Objectives for FY 2025-26 INFORMATION TECHNOLOGY I 1„ .. x- - x , INFORMATION TECHNOLOGY • Launched the new Pictometry Cloud Explorer platform. • Implemented a new GIS enterprise agreement licensing model and migrated all GIS users off the old -model into the new one. • Upgraded the GIS Enterprise System. • Managed the scheduled backup and updating of authoritative GIS web service layers for Civil Defense and the Department of Public Works Highways Division. Six Month Progress Report on Program Objectives for FY 2025-26 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY 1. Provide a reliable and managed network for the County of Hawaii. Implement services and equipment to improve the network speed, reliability, and security for County locations. • Replaced antiquated and End -of -Life network switches across the County network. Sites included: HaiHai Fire Station, Parks Ho`olulu Complex, Fire Warehouse, Emergency Call Center cold storage and Kawamoto Swim Stadium • Updated Animal Control East and West facilities with internet connectivity and improved network stability. • Performed an internal vulnerability scan of the county network and notified non-DIT departments of findings in their areas. • Upgraded firewall equipment. • Deployed, maintained, and replaced desktop switches to assist departments in maintaining production. • Deployed computers, laptops, peripherals, and VOIP phones. • Resolved network connectivity issues at the endpoints. • Monitored and updated Fortinet firmware across multiple appliances based on MS-ISAC advisories. • 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). • Secured and deployed new UPS hardware (with LFP battery chemistry) resulting in less support and better remote management/security. • Replaced multiple Fortinet Wireless Access Points for County Departments to improve network stability. • Rebuilt networks at 15 County facilities. • Brought ECC online and operational. • Extended network to Pahoa Pool and PAhoa Gym. • Expanded network availability at Aupuni DPW. • Replaced internet firewalls at Civil Defense and WHCC. Final Status Report on Program Objectives for FY 2024-25 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY 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 technologies. • Migrated DWDM chassis at Civil Defense. • Supported the deployment of Kiosk and Credit Card terminals at MVR/DL locations. • Applied the Microsoft cumulative updates and security patches to each County Exchange Server every month. • NavRisk application upgraded by vendor, then wildcard security certificate re -applied. • Updated the endpoint configuration manager and its agent to newest stable version. • Microsoft G3 licenses assigned to 1,083 users and 598 users assigned G1 licenses. • Added processors and additional datastore nodes for Nutanix Virtual Servers. • Coordinated critical upgrades for the County of Hawai`i's digital document, permitting, and financial systems. • Provided technical support to the County of Hawai`i's financial system and ERP implementation. • Developed application to automate data import/export and reporting for EDEN and ERS. • Deployed software applications to endpoints. • Supported cloud -based printer services. • Applied the Microsoft cumulative updates and security patches to each County Exchange Server every month. • Lansweeper upgraded to current version. • SharePoint 2013 on-prem migrated to SharePoint Online cloud based. • Exchange Mailbox Migration project to transfer to the cloud 20% completed. • Set up virtual CherryRoad print server along with IP passthrough for document printing at County VRL locations. Final Status Report on Program Objectives for FY 2024-25 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY 3. Maintain and enhance the reliability and resilience of the County's information technology infrastructure. Seek/intend to consolidate network security and monitor external threat management. • Reviewed new backup solution to protect County against ransomware attacks. • Created an initial Cybersecurity Awareness Training Plan SOP. • Trellix managed computer client upgraded to a new version. • Deployed new interim logging sever based on CISA recommended solution. • Deployed new interim network management solution to help unify environmental documentation. • Deployed new identity management servers for centralized authentication for network hardware administration. • Expanded DWDM ring function to PSB. • Installed computer management, antivirus, and end -user security software to endpoints. • Conducted investigations into suspicious activity originating from network - attached devices. • Ran monthly stale AD account report. Purged disabled Active Directory users per 90-day retention procedure and CIS control 5.3. • Created Trellix block for each phishing email address encountered. • Migrated SolarWinds to newer server platform. • Updated ePolicy Orchestrator to newest stable version. • Security updates installed on the IPAM server. • Cleaned up.and removed old v1 and v2 SNMP community strings and ensured v3 on proper switches. • Upgraded all the voice gateway network devices to the latest secure operating systems. • Security Logs storage server reorganized and modified for security log efficiency. • Relocation of DWDM services from Hilo Civil Defense to Hilo Public Service Building to allow for direct Nokia connections, establishing node stability and expansion capabilities. • ECC server rack stand-up and migration from previous locations to the new Emergency Communications Center. Final Status Report on Program Objectives for FY 2024-25 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY 4. Continued improvement of Information Technology's customer support and services by establishing industry standard guidelines. Expand the use of automation in all aspects of support, including user setup and maintaining existing software on client workstations. • Reviewed and tested new IT ticketing system. • Renewed the licenses for ADSelfService and ADAuditPlus applications. • Upgraded ADSelfService Plus and its agent. • Released Microsoft Edge updates via MECM and updated automatically for users. • Released Windows 11 and Windows 10 updates via MECM, updated automatically for users. • Created an initial Hardware Asset Management SOP. • Provided end -user training to personnel on the County of Hawai`i's digital document system. • Provided content manager training to content managers of the County of Hawai`i's website. • Utilized software installation tools to install endpoint software. • Resolved 8,419 out of 8,537 ticket requests. • Provided end -user training to personnel on the County of Hawai`i's digital document system. • Monthly Microsoft updates for workstations and software deployed via MECM. • 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. • Microsoft updates for Office 2010, Office 2016, Office 2022, Office 365 released via MECM and updated automatically for users. • Updated current domain certificates and created new internal certificates (CA) across the network environment. Final Status Report on Program Objectives for FY 2024-25 INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY 5. Align with countywide Geographic Information System (GIS) requirements. Provide training, expertise, and technical support to other County departments and agencies in the development, design, and implementation of GIS results to be utilized by internal and external entities. • GIS 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. • 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. • GIS continued routine maintenance and support activities for internal GIS initiatives including EnerGov permit system, GIS Enterprise hardware and software, and the Pictometry platform. • GIS accomplished rebuilding the County's parcel fabric using an updated coordinate reference system, launching and coordinating automated update and backup processes for authoritative data, publishing a new public -facing GIS application for the County, preparations for supporting elections mobile GIS chain of custody system, updates to the OHCD Affordable Housing Application, and developing countywide tools for managing and visualizing online content. • GIS expanded County geospatial technological capacity through the implementation of a new GIS equipment and field training program for field data verification and inspections. • GIS 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. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank 14 LIQUOR CONTROL LIQUOR CONTROL LIQUOR CONTROL 1. Licensing: a. Conduct 75 interviews with new liquor license applicants. Conducted 39 interviews with new liquor license applicants to assess eligibility and regulatory understanding. b. Process 50 new license applications. Processed 10 liquor license applications to ensure accuracy, completeness and compliance with licensing requirements. c. Conduct 50 site visits to applicant premises. Conducted 21 site visits to applicant premises to verify operational readiness. 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. Conducted a total of 37 liquor card training classes: 24 in Kona,12 in Hilo and one special class. Educated participants on responsible alcohol service and compliance to liquor laws. The department successfully issued 665 new and renewed liquor cards to employees of licensed establishments to ensure regulatory compliance and responsible service standards. b. Conduct a minimum of 2,000 licensee checks per month to promote compliance to liquor laws by liquor licensees. Conducted approximately 1,608 licensee compliance checks per month to promote compliance with alcohol regulations and public safety standards. c. Provide all staff, commissioners and board members education via county, state, and nationally sponsored programs. Prioritized professional development by participating in programs and trainings to enhance knowledge, strengthen practices and promote public safety across Hawaii Island: Six Month Progress Report on Program Objectives for FY 2025-26 LIQUOR CONTROL LIQUOR CONTROL From July 30 to August 1, 2025, Department of Liquor Control participated in the "2025 Statewide Law Enforcement Traffic Safety Training" hosted by the Office of the Prosecuting Office in Waikoloa, Hawaii. This training brought together law enforcement agencies from the entire State of Hawaii involved in the investigation and prosecution of impaired driving cases. Sessions provided valuable insights into identifying and addressing challenges in DUI investigations, navigating state laws, and strengthening report writing and evidence collection. In addition to attending the various training sessions, the Department also assisted with conducting a training session regarding Field Sobriety Testing. This statewide training event is essential to ensure effective and successful investigations and prosecutions of impaired driving. The Department's participation helps with coordinating programs and operations with other agencies to keep our communities safe from impaired drivers. The Department of Liquor Control attended the 2025 State Liquor Investigators' Workshop in Honolulu from August 13-14, 2025. This collaborative event allowed liquor investigators from across the state to address emerging issues and understand regulatory shifts. Key sessions included fentanyl and narcotics awareness led by the Drug Enforcement Administration (DEA), as well as human trafficking briefings from Homeland Security Investigations (HSI), and training on how to interact with impaired individuals to minimize conflict. The workshop also covered critical updates regarding mental health and state legal mandates. The 2025 State Conference of Liquor Commissions and Industry Representatives was held in Lihue, Kauai from October 19-22, 2025. The conference highlighted the vital connection between industry trends and public safety. To ensure liquor operations remain secure and compliant, the conference featured several key topics including 1) narcotics awareness: identifying fentanyl and other drug trends to prevent illegal activity in licensed premises, 2) enforcement technology: discussing the role of body -worn cameras as experienced by the Kauai Police Department to promote transparency and provide employee protection from false allegations, and 3) compliance: receiving legal and regulatory updates from Deputy Corporation Counsels of the Office of the Corporation Counsel to ensure all departmental and licensee operations remain aligned with current state mandates. Six Month Progress Report on Program Objectives for FY 2025-26 LIQUOR CONTROL LIQUOR CONTROL From September 14-16, 2025, the Department participated in the National Conference of State Liquor Administrators (NCSLA) 2025 North/South Regional Conference, held in Buffalo, NY. The agenda highlighted several issues currently being seen in Hawaii County but most notably addressing the economic strain on local licensees due to rising supply costs and tariffs. Additionally, the conference provided discussion regarding the logistics of fulfillment houses, which are agents of licensed wineries that ship Direct -to -Consumer (DTC). Fulfillment houses are bonded warehouses used to store wine and everything is done at the direction/control of the licensed wineries. The ongoing membership of this organization ensures the County of Hawaii Department of Liquor Control remains proactive in leading a responsible and modern regulatory environment. The Department participated in NCSLA's 2025 Central/Western Regional Conference, themed "Monumental Perspectives" held in Rapid City, SD, from October 5-7, 2025. Key takeaways from sessions included large event safety strategies: developing strategies for licensing and monitoring alcohol service at high -capacity events, digital ID verification: evaluating the rise of mobile driver's licenses and understanding the tools to help businesses identify fraudulent credentials, and complex licensing: ensuring best practices are reviewed for managing transfers during mergers or acquisitions. As an active member of the Western Region, the Departments' engagement ensures regulatory uniformity and safety collaborations with neighboring states. Coordinated by the Hawaii Department of Transportation (HDOT), the department attended the Quarterly Statewide Traffic Commanders meeting, held in Honolulu, Hawaii from November 4-6, 2025. This meeting serves as a critical hub for coordinating law enforcement to improve safety across the islands as it discusses issues relating to speeding, impaired driving, pedestrian safety and evolving technology. The Department participated in the 38" Annual National Liquor Law Enforcement Association (NLLEA) Conference, held in Fort Worth, TX, from Nov 17-19, 2025. The event brought together federal, state, and local law enforcement, regulatory agencies, and public health professionals to discuss the evolving landscape of alcohol and cannabis regulation. The Department also planned and conducted a training session, in partnership with the City & County of Honolulu and County of Maui, explaining the framework of alcohol regulation in Hawaii and Six Month Progress Report on Program Objectives for FY 2025-26 LIQUOR CONTROL LIQUOR CONTROL it's four separate counties. The Department continues to be an active leader in NLLEA to ensure our local enforcement stays ahead of national trends, balancing public safety and fairness to business practices involving alcohol. 3. Public Programs: a. Provide minimum of two youth, public, and enforcement programs which promote compliance to liquor laws. From July 1, 2025, through December 31, 2025, the Department of Liquor Control processed 58 contingency fund grant requests from the Hawaii County Council totaling $138,594. 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 remains committed to supporting Hawaii Island high schools and parent organizations through funding assistance to ensure successful and safe 2026 Project Grad Night events. These alcohol- and drug -free celebrations recognize graduates while promoting a safe, enjoyable, and responsible environment. Through a continuing partnership, the Office of the Prosecuting Attorney Crime Prevention Unit and the Department of Liquor Control invited students (K-12) and young adults under 21 to design stickers focused on social awareness. This creative initiative successfully completed themes such. as "Healthy Choices" and "Voices Against Violence", with upcoming themes to include "Vaping Prevention" and "Underage Drinking Prevention". In July 2025, the Department began researching Naloxone storage/dispenser options (similar to AED cabinets that can be mounted on walls) for on -premises licensees. The intent was a wall mounted option with high visibility for workers and the public would be more functional, if needed, instead of storing the Naloxone in their first aid kits or other areas of their business. The Department considered many factors, including but not limited to, ease of use, functionality, and cost. In August 2025, County legislation (Bill 71) was introduced to require on -premises liquor licensees to have Naloxone on site in a visible and labeled location. In September 2025, the on -site Naloxone requirement went into effect as Ordinance 25-68. The Department has been coordinating Naloxone training for liquor licensees with local non -profits. The Department has been updating licensees on Six Month Progress Report on Program Objectives for FY 2025-26 CONTROL LIQUOR CONTROL Naloxone requirements and anticipates assisting with storage/dispenser this fiscal year. The "Drive With Aloha" Campaign is an ongoing collaboration dedicated to promoting safe, responsible driving through public art, outreach events, and awareness stickers. To date, vibrant murals have been completed at several Hawaii Island High Schools, including Ka`u High & Pahala Elementary School, Kea`au High and Middle School, Kealakehe High School, Honoka`a High and Intermediate and Pahoa High and Intermediate. Following the success of these local projects, the campaign plans to expand its mural initiative to other islands across the state. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank LIQUOR CONTROL LIQUOR CONTROL 1. Licensing: a. Conduct 75 interviews with new liquor license applicants. Conducted 82 interviews with new liquor license applicants to assess eligibility and regulatory understanding. b. Process 50 new license applications. Processed 39 liquor license applications to ensure accuracy, completeness and compliance with licensing requirements. c. Conduct 50 site visits to applicant premises. Conducted 45 site visits to applicant premises to verify operational readiness. 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. Instructed a total of 81 liquor card training classes: 53 in Kona, 24 in Hilo and four special classes, to educate participants on responsible alcohol service and compliance to liquor laws. The department successfully issued 1,174 new and renewal liquor cards to employees of licensed establishments to ensure regulatory compliance and responsible service standards. b. Conduct a minimum of 2,000 licensee checks per month to promote compliance to liquor laws by liquor licensees. Conducted approximately 1,884 licensee compliance checks per month to promote compliance with alcohol regulations and public safety standards. c. Provide all staff, commissioners and board members education via county, state, and nationally sponsored programs. Prioritized professional development by participating in programs and trainings to enhance knowledge, strengthen practices and promote public safety across Hawaii Island: Final Status Report on Program Objectives for FY 2024-25 LIOUOR CONTROL LIQUOR CONTROL o At a virtual meeting on July 25, 2024, the National Liquor Law Enforcement Agency (NLLEA) discussed two main topics: 1) An article questioning the constitutionality of the U.S. ban on at-home distilling. This is relevant to Hawaii, which has an exemption for personal use; and 2) The rise of alcoholic ready -to -drink (RTD) beverages from companies like Monster and Mountain Dew. To prevent public confusion and ensure safety, the group recommended that alcoholic and non-alcoholic versions of these drinks should not be sold next to each other in stores. o To boost communication and teamwork, the Department of Liquor Control took part in a Myers -Briggs Type Indicator (MBTI) assessment on August 12, 2024. The training, provided by the Department of Human Resources, helps employees understand different personality traits, which leads to better communication, increased productivity, and a more collaborative approach to reaching department daily goals. o From August 12-14, 2024, the Department of Liquor Control attended the "2024 Statewide Law Enforcement Traffic Safety Training" in Waikoloa. Hosted by the Office of the Prosecuting Attorney, this training is for law enforcement agencies that investigate and prosecute impaired drivers. The sessions provided valuable insights on identifying and addressing challenges in DUI cases, navigating state laws, and improving report writing and evidence collection. This training is essential for ensuring effective investigations. o The Department of Liquor Control attended the National Conference of State Liquor Administrators' (NCSLA) 2024 Central/Western Regional Conference in Wilmington, NC, from September 29 to October 1, 2024, "Big Sky Country — the Last Best Place". The event provided valuable insight into the challenges of the liquor industry. Key takeaways included understanding the differences and concerns related to third - party delivery and direct -to -consumer shipping. The conference also covered the complexities of THC/alcohol-infused products, tax issues with ready -to -drink (RTD) spirits, and important updates from the Alcohol and Tobacco Tax and Trade Bureau (TTB). Final Status Report on Program Objectives for FY 2024-25 LIQUOR CONTROL LIQUOR CONTROL o From October 2-4, 2024, Department of Liquor Control enforcement and licensing staff attended the 2024 State Investigators' Workshop in Kahului, Maui. The Maui Police Department Traffic Division — OUI Task Force provided valuable training on how alcohol affects the human body, along with a hands-on workshop to improve field operations. The training also included new information on handling drug impairment. o On October 11, 2024, the National Institute of Criminal Justice Reform (NICJR), in partnership with the Office of Youth Services, held a meeting at the West Hawaii Civic Center in Kailua-Kona. The purpose of the meeting was to assess available services for young people charged with crimes and identify the community's needs. A key goal of the partnership is to prevent minors from entering the justice system by keeping them out of trouble, such as by staying away from bars. o The 2024 Conference of Liquor Commissions and Industry Representatives was held in Wailea, Maui from October 13-16, 2024. This conference focused on issues, trends and changes occurring within the State of Hawaii. For example, the Maui Economic Opportunity, Underage Alcohol Prevention Program shared recent youth programs that took place in Maui County that encouraged students to participate in alcohol -free and drug -free projects around the community. Other speakers were two liquor licensees whose businesses were affected by the Maui Wildfires in August 2024. The department is exploring the possibility of establishing a youth program similar to Maui and has provided input on methods to assist businesses trying to rebuild from the Maui fire disaster and other disaster scenarios. o From October 27-29, 2024, the Department of Liquor Control attended the NCSLA's North/South Regional Conference in Essex, Vermont. The event's theme was "Innovating with Integrity: Addressing Emerging Challenges in Alcohol Regulation." The conference highlighted two main topics: 1) Technology in the Industry: A panel discussed how artificial intelligence (AI) is being used to innovate, such as by building flavor profiles for alcoholic beverages. A central theme of the conference was that innovation and creativity require a mindset that accepts and learns from failure. Final Status Report on Program Objectives for FY 2024-25 LIQUOR CONTROL LIQUOR CONTROL o On November 18, 2024, the Department of Liquor Control and the Office of the Corporation Counsel held a 2024 Fall Investigator Training in Hilo. The training for Liquor Control investigators covered topics like the Code of Ethics, code enforcement, witness training, and proper business communication. Understanding and applying these principles ensures consistency, compliance, and effective teamwork within the department. o From November 18-20, 2024, Department of Liquor Control staff attended the 37te Annual NLLEA Conference in Wilmington, NC. The event focused on the fundamental principles of alcohol law enforcement, highlighting that despite industry changes, the core goals of public safety and responsible consumption are constant. The conference featured workshops that offered practical insights, including: 1) a deep dive into the licensee inspection process, 2) sessions to improve leadership skills, and 3) an investigation case study on how a minor obtained alcohol. These workshops helped staff understand current and potential issues in law enforcement, reinforcing the importance of shared knowledge to protect public safety. o The National Alcohol Beverage Control Association (NABCA) held its 32"a Annual Legal Symposium on Alcohol Beverage Law & Regulation was held in Arlington, VA from March 23-25, 2025. The conference discussed new critical areas that are impacting the alcohol industry such as 1) cross -over product compliance and the need for additional signage or new product placement away from soda aisle to prevent underage consumption and 2) the rapid growth in cannabis and hemp beverages and the challenges of integrating them into the three-tier system. The Symposium is the only forum which focuses on legal issues from the perspective of regulators, policy makers and industry, which ensures organizations stay current on developments affecting local economy and regulatory structure. o NABCA hosted its 881" Annual Conference in Orlando, FL, May 19-21, 2025, which focused heavily on leadership development, organizational structure and teamwork to prepare for future challenges being foreseen in the industry. With early signs of a weakening alcohol industry and changing consumer behavior among new generations, critical questions were raised regarding the need to update the current model of alcohol regulation. Final Status Report on Program Objectives for FY 2024-25 LIOUOR CONTROL LIQUOR CONTROL o The Department of Liquor Control attended NCSLA's 2025 Annual Conference, Lahaina, HI, June 15-18, 2025. The conference provided insight that while the industry appears stable, rapid changes driven by the internet and social media mean issues that once developed over years can now emerge overnight. Regulators must work quickly to keep pace with an industry that invests billions in its activities. The Rules and Regulations of the Liquor Commission of the County of Hawaii were reviewed and updated, with changes made into effect in January 2025. Revisions were aimed at adapting to the evolving industry. 3. Public Programs: a. Provide minimum of two youth, public, and enforcement programs which promote compliance to liquor laws. The Department of Liquor Control processed 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 51" and W" graders who successfully complete the alcohol -free and drug -free curriculum which reinforces positive decision making. Final Status Report on Program Objectives for FY 2024-25 LIQUOR CONTROL LIQUOR CONTROL 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`u High & Pahala Elementary School and Kea`au High and Middle School. Two thousand 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. Future schools include Kealakehe High School and possibly Honoka`a High and Intermediate and Pahoa High and Intermediate. 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. 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. Final Status Report on Program Objectives for FY 2024-25 15 MANAGEMENT MANAGEMENT.�.r,.,: ADMINISTRATION • Prudent Finances: Budget consistently, delivers services efficiently, plans for long- term liabilities and contingencies, and optimizes revenue generation. o Worked with Departments on FY 2026-27 budget needs. • Productive Workplace: Foster a work environment where County employees are trained, managed, and appreciated to fulfill their duties to the best of their abilities. o Hosted the annual Employee of the Year Awards and introduced the Laulima Award, presented to the team that made the greatest impact last year. The Laulima Award went to Public Works in recognition of their outstanding service. Strategic Objectives: Collaborate and promote innovation among departments to accomplish identified priorities. o Implemented a paperless timecard system for the first time in County history. Economic Initiatives: Partner with the nonprofit and private sectors to diversify economic and employment opportunities. o Supported and coordinated with large-scale events (e.g., Ironman and other world -class events) to attract visitors and investment. Resilient Community: Be knowledgeable, trained, and prepared for emergencies and disasters. o Continuously coordinated with Civil Defense and other public safety departments to prepare for natural and man-made disasters. That included several in-depth briefings on tsunami response and wildland fires in East Hawaii. o Worked with Civil Defense to develop a seating plan and new access rules for the Emergency Operations Center. Inclusive Governance: Encourage civic participation with appointments to boards and commissions and an active community planning system that exemplifies democracy at its best.. o Appointed 27 new board and commission members. Six Month Progress Report on Program Objectives for FY 2025-26 MANAGEMENT o Held a workshop for board and commission chairs and vice chairs to improve familiarity with rules, decorum, and procedures. o Restarted the Arborist Advisory Committee. • Open Communication: Communicate with the public with a two-way system that informs and is responsive to suggestions, requests, and complaints. o Launched online monthly newsletter, Ktikulu Pilina. o Issued 123 press releases. o Responded to 105 media inquiries. o Social Media Views: 6.2 million • Sustainable Environment: Respect and sustain the natural and cultural heritage of this County. o Completed the Cesspool Task Force, which produced a report with recommended steps for county -wide cesspool conversions: o Acquired several conservation properties and easements with notable properties including sites in Kona and Waikoloa. Six Month Progress Report on Piogram Objectives for FY 2025-26 MANAGEMENT ADMINISTRATION • Prudent Finances: Budget consistently, delivers services efficiently, plans for long- term liabilities and contingencies, and optimizes revenue generation. o Worked with Departments on FY 2025-26 budget needs. • Productive Workplace: Foster a work environment where County employees are trained, managed, and appreciated to fulfill their duties to the best of their abilities. o Hosted the annual Employee of the Year Awards, honoring the exemplary work of staff members. o Hosted a #MauiStrong memorial service for County staff who were directly and/or indirectly affected by the Maui wildfires in 2023. o Returned a tuition reimbursement program to County employees looking to advance their careers through the pursuit of higher education. Strategic Objectives: Collaborate and promote innovation among departments to accomplish identified priorities. o Assigned Executive Assistants to pods to increase support and collaboration with County departments: Public Safety, Human Services, Support Services, and Planning/Infrastructure. o Organized task forces centered around significant community/county issues: Permitting, Human Resources, Animal Control, Cesspool Conversion, and Homelessness. o Worked with the Office of Housing and Community Development (OHCD), Hawaii Police Department, Department of Public Works, and Department of Parks and Recreation to relocate a safe shelter for homeless individuals to continue receiving services and housing opportunities as a community. Economic Initiatives: Partner with the nonprofit and private sectors to diversify economic and employment opportunities. o 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. Final Status Report on Program Objectives for FY 2024-25 MANAGEMENT .:ADMINISTRATION o 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. o Increased support for Coconut Rhinoceros Beetle eradication in West Hawaii. • Resilient Community: Be knowledgeable, trained, and prepared for emergencies and disasters. o Issued Emergency Proclamation for the Hilo Wastewater Treatment Plant; initiated planning for potential wastewater emergencies. o 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. • Inclusive Governance: Encourage civic participation with appointments to boards and commissions and an active community planning system that exemplifies democracy at its best. o 47 new boards and commission members were appointed between December 2024-June 2025. Statistics for July 2024-November 2024 were unavailable. o Addressed more than 700 complaints between December 2024-June 2025. Statistics for July 2024-November 2024 were unavailable. • Open Communication: Communicate with the public with a two-way system that informs and is responsive to suggestions, requests, and complaints. o Significantly increased the County of Hawai`i's social media presence and increased collaboration and support from the Mayor's Office. o Increased access to County press releases by allowing anyone to subscribe to a mailing list through the website. Final Status Report on Program Objectives for FY 2024-25 MANAGEMENT ADMINISTRATION o Started monthly mayor's column in Neighbors of Kona magazine to communicate County objectives and accomplishments. o Increased support to departments regarding press needs and addressing media inquiries. Final Status Report on Program Objectives for FY 2024-25 MANAGEMENT COST OF GOVERNMENT Examine and investigate the organizations and methods of operations of all County departments, commissions, boards, offices, and other instrumentalities of all branches of the County government and determine and recommend changes, if any, by the Charter -imposed deadline. o Cost of Government Commission adjourned in 2023. Final Status Report on Program Objectives for FY 2024-25 4 16 MISCELLANEOUS MISCELLANEOUS HOMELESSNESS 1. Homelessness Prevention Programs: Collaborate with government and non-profit partners to develop and expand services that prevent homelessness, including eviction prevention, emergency financial assistance, employment assistance, subsidized housing assistance, mental health and substance use support, financial education etc. Ongoing 2. Fund and Contract Management: Oversee the Homelessness & Housing fund contracts and ensure alignment with the Homelessness and Housing Strategic Roadmap to ensure homelessness remains rare, brief, and non -recurring. Ongoing 3. Outcome Measurement and Reporting: Establish a system to track, measure; and report outcomes for entities receiving County Homelessness and Housing Fund support. In process 4. Data Collection and Analysis: Gather and analyze real time data on homeless populations to gain insights into demographics, needs, and homelessness trends to inform decision -making. Ongoing 5. Maximize Funding for Self -Sufficiency: Optimize and expand available funding sources to support resources that help individuals and families move toward self- sufficiency. Ongoing 6. Enhanced -Collaboration: Strengthen collaboration among government agencies, non -profits, and community stakeholders to build a coordinated and effective response to homelessness. Hosted and facilitated two Community of Practice events for partners providing homeless services. Public Awareness and Education: Raise awareness of homelessness issues and educate communities about its challenges and solutions. Ongoing Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank MISCELLANEOUS HOMELESSNESS 1. Prioritize the "Housing First" model, which aims to quickly move people experiencing homelessness into stable and permanent housing without preconditions or barriers. a. Partnered with nonprofit providers to expand access to permanent supportive housing and permanent housing with support units across the island. b. Leveraged State, federal, and philanthropic resources to sustain Housing First programs in partnership with local nonprofit organizations. c. Coordinated across agencies to ensure that housing placements were paired with the right level of supportive services for long-term success. d. Monitored outcomes, with the goal of achieving high housing retention rates and reduced chronic homelessness. 2. In partnership with government agencies and non-profit organizations, develop programs and services to prevent individuals and families from becoming homeless, including eviction prevention, emergency financial assistance, and legal support. a. U.S. Treasury Emergency Rental Assistance Program - provided financial relief for eligible households to cover unexpected costs like security deposits, utility and rental arrears, and prospective rent to allow for continued housing stability. b. Financial Empowerment Services - in partnership with Hawaiian Community Assets - offered no -cost one-on-one services that help households build stability. Personalized sessions provide guidance on budgeting, credit repair, debt management and savings, as well as access to resources that support housing security and long-term financial goals. c. Community -Based Social Services Navigation Program - in partnership with Vibrant Hawaii - provided access to no -cost, personalized assistance for those seeking connection to social services resources. The professional navigators meet clients where they are - whether at their home, community events, local libraries or meeting spaces - and guided the households through application processes, answered questions, and helped with document replacements. The goal is to reduce barriers to accessing services and support households in achieving long-term stability. Final Status Report on Program Objectives for FY 2024-25 MISCELLANEOUS HOMELESSNESS d. The Homelessness and Housing Fund (HHF) provided financial operational support to the following programs: • Coordination Center in Hilo — assisted residents in accessing essential services. The Center offered personalized support to help individuals and families connect with housing, financial and health -related resources. The Center also provided no -cost access to computers, phones, charging stations, and wi-fi. • The Friendly Place in Kona — Offered essential support to individuals and families experiencing homelessness or housing instability. Services included referrals to shelter, resource navigation, basic needs support and personalized case management services to help clients access services and achieve housing stability. 3. Execute and manage contracts that are in alignment with the Homelessness and Housing Strategic Roadmap that will work in ensuring that the number of households experiencing homelessness is rare, brief, and non -recurring. a. Following the release of the FY 2024-25 HHF RFP and subsequent selection process, the County selected 15 projects across nine new and existing partner agencies for the year three funding cycle which began February 1, 2025, and ending January 31, 2026. These agreements addressed critical housing needs and delivered on a variety of innovative services to vulnerable populations island wide. Additionally, these agreements promoted collaboration with and between local organizations to ensure the delivery of essential housing programs and services to individuals and families experiencing or at risk of homelessness. 4. Design and implement a system that collects, measures and documents outcomes achieved by entities who receive funding through the County Homelessness and Housing fund. a. Moved data collection and management of all HHF funded programs in- house with the addition of a Program Data Manager and enhanced data collection systems. Additionally, the County procured an industry leading data management system to upgrade to in the upcoming grant year. That system will improve transparency, accountability, reporting, program efficiency, and data sharing across the County wide homeless response system. Final Status Report on Program Objectives for FY 2024-25 MISCELLANEOUS HOMELESSNESS 5. Collect and analyze data on homeless populations to better understand the demographics, needs, and trends in homelessness. a. Maintained a centralized system for data management and gleaned valuable insights that informed decision -making, enhanced program effectiveness, and demonstrated the impact of the HHF on addressing homelessness within the community. b. The Hawaii County Homeless Engagement Hui played a crucial role in collecting and analyzing data on unsheltered homelessness to enhance understanding of demographics, needs, and trends. • The Hui is a collaborative effort of multiple organizations that conduct outreach services across the island. This partnership conducted regular street outreach across Hawaii Island and engaged with individuals experiencing homelessness. Data gathered during these engagements is instrumental in identifying service gaps, informing resource allocation, and developing targeted interventions to prevent and address homelessness. 6. Leverage existing funding sources to support resources needed to ensure individuals and families continue to move towards increased self-sufficiency. a. Federal ESG funds were awarded to support emergency shelter services for unsheltered individuals on island. 7. Promote collaboration among government agencies, non-profit organizations, and community stakeholders to create a coordinated and efficient response to homelessness. a. Collaboration and shared learning enhanced the capacity of organizations to meet the diverse needs of the community and contributed to the overarching goal of reducing homelessness and promoting housing stability. • Quarterly Homelessness and Housing Fund Community of Practice (CoP) - a collaborative initiative initiated and facilitated by the OHCD. The CoP brought together nonprofit organizations, public agencies, and community stakeholders to share knowledge, best practices, and resources aimed at addressing homelessness and housing instability on Hawaii Island. • Hawai`i County Homeless Engagement Hui (Hui) - a monthly meeting of homeless outreach partners who shared updates on who they were helping, what resources were available, and any challenges encountered in the community. Final Status Report on Program Objectives for FY 2024-25 MISCELLANEOUS HOMELESSNESS Community Alliance Partners (CAP) - a collaborative coalition dedicated to addressing homelessness and housing instability. CAP brought together a diverse group of stakeholders - including nonprofit organizations, government agencies, businesses, and community members. 8. Raise public awareness about the issue of homelessness and educate communities about the challenges and solutions. a. Continued to actively create opportunities to raise public awareness around homelessness and educated communities about both the challenges faced by individuals experiencing homelessness and potential solutions. b. Developed and launched an online data dashboard showing the impact of HHF-funded programs and insights into the challenges people face on their journey to stable housing. c. Created a brochure to help residents and business owners connect individuals and families experiencing homelessness to available services. In addition, the County hosted or participated in various networking gatherings that brought together service providers, local organizations, and community members to share ideas, collaborate, and discuss solutions. Final Status Report on Program Objectives for FY 2024-25 17 OFFICE OF SUSTAINABILITY, CLIMATE, EQUITY, AND RESILIENCE OFFICE OF SUSTAINASILITY, CLIMATE, EQUITY, AND RESILIENCE OSCER Policy and program development. Improve environmental justice and equity by promoting specific policies and actions to ensure that sustainability, change mitigation and adaptation, and resilience efforts also benefit lower and middle income, Native Hawaiian, and historically marginalized communities. These policies and actions should include utilization of place -based, Native Hawaiian guiding principles, tools, and frameworks to guide, inform, coordinate, and evaluate proposed actions and activities. o To embed equity into OSCER's core operations, OSCER hired a temporary Climate Equity and Engagement Specialist to conduct an office -wide landscape analysis and equity assessment. This work included staff interviews, research on best -practice equity tools, and a review of existing programs. The resulting report identifies current gaps and provides actionable recommendations to strengthen equity integration across OSCER's policies, programs, and decision - making processes. o OSCER advanced environmental justice priorities through active participation in the Mayor's Cesspool Conversion Task Force, the Hawaii State Climate Commission, the Four County Sustainability Network, and the Climate Change & Health Working Group, HCR 122 HDI Collaborative Working Group with DLNR, contributing to coordinated, equity -centered policy development and cross -jurisdictional collaboration. • Regularly engage with stakeholders to assess and assure that policies and actions are implemented in a manner that is immediate, direct, and coordinated, and employs strategies that are equitable in their impact on various communities in the County. o To strengthen transparency and community trust, OSCER significantly expanded its communications program. Over the reporting period, OSCER released six newsletters highlighting agency activities, partner initiatives, and funding, training, and volunteer opportunities; published 15 social media posts; and nearly doubled Instagram followers from 400 to almost 800. OSCER also hosted a community event and participated in 12 additional events to share resources and strengthen relationships across the island. Six Month Progress Report on Program Objectives for FY 2025-26 OFFICE OF :CLIMATE, EQUITY, OSCER • Ensure policies, practices, and actions are trauma -informed to promote resilience, health, and wellness. o The Equity Landscape Assessment & Report described in the first bullet point of "Policy and program development" will include recommendations around incorporating trauma -informed practices and procedures into existing and future programs. Shared metrics. • Increase transparency of progress towards sustainability, climate mitigation and adaptation, equity, and resilience goals. o OSCER increased public transparency by expanding its communications program through consistent monthly newsletters and ongoing social media engagement, ensuring the community has regular access to program updates and opportunities for involvement. This is described further in the second bullet point of "Policy and program development." o OSCER developed two new internal dashboards to strengthen data -driven decision -making: one tracking islandwide greenhouse gas emissions and one monitoring energy use across 155 County facilities managed by 10 departments. o OSCER continued maintaining an internal dashboard that tracks implementation progress of the 2023 Hawaii County Integrated Climate Plan, improving accountability and cross -departmental coordination. o OSCER advanced the development of a centralized climate data hub by building an automated system that consolidates multiple data sources into a single, reliable repository, significantly improving data accessibility and consistency. o OSCER produced four animated videos, four community interview videos, and three infographic pamphlets to communicate OSCER's activities and shared definition of sustainability, climate, equity, and resilience. These are scheduled to be released in 2026. Six Month Progress Report on Program Objectives for FY 2025-26 } OFFICE OF EQUITY, OSCER Coordination, collaboration, and education. Coordinate communication among County departments and with community partners to develop and promote a shared vision and collaborative approach to implementing solutions that are based upon a clear understanding of the issues and challenges related to sustainability, climate change mitigation and adaptation, equity, and resilience within a trauma -informed framework and approach. o Through the LA'au Love program, OSCER asked plant recipients to define "sustainability" as part of an ongoing effort to root OSCER's goals and programs in community needs around sustainability. OSCER received and analyzed 700+ survey responses to this question and is incorporating the results across all OSCER's program objectives, budget priorities, and communications materials. o OSCER strengthened interdepartmental collaboration through two primarily County -focused programs: the Energy Management Program and the Reduced Waste Program. For the Energy Management Program, OSCER convened stakeholder meetings at project inception, maintained regular communication with participating departments, and gathered ongoing feedback during site visits. For the Reduced Waste Program, OSCER distributed five monthly "Malama Da `Aina Games" surveys to County staff, increasing internal engagement while collecting actionable input to refine program design and priorities. Staff from 12 County departments and agencies participated, with a total of 289 responses from 145 unique respondents. 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. o Through the Heat Program, OSCER partnered with Vibrant Hawaii to distribute 12 heat sensors that collected 712 days' worth of heat data, including temperature, humidity, and heat index at locations across the island. This dataset enabled identification of islandwide and location - specific heat trends and informed the development of heat adaptation strategies and public information materials. OSCER also partnered with Six Month Progress Report on Program Objectives for FY 2025-26 OFFICE OF CLIMATE, EQUITY, OSCER the Fire Department to install five indoor heat sensors to ensure safety for fire recruits. o OSCER partnered with Big Island Invasive Species Council (BIISC) to plan Hala Fest, an event attended by over 2,000 people. OSCER also partnered with BIISC for the La`au Love Fest event hosted in Kona, where BHSC conducted a native wreath making workshop while OSCER led plant distributions and provided space for community participants to connect and learn with other community -based organizations. o OSCER partnered with `O Ka`n Kakou, North Kohala Resource Center, and the Hawaii State Department of Land and Natural Resources `Division of Forestry and Wildlife for three of the five La`au Love native plant giveaways, expanding access to culturally and ecologically significant plants across the island. o OSCER conducted two collaborative social media campaigns — a native plant month campaign in partnership with the Pacific Island Climate Adaptation and Science Center and one invasive species, climate, and health campaign in partnership with the Hawaii State Department of Health and Four County Sustainability Network, broadening community awareness and participation. Promote climate sustainability and climate change mitigation and adaptation initiatives in a manner utilizing trauma informed principles and best practices that promotes equity and resilience and the capability to adapt effectively in the face of adversity. o OSCER expanded its Energy Management Program. This program analyzed 20 facilities maintained by five -departments as part of an ongoing facilities conditions assessment to improve the identification and prioritization of infrastructure projects for CIP and maintenance purposes and streamline the process of identifying facilities for eligible energy efficiency grants and state rebates. Final analysis will include assessment of current facility condition, list of repair and maintenance needs, dataset of facility assets, opportunities for energy efficiency improvements, and ranking of facilities by critical condition. As part of this program, OSCER also created a dashboard to track energy use by Six Month Progress Report on Program Objectives for FY 2025-26 OFFICE OF SUSTAINASILITY, CLIMATE, EQUITY, AND RESILIENCE OSCER facility, department, month, and building type. This dashboard is described in "Shared metrics." o OSCER launched the LA'au Love program, distributing 2,018 native, canoe and food plants at five locations across the island. Plants for each location were sourced from local nurseries within the same district to support plant health and long-term survival. This program expanded community access to native, canoe, and food plants and provided education on proper planting, care, and maintenance of the distributed plants. o OSCER expanded its Reduced Waste Program by establishing a reusable dishware library for County events. This library was used at eight events by six different departments, supporting both internal and external - facing activities. Items checked out included 40 reusable plates, 325 compostable plates, 65 reusable cups, 465 compostable forks, 190 compostable knives, 245 compostable spoons, 970 compostable napkins, and 275 compostable chopsticks. Additionally, OSCER released five Malama Da `Aina Games surveys as part of this program. These surveys are described further under the first bullet point of "Coordination, collaboration, and education." o OSCER launched the Heat Program described in the bullet point above. This program strengthened the County's capacity to monitor heat exposure, educate the public, and implement data -driven adaptation strategies. o OSCER promoted additional initiatives and partnerships through the Grant Program, described in "Grants and funding" below. o OSCER partnered with various community organizations focused on civic education and youth -driven civic engagement on sustainability and waste reduction strategies for Hawaii island. OSCER helped to foster State-wide collaboration efforts in historically marginalized and under- resourced communities. Six Month Progress Report on Program Objectives for FY 2025-26 OFFICE OF : EQUITY, ------ OSCER Legislation and budget • Evaluate potential impacts of climate change on County human resources, facilities, and infrastructure and provide operating and capital improvement budget recommendations for consideration in addition to the recommendations of the planning department. o OSCER began the process of evaluating 50+ proposed FY 2026-27 CIP projects for potential energy efficiency and climate resilience measures. o OSCER conducted site visits to 20 facilities across five departments as part of an ongoing facilities conditions assessment described in the third bullet point underneath "Coordination, collaboration, and education." This project will yield recommendations for infrastructure and capital improvement priorities. • Provide policy analysis and propose legislation to the Council to implement this section. o At the request of the Council PLUED Chair, OSCER provided departmental feedback and high-level analysis of both the 2005 and the proposed 2045 General Plans as it pertains to OSCER operations, strategies, decision making and potential capacity to implement the actions OSCER has been assigned. • Provide the Council with an annual sustainability report. Grants and funding. • Investigate and provide technical support for grant applications and grant management. o OSCER secured external funding, including a $1,925,270 National Oceanic and Atmospheric Association grant to conduct habitat restoration at a County -owned preservation site. Additionally, DWS received the ETIPP grant described above. Six Month Progress Report on Program Objectives for FY 2025-26 OFFICE OF EQUITYf AND RESILIENCE • o OSCER maintained a grant and funding opportunities sub -page on the OSCER website and included grant and funding opportunities in each monthly newsletter, expanding community and partner access to funding resources. • Prepare programs and contracts to carry out the grant program. o OSCER completed implementation of the $23,750 Urban Sustainability Director's Network Emergent Learning Funds grant. OSCER hosted a series of participatory storytelling workshops in partnership with Lonoa Honua to train 20 community -based organizations and OSCER staff on place -based ways of sharing organizational stories, building capacity of non-profit partners and connecting environmental issues to the lived experiences, identities, and values of Hawaii island communities and ecosystems. o OSCER began implementation of the $228,640 Energy Efficiency Conservation Block Grant, supporting the Facilities Conditions Assessment & Energy Management Plan project described in the third bullet point of "Coordination; collaboration, and education." o OSCER levered the $128,400 Climate Pollution Reduction Grant to fund two pilot programs, La`au Love and the data analysis component of the Heat Program, while also strengthening community engagement through producing the communications materials described in "Shared metrics" and the equity assessment described in "Policy and program development." Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank OFFICE OF SUSTAINABILITY, CLIMATE, EQUITY, AND RESILIENCE OSCER On August 2, 2023, the County adopted the Integrated Climate Action Plan (ICAP) by Resolution 203-23. The ICAP is the strategic roadmap that will be used by OSCER to help achieve our climate change goals and targets. OSCER will be responsible for implementing the plan beginning with short-term implementation priorities. Short -Term Implementation Priorities: (2023-2025) 1. Establish OSCER as the centralized coordinating authority to oversee and manage countywide climate actions and mainstream interdepartmental collaboration. OSCER filled four out of seven positions and committed to hiring three additional positions to begin in FY 2025-26. OSCER secured a physical office space in December 2024 with functional internet connectivity as of the end of February 2025. OSCER also established initial protocols, including filing systems, grant management processes, and preliminary policies and procedures. OSCER coordinated interdepartmental sustainability projects. These included the launch of the County Facilities Energy Management Plan with Public Works and other departments (ICAPActions IA1.6, 2B1.1, IAI.1). Additionally, OSCER procured the supplies and developed the backend inventory for a County Reduced Waste Pilot Program that provides compostable and reusable materials for County events (ICAPActions 1C3.1, IC5.2). 2. Provide technical assistance and support to: a. Streamline climate -related data gathering and dissemination. To streamline climate -related data gathering and dissemination, millions of data points on County energy use were compiled and analyzed to provide critical insight. This work supported the creation of an energy benchmarking dashboard to track progress toward climate goals (ICAP Actions 1A1.1,1A1.3). A comprehensive catalog of over 200 departmental data points was also developed, simplifying approximately 50 information sources into ten core ones. To support future greenhouse gas inventories (ICAP Action 1A4.2), automated processes were created to gather key climate and economic data from federal agencies. Additionally, new tools were developed to assist with grant management and to support the County's Zero -Waste Pilot Program (ICAP Actions 1C3.1,105.2). Final Status Report on Program Objectives for FY 2024-25 OFFICE OF SUSTAINABILITY, CLIMATE, EQUITY, AND RESILIENCE OSCER b. Conduct cost -benefit analyses for climate action implementation. OSCER continued to review proposed CIP projects and make recommendations. c. Secure Federal and State funding. OSCER secured the Energy Efficiency Conservation Block Grant from the Department of Energy for $228,640.00 in November 2024. 3. Develop and coordinate a grant program for the Office of Sustainability, Climate, Equity, and Resilience, including identifies and evaluates potential funding sources and preparing appropriate grant applications. OSCER established a grants management program this year, securing over $252,000 in new funding from both federal and private partners and applying for an additional $3.8M. Additionally, OSCER collaborated with partners on grants totaling over $22M to support renewable energy and community resilience (ICAP Actions 1A6.4, 5111.4). This effort was bolstered by a new memorandum of understanding with Ulupono Initiative LLC to provide technical assistance for pursuing federal awards (ICAP Implementation Priority, pg. 102). Some specific examples of collaboration include: • $1.5M EPA Community Development Block Grant with the Office of Housing for an on -ground solar panel unit to offset energy costs of the Ulu Wini Wastewater Treatment Plant. • $20,000 Urban Sustainability Directors Network (USDN) Catalyst Fund Grant for the Four County Sustainability Network Strategic planning convergence. • $10,000 grant from the Center for Collaborative Heat Monitoring to conduct community -led heat monitoring at Vibrant Hawaii Resilience Hubs across the island. • Department of Defense Emergency Medical Communications grant for $1,000,000 accepted and implemented by Civil Defense. • EPA Community Change Grant applications to support workforce development in the climate and sustainability spaces in partnership with Goodwill Hawaii and Hawaii Changemakers. Final Status Report on Program Objectives for FY 2024-25 OFFICE OF SUSTAINABILITY, CLIMATE, EQUITY, AND RESILIENCE __. OSCER • Climate Pollution Reduction Grant funds to execute community engagement and the development of the Hawaii State Priority Climate Action Plan and Comprehensive Climate Action Plan in collaboration with the State of Hawaii Climate Commission, the Department of Research & Development, and other state partners. 4. Establish regular stakeholder engagement to increase transparency of climate action. a. Climate Data Dashboard and Portal To increase transparency, OSCER developed an interactive dashboard for tracking and reporting on all 290 ICAP actions. This work generated a suite of reports, including a summary page for staff, role -specific user reports for progress tracking, and a cascade analysis page visualizing the action item structure. In the future, these reports can be integrated into existing County workflows to facilitate seamless user adoption and provide staff with the ability to filter, sort, and drill down into the data as needed. b. Place -Based Knowledge OSCER contracted Lonoa Honua for a series of place -based storytelling workshops to train 20 community -based organizations and OSCER staff on place -based ways of sharing personal and organizational stories relating to sustainability (ICAPAction M.1; ICAP Implementation Priority, pg. 103). c. Promote Funding Opportunities OSCER continues to belong to several mailing lists and notification services for funding opportunities. These opportunities have been shared via email, the monthly newsletter, and on social media, depending on the target audience. OSCER regularly participates in USDN, Funder's Hui and other working groups to learn about and share different funding opportunities. d. Develop an Engagement Strategy OSCER successfully implemented a preliminary engagement strategy by establishing dedicated communication channels to engage the public, launching an official website and building a social media audience of over 400 followers. A monthly e-newsletter was also created, delivering monthly Final Status Report on Program Objectives for FY 2024-25 OFFICE OF SUSTAINABILITY, CLIMATE, EQUITY, AND RESILIENCE OSCER office updates, resources, community highlights, and event information to more than 650 subscribers. These platforms were used for successful digital campaigns, including a Native Plant Month collaboration with the Pacific Island Climate Adaptation Science Center that reached over 1,000 people per post (ICAP Implementation Priority, p. 103). Ongoing direct community engagement is a priority, with staff continuing to attend outreach events and participating in community workdays to foster strong partnerships (ICAP Implementation Priority, p. 103). 5. Produce an ICAP Annual Report. Gathered data, conducted analysis, and created visualizations from the new ICAP progress tracking system. This work involved implementing an intuitive system to manage all 290 ICAP action items. This system feeds a suite of interactive reports, including role -specific views for staff that are updated weekly to track progress, and summary visualizations to be published monthly for the public and will form the basis of the annual report. Final Status Report on Program Objectives for FY 2024-25 • PARKS & RECREATION PARKS & RECREATION "ALAE CEMETERY 1. Conduct maintenance and repair activities. Maintenance and repair activities were completed. 2. Assign and record all burials. All burials are being assigned and recorded. Location Number of Caskets I Number of Urns `Alae 11 17 Six Month Progress Report on Program Objectives for FY 2025-26 PARKS & RECREATION VETERANS CEMETERIES - EAST AND WEST HAWAI'I 1. Continue to coordinate development of the East and West Hawaii Veterans Cemeteries with the Veterans Advisory Committee and the Department of Defense. Coordination has been in process for WHVC expansion and to create a Cemetery Layout Plan and realignment for EHVC Il. 2. Perform interments, grounds maintenance and facilities maintenance in accordance with the National Cemetery Administration (NCA) Veterans Cemeteries standards. Interments, grounds maintenance and facilities maintenance were performed in accordance with the National Cemetery Administration (NCA) Veterans Cemeteries standards. 3. Assign and record all burials. All burials were assigned and recorded. 4. Foster a customer service culture. All customers were provided exceptional customer service. Requests ranged from finding a plot, scheduling burials, assisting with burial paperwork, and answering various cemetery related questions. Location Number of Caskets Number of Urns Vet Cemetery 1 0 0 Vet Cemetery 2 14 25 West Hawaii Vet Cemetery 3 11 Six Month Progress Report on Program Objectives for FY 2025-26 PARKS & RECREATION c c.__ CEUETE 1. Continue maintenance of cemetery grounds. Maintenance of cemetery grounds were completed. 2. Assign and record all burials. Location Number of Caskets Number of Urns HawI 5 5 Honoka`a 0 0 Kainehe aka Kuka`iau 0 0 Kukuihaele 0 0 Nd'dlehu 3 0 Waimea 0 0 Six Month Progress Report on Program Objectives for FY 2025-26 PARKS & RECREATION 1. Provide musical services for island residents and visitors by working with community organizations and providing 40 musical services annually (e.g. parades, ceremonies, festivals, concerts and special events). Provided 20 services in the first half of FY 2025-26. 2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational, musically challenging, and historically significant. Provided six monthly concerts at Mo`oheau Park Bandstand in FY 2025-26. 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. Contacted three high school musicians to perform with the band later in the year. (Trumpet, Trombone and percussion) 4. Introduce 20 new musical pieces per year to provide musical challenges to the band members. Introduced 12 new pieces in the first half of 2025-26. Six Month Progress Report on Program Objectives for FY 2025-26 PARKS & RECREATION „x� v WEST HAWAIJI BAND 1. Provide musical services for island residents and visitors by working with community organizations and providing 20 — 25 musical services annually (e.g. parades, ceremonies, festivals, concerts, and special events). Provided 13 services in the first half of FY 2025-26 2. Provide six concerts that are entertaining, educational, musically challenging and historically significant. Provided six monthly concert services at Hale Halawai in FY 2025-26. 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. West Hawaii Band is seeking young musicians to perform a solo with the band later this fiscal year. 4. Introduce 20 new pieces per year to provide musical challenges for the band. We have introduced ten new pieces in the first half of 2025-26 Six Month Progress Report on Program Objectives for FY 2025-26 1. Continue to update information for Divisions and Sections on the County of Hawaii website on an as needed basis. • Posted calendar items, news articles, homepage spotlights, program guides, class schedules and other content to the website on a regular basis in support of Departmental activities and initiatives. • Worked with IT, DHR and DPR divisions on efforts to ensure the website meets ADA requirements in advance of an April 24, 2026 deadline. • Added a Parks Projects section to the website. • Added a Pickleball section to the website. • Added new information about Pavilion Rentals to the website. 2. Continue implementation of the transition plan for accessibility to public facilities during the fiscal year. The Department continued modifications to various facilities for Americans with Disabilities Act (ADA) accessibility and safety. 3. Continue implementation of the transition plan for playground safety and accessibility during the fiscal year. The Department continued modifications to various facilities for ADA accessibility and safety. 4. Maximize resources by encouraging the "Friends of the Park" program and identify a minimum of five community service projects that focus on maintenance and/or improvements to park facilities. The Department worked closely with Friends of the Park on three community service projects. 5. Provide at least one technical job specific training for administrative staff. Training provided for 100% of the Administrative Staff. Six Month Progress Report on Program Objectives for FY 2025-26 PARKS & RECREATION PARKS MAINTENANCE 1. Maintain completion of approximately 2,500 work orders on an annual basis. 1,244 work orders have been completed. 2. Undertake two park improvements projects per district, one of which involves a community group. Park improvement projects have taken place in each district. 3. Respond to complaints filed for maintenance and services improvements. Responded to complaints in real time and corrected immediately when possible. 4. Provide park users with safe facilities and grounds. Conduct safety inspections of P&R facilities: 1. Every three months with responsible supervisor (nine crews). Safety inspections were completed. 2. Every 12 months by the Parks Maintenance Manager. Safety inspections were completed. 3. Every 12 months by the Parks District Superintendent. Safety inspections were completed. 4. Playground and Skate Park inspections every month. Safety inspections were completed. 5. Provide employees with a safe working environment. • Participate in the safety committee and discuss and evaluate accident/incident reports. Safety committee has not met. • Correct any hazardous conditions or practices. Hazardous conditions or practices were corrected immediately when identified. Six Month Progress Report on Program Objectives for.FY 2025-26 PARKS & RECREATION PARKS MAINTENANCE • Provide a minimum of one safety instructional session per crew each month. One safety instructional session was given to each crew each month. • Review and upgrade Park Maintenance Safety and Health Programs. Safety and Health Programs have not yet been reviewed Six Month Progress Report on Program Objectives for FY 2025-26 PARKS & RECREATION ITCREATION 1. Provide or assist in the facilitation of a minimum of four types of organized athletic activities in each district. Athletic activities shall include basketball, baseball/softball, volleyball, football, track and field, pickleball, futsal, etc. These activities shall be provided on a quarterly basis with the intent of servicing at least 500 youth and 200 adults per district. Numerous opportunities for organized athletic activities were provided in each district during the first six months of FY 2025-26. Athletic activities included basketball, volleyball, baseball, soccer, futsal, football, pickleball, badminton, etc. These included both youth and adults athletic activities. Sports leagues provided includes — Hilo/Puna Districts —10 & under, 12 & under and 14 & under co-ed volleyball; Hilo/Puna Districts — Elementary & Intermediate novice girls basketball; Kona District -Elementary & Intermediate co-ed volleyball; N/S Kohala & Hamakua District-10 & under, 12 & under, 14 & under volleyball. a. Provide a minimum of one athletic activity per recreation facility cluster, with the specific purpose of introductory level instruction. These introductory athletic activities shall be provided on a quarterly basis with the intent of servicing at least 100 youth and/or adults per recreation facility cluster. Instruction of various introductory athletic activities were held at each facility cluster. Activities included youth basketball, volleyball, pickleball, occurred at each facility. The division held three instructional basketball leagues — Hilo/Puna, N/S Kohala/Hamakua, and Kona districts. Track & field teams began instruction and practices in December to prepare for events in February. Various pickleball clinics and leagues were hosted in each district, including Puna, Kati, Hamakua, N/S Kohala, Kona and Hilo. 2. Provide or assist in the facilitation of a minimum of six creative and artistic activities per district, for youth and/or adults. Creative and artistic activities include, seasonal crafts, hobby crafts, culture art practices, introductory art lessons, lessons in craftsmanship, etc. These activities shall be provided on a quarterly basis with the intent of servicing at least 100 youth and 50 adults per district. a. Provide a minimum of one creative/artistic activity per recreation facility cluster, for youth and/or adults. These activities shall be provided on a quarterly basis with the intent of servicing at least 25 youth and/or adults per recreation facility cluster. Six Month Progress Report on Program Objectives for FY 2025-26 PARKS & RECREATION RECREATION Each facility cluster provided at least one creative/artistic activity during each of the first two quarters of the FY 2025-26. Approximately 40 opportunities for creative/artistic activities were provided island -wide between July -December. 3. Provide a minimum of two district -wide events per district with the intent of servicing at least 200. youth and 200 adults per year. These events shall include holiday/seasonal events and community resource fairs. Various districts held community Halloween events in October at Kekuaokalani Gym in Kona, Hualani Park & Onekahakaha in Keaukaha, and Kamehameha Park in Kohala. Christmas events for the community were held at Pa`auilo Gym and Aunty Sally Kaleohano's Luau Hale. 4. Provide a minimum of two island wide special events with the intent of servicing at ti least 1,000 youths and 500 adults per year. These events shall include track and field meets, `Ohana shoreline Fishing Tournament, etc. The Hawaii International Futsal Cup was held in August 2025 at three venues — Edith Kanaka`ole Multi -Purpose Stadium, Afook Chinen Civic Auditorium and Pana`ewa Covered Play Courts. A total of 60 teams in ten divisions competed in the three-day tournament. The `Ghana Shoreline Fishing Tournament was held in August 2025. The weigh-in was held at the Honoka`a Gym. The event hosted a total of 320 participants in six divisions — Keiki, Teen, Women, Men, Kupuna, `Ohana. 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. The Pilikulaiwi Program partnered with the Hawaii Land Trust in Kawaihae and Waikoloa Dry Forest organization in South Kohala.to provide service - learning opportunities during the Fall Intersession. Richardson Ocean Center personnel partnered with the Ava Sofia Foundation and Surfer's Healing to provide a surfing opportunity for youth with special abilities. Division staff partnered with the Hawaii Futsal organization, We Go! Foundation and HM-A on the Hawaii International Futsal Cup. Six Month Progress Report on Program Objectives for FY 2025-26 10 PARKS & RECREATION RECREATION 6. Provide a minimum of one outdoor activity per district, per quarter. These activities shall be provided with the intent of servicing at least 20 youth and/or adults and can include partnerships with community or government organizations. These programs can include activities such as hiking, fishing, camping, etc. Outdoor programs were provided in various districts. Activities included summer fishing programs in the Hilo District; camping, hiking and gardening programs with the Pilikulaiwi'Program; and hiking programs in the Kona District. 7. Maintain safe recreation facilities for all activities, patrons, and employees. Conduct daily facility safety inspections and complete work orders as necessary to correct unsafe conditions. A comprehensive safety inspection shall be conducted on a semi- annual basis (July and December). The Recreation Section personnel performed daily inspections of their facilities. Work orders were generated when corrective action is needed. A comprehensive semi-annual safety inspection was conducted at each site in July and will be completed again in January. 8. Provide quarterly training to enhance personnel's understanding of recreational programming principles, foster development of quality programs through growth of knowledge and boost individual and organizational performance. Multiple training opportunities were provided for all Recreation Section personnel — Summer Fun Program Evaluation and Planning (August 1, 2025); Performance Appraisal Review and Recreation Permitting Training (December 12, 2025); and various trainings for the CoHnect System. Six Month Progress Report on Program Objectives for FY 2025-26 11 PARKS & RECREATION 1. Provide a minimum of 20, six -week Summer Fun programs island wide. A total of 23 summer programs were provided island wide in June -July 2025. Overview of the various programs —16 Summer Fun Programs, four Teen Programs, and three Enrichment Programs. 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. The free lunch program was provided for 84% (937/1116) of our summer program participants. This service was provided in partnership with the Department of Education Child Nutrition Program. Program sites in Hilo, Hamakua and Puna received lunches for all program participants. Two program sites in Ka`a utilized the local schools' free lunch program. 3. Provide a minimum of four special summer enrichment programs such as ocean awareness and teen programs. Programs offered will operate for the same six -week period as Summer Fun programs; with the intent of teaching life skills with emphasis on leadership training. Seven special summer enrichment programs were conducted — the `Ike Kai program in Hilo (three 2-week sessions); `Ike Pono program in the Hamakua District (two 3-week sessions at Kula`imano Community Center and Pa`auilo Gym); Waiakea Recreation Center (archery & cooking programs); Teen programs at Kea`au Armory, Papa`ikou, Pu`u`eo Community Center in Wainaku, and Hale Halawai in Kailua Kona. 4. Provide a minimum of three Winter Intersession programs island wide. These two - week programs will incorporate enrichment activities such as arts and crafts, athletic activities, physical fitness, outdoor activities. During the Winter Intersession, programs were offered at Pi`ihonua Gym (37) and Waiakea Uka Gym (40) in Hilo, `Ike Kai at Richardson Ocean Center (25), Kea`au Armory (14), `Ike Porto at Kula`imano Community Center (12), Basketball Camp at Papa`ikou Gym (15), and Spencer Kalani Schutte District Park in Waimea (18). A total of 161 participants registered for these programs. Six Month Progress Report on Program Objectives for FY 2025-26 12 PARKS & RECREATION N 0 051051711yJ 01"Oft(W.,111101 U OLIN 9 a =1 am W]MLIEW• 5. Provide a minimum of two Fall and two Spring Intersession programs. These one - week programs will provide enrichment opportunities focused on outdoor activities, service learning and malama `aina. The Pilikul dwi program was conducted in October 2025 during the fall intersession. The program serviced 25 kids in total, with a three-day/two-night program. The `Ike Pono Program at Kulaimano had 12 keiki registered. Kekuaokalani Gym held a fall program with 20 keiki. The `Ike Kai program was conducted in October 2025 during the fall intersession, and the program serviced 20 youth. 6. Integrate children with disabilities into the summer and intersession programs wherever possible. The Recreation Specialist II for Adaptive Programming has supported the successful integration of numerous patrons into departmental programs. Program flyers and other outreach materials inform the public about how to obtain additional assistance, including registration support and requests for reasonable modifications. Between July and December 2025, the Recreation Specialist assisted more than 20 patrons with disabilities in registering for recreation programs. Six Month Progress Report on Program Objectives for FY 2025-26 13 PARKS & RECREATION -VO"OLULU PARK COMPLEX 1. Provide clean, safe and well -maintained facilities: a. Close each facility once per year for general clean up and minor repairs. These facilities were closed during the dates provided. Afook-Chinen Civic Auditorium July 21-August 1,2025 Wong Stadium August 4-15, 2025 Walter Victor September 1-30, 2025 b. Pressure -wash each facility semi-annually. Completed once during this period. c. Inspect for any potential safety hazards daily. Day and night supervisors recorded any repair items or safety hazards on a daily checklist form. Minor repairs were handled in-house. As needed, work orders have been generated and referred to the Parks Maintenance Division for action. d. Clean and sanitize facilities before and after events. Facilities were cleaned and sanitized before and after each activity. e. Work with Safety Committee to perform safety inspections annually. Quarterly consultations were held with the Safety Committee to insure facilities were in compliance. 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. Fields were mowed weekly, as weather permitted. b. Close each ballfield at least one week annually for field repairs. Walter Victor during the month of September Wong stadium August 4-15, 2025 Six Month Progress Report on Program Objectives for FY 2025-26 14 PARKS & RECREATION VO-'OLULU PARK COMPLEX c. Fertilize field surfaces annually. Fields were fertilized once during this period. 3. Provide training for staff: a. Conduct safety talks on various topics at minimum once per month. Safety Taks were done on proper PPE use and Defensive driving. b. Train employees regarding safe, efficient use of all equipment at least semi- annually. Employees were retrained/training of various equipment. c. Supervisors shall conduct equipment maintenance training and equipment maintenance shall be performed weekly. Employees performed in-house maintenance functions throughout the year. d. Provide training courses regarding Safety Data Sheets for all new or modified products. Provided training on safety data sheets and will provide training on any new data sheet. 4. Enforce rules and educate sponsors: a. Comply with ADA, OSHA, County, Department and Complex rules and regulations. Applicable governmental regulations were discussed with sponsors. Supervisors were trained to enforce all rules. b. Review rules annually. Rules will be reviewed. c. Distribute rules with all applications. Rule sheets are distributed to all sponsors. Six Month Progress Report on Program Objectives for FY 2025-26 15 VO L PARK COMPLEX 5. Work with various schools, community groups, and government agencies on improvements to the Ho`olulu Complex: a. Complete one major improvement project. Projects are scheduled later this fiscal year. b. Complete at least one beautification/landscaping project annually. Projects are scheduled later this fiscal year. 6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an estimated 3,800 activities annually. Accommodated 2,115 activities at the Ho'olulu Complex. Six Month Progress Report on Program Objectives for FY 2025-26 16 PARKS & RECREATION AQUATICS Provide services at nine aquatic facilities with at least two lifeguards on duty daily at all County pools. Eight of the Nine pools were open to the public. Pahala Pool is undergoing ADA upgrade renovations. 2. Maintain safe and clean facilities, free of hazards for all activities, patrons and employees by maintaining acceptable pool chemical levels, conducting daily safety inspections and remitting work orders as necessary to correct unsafe conditions. A comprehensive safety inspection to be conducted on a semi-annual basis. At our 50-meter pools such as Kawamoto, Pahoa , and Kona Community Aquatic Center (KCAC), our Senior Lifeguards worked with our pool custodians in providing maintenance of the facility. At our rural pools, Honoka'a, Laupahoehoe, Kohala, Pahala, and Konawaena, each Senior Lifeguard is solely responsible for the daily maintenance of the facility. Senior Lifeguards were responsible for maintaining acceptable levels of pool chemicals. This can be challenging to maintain, given the various factors at play including sunlight, bather load, rain, and wind. Senior Lifeguards were also responsible for patron surveillance, overall safety of the public, and chemical levels in the pool, on a consistent basis. On -site staff conducted daily safety inspections, Senior Lifeguards did monthly inspections and reports, and maintenance work orders were sent to the Parks Maintenance Division. The Aquatic Recreation Specialist and Recreation Administrator reviewed semi-annual safety inspections reports before they were sent to Human Resources Safety Division. 3. Offer recreational and lap swimming for approximately 850,000 patrons 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. ****Pahala Pool is closed, pending completion of repairs/renovations. Eight of the nine pools are open to the public, currently. During July 2025, two sessions of Learn -to -Swim Swim lessons continue to be extremely popular at our pools and the majority of classes fill at each registration. Lessons for adults and keiki are not limited to Summer; they are offered as staffing levels permit. The growing population on -island is very interested in our programming and the Aquatic Section offered more hours and Six Month Progress Report on.Program Objectives for FY 2025-26 17 PARKS & RECREATION AQUATICS programming to meet that demand. Pool attendance is anticipated to continue to increase. 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. Each Senior Pool Lifeguard developed and ran programs for their home facility. Each quarter, the Aquatic Recreation Specialist published the program guide to the Aquatic Section web page. Implementation of internet and subsequent email access also allows updates to be made online, as additional classes and programs were offered. 5. Conduct nine American Red Cross Lifeguarding/First Aid/CPR/AED Classes island wide during the fiscal year. Course offered Last day of class Instructor Lifeguarding 07/26/2025 Spencer Coakley Lifeguarding 08/08/2025 Camille Benitez & Jaelyn Estabilio Recertification Lifeguarding 08/22/2025 Alejandra Flores-Morikami Water Safety Instructor 9/26/2025 Alejandra Flores-Morikami Lifeguarding 10/10/2025 Nathaniel Rowland & Brent Carman Lifeguarding 10/17/2025 Breyden McDaniel & Kawika 1. Awana CPR/AED for 10/21/2025 Kalani Kahalioumi & Douglas Professional Rescuers Gray with First Aid and AEO Lifeguarding 11/20/2025 Benjamin Mount & Nathaniel Recertification Rowland Lifeguarding Instructor 11/20/2025 Alejandra Flores-Morikami Lifeguarding 11/20/2025 Lisa Nahuina & Douglas Gray Recertification Lifeguarding Instructor 12/12/2025 Alejandra Flores-Morikami Recertification Lifeguarding and 12/12/2025 Kalani Kahalioumi & Douglas Waterfront Skills Gray Lifeguarding 12/23/2025 Lisa Nahuina & Ashlynn Recertification 1 Kaiamakini Six Month Progress Report on Program Objectives for FY 2025-26 18 PARKS & RECREATION AQUATICS 6. Plan, promote and coordinate five Novice Swim Meets serving approximately 350 participants during the three month season. The Novice Swim Season for FY 2025-26 will begin February 2026 and run through May 9, 2026. 7. Sponsor one open ocean water swim competition. The 2025 Richardson Swim was held on August 30, 2025. There were 81 registered participants and all of them returned safely, thanks to our partnership with the Hawaii County Fire Department, their current recruit class, and Ocean Safety personnel who assisted swimmers in distress and helped the participants to navigate the rocks upon entry and exit from the water. 8. Promote workplace safety for all staff by providing personal protective equipment and safety training on an ongoing basis. Full -face respirators, rubber gloves, aprons, suits, and boots provided for pool lifeguards and pool custodians. Conducted hazardous material training to promote safe work practices. Bloodborne pathogens training and respirator fit tests done every year. Lifeguards were provided with latex -free gloves, pocket mask, and other protective equipment necessary when performing first aid. 9. Conduct American Red Cross Blood Borne pathogens training on an annual basis in January or February for all staff. Bloodborne Pathogens training to be conducted on January 15, 2026 for all Senior Lifeguards. All Aquatic Section personnel are to be trained by end of January 2026. 10. Develop at least two partnerships with aquatics clubs to encourage competitive aquatic sports throughout the island. Partnerships continue with USA Swim and Dive, Big Island Interscholastic Federation (BIIF), Easter Seals, Boys & Girls Club, and Hawaii Fire Dept. There are currently six USA swim teams and USA Dive teams who utilize our pools year-round. Six Month Progress Report on Program Objectives for FY 2025-26 '19 PARKS & RECREATION AQUATIC 11. Reduce costs through implementing sustainable technologies and prudent practices. VFD have been installed at all pools except Pahala, Kohala and Honoka`a; NAS received a new VFD with the renovations and is currently in use. Hope to have VFDs at Pahala after their renovations. Six Month Progress Report on Program Objectives for FY 2025-26 20 PARKS & RECREATION CULTURE & EDUCATION 1. Provide 90 workshops and classroom instructions in various disciplines, music, dance, drama, arts, crafts, and natural sciences at established sites Countywide. Conducted 38 classes. All classes started between August 4 and August 10. 2. Develop and enhance at least one core/major Cultural/Community event per quarter to preserve ethnic traditions and heritage, encourage craftsmanship and cottage industry. Conducted Fourth of July — Hilo Bay Blast; Queen Lili'uokalani Festival King Kalakaua Tribute Christmas Wreath Exhibit (Aupuni Center) Magic of the Season — Holiday Open House: Two art installations (HeART of the Island). Assisted with Recreation Summer Fun Program (Keaau) Waiakea Uka Gym Re -opening Hawaii Island Peace Week Hamakua Sugar Days Magic of the Season - Low Sensory Visit `Tis the Season Walk Through Christmas Town (Edith Kanakaole) Christmas in the Park — Garden Enchantment (Lili'uokalani Gardens) Monthly seasonal exhibits at the county building. 3. Market programs by securing community involvement and financial support through six partnerships/sponsorships. Programs and projects marketed through partnerships and collaborations with: Destination Hilo, Hawaii Pyrotechnics, State Department of Transportation, DLNR/DOCARE, Waiakea Water, Friends of Lili'uokalani Gardens, Royal Order Societies, Lili'uokalani Trust, Grand Naniloa Resort, HCEOC, Green Point Nurseries, State Department of Health, and Friends of Kalakaua Park. 4. Advertise and promote the Cultural & Education programs and activities through our quarterly "Arts Visions" newsletter and media such as radio, television, periodicals, newspapers and social media. Advertised and promoted events and programs through our quarterly program guide, social media platforms (Parks & Recreation; Mayor's office), Hawaii Six Month Progress Report on Program Objectives for FY 2025-26 21 EDUCATIONPARKS & RECREATION CULTURE & County website, Hawaii Tribune -Herald, West Hawaii Today, Honolulu Star Advertiser, KITV, Hawaii News Now, GoVisitHawai i.com, Japanese Chamber of Commerce & Industry of Hawaii, New West Broadcasting and Pacific Media Group. Six Month Progress Report on Program Objectives for FY 2025-26 22 PARKS & RECREATION ELDETLLY ACTIVITIES EAD Administration 1. The division will provide and/or facilitate a wide array of services and opportunities and evaluate the quality of services provided by coordinating a service delivery system that addresses the needs and interests of older adults. This will be accomplished by providing comprehensive and coordinated services that are represented by the division's five major programs. The Elderly Activities Division provides services to over 12,800 seniors annually. An evaluation is conducted on each program annually to ensure goals are met. Provided services to 11,438 seniors and conducted four evaluations. 2. The division will pursue assistance from persons and groups to improve and maintain P&R facilities and enhance programs, services, and activities. This will be maintained by the EAD Advisory Council which is made up of representatives from the 25 senior citizen clubs, 15 nutrition sites and the kSVP Advisory Council that will conduct at least one general meeting in January and one meeting for east and west districts in July of each fiscal year servicing 40 presidents/chairpersons island wide. Conducted a combined meeting on July 11, 2025 at the G Room at the West Hawaii Civic Center, with 90% representation of seniors clubs and nutrition sites in attendance. 3. The division will provide regular facility and safety inspections and training for staff by maintaining an EAD Safety Committee with at least one representative of each program meeting quarterly to enforce safety procedures, improve unsafe conditions affecting staff and seniors and give feedback to the department safety committee, as needed. Additionally, they will conduct a safety on -site evaluation semi-annually (January and July) of 32 senior center facilities and conduct safety evaluations and training for 50 EAD staff. Conducted 41 staff safety trainings. 4. In order to keep the public informed of its activities the division will: • Produce at least one "Video Highlights" of the division's activities annually. Na Leo produced a video of the Kupuna Hula Festival held September 10-11, 2025 which is available online. Six Month Progress Report on Program Objectives for FY 2025-26 23 PARKS & RECREATION EL LY ACTIVITIES • 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. 2,500 copies of the Kupuna News were published and distributed in July. EAD Recreation 1. Provide and promote active and passive recreational, cultural and leisure opportunities to 4,000 unduplicated individuals 55 years and older island wide. Provided opportunities for 4,017. 2. Provide and promote active and passive recreational, cultural and leisure opportunities for 1,000 senior club members 55 years and older at 26 senior centers/sites. Provided opportunities for 791 seniors. 3. Serve 3,000 older adults in recreational, educational, health -related and cultural classes island wide. Serviced 3,226 older adults. 4. Provide at least ten districtwide activities for a total of 1,500 older adults in Puna/Ka`u, North and South Hilo, North and South Kona, North and South Kohala, and Hamakua. Provided two of the ten districtwide activities. 385 of seniors participated. EAD Special Program 1, Provide at least six countywide, state, national and international events for 1,850 older adults. Provided four events. Six Month Progress Report on Program Objectives for FY 2025-26 24 PARKS & RECREATION ELDERLY ACTIVITIES 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. Provided one Countywide special event that served 710 seniors and provided two statewide events that served 1,912 seniors. 3. Provide one cultural event for 300 older individuals on a county, state, and international level that will attract a total of 1,200 attendees. Provided two cultural events that served 301 seniors and attracted 1,235 attendees. Six Month Progress Report on Program Objectives for FY 2025-26 25 PARKS & RECREATION 1. Focus on maintaining a healthy rainforest animal collection with 12 scheduled preventative health exams with license veterinarians and a new quantified nutrition program. Annual Exams conducted for bearded dragon, peacock `Limpy', alligator snapping turtle, mealy Amazon parrots, and tomato frog. Annual exams were conducted by our new vet and vet tech on contract with the Zoo. The entire zoo collection has undergone their biannual welfare assessments. A variety of animals have had their annual fecal exams. 2. Successfully breed at least one animal species for population maintenance or to trade with other facilities. The peacocks continued to maintain their population each season. The dart frogs were also breeding to maintain their populations. The scared ibis and red -footed tortoises laid eggs, but they were consistently infertile. The emu pair also laid eggs annually but were pulled for population control. The eggs are used as educational biofacts. Work with FOZ to host at least two events to promote the zoo and increase the number of visitors. Boo at the Zoo was held on October 251h and 261h, 2025 Christmas at the Zoo was held on December 6'h, 2025 4. Coordinate with the Recreation division to hold another Snooze at the Zoo project focused on rural schools. The next Recreation Snooze at the Zoo is in planning for Spring Break 2026. Six Month Progress Report on Program Objectives for FY 2025-26 26 PARKS & RECREATION PANA`EWA RECREATIONAL COMPLEX Continue monthly ReZOOvenation closure days to complete zoo projects and staff training. The July ReZOOvenation was cancelled due to its proximity to the 4" of July holiday. 6. Work with community groups to help facilitate four major volunteer projects to maintain and improve the Zoo and/or Equestrian Center. Hawaii Academy of Arts and Science (HAAS) students attended the Zoo a couple of times a month to complete service projects during the school year. Hawaii Forestry Industry Association (HIFA) worked with children through the Kiwanis Club to volunteer in the Discovery Garden. Hawaii Horse Owners Association continued to have regular workdays at the Rodeo Arena as does the Hawaii Keiki Rodeo Association. The Girl Scouts held two Snooze at the Zoo camps on August 3011 and September W1, 2025. 7. Increase community education and interest, and reinstitute a docent training program by utilizing FOZ volunteers. The animal information for the Docent Manual was completed. The plant information is complete. Plant maps are being completed. Several volunteers are interested in joining the docent program. 8. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian Center: a. Host two rodeo events annually. Hawaii Keiki Rodeo Association (HKRA) held Keiki Rodeos on September 27" and 28" and November 22"d and 23rd, 2025. All Girls Rodeo Hawaii held a rodeo on October 11t" and 12", 2025. Six Month Progress Report on Program Objectives for FY 2025-26 27 PARKS & RECREATION b. Host two dressage events annually. Orchid Isle Eventing (OIE) has yet to schedule any events. Six Month Progress Report on Program Objectives for FY 2025-26 28 PARKS & RECREATION ,ALAE CEMETERY 1. Conduct maintenance and repair activities. Maintenance and repair activities were conducted regularly. 2. Assign and record all burials. All burials were assigned and recorded. Location Number of Caskets Number of Urns `Alae 51 54 Final Status Report on Program Objectives for FY 2024-25 PARKS & RECREATION VETERANS CEMETERIES - EAST AND WEST HAWAI'I Continue to coordinate development of the East and West Hawaii Veterans Cemeteries with the Veterans Advisory Committee and the Department of Defense. • Address the findings of the recent Department of Veteran's Affairs, Office of the Inspector General Compliance Inspection conducted in June 2021; currently 90% compliant. Veterans Cemetery II properly installed headstones on new graves and has been working to set old headstones correctly when scheduling allows. We began working with Dept. of Defense to create a new grave site plan for Veterans Cemetery II. West Hawaii Veterans Cemetery has been verticut. 2. Performs interments, grounds maintenance and facilities maintenance in accordance with the National Cemetery Administration (NCA) Veterans Cemeteries standards. Operations at all Veterans Cemeteries have been conducted, to the best of our abilities, in accordance with the NCA Veterans Cemeteries standards. 3. Assign and record all burials. All burials were assigned and recorded. 4. Foster a customer service culture. All customers were provided with exceptional customer service. Requests ranged from finding a plot, scheduling burials, assisting with burial paperwork, and answering various cemetery related questions. Location Number of Caskets Number of Urns Vet Cemetery 1 0 6 Vet Cemetery 2 43 109 West Hawaii Vet Cemetery 10 70 Final Status Report on Program Objectives for FY 2024-25 PARKS & RECREATION RURAL CEMETERIES 1. Continue maintenance of cemetery grounds. Cemetery grounds were consistently maintained. 2. Assign and record all burials. Location Number of Caskets Number of Urns HawI 14 10 Honoka`a 1 3 Kainehe aka Kuka`iau 0 1 Kukuihaele 1 0 Na`alehu 15 5 Waimea 1 2 Final Status Report on Program Objectives for FY 2024-25 PARKS & RECREATION HAWAI'I COUNTY BAND 1. Provide musical services for island residents and visitors by working with community organizations and providing 40 musical services annually (e.g. parades, ceremonies, festivals, concerts and special events). Provided 40 services. 2. Provide 12 monthly Mo`oheau Bandstand concerts that are entertaining, educational, musically challenging, and historically significant. Provided 12 monthly concerts at Mo`oheau Park Bandstand. 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. The Hawaii County Band feature three High School trombonists in the May 2025 concert. Aiden-Mizuno Fukui, Mindy Williams and Jaxsyn Ybarbo all performed an arrangement of Sweet Georgia Brown. One student was from Kamehameha High and the other two were from Hilo High School. 4. Introduce 20 new musical pieces per year to provide musical challenges to the band members. Introduced 20 new pieces. Final Status Report on Program Objectives for FY 2024-25 PARKS & RECREATION WEST HAWAPI BAND 1. Provide musical services for island residents and visitors by working with community organizations and providing 20 — 25 musical services annually (e.g. parades, ceremonies, festivals, concerts, and special events). Provided 28 services. 2. Provide six concerts that are entertaining, educational, musically challenging and historically significant. Provided 12 monthly concert services at Hale Halawai. 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. The West Hawaii Band had young volunteers in the band but no one was specifically featured in solos. 4. Introduce 20 new pieces per year to provide musical challenges for the band. We have introduced 20 new pieces. Final Status Report on Program Objectives for FY 2024-25 ADMINISTRATIONPARKS & RECREATION :..r 1. Continue to update information for Divisions and Sections on the County of Hawaii website on an as needed basis. The Information and Education Specialist for Parks and Recreation has continued to update the department's website with quarterly guides, class schedules, special events information and departmental rules and regulations. He is continuously working to update and improve the department's website. 2. Continue implementation of the transition plan for accessibility to public facilities during the fiscal year. The Department continued modifications to various facilities for Americans with Disabilities Act (ADA) accessibility and safety. 3. Continue implementation of the transition plan for playground safety and accessibility during the fiscal year. The Department continued modifications to various facilities for ADA accessibility and safety. 4. Maximize resources by encouraging the "Friends of the Park" program and identify a minimum of five community service projects that focus on maintenance and/or improvements to park facilities. The Department worked closely with Friends of the Park on two community service projects. 5. Provide at least one technical job specific training for 50% of administrative staff. Training was provided for 52% of the Administrative Staff. Final Status Report on Program Objectives for FY 2024-25 PARKS & RECREATION PARKS MAINTENANCE 1. Maintain completion of approximately 2,500 work orders on an annual basis. 2,712 work orders were completed. 2. Undertake two park improvements projects per district, one of which involves a community group. At least two park improvement projects (one of which involved a community group) were completed for each district. 3. Monitor complaints filed for strategic planning purposes for maintenance and services improvements. Complaints were monitored and resolved in a timely manner. 4. Provide park users with safe facilities and grounds. • Conduct safety inspections of P&R facilities: 1. Every three months with responsible supervisor (nine crews). Inspections were completed. 2. Every 12 months by the Park Superintendent. Inspections were not completed. 3. Every 12 months by the West Hawaii District Superintendent. Inspections for Kona and Ka`u were completed. 4. Playground and Skateboard Park inspections every month. Inspections were completed. 5. Provide employees with a safe working environment. • Participate with department safety committee and discuss and evaluate accident/incident reports. Attended Safety Committee Meetings quarterly. Final Status Report on Program Objectives for FY 2024-25 PARKS & RECREATION PARKS MAINTENANCE • Correct any hazardous conditions or practices. Hazardous conditions or practices were corrected immediately after being identified. • Provide a minimum of one safety instructional session per crew each month. Safety instructional sessions were held monthly. • Review and upgrade Park Maintenance Safety and Health Programs. Park Maintenance Safety and Health Programs were not reviewed. Final Status Report on Program Objectives for FY 2024-25 PARKS & RECREATION RECREATION 1. Provide or assist in the facilitation of a minimum of four types of organized athletic activities in each district. Athletic activities shall include basketball, baseball/softball, volleyball, football, track and field, pickleball, futsal, etc. These activities shall be provided on a quarterly basis with the intent of servicing at least 500 youth and 200 adults per district. The Recreation Division facilitated numerous opportunities for organized athletic activities, which included basketball, volleyball, baseball, soccer, futsal, football, pickleball, badminton, etc. These activities were inclusive of both youth and adult programming. Youth sports leagues provided included: • Hilo/Puna District co-ed age -group basketball leagues for eight & under, 10 & under, 12 & under, and 14 & under divisions; co-ed age -group volleyball league for 10 & under, 12 & under, and 14 & under division; t-ball & coach pitch baseball leagues. • Kona District co-ed elementary & intermediate division volleyball league; co- ed age -group basketball leagues for eight & under, 10 & under, 12 & under, and 14 & under divisions. • N/S Kohala & Hamakua District co-ed 8 & under basketball; boys' basketball leagues for 10 & under, 12 & under, 14 & under divisions; girls' basketball for elementary & intermediate divisions; co-ed age -group volleyball league for 10 & under, 12 & under, and 14 & under divisions. Track & field teams began instruction in December 2024. A total of four track meets were held in February 2025 — two meets on each the east and west side: Hilo (Feb 1, 2025 & Feb 22, 2025) and Kona (Feb 1, 2025 & Feb 15, 2025). a. Provide a minimum of one athletic activity per recreation facility cluster, with the specific purpose of introductory level instruction. These introductory athletic activities shall be provided on a quarterly basis with the intent of servicing at least 100 youth and/or adults per recreation facility cluster. Instruction of various introductory athletic activities were held at each facility cluster. Activities included youth basketball, volleyball, and pickleball, held at each facility. The division held three instructional basketball leagues and three instructional volleyball leagues in each of these districts — Hilo/Puna, N/S Kohala/Hamitkua, and Kona. Track & field teams began instruction and practices in December to prepare for events in February. Final Status Report on Program Objectives for FY 2024-25 PARKS & RECREATION RECREATION Other notable introductory sports included disc golf, line dancing, and fitness walking. 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. Each facility cluster provided at least one creative/artistic activity during each quarter of the fiscal year. Approximately SO opportunities for creative/artistic activities were provided island wide. 3. Provide a minimum of two district -wide events per district with the intent of servicing at least 200 youth and 200 adults per year. These events shall include holiday/seasonal events and community resource fairs. All five districts held community Halloween events in October at Kekuaokalani Gym in Kona, Hualani Park in Keaukaha, Papa`aloa Park, Robert N. Herkes Gym in Pahala, and Kamehameha Park in Kohala. Christmas events for the community were held at Papa`ikou Gym and Pana`ewa Covered Play Courts. A Kupuna Prom was held in February at Papa`ikou Gym. Easter events were held at the Dr. Francis F.C. Wong Stadium in Hilo and the Shipman Park in Kea`au. 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, `Ohara shoreline Fishing Tournament, etc. The Hawaii International Futsal Cup was held in August 2024 at three venues — Edith Kanaka`ole Multi -Purpose Stadium, Afook Chinen Civic Auditorium and Pana`ewa Covered Play Courts. A total of 46 teams in ten divisions competed in the three-day tournament. Final Status Report on Program Objectives for FY 2024-25 10 PARKS & RECREATION RECREATION The `Ghana Shoreline Fishing Tournament was also held in August 2024. The weigh-in was held at the Honoka`a Gym. A total of four track meets were held in February 2025. Two meets were held on the east and west side: Hilo (Feb 1, 2025 & Feb 22, 2025) and Kona (Feb 1, 2025 & Feb 15, 2025). 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. These are some notable partnerships with community organizations - The Pilikulaiwi Program partnered with the Ulu Mau Puanui organization in Kohala to provide service -learning opportunities during the Fall Intersession. Richardson Ocean Center personnel partnered with the Ava Sofia Foundation and Surfer's Healing to provide a surfing opportunity for youth with special abilities. Division staff partnered with the Hawaii Futsal organization, and We Go! Foundation on the Hawaii International Futsal Cup. Various Recreation Division personnel partnered with the Hawaii Police Department on the D.A.R.E. Day activities in both the east and west side events. Hilo District Recreation personnel partnered with the Jr. NBA organization to offer a free basketball clinic with NBA prospects and USA Junior Olympic basketball team players. 6. Provide a minimum of one outdoor activity per district, per quarter. These activities shall be provided with the intent of servicing at least 20 youth and/or adults and can include partnerships with community or government organizations. These programs can include activities such as hiking, fishing, camping, etc. Outdoor programs were provided in various districts. Activities included summer fishing programs in the Hilo District; camping, hiking and gardening programs with the Pilikul0iwi Program; and ocean/wayfinding programs with `Ike Kai. Final Status Report on Program Objectives for FY 2024-25 11 PARKS & RECREATION RECREATION 7. Maintain safe recreation facilities for all activities, patrons, and employees. Conducting daily facility safety inspections and completing work orders as necessary to correct unsafe conditions. A comprehensive safety inspection shall be conducted on a semi-annual basis (July and December). The Recreation Section personnel performed daily inspections of their facilities. Work orders were generated when corrective action was needed. A comprehensive semi-annual safety inspection was conducted at each site in July 2024 and January 2025. Provide quarterly training to enhance personnel's understanding of recreational programming principles, foster development of quality programs through growth of knowledge and boost individual and organizational performance. With relevant and consistent training, personnel will continue to grow as civil service employees and provide service with aloha to the public. Multiple training opportunities were provided for all Recreation Section personnel — 9/6/24 Summer Fun Program Evaluation and Planning; 11/8/24 Myers Briggs Type Indicator; 12/6/24 Tai Chi, Timesheet Review, Large Group Games; 1/24/25 Track & Field Refresher; 3128/25 Hilo Bay Walk & Talk, Lili`uokalani Genki Balls; 5/5/25-5/9/25 Department of Health -Food Handlers Certification; 5/16/25 Emergency Evacuation Shelter Refresher & Permits/Cash Handling Policy Review; 6/2/25 Summer Food Service Training Program; 6/3/25 Summer Program Training. In July 2024, a special opportunity was provided for ten Recreation Section personnel to attend the Hawaii Conservation Conference in Honolulu. Personnel were chosen from each district so they could take the knowledge gained during the conference back to their facilities and districts. In December 2024, the Recreation Administrator was invited to participate in the NIMS Incident Command System training offered by the Hawaii County Civil Defense Agency. The three-day course focused on overall incident management skills and resources. Final Status Report on Program Objectives for FY 2024-25 12 PARKS & RECREATION SUMMER FUN AND INTERSESSION 1. Provide a minimum of 20, six -week Summer Fun programs island wide. A total of 24 summer programs were provided island wide in June -July 2024. Overview of the various programs -16 Summer Fun Programs, five Teen Programs, three Enrichment Programs. 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. The free lunch program was provided for 83% of our summer program participants. This service was provided in partnership with the Department of Education Child Nutrition Program. Program sites in Hilo, Hamakua, and Puna received lunches for all program participants. Two program sites in Ka`a utilized the local schools' free lunch program. 3. Provide a minimum of four special summer enrichment programs such as ocean awareness and teen programs. Programs offered will operate for the same six -week period as Summer Fun programs; with the intent of teaching life skills with emphasis on leadership training. Eight special summer enrichment programs were conducted — the `Ike Kai program in Hilo (three two -week programs); `Ike Pono program in the Hamakua District (two three-week sessions at Kula`imano and Papa`aloa); Waiakea Recreation Center (archery & cooking programs); Teen programs in Waimea, Kea`au Armory, Papa`ikou, Pu`u`eo Community Center in Wainaku, and Hale Halawai in Kailua Kona. 4. Provide a minimum of three Winter Intersession programs island wide. These two - week programs will incorporate enrichment activities such as arts and crafts, athletic activities, physical fitness, outdoor activities. Winter Intersession programs were offered at Pi`ihonua Gym and Pana`ewa Gym in Hilo, `Ike Kai at Richardson Ocean Center, Kea`au Armory, and Spencer Kalani Schutte District Park in Waimea. A total of 135 participants registered for these programs. Final Status Report on Program Objectives for FY 2024-25 13 PARKS & RECREATION SUMMER FUN AND INTERSESSION 5. Provide a minimum of two Fall and two Spring Intersession programs. These one - week programs will provide enrichment opportunities focused on outdoor activities, service learning and malama `aina. The Pilikulaiwi program was conducted in October 2024 during the fall intersession. The program serviced 25 kids in total with a three day/two-night program. The `Ike Kai program was conducted in October 2024 during the fall intersession and the program serviced 15 youth. During the Spring Break in March 2025, the Recreation Division offered multiple intersession programs — Snooze at the Zoo, an overnight camping experience at the Pana`ewa Rainforest Zoo for 20 participants; day camps at Papa`ikou Gym, Kailua Park, and Kea`au Armory with approximately 20 participants in each program. 6. Integrate children with disabilities into the summer and intersession programs wherever possible. The public was encouraged to register for all Recreation Division programs. The Recreation Specialist II for Adaptive Programming assisted numerous patrons in being integrated into our programs. Final Status Report on Program Objectives for FY 2024-25 14 PARKS & RECREATION HO'OLULU PARK COMPLEX 1. Provide clean, safe and well -maintained facilities: a. Close each facility once per year for general clean up and minor repairs. These facilities were closed during the dates provided - Francis Wong Stadium July 29-August 12, 2024, Walter Victor Baseball Complex September 1-30, 2024, Afook Chinen Civic Auditorium September 2-26, 2024, Edith Kanaka`ole Multi -Purpose Stadium March 31-April 4, 2025, Aunty Sally Kaleohano's Lillau Hale April 11-17, 2025. b. Pressure -wash each facility semi-annually. Pressure washing of each facility was completed quarterly. c. Inspect for any potential safety hazards daily. Day and night working supervisors recorded any safety hazards and items that needed repair on a daily work log. Minor repairs were completed by the Ho`olulu Complex personnel. Work orders were generated as needed and referred to the Parks Maintenance Division for further action. d. Clean and sanitize facilities before and after events. Facilities were cleaned and sanitized before and after each activity. e. Work with Safety Committee to perform safety inspections annually. Quarterly consultations were held with the Safety Committee to ensure that facilities were in compliance. 2. Provide a well -manicured playing surface at Wong Stadium, Walter Victor Baseball Complex, Ho`olulu Multi -purpose Field and Kuawa Ballfields: a. Mow fields weekly, weather permitting. Fields were mowed weekly. b. Close each ballfield at least one week annually for field repairs. These fields were closed during the dates provided - Kuawa Ballfields August 12-25, 2024; Walter Victor Baseball Complex September 2024; Francis Wong Stadium July 29-August 29, 2024. Final Status Report on Program Objectives for FY 2024-25 15 PARKS & RECREATION HO'OLULU PARK COMPLEX c. Fertilize field surfaces annually. These fields were fertilized on the dates provided - Walter Victor Baseball Complex September 16, 2024, and Francis Wong Stadium August 14, 2024. 3. Provide training for staff: a. Conduct safety talks on various topics at least once per month. Safety talks were held monthly on topics including homeless population, herbicide procedures, equipment safety, workplace violence, etc. b. Train employees regarding safe, efficient use of all equipment at lease semi- annually. Trailer Driving & Safety Training and Forklift Safety training were completed for all Ho`olulu Complex personnel in August 2024 and September 2024. Training was performed by the Hawaii County Safety Division. c. Supervisors shall conduct equipment maintenance training and equipment maintenance shall be performed weekly. Equipment maintenance training was held on June 6, 2025. Ho`olulu Complex personnel performed in-house maintenance functions throughout the period as needed. d. Provide training courses regarding Safety Data Sheets for all new or modified products. Safety Data Sheet training was held on May 9, 2025. 4. Enforce rules and educate sponsors: a. Comply with ADA, OSHA, County, Department and Complex rules and regulations. Applicable governmental regulations were discussed with sponsors. Supervisors were trained to enforce all rules. Final Status Report on Program Objectives for FY 2024-25 16 PARKS & RECREATION H04OLULU PARK COMPLEX b. Review and revise rules annually. Reviewed rules but did not revise this fiscal year. c. Distribute rules with all applications. Rules were distributed to all sponsors. Work with various schools, community groups, and government agencies on improvements to the Ho`olulu Complex: a. Complete one major improvement project. Intake services did painting at Edith Kanaka`ole from March 25-28, 2025. b. Complete at least one beautification/landscaping project annually. Hilo Little League and Pony baseball leagues helped with getting the new field ready for grassing on June 21, 2025. 6. Maximize use of all facilities within the Ho`olulu Complex by accommodating an estimated 3,800 activities annually. The Ho`olulu Complex has accommodated 4,164 activities. Final Status Report on Program Objectives for FY 2024-25 17 PARKS & RECREATION AQUATICS 1. Provide services at our nine aquatic facilities with at least two lifeguards on duty daily at all County pools. Eight of the nine pools were open to the public; Piihala Pool is undergoing ADA upgrade renovations. 2. Maintain safe and clean facilities, free of hazards for all activities, patrons and employees by maintaining acceptable pool chemical levels, conducting daily safety inspections and remitting work orders as necessary to correct unsafe conditions. A comprehensive safety inspection to be conducted on a semi-annual basis. At our 50-meter pools such as Kawamoto, Pahoa, and Kona Community Aquatic Center (KCAL), our Senior Lifeguards worked with our pool custodians in providing maintenance of the facility. At our rural pools, Honoka`a, Lauphhoehoe, Kohala, Pahoa, and Konawaeana, each Senior Lifeguard was solely responsible for the daily maintenance of the facility. Senior Lifeguards were responsible for maintaining acceptable levels of pool chemicals. This can be challenging to maintain, given the various factors at play including sunlight, bather load, rain, and wind. Senior Lifeguards were also responsible for patron surveillance, overall safety of the public, and chemical levels in the pool. On -site staff conducted daily safety inspections and Senior Lifeguards did monthly inspections and reports. Maintenance work orders were sent to the Parks Maintenance Division. The Aquatic Recreation Specialist and Recreation Administrator reviewed semi-annual safety inspections reports before they were sent to the Human Resources Safety Division. Offer recreational and lap swimming for approximately 850,000 patrons. Offer four sessions of Learn to Swim in the summer at all pools and other water related courses to approximately 3,000 patrons. Piihala Pool was closed (for all of Fiscal Year 2025), pending completion of repairs/renovations. Kawamoto Pool was closed October 13, 2024-December 13, 2024, Kohala Pool was closed October 16, 2024- April 1, 2025 & Laupilhoehoe Pool was closed January 15, 2025-April 16, 2025 for repairs. Eight of the nine pools are currently open to the public. Final Status Report on Program Objectives for FY 2024-25 18 PARKS & RECREATION AQUATICS Swim lessons in July of 2024 were extremely popular and the vast majority of classes were filled. Lessons for adults and keiki are not limited to Summer and were offered as staffing levels permitted. Lessons were offered into Fall, the Spring of 2025, and through the Summer to meet the demands. Naval Air Station (NAS) offered classes on a consistent basis since reopening in September of 2024. This Fiscal Year, our programming increased 15%. The growing population on -island is very interested in our programs and the Aquatic Section has offered more hours and programs to meet this demand. Pool attendance is anticipated to continue to increase. 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. Each Senior Pool Lifeguard developed and held programs for their home facility. Each quarter, the Aquatic Recreation Specialist published the program guide on the Aquatic Section web page. Implementation of internet and subsequent email access also allows updates to be made online, as additional classes and programs are offered. 5. Conduct nine American Red Cross Lifeguarding/First Aid/CPR/AED Classes island wide during the fiscal year. Course offered Last day of Instructor class Lifeguarding 07/08/24 Breyden McDaniel and Shae Recertification Kakos Lifeguarding- BL 08/15/24 Shae Kakos Lifeguarding 10/04/24 Camille Benitez & Jaelyn Estabilio Lifeguarding 09/21/24 Breyden McDaniel & Kawika Awana Lifeguarding 09/24/24 Lisa Nahuina Recertification- BL Lifeguarding 10/11/24 Nathaniel Rowland Water Safety Instructor 11/15/24 Alejandra Flores-Morikami Lifeguarding 01/29/25 Douglas Gray Recertification Lifeguarding 02/07/25 Camille Benitez, Jaelyn Estabilio & Douglas Gray Final Status Report on Program Objectives for FY 2024-25 19 PARKS & RECREATION AQUATICS Lifeguarding — BL 03/19/25 Lisa Nahuina & Douglas Gray Lifeguarding 03/21/25 Nathanial Rowland, Benjamin Mount, & Alejandra Flores- Morikami Lifeguarding Instructors 03/21/25 Alejandra Flores-Morikami Trainer Recertification —BL Lifeguarding and 04/14/25 Kayla Nishimura & Kalani Waterfront Skills Kahalioumi Lifeguarding Instructor 64/15/25 Alejandra Flores-Morikami Recertification — BL Lifeguarding 05/02/25 Spencer Coakley Lifeguarding Instructor 05/22/25 Alejandra Flores-Morikami Recertification - BL 6. Plan, promote and coordinate five Novice Swim Meets serving approximately 350 participants during the three-month season. The Novice Swim Team Program began February 18, 2025, and ran through May 17, 2025. This season we had 290 registered participants and the PBhoa Novice Swim Team won the Championship Swim Meet. 7. Sponsor one open ocean water swim competition. The 2024 Richardson Roughwater Swim was held on September 14, 2024. There were 77 registered participants and all of them returned safely, thanks to our partnership with the Hawaii County Fire Department, their current recruit class, and Ocean Safety personnel who assisted swimmers in distress and helped the participants to navigate the rocks upon entry and exit from the water. 8. Promote workplace safety for all staff by providing personal protective equipment and safety training on an ongoing basis. Full -face respirators, rubber gloves, aprons, suits, and boots were provided for pool lifeguards and pool custodians. Hazardous material training was conducted to promote safe work practices. Staff went through annual Bloodborne pathogens training and respirator fit tests. Lifeguards were provided with latex -free gloves, pocket mask, and other protective equipment necessary when performing first aid. Final Status Report on Program Objectives for FY 2024-25 20 PARKS & RECREATION AQUATICS 9. Conduct American Red Cross Blood Borne pathogens training on an annual basis in January or February for all staff. Bloodborne Pathogens training was conducted on January 16, 2025, for all Senior Lifeguards. All Aquatic Section personnel were trained by end of January 2025. Training records on file at Recreation Division Office. 10. Develop at least two partnerships with aquatics clubs to encourage competitive aquatic sports throughout the island. Partnerships were established with USA Swim and Dive, Big Island Interscholastic Federation (BHF), Easter Seals, Boys & Girls Club, and Hawaii Fire Dept. There are currently six USA swim teams and USA Dive teams who utilize our pools year-round. 11. Reduce cost through implementing sustainable technologies and prudent practices. Variable Frequency Drive (VFD) helped save energy costs. VFD were installed at all pools except Pahala, Kohala, and Honoka`a. NAS received a new VFD with the renovations and is currently in use. Hope to have VFDs at Piihala after their renovations. Final Status Report on Program Objectives for FY 2024-25 21 PARKS & RECREATION CULTURE & EDUCATION 1. Provide 95 workshops and classroom instructions in various disciplines, music, dance, drama, arts, crafts, and natural sciences at established sites Countywide. Conducted 87 classes - or accomplished 92% of total goal. All classes started between the period August 5-13 and ended before May 31. 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. PROGRAM HIGHLIGHTS First Quarter: • Cultural Demonstration: Summer Fun Program (Hilo Armory) (July 2) o Conducted a cultural demonstration and interactive lessons in hula and ukulele for summer fun program participants. • Fourth of July — Hilo Bay Blast (July 4) • HeART of Our Island — Keiki Art Display (July 26) o Installation at Aupuni Center with art from Hilo High School Art Club. • Cultural Engagement: Sister City Visit (August 15) o Conducted a cultural demonstration and instruction in hula, at Aupuni Center Conference Room, for visitors from our sister city — Nago, Japan. • IVF World Sprint Championships (August 13-23) o Assisted in overall planning and coordinating the vendor process. • Cultural Engagement: Sister City Visit (August 21-22) o Conducted a cultural demonstration and instruction in hula, at Hawaii Community College Cafeteria & Hilo High School, for visitors from our sister city - Sumoto, Japan. • HeART of Our Island — Keiki Art Display (August 30) o Installation at Aupuni Center with art from WaiAkea Intermediate School Art Club. • 25t" Annual Queen Lili`uokalani Festival (September 7) • Hawai`i Island Peace Week (September 21-28) o Decorated the County building (September 15) and Aupuni Center (September 18) with a full set of United Nations flags. o Provided cultural opening protocol at Lili`uokalani Gardens for morning walk with the Mayor (September 26). Final Status Report on Program Objectives for FY 2024-25 22 PARKS & RECREATION CULTURE & EDUCATION • 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 (July 2-September 20). Kupuna group travelling (September 23-28). • Aloha Festivals Island of Hawaii (September 21) o Assisted in planning and coordinating logistics, permitting and documentation. • Cultural Engagement: Sister City Visit (August 23-September 27) o Conducted instruction in hula for Hilo Intermediate School students in preparation for their visit to our sister city — Yurihama, Japan. o Classes conducted with students travelling in October. Second Quarter: • Hula Pa`ina — FALL (October 3) o Culture & Education hula class pa`ina at Aupuni Center Conference Room. • Hamtikua Sugar Days Festival (October 5-20) 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 (October 5); Inter -Generational Softball Tournament (October 6); Parade and Festival (October 12). • NELHA 501" Anniversary Open House (October 19) o Assisted (advised) organizers on planning strategies. Provided information, tools, and guidance on event planning and best practices. • Seasonal Decorations (October 29) o Halloween display at the County building. • HeART of Our Island — Keiki Art Display (November 4) o Installation at Aupuni Center with art from Connections Charter School. • King KalAkaua Tribute (November 16) o Blessing and gathering at KalAkaua Park in honor and recognition of the King's birthday and legacy. • Magic of the Season — Holiday Open House Event (December 9-13) • Magic of the Season — Low Sensory Visit (December 17) o Coordinated with State DOH -Family Health Service, Mayor's office and community partners to provide after-hours event for families and children with special needs and disabilities. Final Status Report on Program Objectives for FY 2024-25 23 PARKS & RECREATION CULTURE & EDUCATION • Jingle Bells — Trek the Trails (December 20) o Provided consultation and assistance with promotion at event held at the West Hawaii Civic Center. • `Tis the Season — A Walk Through Christmas Town Event (December 21) o Assisted with logistics and promotion for event held at Edith Kanaka`ole Stadium. Christmas in the Park— Garden Enchantment (December 23-24) o Assisted Friends of Lili`uokalani Gardens with logistics and promotion. Third Quarter: • HeART of Our Island — Keiki Art Display (January 2) o Installation at Aupuni Center showcasing art from Hilo High School. • 32"d Annual Waimea Cherry Blossom Heritage Festival (February 1) • HeART of Our Island — Keiki Art Display (February 3) o Installation at Aupuni Center showcasing art from Waiakea High School. • Boiling Pots Signage (February 7) o Assisted in coordinating blessing for unveiling of new public safety signage. • Seasonal Decorations (March 8) o St. Patrick's Day display at the county building. • HeART of Our Island — Keiki Art Display (February 28) o Installation at Aupuni Center showcasing art from East Hawaii Cultural Center, "Young at Art" contestants. • Seasonal Decorations (March 28) o Easter display at the county building. Fourth Quarter: • Hawai`i and Shibukawa Sister Cities Children's Art Exchange (April 2 - May 6) o Setup and displayed artwork at Aupuni Center from 5" 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. De5ilva, Ha`aheo and Kalaniana`ole. • HeART of Our Island — Keiki Art Display (April 3) o Installation at Aupuni Center with art from E.B. DeSilva Elementary. • Merrie Monarch Festival (April 20-26) 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. Final Status Report on Program Objectives for FY 2024-25 24 PARKS & RECREATION CULTURE & EDUCATION • National Public Health Week (April 7-13) o Collaborated with State DOH and Mayor's office for public health event that was held April 11, on the grounds between County and State buildings. • Two Lights for Tomorrow (April 18-19) 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 (April 25) o Decorations set up at county building for Firefighters Week. • Hilo Lei Day Festival (May 1) o May Day Celebration held at Kalflikaua Park. • HeART of Our Island — Keiki Art Display (Mayl) o Installation at Aupuni Center with art from Waiakea Intermediate School. • Boys' Day Display (April 26 - May 2) o Decorative display (large koi fish) setup at Aupuni Center and county building (May 2). o Display also setup at Coconut Island/Lili`uokalani Gardens by Friends of Lili`uokalani Gardens (and volunteers) (April 26). • Fallen Officers Memorial Display (May 9) o Decorations set up at county building for Police Week. • ' Seasonal Decorations (May 23) o Memorial Day display setup at county building. • Hbkule`a and Hikianalia (Grand Naniloa Hotel) (May 21-22) o Participated in the arrival and welcome ceremony and also a special tour and crew engagement. • HBkille`a Ho`olaule`a (May 24) 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) o Installation at Aupuni Center with art from Dept of Water Supply's art contest winners. • Casino Day (Elderly Activities Division) (June 6) o Assisted EAD with activities for event held at Edith Kanaka`ole Stadium. • Cultural Demonstration: Summer Fun Program (Hilo Armory) (June 26 & 30). o Conducted a cultural demonstration and interactive lessons in hula, chant and ukulele for summer fun program participants. Final Status Report on Program Objectives for FY 2024-25 25 PARKS & RECREATION CULTURE & EDUCATION • HeART of Our Island — Keiki Art Display (June 27) o Installation at Aupuni Center with art from Waiakea Intermediate School. • Tribute to Our Heroes (Patriotic Salute) (May 19) o Decorative display at county building. 3. Market programs by securing community involvement and financial support through six partnerships/sponsorships. Programs and projects marketed through partnerships and collaborations with Destination Hilo, Hawaii Pyrotechnics, State Department of Transportation, Department of Land and Natural Resources (DLNR), Division of Conservation and Resource Enforcement (DOCARE), Friends of Lili`uokalani Gardens, Royal Order Societies, Lili`uokalani Trust, Grand Naniloa Resort, Parker Ranch Center, Waimea Arts Council, Waimea Lions Club, Roberts Hawaii, HCEOC, and Friends of Kalifkaua Park. 4. Advertise and promote the Cultural & Education programs and activities through our quarterly "Arts Visions" newsletter and media such as radio, television, periodicals and newspapers. Advertised and promoted events and programs through our quarterly program guide, social media platforms (Parks & Recreation; Mayor's office), Hawaii County website, Hawaii Tribune -Herald, West Hawaii Today, Big Island Visitor's Bureau, Honolulu Star Advertiser, KITV, Hawaii News Now, Japanese Chamber of Commerce & Industry of Hawaii, GoVisitHawaii.com, New West Broadcasting and Pacific Media Group. Final Status Report on Program Objectives for FY 2024-25 26 PARKS & RECREATION ELDERLY ACTIVITIES EAD Administration 1. The division will provide and/or facilitate a wide array of services and opportunities and evaluate the quality of services provided by coordinating a service delivery system that addresses the needs and interests of older adults. This will be accomplished by providing comprehensive and coordinated services that are represented by the division's five major programs. The Elderly Activities Division provides services to over 13,500 seniors annually. An evaluation is conducted on each program annually to ensure goals are met. Provided services to 14,881 seniors. 2. The division will pursue assistance from persons and groups to improve and maintain P&R facilities and enhance programs, services, and activities. This will be maintained by the EAD Advisory Council which is made up of representatives from the 25 senior citizen clubs, 15 nutrition sites and the RSVP Advisory Council that will conduct at least one general meeting in January and one meeting for east and west districts in July of each fiscal year servicing 40 presidents/chairpersons island wide. Conducted one meeting in July 2024 and one meeting in February 2025 servicing 40 presidents/chairpersons island wide. 3. The division will provide regular facility and safety inspections and training for staff by maintaining an EAD Safety Committee with at least one representative of each program meeting quarterly to enforce safety procedures, improve unsafe conditions affecting staff and seniors and give feedback to the department safety committee, as needed. Additionally, they will conduct a safety on -site evaluation semi-annually (January and July) of 32 senior center facilities and conduct safety evaluations and training for 50 EAD staff. Conducted two safety meetings and 47 staff safety trainings. 4. In order to keep the public informed of its activities the division will: • Produce at least one "Video Highlights" of the division's activities annually. Produced one "Video Highlights" of the Kupuna Hula Festival in September 2024. Final Status Report on Program Objectives for FY 2024-25 27 PARKS & RECREATION ELDERLY ACTIVITIES • Maintain the division's Kupuna News magazine by providing information on all EAD program activities and printing at least 3,000 copies for distribution to over 200 organizations, two times semi-annually. Distributed 3,000 copies of the Kupuna News in July 2024 and another 3,000 copies in January 2025. EAD Recreation 1. Provide and promote active and passive recreational, cultural and leisure opportunities to 4,000 unduplicated individuals 55 years and older island wide. Provided and promoted recreational, cultural and leisure opportunities to 4,562 unduplicated individuals 55 years and older. 2. Provide and promote active and passive recreational, cultural and leisure opportunities for 1,000 senior club members 55 years and older at 26 senior centers/sites. Provided and promoted recreational, cultural and leisure opportunities for 874 senior club members. 3. Serve 3,000 older adults in recreational, educational, health -related and cultural classes island wide. Served 3,920 older adults in recreational, educational, health -related and cultural classes island wide. 4. Provide at least ten districtwide activities for a total of 1,500 older adults in Puna/Ka`u, North and South Hilo, North and South Kona, North and South Kohala, and Hamakua. Provided eight districtwide activities for 1,381 older adults in Puna/Ka`u, North and South Hilo, North and South Kona, North and South Kohala, and Hamakua. Final Status Report on Program Objectives for FY 2024-25 28 PARKS & RECREATION ELDERLY ACTIVITIES EAD Special Program 1. Provide at least six countywide, state, national and international events for 2,550 older adults. Provided four countywide, state, national and international events for 2,556 older adults. 2. Serve a total of 1,150 older adults in at least three countywide special events and serve 800 older adults in one statewide event. Served 1,055 older adults in two countywide special events and 1,225 older adults in two statewide events. 3. Provide one cultural event for 300 older individuals on a county, state, and international level that will attract a total of 1,200 attendees. Provided one cultural event for 276 older individuals on a county, state and international level that attracted 1,250 attendees. Final Status Report on program Objectives for FY 2024-25 29 PARKS & RECREATION PANA`EWA RECREATIONAL COMPLEX 1. Focus on maintaining a healthy rainforest animal collection with 12 scheduled preventative health exams with license veterinarians and a new quantified nutrition program. The Zoo continues to move forward with the development of the preventative medical exam schedule. The tigers received their annual vaccinations, check-ups and fecal submissions. Many of the animals in the collection have had their annual fecal samples submitted as well. Deworming treatments have been administered to several species as a result. `Max', the Catalina macaw, has had a year of treatment, and his beak is recovering excellently. The equine collection continues their regularly scheduled appointments with the farrier and exams with our equine specialist veterinarian. Sriracha, the female tiger, had a medical exam this past fall. This appointment was done in conjunction with the Animal Control and Protection Agency. The tiger was safely put under anesthesia and the exam was extremely successful. The nutrition program update was completed with all species having a specific diet formulated. These diet recipes were compiled into a binder for staff reference. All new diets have been rolled out and the animals have been thriving. Weights are being taken and recorded. The lemurs continue to improve on their health journey. They have gone from being over morbidly obese to being on the verge of a healthy weight. 2. Successfully breed at least one animal species for population maintenance or to trade with other facilities. The peacock collection continues to maintain itself, as do the dart frogs. The two -toed sloth also gave birth this past fall after almost a 12-month gestation! The baby was a surprise but is doing very well and reaching all development benchmarks. The sacred ibis have done well nest building and laying several clutches of eggs but unfortunately none have been fertile. Several new animals have joined the Zoo collection. A rabbit and guinea pig collected by Animal Control were placed at the Zoo for use in the Petting Zoo. Three white peacocks joined the free ranging flock. Two baby axolotls also were added to the collection in time to celebrate Salamander Saturday in May. Final Status Report on Program Objectives for FY 2024-25 30 PARKS & RECREATION PANA'EWA RECREATIONAL COMPLEX 3. Work with FOZ to host at least two events to promote the zoo and increase the number of visitors. FOZ supported Boo at the Zoo on October 26 and 27, 2024, by supplying volunteers, supplies, decorations, and candy. This year the event was expanded to a three-hour event and expanded to two days. Christmas at the Zoo was held on December 7, 2024. The animals received their annual Christmas treats and gifts of new enrichment items. Tiger Fun Day was held on June 28, 2025. This year the tigers celebrated their 10t" birthdays. 4. Work with community groups to help facilitate four major volunteer projects to maintain and improve the Zoo and/or Equestrian Center. Hawaii Forest Industry Association continues to support the Native Garden at the Zoo and works with Kiwanis Club to bring in children to volunteer in maintaining the Garden. Full Life Hawaii placed a young volunteer in the Zoo who helps clean signs, windows and plays the ukulele. Zoo staff are collaborating with the Lion's Club on their next project of painting the handrails around the facility. Everyday Hero Project continues to bring books to the Little Free Library and supports special events with a story time and book giveaways. Several school groups came into the Zoo to complete service projects. HAAS students volunteered regularly this school year to complete their service hours. They were instrumental in weeding, cleaning the courtyards and animal benches, and painting a few. Hawaii Horse Owners Association (HHOA) and Hawaii Keiki Rodeo Association (HKRA) have workdays almost monthly and complete projects before rodeo and other equestrian events. The Orchid Isle Events members have continued cleaning up the racetrack and eventing area for dressage and cart driving events. The Kulani inmate work line has been helping at the Complex assisting with groundskeeping, exhibit maintenance, and construction projects at the Zoo and Equestrian Center. Final Status Report on Program Objectives for FY 2024-25 31 PARKS & RECREATION PANA`EWA RECREATIONAL COMPLEX 5. Increase community education and interest and reinstitute a docent training program by utilizing FOZ volunteers. Pana`ewa Recreational Complex Administrator has collaborated with University of Hawaii at Hilo and Hawaii Community College professors to have classes come in and use the Zoo as a living classroom for their Wildlife Biology and Introduction to Zoology classes, respectively. Several area schools have also come in for guided tours related to their course work. Several school career days and community fairs were also attended. A FOZ Board member and the Zoo Administrator have finished writing and editing the animal section of the new docent manual. The final edit is currently being conducted. Plant and palm identification and maps are also nearing completion. 6. Provide a venue for annual recreational equestrian events at the Pana`ewa Equestrian Center: a. Host two rodeo events annually. HHOA held their annual Hilo Stampede Rodeo on February 15-17, 2025. HKRA held four Keiki Rodeos on September 28, 2024, November 16, 2024, January 11, 2025, and April 12, 2025. The All -Girls Rodeo was held on October 12 and 13, 2024. b. Host two dressage events annually. OIE planned two events this year on August 24, 2024 and November 1 and 2, 2024. Unfortunately, both had to be canceled. Final Status Report on Program Objectives for FY 2024-25 32 19 PLANNING DEPr.VtT1t.EXJT SUMMARY Administrative Permits 1-Public Assistance and Land Use Information: Respond to land use inquiries and confirm zoning requirements in the processing of building permits. Identify solutions to streamline and improve customer service at the counter. Processed 550 intakes assigned to East Hawaii Admin Permits staff. Completed 1,728 Building Permit Land Use reviews. 2-Permits and Subdivision: Review and process administrative permits in a timely and efficient manner. Work cooperatively and collaboratively with applicants, other County departments, and government agencies in the permit and subdivision review process. Create opportunities to increase communication and collaboration among Hilo and Kona staff to develop standards for consistent processing of permits. Facilitate a comprehensive review and update to the County's Zoning and Subdivision Codes. Processed 586 administrative permit applications covering all plan types. Participated in the update of the zoning and subdivision codes. 3-Complaints and Investigation: Work cooperatively and collaboratively with other divisions of the Department and government agencies in resolving complaints. Identify sections within current codes, rules, and regulations that need further clarification, interpretation, or revisions. Identify changes for managing, tracking, and streamlining record keeping and monthly reporting of complaints. Received and processed 126 Complaints. Administrative Services i- Technology: Build and develop the Department's internal Information Systems section. The Information Systems Analyst IV position will take the lead in identifying areas that software/databases can be used to improve efficiency and productivity. Support Department's shift towards going paperless, electronic signatures, EPIC system improvements, etc. This section will maintain our technology inventory; plan out replacement of old computers and replace with laptops and continue to backup and secure Departmental data in-house. 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 Six Month Progress Report on Program Objectives for FY 2025-26 PLANNING DEPARTMENT SUMMARY extensions. Created a training repository for staff using Teams and Microsoft Stream, including 14 new instructional videos. Re -recorded 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 for improved efficiency. 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. 2- Personnel: Plan for and manage vacancies, reducing the time it takes to fill positions. Continue to evaluate department structure and organization to help increase planning and regulatory functions. Sustain practice for consistent staff evaluation and performance management. Filled four vacancies which included a Planning Program Manager, Long Range; LUPC IV; Tax Maps & Records Tech II; and CDBG-DR Accounting Assistant. Provided staff training for Intake to increase number of clerical staff doing intake and decrease the time it takes for Intake to be processed. 3- Financial Management: Track and provide additional or expanded fiscal expenditure reports to be used as managerial tools in the management of fiscal budget, Geothermal funding, and Coastal Zone Management (CZM) funding. Include and encourage Division Managers to participate in the budgetary discussions and process. Fiscal staff completed training on the County's new Fiscal/HR software, CoHnect, and began using the system for fiscal and payroll functions and provided training to department staff to facilitate transition from paper to electronic submittal of leave absence request, and timecard information in CoHnect. Long Range 1-Natural and Cultural Resource Planning: Review environmental assessments and environmental impact statements. Review and comment on County and State legislation, as appropriate. Continue to implement the Public Access mauka and makai island wide. Manage the Federal Emergency Management Agency (FEMA) hazard mitigation grant related to the shoreline/riparian setback project. Manage the CZM grant related to the Six Month Progress Report on Program Objectives for FY 2025-26 PLANNING DEPARTMENT SUMMARY shoreline/riparian setback project. Prepare the CZM semi-annual and performance measure reports. Participate in the Hawaii Climate Change Mitigation and Adaptation Commission and State Ocean Resources Management Plan policy and working group meetings. Manage the FEMA hazard mitigation grant related to the Climate Change Action Plan and collaborate with other departments. Support the Cultural Resources Commission and coordinate efforts with the Department of Land and Natural Resources (DLNR) State Historic Preservation Division (SHPD) and the National Park Service (NPS). Review and comment on Section 106 requests. Reviewed and commented on three environmental assessments. Responded to inquiries and conducted public access site visits. Submitted CZM semi-annual and performance measure reports on July 8, 2025. All scheduled meetings have been attended, reviewed and commented on all environmental assessments received, and all other items are in progress. Reviewed and commented on seven Section 106 requests. 2-Regional and Community Planning: Implement the Community Development Plans. Work with Action Committees and community networks to prioritize and implement community -based actions. Assist communities to develop and implement town or village plans as needed. Support the Puna Resilience Action Teams in coordination with the Recovery Division. Continue to work with other County departments, outside agencies, and the public on various community learning series and network initiatives. Review and comment on County and State legislation, as appropriate. Hosted regular action committee meetings in all regions and collaborated with various departments to support community actions and forward other planning projects. 3-Infrastructure and Design Planning: Collaborate with the Department of Public Works on transportation planning initiatives, including complete streets. Update codes and rules related to the Complete Street's Program. Work with other agencies to implement Vision Zero. Coordinate with Mass Transit Authority to better integrate transit routes and stations with land use. Develop a Kona Open Space Plan in accordance with the Community Development Plan. Coordinate the improvement of the County's Capital Improvement Program. Prepare and submit the Fair Share Annual Report to Council. Review and comment on County and State legislation, as appropriate. Collaborate with other departments related to infrastructure planning. Participate in the State Transit -Oriented Development (TOD) Council. Six Month Progress Report on Program Objectives for FY 2025-26 D. ITITENT SUMMARY Code amendments are underway with the overall code project. Regularly coordinated with other infrastructure departments. Kona Open Space Network project is complete. Attended three TOD Council meetings. 4-Administrative Programs: Complete comprehensive review and update to the County's General Plan. Administer the Coastal Zone Management grant contract. Review and seek grant funding opportunities for long-range priority projects consistent with the General Plan and Community Development Plans. Support county code amendment opportunities. Review and comment on County and State legislation, as appropriate. Provide administration for the Board of Appeals. Continue to amend BOA Rules of Practice and Procedure, as appropriate. Began County Council review of the final Recommended Draft of the General Plan 2045 to complete the adoption process. To support their review, the Planning Department presented to the Policy Committee on Planning, Land Use & Economic Development meetings on July 29, August 25, September 23, September 30, and October 8. Planning Division 1-Windward and Leeward Planning Commissions: Continue to provide background and recommendation reports for the Planning Director for land use applications to the Windward and Leeward Planning Commissions. Provide continued administrative support to the Leeward and Windward Planning Commissions in fulfilling their duties to advise the Planning Director and County Council on land use matters. Provide technical training to the Planning Commissions on land use planning, coastal zone management, parliamentary procedure, Sunshine law, and the County Ethics Code. Continue to improve public participation in discretionary land use permitting decisions. Processed applications through the Planning Commissions in a timely manner. Held 10 public meetings at the Planning Commission, including two special meetings for rulemaking and a contested case hearing. Trained new Planning Commissioners. 2-Special Management Area and Shoreline Regulatory Permitting: Continue to process all Special Management Area (SMA) assessments, exemptions and permits and . shoreline permits within the County. Continue to implement the new SMA short form for exemption determinations for non -shoreline parcels for quicker SMA reviews. Work cooperatively and collaboratively with other divisions of the Department and government agencies in resolving complaints and enforcing the SMA and shoreline laws. Work Six Month Progress Report on Program Objectives for FY 2025-26 PLANNING DEPARTMENT SUMMARY collaboratively with the Long -Range Division to implement State CZM Program initiatives through rule and code changes to improve the protection of coastal resources and reduce coastal hazards to life and property, such as low -impact development and adaption to sea level rise. Continued to process all Special Management Area (SMA) assessment applications, SMA Use Permit Applications, and Shoreline Setback Variance (SSV) applications for all projects within the Counties SMA boundary. Continued to utilize the updated SMA short form for exemption determinations for non -shoreline parcels for quicker SMA reviews and common exempt actions within the SMA. Worked cooperatively and collaboratively with other divisions of the Department and relevant State and County government agencies in resolving complaints and enforcing the SMA and shoreline laws; this includes recommendations for mitigation and/or removal of any unauthorized work. Worked collaboratively with the Long -Range Division to implement State CZM Program initiatives through rule and code changes to improve the protection of coastal and riparian resources. Continued to promote the reduction of coastal hazards to life and property, such as promoting low -impact development, designing projects to adapt to sea level rise and other climate related hazards, and conducting outreach to landowners in relation to SMA rules, and shoreline impacts from development. Continued to work with the State of Hawaii Anchialine Pond Hui to create and implement protection and preservation of Anchialine Ponds from development related effects including the establishment of preservation buffers and best management practices. 3-State Land Use Commission: Continue to support the Planning Director for State Land Use Boundary Amendments, Special Permits, Order to Show Cause Motions, and other State Land Use (SLU) requests that are approved before the State Land Use Commission. No LUC applications processed during this period. 4-Environmental Planning: Serve as approving agency by reviewing and issuing environmental exemptions, environmental assessments, and environmental impact statements for projects related to Planning Commission permits and SMA/Shoreline permits. Collaborate with affected agencies, organizations, and the public in reviewing traffic impact analysis reports, archaeological studies, flora and fauna studies, cultural studies, and socio-economic studies related to the Division's projects. Review and comment on County and State legislation related to land use matters. Six Month Progress Report on Program Objectives for FY 2025-26 PLANNING Reviewed and commented on environmental documents related to Planning Commission applications. Reviewed draft State legislative bills related to land use and provided testimony. 5- Administration: Complete a comprehensive update of the Division's application forms to integrate with the new EPIC permitting system so that the public and applicants can better understand the permitting process and timelines. Amend the Planning Commission's and Planning Department's Rules of Practice and Procedures to address changes to shoreline management law and to address new application forms. Update SMA application form to create one master application. Update Planning Commission (PC) application forms to create one master PC application form. Create a new shoreline setback determination application form. Improve the Planning Department website for PC and SMA functions. Continue to explore methods of providing improved enforcement of land use permits and ordinances, to ensure that the requirements of these permits and ordinances are implemented in a timely and effective manner, which may include a comprehensive audit of these permits and approvals. Continued to explore methods of providing improved enforcement of land use permits and ordinances, to ensure that the requirements of these permits and ordinances are implemented in a timely and effective manner, which may include a comprehensive audit of these permits and approvals. West Hawaii 1-Public Assistance and Land Use Information: Identify solutions to streamline and improve customer service at the counter and responses to land use inquiries and confirming zoning requirements in the processing of building permits. The West Hawaii Planning Division continues to emphasize strong public service and accurate land use information. Management is working to instill an intrinsic ethos of public service that promotes an unconditional, respectful approach to engaging with the public we serve. The division is nurturing healthy communication channels and closer collaboration with the Building Division to improve workflow, increase accuracy, and minimize building permit rejections. Staff are actively sharing information to educate and train one another, resulting in continual improvement in service delivery at all levels. Workload and service activity included: Six Month Progress Report on Program Objectives for FY 2025-26 PLANNING DEPARTMENT SUMMARY Intakes Assigned to West Hawaii staff — 345 Administrative permit applications (all plan types) processed by West Hawaii Staff-136 • Building permit land use reviews by West Hawaii Staff — 431 2-Permits and Subdivision: Review and process administrative permits in a timely and efficient manner'. Work cooperatively and collaboratively with applicants, other County departments and government agencies in the permit and subdivision review process. Create opportunities to increase communication and collaboration among Hilo and Kona staff to develop standards for consistent processing of permits. Staff continued to review and process administrative permits in a timely and efficient manner. Coordination with applicants, County divisions, and internal staff supported consistent and efficient permit processing. 3-Complaints and Investigation: Work cooperatively and collaboratively with other divisions of the department and government agencies in resolving complaints. Identify sections within current codes, rules, and regulations that need further clarification, interpretation, or revisions. Identify changes for managing, tracking, and streamlining record keeping and monthly reporting of complaints. Continued to work cooperatively and collaboratively with other divisions of the department and government agencies in resolving complaints. Our West Hawaii Division Planning Inspector team is more and more responsive as our technical skills and knowledge improve over time. Our workflow and consistency is improving every day due to the use of standard templates and a desire to provide consistent and fair methods for implementing the enforcement program. • Planning code violations (SMA/Zoning) addressed by West Hawaii staff - 36 4-Other Planning Programs: Staff and support Kailua Village Design Commission (KVDC). We are hoping to improve the ability to have a quorum as KVDC Commission members have frequently had issues with availability. Special Management Area (SMA) and Coastal Zone Management Program (CZM) Process all SMA Assessments and Permit applications within the required time limit as specified by law and the County's Rules and Regulations. Six Month Progress Report on Program Objectives for FY 2025-26 PLANNING DEPARTMENT SUMMARY Processed the following SMA Assessment and Permit Applications within required time limit as specified by law and the County's Rules and Regulations: SMA Assessment (SAA) — 25; SMA Minor Permit (SMM) — 6; SMA Short Form Assessment (SFA) —110; Special Management Area (SMA) - 5 2. Conduct site investigation of alleged violations within two weeks of receipt of complaints. Sent out courtesy letters and requests for site inspections within two weeks of receipt of complaints. Continued to conduct site investigations in a timely manner. 3. Monitor all CZM-related legislative bills during the State Legislative session and provide testimonies as needed (January to May). Staff actively monitored all CZM-related legislative bills during the State Legislative session and provides testimonies as needed. 4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC) meetings, which are normally held every other month as budgetary constraints will allow. Attended the only MACZAC meeting during the reporting period. 5. Attend all State Office of Planning's CZM County Directors meetings, Ocean Resources Management Plan policy and working group meetings, and subcommittee meetings as budgetary constraints will allow. CoH Staff attended September 17, 2025, ORMP Coordinated Working Group meeting. CoH staff participated in the ORMP Evaluation & Refresh process. 6. As a public participation measure, provide a written report to the State Office of Planning CZM Program of. all SMA Permit applications and their status. SMA permit applications and their status are provided as part of our semi- annual report. Provided semi-annual report for January 1-June 30, 2025, reporting period on July 11, 2025. 7. Continue to advertise Planning Commission agenda and hearing notices for all SMA and SSV Permit applications as required by law. Six Month Progress Report on Program Objectives for FY 2025-26 PLANNING DERARTMENT SUMMARY Advertised Planning Commission agenda and hearing notices for all SMA and SSV Permit applications as required by law. 8. Provide the Office of Planning with semi-annual reports within seven days after December 31 st, and June 30c' of the Fiscal year. Provided semi-annual report for January 1-June 30, 2025, reporting period on July 31, 2025. 9. Provide the Office of Planning with annual performance measure reports within seven days after the June 30c' end of the fiscal year. Provided annual performance measure report for July 1, 2024, through June 30, 2025, reporting period on July 11, 2025. 10. Continue to review Planning Commission and Planning Department Rules for compliance with enacted State laws and draft amendments to the rules for adoption. Reviewed Planning Commission and Planning Department Rules for compliance with enacted State laws. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank PLANNING PLANNING Administrative Permits 1-Public Assistance and Land Use Information: Respond to land use inquiries and confirm zoning requirements in the processing of building permits. Identify solutions to streamline and improve customer service at the counter. Continued to interact and inform the general public regarding Land Use requirements through our interactions at our public counter and responded to phone messages and inquiries as they arrived via email. 2-Permits and Subdivision: Review and process administrative permits in a timely and efficient manner. Work cooperatively and collaboratively with applicants, other County departments, and government agencies in the permit and subdivision review process. Create opportunities to increase communication and collaboration among Hilo and Kona staff to develop standards for consistent processing of permits. Facilitate a comprehensive review and update to the County's Zoning and Subdivision Codes. Continued to process and address subdivision applications and inquiries. Participated in the update of the zoning and subdivision codes. 3-Complaints and Investigation: Work cooperatively and collaboratively with other divisions of the Department and government agencies in resolving complaints. Identify sections within current codes, rules, and regulations that need further clarification, interpretation, or revisions. Identify changes for managing, tracking, and streamlining record keeping and monthly reporting of complaints. Continued to respond to public complaints regarding violations of our relevant County Codes. Administrative Services 1-Technology: Build and develop the Department's internal Information Systems section. The Information Systems Analyst IV position will take the lead in identifying areas that software/databases can be used to improve efficiency and productivity. Support Department's shift towards going paperless, electronic signatures, EPIC system improvements, etc. This section will maintain our technology inventory; plan out replacement of old computers and replace with laptops. Continue to backup and secure Departmental data in-house. Final Status Report on Program Objectives for FY 2024-25 PLANNING PLANNING Continued to build and develop the Department's internal Information Systems Section. Identified software that has been used to improve efficiency and productivity. Continued utilizing electronic signatures when appropriate and accepted. Updated inventory records. Replaced old computers with laptops. Continued to back up and secure Departmental data in-house. 2-Personnel: Plan for and getting ahead of vacancies, reducing the time it takes to fill positions. Continue to evaluate department structure and organization to help increase planning and regulatory functions. Sustain practice for consistent staff evaluation and performance management. Continued to plan for and work to get ahead of vacancies, continued to evaluate department structure and organization to help increase planning and regulatory functions and continued to sustain practice for consistent staff evaluation and performance management. 3-Financial Management: Track and provide additional or expanded fiscal expenditure reports to be used as managerial tools in the management of fiscal budget, Geothermal funding, and Coastal Zone Management (CZM) funding; work with managers to seek other sources of revenue. Include and encourage Division Managers to participate in budgetary discussions and process. Continued to provide fiscal documents to managers during monthly meetings and included ,anagers in discussions to facilitate the budget preparation process. Long Range 1-Natural and Cultural Resource Planning: Review environmental assessments and environmental impact statements. Review and comment on County and State legislation, as appropriate. Continue to implement the Public Access mauka and makai island wide. Manage the Federal Emergency Management Agency (FEMA) hazard mitigation grant related to the shoreline/riparian setback project. Manage the CZM grant related to the shoreline/riparian setback project. Prepare the CZM semi-annual and performance measure reports. Participate in the Hawaii Climate Change Mitigation and Adaptation Commission and State Ocean Resources Management Plan policy and working group meetings. Manage the FEMA hazard mitigation grant related to the Climate Change Action Plan and collaborate with other departments. Support the Cultural Resources Commission and coordinate efforts with the Department of Land and Natural Resources (DLNR) State Historic Preservation Division (SHPD) and the National Park Service (NPS). Review and comment on Section 106 requests. Final Status Report on Program Objectives for FY 2024-25 PLANNING PLANNING All scheduled meetings have been attended, reviewed and commented on all environmental assessments received, and all other items are in progress. 2-Regional and Community Planning: Implement the Community Development Plans. Work with Action Committees and community networks to prioritize and implement community -based actions. Assist communities to develop and implement town or village plans as needed. Support the Puna Resilience Action Teams in coordination with the Recovery Division. Continue to work with other County departments, outside agencies, and the public on various community learning series and network initiatives. Review and comment on County and State legislation, as appropriate. Hosted regular action committee meetings in all regions and collaborated with various departments to support community actions and forward other planning projects. 3-Infrastructure and Design Planning: Collaborate with the Department of Public Works on transportation planning initiatives, including complete streets. Update codes and rules related to the Complete Street's Program. Work with other agencies to implement Vision Zero. Coordinate with Mass Transit Authority to better integrate transit routes and stations with land use. Develop a Kona Open Space Plan in accordance with the Community Development Plan. Coordinate the improvement of the County's Capital Improvement Program. Prepare and submit the Fair Share Annual Report to Council. Review and comment on County and State legislation, as appropriate. Collaborate with other departments related to infrastructure planning. Participate in the State Transit -Oriented Development (TOD) Council. Code amendments are underway with the overall code project. Regularly coordinated with other infrastructure departments. Kona Open Space Network project is underway and about 60% complete. Submitted the Fair Share Annual Report on December 27, 2024. 4-Administrative Programs: Complete comprehensive review and update to the County's General Plan. Administer the Coastal Zone Management grant contract. Review and seek grant funding opportunities for long-range priority projects consistent with the General Plan and Community Development Plans. Support county code amendment opportunities. Review and comment on County and State legislation, as appropriate. Provide administration for the Board of Appeals. Continue to amend BOA Rules of Practice and Procedure, as appropriate. Final Status Report on Program Objectives for FY 2024-25 PLANNING PLANNING The final Recommended Draft of the General Plan 2045 was completed and submitted to both Planning Commissions on October 25, 2024 to kick off the adoption process. Plannin¢ 1-Windward and Leeward Planning Commissions: Continue to provide background and recommendation reports for the Planning Director for land use applications to the Windward and Leeward Planning Commissions. Provide continued administrative support to the Leeward and Windward Planning Commissions in fulfilling their duties to advise the Planning Director and County Council on land use matters. Provide technical training to the Planning Commissions on land use planning, coastal zone management, parliamentary procedure, Sunshine law, and the County Ethics Code. Continue to improve public participation in discretionary land use permitting decisions. Processed 12 applications, including three SMA Use Permits, through the Planning Commissions. Held 13 public meetings at the Planning Commission, including seven special meetings for review of the Draft General Plan 2045. Trained new Planning Commissioners. 2-Special Management Area and Shoreline Regulatory Permitting: Continue to process all Special Management Area (SMA) assessments, exemptions and permits and shoreline permits within the County. Continue to implement the new SMA short form for exemption determinations for non -shoreline parcels for quicker SMA reviews. Work cooperatively and collaboratively with other divisions of the Department and government agencies in resolving complaints and enforcing the SMA and shoreline laws. Work collaboratively with the Long -Range Division to implement State CZM Program initiatives through rule and code changes to improve the protection of coastal resources and reduce coastal hazards to life and property, such as low -impact development and adaption to sea level rise. Continued to process all Special Management Area (SMA) assessment applications, SMA Use Permit Applications, and Shoreline Setback Variance (SSV) applications for all projects within the Counties SMA boundary. Continued to utilize the updated SMA short form for exemption determinations for non -shoreline parcels for quicker SMA reviews and common exempt actions within the SMA. Worked cooperatively and collaboratively with other divisions of the Department and relevant State and County government agencies in resolving complaints and Final Status Report on Program Objectives for FY 2024-25 PLANNING PLANNING enforcing the SMA and shoreline laws; this includes recommendations for mitigation and/or removal of any unauthorized work. Worked collaboratively with the Long -Range Division to implement State CZM Program initiatives through rule and code changes to improve the protection of coastal and riparian resources. Continued to promote the reduction of coastal hazards to life and property, such as promoting low -impact development, designing projects to adapt to sea level rise and other climate related hazards, and conducting outreach to landowners in relation to SMA rules and shoreline impacts from development. Continued to work with the State of Hawaii Anchialine Pond Hui to create and implement protection and preservation of Anchialine Ponds from development related effects including the establishment of preservation buffers and best management practices. 3-State Land Use Commission: Continue to support the Planning Director for State Land Use Boundary Amendments, Special Permits, Order to Show Cause Motions, and other State Land Use (SLU) requests that are approved before the State Land Use Commission (LUC). No LUC applications processed during this period. 4-Environmental Planning: Serve as approving agency by reviewing and issuing environmental exemptions, environmental assessments, and environmental impact statements for projects related to Planning Commission permits and SMA/Shoreline permits. Collaborate with affected agencies, organizations, and the public in reviewing traffic impact analysis reports, archaeological studies, flora and fauna studies, cultural studies, and socio-economic studies related to the Division's projects. Review and comment on County and State legislation related to land use matters. Reviewed and commented on three environmental documents related to Planning Commission applications. Reviewed draft State legislative bills related to land use and provided testimony. Final Status Report on Program Objectives for FY 2024-25 PLANNING PLANNING 5- Administration: Complete a comprehensive update of the Division's application forms to integrate with the new EPIC permitting system so that the public and applicants can better understand the permitting process and timelines. Amend the Planning Commission's and Planning Department's Rules of Practice and Procedures to address changes to shoreline management law and to address new application forms. Update SMA application form to create one master application. Update Planning Commission (PC) application forms to create one master PC application form. Create a new shoreline setback determination application form. Improve the Planning Department website for PC and SMA functions. Continue to explore methods of providing improved enforcement of land use permits and ordinances, to ensure that the requirements of these permits and ordinances are implemented in a timely and effective manner, which may include a comprehensive audit of these permits and approvals. Improved the Planning Department website for Planning Commission functions. Continued to explore methods of providing improved enforcement of land use permits and ordinances, to ensure that the requirements of these permits and ordinances are implemented in a timely and effective manner, which may include a comprehensive audit of these permits and approvals. West Hawaii 1-Public Assistance and Land Use Information: Identify solutions to streamline and improve customer service at the counter and responses to land use inquiries and confirming zoning requirements in the processing of building permits. Continued focus on effective customer service at the front counter, phone, and responses to land use inquiries. Efficient review of building permits is a priority, and we hope to fill all vacant positions to maximize the potential for high quality services. 2-Permits and Subdivision: Review and process administrative permits in a timely and efficient manner. Work cooperatively and collaboratively with applicants, other County departments and government agencies in the permit and subdivision review process. Create opportunities to increase communication and collaboration among Hilo and Kona staff to develop standards for consistent processing of permits. Continue to review and process administrative permits in a timely and efficient manner. Continued to work cooperatively and collaboratively with applicants, other County departments and government agencies in the permit and subdivision review process. Final Status Report on Program Objectives for FY 2024-25 PLANNING PLANNING 3-Complaints and Investigation: Work cooperatively and collaboratively with other divisions of the department and government agencies in resolving complaints. Identify sections within current codes, rules, and regulations that need further clarification, interpretation, or revisions. Identify changes for managing, tracking, and streamlining record keeping and monthly reporting of complaints. Worked cooperatively and collaboratively with other divisions of the department and government agencies in resolving complaints. 4-Other Planning Programs: Staff and support Kailua Village Design Commission (KVDC). Continued to staff and support Kailua Village Design Commission. Final Status Report on Program Objectives for FY 2024-25 PLANNING COASTAL ZONE MANAGEMENT 1. Process all SMA Assessments and Permit applications within the required time limit as specified by law and the County's Rules and Regulations. Processed all SMA Assessments and Permit applications within the required time limit as specified by law and the County's Rules and Regulations. 2. Conduct site investigation of alleged violations within two weeks of receipt of complaints. Conducted site investigation of alleged violations within two weeks of receipt of complaints. 3. Monitor all CZM-related legislative bills during the State Legislative session and provide testimonies as needed (January to May). Monitored all CZM-related legislative bills during the State Legislative session and provide testimonies as needed (January to May). 4. Attend all Marine and Coastal Zone Advocacy Council (MACZAC) meetings, which are normally held every other month as budgetary constraints will allow. Attended the two meetings that were scheduled during this time. 5. Attend all State Office of Planning's CZM County Directors meetings, Ocean Resources Management Plan policy and working group meetings, and subcommittee meetings as budgetary constraints will allow. Attended monthly ORMP meetings. No Director meeting was scheduled. 6. As a public participation measure, provide a written report to the State Office of Planning CZM Program of all SMA Permit applications and their status. As a public participation measure, provided a written report to the State Office of Planning CZM Program of all SMA Permit applications and their status. 7. Continue to advertise Planning Commission agenda and hearing notices for all SMA and SSV Permit applications as required by law. Continued to advertise Planning Commission agenda and hearing notices for all SMA and SSV Permit applications as required by law. Final Status Report on Program Objectives for FY 2024-25 PLANNING COASTAL ZONE MANAGEMENT 8. Provide the Office of Planning with semi-annual reports within seven days after December 31 st, and June 301 of the Fiscal year. Submitted the December 31st semi-annual report on time and prepared the June 30th semi-annual report for submittal. 9. Provide the Office of Planning with annual performance measure reports within seven days after the June 30n' end of the fiscal year. Prepared the annual report for submittal on time. 10. Continue to review Planning Commission and Planning Department Rules for compliance with enacted State laws and draft amendments to the rules for adoption. Continued to review Planning Commission and Planning Department Rules for compliance with enacted State laws and draft amendments to the rules for adoption. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank 20 POLICE POLICE Administrative Services Division 1. To accommodate at least 95% of requests for public safety/health talks from the community. Of 82 requests for public safety/health talks, accommodated 82 requests, or 100% of requests. 2. To accommodate at least 95% of requests for station tours for students and community members. Of six requests for station tours, accommodated six requests, or 100% of requests. Conduct drug screening of all sworn personnel and initiate pre -employment testing of civilian personnel. With the exception of sworn personnel on extended leaves of absences, a total of 306 (of 429) sworn personnel or 71% of sworn staffing were tested. r No approval from HGEA to initiate pre -employment drug testing of applicants for civilian positions. 4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80% vacancies for civilian positions by end of fiscal year. Conducted constant recruitment and filled at least 81% of sworn positions (406 out of 503 authorized positions) and at least 76% of civilian positions (122 out of 161 authorized positions). 5. Improve competence and professionalism of sworn and civilian personnel through advanced equipment purchases and provide 25,000 hours of on -going training. Department personnel received a total of 12,859.25 hours of training, achieving an average of 51% of on -going training. 6. Maintain the level of proficiency in the Word Processing Center with a turnaround time of less than nine days for processing reports. The average turnaround time for police reports transcribed by the Word Processing Center is 5.4 days. Six Month Progress Report on Program Objectives for FY 2025-26 POLICE ADM BUREAU 7. Process 98% of requisitions received from districts and bureaus within a month. Processed 3,111 out of 3,111 requisitions received or 100% of requisitions received. 8. Fill 90% of all special duty requests for officers. Filled 1,264 out of 1,444 requests for special duty or 88% of requests. 9. Compile a listing of all outstanding leave papers and distribute to district commanders bimonthly. Collected and submitted to commanders a listing of 384 of 384 outstanding leave applications, for a total of 100% outstanding leave applications. 10. Fill 90% of requests for storeroom supplies within the month. Filled 2,075 out of 2,075 requests for storeroom supplies or 100% of requests. Six Month Progress Report on Program Objectives for FY 2025-26 POLICE ADMINISTRATIVE SERVICES BUREAU Technical Services Division 1. Process and issue at least 95% of road closure permits within the month received. Processed 32 out of 32 road closure permits within the month received, or 100% of road closure permits. 2. Issue at least 95% of traffic violation letters to vehicle owners within a week. Issued 23 out of 24 violation letters to vehicle owners within a week of receipt, or 96% of violation letters. 3. Process at least 95% of firearms permits within two weeks. Processed 1,758 out of 1,778 firearms permit applications, or 99%. 4. Conduct at least six radio site inspections per month. Conducted 37 radio site inspections or 103% of radio site inspections. 5. Complete auto tuning of at least 40 portable or mobile radios per month. Conducted 240 auto tuning of portable or mobile radios, or 100% of auto tuning of portable or mobile radios. 6. Process and dispatch personnel to 100% of calls for service received. The Dispatch Section processed and dispatched personnel to 74,495 of the 74,495 calls for service received, or 100% of calls for service. Six Month Progress Report on Program Objectives for FY 2025-26 POLICE . _ .� g , AND OFFICE OF PROFESSIONAL Criminal Intelligence Unit 1. Complete 90% of assignments within 30 days. Completed 292 out of 292 assignments received within 30 days, or 100% of assignments. 2. Complete 90% of criminal history checks of prospective employees of the department, as well as other federal, state and local law enforcement agencies within 30 days. Completed 225 out of 225 criminal history checks within the specified 30-day limit, or 100% of criminal history checks. 3. Develop, maintain and disseminate intelligence information, which can be utilized to produce no less than 11 criminal investigations per month. Provided intelligence information, which in whole or in part led to the initiation of 78 criminal investigations, or 118% of criminal investigations. 4. Compile, produce, analyze and forward to police administrators no less than 32 intelligence reports per month. Completed 192 intelligence reports, or 100% of intelligence reports. 5. Provide assistance to other elements within the police department either through intelligence briefings on current crime trends and/or through no less than 12 in-service training sessions per month. Provided 72 in-service briefings and training sessions for departmental personnel, or 100% of in-service briefings. 6. Conduct four presentations to semi-annual statewide Inter -County Criminal Intelligence Unit (ICCIU) conferences *on major criminal activity within this jurisdiction, along with gathering criminal intelligence from other jurisdictions, which may have a connection to our jurisdiction. No ICCIU presentations were conducted during this period. Six Month Progress Report on Program Objectives for FY 2025-26 POLICE PROFESSIONAL STANDARDS Office of Professional Standards Conduct complete and thorough internal investigations seeking a monthly clearance rate of 67%. Of the 16 internal investigations initiated, completed 14 internal investigations, or 88% of internal investigations. 2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate of 85%. Completed three of the three internal inquiries, or 100% of internal inquiries. 3. Provide no less than three monthly in-service training sessions to other elements within the department to prevent and deter employee misconduct, as well as to ensure procedural compliance in the investigation of employee misconduct. Conducted a total of 11 in-service training sessions, or 61% of in-service training sessions. 4. Conduct no less than two monthly random and unannounced inspections of the different elements within the department to ensure compliance with rules and regulations. Conducted ten monthly inspections, or 83% of unannounced inspections. Compile and provide a yearly report to the state legislature on certain specific aspects of discipline meted out by the department as required by law. The yearly report to the State Legislature was submitted prior to the January 31, 2026, deadline. Six Month Progress Report on Program Objectives for FY 2025-26 OPERATIONS To achieve a burglary clearance rate of 30%. Of 314 burglary cases initiated,106 cases were cleared, or 34% of burglary clearance rate. 2. To achieve a theft/auto theft clearance rate of 30%. Of 1,862 theft/auto theft cases initiated, 815 cases were cleared, or 44% of theft clearance rate. To achieve a robbery clearance rate of 60%. Of 28 robbery cases initiated, 21 cases were cleared, or 75% robbery clearance rate. 4. To maintain a sexual assault clearance rate of 80%. Of 125 sexual assault investigations initiated,114 cases were cleared, or 91% sexual assault clearance rate. To attain at least a 65% service of court documents received. Served 1,642 court documents of the 4,038 received, or approximately 41% service of court documents. 6. To conduct 760 hard drug investigations (heroin, cocaine and crystal methamphetamine). Initiated 321 hard drug cases, or 42Wof hard drug investigations. 7. Crime Lab to achieve an assignment clearance rate of 90%. Crime Lab cleared 619 cases of the 619 cases assigned for a total of 100% clearance. 8. HI -PAL to serve 60 youths in three age groups for each month and a 30% participation of "at -risk youths" out of all youths served. Served a combined total of 598 youths for the three age groups; of this total, 453 or 76% were "at risk youths." Six Month Progress Report on Program Objectives for FY 2025-26 POLICE OPERATIONS 9. Community policing program to complete at least 40 problem -solving activities and 40 crime prevention activities annually through the development of partnerships directed at resolving community -police problems, resulting in the improvement of the quality of life for all citizens. Completed 77 problem -solving activities or 193% of problem -solving activities and 69 crime prevention activities or 173% of crime prevention activities. 10. Community policing program to complete at least 96 abandoned vehicle/beautification projects annually through the development of partnerships with the community. Completed 65 abandoned vehicle/beautification projects, or 68% of projects. 11. To provide at least four D.A.R.E. curriculum (core classes) and/or training per month through the department's school resource officer program. Provided six D.A.R.E. curriculum involving approximately 705 students from four schools, or 30% of classes/training. Six Month Progress Report on Program Objectives for FY 2025-26 POLICE GRANT REVENUES 1. HI IMPACT (Hawai`i HIDTA $475,000) -To combat the methamphetamine (ICE) problem in the County of Hawaii by conducting various sting operations. Of $475,000 awarded, we received $237,956.94. 2. Occupant Protection (State Department of Transportation $160,000) - To conduct seatbelt enforcement and child restraint roadblocks. Of $160,000 awarded, we received $0. STEP Grant (State Department of Transportation $580,000) - To provide for funding for training, education, enforcement and community collaboration to reduce the number of traffic fatalities and injury crashes. Of $580,000 awarded, we received $0. 4. Roadblock Program (State Department of Transportation, Sobriety Checkpoint $495,000) to conduct DUI roadblocks to minimize fatalities and injuries. Of $495,000 awarded, we received $0. 5. Data Records (State Department of Transportation $80,000) -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. Of $80,000 awarded, we received $0. 6. SAFE Standby Pay (State Department of the Attorney General $125,000) - To improve the department's response to violent sex crimes, physical abuse and crimes of violence against women. Of $125,000 awarded, we received $0. 7. Department of Health — Tobacco Sting (State Department of Health $16,000) — To provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors in the County of Hawaii. ' Of $16,000 awarded, we received $13,589.00. Six Month Progress Report on Program Objectives for FY 2025-26 GRANT REVENUES 8. Increasing Quality Forensic Services — (State Department of the Attorney General $96,360) — For the purpose of paying for quality Forensic Services by continuous updated forensic sciences training and the purchase of a digital analytical balance with data print out accessories. Of $96,360 awarded, we received $9,579.08. 9. Wireless E911 Fees— (Hawai`i Enhanced 911 Board $3,015,676) — For expenditures associated with the deployment of Wireless Enhanced 911 System. Of $3,015,676 awarded, we received $1,099,429.49. 10. U.S. Marshals Service — (Hawai`i Fugitive Task Force $12,000) — To assist with overtime incurred to HCPD Officers working with the United States Marshals Service on the enforcement and capture of fugitives wanted under the Hawaii Fugitive Task Force Initiative. Of $12,000 awarded, we received $0. 11. Investigative Assistance (United States Secret Service $10,000) — To assist in the enforcement and protection of high governmental officials and the prevention of counterfeiting of U.S. Currency and securing the nation's critical infrastructures, specifically in the areas of cyber, banking and finance. Of $10,000 awarded, we received $0. 12. Safe StreetsNiolent Crimes Task. Force (Federal Bureau of investigation —FBI $50,000) — For the purpose of identifying and targeting for prosecution criminal enterprise groups responsible for drug trafficking, money laundering, alien smuggling and other violent crimes. Of $50,000 awarded, we received $0. 13. State-wide Multi -Jurisdictional Drug Task Force (SMDTF) — (State Department of the Attorney General $60,000) — For the purpose of reducing drug threats and drug related crimes and incorporating multi -agency collaboration. Of $60,000 awarded, we received $51,475.00. Six Month Progress Report on Program Objectives for FY 2025-26 GRANT REVENUES 14. Local JAG Program — (U.S. Department of Justice $114,000) — For the purpose of purchasing a driving simulator for the Police Department's Emergency Vehicle Operator Course. Of $114,000 awarded, we received $25,882.46. 15. ATF Task Force - (ATF Program $32,000) - To assist with overtime and costs related to operations with the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF). Of $32,000 awarded, we received $0. 16. NICS Act Record Improvement Program — (Hawai`i Criminal Justice Data Center $545,760) — To improve the FBI's National Instant Criminal Background Check System (NICS) by providing assistance to improve the completeness, automation and transmittal to the Department's records. Of $545,760 awarded, we received $47,438.72. 17. Hazard Mitigation Grant Program — (FEMA $162,191) — To reduce the risk of future damage, loss of life and property in any area affected by a major disaster. Of $162,191 awarded, we received $0. Six Month Progress Report on Program Objectives for FY 2025-26 10 POLICE ADMINISTRATIVE SERVICES BUREAU Administrative Services Division 1. To accommodate at least 95% of requests for public safety/health talks from the community. Of 240 requests for public safety health talks, 240 requests accommodated, or 100% of requests. 2. To accommodate at least 95% of requests for station tours for students and community members. Of seven requests for station tours, accommodated seven requests, or 100% of requests. Conduct drug screening of all sworn personnel and initiate pre -employment testing of civilian personnel. With the exception of sworn personnel on extended leaves of absences, a total of 424 out of 430 sworn personnel or 98% of sworn staffing were tested. No approval from HGEA to initiate pre -employment drug testing of applicants for civilian positions. 4. Conduct constant recruitment and fill at least 90% of vacancies for sworn and 80% vacancies for civilian positions by end of fiscal year. Conducted constant recruitment and filled at least 85% of sworn positions (419 out of 493 authorized positions) and at least 74% of civilian positions (119 out of 161 authorized positions). 5. Improve competence and professionalism of sworn and civilian personnel through advanced equipment purchases and provide 25,000 hours of on -going training. Department personnel received a total of 60,580.5 hours of training, achieving an average of 242% of on -going training. 6. Maintain the level of proficiency in the Word Processing Center with a turnaround time of less than nine days for processing reports. The average turnaround time for police reports transcribed by the Word Processing Center is 2.5 days. Final Status Report on Program Objectives for FY 2024-25 POLICE ADMINISTRATIVE SERVICES BUREAU Administrative Services Division 7, Process 98% of requisitions received from districts and bureaus within a month. Processed 7,841 out of 7,841 requisitions received or 100% of requisitions received. 8. Fill 90% of all special duty requests for officers. Filled 3,780 out of 4,391 requests for special duty or 86% of requests. 9. Compile a listing of all outstanding leave papers and distribute to district commanders bimonthly. Collected and submitted to commanders a listing of 384 out of 384 outstanding leave applications, for a total of 100% outstanding leave applications. 10. Fill 90% of requests for storeroom supplies within the month. Filled 4,860 out of 4,860 requests for storeroom supplies or 100% of requests. Final Status Report on Program Objectives for FY 2024-25 POLICE ADMINISTRATIVE SERVICES BUREAU Technical Services Division 1. Process and issue at least 95% of road closure permits within the month received. Processed 47 out of 47 road closure permits within the month received, or 100% of road closure permits. 2. Issue at least 95% of traffic violation letters to vehicle owners within a week. Issued 56 out of 58 violation letters to vehicle owners within a week of receipt, or 97% of violation letters. 3. Process at least 95% of firearms permits within two weeks. Processed 3,843 out of 3,909 firearms permit applications, or 98%. 4. Conduct at least six radio site inspections per month. Conducted 82 radio site inspections or 114% of radio site inspections. 5. Complete auto tuning of at least 40 portable or mobile radios per month. Conducted 480 auto tuning of portable or mobile radios, or 100% of auto tuning of portable or mobile radios. 6. Process and dispatch personnel to 100% of calls for service received. The Dispatch Section processed and dispatched personnel to 180,148 of the 180,148 calls for service received, or 100% of calls for service. Final Status Report on Program Objectives for FY 2024-25 POLICE CRIMINAL INTELLIGENCE UNIT AND OFFICE OF PROFESSIONAL STANDARDS Complete 90% of assignments within 30 days. Completed 584 out of 584 assignments received within 30 days, or 100% of assignments. 2. Complete 90% of criminal history checks of prospective employees of the department, as well as other federal, state and local law enforcement agencies within 30 days. Completed 407 out of 407 criminal history checks within the specified 30-day limitation, or 100% of criminal history checks. Develop, maintain and disseminate intelligence information, which can be utilized to produce no less than 11 criminal investigations per month. Provided intelligence information, which in whole or in part led to the initiation of 151 criminal investigations, or 114% of criminal investigations. 4. Compile, produce, analyze and forward to police administrators no less than 32 intelligence reports per month. Completed 384 intelligence reports, or 100% of intelligence reports. 5. Provide assistance to other elements within the police department either through intelligence briefings on current crime trends and/or through no less than 12 in-service training sessions per month. Provided 144 in-service briefings and training sessions for departmental personnel, or 100% of in-service briefings. 6. Conduct four presentations to semi-annual statewide Inter -County Criminal Intelligence Unit (ICCIU) conferences on major criminal activity within this jurisdiction, along with gathering criminal intelligence from other jurisdictions, which may have a connection to our jurisdiction. Conducted four ICCIU presentations, or 100% of ICCIU presentations. Final Status Report on Program Objectives for FY 2024-25 POLICE CRIMINAL INTELLIGENCE UNIT AND OFFICE OF PROFESSIONAL STANDARDS Office of Professional Standards Conduct complete and thorough internal investigations seeking a monthly clearance rate of 67%. Of the 44 internal investigations initiated, 42 internal investigations completed, or 95% of internal investigations. 2. Conduct complete and thorough internal inquiries, seeking a monthly clearance rate of 85%. Completed 11 of the 16 internal inquiries, or 69% of internal inquiries. 3. Provide no less than three monthly in-service training sessions to other elements within the department to prevent and deter employee misconduct, as well as to ensure procedural compliance in the investigation of employee misconduct. Conducted a total of 25 in-service training sessions, or 69% of in-service training sessions. 4. Conduct no less than two monthly random and unannounced inspections of the different elements within the department to ensure compliance with rules and regulations. Conducted 47 monthly inspections, or 196% of unannounced inspections. 5. Compile and provide a yearly report to the state legislature on certain specific aspects of discipline meted out by the department as required by law. The yearly report to the State Legislature was submitted prior to the January 31, 2025, deadline. Final Status Report on Program Objectives for FY 2024-25 POLICE OPERATIONS To achieve a burglary clearance rate of 30%. Of 496 burglary cases initiated, 176 cases were cleared, or 35% of burglary clearance rate. 2. To achieve a theft/auto theft clearance rate of 30%. Of 4,296 theft/auto theft cases initiated, 1,734 cases were cleared, or 40% of theft clearance rate. 3. To achieve a robbery clearance rate of 60%. Of 61 robbery cases initiated, 38 cases were cleared, or 62% robbery clearance rate. 4. To maintain a sexual assault clearance rate of 80%. Of 289 sexual assault investigations initiated, 219 cases were cleared, or 76% sexual assault clearance rate. 5. To attain at least a 65% service of court documents received. Served 4,207 court documents of the 8,664 received, or approximately 49% service of court documents. 6. To conduct 760 hard drug investigations (heroin, cocaine and crystal methamphetamine). Initiated 792 hard drug cases, or 104% of hard drug investigations. Crime Lab to achieve an assignment clearance rate of 90%. Crime Lab cleared 838 cases of the 871 cases assigned for a total of 96% clearance. 8. HI -PAL to serve 60 youths in three age groups for each month and a 30% participation of "at -risk youths" out of all youths served. Served a combined total of 1,993 youths for the three age groups; of this total, 957 or 48% were "at risk youths." Final Status Report on Program Objectives for FY 2024-25 POLICE OPERATIONS BUREAUS 9. Community policing program to complete at least 40 problem -solving activities and 40 crime prevention activities annually through the development of partnerships directed at resolving community -police problems, resulting in the improvement of the quality of life for all citizens. Completed 66 problem -solving activities or 165% of problem -solving activities and 59 crime prevention activities or 148% of crime prevention activities. 10. Community policing program to complete at least 96 abandoned vehicle/beautification projects annually through the development of partnerships with the community. Completed 144 abandoned vehicle/beautification projects, or 150% of projects. 11. To provide at least four D.A.R.E. curriculum (core classes) and/or training per month through the department's school resource officer program. Provided 51 D.A.R.E. curriculum involving approximately 1,264 students from six schools, or 106% of classes/training. Final Status Report on Program Objectives for FY 2024-25 POLICE GRANT REVENUES 1. HI IMPACT (Hawai`i HIDTA $475,000) - To combat the methamphetamine (ICE) problem in the County of Hawaii by conducting various sting operations. Of $475,000 awarded, we received $621,708.24. 2. Occupant Protection (State Department of Transportation $160,000) - To conduct seatbelt enforcement and child restraint roadblocks. Of $160,000 awarded, we received $161,724.50. 3. STEP Grant (State Department of Transportation $580,000) - To provide for funding for training, education, enforcement and community collaboration to reduce the number of traffic fatalities and injury crashes. Of $580,000 awarded, we received $222,010.87. 4. Roadblock Program (State Department of Transportation, Sobriety Checkpoint $495,000) to conduct DUI roadblocks to minimize fatalities and injuries. Of $495,000 awarded, we received $257,155.59. 5. Data Records (State Department of Transportation $80,000) - 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. Of $80,000 awarded, we received $4,031.24. 6. SAFE Standby Pay (State Department of the Attorney General $125,000) - To improve the department's response to violent sex crimes, physical abuse and crimes of violence against women. Of $125,000 awarded, we received $45,024.21. 7. Department of Health — Tobacco Sting (State Department of Health $16,000) — To provide continued enforcement of the State Law Prohibiting Alcohol Sales to minors in the County of Hawaii. Of $16,000 awarded, we received $13,895.46. Final Status Report on Program Objectives for FY 2024-25 POLICE GRANT REVENUES 8. Increasing Quality Forensic Services — (State Department of the Attorney General $96,360) — For the purpose of paying for quality Forensic Services by continuous updated forensic sciences training and the purchase of a digital analytical balance with data print out accessories. Of $96,360 awarded, we received $14,710.00. 9. Wireless E911 Fees — (Hawai`i Enhanced 911 Board $3,015,676) — For expenditures associated with the deployment of Wireless Enhanced 911 System. Of $3,015,676 awarded, we received $2,187,110.07. 10. US Marshall Service — (Hawai`i Fugitive Task Force $12,000) — To assist with overtime incurred to HCPD Officers working with the United States Marshall Service on the enforcement and capture of fugitives wanted under the Hawaii Fugitive Task Force Initiative. Of $12,000 awarded, we received $0. 11. Investigative Assistance (United States Secret Service $10,000) — To assist in the enforcement and protection of high governmental officials and the prevention of counterfeiting of U.S. Currency and securing the nation's critical infrastructures, specifically in the areas of cyber, banking and finance. Of $10,000 awarded, we received $0. 12. Safe StreetsNiolent Crimes Task Force (Federal Bureau of investigation —FBI $50,000) — For the purpose of identifying and targeting for prosecution criminal enterprise groups responsible for drug trafficking, money laundering, alien smuggling and other violent crimes. Of $50,000 awarded, we received $0. 13. State-wide Multi -Jurisdictional Drug Task Force (SMDTF) — (State Department of the Attorney General $60,000) — For the purpose of reducing drug threats and drug related crimes and incorporating multi -agency collaboration. Of $60,000 awarded, we received $42,494.29. Final Status Report on Program Objectives for FY 2024-25 POLICE GRANT REVENUES 14. Local JAG Program — (U.S. Department of Justice $114,000) — For the purpose of purchasing a driving simulator for the Police Department's Emergency Vehicle Operator Course. Of $114,000 awarded, we received $99,956.84. 15. ATF Task Force - (ATF Program $32,000) - To assist with overtime and costs related to operations with the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF). Of $32,000 awarded, we received $0. 16. NICS Act Record Improvement Program — (Hawai`i Criminal Justice Data Center $545,760) — To improve the FBI's National Instant Criminal Background Check System (NICS) by providing assistance to improve the completeness, automation and transmittal to the Department's records. Of $545,760 awarded, we received $282,003.75. 17. Hazard Mitigation Grant Program — (FEMA $162,191) — To reduce the risk of future damage, loss of life and property in any area affected by a major disaster. Of $162,191 awarded, we received $0. Final Status Report on Program Objectives for FY 2024-25 10 21 PROSECUTING ATTORNEY PROSECUTING• GENERAL PROSECUTION 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. The Office of the Prosecuting Attorney prosecuted criminal cases in all Circuit, District, and Family courts in Hilo, Puna, Kona, North and South Kohala, Hamakua, and Kati. In addition, we presented cases to the Grand Jury in Hilo and Kona and appeared in specialty courts such as the mental health calendar, Environmental Court, International Court, Adult & Juvenile Drug Court, Veterans Court and State Appellate Courts. 2. Maintain a professional, dedicated and trained staff to carry out the duties of the Prosecuting Attorney as defined under the County Charter. The Office of the Prosecuting Attorney encouraged and provided education and training opportunities to support staff development. 3. Provide for a statewide Traffic Safety Resource Prosecutor to develop effective enforcement strategies to reduce highway offenses, traffic collisions, and increase traffic safety. In the State of Hawaii there are two Traffic Safety Resource Prosecutors ("TSRP"), one of which is a Deputy Prosecutor in our office who has been tasked with coordinating enforcement strategies to reduce highway safety violations and traffic crashes. In addition to expediting the review of previously referred' traffic fatalities, our TSRP is also specially assigned to work with the Hawaii Police Department's Area I and Area II Traffic Enforcement Units to confer upon new and active negligent homicide investigations. 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. A total of $546,168.00 was received to maintain the Career Criminal Prosecution unit for the purpose of the identification, investigation, and prosecution of serious felony repeat offenders. Six Month Progress Report on Program Objectives for FY 2025-26 PROSECUTING ATTORNEY GENERAL PROSECUTION Victim services 1. Attend to the needs of victims and witnesses in the criminal justice system by providing referrals to appropriate agencies, assistance with restitution and crime victim compensation. The Victim Assistance Unit (VAU) provided services to 3,478 victims of crime. This included services to 699 victims of domestic violence -related cases,139 victims of sexual violence (adults and children), 27 child abuse victims,1,128 victims of crimes against a person (which includes homicides, negligent homicides, assault, robbery, and terroristic threatening), 1,119 property crime victims, and 366 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 315 witnesses, 55 secondary victims, and 167 other persons involved with victims. Restitution information and assistance was provided to 415 victims and 552 victims received information and assistance on crime victim compensation. 2. Provide restorative justice options as appropriate. A total of 110 cases were screened for Victim Offender Conferencing, where 22 cases have been successfully completed. Participate in community events that support victims (i.e. National Crime Victims' Rights Week and National Domestic Violence Awareness Month) and promote community safety. The VAU has participated and facilitated numerous community events that support victims of crime. Events. include the Annual Peace Walk and Vigil during October's Domestic Violence Awareness Month, the Walk a Mile in Her Shoes event, various career, school, and resource fairs. I Six Month Progress Report on Program Objectives for FY 2025-26 PROSECUTING ATTORNEY IgA PROSECUTIONGENERAL Improving the criminal justice system 1. Coordinate continuing training/educational workshops to improve the criminal justice system. The Crime Prevention Unit (CPU) has coordinated the 2025 Statewide Law Enforcement Traffic Safety Training- "Investigating Collisions Involving Impaired Drivers". This training focused on investigation, documentation, trial preparation, and prosecution of impaired drivers involved in traffic collisions. It targeted an audience of law enforcement to include police and prosecutors from various counties, Department of Law Enforcement, Department of Land and Natural Resources, and the Department of Liquor Control made up the 56 individuals that attended the training. The CPU also coordinated a training on LGB&T Cultural Humility. This training was designed to increase knowledge and skills to effectively interact with LGB&T people, as well as support and provide affirming care and support, especially those impacted by substance use. Thirty-eight participants were in attendance from various sectors to include Department of Corrections & Rehabilitation, Department of Education (DOE), various County Departments, social service agencies, and Office of the Prosecuting Attorney personnel. 2. Collaborate with the Hawaii Police Department to discuss joint initiatives, policies, and procedures to strengthen investigations and prosecutions. The Prosecutor's administration maintained open lines of communication with the Hawaii County Police Department's administration to address ongoing criminal justice system challenges, legislative issues and case law updates in order to seek innovative prosecution solutions. 3. Meet with law enforcement, government agencies, and community service providers to improve handling of domestic violence, child abuse, and sexual assault cases. The Prosecutor's Office coordinated monthly meetings for the Family Violence Interagency Committee and provided in-service training for police officers that respond to domestic violence incidents. Six Month Progress Report on Program Objectives for FY 2025-26 PROSECUTING• GENERAL PROSECUTION 4. Meet with Hawaii criminal justice agencies and State branches to discuss appropriate interventions and consequences for offenders. The Prosecutor's administration maintained open lines of communication with State and County law enforcement counterparts to discuss potential legislative initiatives to address crime trends and to keep abreast of solutions that are being implemented in other jurisdictions. In preparation for the upcoming 2026 Hawaii State Legislative Session, the Hawaii State Law Enforcement Officer's Coalition (LEC) agreed to include three of the Office of the Prosecuting Attorney's legislative proposals within the LEC's legislative package. Our Office collaborated with our crime prevention partners to develop proactive means of addressing substance misuse. Improving the juvenile justice system 1. Coordinate continuing training/educational workshops to improve delivery of services along the continuum of the juvenile justice system. The CPU focused on building capacity in the areas of Substance Abuse and Domestic Violence/Sex Assault prevention through hosting prevention related trainings and sharing of training opportunities throughout our county and statewide prevention networks. After providing the LGB&T Cultural Humility training in West Hawaii, many expressed interest in having this training in East Hawaii. In September, the CPU coordinated a with Hawaii Health & Harm Reduction Center to offer an LGB&T training in East Hawaii. Service providers from various sectors were in attendance and left with knowledge and skills on how to effectively interact with the LGB&T community. CPU continues to educate each Hawaii County Police Department's recruit classes on current efforts in the areas of domestic violence and substance abuse prevention and how the Hawaii County Police Department (HPD) plays a role in the area of prevention Six Month Progress Report on Program Objectives for FL' 2025-26 PROSECUTING• GEVE141 PROSECUTION 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. The CPU continued to facilitate the Big Island Juvenile Intake and Assessment Center monthly meetings until September when the County contract ended with The Salvation Army Family Intervention Services. These meetings include the Office of Youth Services, HPD , Juvenile Probation, Child Welfare Services, Department of Health Family Guidance Center, The Salvation Army Family Intervention Services (FIS), and Hawaii Youth Correctional Facility. Currently there is a request for proposal out for a new contract to continue similar services once the award is made. The CPU continued to host the "It Takes a Village" Crime and Substance Abuse Prevention Networking and Resource Fair. Held in both East and West- Hawai`i, the fair allows prevention providers the opportunity to network and focus on sharing resources with one another. The CPU continued to collaborate with and support the East Hawaii Drug -Free Coalition. Working with the coalition has fostered opportunities to address substance abuse prevention in the areas of educating, policy making, interventions, networking, and building further capacity in our County. Community and Crime Prevention Initiatives 1. Support prevention, education, and intervention initiatives directed at reducing crime and increasing public safety on issues such as domestic abuse, including to reduce child abuse and neglect, substance abuse, and impaired driving. The CPU continued to attend and participate in monthly and quarterly service provider, community stakeholder and working group meetings to include meetings with: The Department of Health Alcohol and Drug Abuse Division, Hawaii Alcohol Policy Alliance, Tobacco -Free Hawaii Island, East Hawaii Drug Free Coalition, Hawai'i Fentanyl Taskforce, Hawaii Youth Services Network, Hokupa`a Council, Family Violence Interagency Committee (FVIC), Hawaii Substance Use Professional Development Board, and the Juvenile Justice State Advisory Council. Six Month Progress Report on Program Objectives for FY 2025-26 PROSECUTING• GENERALPR•SECUTION The Office of the Prosecuting Attorney has also participated in various community efforts and events that support prevention, education and intervention initiatives to include: Drive with Aloha Campaign and mural painting at various DOE schools, Ka`u Family Fun Day, Hawaii State Coalition Against Domestic Violence Conference, Kona Back to School Blast, Aha Ho`olokahi Native Hawaiian Health Summit, Gender -Based Violence Forum, domestic violence and substance abuse prevention sign -waving, Teen Dating Violence Training, and various educational fair events at schools in our County. The Office of the Prosecuting Attorney also continues to create and share education and events on our social media Instagram platform. 2. Coordinate continuing training/educational workshops to, promote healthy behaviors, crime prevention and early intervention initiatives. The CPU coordinated two youth sticker contests in partnership with the Department of Liquor Control. One contest focused on Healthy Choices and the other contest on Domestic Violence Prevention. Over a hundred youth participated in creating positive stickers reflecting each focus area. Stickers of the winning entries were printed and gift card prizes were provided by the Department of Liquor Control. In September, a movie screening of Screenagers: Under the Influence, was shown at the University of Hawaii at Hilo. This movie addressed vaping, drugs, and alcohol use by youth in the digital age. The screening was attended by service providers, DOE, and DOE youth in an alternative learning program. The University of Hawaii provided the location for the screening. The CPU continues to host the growing "It Takes a Village" Crime and Substance Abuse Prevention Networking and Resource Fair. Held in both East and West -Hawaii, the annual fair allows prevention providers the opportunity to network and focus on sharing resources with one another. This year, invitations were extended statewide which resulted in providers flying in from Honolulu and Kauai to participate and learn about services in Hawaii County. During Domestic Violence Awareness month in October, our office coordinated and supported awareness and educational efforts around domestic violence. This included coordinating the Domestic Violence Vigils held in East and West Six Month Progress Report on Program Objectives for FY 2025-26 PROSECUTING• GENERAL PROSECUTION Hawaii, a domestic violence awareness sign -waving in Puna, supporting the Hawaii Community College Domestic Violence Summit, and sharing information via emails and social media. 3. Provide meeting coordination and fiscal support to the County of Hawaii Committee on the Status of Women. Staff assisted in the coordination and facilitation of monthly Committee on the Status of Women meetings. Six Month Progress Report on Program Objectives for FY 2025-26 PROSECUTING ATTORNEY GRANT REVENUES 1. .State Forfeitures - State Department of the Attorney General, Civil Recoveries Division, State of Hawaii, $200,000. For use to assist crime prevention and healthy communities at the discretion of the Hawaii County Prosecuting Attorney. $137.50 2. Federal Forfeitures --United States Department of Justice and U.S. Treasury Department, $50,000. For use to assist crime prevention and healthy communities at the discretion of the Hawaii County Prosecuting Attorney. $0.00 STOP Violence Against Women - U.S. Department of Justice, STOP Violence Against Women Formula Grant Program, $179,328. One Employee — To improve prosecution of domestic violence cases involving adult women by dedicating a deputy to handle these cases. $57,450.00 4. Crime Victims Assistance Program (VOCA) - U.S. Department of Justice, Office for Victims of Crime Formula Grant Program, $709,048. Thirteen employees — To assist victims of crime through the judicial process, focusing on crimes such as homicide, sexual assault, child abuse and domestic violence. $687,404.00 5. Justice Assistance Grant (JAG) - U.S. Department of Justice, $150,000. For technology improvements. $0.00 6. Traffic Safety Training Grant - U.S. Department of Transportation, $175,000. To conduct statewide training .to improve law enforcement system response to traffic crash cases and improve highway safety. $0.00 Six Month Progress Report on Program Objectives for FY 2025-26 PROSECUTING ATTORNEY GRANT REVENUES 7. East Hawaii Big Island Juvenile Intake and Assessment Center (BIJIAC) - Hawai`i Office of Youth Services, $200,000. To support operation of a juvenile intake and assessment center in East Hawaii. $200,000.00 8. Substance Abuse Prevention Program - Hawai`i State Department of Health, Alcohol and Drug Abuse Division, $110,000. To fund a community assessment and strengthening of Substance Abuse Systems in the County of Hawaii. $0.00 9. USSS Electronic Crimes Task Force - U.S. Secret Service, $15,000. To reimburse overtime and other expenses related to official investigations by U.S. Secret Service's Hawaii Electronic Crimes Task Force. $0.00 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. $546,168.00 11. Victim/Witness Assistance - State Department of the Attorney General, $455,559. One employee — To assist crime victims and witnesses and their families by providing information, counseling, and support services primarily to victims of violent and property crimes. $443,371.00 12. National Criminal History Improvement Program - U.S. Department of Justice $200,000. To improve in the accuracy, quality, timeliness, immediate accessibility, and integration of national systems of criminal history and related records. $0.00 Six Month Progress Report on Program Objectives for FY 2025-26 PROSECUTING• 1. Sponsor and coordinate an island wide essay contest to increase awareness among students on the accomplishments of women in Hawaii County. No activity in the first half of fiscal 2026. 2. Promote awareness of Equal Pay for Equal Work for women. No activity in the first half of fiscal 2026. 3. Create and share a report on the status of women in Hawaii County. The Committee on the Status of Women Annual report for fiscal year 2025 has been created and shared. 4. Participate in local and/or off -island meetings or conference by sending at least one representative. The purpose of which will be to share information with the Committee members on current programs, legislation or issues that affect the status of women. No activity in the first half of fiscal 2026. 5. Update and disseminate the Hawaii Island Services Directory for Families across Hawaii County. The Hawaii Island Services Directory has been distributed. 6. Promote Teen Dating Violence Prevention/Education. No activity in the first half of fiscal 2026. 7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate with other organizations. No activity in the first half of fiscal 2026. Six Month Progress Report on Program Objectives for FY 2025-26 10 PROSECUTING• • •316M W"I RAN a 14mej a 11FLGROJIM 8. To the extent that it is safe to do so, hold rotating monthly meetings in East Hawaii, North Hawaii, South Hawaii and West Hawaii to better allow participation from the public. These will be held via Zoom until in -person meetings can safely resume. The Committee on the Status of Women has hybrid meetings in -person and on Zoom. 9. Support, through sponsorship, planning, promotion, and attendance, the Hawaii Island Women's Leadership Summit. No activity in the first half of fiscal 2026. 10. Promote awareness of Human Trafficking across Hawaii County. No activity in the first half of fiscal 2026. Six Month Progress Report on Program Objectives for FY 2025-26 11 I This page intentionally left blank PROSECUTING ATTORNEY GENERAL PROSECUTION 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. The Office of the Prosecuting Attorney prosecuted criminal cases in all Circuit, District, and Family courts in Hilo, Puna, Kona, North and South Kohala, Himakua, and Ka`u. In addition, we presented cases to the Grand Jury in Hilo and Kona and appeared in specialty courts such as the mental health calendar, Environmental Court, International Court, Adult & Juvenile Drug Court, Veterans Court and State Appellate Courts. 2. Maintain a professional, dedicated and trained staff to carry out the duties of the Prosecuting Attorney as defined under the County Charter. The Office of the Prosecuting Attorney encouraged and provided education and training opportunities to support staff development. Some of these trainings included: cybercrime, substance abuse prevention skills, investigating impaired driving collisions, protecting children online, current drug trends, criminal justice information network and databases, victim -centered trainings. 3. Provide for a statewide Traffic Safety Resource Prosecutor to develop effective enforcement strategies to reduce highway offenses, traffic collisions, and increase traffic safety. In the State of Hawaii there are two Traffic Safety Resource Prosecutors, one of which was a Deputy Prosecutor in our office who has been tasked with coordinating enforcement strategies to reduce highway safety violations and traffic crashes. 4. Maintain grant -funded specialized prosecution units that work collaboratively with the Hawaii Police Department and other law enforcement agencies to improve case outcomes for victims of violent crimes and crimes against persons. A total of $546,168.00 was received to maintain the Career Criminal Prosecution unit for the purpose of the identification, investigation, and prosecution of serious felony repeat offenders. Final Status Report on Program Objectives for FY 2024-25 PROSECUTING ATTORNEY GENERAL PROSECUTION Victim services 1. Attend to the needs of victims and witnesses in the criminal justice system by providing referrals to appropriate agencies, assistance with restitution and crime victim compensation. The Victim Assistance Unit (VAU) provided services to 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. Provide restorative justice options as appropriate. A total of 298 cases were screened for Victim Offender Conferencing, where 11 cases have been successfully completed. 3. Participate in community events that support victims (i.e. National Crime Victims' Rights Week and National Domestic Violence Awareness Month) and promote community safety. The Victim Assistance Unit has participated and facilitated numerous community events that support victims of crime. Events included the Annual Peace Walk and Vigil during October's Domestic Violence Awareness Month, the Walk a Mile in Her Shoes event, Child Abuse Awareness Month and Sexual Assault Awareness Month in April, and various career, school, and resource fairs. The Victim Assistance Unit participated in the Indigenous Peacekeepers Gathering hosted by Lamalama Ka Ulu and a car seat drive partnering with Crib Hawaii and Going Home Hawaii. Final Status Report on Program Objectives for FY 2024-25 PROSECUTING ATTORNEY GENERAL PROSECUTION Improving the criminal justice system 1. Coordinate continuing training/educational workshops to improve the criminal justice system. The Office of the Prosecuting Attorney coordinated the 2025 Statewide Law Enforcement Traffic Safety Training — "Prosecuting Impaired Drivers and Trial Advocacy Training". This training focused on investigation documentation, trial preparation, and prosecution of impaired drivers. Sixty participants gathered from various state and county departments throughout the state, with 41 of those participating from Hawaii County. In addition, the Office of the Prosecuting Attorney coordinated and provided broad training opportunities for new police recruits, law enforcement officers, prosecutors, victim service providers, social services, judiciary staff, youth, and youth service providers. 2. Collaborate with the Hawaii Police Department to discuss joint initiatives, policies, and procedures to strengthen investigations and prosecutions. The Prosecutor's administration maintained open lines of communication with the Hawaii County Police Department's (HPD) administration to address ongoing criminal justice system challenges, legislative issues and case law updates in order to seek innovative prosecution solutions. 3. Meet with law enforcement, government agencies, and community service providers to improve handling of domestic violence, child abuse, and sexual assault cases. The Prosecutor's Office coordinated monthly meetings for the Family Violence Interagency Committee and provided in-service training for police officers that respond to domestic violence incidents. 4. Meet with Hawaii criminal justice agencies and State branches to discuss appropriate interventions and consequences for offenders. The Prosecutor's administration maintained open lines of communication with State and County law enforcement counterparts to discuss potential legislative initiatives, to address crime trends and to keep abreast of solutions that are being implemented in other jurisdictions. Our Prosecuting Attorney's office collaborated with our crime prevention partners to develop proactive means of addressing substance misuse. Final Status Report on Program Objectives for FY 2024-25 PROSECUTING ATTORNEY GENERAL PROSECUTION Improving the juvenile justice system 1. Coordinate continuing training/educational workshops to improve delivery of services along the continuum of the juvenile justice system. The Office of the Prosecuting Attorney focused on building capacity in the areas of Substance Abuse and Domestic Violence/Sex Assault prevention through hosting prevention related trainings and sharing of training opportunities. 2. Collaborate with law enforcement, government agencies, and community service providers to discuss joint initiatives, interventions, policies and procedures to improve outcomes for juvenile offenders. The Office of the Prosecuting Attorney, Crime Prevention Unit (CPU), facilitated the Big Island Juvenile Intake and Assessment Center monthly meetings. These meetings included the Office of Youth Services, Hawaii County Police Department, Juvenile Probation, Child Welfare Services, Department of Health Family Guidance Center, The Salvation Army Family Intervention Services (FIS), and Hawaii Youth Correctional Facility. Office of Youth Services (OYS) conducted two monitoring visits this year. During one visit CPU arranged for a site visit to the FIS Youth Emergency Shelter and met with personnel there. The CPU hosted the annual "It Takes a Village" Crime and Substance Abuse Prevention Networking and Resource Fair in both East Hawaii and West Hawaii. This fair allowed prevention providers the opportunity to network and focus on sharing resources with one another. The CPU participated in and invited County Stakeholders to the National Institute of Criminal Justice Reform interview meetings in East and West Hawaii. The focus of their meetings was to assess the State of Hawai`i's current system of care for youth involved in our delinquency system. This project aims to gather data to identify gaps, needs, and strengths of our current system to start working on system reform and eliminating barriers to youth services in our community. This assessment served as an essential data -driven tool to better advocate for the needs of our Big Island keiki. Final Status Report on Program Objectives for FY 2024-25 PROSECUTING ATTORNEY GENERAL PROSECUTION Community initiatives to promote crime prevention and intervention and other efforts 1. Support prevention, education, and intervention initiatives directed at reducing crime and increasing public safety on issues such as domestic abuse, including to reduce child abuse and neglect, substance abuse, and impaired driving. The CPU attended and participated in monthly and quarterly service provider, community stakeholder and working group meetings to include meetings with: The Department of Health Alcohol and Drug Abuse Division, Hawaii Alcohol Policy Alliance, Hawaii Opioid Initiative, Tobacco -Free Hawaii Island, East Hawaii Drug Free Coalition, Hawaii Fentanyl Taskforce, Going Home Hawaii, Traffic Commanders, Hawaii Domestic Abuse Response Team (HDART), Hokupa`a Council, and various community awareness campaigns. CPU has also participated in the Drive with Aloha Campaign where murals with positive messaging have been created at various schools in Hawaii County. CPU continues to provide support to HPD's annual DARE Day in both East and West Hawaii. CPU staff presented our prevention efforts during a statewide Alcohol and Drug Abuse Division Prevention meeting. CPU has also been the liaison between Hawai`i's High Intensity Drug Trafficking Areas (HIDTA) prevention staff and stakeholders on Hawaii Island on various awareness campaigns and events. CPU staff started attending the Juvenile Justice State Advisory Council regularly and has started presenting the unit's efforts with each HPD recruit class. CPU staff are also members of the Hawaii SUPD (Substance Use Professional Development) Advisory Board and Hawaii Community College Advisory Council. During Domestic Violence Awareness month in October, our office continued to support awareness and educational efforts around domestic violence. This included coordinating the Domestic Violence Vigils held in East and West Hawaii, a domestic violence awareness sign -waving in Puna, supporting the Hawaii Community College Domestic Violence Summit, and sharing information via emails and social media. Final Status Report on Program Objectives for FY 2024-25 PROSECUTING ATTORNEY GENERAL PROSECUTION 2. Coordinate continuing training/educational workshops to promote healthy behaviors, crime prevention and early intervention initiatives. The Crime Prevention Unit coordinated the Strategic Prevention Framework Application for Prevention Success Training (SAPST) that was held in August. This four -day annual training is required for Counties to provide to prevention providers, especially those that are funded by the Hawaii State Department of Health - Alcohol and Drug Abuse Division. Strategic Prevention Framework (SPF) is an evidence -based process that incorporates assessment, capacity building, prevention planning, implementation, evaluation, sustainability, and cultural competence. The goal of the SAPST is to develop the basic knowledge and skills needed by substance misuse prevention practitioners to plan, implement, and evaluate effective, data -driven programs and practices that reduce behavioral health disparities and improve wellness. The CPU coordinated an LGB&T Cultural Humility Training in West Hawaii. This training was designed to increase knowledge and skills to effectively interact with LGB&T people, as well as support and provide affirming care and support, especially those impacted by substance use. This training was attended by various educators, service providers, as well as police officers. In April CPU 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 right here in our communities. Audience for this professional training included law enforcement, probation, prosecutors, judges, fire department and community organizations. 3. Provide meeting coordination and fiscal support to the. County of Hawaii Committee on the Status of Women. Staff assisted in the coordination and facilitation of monthly Committee on the Status of Women meetings. Final Status Report on Program Objectives for FY 2024-25 PROSECUTING ATTORNEY GRANT REVENUES 1. State Forfeitures - State Department of the Attorney General, Civil Recoveries Division, State of Hawaii, $200,000. For use to assist crime prevention and healthy communities at the discretion of the Hawaii County Prosecuting Attorney. $5,323.50 2. Federal Forfeitures - United States Department of Justice and U.S. Treasury Department, $50,000. For use to assist crime prevention and healthy communities at the discretion of the Hawaii County Prosecuting Attorney. $0.00 3. STOP Violence Against Women - U.S. Department of Justice, STOP Violence Against Women Formula Grant Program, $162,360. One Employee — To improve prosecution of domestic violence cases involving adult women by dedicating a deputy to handle these cases. $57,810.00 4. Crime Victims Assistance Program (VOCA) - U.S. Department of Justice, Office for Victims of Crime Formula Grant Program, $1,165,896. Thirteen employees — To assist victims of crime through the judicial process, focusing on crimes such as homicide, sexual assault, child abuse and domestic violence. $819,440.00 5. Justice Assistance Grant (JAG) - U.S. Department of Justice, $150,000. For technology improvements. $79,795.00 6. Traffic Safety Training Grant - U.S. Department of Transportation, $175,000. To conduct statewide training to improve law enforcement system response to traffic crash cases and improve highway safety. $162,695.88 Final Status Report on Program Objectives for FY 2024-25 PROSECUTING ATTORNEY GRANT REVENUES 7. East Hawaii Big Island Juvenile Intake and Assessment Center (BIJIAC) - Hawai`i Office of Youth Services, $200,000. To support operation of a juvenile intake and assessment center in East Hawaii. $200,000.00 8. Substance Abuse Prevention Program - Hawai`i State Department of Health, Alcohol and Drug Abuse Division, $110,000. To fund a community assessment and strengthening of Substance Abuse Systems in the County of Hawaii. $17,068.20 9. USSS Electronic Crimes Task Force - U.S. Secret Service, $15,000. To reimburse overtime and other expenses related to official investigations by U.S. Secret Service's Hawaii Electronic Crimes Task Force. $0.00 10. Career Criminal - State Department of the Attorney General, $457,198. Six Employees — To provide quick identification, prosecution and conviction of those persons making a career of crime. $546,168.00 11. Victim/Witness Assistance - State Department of the Attorney General, $445,712. One employee — To assist crime victims and witnesses and their families by providing information, counseling, and support services primarily to victims of violent and property crimes. $443,371.00 12. National Criminal History Improvement Program - U.S. Department of Justice $200,000. To improve in the accuracy, quality, timeliness, immediate accessibility, and integration of national systems of criminal history and related records. $0.00 Final Status Report on Program Objectives for FY 2024-25 PROSECUTING ATTORNEY COMMITTEE ON THE STATUS OF WOMEN 1. Sponsor and coordinate an island wide essay contest to increase awareness among students on the accomplishments of women in Hawaii County. Essay contest was not held. Discussions were held amongst the Committee on the Status of Women (CSW) members about the future of this objective. 2. Promote awareness of Equal Pay for Equal Work for women. This year CSW approved funding towards an Equal Pay Project focusing on a Social Media and TV Campaign. This campaign was in partnership with Na Leo TV and hosted a contest to create social media tiles and short videos to raise awareness and call attention to equal pay. The project provided gift card prizes to 20 participants. Selected media was shared via social media and tv stations. 3. Create and share a report on the status of women in Hawaii County. The CSW produced a community and voter survey report which reported on women's issues in Hawaii County. 4. Participate in local and/or off -island meetings or conference by sending at least one representative. The purpose of which will be to share information with the Committee members on current programs, legislation or issues that affect the status of women. The CSW participated in the State of Hawai`i's Department of the Attorney General's Mitlama `Ghana Working Group (MOWG). Participated in Permitted Interaction Group's final report in 2025. The CSW, in partnership with the League of Women Voters Hawaii County (LWVHC), participated in Yes, She Can: Get Out the Vote 2024 effort to increase voter registration, education and promote voting in Hawaii County, particularly for women. CSW participants also attended the opening of the 2025 Legislative Session on Oahu. 5. Update and disseminate the Hawaii Island Services Directory for Families across Hawaii County. The CSW updated and distributed the 2024-2025 Hawaii Island Services Directory. Both print and online copies were made. 15,000 physical copies were printed. Final Status Report on Program Objectives for FY 2024-25 PROSECUTING ATTORNEY COMMITTEE ON THE STATUS OF WOMEN 6. Promote Teen Dating Violence Prevention/Education. Teen Dating Violence cards were distributed at community events throughout the year. New cards are being redesigned and updated for future use. 7. Extend outreach on Domestic Violence Prevention, expanding efforts to collaborate with other organizations. Created and collaborated with various partner organizations throughout the year, including monthly Family Violence Interagency Committee meetings in East and West Hawaii. In October the CSW participated in many events including sign waving, vigils, etc., and promoted the awareness and prevention of domestic violence throughout Hawaii island. 8. To the extent that it is safe to do so, hold rotating monthly meetings in East Hawai'i, North Hawaii, South Hawaii and West Hawai'i to better allow participation from the public. These will be held via Zoom until in -person meetings can safely resume. CSW meetings were held via Zoom and offered in -person on the third Wednesday of each month. 9. Support, through sponsorship, planning, promotion, and attendance, the Hawai'i Island Women's Leadership Summit. This event has been tabled this year; however the Hawaii Island Women's Leadership Forum revived the Charter Committee to resume program planning for implementation around Hawai'i Island. Planning has focused on hosting leadership workshops online and in -person. 10. Promote awareness of Human Trafficking across Hawai'i County. The CSW participated in the Human Trafficking Awareness Campaign and Human Trafficking Awareness Training for staff and parents of Keaukaha Elementary School. Final Status Report on Program Objectives for FY 2024-25 10 22 PUBLIC WORKS PUBLIC WORKS ADMINISTRATION 1. Update website to improve accessibility to department information. The Department of Public Works (DPW) continued to increase efforts in providing easily accessible information to the public. The DPW website shares weekly roadwork updates with associated GIS maps for the Engineering, Highway Maintenance, and Traffic Division projects. Users can also connect to the EPIC permitting system, submit requests for information and concerns, and view department updates and announcements from the website's homepage. 2. Implement software to automate work orders and improve both project and asset management. Development and staff training for the Automotive Division's work order management software (MaintStar) was launched at the beginning of FY 2025-26. Testing of the program began with the Highway Maintenance Division in December 2025. The system was also set up to track and manage repairs, preventative maintenance, and fuel usage of county operated fleet. The Building and Engineering Division participated in training for the procured Project Management Software (AutoDesk). Training was also offered to other departments that manage construction projects including Office of Housing and Community Development, Department of Environmental Management, and Department of Parks and Recreation. 3. Reduce the use, of paper and digitize files. Initiated the Automotive Division transition to a work order management software. It is anticipated that the department will eliminate the requirement of maintaining paper work orders, increasing operational efficiency. The county -wide implementation of CoHnect assisted department efforts to minimize the use of paper and digitize files as hard copy invoices and supporting documents could be submitted electronically. Six Month Progress Report on Program Objectives for FY 2025-26 PUBLIC WORKS ADii&ISTRATION 4. Update all Department policies and procedures. After implementation of new software systems, the Automotive, Engineering and Building divisions will need to update or develop appropriate standard operating guidelines. j 5. Manage requests and complaints in a consistent manner and ensure responsiveness. In FY 2025-26, as of December 31, 2025, 69 Requests for Information (RFI) were received and 278 complaints were recorded. Requests and complaints were received via phone, website, or in person. All requests were processed in a timely manner based on the content and complexity of the request. 6. Provide ongoing customer service and public relations programs that provide transparency and facilitate interaction and education with the public, other County departments, and all stakeholders. DPW coordinated and participated in the Monthly Public Update Meeting for Reconstruction of Lava Inundated Roads Projects; ensuring communication to community members. Staff representatives also attended County or community - facilitated career fairs or other community events as requested to share information on what's happening at DPW. Customer and contractor engagement for the building permitting process increased resulting in more permits being processed in a timely manner. 7. Achieve one third of our average employee count to participate in County provided training per year. 163 employees, or 45%, of the total departmental employees received safety related training from July 1, 2025 to December 31, 2025. 301 employees, or 82% of the total departmental employees, received non -safety related training from July 1, 2025 to December 31, 2025. The significant percentage for non -safety related training is due to the county -wide implementation of CoHnect. Six Month Progress Report on Program Objectives for FY 2025-26 PUBLICWORKS BUILDING 1. Continue to configure the Electronic Processing and Information Center (EPIC) system for Building Permit issuance, inspection, and code enforcement. Ongoing configurations to improve EPIC remain a priority for the Building Division. The Code Enforcement module is in use with ongoing development and a goal to complete module implementation by July 2026. 2. Issue Residential Building Permits within 60 calendar days of submittal when applications are complete, and no corrections are required. In FY 2025-26, as of December 31, 2025, a total of 2,027 total residential building permits were issued and 1,243 or 61%, were issued without resubmission. Of the total residential building permits issued without resubmissions,1,080 or 87% were issued within 60 calendar days. 3. Complete Building Permit inspections within two business days of notice. In FY 2025-26, as of December 31, 2025, a total of 13,147 building permit inspections (BLD, ELE, PLM, Sign) were completed. Of the total building permit inspections, 9,133 or 69% were completed within two business days. The average days to complete building permit inspections were 2.36 days. 4. Initiate an investigation of an alleged Building Code violation within 30 calendar days of a complaint. In FY 2025-26, as of December 31, 2025, a total of 171 complaints were received. Of the 171 complaints received,155 or 91% of complaints had investigations initiated within 30 calendar days. 5. Complete Work Orders Requests for County facilities within 30 calendar days of receipt. In FY 2025-26, as of December 31, 2025, a total of 762 county facilities related work order requests were received. Of the total work order requests, 599 or 79% of requests were completed within 30 calendar days. Six Month Progress Report on Program Objectives for FY 2025-26 PUBLIC• BUILDING 6. Deliver funded CIP Projects. In FY 2025-26, as of December 31, 2025, a total of four CIP projects were completed. Projects included: - Public Safety Complex Temporary Package Air Conditioning - County Building Roof Drain Line Repairs - Hilo Lagoon Sanitary Piping Repairs - Polic Temporary Cold Storage Six Month Progress Report on Program Objectives for FY 2025-26 PUBLIC WORKS ENGINEERING 1. Participate in the State/Federal Highway Administration (FHWA) Statewide Transportation Improvement Program (STIP). In FY 2025-26, as of December 31, 2025:. FHWA projects currently in construction are the Honoli`i and Kaiwilahilahi Stream Bridges, Mamalahoa Highway Resurfacing - Palani Road to Kamalani Street, and Mamalahoa Highway Resurfacing - Kalamauka Road to Ha`awina Street projects. FHWA projects currently in the bidding/award phase are the Kahakai Boulevard Shoulder Improvements Part 1, Safe Routes to Waiakea Schools Part 1, and Mohouli Street Rehabilitation projects. FHWA projects currently in design are the Safe Routes to Waiakea Schools Part 2, Safe Routes to Waiakea Schools Part 3, Safe Routes to Hilo Union School, Waima`au`au Stream Bridge Repair, and Ka`ahakini Stream Bridge Replacement projects. FHWA projects are funded (from 80% to 100%) by the Federal Highway Administration. The Engineering Division also participates in the FEMA Disaster Relief and Emergency Assistance Program. In FY 2025-26, as of December 31, 2025, portions of the $81 million Lava Inundated Recovery Projects (Highway 137A and Pohoiki Road) are under construction. Also, the $22 million Hurricane Lane Recovery Projects are in various stages of design, construction, or completion. FEMA projects are 75% funded by the Federal Government. 2. Complete County CIP drainage and Roadway projects on time, and within budget. In FY 2025-26, as of December 31, 2025: County,CIP (Drainage and Roadway) projects Pauahi Bridge Rehabilitation, Hilo Shipman Drywells Drainage Improvements Part 1, 1538 Wailuku Drive Drainage Improvements, and Intersection of AIN Drive and Hualalai Road Drainage Improvements were completed. 3. Prepare in-house parcel maps within a three-month time frame for road encroachments, easements, and parcel mapping. There were eight parcel maps prepared by Engineering Division during the period July 1, 2025 to December 31, 2025. Six Month Progress Report on Program Objectives for FY 2025-26 PUBLIC WORKS ENGINEERIN 4. Process time -sensitive documents such as environmental assessments, subdivision applications, variance applications, change of zones, State land use (SLUs), use permits, SMAs, special permits, and `ohana dwellings, by the stipulated deadlines. 85% of all time -sensitive documents received were responded to or processed by the stipulated deadlines. 5. Process, within a one -month timeframe, subdivision and commercial development construction plans, drainage reports, solely Chapter 10 plans (i.e. grading, grubbing, and stockpile), solely Chapter 22 plans (i.e. permit to work within the County right- of-way, sidewalk use, private waterline, etc.), complaints, and environmental matters that do not have a stipulated deadline. The division responded to or processed 93% of the tasks, within one month, that did not have a stipulated deadline which is an increase from the previous reporting period. 6. Process all permits issued by the Division, including building permits, within one month. 100% of permits issued by the Division were processed within one month from the day they were received. 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. Biannual RTN inspections were completed for 23 NBI bridges, representing approximately 15% of the total 157 bridges, during FY 2025-26, as of December 31, 2025. 8. Initiate and oversee repair and maintenance and/or replacement projects of bridges due to deterioration, deficiencies, and defects. The bridge projects listed below are currently in the design phase: Four Mile Creek Bridge - replacement Hualolo Stream Culvert — scour repair Ka`ahakini Bridge - replacement Ka`ie`ie Stream _Bridge - scour repair Six Month Progress Report on Program Objectives for FY 2025-26 PUBLIC WORKS ENGINEERING Kaiwiki Bridge #1 - rehabilitation Kalopa Gulch Bridge — scour repair Kaula Gulch Bridge - scour repair Kawainui Stream Bridge — scour repair Makes Stream Permanent Bridge - replacement `Ope`a Stream Bridge — scour repair and rehabilitation Upper Pi`ihonua Bridge — scour repair Waianuenue Avenue Bridge - rehabilitation Waika`alulu Gulch Bridge [44-6] — scour repair Waika`alulu Gulch Bridge [44-8] — rehabilitation Waima`au`au Stream Bridge [28-1] — replacement The bridge projects listed below are currently in the construction phase: Kaiwilahilahi Stream Bridge — rehabilitation Honoli`i Stream Bridge — rehabilitation Hakalau Stream Bridge Kanna Road - scour repair Hanawi Stream Bridge - scour repair Nanue Stream Bridge - scour repair Pahe`ehe`e Stream Bridge - scour repair Kaiwiki Road Bridge - scour repair Pi`ihonua Bridge - scour repair Wailuku Bridge #1 [23-2] — railing repair The bridge project listed below has been completed: Pauahi Street Bridge — replacement 9. Conduct structural analyses to determine the load rating (Inventory and Operating) of in-service bridges registered in the NBI, as needed. A total of one bridge load rating was completed during FY 2025-26, as of December 31, 2025. 10. Conduct underwater inspections of NBI registered in-service bridges, as needed. No underwater inspections were conducted during FY 2025-26, as of December 31, 2025. Six Month Progress Report on Program Objectives for FY 2025-26 PUBLIC WORKS AUTOMOTIVE 1. Perform at least 90% of the work to repair, maintain, and weld all County vehicles and equipment that belong to various County departments and agencies, thereby reducing the reliance on third -party vendors. 1,423 of 1,634, or 87%, of work orders received were completed. Seventy nine of these work orders were serviced by contracted vendors. 2. Reduce the backlog of monthly repairs of the Construction Equipment section from the prior fiscal year. In FY 2024-25 there was an average monthly repair backlog of 41 in the Construction Equipment section. In FY 2025-26, as of December 31, 2025, it increased by eight, bringing the average monthly repair backlog to 49. 3. Reduce the backlog of monthly repairs of the Automotive section from the prior fiscal year. In FY 2024-25 there was an average monthly repair backlog of 47 in the Automotive section. In FY 2025-26, as of December 31, 2025, it increased by five, bringing the average monthly repair backlog to 52. Six Month Progress Report on Program Objectives for FY 2025-26 PUBLIC WORKS FLOOD CONTROL 1. Continue to conduct semi-annual inspections of flood control systems in concert with USACE and NRCS. Semi-annual inspections of various flood control systems were performed as of December 31, 2025. 2. Based on inspections, Engineering and Highways work to develop and implement plans to repair and maintain flood control systems. a. Prevent deterioration of structures by repairing them within six months. Maintenance and repair work of various flood control systems to prevent deterioration of structures were performed throughout the first half of FY 2025-26. b. Clear debris such as mud, rocks, branches, etc. from channel within three months. Maintenance and clearing of debris from channels were performed throughout the first half of FY 2025-26. c. Control weed and brush growth by using herbicides and mowing quarterly. Control of weed and brush growth within flood control systems were performed quarterly. Six Month Progress Report on Program Objectives for FY 2025-26 r This page intentionally left blank .,,PUBLIC p,, ADMINISTRATION 1. Update website to improve accessibility to department information. The Department of Public Works (DPW) website has transitioned from Granicus to ArcGIS to better serve the community requiring less clicks and easier access to information. To enhance community information, a list of roadwork updates with associated GIS maps were created and updated weekly to display DPW Engineering and Highway Maintenance Division projects. 2. Identify software to automate work orders and improve asset management. Project/Construction Management Software was purchased to assist with standardizing design and construction contract processes County -wide. A Workorder Software Management System for the Automotive Division was purchased to improve efficiency of workorder processing, tracking, and recordkeeping. A Building Asset Management system was budgeted for FY 2025-26 to help improve efficiencies in tracking facility inventory, repairs, and maintenance. 3. Reduce the use of paper and digitize files. The Highway Maintenance Division and Traffic Division continue to use their respective Asset Management/Work Order Systems to house workflow, inventory, and other necessary documents electronically. The Administration Division's Contracts Section has created an avenue for vendors to submit invoices electronically. They are also transitioning to processes for electronic reviewing and signing of documents. 4. Update all Department policies and procedures. The Highway Maintenance Division completed work on their Standard Operating Procedures (SOPs). SOPS were presented to members of the Hawaii County Council on September 2, 2025, during the Communications, Reports, and Council Oversight Committee by Acting Director and Consultant. Final Status Report on Program Objectives for FY 2024-25 PUBLIC WORKS ADMINISTRATION 5. Manage requests and complaints in a consistent manner and ensure responsiveness. Public Works Administration Division processed 156 Requests for Information (RFI) and recorded 604 complaints received for all Divisions. Requests and complaints were either received by phone, by website, or in person. All requests were processed in a timely manner based on the content and complexity of the request. 6. Provide ongoing customer service and public relations programs that provide transparency and facilitate interaction and education with the public, other County departments, and all stakeholders. • Attended community meetings, events, job fairs held by Hawaii Island schools and colleges • Created a weekly roadwork report that is sent to all County of Hawaii County Council members, County of Hawaii departments, and community members • Attended Mayor's Community Meetings held island wide 7. Achieve one third of our average employee count to participate in County provided trainings per year. 205 employees or 56% of the total departmental employees received safety related training in FY 2024-25. 177 or 49% of the total departmental employees received non -safety related training in FY 2024-25. Final Status Report on Program Objectives for FY 2024-25 PUBLIC WORKS BUILDING 1. Fully implement and transition to the Electronic Processing and Information Center (EPIC) system to improve the Building Permit application and inspection processes. The Building. Division transitioned to the EPIC system in July 2021. EPIC consists of three primary modules: Permit Management, Inspection Management, and Code Management. The system is designed to support configuration and customization, thereby streamlining the processing of building permit applications, the scheduling of inspections, and the enforcement of building codes. In May 2025, the Building Division implemented EPIC's annual software update, upgrading from version 2023 to version 2024. This update was necessary to maintain continued support for the Division's electronic plan review process. In addition, the update included enhancements intended to improve system functionality and overall performance. In June 2025, the Building Division implemented Tyler Payments to replace BridgePay for online payments. Support for BridgePay's application program interface (API) by Tyler Technologies was discontinued in December 2024, requiring the transition. The Building Division continues to provide Supervisors with automated daily reports, which track the number of days permits remain in various processing queues. These reports enable more effective management of production, support the equitable distribution of staff resources, reinforce the Division's first -come, first -serve service model, and reduce the potential perception of favoritism in permit processing. In August 2024, the Building Information Technology (BIT) Section was expanded with the addition of a Permit System Coordinator position. This role provides documentation of EPIC production workflows, develops user guidelines, and supports training for Permit Clerks, Plans Examiners, and Building Inspectors. The development of guidelines and delivery of staff training remain critical to the effective utilization of the EPIC system. Final Status Report on Program Objectives for FY 2024-25 PUBLIC WORKS BUILDING In 2025, BIT initiated work on implementing the EPIC Code Management module. Once deployed, this module will provide enhanced capabilities for the organization, management, and tracking of building code complaints. It is expected to improve the accuracy of data reporting and strengthen customer service response times. 2. Issue Residential Building Permits within 60 calendar days of submittal when applications are complete, and no corrections are required. Of the 4,002 permits issued, 2,189 (55%) were issued without comments/resubmittals. Of the 2,189 permits, only 1,097 (50% met the 60- calendar day target. The average processing time was found to be 84 calendar days. Average Calendar Days for Building Division Production Durations When Permit Applications and Plans are Correct Phase ( Average Duration Intake 23 Planning Dept Review 1 Building Plan Review 22 Pre -Issuance Processing 37 3. Complete Building Permit inspections within two business days of notice. In FY 2024-25, a total of 23,591 were completed. Of the 23,591 inspections, 15,663 or 66% were completed within two business days. The average duration of inspections ranged 2.3-2.7 days for building, electrical, and plumbing inspections. But sign inspections lagged at 7.1 days due to low volume and scheduling gaps. Final Status Report on Program Objectives for FY 2024-25 PUBLIC WORKS BUILDING West Hawaii inspector shortages continue to reduce performance. East Hawaii inspectors continue cross island support, but travel overhead limits productivity, even with overtime. Average Workdays Inspections Inspection Number from Inspection Completed in o Met Target /o Type Request to Actual 2-days or less Inspection' 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% Sin 17 7.18 4 23.53% TOTAL 23,591 2.48 15,663 66.39% 4. Initiate an investigation of an alleged Building Code violation within 30 calendar days of a complaint. The objective is to initiate an investigation into an alleged Building Code violation within 30-calendar days of complaint receipt. 395 complaints were received by DPW and referred to Building Division. 214 of these cases (54%) were initiated within 30 days, with remaining cases pending or delayed, primarily due to caseload capacity. o Note: Initiated means Staff logged the complaints and requested site access from Owner. Implementation of the Code Management module is expected to significantly improve initiation rates by providing automated tracking, reminders, and dashboards. Final Status Report on Program Objectives for FY 2024-25 PUBLIC WORKS BUILDING 5. Complete Work Orders Requests for County facilities within 30 calendar days of receipt. The goal is to complete work orders within 30 calendar days of receipt. • Various County Departments submitted 1,753 Work Orders. • 1,068 Work Orders (61%) were completed within the goal period. • A total of 1,608 Work Orders were completed. • Of the remaining 145 Work Orders, four were forwarded to Design & Engineering, and 19 were forwarded to General Services. The balance of 122 Work Orders is pending or delayed, primarily due to caseload capacity or complexity of the Work Order. Repair & Maintenance is continuing to process Work Orders from FY 2024-25. Work Orders that take longer than 30-calendar days are primarily due to projects requiring fabrication, material/requisition delays, and other Departments not providing Purchase Orders on time. 6. Deliver CIPProjects that have been funded. Survey & Assessment Phase: • Hazardous Materials Assessment at various County Facilities. Scoo a Phase: • Mass Transit: Dual charging stations, 220v for vehicle lift & port, charger, load study, fuel station canopy with fuel containment. • MEPA: o Caption Cook Fire: Roof hatch. o Volcano Volunteer Fire: Window awnings. o PShoa Police: Water fountain. o Makalei Fire: Water fountain. o Aupuni Center: Temporary restroom. Final Status Report on Program Objectives for FY 2024-25 PUBLIC WORKS BUILDING o Carpentry Shop Roof Replacement. o South Kohala (Waimea) DPW Base yard Roof Replacement and Improvements. o Traffic Division, Hulikoa, Interim Improvements. Design Phase: • Public Safety Complex Improvements Phases A, B, and C. • Aupuni Center Sewer Renovations Phase 4. • Civil Defense Radio Tower Remediation — Na`alehu Pasture, Ka`u Police Station, and Kulani Core. • Kealakehe Animal Control Facility. • East Hawaii Animal Control Facility Phases IB and IC. • Fire Station Extractors. • Wailkea Fire Station Reroofing. • Kaumana Fire Station Reroofing. • Kailua Fire Station Reroofing. • Honoka`a Police Station Reroofing. • Hawaiian. Paradise Park Fire Station Addition and Improvements. • South Kohala Fire Station Hangar. • Hilo Armory Renovations. Permitting Phase: • East Hawaii Animal Shelter Phase IA. Construction Procurement (Bid) Phase: • Aupuni Center Sewer Renovation Phases 2A, 2B, and 3. Construction Phase: • Aupuni Center Roof Replacement and Exterior Painting. • VRL — Licensing Temporary Relocation to Kaiko`o. • PGV Radio Equipment Structure and Site Improvements. • Central Fire Station Reroofing. • Central Fire Station Ceiling Remediation. • Hawai`i County Police Department Temporary Morgue. Final Status Report on Program Objectives for FY 2024-25 PUBLIC WORKS BUILDING Close -Out Phase: • Pahala Fire Station Reroofing. • Public Safety Building Complex Emergency Cooling Tower Replacement. • Waiikea Fire Station Electrical Improvements. • Hawai`i County Emergency Call Center. Final Status Report on Program Objectives for FY 2024-25 PUBLIC WORKS ENGINEERING 1. Participate in the State/Federal Highway Administration (FHWA) Statewide Transportation Improvement Program (STIP). In FY 2024-25: FHWA projects that completed construction are the Waikoloa Road Rehabilitation (FHWA) and Lanikaula Street Rehabilitation — Kilauea Avenue to Manono Street (FHWA) projects. Projects currently in construction are the Honoli`i Stream and Kaiwilahilahi Stream Bridges (FHWA), and Mamalahoa Highway Resurfacing — Part 1, Part 2, & Part 3 (FHWA) projects. Projects that are in the various stages of biddinglaward are the Safe Routes to Waiakea Schools - Kilauea Part 1 (FHWA) and Kahakai Boulevard Shoulder Improvements SRTS Part 1(FHWA) projects. Projects currently in design are the Mohouli Street Rehabilitation (FHWA); Safe Routes to Waiakea Schools — Kilauea Parts 2&3 (FHWA), Kahakai Boulevard Shoulder Improvements SRTS Part 2 (FHWA), and Kaiwiki Bridge #1 and `Opea Stream Bridge (FHWA). FHWA projects are funded (from 80% to 100%) by the Federal Highway Administration. The Engineering Division also participates in the FEMA Disaster Relief and Emergency Assistance Program. In FY 2024-25, the $81 million Lava Inundated Recovery Projects began construction on the Highway 137A project and awarded the contract for Upper and Lower Pohoiki Road. Also, the $22 million Hurricane Lane Recovery Projects are in various stages of design, construction, or completion. FEMA projects are 75% funded by the Federal Government. 2. Complete County CIP drainage and Roadway projects on time, and within budget. Construction of the Pauahi Street Bridge Reconstruction and the Hilo Shipman Drywells Drainage Improvements projects were completed. Projects currently under construction are the Drainage Improvements at 1538 Wailuku Drive and the AIN drive and Hualalai Road Drywell projects. Projects currently in the planning and design phases include the Kawili Street Shoulder Improvement Project, the Manono Street Shoulder Improvements, the Waikoloa/Paniolo Avenue Intersection, and the Waipi`o Valley Road Safety Improvements projects. Prepare in-house parcel maps within a three-month time frame for road encroachments, easements, and parcel mapping. There were 11 parcel maps prepared by the Engineering Division. Final Status Report on Program Objectives for FY 2024-25 PUBLIC WORKS ENGINEERING 4. Process time -sensitive documents such as environmental assessments, subdivision applications, variance applications, change of zones, State land use (SLUs), use permits, SMAs, special permits, and `ohana dwellings, by the stipulated deadlines. 47% of all time -sensitive documents received were responded to or processed by the stipulated deadlines. The reduction in percentage is due to staff vacancies and turnover in the Regulatory Section during this period. 5. Process, within a one -month timeframe, subdivision and commercial development construction plans, drainage reports, solely Chapter 10 plans (i.e. grading, grubbing, and stockpile), solely 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. Responded to or processed 74% of the tasks, within one month, that did not have a stipulated deadline. The reduction in percentage is due to staff vacancies and turnover in the Regulatory Section during this period. 6. Process all permits issued by the Division, including building permits, within one month. 100% of permits issued by the Division were processed within one month from the day the permit was received. 7. Comply with the National Bridge Inspection (NBI) and other Federal, State, and County of Hawaii bridge inspection regulations including preparation and submission of bridge reports, by conducting bi-annual inspections of the 145 bridges in the NBI program. Completed bi-annual inspections on 75 bridges in FY 2024-25. 8. Initiate and oversee repair and maintenance and/or replacement projects of bridges due to deterioration, deficiencies, and defects. The bridge projects below are currently in the design phase: • Four Mile Creek Bridge — replacement • Hualolo Stream Culvert — scour repair • Ka`ahakini Bridge — replacement • Ka`ie`ie Stream Bridge [27-31— scour repair Final Status Report on Program Objectives for FY 2024-25 10 PUBLIC WORKS ENGINEERING • Kaiwiki Bridge #1— rehabilitation • Kal6pa Gulch Bridge [44-71— scour repair • Kaula Gulch Bridge 141-11— scour repair • Kawainui Stream Bridge [27-71 — scour repair • Makea Stream Permanent Bridge — replacement • `Ope`a Stream Bridge [31-21— scour repair and rehabilitation • Upper Pi`ihonua Bridge 125-11— scour repair • Waianuenue Avenue Bridge - rehabilitation • Waika`alulu Gulch Bridge [44-61— scour repair • Waima`au`au Stream Bridge [28-11— replacement The below bridge projects are currently in the bidding/construction phase: • Hakalau Stream Bridge Kanna Road - scour repair • Hanawl Stream Bridge - scour repair • Honoli`i Stream Bridge — rehabilitation • Kaiwiki Road Bridge [26-31 • Kaiwilahilahi Stream Bridge — rehabilitation • Nanue Stream Bridge - scour repair • Pahe`ehe`e:Stream Bridge [28-31 - scour repair • Pauahi Street Bridge— replacement • Pi`ihonua Bridge - scour repair • Waika`alulu Gulch Bridge [44-81 — rehabilitation • Wailuku Bridge #1 [23-2] — railing repair 9. Conduct structural analyses to determine the load rating (Inventory and Operating) of in-service bridgesregistered in the NBI, as needed. There were two bridge load ratings completed in FY 2024-25. 10. Conduct underwater inspections of NBI registered in-service bridges, as needed. There was one underwater inspection conducted in FY 2024-25. Final Status Report on Program Objectives for FY 2024-25 11 PUBLIC WORKS AUTOMOTIVE 1. Perform at least 90% of the work to repair, maintain, and weld all County vehicles and equipment that belong to various County departments and agencies, thereby reducing the reliance on third -party vendors. Completed 94%, or 3,171 of 3,356 work orders received. 182 of these work orders were serviced by contracted vendors. 2. Reduce the backlog of monthly repairs of the Construction Equipment section from the prior fiscal year. In FY 2023-24 there was an average monthly repair backlog of 58 in the Construction Equipment section. In FY 2024-25, it decreased by 17, bringing the average monthly repair backlog to 41. 3. Reduce the backlog of monthly repairs of the Automotive section from the prior fiscal year. In FY 2023-24 there was an average monthly repair backlog of 45 in the Automotive section. In FY 2024-25, it increased by two, bringing the average monthly repair backlog to 47. Final Status Report on Program Objectives for FY 2024-25 12 PUBLIC WORKS FLOOD CONTROL 1. Continue to conduct semi-annual inspections of flood control systems in concert with USACE and NRCS. Highway Maintenance conducted semi-annual inspections of flood control systems for compliance with USACE and NRCS. 2. Based on inspections, Engineering and Highways work to develop and implement plans to repair and maintain flood control systems. a. Prevent deterioration of structures by repairing them within six months. Maintenance and repair work of various flood control systems to prevent deterioration of structures were performed from July 1, 2024 to June 30, 2025. b. Clear debris such as mud, rocks, branches, etc. from channel within three months. Maintenance and clearing of debris from channels were performed within three months throughout FY 2024-25. c. Control weed and brush growth by using herbicides and mowing quarterly. Control of weed and brush growth within the flood control systems were performed quarterly. Final Status Report on Program Objectives for FY 2024-25 13 This page intentionally left blank 23 RESEARCH & DEVELOPMENT RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS 1. Increase consumption of local agricultural and value-added products by expanding marketing and education at the local, national, or international levels. Facilitated six Resort Local Food Purchasing Initiative steering committee meetings to develop baseline resort local food purchasing data, identify challenges, and opportunities. Two working groups were formed on purchasing/procurement, and events. A farm tour to connect farmers with buyers from resorts and distributors was held on December 2"d for 25 attendees. The County's Local Food Producer Expansion Program (a.k.a. Malama Da Farmer), administered by the Food Basket, awarded $710,000 in grants, through ARPA funds, ranging from $5,000425,000 to 32 producers. Awardees continued to implement their projects, and some have fully completed their grant contracts. The County's Certified Kitchen Cohort Technical Assistance program conducted five commercial kitchen workshops and monthly cohort meetings. Workshops covered developing HACCP Plans, Value Added Products, Capitalization, Marketing and Feasibility, and Business Planning. More than 40 commercial kitchens and food -related businesses received personalized technical assistance in the program. Additionally, the program funded seven cohort members to attend the 2025 Shared Kitchen Summit in Cleveland, Ohio. Attendees reported the summit was informative and valuable to their operations. Hosted the Agritourism Working Group Session on October 29, in Volcano. Nineteen agricultural producers and small business owners from Hawaii Island shared experiences, challenges, and opportunities. Participants discussed strengthening collaboration, compliance, and key resources that could enhance the sustainability and growth of their operations. The Department supported the Feral Pig Management Plan and contracted Malama O Puna to produce it. MOP and Council Member Kierkiewicz organized the Smoke It Festival to promote the consumption of feral pork, featuring a variety of dishes created by local chefs. Chaired the State Task Force on Meat Donation/Processing Program. A draft report surveyed the hunters, processing facilities, and food distribution organizations on their willingness to donate, process, and distribute feral protein to under-resourced and homeless communities. Liability, confusion over Department of Health safe food handling Six Month Progress Report on Program Objectives for FY 2025-26 RESEARCH : DEVELOPMETIZ.. AGRICULTURE & ••D SYSTEMS requirements, federal regulations, and cleaning costs for processing facilities were the primary issues raised. 2. Support research, development, control, and education that improves agricultural production, quality, resilience, and producer viability or reduces the impact of pests or disease on agricultural crops, livestock, forests, or the community. Collaborated with Council Member Ashley Kierkiewicz's office to host the 2025 Agripolicy Summit, which brought together 160 stakeholders. The Summit prioritized policies across six broad areas, including items from the 2024 Agripolicy Summit, the County's draft General Plan, state and county bills and proposals, and community priorities. The Team continued the development of the County's Regional Agriculture and Food Systems Plan. Staff facilitated regular meetings with the Stakeholder Advisory Committee to determine the structure, objectives, and more than 40 content areas. A hybrid convening was held on August 611, with 55 participants. Preparations for the 2026 Food Summits have commenced. Collaborated with the Real Property Tax Office and UH CTAHR to host three informational workshops on Agricultural Use Tax Programs in Kona, Hilo, and Waimea, attracting 192 participants and one online workshop with 287 registrants. Held a workshop at the Agriculture Technical Assistance & Finance Hui meeting on September 24, 2025, to introduce the Agrifood System Plan development process and gather feedback on technical assistance, including production support, business and financial assistance, marketing, organizational development, regulatory navigation, and technological support. The Department served as the County's representative in the multi -agency response to the infestation of the Coconut Rhinoceros Beetle (CRB) in West Hawaii. The County supported the survey and control efforts by organizing an educational workshop and trap distribution, working with the Department of Public Works to provide boom trucks and operators to facilitate pesticide application and requested an additional green waste collection site. The Department also worked with the Mayor's Office to issue a voluntary stop movement of CRB breeding materials outside of the known area of CRB activity. Six Month Progress Report on Program Objectives for FY 2025-26 RESEARCH : DEVELOPMENT The Department welcomed CTAHR and County supported Livestock agent, Prem Mahato. He immediately started working with East Hawaii hog producers, familiarized himself with other livestock industries, and continued to monitor the avian flu. 3. Support collaboration, innovation, resource development, and programmatic sustainability throughout the food system to reduce food waste, improve producer viability and resilience, develop workforce development pathways, or increase access to locally produced food among low-income residents. Supported the planning and facilitation of the annual Transforming Hawaii Food Systems Together statewide on December 8-9, 2025, at the Wahiawa Product Innovation Center in Oahu. The event convened over 150 stakeholders to share research findings, plan initiatives, and prioritize policy. The 2025 theme focused on Food System Resilience and Disaster Preparedness. Facilitated four Hawaii Island Food Alliance (HIFA) network meetings and five steering committee meetings. The meetings provided partner updates and hosted presentations on Gleaning Programs, Disaster Resilience, Rat Lung Worm, Community Food Security Plan Development, and the 2025 Food Insecurity Report. As part of the County's Improving Community Food Security program (administered by the Food Basket with ARPA funds), focus groups convened in nine communities. to discuss challenges, opportunities, resources, and collective visions for regional food security. These sessions brought together 10 to 25 community members and were co -facilitated with local organizations. Analysis of this feedback commenced. Thirty organizations were awarded grants, through ARPA funds, ranging from ($5,000-$35,000) to increase the capacity and resilience of existing food security programs. Investments in infrastructure (e.g., cold/dry storage, equipment, etc.) were prioritized. Grant contract execution was scheduled through June 2026. 4. Support farm to school, place based, agriculture, and garden -based nutrition education programs that promote environmental stewardship and improves educational and health outcomes. The Department supported Mala`ai's Hawaii Island School Garden Network (HISGN) in hosting seven School Garden Workdays from August to November Six Month Progress Report on Program Objectives for FY 2025-26 DEVELOPMENTRESEARCH & AGRICULTURE & ••D SYSTEM S strengthening school garden programs through hands-on community engagement and farm -to -school workshops. i As part of the County's Improving Community Food Security program (administered by the Food Basket), three organizations were awarded grants totaling approximately $40,000 to conduct educational classes on food preservation, nutrition, and cooking. The Department supported La`i`opua 2020's in providing families in West Hawaii with hands-on garden and culinary education. Participants learned skills in crop production, food preparation, and environmental stewardship. The Department supported the Kohala Food Hub in conducting SNAP online purchasing and DA BUX benefits outreach. The campaign used digital media, print and radio advertising, social media, and in -person community events to increase awareness. Six Month Progress Report on Program Objectives for FY 2025-26 RESEARCH & DEVELOPMENT TOURISM 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). International market and CMI: In partnership with the Island of Hawaii Visitors Bureau, the County participated in the Hawaii Tourism Korea Travel Mission in Seoul, Korea, and engaged with 47 CMI partners. A CMI Briefing was conducted with Meet Hawaii for 23 on -island industry partners. Hawaii Island Destination Trainings: Provided training to 129 travel trade partners and 17 media companies. Four trainings were also conducted for 89 travel advisors from the AAA Northeast and Southeast Chapters, and Travel Leaders in Lynnwood Washington. Japanese Tour Operator Network: Coordinated a convening of 25 businesses that provided input on infrastructure needs and opportunities to better serve the Japanese market. r 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. Agritourism Initiatives: In partnership with four producers and a State Representative, the Department coordinated the development of revised Agritourism legislation to be reviewed in 2026. Staff also co -coordinated the Agritourism Network meeting, which over 20 farmers attended and where they shared input on industry needs and opportunities. Provided technical assistance for product development in Kohala and Hilo. Steward Programs: In partnership with two community groups, the Department provided funding support, technical assistance, and capacity building opportunities to eight community -based steward programs. Facilitated six meetings with four County departments and two community groups to develop tour operator management in Keaukaha and provided funding support for the Keaukaha Tourism Design and Carrying Capacity plan. Six Month Progress Report on Program Objectives for FY 2025-26 RESEARCH & DEVELOPMENT 3. Develop an Indigenous Data Science (IDS) sector and embed IDS practices in the Tourism Program and County operations. Indigenous Data Science Research: In partnership with the Edith Kanaka`ole Foundation, coordinated the Honuaiakea workshop, which was attended by 20 representatives from nine community, county, state departments to research indigenous text and develop Kapu and Kanawai (core values and guiding principles) for county programs, policy, and grant development. Kanawai Grounding - Developed applications for the following visitor industry sectors: hotels and resorts, restaurants and food service, activity providers and tour operators, airports and transportation hubs, and marketing/PR/media, as well as expanded options for applications in tourism. Kanawai Implementation Matrix, Self -Assessment Tool and Kanawai Aligned Content Quality Framework developed and shared with the visitor industry cultural practitioner group. Six Month Progress Report on Program Objectives for FY 2025-26 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT & INTEGRATED ECONOMIC REVITALIZATION Collaborative Enhancement: Foster collaboration between local stakeholders, including businesses, communities, cultural practitioners, and government entities, to identify and implement sustainable economic initiatives grounded in Hawaii Island's indigenous values. The Business Development Program strengthened its role as a catalyst for small business activity by facilitating the County of Hawaii Business Makeke at Prince Kuhio Plaza on July 12, 2025, to foster market access. The event exceeded expectations, with 79 vendors registering from an initial 60 invited businesses and only two no-shows, signaling strong demand for County - supported market access. Participating vendors reported tangible economic impact, averaging $839 in estimated profit and approximately 71 customer interactions per booth. Vendor feedback reflected high satisfaction and unanimous interest in future participation, demonstrating the value of County -facilitated spaces that connect businesses, community, and government. Collectively, the results showed how strategically facilitated, low -barrier marketplaces can generate immediate economic benefit, expand visibility for island -grown businesses, and build confidence in the County as a trusted partner in business development. 2. Regenerative Economy Growth: Promote and support the establishment and expansion of businesses that prioritize ecosystem health, diversification, and cultural heritage, ensuring they contribute positively to Hawaii Island's environmental, social, and economic fabric. During the reporting period, the Business & Industry Development Program awarded Impact Grant funding to four organizations, totaling $75,000 and funded one event with small business technical assistance funds. Funded projects included Keiki Makers by Hawaii Keiki Museum, Digital Creators, East Hawaii by Purple Mai`a Foundation, Empowering Hawaii Island's Keiki Through Financial Education by Junior Achievement of Hawaii, Inc., and Nalukai Academy, Expanding Youth Leadership and Entrepreneurship on Hawaii Island by Nalukai Foundation. Six Month Progress Report on Program Objectives for FY 2025-26 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT & INTEGRATED ECONOMIC REVITALIZATION These projects supported Hawaii Island's small business ecosystem by building early entrepreneurial pathways through financial literacy, digital and creative skill development, leadership training, and hands-on learning opportunities for keiki and youth. Collectively, these investments strengthened long-term business readiness and workforce capacity by expanding access to skills, mentorship, and culturally grounded programs that contribute to community -based economic activity. Utilizing small business technical assistance funds, six businesses were prepared and sent to the Tokyo International Gift Show 2025 in collaboration with the State Department of Business, Economic Development and Tourism's Hawaii State Trade Expansion Program. These participating companies completed specialized training in product assessment, regulatory compliance, and Japanese business culture. The event proved highly effective for networking, as 83.3% of the businesses (five out of six) established meaningful, qualified contacts with Japanese distributors.or importers. 3. Access & Empowerment: Streamline and innovate government processes to provide equitable access to resources, training, and opportunities for residents, emphasizing community engagement and alignment with regenerative economic principles. Initiated development of a public -facing Business Resource Hub which featured over 100 resources for Hawaii Island businesses, with the capacity to include tools, opportunities, and a business directory. The Hub continued to be developed to support small business start-ups and growth by making information more transparent, accessible, and easier to navigate, which reduced time and cost barriers for entrepreneurs. The system allowed for resources to be added and maintained by the County, with additional submissions from the public through a review process. The platform supported more efficient, point -in -time assistance by County staff and established a durable system to retain program knowledge beyond individual staff roles. Six Month Progress Report on Program Objectives for FY 2025-26 RESEARCH &DEVELOPMENT ENERGY L Advance the production of energy from solid waste, wastewater, solar light, solar heat, wind, natural temperature differences in solid, liquid, and gaseous form of matter. The administration continued to meet with Hawaiian Electric on a monthly basis to discuss ongoing developments in the utility's Integrated Grid Planning, rate rebasing, and wildfire mitigation efforts. Geothermal energy was explored as an alternative source of firm power for the County, with efforts to fund initial exploratory studies. Hawaiian Electric planned to release their Request for Proposals for new sources of power generation in 2026. Other discussions included the replacement of oil burning facilities in Hilo and building capacity for solar storage to support demand. The Department also continued to work with Arizona State University, on monitoring Public Utilities dockets regarding electricity rates, electricity wheeling, disconnections, infrastructure and power purchasing agreements. Other utilities, which were monitored, included Puna Geothermal Venture and Hawaii Gas. Recent docket updates were for Hawaii Gas and their utilization of liquified renewable natural gas, impacts of tariffs on operations, and financial modeling for consumer and commercial rates. 2. Continue to transform the County fleet to zero emission devices and implement charging and fueling infrastructure to provide energy required to deliver services to our community. Attended the Inaugural Drive Electric Huaka`i Learning Journey 2025 tour on October 7, 2025, to learn about EV charging stations and capacity at multiple sites on Oahu. The tour was conducted by Drive Electric Hawaii and served as an opportunity to network with a variety of partners in the industry who are actively engaged in advancing the electric vehicle transition in Hawaii. In October 2025, the County replaced seven electric vehicle charging stations at the Hilo Aupuni Center, County Building, and West Hawaii Civic Center that had been in disrepair for six years. In addition to the replacement stations, four additional stations were installed at West Hawaii Civic Center to expand charging infrastructure. Six Month Progress Report on Program Objectives for FY 2025-26 DEVELOPMENTRESEARCH & ENERGY In coordination with County agencies and the State Department of Transportation, plans for NEVI (National Electric Vehicle Infrastructure) DC fast chargers were also in process at the Ho`oulu Complex and in Waimea. 3. Reduce the energy load at County facilities. This aspect of the Energy program has been transitioned to OSCER. OSCER has completed an initial efficiency study working with Hawaiian Electric on energy usage. Six Month Progress Report on Program Objectives for FY 2025-26 10 RESEARCH : DEVELOPMENT RESOUia Maintain R&D Knowledge Management System. a. Provide data and information support to County Agencies. Created and launched the Laulima Community Survey to collect and track resident sentiment over time. The initial 2025 survey results served as baseline data. Received 3,710 survey responses, including 5,867 open-ended responses. A second survey, created in collaboration with Councilmember Galimba, gathered Ka`n residents' opinions on the future of Punalu`u. During this reporting period, 422 visitors viewed the Resource Center's Data and Information webpage. This resource consisted of a curated collection of 399 links to data and reports on a variety of subjects of interest to Hawaii County residents, businesses, agencies, and researchers. b. Provide research assistance for R&D program areas. No new activity for this reporting period. 2. Evaluate and monitor R&D Program Impacts. a. Analyze results of R&D -funded projects for economic, social, and environmental impacts. Evaluation framework, dependent on full use of the Amplifund Grant Portal, which was still in process. Provide Grant Support. a. Assist R&D program areas with grant technical assistance and grant writing. Managed the National Fish and Wildlife Foundation $2 million National Coastal Resilience Fund grant for the "Creating a Community -Based Hilo Bay Resilience and Watershed Management Plan" project. This project continued to address long-standing impaired waterbodies within the largest watershed in the State, which affected a resident population of 44,186, a commuter -adjusted daily population of 55,205, and an average daily visitor census of approximately 7,081. The recruitment of volunteers began for the project's Community Advisory Committee with a distribution list which included 57 individuals representing the community, nonprofit organizations, educational institutions, and government agencies. The project's formal community engagement and outreach was delayed due to procurement and contracting obligations. Six Month Progress Report on Program Objectives for FY 2025-26 11 RESEARCH & DEVELOPMENT RESOURCE CENTER At least 28 formal meetings accounting, for 274 volunteer hours, were convened to draft the RFP. The Department collaborated with at least 14 agencies including: Planning Department, DEM, DIT, DPW, Finance, DWS, OSCER, State of Hawaii Department of Health Surface Water Protection Branch, Polluted Runoff Control Program, SOH Department of Land and Natural Resources, Division of Aquatic Resources, SOH DLNR Division of Forestry and Wildlife, USDA Natural Resources and Conservation Services, Environmental Protection Agency Region 9, and the U.S. Army Corps of Engineers, Honolulu District, in addition to University of Hawaii at Hilo's Marine Science Department and College of Agriculture, Forestry, and Natural Resource Management. b. Facilitate the Department's Impact Grant program. Implemented the second round of Impact Grant funding using AmpliFund. Staff created and facilitated an informational webinar and created tutorial materials for applicants and for R&D staff. We awarded $386,300 to 19. applicants from 56 proposals requesting $1,257,277. The Impact Grant Program during this period attracted 3,179 visitors to the R&D Impact Grant webyage. Six Month Progress Report on Program Objectives for FY 2025-26 12 RESEARCH : DEVELOPMENT Promotion — Showcase Hawaii Island as a leading destination for media and creative production, both locally and globally Promote local businesses, locations, and cultural experiences through media and content platforms, driving interest in tourism and increasing visitor engagement. LMGI (Location Managers Guild International) Awards: The state's county film offices jointly funded a Title Level sponsorship for the 2025 LMGI awards. This partnership provided high-level visibility across all platforms, including our site branding, digital and print recognition, and a 30-second commercial during the ceremony. Additionally, the sponsorship included media coverage, industry promotions, and advertising in the event's program book. AFCI (Association of Film Commissioners International) Cineposium: Focused on strengthening the local film and creative economies. Participation allowed me to network with film commissioners and industry professionals from around the world. American Film Market: The county film offices contributed to partial sponsorship of this event. As a sponsor, we received advertising throughout the market and featured a promotional video of up to three minutes. FOCUS: Both State and county film offices contributed to this event. The Film Commissioners had a booth promote individual islands and the State as a whole. AICP (Association of Independent Commercial Producers): Maintained an annual supporting partnership, with costs split between the State and all county film offices. This partnership included branding, marketing, and digital advertising across all AICP events throughout the year. 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. 52 permits were approved. We received about 75 inquiries by phone and email about local resources for filming. Six Month Progress Report on Program Objectives for FY 2025-26 13 RESEARCH • FILM & CREATIVE INDUSTRIES" 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. Production Assistant Bootcamp: The program participated in the Production Assistant (PA) Bootcamp hosted by Na Leo TV and Shawn Pila. This initiative trained local residents for roles on island -based productionsi with several certified graduates subsequently hired by the production Temptation Island. During the event, the program shared information regarding the County film website and provided instructions on how participants could upload their professional profiles to the database. 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. Awarded three Impact Grants which will fund education and training opportunities for Hawaii Island residents. This investment would build our local crew base, which would ensure future productions would not need to bring in personnel from other islands or the mainland. • Na`alehu Theatre, $22,000 for their Malama Ko Aloha initiative. • Na Leo `O Hawai`i, $21,300 for their NLTV Creative Media Workshop Series. • International Cultural Arts Network, $20,500 for their acting workshops. Six Month Progress Report on Program Objectives for FY 2025-26 14 RESEARCH & DEVELOPMENT Expand the service of the Immigration Office, which currently provides family -based immigration assistance, to include the U.S. passport services. Continued to provide immigration information and answers to immigration - related issues to government agencies, service providers, employers, and workers in both Kona and Hilo. Participated in virtual stakeholder meetings hosted by the USCIS Honolulu Field Office to receive updates from local leadership and raise concerns regarding the local field office. Continued to provide information on immigration to the Department of Motor Vehicles, Housing and Community Development, and Social Security Office to better serve immigrant clients. Helped organize a consular outreach event in Kona with the Guatemalan Consulate Office in Los Angeles providing notary services, passport renewals, and other consular services. Hosted Philippine Consulate General Office in Honolulu providing passport renewal, dual citizenship processing, document authentication, and other services to over 200 constituents during a two-day event in Hilo. Attended monthly meetings hosted by the Hawaii Coalition for Immigrant Rights (HCIR)to advocate for immigrant rights on a policy level. Attended monthly meetings hosted by the Hawaii Hui of Immigrant Legal Service providers to monitor recent immigration Court, DHS, and ICE practices. Attended bimonthly virtual meetings with Inter -Agency Council (IAC) for Immigrant and Refugee Services to promote justice and fairness for immigrants and refugees in Hawaii. Participated in two webinar sessions hosted by The Legalization Project Team on Work Visa for higher education professionals and new temporary visa holders. Attended a webinar on Life Outside the United States and Legal Options for Returning with Status which addressed the legal consequences of departure, bars to reentry, and employment -based options for reentering lawfully. Six Month Progress Report on Program Objectives for FY 2025-26 15 RESEARCH & DEVELOPMENT Provided information to constituents on various immigration forms, including U.S. passport application on a daily basis. There were over 700 in -person inquiries during this period. 2. Organize annual U.S. Citizenship Day to recognize and celebrate the accomplishments of those who were naturalized by the Department of Homeland Security, US Citizenship and Immigration Services (USCIS), in Honolulu. No new activity for this reporting period. 3. Expand community outreach programs and services to assist Temporary Protected Status (TSP) beneficiaries in accessing community resources, services and events of cultural awareness. No new activity for this reporting period. Six Month Progress Report on Program Objectives for FY 2025-26 16 RESEARCH & DEVELOPMENT • • • • • •Ing 1. Develop and Implement Local Workforce Development Plans — Ensure alignment with state and Federal workforce policies and procedures, and tailor strategies to meet the specific needs of the local workforce. The Hawaii County Workforce Development Board (HCWDB) and its staff spent the past period ensuring WIOA's programmatic foundation, fiscal accountability, and clear strategic direction were stable in response to operational and monitoring needs. • Policy and Financial Updates: The Board officially approved several governing documents, including an updated WIOA Monitoring Policy, a new Priority of Service Policy, and revised Adult and Dislocated Worker Eligibility procedures. The HCWDB approved a recommendation that allowed WIOA Title I service providers to cover the costs of certifications that are prerequisites for employment or necessary for training completion. Furthermore, the Board voted to increase the maximum funding available for the standard Individual Training Account (ITA) from $2,500 to $3,000, and the Commercial Driver's License (CDL) ITA from $5,000 to $6,000. • Fiscal Oversight: Initiated a B-52 appropriation, of $1.4 million with County Council to minimize contract delays upon the eventual release of delayed federal funds for Program Year (PY) 2025. It was reported to the State of Hawaii Department of Labor and Industrial Relations (DLIR) that the overall WIOA Adult Program faced anticipated high demand. 2. Facilitate Strategic Partnerships — Foster Collaboration between employers, educational institutions, and community organizations to address local workforce demands and enhance employment opportunities. Successfully managed key transitions, strengthened local business relationships, and expanded outreach through collaborative efforts. • One -Stop Operator (OSO) Transition: Following a competitive Request for Proposals (RFP) process, the County selected Changemakers Community Economic Development Corporation as the new One -Stop Operator and formally notified the entity in September 2025. This change removed the County from the operational role, eliminating a potential federal firewall violation. Six Month Progress Report on Program Objectives for FY 2025-26 17 RESEARCH & DEVELOPMENT Business and Community Engagement: Staff assisted with the planning and coordination of a major in -person hiring event, which included approximately 50 employers and was attended by over 2,300 community members. This event successfully served over 40 veterans. Industry Collaboration: A new board member included the HCWDB in the Big Island Labor Alliance meetings, facilitating direct discussion with union representatives. Staff highlighted existing partnerships, including successful butchery classes offered by Hawaii Community College (HCC), where two participants accepted job offers from KTA upon completion. 3. Ensure Effective Service Delivery — Oversee the operation of One -Stop Centers and ensure the provision of comprehensive training, employment and supportive services to both job seekers and employers. The contracted WIOA service providers diligently executed programs for job seekers, focusing on training, supportive resources, and improving physical and virtual access to the system. • Client Outcomes and Training: During this period, the Adult Program served 337 active participants, while the Dislocated Worker and Youth Programs served 69 and 71 participants, respectively. • Subsidized Employment (QUEST): The QUEST Internship Program provided subsidized employment to 21 individuals. A participant was hired full-time as a MOUD Care Coordinator at a rate of $24.04 per hour following their internship. • Service Accessibility: The American Job Center Hawaii (AJCH) upgraded its telecommunication system, moving from aging copper lines to a modern VOIP phone system. This change responded to staff and customer feedback, regarding poor voice quality and dropped calls. 4. Monitor and Enhance Performance — Continuously evaluate the effectiveness of workforce development programs, utilizing data and stakeholder feedback to make informed improvements. Monitoring efforts identified specific areas requiring corrective action, which led to changes aimed at improving metrics, particularly credential attainment and data management. Six Month Progress Report on Program Objectives for FY 2025-26 18 RESEARCH & DEVELOPMENT Monitoring Findings: The State DLIR Workforce Development Division conducted an onsite monitoring visit in April 2025 and issued a Program Monitoring Report in September 2025. This report identified that the Youth provider's physical plant was inaccessible due to steep stairs and a lack of ramp access. This issue was addressed immediately and by securing an accessible site on the Goodwill Campus and at the American Job Center Hawaii. Performance Challenges: A recurring finding noted that participants could not complete their CDL licensure due to a lack of CDL examiners available. Furthermore, staff reported difficulty obtaining employment verifications from participants to exit them into the follow-up phase. Youth Performance: The youth program (Ola I Ka Hana) faced challenges in meeting its Measurable Skills Gains (MSG) goal because many participants entered the program testing significantly below acceptable proficiency levels (some at the 3rd or 4th-grade level). 5. Address Local Labor Market Needs - Proactively respond to local employment Challenges and opportunities, driving initiatives that improve economic outcomes for job seekers and employers. The HCWDB and its staff continually focused on identifying and leveraging regional economic opportunities while actively removing employment barriers for residents. Economic Drivers: The Research and Development Director highlighted that ongoing cesspool mitigation efforts represented a significant construction sector need, estimated at a $2 billion industry for the island. He also shared the strategic vision (NELHA Vision) to grow Hawaii Island into a "world - class aquaculture hub" targeting the creation of 100 new jobs by 2030 through new training programs. Targeted Outreach and Hiring: Targeted outreach efforts expanded engagement with priority populations, local educational institutions, and businesses. o Educational Engagement: Outreach included participation in various high school and college events, such as the Community to Campus Resource Fair at the University of Hawaii at Hilo (UHH) and the Pahoa High School Financial Reality Fair. Staff also participated in the Hilo High School Career Fair, the Spring Career Opportunities Expo, and a Six Month Progress Report on Program Objectives for FY 2025-26 19 RESEARCH ..,� DEVELOPMENT =71191• • • : • • o Wastewater Networking Career Expo at Hawaii Community College (HCC). o Vulnerable Groups: Staff met with individuals at a Hilo Seniors Resource fair (in partnership with Akamai Seniors) to provide information to elders, caregivers, and community members. o Stakeholder Networking: Staff participated in a Ku La`au Stakeholders meeting, hosted by Family District Court Judge Joanna Sokolow, to share available resources for the youth and families. Staff also presented program support and services to local Principals and Vice Principals in the Hilo-Waiakea Complex Area to explore new collaborative opportunities. o Language Access: WIOA Adult program staff provided oral interpretation for Limited English Proficiency (LEP) individuals, ' primarily serving speakers of Chuukese, Kosraean, Pohnpeian, and Marshallese. o Employer and Business Engagement: A key function of outreach was directly engaging the business community to create employment and training opportunities for participants. o Hiring Events: An in -person hiring event included approximately 50 employers and drawing about 2,300 community members. This event served over 40 veterans and resulted in 106 interviews. o Work -Based Training Development: Staff cultivated relationships with On -the -Job Training (OJT) employers, including Going Home Hawaii and Kohala Plants, to develop potential employment opportunities. This engagement led to subsidized placements via the QUEST Internship program, including placements in rural areas such as Nd'alehu with Ohana Foods Inc. o Industry Collaboration: Staff engaged with labor organizations, such as the Big Island Labor Alliance, and the County DMV to address the persistent shortage of CDL examiners. o Medical Field Focus: Staff collaborated with Hilo Benioff Medical Center to establish direct contact for the medical field track and planned to host meet -and -greets aimed at on -site hiring. Six Month Progress Report on Program Objectives for FY 2025-26 20 RESEARCH: DEVELOPMENT COMMUNITY WELL-BEING 1. In collaboration with the Mayor's Office, the Hawaii District Health Office, and local advocates, promote community well-being by addressing subjects on public health and social justice and highlighting local, state and/or national champions on selected subjects. In partnership with Council Chair Inaba, the Program facilitated and initiated the County's first Volunteer Center Program. This program aimed to support local community organizations by mobilizing volunteers and enhancing civic participation. The Program participated in the FY2025-26 Impact Grants and promoted community well-being subjects through its RFP. The RFP solicited projects focused on community well-being, specifically addressing areas such as social determinants of health, health technology, and mobile health. The Program then selected three projects that directly support low-income residents and kupuna by tackling the social determinants of health. ' 2. Collaborate with the R&D Early Childhood Resource Coordinator and participate in committees and working groups conducting preliminary planning and designing of local initiatives. No new activity for this reporting period. 3. Collaborate with the Hawaii Island Prevent Suicide Taskforce and support dissemination of prevention activities. No new activity for this reporting period. 4. Support the planning of community health initiatives with an emphasis on equity and inclusion that inform policymaking and implementation of programs. The Program Specialist attended the monthly Hawaii Opioid Settlement Advisory Committee (HOSAC), which consults with the DOH regarding the State's share of settlement funds. HOSAC also reviewed and approved new initiatives intended for opioid remediation. 5. Coordinate the management and distribution of Opioid Settlement Funds. No new activity for this reporting period. Six Month Progress Report on Program Objectives for FY 2025-26 21 RESEARCH & DEVELOPMENT r COMMUNITY 6. Support community -based efforts on disaster resilience and health and human service coordination including, but not limited to, participating in at least four Citizen Corps meetings, Community Action Network (CAN) meetings, and Regional Health Partnership meetings. The Program Specialist supported the Citizen Corps by developing an event calendar for participating entities as they coordinate training efforts. Six Month Progress Report on Program Objectives for FY 2025-26 22 RESEARCH & DEVELOPMENT C ••D SYSTEMS 1. Increase consumption of local agricultural and value-added products by expanding marketing and education at the local, national, or international levels. The Department contracted GreenKine LLC with funds through the American Rescue Plan Act (ARPA) to administer the Commercial Kitchens Cohort Technical Assistance program. Between January — June 2025, more than 20 businesses received services in this program, and five workshops have been presented on permitting and compliance, commercial kitchen management, food safety, supply chain management, and financial planning. Procured the services of Malama O Puna to develop a county -wide plan to reduce the population and incidents of destructive activities by feral pigs. Malama O Puna submitted a final report on their program to educate the residents of lower Puna on safely handling and consuming feral pig protein. The educational video has been produced and available for viewing. Launched a Local Food Purchasing Initiative focused on the hospitality sector in collaboration with the Hawaii Public Health Institute, Mauna Kea Resort, Kohala Coast Resort Association and a steering committee of local suppliers and buyers. Hosted monthly meetings and an inaugural event in February brought together 60+ producers, food hubs, distributors, hotel chefs and purchasers to boost purchases of locally grown products. 2. Support research, development, control, and education that improves agricultural production, quality, resilience, and producer viability or reduces the impact of pests or disease on agricultural crops, livestock, forests, or the community. The Department procured the services of the Hamakua Institute to support the County in developing a 5-Year County of Hawaii AgriFood Systems Plan. To initiate plan development, a steering committee of 30 agriculture and food system stakeholders was convened for ongoing meetings beginning at the end of May 2025. Procured the services of the Hamakua Institute to prepare an economic study for a commercial feed mill which would produce gorse -based livestock feed to support the livestock industry. Engaged with the Hawaii Department of Agriculture (HDOA) to support their efforts to locate and control the Coconut Rhinoceros Beetle in Waikoloa. The Specialist continued to serve as a liaison between the County departments and the State agency. Final Status Report on Program Objectives for FY 2024-25 RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS The Agricultural Specialist continued to serve as the Chairman of the State Task Force for a wild protein donation study that reviewed the state's slaughter capacity. The Department of Agriculture worked with the Specialist to select the University of Hawaii (UH) as the contractor to develop the study. Worked with the UH at Manoa, College of Tropical Agriculture and Human Resilience, to hire an Extension Agent to support the Pacific crops and indigenous plants producers. The Department supported half of the position. Assisted HDOA by conducting statewide research through development and distribution of a survey, hosted in person and online producer workshops, continued to assist in developing a data dashboard, and conducted a literature review of existing plans and producer assessments to support identifying the systemic barriers impacting producer economic viability. The statewide survey had 549 responses, and the 11 workshops had 207 participants. Supported HDOA to draft legislation and justification sheets. A few successful pieces of legislation from this effort included: 1) Food Hub Pilot Program, added three million to the program over the next two years; 2) HDOA's loan program improvements, which included a lowered and fixed interest rates of 3%- 4% from 6%+, increased loan limits, and reduced the required number of credit denials from two to one, established a secured line of credit and a new loan initiative to encourage the production of crops for import replacement and farm to state programs. 3) Biosecurity legislation that increased and sustained funding for longer -term integration of biosecurity staffing and programs into HDOA's baseline structure. Sustainable Food Systems Working Group (SR111, 2024): The Department supported research and drafting of the Report of the Sustainable Food Systems Working Group, to address state -level food systems governance, data needs, biosecurity, land and water access, infrastructure, and institutional purchasing. Continued collaboration with HDOA resulted in continued funding for coffee leaf rust and coffee berry borer subsidy programs, ongoing commitment to fund Food Access Coordinator role at County and grant opportunities for biosecurity funding for CRB. Final Status Report on Program Objectives for FY 2024-25 RESEARCH & DEVELOPMENT Federal Funding Impacts, documenting changes in federal funding of food access and agricultural programs roughly totaling over $2 million in overall impacts to farmers and producers. Contracted the Food Basket to implement an Ag Theft Prevention Camera Program over a 12-month period in District 6, which installed outdoor trail cameras for up to 20 farms to deter farm theft and vandalism. 3. Support collaboration, innovation, resource development, and programmatic sustainability throughout the food system to reduce food waste, improve producer viability and resilience, develop workforce development pathways, or increase access to locally produced food among low-income residents. Awarded $2.4 million in funds to seven entities through The Certified Kitchen Infrastructure program to increase capacity to aggregate, process, store, and distribute locally produced crops and value-added products. The funds were provided by ARPA. The Specialists met monthly with awardees from December 2024 - June 2025 to track progress, ensure compliance, and provide support. Contracted the Food Basket to launch the Improving Community Food Security Program. The Department and the Food Basket hosted six regional meetings from March to April. The top three reported physical asset needs were refrigerated vehicles, freezer storage and agricultural processing facilities. Partnered with the Food Basket to administer the Malama Da Farmer grant program which distributed a total of $710,000 in federal ARPA funds to 32 local producers. The program also continued to provide free technical assistance. Partnered with the National Migrant and Seasonal Head Start Association to distribute the USDA Farm and Food Worker Relief Grant Program at four locations. The program distributed a total of $421,800 to 703 farm and food workers. Facilitated ten Hawaii Island Food Alliance network meetings and 12 steering committee meetings including one in person strategic planning meeting. Supported the planning and facilitation of the annual Transforming Hawaii Food Systems Together statewide summit on December 9th —10th at UH West Oahu. The event convened over 200 stakeholders from across the state to share research findings, plan initiatives, and prioritize food and agricultural policy. Final Status Report on Program Objectives for FY 2024-25 RESEARCH & DEVELOPMENT AGRICULTURE & FOOD SYSTEMS Supported the planning and facilitation of the Kohala Water Summit on August 1, 2024, with over 150 attendees that informed agricultural water planning. The Department supported the facilitation of monthly North Kohala agriculture action working group meetings focused on production, farmer wellness, water, land, housing, energy, and food access. Launched the Soil Amendment Development Program, funded by ARPA. This program awarded $100,0004200,000 grants to eligible entities to increase local production of organic soil amendments, including compost and vermicompost. 4. Support farm to school, place based, agriculture, and garden -based nutrition education programs that promote environmental stewardship and improves educational and health outcomes. Supported the October 2024 Agri -Policy Summit to develop the agenda, compile relevant resources, and present on the 2024 agricultural research results and upcoming county initiatives. The outcome of the Summit was a draft Agri - Policy Collective Action Roadmap. Final Status Report on Program Objectives for FY 2024-25 RESEARCH & DEVELOPMENT TOURISM As tourism recovers from the pandemic and focuses on regenerative tourism and improving resident sentiment, the Tourism Program objectives aim to protect the health and well-being of residents and visitors, as well as timely response to shifting market demands. 1. Increase 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`5ina visitor campaigns, and Conventions, Meetings, & Incentives (CMI). July — December 2024: The Hawaii Island Showcase was conducted in Houston, Austin, Dallas, and Plano to increase visitor arrivals from the Texas region, at which 11 visitor industry partners and six cultural ambassadors were represented. The event reached 127 travel advisors and wholesale regional sales partners, 150 travel and airline associates. The Meetings, Conventions, Incentives (MCI) event was held at the Kahilu Theatre at which 72 industry partners participated to get updates, network and learn about regenerative tourism activities. Promotional activities included the Pono Pledge and culture education was provided at the Aloha Festivals, CNHA Annual Conference where over 5,000 individuals were reached. Sponsorship of Hawaii Island golf course promotion was featured in Links Magazine and reached 1.5 million people, as well as a pilot project "O Hawai`i Ka Mokupuni, `O Kamehameha Ke AIN" to provide culture education to university students in Spring Semester 2025 at UH Hilo. January — June 2025: The Hawaii Island Showcase was conducted in Arizona, Oregon, and Washington to feature Agritourism to support local farmers, diversify tourism products, and increase visitor spending in underrepresented areas. Fourteen visitor industry and agritourism partners participated and 173 travel advisors attended the events and completed the destination training. The Agritourism Familiarization Tour was conducted to feature 15 family -run, community based agritourism products and activities and highlight hands on activities, farm -to -table offerings, farm tours, and Hawaiian agricultural practices, and demonstrated cross -sector collaboration between agriculture, tourism, small business, and education. Fifteen visitor industry and community partners participated. To boost group business and increase market share in the MCI sector, the MCI Showcase was launched in Arizona to which 92 planners from HelmsBriscoe, HPN.Global and various corporations attended and completed destination trainings, as well as customized activation plans for large groups which aligned with cultural authentic experiences and group incentives. Final Status Report on Program Objectives for FY 2024-25 RESEARCH & DEVELOPMENT TOURISM 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. Research and Program Development: 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 to 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. Trifecta (Academia, Community/Industry, Government) Collaboration: 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 HTA in updating the Destination Management Action Plan — two meetings convened and the process began in February 2025. 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 for American Rescue Plan Act and the Tourism and Research and Development 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. Final Status Report on Program Objectives for FY 2024-25 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT & INTEGRATED ECONOMIC REVITALIZATION Collaborative Enhancement: Foster collaboration between local stakeholders, including businesses, communities, cultural practitioners, and government entities, to identify and implement sustainable economic initiatives grounded in Hawaii Island's indigenous values. From January —Tune 2025, we distributed $1.4M in American Rescue Plan Act (ARPA) Small Business Recovery Grant funds to 23 small businesses across Hawaii Island, with awards from $3,000 to $75,000. Awardees represented Hilo, Puna, Kona, Laupahoehoe, Kohala, Papa`ikou, and Kapa`au. Quarterly reports and one-on-one check -ins confirmed early impacts, including staff retention, new product lines, increased sales, and support for other local businesses. The Native Hawaiian Women Development Initiative expanded into the Business Resource and Innovation Center (BRIC), focusing on general support for small businesses. Partnerships with Vibrant Hawaii, the State Business Registration Division, and the Hawaii Island Small Business Development Center (SBDC) provided targeted support in registration, legal compliance, and business planning. Additional informal connections with Hawaii Department of Business, Economic Development and Tourism (DBEDT), Small Business Administration (SBA), Changemakers Community Development Financial Institution (CDFI), and peer networks expanded our referral base. Meetups with 12 unique businesses across multiple sectors averaged one to three attendees, reinforcing the need for just -in -time, situation -specific support over pre -scheduled gatherings. Feedback emphasized that many local entrepreneurs prioritize family and community well-being over profit, with personal stability as the key to long-term success. 2. Regenerative Economy Growth: Promote and support the establishment and expansion of businesses that prioritize ecosystem health, diversification, and cultural heritage, ensuring they contribute positively to Hawaii Island's environmental, social, and economic fabric. ARPA-funded projects created or retained more than 153 jobs and reached over 10,000 community members. Impacts included stabilized local spending, expanded programming, increased agricultural production, enhanced cultural and educational offerings, and workforce training for youth and adults. Success Final Status Report on Program Objectives for FY 2024-25 RESEARCH & DEVELOPMENT BUSINESS DEVELOPMENT & INTEGRATED ECONOMIC REVITALIZATION stories ranged from retaining full-time staff and expanding revenue streams, to restoring critical positions and distributing $22,000 in free educational materials. One event generated $3.29M in visitor spending and global brand exposure for Hawaii Island. Beyond ARPA, we funded five nonprofit organizations through the Impact Grant program, supporting business development, regenerative practice tracking, women's entrepreneurship, and waste reduction. We sponsored the Japan Export Mission: FoodEx 2025, enabling seven small businesses to complete export readiness training, participate in the show, and connect with potential distributors. The Honoka`a Hongwanji Mission Feeding Program exceeded expectations, serving an average of 485 people weekly in a USDA - designated low-income area. 3. Access & Empowerment: Streamline and innovate government processes to provide equitable access to resources, training, and opportunities for residents, emphasizing community engagement and alignment with regenerative economic principles. The Business Development Program continued its monthly newsletter through March 2025, sharing funding opportunities, resources, and partner updates. Seventy-four posts were published during the period, and Instagram followers grew to 521 with views exceeding 11K. In response to lessons from previous meetups, we began exploring new methods to provide immediate, targeted assistance rather than relying on workshops. Outreach shifted toward on -the -ground engagement at career fairs, milkeke, and events such as the Merrie Monarch Festival to connect businesses directly with resources and partners. Final Status Report on Program Objectives for FY 2024-25 RESEARCH & DEVELOPMENT ENERGY Advance the production of energy from waste. a. Solicit third party financing with technology providers to advance the use of existing solid waste and wastewater inouts to produce renewable, green sources of energy.. The production process will not include incineration (burning) of biomass. An RFP was drafted to incorporate the various renewable sources of energy inputs along with the associated production, storage, transport, dispensing, and uses of energy. Energy Specialist concluded their employment with the county in February 2025. No new activity for this reporting period. 2. Transform the County fleet and implement according charging and fueling infrastructure. a. The County will transform the fleet of vehicles to battery and fuel cell vehicles for the purpose of reducing energy load and greenhouse gas emissions. No new activity for this reporting period due to staffing. 3. Reduce the energy load at County facilities. a. The facilities will have improved management of the electricity load, along with onsite energy generation if appropriate. No new activity for this reporting period due to staffing. Final Status Report on Program Objectives for FY 2024-25 RESEARCH & DEVELOPMENT RESOURCE CENTER 1. Maintain R&D Resource Center System. a. Provide data and information support to County Agencies. Provided a curated collection of data sets, data sources, and reports on the Department's Data and Information webpage. During this reporting period, R&D's website had 46,795 views from 21,253 active users. b. Provide research assistance for R&D program areas. Provided research assistance for, and created the slide deck for the Agriculture Program's Hilo Bay Restorative Aquaculture Park proposal. 2. Evaluate and monitor R&D Program Impacts. a. Analyze results of R&D -funded projects for economic, social, and environmental impacts. No new activity for this reporting period. 3. Provide Grant Support. a. Assist R&D program areas with grant technical assistance and grant writing. Managed the National Fish and Wildlife Foundation $2 million National Coastal Resilience Fund grant award for the "Creating a Community -Based Hilo Bay Resilience and Watershed Management Plan" project submitted by the Resource Center in 2023. This project aims to address long-standing impaired waterbodies within the largest watershed in the State, which affects a resident population of 44,186, a commuter -adjusted daily population of 55,205, and an average daily visitor census of approximately 7,081. The recruitment of volunteers began for the project's Community Advisory Committee. The distribution list for the committee included 57 individuals representing community, nonprofit organizations, educational institutions, and government agencies. At least 28 formal meetings, accounting for 274 volunteer hours, were convened primarily to draft the technical elements of the RFP. The Department of Research and Development's Project Manager collaborated with at least 14 agencies including: Planning Department; Department of Environmental Management; Department of Information Technology; Department of Public Works; Finance; Department of Water Supply; Office of Sustainability, Climate, Equity and Resilience; State of Hawaii Final Status Report on Program Objectives for FY 2024-25 10 RESEARCH & DEVELOPMENT RESOURCE CENTER Department of Health Surface Water Protection Branch, Polluted Runoff Control Program; State of Hawaii Department of Land and Natural Resources (DLNR), Division of Aquatic Resources; Hawaii DLNR Division of Forestry and Wildlife; U.S. Department of Agriculture Natural Resources and Conservation Services; Environmental Protection Agency Region 9; and U.S. Army Corps of Engineers, Honolulu District, in addition to University of Hawaii at Hilo's Marine Science Department and College of Agriculture, Forestry, and Natural Resource Management. The project's formal program of community engagement and outreach has not yet started. However, the project website has attracted 1,743 views as of June 30, 2025, with 843 active users. b. Support the Department's Innovation Grant program Implemented the first round of Impact Grant funding using AmpliFund. Awarded $548,095 to 31 applicants. Final Status Report on Program Objectives for FY 2024-25 11 RESEARCH & DEVELOPMENT FILM & CREATIVE INDUSTRIES 1. Promotion — Showcase Hawaii Island as a leading destination for media and creative production, both locally and globally. Promoting locations and local businesses on media and content platforms. Location Managers Guild International Awards provided the opportunity to network with Location Managers, Film Commissioners, Producers and other industry professionals from around the world. Association of Film Commissioners International Week provided the opportunity to network with Film Commissioners and industry professionals from around the world. American Film Market (AFM) — The state and county film offices contributed to sponsor part of this event. As a sponsor, we were given a booth to promote our individual islands and our state as a whole, advertised throughout the hotel and events, and there was a promotional video that played from main stage and on the AFM app. Was featured in a two -page spread in the World of Locations magazine promoting the state and individual county film offices for one year. Attended the FOCUS, a world-wide film production trade show. With a premium booth with TV and free Hawaiian coffee service at the FOCUS London Trade Show. This cost was split with all county and state film offices. Association of Independent Commercial Producers (AICP) — Annual supporting partnership split with the state and all county film offices. This includes advertising at all AICP events, branding and marketing and digital marketing. 2. Support —Assist local and incoming creative projects with film permits, crew identification and resources, while fostering industry networks. Seventy-nine film permits were approved. We received about 80 inquiries by phone and email about local resources for filming. Out of the 80 inquiries 50 fed to permits on the Island. Final Status Report on Program Objectives for FY 2024-25 12 RESEARCH & DEVELOPMENT FILM & CREATIVE INDUSTRIES 3. Community Engagement — Activity involve and empower the local and creative community, fostering collaboration and workforce development within the industry. Create pipelines where schools will be able to learn firsthand from industry professionals and receive credit. Foster industry stability and innovation through outreach and engagement efforts. During our Native Hawaiian Women's Development Initiative community engagements, we were able to gather data from our participants to help us shape what a creative film space could look like when we are ready to plan and build it. There have been six events so far. Creative Media Summit in partnership with a County Councilmember Ashley Kierkiewicz's office brought together approximately 145 individuals in the film and creative media industry. The summit included a Creative Industries Panel, a live survey, breakout sessions, adding to the Hawaii Island Creative Industry Index, and networking. 4. Education and training — Offer workshops and training programs on sustainable content making practices for industry professionals and students. Develop a certification program for productions that adhere to high sustainability standards in Malama `Aina and Pono Pledge efforts. No new activity for this reporting period. Final Status Report on Program Objectives for FY 2024-25 13 RESEARCH & DEVELOPMENT IMMIGRATION 1. Proactively deliver information about family -based petition, permanent residency, naturalization, and citizenship process to immigrants and to prospective and new citizens. Provided mini -info sessions to residents on how to complete various immigration forms. Reviewed applications for naturalization and green cards on a daily basis. Attended Department of Human Services and U.S. Citizenship & Immigration Services (USCIS) and Honolulu Field Office quarterly stakeholder's virtual meetings to keep abreast of new and amended immigration laws, procedures, programs, and updates from local leadership regarding raised concerns on operations at the local field office as well as new ICE enforcement. Attended virtual meetings hosted by USCIS on ACA Marketplace open enrollment, Advance Parole, employment and family -based options for DACA recipients. Attended the Affordable Care Act and Communities of Color: Post -Election Implications for Healthcare. 2. Expand community outreach programs and services to assist immigrant communities in accessing community resources and services. a. Expand network of partners supporting immigrants. Attended the Office of Language Access (OLA) quarterly strategic planning virtual meetings to review OLA's mission and functions, create goals and objectives, and establish an action plan that aligns with Department of Health's strategic plan for a determined period. Attended the Hawaii Coalition for Immigrant Rights (HCIR) monthly meetings. HCIR continued to advocate for immigrant rights on a policy level. Final Status Report on Program Objectives for FY 2024-25 14 RESEARCH & DEVELOPMENT IMMIGRATION Attended virtual monthly meetings with the Legal Aid Society of Hawaii, The Legal Clinic, UH Refugee Clinic, and Hawaii Island Justice Center to share information and expand access to immigration services in Hawaii. Participated in two webinar sessions hosted by the U.S. Department of Health and Human Services on understanding and responding to labor trafficking. Served as a panelist on two days of training, one in East Hawaii and one in West Hawaii, provided police officers with in-depth knowledge about Micronesian history, traditions, and societal norms. Topics covered included the unique cultural practices of various Micronesian subgroups, the challenges faced by Micronesian immigrants, and effective communication strategies to foster trust and cooperation. Participated in a discussion with Department of Education's Education for Homeless Children and Youth program regarding transportation problems in the Oceanview area to alleviate issues causing low attendance rates for the students on the West Side, especially the Marshallese community. Served as a panelist at Carrying Culture: Micronesia with MU-BI workshop at the Native Hawaiian Convention. The session offered a workshop to center Micronesian knowledge and expertise and address historical and contemporary justice issues and focus on an overview of the region and Culturally Sustaining practices based on understanding key Micronesian cultural norms and delivering professional practices in ways that support those norms while promoting success. Conducted a mini training on Employment Authorization Document application to staff and 24 residents at Ulu Wini. Participated in a virtual Know -Your -Rights workshop on interacting with U.S. Immigration and Customs Enforcement agents hosted by American Civil Liberties Union of Hawaii, the Hawaii Coalition for Immigrant Rights, The Legal Clinic, and Roots Reborn. Provided presentation to staff and partners of HOPE Services Hawaii regarding Immigration documents. Over 60 individuals attended. Conducted a mini training on the Employment Authorization Document application to staff and 24 residents at Ulu Wini. Final Status Report on Program Objectives for FY 2024-25 15 RESEARCH & DEVELOPMENT IMMIGRATION b. Inform and engage community groups and other networks on immigration issues. Continued to provide information on immigration and related issues to the Vehicle Registration and Licensing, Housing and Community Development, and Social Security Office to better serve immigrant clients. Provided public benefit information available to immigrants to health service providers and government agencies on Hawaii Island. c. Work with the Consulate General Offices to provide outreach services in Hawaii County. Continued to be the liaison for citizens of the Philippines, Mexico, Marshall Islands, Federated States of Micronesia, and Republic of Palau with the Consulates on Oahu and the continental U.S. Assisted with renewal of passports, I-9 issues, birth certificates, obtaining documents, travel documents, and other immigrant issues. Continued outreach to and discussions with consulate offices of Guatemala, Honduras, El Salvador, Thailand, and Vietnam to determine interest in participating in future outreach events for citizens of these countries. Planned and discussed with the Philippine Consulate staff in Honolulu for a consular outreach to Kona on March 14-16, 2025. Coordinated and hosted Mexican Consul General and its Consular Outreach Team 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 to over 250 applicants. Collaborated with the Guatemalan Consulate Office to provide consular services such as Passport Renewal, Birth Certificate, Identification Cards, and Authentication of Documents. Final Status Report on Program Objectives for FY 2024-25 16 RESEARCH & DEVELOPMENT WORKFORCE INNOVATION & OPPORTUNITY ACT 1. The needs of businesses and workers drive workforce solutions and local boards are accountable to communities in which they are located. Convened a Hawaii County Workforce Development Board (HCWDB) oversight committee meeting to address critical policy and procedure updates and changes. Participated in nine events designed to enhance outreach efforts for partner programs, internships, and on-the-job services. Hosted a hiring event that had featured 50 employers and ten resource tables that had over 2,300 attnedees. 2. The American Job Center provides excellent customer service to all jobseekers and employers and focuses on continuous improvement. The AJCH assisted 3,895 participants through in -person and phone -based services. 3. Develop and/or implement education and training programs that respond to labor market analysis within the region and relate directly to the sectors addressed in the Local Area Plan. One new Commercial Driver Licensing training provider was added to the Eligible Training Provider List (ETPL) for the transportation industry. A partnership was developed with Hawaii Community College with 16 new training programs added to the ETPL. Four providers from the ETPL were renewed, with a focus on the healthcare sector. Continued to seek additional service providers to expand the range of offerings available in Hawaii County ensuring alignment with local demand. 4. The program services youth aged 16-24 who are not in school and are not working. Attended various youth centered events with the WIOA youth service provider to help with outreach efforts. Final Status Report on Program Objectives for FY 2024-25 17 RESEARCH & DEVELOPMENT WORKFORCE INNOVATION & OPPORTUNITY ACT 5. Meeting eligibility requirements of WIOA. Continued to collaborate with the State Workforce Development Division to finalize operating and program budgets for PY24. Participated in monthly performance measure meetings with the State Workforce Development Council to ensure performance is being met for WIOA. 6. Oversees the management of the American Job Center Hawaii (AJCH) where program participants and the public can access various services in a single location. Completed the new AJCH's Memorandum of Understanding (MOU) and Infrastructure Agreement (IFA) that will expire in June 2027. The MOU and IFA were updated to accommodate additional partners. Collaborated with partners to expand veterans' services. Request for Proposal was successfully procured for a One Stop Operator. The One Stop Operator should begin and start service before 2026. Final Status Report on Program Objectives for FY 2024-25 18 RESEARCH & DEVELOPMENT COMMUNITY WELL-BEING In collaboration with the Mayor's Office, the Hawaii District Health Office, and local advocates, promote community well-being by addressing subjects on public health and social justice and highlighting local, state and/or national champions on selected subjects. a. Identify at least six community well-being subjects to promote. In collaboration with the Alcohol & Drug Abuse Division of the Hawaii State Department of Health (DOH), the program secured funding for a project to raise awareness of opioids and coordinate a comprehensive response. The announcement of this initiative highlighted the Hawaii Island Fentanyl Task Force and the Big Island Substance Abuse Council (BISAC). This partnership with DOH resulted in a $478,400 grant to support the Task Force. In collaboration with the Hilo Benioff Medical Center Foundation and community partners, the program supported community focus groups on diabetes management. This partnership resulted in three focus groups with over 30 attendees providing valuable feedback from individuals living with diabetes. In partnership with the Mayor's Office, the Police Department, the National Alliance on Mental Illness, and the Hawaii State Rural Health Association, the program supported the Crisis Intervention Training (CIT) program in October 2024. CIT provides officers with essential information, education and greater awareness on mental health and effective response strategies for individuals experiencing mental health crises. The five-day CIT training, led by the Police Department, was successfully completed by over 20 officers. b. Draft a press release template on at least four subjects. The program developed a draft press release to announce the establishment of the Hawaii Island Opioid Response Network. This network which formalized the County's support to the Hawaii Island Fentanyl Task Force, was formed following the successful finalization of the Memorandum of Agreement (MOA) with the DOH and the multi -year professional service contract with BISAC. Final Status Report on Program Objectives for FY 2024-25 19 RESEARCH & DEVELOPMENT a COMMUNITY WELL-BEING c. Disseminate at least two subjects via the Mayor's Office (press release, Facebook, etc.). Completed one press release. The program drafted a press release announcing the development of the Hawaii Island Opioid Response Network. This press release was subsequently issued by the Mayor's Office on July 15, 2024. d. Highlight at least two champions (health and/or human service providers) and their work. The press release, drafted for the Mayor's Office, highlighted two key champions: the Hawaii Island Fentanyl Task Force and BISAC. It recognized their crucial advocacy efforts in education, treatment, and support for individuals affected by drug use. The press release also emphasized the critical partnership with the Alcohol & Drug Abuse Division of the DOH. 2. Collaborate with the R&D Early Childhood Resource Coordinator and participate in committees and working groups conducting preliminary planning and designing of local initiatives. a. Participate in at least four meetings. No new activity for this reporting period. 3. Collaborate with the Hawai'i Island Prevent Suicide Taskforce and support dissemination of prevention activities. a. Participate in at least four meetings. The program specialist attended two meetings. Attending these meetings provided valuable learning opportunities for the program. This increased understanding of suicide prevention and its needs led to the development of an RFP and the subsequent allocation of $1,000,000 in funding for this fiscal year. 4. Support the planning of community health initiatives with an emphasis on equity and inclusion that inform policymaking and implementation of programs. a. Participate in at least four meetings involved with youth mental health initiatives. The program specialist supported the Mayor's Office at the Hawaii County Final Status Report on Program Objectives for FY 2024-25 20 RESEARCH & DEVELOPMENT COMMUNITY WELL-BEING Mental Health Summit on September 20, 2024. Over 30 stakeholders participated in the summit which offered learning opportunities about adult and youth mental health issues and barriers to care and services. The specialist also briefly announced the County's intention to release an RFP to support multi -million -dollar mental health resilience programs. 5. Collaborate on the County's effort to establish an island wide community navigator program through research and planning support. No new activity for this reporting period. 6. Support community -based efforts on disaster resilience and health and human service coordination including, but not limited to, participating in at least four Citizen Corps meetings, Community Action Network (CAN) meetings, and Regional Health Partnership meetings. The Community Well-being Specialist attended five Citizen Corps meetings and supported the update of the Project 360 Ohana Booklet. This booklet provides valuable disaster preparedness education and resources and continued to be distributed throughout the County. The specialist also supported the Citizen Corps in developing a pilot calendar of training and disaster preparedness events. In addition, the Community Well-being Specialist attended six CAN meetings, contributing to increased awareness of community resources and services. Final Status Report on Program Objectives for FY 2024-25 21 This page intentionally left blank 24 HIGHWAY FUND PUBLIC WORKS TRAFFIC ' • Traffic Safety Section 1. Investigate and process complaints and requests (not including projects) within 30 calendar days. A total of 9 out of 14 or 29% completed within 30 calendar days. Traffic Signs & Markings Section 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. Inspected 101.29 of 250 miles or 40.52%. o Performance measurement: 80% completion of all open traffic markings maintenance work orders. Completed 8 of 15 work orders or 53.33%. 2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year). o Performance measurement: 100% compliant. A total of 1,115 of 3,760 signs or 29.65%. 3. Install new, and modify existing, traffic signs and markings to address safety concerns and work requests received from the public. o Performance measurement: 90% completion of all open safety -related work orders. 14 of 18 safety -related work orders or 77.78% Traffic Signals & Street Lights Section 1. Investigate and repair all street light failures within ten working days. o Performance measurement: 100% completion. A total of 98 of 202 or 48.51 %, completed within ten working days 193 of 202 or 99.54%, total completed Six Month Progress Report on Program Objectives for FY 2025-26 WORKSPUBLIC DIVISIONTRAFFIC 2. Investigate and resolve all traffic signal timing and operational complaints within five working days. o Performance measurement: 100% completion. A total of 1.10 of 112, or 89.29 % completed within five working days. 3. Preventative Maintenance Program: Fifty-eight state -signalized intersections two times per year. o Performance measurement: 100% completion. A total of 58 of 58 intersections, or 100%, were inspected by the biannual deadline. Sixty-one county -signalized intersections one time per year. o Performance measurement: 100% completion. A total of 61 of 61 intersections,. or 100%, were inspected by the annual deadline. ' 4. Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual certification of 119 signalized intersections. o Performance measurement: 100% completion. A total of 119 of 119 or 100% (compliant). 5. Uninterruptable Power Supplies (UPS) annual inspections. o Performance measurement: 100% completion. A total of 119 of 119 or 100% (inspected). Six Month Progress Report on Program Objectives for FY 2025-26 PUBLIC WORKS MUM tt • 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. A total of 3.95 road miles were paved in FY 2025-26, as of December 31, 2025, a significant decrease compared to this period in previous fiscal years. With uncontrollable delays in funding approval and vendor payments, the division did not want to move forward with pavement projects and instead chose to focus on other division priorities. With the uncontrollable circumstances resolved, the division will ramp up paving efforts to achieve the goal of paving 36 road miles in the second half of FY 2025-26. 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. As of December 31, 2025, the Highway Maintenance Division continued to meet the grass -cutting and maintenance goal of six miles per operator/equipment per workday, during a five -week cycle per district. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank PUBLIC WORKS TRAFFIC DIVISION Traffic Safety Section 1. Investigate and process complaints and requests (not including projects) within 30 calendar days. A total of 68 out of 88, or 77% of complaints were investigated, processed, and completed within 30 calendar days. Traffic Signs & Markings Section 1. Inspect and maintain as required 250 miles of county -maintained road per year (total of 1,000 centerline miles over four-year maintenance cycle) to address retro-reflectivity. o Performance measurement: 100% completion of annual inspections. Inspected 123 miles out of 250 miles, or 49%. o Performance measurement: 80% completion of all open traffic markings maintenance work orders. No maintenance markings work orders issued or completed. 2. Maintain all traffic signs on a seven-year replacement cycle (3,760 signs per year). o Performance measurement: 100% compliant. A total of 3,124 signs out of 3,768 signs, or 83% were maintained or replaced. 3. Install new, and modify existing, traffic signs and markings to address safety concerns and work requests received from the public. o Performance measurement: 90% completion of all open safety -related work orders. A total of 61 out of 78, or 78% of safety related work orders were completed. Traffic Signals & Street Lights Section 1. Investigate and repair all street light failures within ten working days. o Performance measurement: 100% completion. 454 of 722, or 63%, of all street light failure reports were investigated and repaired within ten working days. Final Status Report on Program Objectives for FY 2024-25 PUBLIC WORKS TRAFFIC DIVISION 718 of 722, or 99%, of all street light failures reports were investigated and repaired. 2. Investigate and resolve all traffic signal timing and operational complaints within three working days. o Performance measurement: 100% completion. 140 of 286, or 49%, of complaints were investigated and resolved within three working days. 280 out of 286, or 98% of complaints were investigated and resolved. 3. Preventative Maintenance Program: Fifty-eight state signalized intersections two times per year. o Performance measurement: 100% completion. A total of 58 of 58 intersections, or 100%, were inspected by the biannual deadline. Sixty-one county -signalized intersections one time per year. o Performance measurement: 100% completion. A total of 61 of 61 intersections, or 100%, were inspected by the annual deadline. 4. Conflict Monitor Units (CMU)/Malfunction Management Units (MMU) annual certification of 119 signalized intersections. o Performance measurement: 100% completion. A total of 119 of 119 or 100% (compliant). 5. Uninterruptable Power Supplies (UPS) annual inspections and/or replacement. o Performance measurement: 100% completion. A total of 119 of1.19 or 100% (inspected). Final Status Report on Program Objectives for FY 2024-25 PUBLIC WORKS HIGHWAY MAINTENANCE DIVISION 1. Continue island wide in-house resurfacing program and resurface a total of at least 36 road miles or 115 lane miles of pavement annually. Resurfaced 33.94 road miles of various County roads. 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. In FY 2024-25 the Highway Maintenance Division continued to meet the goal of grass -cutting and maintenance of six miles per operator/equipment per workday during a five -week cycle per district. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank 25 GENERAL EXCISE TAX FUND MASS TRANSIT AGENCY GENERAL EXCISE TAX FUND 1. Make riding transit easier, reliable, and more desirable than other options. a. We worked with our security forces to ensure they were serving in the correct locations and adhering to standards. b. Began planning to move the Kona hub, which is currently just a temporary location where buses come together, to a more desirable and safer location. This is still in the planning phase. Currently coordinating with outside agencies for options. c. Continued to evaluate routes to better serve the community while concentrating on ridership in specific areas. d. Began exploring options to put the battery -electric buses into operation on the west side of the island. A recent trip over saddle road with a recharge in Kona was successful. 2. Develop our transit system to serve the employment and social needs of all people. a. Focused on efforts for ADA compliance, including pre -trip inspection processes and expectations. Conducted a field audit of equipment. b. Focused on increasing our fleet, which includes the arrival of nine new vans to be used for Paratransit operations and the arrival of four battery -electric buses to be used for fixed route operations. c. Scheduled the Annual ADA training which will take place in January - February 2026 for all Hele-On staff, and contractors. d. Initiated the purchase of seven refurbished MCI buses to start arriving June - July 2026. e. Pulled specifications for the procurement of seven hybrid buses. f. Initiated the purchase of five to seven micro transit vans to be used for the new program. 3. Implement technology to provide real time transportation information. a. Initiated General Transit Feed Specification (GTFS) planning to allow better tracking and notifications to the riders on stop and bus statuses. 4. Advance the concept of transportation hubs with spoke circulating buses. a. The Environmental Assessment Statement (EAS) for the Pahoa hub was completed. We are currently working with HDOT and FTA to complete the Categorical Extension. Once this phase is complete, we will be able to move onto the land acquisition phase. Six Month Progress Report on Program Objectives for FY 2025-26 MASS TRANSIT ♦ T GENERAL' 5. 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. a. Recently added a bus shelter in Waimea near Mud Lane, in the north -bound direction. Focusing efforts on additional bus shelters to be placed along HW- 19 in Papa`ikou, Ainaloa, and Volcano. b. Work order submitted for additional signage at the park and ride lots around the island. 6. Implement Master Plan transit system requirements in a fiscally sustainable manner. a. Began forming a Kailua-Kona Base yard plan as we work with SSFM and Natural Energy Laboratory of Hawaii Authority (NELHA) for this project. b. Began researching additional options regarding federal funding that could be used for the Pahoa Transit hub. c. Park and ride options were and continue to be explored in Kona near Ali'i drive. d. Began coordination with Hawaiian Electric Company to run power and install two ChargePoint chargers for the use of battery -electric buses. This has a completion timeframe of May 2026. Working with HECO is the first phase of this project. The second phase is working with EPI and DPW to have everything operational, with an estimated timeline of September 2026. e. Continued to evaluate fixed routes within our transit system. We are monitoring ridership data and making adjustments to focus on a more positive fiscally responsible system. Six Month Progress Report on Program Objectives for FY 2025-26 MASS TRANSIT AGENCY GENERAL EXCISE TAX FUND Continue to: a. Make riding transit easier, reliable, and more desirable than other options. We worked with our security forces to ensure they were serving in the correct locations and adhering to standards that had become lax. The Kona hub location is still in the planning phase, and we are currently coordinating with outside agencies for options. The current location is just a temporary hub where buses come together. Our plan is to move this hub to a more desirable and safer location. We updated some of the bus schedules posted on our website for public viewing to reflect recent changes. b. Develop our transit system to serve the employment and social needs of all people. • We focused on efforts for ADA compliance, including pre -trip inspection processes and expectations. We also conducted a field audit of equipment. • Increased our fleet, which includes the arrival of nine new vans to be used for Paratransit operations and the arrival of four battery electric buses to be used for fixed route operations. • Conducted an annual ADA training for all Hele-On staff, and contractors. • Conducted Title VI training for all Hele-On management staff. c. Implement technology to provide real time transportation information. • Implemented a professional services contract to support technology - based software that will provide real time data to the community on vehicle movements and status updates. d. Advance the concept of transportation hubs with spoke circulating buses. • The Environmental Assessment Statement (EAS) for the P$hoa hub was completed. We currently have a categorical exclusion pending approval from the FTA. Once completed, we will move on to the land acquisition phase. • Conducted a meeting with Shipman points of contact regarding a future civic center to include a transit hub in Kea`au. Final Status Report on Program Objectives for FY 2024-25 MASS TRANSIT AGENCY GENERAL EXCISE TAX FUND 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. Bus shelters were implemented in locations at the Mohouli Heights Senior Neighborhood and Pahoa Elementary School. Currently working with HDOT on additional bus stop and bus shelter improvements around the island that would get federal funding assistance. 2. Implement Master Plan transit system requirements in a fiscally sustainable manner. • A Kailua-Kona Base yard plan is being formed as we work with SSFM and Natural Energy Laboratory of Hawaii Authority (NELHA) for this project. • Park and ride options are being explored in Kona near Ali`i drive. • Coordination with Hawaiian Electric Company to run power and install two ChargePoint chargers for the use of Battery Electric buses. This has a completion timeframe of May 2025. • Coordinating with HDOT regarding FY22 Low -No and Bus and Bus facility grants to be used for the purchase of seven additional battery electric buses and two charge point changers. • Evaluating fixed routes within our transit system. We are monitoring ridership data and adjusting to focus on a more positive fiscally responsible system. Final Status Report on Program Objectives for FY 2024-25 26 SEWER FUND WASTEWATER DIVISION ADMINISTRATION 1. Work with stakeholders to revise County ordinances and administrative rules to provide additional sewer fund revenues, decrease sewer spills from un-regulated industrialcustomers, 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). The AOC requires the County to develop and implement a pretreatment program. One of the components of a pretreatment program is the establishment of legal authority to enforce program components. The newly issued NPDES Permit for the Hilo Wastewater Treatment Plant (HWWTP) also requires the County to develop and implement a pretreatment program as well as a fats, oils, and grease (FOG) control program. Although the existing County Code contains references to State and Federal regulations that allow the County to implement both the pretreatment program and the FOG control program, it is important to modify the Code to include those references. The Wastewater Division (WWD) is proposing to establish legal authorities for the pretreatment program and the FOG control program within the County Code. This will be forwarded to the County Council in the 2"d quarter of calendar year 2026. 2. Continue working towards the closure of the Nd'dlehu and Pahala Large Capacity Cesspool (LCC's) as stipulated by the revised (March 23, 2024) Environmental Protection Agency (EPA) AOC enforcement action. Pahala Large Capacity Cesspool (LCC's): Closure of the Pahala LCC's consists of two distinct projects: construction of the wastewater treatment plant and the wastewater collection system. Construction of the sewer collection system is in progress and on schedule to be completed by November 30, 2026. Bids for the construction of the wastewater treatment plant were received on October 9, 2025, and are under review. The LCCs will be closed after the collection system and treatment plant are constructed. NiNilehu Large Capacity Cesspool (LCC's): Closure of the Nd'dlehu LCC's consists of two distinct projects: construction of the wastewater treatment plant and the wastewater collection system. Design work for both the wastewater treatment plant and the collection system continues. Six Month Progress Report on Program Objectives for FY 2025-26 x_. . DIVISIONWASTEWATER ADMINISTRATION 3. Begin construction of the Hilo Wastewater Treatment Plant Rehabilitation Project. Following the groundbreaking on July 31, 2025, construction is underway. The project is on schedule for a 2030 completion, ahead of the June 30, 2035, Administrative Order on Consent (AOC) deadline. As equipment delivery ramps up, DEM will seek a multi -year construction management services contract in the first quarter of calendar year 2026. This ensures continuous oversight as activity intensifies on -site. 4. Complete bid documents and initiate construction after award of contract for the headworks renovation at the Papa`ikou and Kula`imano WWTPs. A contract for the design of the Kula`imano WWTP Rehabilitation and Facility Improvements has been negotiated and is expected to be executed in February 2026. Design work for improvements of the Papa`ikou WWTP will be done under a separate contract expected to be executed in the 211 quarter of calendar year 2026. We do not anticipate delays in meeting the AOC deadlines. 5. Begin construction for the replacement of Hale Halawai SPS Force main. A Notice to Proceed for construction of the Hale Halawai SPS Force Main replacement project was issued on July 1, 2025. The project is on schedule to be completed in the 3ra quarter of calendar year 2026. 6. Solicit bids and award contract for the construction of the Kealakehe Wastewater Treatment Plant R-1 upgrades. The intent of the project is to upgrade the Kealakehe Wastewater Treatment to produce R-1 quality water (for irrigation use). A request for proposals for the design and construction of upgrades to the Kealakehe Wastewater Treatment Plant to produce R-1 quality wastewater was issued on September 1, 2025. Proposals were received on December 30, 2025, and are under review and evaluation. A recommendation to award is expected in early 2026. Six Month Progress Report on Program Objectives for FY 2025-26 WASTEWATER • ADMINISTRATION Finalize the island wide facility and cesspool conversion plan. Complete public engagement and work towards implementing necessary code changes for implementation of the plan. The project remains on schedule to meet the January 31, 2027, compliance deadline. Technical groundwork is substantially complete, and efforts have shifted to financial modeling and finalizing the draft reports. Key Progress • Facilities Plan: Completed condition assessments for all six WWTPs and 17 pump stations. Identified legally mandated and health/safety project needs. • Cesspool Conversion: Established a GIS database for all County cesspools and finalized life -cycle cost analyses for conversion options. • Financial Strategy: Developed comprehensive cost models and CIP priority rankings to guide decision -making. Next Steps & Public Review • Draft Review: We anticipate a public review period for the Draft IWWMP in the second quarter of 2026. This will include presentations to the Environmental Management Commission (EMC) and Council Committee. Six Month Progress Report on Program Objectives for FY 2025-26 'NIL At DIVISION WASTEWATER OPERATIONS Continue to foster a culture of continuous improvement, continual condition assessment, programmatic equipment/facility replacement, and preventative maintenance. The Division continues to encourage staff to assess and report issues and ways to improve our facilities in our NexGen asset management system. Some improvements we are working on include bringing internet service to Papa`ikou, Kula`imano and Kapehu Wastewater Treatment Plants, updating existing and installing new flow meters at all facilities, and updating the in plant plumbing system at the Kealakehe Wastewater Treatment Plant. 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. The Division continues to emphasize to employees the importance of identifying and entering safety hazards into the NexGen asset management system. This is important because it empowers employees, who are most familiar with their working conditions, to formally identify hazards that need correcting so management can arrange for their correction, and track progress. 3. Install and repair instrumentation to continousy monitor process efficiency, energy usage, and continoully look for ways to be more efficient. The Division is continually looking for opportunities to install new instrumentation and evaluate process efficiency and energy usage. Some current projects include collection system infiltration reduction and Milo Wastewater Treatment Plant biotower pump station adjustments. This will significantly reduce electric use and we are engaging with the state energy office to receive rebates on the projected energy savings. 4. Correct deferred maintenance at existing facilities. Deferred maintenance is being corrected through Capital Improvement Projects as well as through smaller repair projects. To the extent possible, deferred maintenance issues at our existing facilities are being corrected as staff enters them into the NexGen asset management system. Some recent activities include upgrading pumps and controllers at our pump stations and replacing the aeration line at Kula`imano Wastewater Treatment Plant. Six Month Progress Report on Program Objectives for FY 2025-26 W.WASTEWATER r DIVISION OPERATIONS 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 WWI) to prioritize collection system repairs to reduce risk of possible sewer spills and improve overall maintenance of our sewer lines. In the first half of FY 2025-26, approximately eight miles of sewer lines were cleaned as part of regular collection system assessment and preventative maintenance. Approximately four miles of ] iASSCO sewer condition assessments were completed. The Division is exploring the possibility of procuring Al software to automate our condition assessments. The software could also help to automate repair project analysis and creation. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADMINISTRATION 1. Work with stakeholders to revise County ordinances and administrative rules to provide additional sewer fund revenues, decrease sewer spills from un-regulated industrial customers, and provide compliance with the newly created wastewater discharge standards created by the Pretreatment Program as required under the Hawaii Department of Health (HDOH) Administrative Order of Consent (AOC). The AOC requires the County to develop and implement a pretreatment program. One of the components of a pretreatment program is the establishment of legal authority to enforce program components. The newly issued NPDES Permit for the Hilo Wastewater Treatment Plant (HWWTP) also requires the County to develop and implement a pretreatment program as well as a fats, oils and grease (FOG) control program. Although the existing County Code contains references to State and Federal regulations that allow the County to implement both the pretreatment program and the FOG control program, it is important to modify the Code to include those references. The Wastewater Division (WWD) is proposing to establish legal authorities for the pretreatment program and the FOG control program within the County Code by creating new articles within Chapter 21. Article 6 will be the pretreatment program and Article 7 will be the FOG control program. WWD has drafts of both new articles and will be forwarding them to County Council in the 4t" quarter of 2025. 2. Continue working towards the closure of the Nd'alehu and Pahala Large Capacity Cesspool (LCC's) as stipulated by the revised (August 22, 2022) Environmental Protection Agency (EPA) AOC enforcement action. Pahala Large Capacity Cesspool (LCC's): Closure of the Pahala LCC's consists of two distinct projects: construction of the wastewater treatment plant and the wastewater collection system. The notice to proceed (NTP) for construction of the collection system was issued on October 28, 2024, and construction began on November 18, 2024. The Final Environmental Information Document (EID), and implementation plan was approved by the Environmental Protection Agency (EPA) on September 27, 2024. This met the planning requirements for construction of the proposed wastewater system and met planning deadlines stipulated in the AOC. Final Status Report on Program Objectives for FY 2024-25 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADMINISTRATION Design of the wastewater treatment plant was finalized and the invitation for bid was published on June 30, 2025. The bid opening date is October 9, 2025. Na`alehu Large Capacity Cesspool (LCC's): The design consultant is evaluating the treatment plant site design to minimize site development impacts, maintain existing drainage as much as possible and account for preservation of identified historic/cultural areas. WWD continues to pursue the acquisition of the parcel identified for the WWTP. 3. Complete design and prepare bid documents for construction of the Pua Sewage Pump Station (SPS) renovation to mitigate pressure surge in the force main; replace valves and electrical switchgear; and improve the odor control system components. The design is 90% completed and work continues to prepare bid documents for the Pua Sewage Pump Station (SPS) renovation. The project includes various improvements such as electrical upgrades (electrical switchgear, pump controllers, VFD, etc.); replacement of valves and electrical switchgear; structural rehabilitation and improvement of the odor control system components. 4. Complete design and prepare bid documents for construction on the Pua Force Main Replacement Project. The Pua Force Main Replacement project consists of two phases. The Phase I project scope includes installation of a new parallel force main and surge pressure protection improvements for the force main. 100% design documents are completed for Phase I. The Phase II project scope includes rehabilitation of the existing force main. The bid and construction documents are 90% complete for the Phase II project. 5. Complete bid documents and initiate construction after award of contract for the Hilo Wastewater Treatment Plant Rehabilitation Project. On September 13, 2024, bids were opened for the Hilo Wastewater Treatment Plant Rehabilitation Project. On October 25, 2024, an Intent to Award letter was provided to the apparent low bidder. A formal award letter was issued on December 20, 2024. The Notice to proceed was issued on June 10, 2025, authorizing the start of the construction activities to start on July 31, 2025. Final Status Report on Program Objectives for FY 2024-25 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADNIINISTRATION 6. Complete bid documents and initiate construction after award of contract for the headworks renovation at the Papa`ikou and Kula`imano WWTPs. The Kula`imano, and Papa`ikou WWTP Rehabilitation and Facility Improvements design contracts are currently being scoped and negotiated with the selected engineering firm. The scope of work will account for additional work that is required as part of the Countywide Administrative Order on Consent. The contract execution for Kula`imano WWTP is expected to be in late 2025, the contract execution for Pripa`ikou WWTP is expected to be in early 2026. 7. Complete design for the sewage pump station (SPS) upgrade and cast-iron force main replacement at Hale Halawai SPS, Project 19 SPS, Onekahakaha SPS and FM, and Kolea SPS and FM. Hale Halawai Design and bid documents are 100% completed. Solicitation of bids for the construction was completed and a notice of award was issued in June 2025. The Notice to proceed with construction is anticipated to occur in July 2025. Project 19 SPS force main replacement has not started. Onekahakaba SPS and FM replacement was selected for congressionally directed spending. Work continues to determine the necessary steps to receive the funding. The Kolea SPS and FM replacement project has not started. 8. Complete construction documents for the Kealakehe Wastewater Treatment Plant R-1 upgrades. The intent of the project is to upgrade the Kealakehe Wastewater Treatment to produce R-1 quality water (for irrigation use). Solicitation documents are being prepared for the design and construction of upgrades to the Kealakehe Wastewater Treatment Plant to produce R-1 quality wastewater. The request for proposals is expected to be issued on or before September 1, 2025. Construction is to begin by March 1, 2026, and to be completed by June 30, 2029. Final Status Report on Program Objectives for FY 2024-25 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION ADNIINISTRATION 9. Finalize the Environmental Assessment (EA) for the North Kona SPS and Force Main Project. The draft EA is currently awaiting a completed Archaeological Inventory Survey (AIS). Completion of the AIS is on hold until dedication of the parcel is completed. 10. Complete the wastewater master plan for the Puako and surrounding South Kohala Community Development Plan (CDP) region. The Final Project Definition Report was completed in June 2023. The Final Master Plan was completed in June 2024. 11. Complete the Pahoa Feasibility Study. Final Pahoa Feasibility Study was completed in October 2023. 12. Complete the draft of the island wide facility and cesspool conversion plan. Begin public engagement and work towards a finalized document to serve as a division roadmap for facility maintenance and sewer collection system expansion. Work continues to develop the Draft Island wide Facility and Cesspool Conversion Plan. The Draft report is planned to be released in quarter two of calendar year 2026. Final Status Report on Program Objectives for FY 2024-25 ENVIRONMENTAL MANAGEMENT DIVISIONWASTEWATER OPERATIONS 1. Continue to foster a culture of continuous improvement, continual condition assessment, programmatic equipment/facility replacement, and preventative maintenance. The Division's Asset Management System (AMS) staff continued to regularly develop and refine standard operating procedures for inventorying critical parts. Condition assessment of existing vertical and horizontal assets continues. 2. Continue to foster a culture where we identify and correct safety hazards before accidents happen by following OSHA/HIOSH guidelines. Operations staff participated in the following trainings: • Overhead crane safety, inspection, rigging, and operation • Respiratory protection • Manhole encapsulating demo and air relief valve • Back injury prevention • Chemical Safety Training • Operational training on new equipment 3. Install instrumentation to continously monitor process efficiency, energy usage, and continously look for ways to be more efficient. Installation and startup of Kaloko (Ulu Wini) WWTP Train III was completed in October 2024. Train I existing process controls were integrated into the new Train III control panel. Replacement of dewatering centrifuge #2 was completed at the Hilo WWTP Solids building. The new system uses instrumentation for automated process control, monitors power use, and is optimized for power efficiency. 4. Continue to reduce inventory discrepancies by improving inventory controls and procedures. Identify critical parts to keep on hand to decrease system downtime or spills. Process for identifying and tracking critical parts was developed by the Asset Management Team in collaboration with Operations. Work continues to identify critical parts and minimum inventory levels for each part. Final Status Report on Program Objectives for FY 2024-25 ENVIRONMENTAL MANAGEMENT WASTEWATER DIVISION OPERATIONS 5. Strengthen the safety training program by improving the delivery and availability of annual refresher courses to employees. Online safety training programs were available to all employees via Vector LMS, Target Solutions editions. 6. Clean, video, and perform NASSCO condition assessment of 20 miles of sewer line each year. Using an industry standard NASSCO condition assessment scoring system will allow W WD to prioritize collection system repairs to reduce risk of possible sewer spills and improve overall maintenance of our sewer lines. In Fiscal Year 2024-25, approximately 33 miles of sewer lines were cleaned as part of regular collection system assessment and preventative maintenance. Approximately 16 miles of NASSCO sewer condition assessments were completed. Final Status Report on Program Objectives for FY 2024-25 27 SHORT-TERM VACATION RENTAL ENFORCEMENT FUND PLANNING SHORT-TERMVACATION ENFORCEMENT 1. The Short-Term.Vacation Rental Enforcement Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. Processed 93 Short Term Vacation Rental (STVR) applications; 320 Non- conforming use (NUC) renewals; 228 STVR Change of information applications; and investigated 32 STVR & NUC complaints. The STVR Fund Received $132,750 in revenues from STVR Registration Fees, STVR Non -Conforming Use Fees and STVR Enforcement Fines/Forfeitures. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank PLANNING SHORT-TERM VACATION RENTAL ENFORCEMENT FUND 1. The Short -Term Vacation Rental Enforcement Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. Short Term Vacation Rental (STVR) applications and renewals continue to be submitted through the Electronic Processing and Information Center (EPIC) System. The use of electronic signatures for letters has continued to reduce the amount of paper that needs to be routed and stored. Final Status Report on Prograrn Objectives for FY 2024-25 This page intentionally left blank CEMETERY FUND PARKS & RECREATION CEMETERY FUND 1. Conduct maintenance and repair activities by providing the necessary equipment and services. Necessary equipment and services were provided. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank PARKS & RECREATION CEMETERY FUND Conduct maintenance and repair activities by providing the necessary equipment and services. Maintenance and repairs for facilities were addressed daily. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank 29 BIKEWAY FUND PARKS & RECREATION BIKEWAY FUND 1. Conduct one recreational bike activity in each of five recreational districts by June 30, 2026. No bike activities were conducted during the first half of the fiscal year. Z Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank PARKS & RECREATION BIKEWAY FUND 1. Conduct one recreational bike activity in each of five recreational districts by June 30, 2025. No bike activities were conducted during FY 2024-25. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank 30 BEAUTIFICATION FUND BEAUTIFICATPUBLIC WORK�N FUND 1. Continue to initiate two roadside planting projects every year. The Department of Parks and Recreation did not conduct a roadside planting project as of December 31, 2025. 2. Continue to plant or replant a minimum of ten trees each year. No trees were planted by the Department of Parks and Recreation as of December 31, 2025. 3. Control roadside trash by providing refuse containers and pick-up. As part of the Roadside Maintenance Program, the Department of Public Works Highway Maintenance Division provided refuse containers, continued litter pick-up, and rubbish removal of trash receptacles located in Downtown Hilo, Kailua Village, Honoka`a Town, and Pahoa Village. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank PUBLIC WORKS BEAUTIFICATION 1. Continue to initiate two roadside planting projects every year. The Department of Parks and Recreation conducted two roadside planting projects at Mohouli Park and Pauka`a Park in FY 2024-25. 2. Continue to plant or replant a minimum of ten trees each year. In FY 2024-25 a total of 21 trees were planted, 17 at Mohouli Park and four at Pauka`a Park. 3. Control roadside trash by providing refuse containers and pick-up. As part of the Road Maintenance Program, the Highway Maintenance Division provided refuse containers, continued litter -pick up, and rubbish removal of trash receptacles located in Downtown Hilo, Kailua Village, Honoka`a Town, and Pahoa Village. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank 31 VEHICLE DISPOSAL FUND DISPOSALMA L AT V VEHICLE 1. Coordinate the removal of vehicles from public and private roadways that the Hawaii County Police Department have classified as derelict or abandoned. The program received 1,050 Vehicle Incident Reports from the Hawaii County Police Department, Department of Land and Natural Resources, Hawaii Volcanoes National Park, and the Derelict/Abandoned Vehicle Program from July 01, 2025, through December 31, 2025. Of the 1,050 reports, 391 of them were either duplicate reports, on private property, or towed by a private tow company. Tow requests were issued to contractors to remove the vehicles for the remaining 659 reports. Of the 659 reports, 280 vehicles were removed from West Hawaii and 325 vehicles were removed from East Hawaii. The remaining balance of reports, that were requested to be towed through the program, were not on location when the contractor arrived. 2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are being processed and recycled in compliance with Hawaii Revised Statutes, Hawaii County Code, and Department of Health requirements. The Derelict/Abandoned Vehicle staff worked with both the towing and disposal contractors to ensure all vehicles were towed and processed in a timely manner and within the parameters of our contract and their operations plans. 3. Continue the planning and design phases for the remediation of the Hilo Scrap Metal Facility. A formal remediation workplan for the Hilo Scrap Metal Facility was submitted to the Department of Health (DOH) in October 2023. The division and contracted consultant met with the DOH to present the workplan and a site visit by the DOH was completed on February 23, 2024. Additional field check and test pits on the Department of Hawaiian Home Lands (DHHL) side were completed on August 23, 2024. An updated workplan was submitted to the Department of Health (DOH) on June 2, 2025, and was accepted on September 22, 2025. The next step is to provide the DOH with a schedule of tasks to be completed for the clean-up and closure of the site. 4. Conduct at least one auction of eligible vehicles per year. No auctions were held in the first six months of FY 2025-26. Six Month Progress Report on Program Objectives for FY 2025-26 DISPOSALVEHICLE 5. Provide Vehicle Disposal Assistance Programs for the public. The Section continues to offer a year-round vehicle disposal assistance program that provides full subsidy for the towing and disposal of two junk or derelict vehicles per fiscal year. The program received a total of 291 applications from July 01, 2025, through December 31, 2025. Out of those, 239 were successfully processed and towed, while 48 applications were either canceled, rejected or still pending. Six Month Progress Report on Program Objectives for FY 2025-26 ENVIRONMENTAL MANAGEMENT VEHICLE DISPOSAL FUND 1. Coordinate the removal of vehicles from public and private roadways that the Hawaii County Police Department have classified as derelict or abandoned. The program received 2,192 Vehicle Incident Reports from the Hawaii County Police Department, Department of Land and Natural Resources, Hawaii Volcanoes National Park, and the Derelict/Abandoned Vehicle Program from July 01, 2024, through June 30, 2025. Of the 2,192 reports, 835 of them were either duplicate reports, on private property, or towed by a private tow company. Tow requests were issued to contractors to remove the vehicles for the remaining balance of 1,357 reports. Of the 1,357 reports, 553 vehicles were removed from West Hawaii and 804 vehicles were removed from East Hawaii. The remaining balance of reports, that were requested to be towed through the program, were not on location when the contractor arrived. 2. Monitor the program and contracts to ensure that all derelict/abandoned vehicles are being processed and recycled in compliance with Hawaii Revised Statutes, Hawaii County Code, and Department of Health requirements. The Derelict/Abandoned Vehicle staff worked with both the towing and disposal contractors to ensure all vehicles were towed and processed in a timely manner and within the parameters of our contract and their operations plans. Continue the planning and design phases for the remediation of the Hilo Scrap Metal Facility. A formal remediation workplan for the Hilo Scrap Metal Facility was submitted to the Department of Health (DOH) in October 2023. The division and contracted consultant met with the DOH to present the workplan and a site visit by the DOH was completed on February 23, 2024. Additional field check and test pits on the Department of Hawaiian Home Lands (DHHL) side were completed on August 23, 2024. The updated workplan was finalized and submitted to the DOH on June 2, 2025. The workplan has been conditionally accepted by the DOH but no formal acceptance letter has been received at this time. The consultant continued with the design and bid documents but will not be able to complete until the DOH provides the letter of acceptance. 4. Conduct at least one auction of eligible vehicles per year. An auction was held in Kailua-Kona in December 2024. Final Status Report on Program Objectives for FY 2024-25 ENVIRONMENTAL MANAGEMENT VEHICLE DISPOSAL FUND 5. Provide Vehicle Disposal Assistance Programs for the public. The Section continues to offer a year-round vehicle disposal assistance program that provides full subsidy for the towing and disposal of two junk or derelict vehicles per fiscal year. The program received a total of 512 applications from July 01, 2024, through June 30, 2025. Out of those, 437 were successfully processed and towed, while 75 applications were either canceled, rejected or were moved to next fiscal year. Final Status Report on Program Objectives for FY 2024-25 32 SOLID WASTE FUND T SOLID ♦. 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. The Division participated in the Hawaii Climate Change Mitigation & Adaption Commission's Climate Action Pathways Solid Waste Working Group that advocated for EPR as a primary tool for solid waste reduction. 2. Improve signage at recycling and transfer stations to provide the public with comprehensive information about recycling opportunities and procedures. In addition to website and social media updates regarding recycling information, new signage was created for the seven reuse centers listing prohibited items. Operations will assist in replacing existing signs in the first quarter of 2026. 3. Continue to look for other volunteer sites for the Do -It -Yourself Used Motor Oil program. Locating businesses to participate continues to be challenging on the Island. Feedback from businesses showed a reluctance to participate in a voluntary program. The concern was the risk of used motor oil being abandoned after hours, which could result in spills, improper disposal, or increased liability. Several businesses also expressed concern about capacity and management issues if they were publicly identified as oil collection locations. Some businesses that do accept used motor oil requested that their names not be listed on the County website as collection sites, as they do not want to attract excessive volumes of oil beyond what they can safely manage. These concerns have limited the ability to expand the number of volunteer sites. 4. Do outreach to businesses, hotels, and recyclers to build partnerships and explore how to create opportunities to expand or create new programs. Began coordination for a future community tire collection event in Kona by securing cooperation with two private tire retailers. The event is dependent on funding. Six Month Progress Report on Program Objectives for FY 2025-26 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 5. Maintain regulatory compliance to avoid any potential violations. The Division strived and continues to strive to maintain compliance with all regulatory requirements. There were no violations at the West Hawaii Sanitary Landfill or Transfer Stations. 6. Monitor and maintain the three closed landfills in Kailua, Waimea, and Hilo. The Division continued its landfill monitoring program for the three closed landfills in Kailua, Waimea, and Hilo. At the "Old Kona Landfill," bi-weekly inspections are ongoing. Remediation work began and was substantially completed in December 2025 on the exterior slopes which included backfilling select areas and vegetation control. At the "Old Waimea Landfill," the Division continued its quarterly inspections. At the South Hilo Sanitary Landfill (SHSL), the 5th Post Closure Report was submitted to the State of Hawaii Department of Health in July covering FY 2024-25. Monthly inspections, quarterly ground water monitoring, and vegetation control efforts at the SHSL continued. 7. Continue to monitor and assess the condition and perform necessary repair and maintenance to facilities. The Division continues to monitor facilities and perform necessary repairs and maintenance. Among the projects worked on during the first six months of FY 2025-26 are: Laupahoehoe Transfer Station - Work continued on the Laupahoehoe Transfer Station Improvement project with upgrades to the retaining wall, addition of a canopy, leachate containment, pavement and reuse center. Completion is scheduled for February 2026. Haw! Transfer Station — An infiltration trench was constructed to prevent run off and leachate from leaving the site. Six Month Progress Report on Program Objectives for FY 2025-26 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND Keauhou Transfer Station — Planning was completed for an infiltration trench and pre -construction efforts began. The infiltration trench will prevent runoff and leachate from leaving the site. Construction of the infiltration trench is expected to be completed in the first quarter of calendar year 2026. West Hawaii Sanitary Landfill — Work was completed to remove the old scale deck and abutment. 8. Continue to work with the new Solid Waste Division Construction Mechanics to improve the preventative maintenance program. The Division continues to utilize night maintenance contracts in both East and West Hawaii to provide preventative maintenance services. The Construction Equipment Mechanic helps to reduce equipment downtime by being able to provide a faster response for smaller repairs. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 1. Continue to work with other counties to develop Extended Producer Responsibility (EPR) policy statements or resolutions. As a component of EPR policy, implement a campaign to develop EPR for difficult -to -recycle products, and lobby state and federal lawmakers to advance EPR initiatives. The Recycling Section participated in several working groups that included EPR policy. Two of these working groups were off shoots of the 2024 Hawaii Sustainability Summit. The third working group was for the State's Climate Action Pathways report. In addition, DEM supported the passage of Act 103 relating to EPR for packaging materials and paper products. 2. Improve the current reuse facility program by working with the contractor to create a list for public distribution, which describes what items are preferable donations. Provide more covered space at reuse centers. A preferable donations list is in progress and is expected to be released in the Fall of 2025. 3. Conduct additional Household Hazardous Waste (HHW) collection events. Two HHW events were held in August 2024, one in Hilo and one in Kailua- Kona. These events collected a total of 25.61 tons of hazardous waste. Two HHW events were held in February 2025, one in Hilo and one in Kailua-Kona. These events collected a total of 35.11 tons of hazardous waste. Two HHW events were held in March 2025, one in Waimea and one in Pahoa. These events collected a total of 20.18 tons of hazardous waste. Increasing the frequency of collection events has been prevented by rising costs, budgetary constraints and difficulty reserving locations to hold events. 4. Continue to look for other volunteer sites for the Do -It -Yourself Used Motor Oil program. Engaged with other potential sites, however, no additional sites have been secured at this time. Alternative approaches to used motor oil collection are being explored due to the challenges with the existing system. 5. Do outreach to businesses, hotels, and recyclers to build partnerships and explore how to create opportunities to expand or create new programs. DEM collaborated with Lex Brodie's Tire Warehouse to hold a used tire collection event in September 2024. Lex Brodie's Tire Warehouse provided Final Status Report on Program Objectives for FY 2024-25 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND labor for the event that collected 74 tons of tires. Also in September, DEM collaborated with Hawaii Energy, who provided labor and promotional funds, for a refrigerator recycling event to collect old, inefficient refrigerators that would otherwise arrive at the transfer station's scrap metal bin. The Division continues to have conversations with retailers, other businesses and government agencies to explore various recycling opportunities. 6. Maintain regulatory compliance to avoid any potential violations. The Division strived and continues to strive to maintain compliance with all regulatory requirements. As an addition to our fleet safety management program, the Division started requiring an electronic fleet management program to be installed in new equipment purchases. The electronic fleet management Zonar program software provides a real-time picture of all fleet operations, monitors the fleet anytime, anywhere, and creates customized reports and alerts. It will track and manage the Driver and Vehicle Inspection Reports in compliance with Federal Motor Carrier Safety Regulations. Monitor and maintain the three closed landfills in Kailua, Waimea, and Hilo. The Division continued its landfill monitoring program for the three closed landfills in Kailua, Waimea, and Hilo. • At the "Old Kona Landfill," bi-weekly inspections are ongoing. Remediation work was performed on the exterior slopes which included backfilling select areas and vegetation control. • At the "Old Waimea Landfill," the Division continued working with its counterpart in the Highways Maintenance Division of the Department of Public Works (DPW) to continue resurfacing the landfill through use of aggregate and asphalt. • The 411 Post Closure Report for the South Hilo Sanitary Landfill was submitted to the State of Hawaii Department of Health in July covering FY 2023-24. The 5te Post Closure Report covering FY 2024-25 for the South Hilo Sanitary Landfill was started for submittal to the State of Hawaii Department of Health no later than July 2025. Final Status Report on Program Objectives for FY 2024-25 ENVIRONMENTAL MANAGEMENT SOLID WASTE FUND 8. Complete design and bid documents for upgrades to the East Hawaii Regional Sort Station with an additional off-load chute, roadway, and repair of the concrete pad. Design is at 95% and anticipated to be complete by winter 2025. 9. Develop a preventative maintenance program with the new Solid Waste Division Construction Mechanics. The Division continues to utilize night maintenance contracts in both East and West Hawaii to provide preventative maintenance services. The Division began using a new fleet management system — Zonar as part of its preventative maintenance program. This new system is being installed on newly purchased equipment. This system has provided real time tracking of the new equipment to include: "Start and Stop Times/Idling", immediate notification of "driver inspections" (complete/incomplete), and GPS location tracking. Supervisors and Division Mechanic are better able to identify equipment issues through "onboard" communication with equipment. As the Division continues to receive new equipment with this system installed, it plans to expand its use of the system to include routing and dispatching through onboard communications/tablets as well as work order generation. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank 33 GOLF COURSE FUND PARKS & RECREATION GOLF COURSE 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; Greens were Aerated in September. b. Verticut and de -thatch all greens in July, October, January, and April, weather permitting, or as needed; Greens were Verticutted in July and October. c. Controlling application of fertilizer to greens, fairways and tees quarterly, or as needed; Fertilizer has been applied quarterly. d. Controlling application of herbicide to greens, tees, stream beds, ditches and course boundaries monthly, or as needed; Herbicides has been applied as needed. e. Daily mowing of greens; Greens were mowed daily. f. Mowing of tee tops once per week, weather permitting; Tee tops were mowed weekly. g. Mowing of fairways Monday through Friday, weather permitting; Fairways were mowed daily. h. Top dressing greens monthly, weather permitting; Greens have not been top -dressed monthly due to weather. We have adjusted when needed. i. Rolling of greens on a monthly basis, or as needed. Greens were rolled monthly. Six Month Progress Report on Program Objectives for FY 2025-26 PARKS & RECREATION GOLF COURSE 2. Schedule and assign tee times for: a. Individuals and groups on a daily basis; Tee times were scheduled daily. b. Club tournaments every six months; Club tournaments were scheduled for the next six months. c. Larger fundraising tournaments on an annual basis. Hold at least six fundraisers per fiscal year. Large fundraiser tournaments were scheduled annually. 3. Schedule inspection and repairs of course structures, clubhouse facilities and maintenance warehouse during the months of July, October, January, and April. Inspections and repairs are ongoing. Inspections were done in July and October. 4. Daily routine inspections and maintenance of equipment, course vehicles and safety equipment. Facility has been inspected daily. 5. All of employees will be trained via safety talks at least once per month. Employees were trained via safety talks individually on a daily basis. Six Month Progress Report on Program Objectives for FY 2025-26 PARKS & RECREATION GOLF COURSE FUND 1. Improve, beautify and maintain the greens, tees and fairways at the Hilo Municipal Golf Course by: a. Aerating all golf course greens in October and May, weather permitting; All greens were aerated in September. Green were not aerated in May due to the health of greens. Next phase is scheduled for August. b. Verticut and de -thatch all greens in July, October, January, and April, weather permitting, or as needed; Greens were verticutted in July, October January, March, April and June. c. Controlling application of fertilizer to greens, fairways and tees weekly, or as needed; Greens, Fairways, and tees were fertilized monthly. d. Controlling application of herbicide to greens, tees, stream beds, ditches and course boundaries weekly, or as needed; Herbicide was applied to all areas every other month. e. Daily mowing of greens; Greens were mowed Daily. f. Mowing of tee tops every Thursday, weather permitting; Tee tops were mowed weekly. g. Mowing of fairways Monday through Friday, weather permitting; Fairways were mowed daily. h. Top dressing greens monthly, weather permitting; Greens were top dressed every three weeks. Final Status Report on Program Objectives for FY 2024-25 PARKS & RECREATION GOLF COURSE FUND i. Rolling of greens on a weekly basis, or as needed. Due to the health of the Greens, the Greens were not rolled weekly. 2. Schedule and assign tee times for: a. Individuals and groups on a daily basis; Tee times for individual and groups were scheduled on a daily basis. b. Club tournaments every six months; Club tournament tee times were scheduled every six months. c. Larger fundraising tournaments on an annual basis. Targeting, but not limited to six fundraisers per fiscal year. Large fundraising tournaments were scheduled through the next fiscal year. 3. Schedule inspection and repairs of course structures, clubhouse facilities and maintenance warehouse during the months of July, October, January, and April. Inspections were done monthly. 4. Daily routine inspections and maintenance of equipment, course vehicles and safety equipment. Inspections were done daily. 5. 100% of employees will be trained via safety talks at least once per month. Safety talks were done individually and in small groups monthly. Final Status Report on Program Objectives for FY 2024-25 34 GEOTHERMAL RELOCATION & COMMUNITY BENEFITS FUND :raol kg a..,x.rAY Yn,x r:r y.., .Y,.v rY},..,,, GEOTHERMAL• •COMMUNITY BENEFITS FUND 1. The Geothermal Relocation and Community Benefits Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. No new applications were received for the Geothermal Relocation & Community Benefits Fund. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank PLANNING GEOTHERMAL RELOCATION & COMMUNITY ZimtI6IM1110[P7 1. The Geothermal Relocation and Community Benefits Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. We received one application for the Geothermal Relocation & Community Benefits Fund. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank 35 HOUSING FUND HOUSING OFFICE OF •COMMUNITY DEVELOPMENT Community Development Division Development Branch 1. Provide project development and construction management oversight for 14 affordable housing projects. Ongoing for 14 projects. Planning Branch 1. Execute two affordable housing agreements. Ongoing progress on three agreements. 2. Implement portions of HRS 201H delegated to the County of Hawaii. Ongoing discussions with one developer regarding project exemptions. 3. Provide 15 Fair Housing training courses for general audiences. 100% completed. 4. Provide one Fair Housing training for a non -/limited -English audience. None. 5. Recruit ten new landlords to attend the Fair Housing trainings. 100% completed. 6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair Housing Officer. 100% completed. Asset Management Branch 1. Complete inspections of 24 County owned housing properties annually and complete necessary improvements. Completed 16 inspections. Six Month Progress Report on Program Objectives for FY 2025-26 HOUSING • • • DEVELOPMENT Community Engagement Division Special Programs Branch Homelessness and Housing Fund 1. Complete on -going program and fiscal monitoring of the existing programs funded to ensure contractural obligations are met. Ongoing. 2. Release a Request for Proposal for the 2025-2026 funding. Have contracts in place in early 2026. A Request for Grant Applications was released in July 2025 —12 projects were selected for funding. `Ohana Zone Fund 1. Execute and manage the homeless services and resources contracts as required by State funding source. Completed — Five projects island -wide. 2. Advocate for funding. Completed — Request for $1.5M for FY 26/27 submitted. Community Based Social Services Navigator Program 1. Management of the existing contract to ensure goals and objectives are met. Ongoing. 2. Secure funding to support the sustainability of the program. Funding opportunities are being explored. Residential Repair Program 1. Manage existing and new construction contracts. Ongoing via the Home Improvement Loan Program (HILP). Six Month Progress Report on Program Objectives for FY 2025-26 • DEVELOPMENT 2. Develop and coordinate activities and strategies to promote the program to both contractors and applicants. Ongoing coordinated and targeted outreach to eligible applicants, contractors and their networks. 3. Secure funding to support the sustainability of the program. Completed — Secured funding to continue the Home Improvement Loan Program (HILP). Financial Empowerment Services (FES) 1. Secure funding to support the sustainability of the FES. Completed — Received philanthropic grant to complete necessary funding for the program. 2. Complete on -going program and fiscal monitoring of the existing and new services contract. Ongoing. Emergency Rent Assistance Program (ERAP) 1. Management of the existing contract to ensure goals and objectives are met Completed — Engaged 2,857 individuals in workshops and 116 individuals in financial counseling aimed at fostering housing stability for low- and moderate - income households. Community Services Branch Strengthen relationships with Existing Networks and Coalitions. 1. Assist with the planning and participate in Activate Puna events. No activity during this reporting period. 2. Facilitate regular Ho`owaiwai Community of Practice Network meetings and events. Hosted two networking events in partnership with the Office of the Mayor and the Office of the Prosecuting Attorney. Partner updates are shared bi-monthly. Six Month Progress Report on Program Objectives for FY 2025-26 HOUSING DEVELOPMENT 3. Partner with government and non-profit organizations for an annual career and/or resource fair. Partnered with the Office of the Mayor, Office of the Prosecuting Attorney, Hawaii Police Department, and the National Alliance for Mental Health Illness Hawaii on two resource fairs. 4. Actively participate in monthly coalition meetings including, but not limited to the Community Alliance Partners, Hui Laulima, Vibrant Hawaii — Resilience Hubs and Partners in Development. Ongoing. 5. Convene and facilitate the bi-monthly Coordinated Entry System meeting as required by the federal and state funded homeless programs. Ongoing. 6. Actively participate in Pehea ka `Aina, O1a ka Ainat monthly Community of Practice meetings and quarterly events. Participated in the Honuaiakea Workshop in October 2025. Existing Housing Division 1. Maintain a 98% or greater utilization rate of HUD provided funding for the Housing Choice Voucher (Section 8) Program. 98.97% completed. 2. Implement strategies to maintain a 98%-or greater utilization rate of the Housing Choice Voucher Program including Special Purpose Voucher types. 50% completed. 3. Increase authorized budget authority by applying for additional Housing Choice and Special Purpose Vouchers when they become available. 20% completed. Six Month Progress Report on Program Objectives for FY 2025-26 HOUSING DEVELOPMENT 4. Provide services to 75 Housing Choice Voucher (HCV) program participants through its Family Self -Sufficiency (FSS) Program by June 30, 2025. 66.66% completed. 5. Increase the annual FSS graduation rate by 10%. 20% completed. 6. Increase participation in the HCV Homeownership Option Program to at least 15 participants by June 30, 2025. Completed. 7. Achieve scores equaling "high performer status" on the Section Eight Management Assessment (SEMAP) annual rating certification by 2025. Completed. 8. Maintain a FSS Achievement Performance Score of 1= Best on the FSS Achievement Metrics (FAM). Completed. 9. Ensure administrative rules are updated annually and reflect current federal regulations and local policies. 50% completed. 10. Conduct annual Fair Housing training for staff, program participants and landlords. 20% completed. 11. Conduct timely inspections following current HUD standards to ensure that participating landlords are providing safe and suitable living conditions for program participants. 50% completed. Six Month Progress Report on Program Objectives for FY 2025-26 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Grants Management Division CDBG Fund, monitor and/or complete approximately eight CDBG projects in accordance with program regulations. Projects will primarily benefit at least 80% low- and moderate -income (80%. AMI and below) persons. 70% completed. HOME Fund, administer and/or complete approximately one HOME project in accordance with program regulations. The Project will benefit 100% low-income households (<80% of AMI and below), 90% (of rental units and Tenant Based Rental Assistance- TBRA) for households at <60% AMI, and 20% of rental units in projects of more than five HOME units for households at <50% AMI. 20% completed. HOME -ARP Fund, administer and/or complete approximately one HOME -ARP project in accordance with program regulations. The Project will benefit individuals or families from the following qualifying populations: Homeless, At -risk of homelessness, fleeing domestic violence, dating violence, sexual assault, stalking, or human trafficking, Veterans and families, and other populations with risk of housing instability. 20% completed. HTF Fund, administer and/or complete one rental housing project in accordance with program regulations. The project will benefit 100% of extremely low-income (30% Area Median Income (AMI) and below) persons. 20% completed. Six Month Progress Report on Program Objectives for FY 2025-26 • • • WOW" • \ •\ DEVELOPMENT AHP Fund, administer and/or complete one affordable housing production fund project, in accordance with the program's Administrative Rules. The project will benefit homeowners/renters, between 30% to 140% AMI. 30% completed. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank HOUSING OFFICE OF HOUSING & COMMUNITY 17 WWN-11i1 I5A021 U Community Development Division Development Branch 1. Provide project development and construction management oversight for 14 affordable housing projects. a. `Ainako Affordable Housing Project i. Consultants have completed an archeological inventory of specific sites of interest and subdivision layout, and site plan options. Environmental Assessment is 50% complete. b. Haihai Affordable Housing Project i. This parcel has been executive ordered to the County for affordable housing. I Consultants completing the site investigations including an environmental assessment of drainage, soil features, archeology, flora and fauna, and traffic. c. Hale NA Koa `O Hanakahi (aka West K3wili Senior and Veterans Housing) i. Continued to provide support to project on permitting requirements, and dedication of water system for the 92-unit project. d. Kaiminani Affordable Housing Subdivision i. Awarded contract to complete environmental assessment for this parcel executive ordered to the County for affordable housing. Environmental and archeological work is underway. ii. Awarded $4.2M of affordable housing production funds for infrastructure for this project. e. Kaloko Heights Affordable Housing Project i. Lease -up completed for the 99-unit multi -family project with one resident manager unit. f. Kamakoa Nui Workforce Housing Project i. Engineering and design consultants obtained grading permits from DPW for the mini -loop road. Bid documents are completed and awaiting DPW review. Construction management agreement being drafted. ii. NA Hale Makoa, a 140-unit multifamily rental project, began construction and is approximately 50% complete. Projected to complete construction in February 2026. iii. Negotiated a Right of Entry across property for two entities for new fire exit road, and Waikoloa Village cell phone tower; Provided Kamakoa Nui Park as-builts to State Civil Defense for an emergency siren. Final Status Report on Program Objectives for FY 2024-25 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT iv. Continued to work with U.S. ACE to complete remaining UXO scans of project site. v. Contract for HELCO underground distribution system for the mini loop road was under review. g. Kukuiola Village Site i. Alapono Road 1. Tasks nearly completed to dedicate this new road to the County. Nearly completed draft of the Use and Occupancy Agreement for 12" Water System. Sewer system dedication documents in final review. Awaiting final inspection by DOH to issue the Underground Injection Control (UIC) Approval to Operate letter ii. Kukuiola Assessment Center & Emergency Shelters. 1. Building permits were received. Construction project notice of award issued, and contract executed by general contractor. iii. Kukuiola Permanent Supportive Housing 1. Architectural and engineering consultants have completed schematic design and are approaching 90% complete for plans and specifications. iv. Kukuiola Transit -Oriented Development 1. Contract executed and consultant has begun to investigate urban planning to create a compact, mixed -use development near public transit. h. Kula`imano Elderly Housing i. Construction underway to renovate 50 units. i. Old Hilo Memorial Hospital i. Completed plans and specifications to replace roof and remove hazardous materials in the building. ii. Installed hazardous material signs in the building. j. `O`akala Subdivision and Infrastructure Improvements i. Awaiting DPW engineering review and approval for the grading and drainage design prior to publishing a request for proposal for construction. Seeking funding for this project. k. `buli `Ekahi Housing Project i. Completed plans and specifications for the refurbishment of the on -site wastewater treatment plant, mailbox relocation and drainage improvements. Construction Manager contract being reviewed by Corporation Counsel. Awaiting final DOH approval of plans. Final Status Report on Program Objectives for FY 2024-25 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT ii. Bid project to renovate interior and exterior renovation of 25 housing cottages but bids exceeded funds available to complete the renovation. Project will be reworked and phased. 1. West Hawaii Homeless Emergency Shelter i. Completed installation of PV system on the shelter. ii. Bid project to complete. ADA improvements to the Friendly Place bathroom and laundry area, however bids exceeded project funding. Project paused to identify additional funds. Planning Branch 1. Execute three affordable housing agreements. a. Executed two affordable housing agreements. 2. Implement portions of HRS 201H delegated to the County of Hawaii. a. Reviewed one application for 201H exemptions. b. Completed submission of four quarterly reports to the Hawaii County Housing Agency, per Resolution 431-20 and four quarterly reports to the County Council per Ordinance 23-20. 3. Provide 15 Fair Housing trainings for general audiences. a. Provided 44 fair housing trainings for general audiences. 4. Provide one Fair Housing training for a non -/limited -English audience. a. None. 5. Recruit ten new landlords to attend the Fair Housing trainings. a. Recruited 36 new landlords to receive training on the Fair Housing Act. Final Status Report on Program Objectives for FY 2024-25 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT 6. Provide assistance to 100% of the Fair Housing inquiries referred to the County Fair Housing Officer. a. There were 65 Fair Housing inquiries who received resources and information from the Fair Housing Officer. Asset Management Branch 1. Complete inspections of 24 County owned housing properties annually and complete necessary improvements. a. Completed ground lease monitoring of 20 County supported affordable housing sites. b. Completed monitoring (compliance & physical) of eight County owned affordable housing sites. c. Completed Chapter 11 affordable housing agreement monitoring one affordable housing site. Community Engagement Division Special Programs Branch 1. Timely and Responsive Execution of Projects/Programs. a. Homelessness and Housing Fund. i. Complete on -going program and fiscal monitoring of the existing programs funded to ensure contractural obligations are met. 1. Current and ongoing. ii. Release a Request for Proposal for the 2024-2025 funding. Have contracts in place in early 2025. 1. A Request for Proposal was released on August 14, 2024. 2. Began approving the award of funds to various nonprofit organizations for programs addressing housing and homelessness by the OHCD through Resolution 46-25, went before the County Council on January 22, 2025. 3. County Council approved funding recommendation on January 31, 2025. Grant agreements became effective February 1, 2025. Final Status Report on Program Objectives for FY 2024-25 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT b. `Ohana Zone Fund. i. Execute and manage the homeless services and resources contracts as required by State funding source. 1. Ongoing. ii. Advocate for funding. 1. Additional funding was not available. c. Kukuiola Assessment Center and Emergency Shelter. i. Complete Phase I. 1. Refer to Community Development Division (pg. 2, 1, g, ii) for project status update. d. Community Based Social Services Navigator Program. i. Management of the existing contract to ensure goals and objectives are met. 1. Ongoing. e. Residential Repair Program. i. Manage existing and new construction contracts. 1. Ongoing. ii. Develop and coordinate activities and strategies to promote the program to both contractors and applicants. 1. Development of strategies was ongoing and will be implemented when funding is secured. iii. Secure funding to support the sustainability of the program. 1. Application for program funds was submitted to the Affordable Housing Production Fund. Funds were secured for a new program (Home Improvement Load Program). Final Status Report on Program Objectives for FY 2024-25 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT f. Financial Empowerment Services (FES). i. Secure funding to support the sustainability of the FES. 1. Funding was secured to support an additional year of FES. ii. Complete on -going program and fiscal monitoring of the existing and new services contract. 1. Ongoing. g. Home Improvement Loan Program (HILP). i. Designed program and prepared for execution. 1. Ongoing. Community Services Branch 1. Strengthen relationships with Existing Networks and Coalitions. a. Assist with the planning and participate in the quarterly Activate Puna events. i. Bi-monthly meetings continued. b. Facilitate monthly Ho`owaiwai Network meetings. i. Coordinated and hosted two networking events for our community and government partners. c. Partner with government and non-profit organizations for an annual career and/or resource fair. i. Two resource fairs were held in conjunction with the two networking events above. d. Actively participate in monthly coalition meetings including, but not limited to the Community Alliance Partners, Hui Laulima, Vibrant Hawaii — Resilience Hubs and Partners in Development. i. Ongoing. Final Status Report on Program Objectives for FY 2024-25 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT e. Convene and facilitate the bi-monthly Coordinated Entry System meeting as required by the federal and state funded homeless programs. i. Ongoing. f. Actively participate in Pehea ka `Aina monthly meeting and quarterly events. i. Ongoing. Existin¢ Housing Division 1. Maintain a 98% or greater utilization rate of HUD provided funding for the Housing Choice Voucher (Section 8) Program. a. 95% completed. 2. Implement strategies to maintain a 98% or greater utilization rate of the Housing Choice Voucher Program including Special Purpose Voucher types. a. 100% completed. Increase authorized budget authority by applying for additional Housing Choice and Special Purpose Vouchers when they become available. a. 100% completed. 4. Provide services to 75 Housing Choice Voucher (HCV) program participants through its Family Self -Sufficiency (FSS) Program by June 30, 2025. a. 72% completed. 5. Increase the annual FSS graduation rate by 10%. a. 65% completed. Final Status Report on Program Objectives for FY 2024-25 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT 6. Increase participation in the HCV Homeownership Option Program to at least 15 participants by June 30, 2025. a. 113% completed. 7. Achieve scores equaling "high performer status" on the Section Eight Management Assessment (SEMAP) annual rating certification by 2025. a. 100% completed. 8. Maintain a FSS Achievement Performance Score of 1= Best on the FSS Achievement Metrics (FAM). a. 100% completed. 9. Ensure administrative rules are updated annually and reflect current federal regulations and local policies. a. 100% completed. 10. Conduct annual Fair Housing training for staff, program participants and landlords. a. 100% completed. 11. Conduct timely inspections following current HUD standards to ensure that participating landlords are providing safe and suitable living conditions for program participants. a. 100% completed. Final Status Report on Program Objectives for FY 2024-25 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT Grants Management Division Grants Administration Branch CDBG 1. Fund, monitor and/or complete approximately eight CDBG projects in accordance with program regulations. Projects will primarily benefit at least 80% low- and moderate -income (80% AMI and below) persons. a. PShala Fire Station Utility Terrain Vehicles: 100% completed. b. Puna Volunteer Fire Station Brush Truck: 100% completed. c. Food Basket — Equipment Acquisition: 100% completed. d. Arc of Kona — Kona Krafts Group Home Renovations: 100% completed. e. Arc of Hilo - Equipment Acquisition for Laundry Program: 100% completed. f. HOPE Services — Wilder Transitional House Improvements: 40% complete. g. HCEOC — Accessibility and Renovations for Certified Kitchen: 90% completed. h. Are of Hilo — Hale Ulu Hoi III Apartment Improvements: 100% complete. i. Hale Ohana Domestic Abuse Shelter — Renovation and Security Improve: 100% completed. HOME 1. Fund, administer and/or complete approximately one HOME project in accordance with program regulations. The Project will benefit 100% low-income households (<80% of AMI and below), 90% (of rental units and Tenant Based Rental Assistance- TBRA) for households at <60% AMI, AND 20% of rental units in projects of more than five HOME units for households at <50% AMI. a. EAH — Hale Na Koa O Hanakahi: 95% completed. HOME ARP 1. Fund, administer and/or complete approximately one HOME -ARP project in accordance with program regulations. The Project will benefit individuals or families from the following qualifying populations: Homeless, At -risk of homelessness, fleeing domestic violence, dating violence, sexual assault, stalking, or human trafficking, Veterans and families, and other populations with risk of housing instability. a. Kuakini Heights: 20% completed. Final Status Report on Program Objectives for FY 2024-25 HOUSING OFFICE OF HOUSING & COMMUNITY DEVELOPMENT NATIONAL HOUSING TRUST FUND 1. Fund, administer and/or complete one rental housing project in accordance with program regulations. The project will benefit 100% of extremely low-income (30% Area Median Income (AMI) and below) persons. a. EAH — Hale Na Koa O Hanakahi: 95% completed. AFFORDABLE HOUSING PROD UCTION FUND 1. Fund, administer and/or complete one affordable housing production fund project, in accordance with the program Administrative Rules. The project will benefit homeowners/renters, between below 30% to 140% AML a. Hale Ola O Mohouli — Cancelled. b. Kaukini Family Affordable 1: 100% completed. c. Kaiminani Subdivision: 25% completed. d. Residential Repair Program: 15% completed. Final Status Report on Program Objectives for FY 2024-25 10 36 GEOTHERMAL ASSET FUND PLANNING GEOTHERMAL ASSET FUND 1. The Geothermal Asset Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. No new claims were submitted to the Geothermal Asset Fund. Six Month Progress Report on Program Objectives for FY 2025-26 This page intentionally left blank PLANNING GEOTHERMAL ASSET FUND 1. The Geothermal Asset Fund shall be administered in an efficient and responsible manner complying with all applicable ordinances and rules. No new claims were submitted to the Geothermal Asset Fund. Final Status Report on Program Objectives for FY 2024-25 This page intentionally left blank