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HomeMy WebLinkAboutCOM 0305.000 2004-2006 M{V «M Harry Kim Lawrence K. Mahuna .S+'. A4ayor Pnlice Chief R °R d Harry S. Kubojiri Drpury Pofice Chief Coux~C~ ~iH~wi~~i 3 POLICE DEPARTMENT 349 Kapfolanf Slmet • F~ilo, Hawaii 96720-3 99 8 (808) 935-331P ~lF§x(806) 9G1-8869 June 8, 2005 TO STACEY HI ,CHAIRMAN, HAWAII COUNTY COUNCIL FROM L ENCE K. MAHUNA, POLICE CHIEF SUBJECT : HAWAII POLICE DEPARTMENT'S FIVE-YEAR VISION PLAN Attached for your review and distribution to your fellow council members are copies of the Hawaii Police Department's Five-Year Vision Plan. This is a working document, and it was submitted in draft to members of the preceding Council who were allowed some input on the final product. I trust that the information contained will provide you all with a clearer perspective of the direction that we are taking as a Department, and the steps that will be necessary for us to achieve our objectives. LKM:EO:nam Attachments _ . Note: Attached report is on file in the Clerk's Office. Comm. No.~~ Ref. To: Ref. • JUN 1 244 '-Hawm'i Counl}' a an Ly ual Oppnnuniiy Piuvidcr and Emplnyer~ HAWAII COUNTY POLICE DEPARTMENT FIVE-YEAR VISION PLAN (2003 - 2007) November 18, 2003 HAWAII COUNTY POLICE DEPARTMENT FIVE YEAR VISION PLAN INDEX TOPIC PAGE Department Core Values,Nision Statement/Mission Statement 1 Introduction 2 • Department Goals and Overall Objectives HEADQUARTERS • Reorganization Field & Investigative Operations Command Staff 3-4 • Criminal Intelligence Unit/Internal Affairs Reorganization 5-7 ADMINISTRATIVE BUREAU • Introduction 8 Administrative Services Division • Reorganization Administrative Services Division 9-12 • _Records Management System 13-14 • CALEA Accreditation 15-16 • Training Academy (C.LP.) 17-18 • West Hawaii Pistol Range (C.I.P.) 19-20 Technical Services Division • Reorganize Records & Identification Section 21-23 • Automated Booking/Live Scan/Mug Photo Project 24-25 • Evidence Warehouse Project (C.LP.j 26-27 • Transfer of Driver License Section 28 • Driver License Section 29-31 • Traffic Services Section 32 • Communications-Dispatch Section 33-34 • VHF Radio Improvement Project (GLP.) 35 • Microwave Radio Upgrade Project (C.LP.) 36 • Radio Shop Expansion Project (C.I. P.) 37 i HAWAII COUNTY POLICE DEPARTMENT FIVE YEAR VISION PLAN INDEX TOPIC PAGE Finance Division • Reorganize Finance Division 38-39 INVESTIGATIVE & FILED OPERATIONS BUREAUS • Introduction 40 INVESTIGATIVE OPERATIONS SUMMARY 41 • Reorganization of the Criminal Investigations Section (CIS) 42-44 • Reorganization Crime Laboratory 45-46 • Reorganization Juvenile Aid Section (JAS) 47-48 • Reorganization Vice Section 49-50 FIELD OPERATIONS SUMMARY 51-52 • Manpower 53-54 • Equipment 55 • South Hilo District 56-59 • North Hilo District 60-62 • Hamakua District 63-65 • Puna District 66-68 • South Kohala District 69-71 • North Kohala District 72-73 • Kona District 74-78 • Kau 79-81 • Graphic Overview 82 Attachments • Graphs • Field Operations Capital Improvement Projects ii HAWAII COUNTY POLICE DEPARTMENT FIVE YEAR VISION PLAN CORE VALUES ? INTEGRITY PROFESSIONALISM COMPASSION ? TEAMWORK ? COMMUNITY SATISFACTION VISION STATEMENT THE HAWAII POLICE DEPARTMENT IS COMMITTED TO PROVIDING THE HIGHEST QUALITY OF POLICE SERVICE " AND FORMING PARTNERSHIPS WITH THE COMMUNITY TO ACHIEVE PUBLIC SATISFACTION MAKING THE BIG ISLAND A SAFE PLACE TO LIVE, VISIT, AND CONDUCT BUSINESS. MISSION STATEMENT THE EMPLOYEES OF THE HAWAII POLICE DEPARTMENT ARE COMMITTED TO PRESERVING THE SPIRIT OFALOHA. WE WILL WORK COOPERATIVELY WITH THE COMMUNITY TO ENFORCE THE LAWS, PRESERVE PEACE AND PROVIDE A SAFE ENVIRONMENT. 1 HAWAII COUNTY POLICE DEPARTMENT FIVE YEAR VISION PLAN INTRODUCTION The long-term vision of the Hawaii County Police Department is to provide the community with the highest level of services possible and to successfully accomplish the goals set forth: Department Goals 1. To protect life and property and serve the community. 2. To actively involve the community in crime prevention programs. 3. To gather necessary evidence quickly for successful prosecution. 4. 'fo expeditiously recover stolen property and contraband. 5. To enforce traffic laws. 6. To provide other services as necessary to promote efficient operation of the Police Department and provide for the overall safety of the community. The future growth and continued development of the Hawaii County Police Department is incumbent on the overall financial stability of the County and the funding that is available. In recognizing this, the department has identified azeas where improvements can be made by reorganizing current staffing and reassigning azeas of responsibility. In addition, the department is continuously seeking funding from outside resources such as Federal Grants to absorb some of the costs of projects. New positions and equipment that have been identified aze based on current needs and future projections. As with any vision plan these additions aze dependant on external factors with regards to fimding, over-which the department has no control, therefore proposals are subject to being reassessed and amended. The following strategies have been developed for each command bureau of the department as a guide to bringing the department to the optimum level of providing services. 2 HEADQUARTERS FIELD AND INVESTIGATIVE OPERATIONS BUREAUS Re-Organization Field And Investigative Operations Bureau's Command Staff I. GOAL A. To maximize our department's resources and provide for more consistency in administrative matters, through restructuring of the command duties of the operations Bureau Assistant Chiefs and Field Operations Majors. II. OBJECTIVES A. Amore logical and functional chain of command and increased command presence in Area-II. B. Amore effective use of resources as each respective Bureau Commander would be in charge of all investigative efforts by personnel in command azeas, including support services of their individual Criminal Investigation Division (CIS, JAS, VICE). C. Community involvement by the Area Assistant Chiefs would mean greater efficiency and expeditious responses to the needs of the individual azeas. D. Communication and cooperation would be fostered by both Assistant Chiefs having similar problematic areas and the movement of criminal elements committing crimes in both azeas. E. Reduction in the likelihood of different management styles that may lead to inefficiency and delays in services provided to the community. F. It would even out the workload and areas of responsibility, which the present organizational scheme does not address. G. Consistency when dealing with issues involving funding and personnel. III. ACTION PLAN A. Prepare and submit for approval by Mayor revised Position Descriptions, Organizational Charts, and justifications for the following changes: 1. The current Investigative Operations Bureau Assistant Chief would be responsible for both the Field and Investigative Operations in Area-I, which would be identified as the Area-I Operations Bureau. 2. The current Field Operations Bureau Assistant Chief would be responsible for both the Field and Investigative Operations in Area-II, which would be identified as the Area-II Operations Bureau. 3 HEADQUARTERS FIELD AND INVESTIGATIVE OPERATIONS BUREAUS Re-Organization Field And Investigative Operations Bureau's Command Staff 3. The current Area-I Field Operations Major would oversee both the Field and Investigative Operations in Area-I and be under the supervision of the Area-I Operatiors Bureau Assistant Chief 4. The current Area-II Field Operations Major would oversee both the Field and Investigative Operations in Area-II and be under the supervision of the Area- II Operations Bureau Assistant Chief. B. By first quarter of calendar yeaz 2003, receive approval from the Mayor's Office for changes and all positions aze to be in place and operational. C. By end of fiscal year 2003, submit to the Police Commission a report on the effect changes has had based on performance of the affected bureaus. IV. BUDGET IMPACT A. This reorganization will not entail reallocating or repricing of existing positions, or creating new positions, therefore no impact on budget. 4 HEADQUARTERS CRIMINAL INTELLIGENCE UNIT/INTERNAL AFFAIRS DIVISION Restructuring Of The Criminal Intelligence Unit/Internal Affairs Division I. GOALS A. Increasing the efficiency and productivity of the departrnent's Internal Affairs and the Criminal Intelligence Unit, which has Department-wide jurisdiction and responsibilities. B. Allow for increased specialization of the work to be accomplished and avoid unnecessary delays in the investigation of allegations involving criminal misconduct on the part of Police Department employees. II. OBJECTIVES A. Create a Special Investigations Division that will be comprised of a Criminal Intelligence Unit and an Internal Affairs Unit. This new Division to be headed by the existing Captain with a Sr. Clerk Steno (New Position) for clerical support. B. Reorganization of the existing Criminal Intelligence/Internal Affairs Unit, to a Criminal Intelligence Unit under the direct command of the Special Investigations Division. 1. Duties to include: a. Keeping Police administrators informed of organized crime activity. b. Develop and disseminate criminal intelligence information to investigative and field operations personnel. c. Conduct background checks on prospective Department as well as certain designated County employees. d. Assist in conducting dignitary protection 2. Staffed by: a. (1) Lieutenant (New position) b. (2) Sergeants (Existing positions 1-Hilo/1-Kona) c. (4) Police Officer III (Existing positions 2-Hilo/2-Kona) 3. Equipped with Criminal Intelligence Computer Database software program, that is compatible with programs currently in use by the Criminal Intelligence Units of the Maui and Honolulu Police Departments. 5 HEADQUARTERS CRIMINAL INTELLIGENCE UNIT/INTERNAL AFFAIRS DIVISION Restructuring Of The Criminal Intelligence Unit/Internal Affairs Division C. The new Special Investigations Division under the command of the Police Captain (Existing position) that will report to Police Chief. D. Create within the Internal Affairs Unit (IAU), a Criminal Section, under the command of the Captain. 1. Duties to include conducting: a. Criminal investigations involving Police Officers. b. Criminal investigations involving other Police employees. c. Officer involved shooting investigations. d. High profile criminal investigations involving government officials. 2. Staffed by: a. (2) Detective Sergeants (New positions-1 in Hilo, 1 in Kona). E. Create within the Internal Affairs Unit (IAU), an Administrative Section, under the command of the Captain. 1. Duties to include: a. Conducting internal administrative investigations involving Police Officers and other Police Department employees. b. Maintain all files of administrative investigations and inquiries. c. Perform duties attendant to the Department's drug testing program. 2. Staffed by: a. (2) Detective Sergeants (1-Hilo/Existing position, 1-Kona/New position) III. ACTION PLAN A. By the end of fiscal year 2003: 1. Describe the duties and responsibilities of all new positions 2. Seek Mayoral and Council approval to fill three of the four proposed IAU Sergeants' positions for inclusion during FY 2005-2006 Operating Budget. 6 HEADQUARTERS CRIMINAL INTELLIGENCE UNIT/INTERNAL AFFAIRS DIVISION Restructuring Of The Criminal Intelligence Unit/Internal Affairs Division B. By the end of fiscal year 2004 1. Provided that new positions are approved, proceed with plan to separate the Criminal Intelligence Unit and Internal Affairs Unit. 2. Seek Mayoral and Council approval to fill clerk steno position for inclusion during FY 2006-2007 Operating Budget. 3. Seek office space for new clerical positions. C. By the end of fiscal year 2005 1. Provided that new positions are approved, have in place and operational the Special Investigations Division. 2. Seek Mayoral and Council approval to fill final Sergeant's position for inclusion during FY 2007-2008 Operating Budget. D. By the end of fiscal year 2006, the Special Investigations Division should be fully - functional as planned with the final position being included at the start of fiscal year 2007. IV. BUDGET IMPACT O eratin Bud et for Salaries Proposed Positions FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 (3) Sergeants 0 0 $140,307 $143,113 $145,975 (I) Sergeants 0 0 0 0 $46,769 (1) Sr. Clk Steno 0 0 0 $27,185 $27,728 INCREASE 0 0 $140,307 $170,298 $220472 O eratin Bud et for E ui menURecurrin Cost FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 Criminal I me I l i ge n c e DatabasePro~ram $19,500.00 $500.00 $500.00 $500.00 5500.00 Furnishing & Computer E ui for New Positions 0 0 $3,000 $12,000 $3,000.00 TOTAL $19,500 $500.00 $3,500 $12,500 $3,500 7 ADMINISTRATIVE BUREAU INTRODUCTION This long-term strategic plan will serve as a guide and strategy for the Administrative Bureau future expansion of its operations and facilities. The purpose of this plan is to provide a vision of how the Bureau intends to achieve its mission in the most efficient manner possible. To achieve this mission, strategic initiatives must be undertaken which supports this five-yeaz plan. As a first step, we must undertake the below strategic initiatives: 1. Upgrade the Police Department's Telecommunications System to a modem 6 Ghz digital microwave system that will support an advanced 800 Mhz trunking system. 2. Acquire a Police Computerized Records Management and Document Imaging System 3. Complete the interior portion of the New Radio Shop Building 4. Complete the interior of the New Evidence Wazehouse Building 5. Construct a new modern Training Facility to the Public Safety Complex. 6. Install an EPA approved portable pistol range in West Hawaii. 7. Reorganize the Administrative Services Division 8. Reorganize the Finance Division 9. Receive accreditation from the Commission on Accreditation for Law Enforcement Agencies (CALEA). 10. Relocate or construct a new Kona Driver License Facility 11. Other CIP Unfunded Projects currently approved, i.e. Security Fencing for Public Safety Building. 8 ADMINISTRATIVE BUREAU ADMINISTRATIVE SERVICES DIVISION Reorganize The Administrative Services Division I. GOALS A. To maximize the efficiency of our department's administrative support staff in addressing issues involving personnel, training, and fiscal through the restructuring of duties and responsibilities. B. The division will achieve its objectives in a more orderly and effective manner. II. OBJECTIVES A. Reorganize the Administrative Services Division to have the existing Police Major, placed in command of the Finance Division, Word Processing Section, Public Relations Section, and Human Relations Division (formerly Administrative Services Section. B. Create a Human Relations Division under the command of a Police Captain (New Position) to incorporate Personnel Section, Training Section, Community Relations/Reseazch & Development, and newly developed Safety/Worker's Compensation Section (formerly Safety). 1. Maintain current Personnel Section, no changes to current staffing and duties. 2. Reorganize the existing Training Section, a. Duties to include: 1) Plan, organize, and facilitate all police recruit training objectives 2) Plan, organize, and facilitate all recall training objectives for sworn and civilian personnel 3) Plan, organize, and facilitate the training provided by outside Agencies and other training resources 4) Manage the new training academy and assist others in the use of the facility and equipment 5) Collaborate with the Research & Development Section to detect and correct problems with issued weapons, equipment, and uniform b. Staffed by: 1) (])Lieutenant (existing position) 9 ADMINISTRATIVE BUREAU ADMINISTRATIVE SERVICES DIVISION Reorganize The Administrative Services Division 2) (I) Sergeant (existing position) 3) (2) Police Officer III (lexisting/1 new position) 4) (1) Office Clerk (existing position) 3. Create a Reseazch and Development Section, a. Duties to include: 1) Address the overall needs and requirements through the research and develop of new and existing weapons, equipment, and uniform. 2) Conduct general reseazch and studies on funding resources, i.e., federal and state grants for special programs and projects, and to expand the department's technology envirotunent 3) Facilitate inter-agency programs, which will accomplish certain department objectives through multi-agency efforts 4) Conduct needs and feasibility studies to acquire lands for future expansion of the public safety complex and other police facilities located throughout the County of Hawaii Research and tracking of legislation that deal primarily with law enforcement issues; prepazation of testimony for submittal. b. Staffed bv: 1) (1) Lieutenant (new position) 2) (1) Sergeant (new position) 3) (2) Police Officer II (existing position) 4) (1) Clerk (new position) 4. Reorganize the Safety and Health Section, a. Duties to include: 1) .4 plan, assigns, investigates, and reviews workers compensation cases for alleeed abuse. 10 ADMINISTRATIVE BUREAU ADMINISTRATIVE SERVICES DIVISION Reorganize The Administrative Services Division 2) Assist in conducting department random drug testing program 3) Coordinate and announce scheduled mandatory annual physicals 4) Provide timely and comprehensive information on safety and health issues 5) Plan and conduct training classes on employee safety matters b. Staffed by: 1) (1) Sergeant (new position) 2) (1) Police Officer II (existing position) 5. Crime Prevention and DARE Section a. Duties include: 1) Plan, organize, and facilitate all crime prevention related programs and request for public speakers 2) Manage and maintain the Crime Stoppers Program Island wide 3) Manage and maintain the DARE program Island wide b. Staffed by: 1) 3 Police Officer III (I-exisiting/2-new positions) II[. ACTION PLAN A. By the end of fiscal year 2003 I. Describe the duties and responsibilities of all new positions 2. Beein organizing space for the new sections 3. Seek the Mayor's and C'ouncils' approval to fill new ranking positions (1) Captain, inclusion during FY 2004-2005 Operating Budget 11 ADMINISTRATIVE BUREAU ADMINISTRATIVE SERVICES DIVISION Reorganize The Administrative Services Division B. By the end of fiscal year 2004 1. Provided that new positions have been approved proceed with the planned reorganization of the Administrative Services Division. 2. Describe the duties and responsibilities of all new positions 3. Seek the Mayor's and Councils' approval to fill new (2) Sergeants and three Police Officer II positions for inclusion during FY 2005-2006 Operating Budget C. By the end of fiscal yeaz 2005 1. Seek the Mayor's and Councils' approval to fill new Lieutenant and new clerk position for inclusion during FY 2006-2007 Operating Budget D. By the end of fiscal yeaz 2006 1. Provided new positions have been approved, complete the organizational restructure of the Administrative Services Division. E. By the end of fiscal year 200? 1. Provided new positions have been approved, all sections to be fully functional as planned. IV. Budget Impact O eratino Bud et for Salaries FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 (I) Ca fain 0 $63,120 564,382 $65,670 566,983 (I) Lieutenant 0 0 0 $54,034 555,145 (2) Sergeants 0 0 593,538 $95,409 $97,317 (3) Police Officer II 0 0 5132,084 $134,725 $137,420 (I) Clk 0 0 0 $31,222 $31,846 INCREASE 0 563,120 5290,004 5381,060 5388,681 O eratino Budget for E ui ment/Recurrine Cost FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 Furnishing & Computer E vi for New Positions 0 0 520,000 0 0 Recurring Maintenance Cost 0 51,500 51,500 $1,500 $1,500 INCREASE 0 51,500 521,500 51,500 51,500 12 ADMINISTRATIVE BUREAU ADMINISTRATIVE SERVICES DIVISION Records Management System (RMS) I. GOAL A. To enhance public safety through the use of a computerized Records Management System (RMS) in making information available to police personnel on a more timely, accurate, and complete basis. B. Protect the rights of people and the interest of the County with a proper security of confidential information. II. OBJECTIVES A. Increase in productivity by reducing/eliminating redundant or unnecessary tasks. B. Provide for time and efficiency savings, which will allow time for redeployment of our uniformed field officers in to the community. C. Improve management and public policy decision making by increasing the ability to analyze law enforcement data. D. Provide operational units within the department with computer workstations to improve the quality and completeness of data collected to enhance investigative capabilities. E. Create a Systems Analyst I position to assist in maintaining the Island-wide system III. ACTION PLAN A. By the end of fiscal year 2003 1. The contracted vendor, Denali Solutions, would have completed majority of the RMS installation. 2. Describe the duties and responsibilities of new Systems Analyst position. 3. Seek the Mayor's and Councils' approval to fill new position for inclusion during FY ?004-2005 Operating Budget B. By the end of fiscal year 2004 1. Provided that new position has been approved, have in place and operational. 2. Perform RMS final system test and user training. 13 ADMINISTRATIVE BUREAU ADMINISTRATIVE SERVICES DIVISION Records Management System (RMS) C. By the end of fiscal year 2005 1. Begin planning for Phase II, which includes voice over IP through the fiber optics network and establish the department's independent a-mail system protected by a firewall. IV. BUDGET IMPACT 0 eratin Bud et for Salaries Proposed Positions FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 (I) S stems Anal st I 0 $40,548 $41,359 $$42,186 $43,030 INCREASE 0 $40,548 $41,359 $$42,186 $43,030 O eratin Bud et for E ui ment/Recurrin Cost FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 RMS Software and com utere ui ment $I.SMillion 0 0 0 0 Estimated Recurring Maintenance Cost 0 $90,000 $90,000 $90,000 $90,000 INCREASE 51.5 Million 590,000 $90,000 590,000 $90,000 'Note: RMS funding through Federa! Asset Forfeiture Account and Federa! Grants. Caunry Responsibility will be the Recurring Maintenance Costs. 14 ADMINISTRATIVE BUREAU ADMINISTRATIVE SERVICES DIVISION Accreditation Through CALEA I. GOAL A. Accreditation through the Commission on Accreditation for Law Enforcement Agencies (CALEA) will provide for controlled liability insurance costs, greater accountability within the department, stronger defense against lawsuits and citizen complaints. II. OBJECTIVES A. Conduct thorough examination of all departmental policies and procedures to identify with applicable CALEA standazds. B. Provide training for all departmental personnel on new policies and procedures. C. Ensure that all policies and procedures remain in compliance with CALEA standards through periodic audits to facilitate re-accreditation in three yeazs. III. ACTION PLAN A. By the end of fiscal yeaz 2003 1. Submit proposed project budget for approval for the FY 2005-2006 Operational Budget. B. By the end of fiscal yeaz 2004 1. Provided budget has been approved, identify positions within the Administrative Services Division to assume the duties of a Compliance Officer and identify clerical support. 2. Purchase and submit application with CALEA; then enter into agreement with CALEA completing and submitting Agency Profile Questionnaire and Accreditation Agreemen~ C. By the end of fiscal year 2005 1. Enter into the Self-assessment phase of the Accreditation Process, which involves a thorough examination of the department to determine if compliance with all CALEA applicable standazds D. By the end of fiscal year 2006 1. Enter into On-site assessment phase of [he Accreditation Process, which involves an on-site assessment by CALEA Trained Assessors, to verify the department's compliance with standards. 1~ ADMINISTRATIVE BUREAU ADMINISTRATIVE SERVICES DIVISION Accreditation Through CALEA E. By the end of fiscal year 2007 1. CALEA review and decision phase of process, to determine if the department has met all compliance requirements, the Commission awazds the depaztment accredited status. IV. BUDGET IMPACT O eratin Bud et for E ui ment/Recurrin~ Cost (New Item) FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 Fees to CALEA for Accreditation 0 0 $20,000 0 0 Recurring Cost 0 0 0 0 $8,000 INCREASE 0 0 $20,000 0 $8,000 'Estimated One-Time Costs: 5/5, 000 - 520,000 (Does not take into account existing st~n~ •Estrmated Recurring Cost: $7,000- 8,000 Re-accreditation every 3 years 16 ADMINISTRATIVE BUREAU ADMINISTRATIVE SERVICES DIVISION (Capital Improvement Project) Training Academy I. GOALS A. Provide a new training facility that will accommodate most training needs at one location; to allow the simultaneous training of new police recruits and the recall training of other police personnel. II. OBJECTIVES A. Construction of a 10,000 squaze foot training facility on the vacant property on the located on the Hamakua side of the Public Safety Complex or other property procured by the County. 1. The facility will include 2 sepazate classrooms (60 & 35 seating capacity) a gymnasium with exercise equipment, locker and shower rooms, staff offices, and anaudio/visual and press conference room. B. The training staff assigned to the facility will plan, organize, and facilitate all police recmit and recall training for sworn and civilian personnel. C. The staff will collaborate with the Research and Development Section to detect and correct problems with issued weapons, equipment, and uniforms. III. ACTION PLAN A. By the end of fiscal year 2003 1. Seek initial funding from County Administration to contract a consultant for the engineering and design of the facility and seek funds for the building through avai]able resources at the County, State, and Federal levels. B. By the end of fiscal year 2004 1. Provided appropriate funding has been approved, collaborate with engineering consultants to hire a contractor to begin construction, provided project funding awarded. C. By the end of fiscal year 200 1. Begin construction of the new Police Training Academy, provided project funding awarded. 2. Incorporate recurring maintenance costs for facility into FY 2006-2007 Operational Budget 17 ADMINISTRATIVE BUREAU ADMINISTRATIVE SERVICES DIVISION (Capital Improvement Project) Training Academy D. By the end of fiscal yeaz 2006 1. Have the training staff occupy the new facility. E. By the end of fiscal yeaz 2007 1. Facility to be fully operational with staff. IV. BUDGET IMPACT O eratin Bud et for E ui ment/Recurrin Cost CIP PROJECT FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 Project Costs (includes consultant/construction) $400,000 $2,000,000 $3,000,000 0 0 Recurring Cost 0 0 0 $20,000 $20,000 INCREASE $400,000 52,000,00 $3,000,000 $20,000 $20000 13 ADMINISTRATIVE BUREAU ADMINISTRATIVE SERVICES DIVISION (Capital Improvement Project) Pistol Range In West Hawaii I. GOALS A. To provide a facility for firearm's training in West Hawaii that is currently unavailable to department personnel. - II. OBJECTIVES A. Purchase and construction of a portable Total Containment Pistol Range in West Hawaii will address concerns of lead in the environment and the threat posed to public health in use of outdoor ranges. B. Incorporate training and scheduling to allow the range to be available for use by other government agencies for training purposes. In some situations a user fee will be assessed. III. ACTION PLAN A. By the end of fiscal yeaz 2003 1. Have staff conduct research to identify most viable site for construction of range, types of ranges available, and sources of outside funding (i.e. federal grants, etc.) B. By the end of fiscal year 2004 1. Submit proposals to County Administration for funding and continued budget projections. 2. Staff to identify any funding through government sources and reseazch possible grant availabilit}~ C. By the end of fiscal year 200 I. Provided funding has been approved and is available, submit necessary Request for Proposals (RFP) and complete vendor selection. D. By the end of fiscal year 2006 1. Completion of plans and designs. E. By the end of fiscal year 2007 1. Construction of the facility at a site in West Hawaii. 2. Provide training to departmental personnel on use and maintenance. 19 ADMINISTRATIVE BUREAU ADMINISTRATIVE SERVICES DIVISION (Capital Improvement Project) Pistol Range In West Hawaii IV. BUDGET IMPACT O eratin Bud et for E ui menURecurrin Cost CIP PROJECT FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 Project Costs (includes consultanUconstruction) 0 0 $300,000 $800,000 0 Recurrin Cost 0 0 0 0 $30,000 INCREASE 0 0 $300,000 $800,000 $30,000 'Estimated One-Time Costs - $1.2 Million to I.5 Million 'Estimated Recurring Cast - .S3Q 000.00 Maintenance Cost Annually 7Q ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Reorganize Records & IdentiTication Section I. GOAL A. To streamline current operations, allowing the section to accomplish assigned tasks in a more orderly and efficient manner, which would best serve both the needs of the department and the community. II. OBJECTIVES A. Creating three new clerical positions to eliminate backlog and overtime of work; also to reduce the response time to officers, prosecutors, courts and public inquiries and requests. 1. Insufficient staffing has necessitated regulaz overtime to perform section operations B. Create a police sergeant position to perform case reviews allowing for the closing of reports and the purging of evidence and photos. 1. A backlog of cases that need closing, results in a corresponding accumulation of evidence and photos that leads to storage problems. C. Create a fingerprint examiner position for the Identification Unit, to eliminate backlog of warrant processing and fingerprint examinations. D. Renovation of Records Section front office area to accommodate firearm's registrations, for the security and safety of employees. 1. The Record Section has experienced several occasions where a firearm customer entered the Records office with a loaded fireazm and on one occasion a firearm was discharged into the office ceiling. E. Upgrading the workstations (desks) of Records and ID staff to accommodate the installation of computer equipment for new Records Management System (RMS). 1. Replacing these desks with ergonomically correct workstations will prevent repetitive strain and possible work-related injuries. F. Upgrade current copy machines and purchase of additional copy machine for use by personnel within the Records Section, Identification Section, and Evidence Warehouse. I . To ensure accuracy and eliminate the delay of the reproduction of documents (an integral part of the section) due to copy machines being unavailable. 21 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Reorganize Records & Identification Section 2. To eliminate the problems noted above and concomitantly allow staff to remain within the section to perform additional duties. 3. To allow Evidence Wazehouse staff to remain within their work azea, thereby increasing efficiency and productivity of current staff. III. ACTION PLAN A. By the end of fiscal yeaz 2003 1. Describe the duties and responsibilities of new positions; seek the Mayor's and Councils' approval to fill one new clerk positions for inclusion during FY 2005-2006 Operating Budget 2. Submit plans and request for funds to be included into FY 2005-2006 budget for renovations of Firearm's Registration azea of the section. 3. Submit requisitions for nine new workstations and one medium copy machine for use in Records Section for inclusion in FY 2005-2006 Operating Budget. B. By the end of fiscal yeaz 2004 I. Provided that new positions have been approved, have staff in place and performing necessary duties. 2. Describe the duties and responsibilities of new positions; seek the Mayor and Councils' approval to fill one new clerk positions and fingerprint classifier position for inclusion during FY 2006-2007 Operating Budget. 3. If funding is approved, commence renovations of Firearm's Registration azea. 4. Submit requisitions for eight new workstations for use in Records Section for inclusion in FY 2006-2007 Operating Budget. C. By the end of fiscal year 200 1. Provided that new positions have been approved, have staff in place and performing necessary duties. 2. Describe the duties and responsibilities of new positions; seek the Mayor and Councils' approval to fill Police Sergeant position and one Clerk position for inclusion during FY 2007-2008 Operating Budget. 22 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Reorganize Records & Identification Section 3. Submit requisitions for eight new workstations and one small copy machine for use by Evidence Room personnel for inclusion in FY 2007-2008 Operating Budget. D. By the end of fiscal year 2006 1. Provided new positions have been approved, complete the organizational restructure of the Section. E. By the end of fiscal yeaz 2007 1. Provided new positions have been approved and reorganization is completed all sections to be fully functional as planned. IV. BUDGET IMPACT O eratin Bud et for Salaries Proposed Positions FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 (I) Police Ser eant 0 0 0 0 $46,769 (I) Finee tint Examiner 0 0 0 $34,407 $35,095 I) Clerk 0 0 $26,169 $26,692 $27,226 (I) Clerk 0 0 0 $26,692 $27,226 (1)Clerk 0 0 0 0 $27,226 INCREASE 0 SO 526,169 587,791 $163,542 O eratin~ Budget for E ui ment/Recurzin Cost FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 Security Renovations 0 0 $100,000 0 0 Workstations 0 0 $54,000 $48,000 548,000 Copy Machines Recurzin° Costs 0 0 512,000 $16,800 $8,400 INCREASE 0 0 5166,000 564,000 556,400 73 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Automated Booking/Live Scan/Mug Photo I. GOAL A. To eliminate repetitive double entry of information into vazious state and local systems. B. To enable our department to electronically transmit queries to the FBI and to receive rapid responses. C. To allow our department the ability to quickly share information with federal, state and country agencies. II. OBJECTIVES A. Provide Automated Booking/ Live Scan/ Mug Photo systems for remaining six police districts, Puna, Kau, North Kohala, South Kohala, Hamakua, and North Hilo. I . The State of Hawaii will provide the equipment and initial cost of set-up. B. Provide Network communication equipment for all eight police districts. C. Provide funding for annual maintenance of automated system and net,vork communications. III. ACTION PLAN A. By the end of fiscal year 2003 1. State to provide equipment for all districts; provide for installation, training and implementation. 2. Submit for inclusion into FY 2004-2005 Operating Budget the annual maintenance fees for automated system and network communications. B. By the end of fiscal year 200-1 I. Al] systems to be fully operational and personnel trained. 2. Department to assume responsibility for annual maintenance fees for automated system and network communications. 24 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Automated Bool:ing/Live Scan/Mug Photo IV. BUDGET IMPACT O eratin Bud et for E ui menURecurrin Cost FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 State Funded E ui ment $930,640 - - - - Automated System Maintenance Fee 0 $80,000 $80,000 $80,000 $80,000 Network Communication Maintenance Fee 0 $1,650 $1,650 $1,650 $1,650 INCREASE 0 $81,650 $81,650 $81,650 $81,650 7j ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION (Capital Improvement Project) Completion Of Evidence Warehouse Project I. GOALS A. Completion of the Evidence Wazehouse Project to construct a fully operational evidence storage facility on the grounds of the Public Safety Complex, to accommodate the storage of physical evidence collected during criminal investigations. II. OBJECTIVES A. To accommodate evidence presently stored in our overcrowded Evidence Room in addition to all of the vehicles currently stored in the parking lot. 1. Due to the lazge number of vehicles that we are required to store as evidence, vehicles aze currently being stored in the pazking lot, as there is no other covered secured space available B. Be in compliance with the Hawaii Occupational Safety and Health Standazds. 1. Presently our Evidence Warehouse is filled to capacity with vehicles and other large evidence a mezzanine within the warehouse would provide additional storage area. C. Limit the County's Civil liabilities resulting from impounded vehicles being damaged due to being exposed to natural exposure as a result of being stored within the unsecured parking lot area of the Public Safety Complex. D. Eliminate the need to secure funding for rental fees of warehouse space to store vehicles, which may cost in excess of 5,000.00 per month or $60,000.00 or more per year. II[. ACTION PLAN .4. By the end of fiscal year 200 1. Submit request for funding and plans for the completion of the project B. By the end of fiscal year 2004 1. Provided funding has been approved submit Request For Proposals through Count}' Purchasing. 2. Begin construction of project. 26 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION (Capital Improvement Proiect) Completion Of Evidence Warehouse Project C. By the end of fiscal year 2005 1. Facility to be fully functional. IV. BUDGET IMPACT O eratin~ Bud et for E ui mendRecurrin Cost FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 Estimated Total Costs - $504,113 - - - 27 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Transfer Of Driver License Section I. GOALS A. To transfer of Driver License, to include the Periodic Motor Vehicle Inspection (PMVI) Program, to Department of Finance. Public service will improve if all county functions aze located in one azea and under one department. 1. Because of the high volume of revenue collected, both sections should be under the Department of Finance. II. OBJECTIVES A. Relocate the Driver's License Section and PMVI Program currently within the Public Safety Complex to facilities under the control of the Department of Finance. B. Relocate the Driver License Section office currently at old Kona airport to facility under the control of the Department of Finance. C. Transfer of all positions and funding from the department's Operating Budget to the Department of Finance. [II. ACTION PLAN A. By end of fiscal year 2003 1. Submit proposals to Mayor's office for approval to transfer to Department of Finance. B. By end of fiscal year 2004 2. Conditional upon approval for transfer, complete transition. IV. BUDGET IMPACT A. No anticipated impact. Note: In the event the transfer of the Driver's License and Pd~IVI Program to the Department of Finance is not approved, proposals have been included for jtrtirre expansion of the programs should they remain with the police department. 28 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Driver License Section I. GOALS A. To increase the efficiency of the section, enabling staff to process driver license applicants quicker and affording better public service. II. OBJECTIVES A. Create Supervising Driver License Examiner position for the Kona Office to provide supervision for current staffing, . 1. Duties for this position would include regulazly evaluating personnel, inspection of equipment, and facilities, as opposed to periodic checks as with current situation with supervisor located at the Hilo Office. B. Create a Cashier I position for the Hilo Office to handle monetary transactions that average receipts of $2,000 or more daily, approximately $210,000 annually. C. Create a Commercial Driver License Examiner position for the Kona Office to eliminate the backlog of applicants awaiting examinations. 1. A second examiner will increase number of road tests given each day eliminating the need for applicants having a two (2) week waiting period for an appointment. D. Update Dum Terminal Computer Systems for the driver license section island wide, to replace current antiquated equipment. I. These terminals deal specifically with driver license records received from the City & County of Honolulu driver license files, without them, service to the public will be curtailed. E. Update vision-screening equipment for section island-wide, to replace current antiquated equipment. F. Purchase 14 bar code readers for use island-wide to electronically obtain information from scanning driver license, this enable staff to process driver license applicant's quicker, affording better public service. III. ACTION PLAN A. By the end of fiscal year ?003 1. Describe the duties and responsibilities for all new and existing positions. 29 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Driver License Section 2. Seek Mayoral and Council approval to fill positions for inclusion during the FY 2005-2006 Operating Budget. a. (1) Supervising Driver License Examiner b. (1) Cashier I c. (1) Commercial Driver License Examiner II d. Submit request for State Funding for the purchase (15) Dum terminal computer systems and (11) new vision screeners B. By the end of fiscal year 2004 1. Provided funding has been approved initiate bidding process to purchase Dum Terminal Computer systems and vision screeners. 2. Provided positions have been approved, initiate bid process for equipment to supply proposed position for inclusion in FY 2006-2007 Operating Budget. 3. Provided new positions have been approved and funding is available, hire ne~v staff. 4. Submit request for increase in FY 2006-2007 equipment budget to purchase (]4) 2D bar code readers. C. By the end of fiscal year 200 1. Complete installation of new Dum Terminal Computer systems and vision screeners. 2. Provided funding has been approved initiate bidding process to purchase bar code readers. 3. Training completed and new staff in place. D. By the end of fiscal year 2006 1. Complete installation and training of staff in use of bar code readers. 30 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Driver License Section IV. BUDGET IMPACT O eratin Bud et for Salaries Proposed Positions FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 Su v. Dr. Lic. Examiner 0 0 $30,820 $31,437 $32,065 Comm. Dr. Lic. Examiner 0 0 $29,376 $29,964 $30,563 Cashier l 0 0 $23,990 $24,470 $24,960 INCREASE 0 0 $84,186 $85,871 $87,588 O eratina Bud et for E ui menURecurrin Cost FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 Dum Terminal S stems 0 0 $15,000 0 0 Vision Screenin E ui 0 0 $11,000 0 0 Baz Code Readers 0 0 0 $9,800 0 INCREASE 0 0 $26,000 59,800 0 31 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Traffic Services Section I. GOALS A. To address the increase of public service functional responsibilities due to an additional public demand for services. B. Increase the overall proficiency and accuracy of current and newly developed programs. II. OBJECTIVES A. Create a Clerk III position to attend to clerical duties involved with newly developed Volunteer Disabled Pazking Program, current JPO and School Crossing Guazd programs. Duties to include maintaining time/attendance records, scheduling, and correspondence. B. Create Intoxilyzer Supervisor position to be responsible for all of the Intoxilyzer instrtunents and chemical solutions that require periodic maintenance and servicing. Duties to include training, maintaining procedural forms, court testimony, maintenance of equipment, and other related duties. III. ACTION PLAN A. By the end of fiscal year 2003 1. Describe the duties and responsibilities for all new and existing positions. 2. Seek Mayoral and Council approval to fill positions For inclusion during the FY 200-2006 Operating Budget. B. By the end of fiscal year 2004: 1. Provided new positions have been approved and funding is available, hire and conduct training for new staff at the start of fiscal year 2005. C. By the end of fiscal year 200 1. All positions to be in place and programs functioning at expected levels. [V. BUDGET IMPACT O eratin~ Budget for New Positions FY 2003-04 FY 2004-0~ FY 2005-06 FY 2006-07 FY 2007-08 Clerk ?I 0 0 531,846 532,482 533,133 Intoxil zer Su ervisor 0 0 535,700 ~ 536,414 537,142 INCREASE 0 0 S67,546 568,896 570,275 32 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Communications-Dispatch Section I. GOALS A. Enhance the performance, consistency, and control over the central Public Safety Answering Point for Hawaii County. B. To improve the capacity, accuracy, and retrieval time of information being recorded during police communications. II. OBJECTIVES A. Redefine the duties and responsibilities of current sworn and civilian staffing within the section. 1. Current Lieutenant position will be responsible for administrative and overall supervisory duties for the section. 2. Current Sergeant's position to be incorporated with new sergeant's positions as a "swing" position, filling in for assigned supervisor due to days off, vacation, etc. B. Create three Police Sergeants positions within the section to allow for consistent supervision on all shifts. Duties to include operations of their respective watches, to include scheduling, training, disciplinary issues, and other related tasks. C. Create a Clerk III position within the section to be responsible for all clerical duties for the section to provide for consistency in managing the personnel records and correspondence. D. Purchase newly developed recording system called "Freedom" manufactured by the Dictaphone Company, which allows storage of the calls and radio transmissions on different formats, such as compact disc (CD), cassette tape, and on its internal hard drive. 1. Over 250,000 calls and transmissions are recorded annually, current system antiquated using acassette-like tape capable of holding only up to 640 minutes of recording. III. ACTION PLAN A. By the end of fiscal year 2003 1. Describe the duties and responsibilities for all new and existing positions. 2. Seek Mayoral and Council approval to fill one Sergeant and Clerk III positions for inclusion during the FY 2005-2006 Operating Budget. 3. Seek funding source for Freedom Recording system and request for purchase during FY 2004-200 Operating Budget. 33 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Communications-Dispatch Section B. By the end of fiscal year 2004: 1. Provided new positions have been approved and funding is available, fill positions and conduct training for new staff. 2. Seek Mayoral and Council approval to fill second Sergeant position for inclusion during the FY 2006-2007 Operating Budget. 3. Provided funding has been approved complete vendor selection and purchase of Freedom Recording System. C. By the end of fiscal yeaz 2005 1. Provided new positions have been approved and funding is available, fill position and conduct training for new Sergeant to begin at the start of fiscal yeaz 2006. 2. Seek Mayoral and Council approval to fill third Sergeant position for inclusion during the FY 2007-2008 Operating Budget. 3. Complete installation and training of personnel on use of Freedom Recording System. D. By the end of fiscal year 200E 1. Provided new positions have been approved and funding is available, fill position and conduct training for new Sergeant to begin at the start of fiscal year 2007. E. By the end of fiscal year 2007 1. Reorganization completed with all positions in place and equipment functioning as expected. I~'. BUDGET IMPACT O eratino Budoe[ for New Positions FY 2003-04 FY' 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 Sereeant 0 0 $0,747 1,761 $52,797 Sereeant 0 0 0 551,761 $52,797 Sereeant 0 0 0 0 $52,797 i Clerk Ilr 1 0 _0 $31,846 532,482 $33,133 Total Im act 0 0 S82 X93 $136,004 $191,524 O eratino Budget for E ui ment FY 2003-04 FY" 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 Freedom Recording ~ S stem 0 S4>,000 0 0 0 34 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Communications-Maintenance Section VHF Radio Coverage Improvement (Capital Improvement Project) I. GOALS A. Increase officer safety and increase the effectiveness of response to the public's request for assistance by eliminating or minimizing existing radio dead-spots. II. OBJECTIVES A. To install "mini repeaters" that is needed to improve radio coverage in the Kona, South Kohala, Hilo and Puna districts. I. Although 100% radio coverage is the ideal, this is cost prohibitive and in certain cases physically impossible to attain; any small improvement minimizes safety concerns for both the public and the officer. III. ACTION PLAN A. By the end of fiscal yeaz 2003 1. Seek Mayoral and County Council approval for funding. B. By the end of fiscal year 2004 1. Provided funding has been approved, seek vendor through procurement process. C. By the end of fiscal year 200 I. Provided vendor has been selected, begin improvements to system by installation ofmini-repeaters D. By the end of fiscal year 2006 1. Complete all improvements and make assessments of project. IV. BUDGET IMPACT A. Approximately $00,000 to improve the radio coverage in Kona, South Kohala, Hilo and Puna districts. 3~ ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Communications-Maintenance Section Microwave Radio Upgrade (Capital Improvement Project) I. GOALS A. To convert from the current analog microwave system with a new 6 GHz digital microwave system that will support the needs and requirements public safety and general govemment agencies. II. OBJECTIVES A. To convert the current antiquated 2 GHz microwave system throughout the island that supports wireless voice and data with a new 6 GHz digital microwave system. B. Be in compliance with recent rulings by the Federal government to convert the system by the end of 2004 from 2 GHz to 6 GHz conversion of old analog system. Approximately $10.5 Million III. ACTION PLAN A. By the end of fiscal yeaz 2003 1. The contracted vendor, Scientel, performing majority of the Microwave System installation. B. By the end of fiscal year 2004 I. System to be fully functional and tested. IV. BUDGET IMPACT A. Approximately $10.~ Million for project, funded through County and outside resources. 36 ADMINISTRATIVE BUREAU TECHNICAL SERVICES DIVISION Communications-Maintenance Section Completion of Radio Shop Facility (Capital Improvement Project) I. GOALS A. Complete the interior of the existing Radio Shop facility, which was postponed due to lack of funding. II. OBJECTIVES A. Completion of this project would be immediate and relieve overcrowding and reduce/eliminate possible OSHA reprimands and fines that are imminent in the existing structure. The interior work would include adequate work azea, offices, storage azea for large inventory of parts and equipment. B. To provide for increased security and upgrade necessary equipment to enhance radio installations and working conditions. III. ACTION PLAN A. By the end of fiscal yeaz 2003 1. Request funding and submit proposals for project. 2. Provided funding has been approved, begin vendor selection through procurement process. B. By the end of fiscal year 2004 1. Provided vendor has been selected and plans approved, begin construction. C. By the end of fiscal year 200 l . Project completed and new radio shop to be fully operational. IV. BUDGET IMPACT A. Estimated approximately $70,000 to $8~Q,000 to complete project. 37 ADMINISTRATIVE BUREAU FINANCE DIVISION Reorganize The Finance Division I. GOALS A. To accomplish assigned tasks in a more orderly and efficient manner, which would best serve both the needs of the department in both the finance and human resources areas. II. OBJECTIVES A. Reorganization of command structure, which would place the division under the direct supervision of the Major of the Administrative Bureau. B. Reallocate several positions within the division that would not cost the County additional funds, however would increase productivity and efficiency. Reallocations to include: 3. Business Manager (EM-3) to Accountant IV (SR-24) 4. Accountant II (SR-20) to Accountant III (SR-22) 5. Account Clerk (SR-11) to Senior Account Clerk (SR-13) C. Reorganization of duties of current staffing, as part of cross-training program to streamline operations. D. Obtain a fully automated accounting system, which also allows for sorting will capture accurate, up to the moment data for reports for internal use by managers for budgeting and planning. 1. To provide for efficient reporting and control of fixed assets and storeroom supplies, which will enhance our payroll accounting by providing real-time leave balances of personnel for manpower planning. III. ACTION PLAN A. By the end of fiscal year 2003 1. Complete the re-description of all duties and responsibilities for reallocated positions; submit proposal to Department of Civil Service for review. 2. Seek the Mayor's and Council's approval for reorganization and reallocations B. By the end of fiscal year 2004 1. Provided new positions have been approved, reorganization completed with new duties assigned. 38 ADMINISTRATIVE BUREAU FINANCE DIVISION Reorganize The Finance Division 2. Automated accounting system in operation through department's Records Management System (RMS). IV. BUDGET IMPACT 0 eratin Bud et for Salaries FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 AccountantlV 0 0 $47,436 $48,384 $49,352 Accountant III 0 $37,464 538,213 $38,977 $39,757 Sr. Account Clerk 0 $30,012 $30,612 $31,224 $31,849 INCREASE 0 $67,476 $1]6,261 $118,585 $120,958 39 INVESTIGATIVE/FIELD OPERATIONS BUREAUS INTRODUCTION As of January 2003, the Police Department went through a reorganization at which time Assistant Police Chiefs were assigned to oversee operations in both Area I and Area II. Area I consists of the districts of North and South Hilo, Hamakua, and Puna, along with the Area I Criminal Investigation Division. Area II is made up of the districts of North and South Kohala, Kona, and Ka'u, along with the Area II Criminal Investigation Division. Each of the eight police districts is under the command of a Police Captain, with the exception of the North Hilo District, which is overseen by the commander of the Hamakua District. Both azea Criminal Investigation Divisions aze commanded by Police Captains. The following plan presents the needs of the Police Department for both Investigative Operations and Field Operations, respectively. The status quo budgets submitted over the past several years have hindered the Hawaii County Police Department in providing the level of service the community deserves. With the exception of the five positions recently approved for the Kona Patrol Division, growth in the Field Operations has been as a result of grant funding and the eventual adoption of positions by our County Council. If it were not for grant funds, the implementing of new programs and the purchase of certain pieces of equipment would have been impossible. In addition, because of local funding levels accompanied by reduced federal spending over the past several years, the Police Department has become a reactive rather than a proactive force. Unfortunate as this reduced capability is in normal times, the situation has become. worse with the recent advent of terrorism within the borders of the United States. The events of September 11, 2001 have forever changed the definition of "normalcy" that we experienced pre-September 11. This becomes more evident with the continuous acts of biological attacks of terrorism through our U. S. Postal Service. While we ask our communities not to succumb to the threats of terrorism, law enforcement agencies around the nation are tasked with addressing this new form of domestic criminality, while trying to return "normalcy" back into our communities. Our five-year proposal shows an increase in the number of police personnel to address the threat of terrorism and to maintain the level of service currently expected by our citizenry. While the threat of terrorism is real, your Police Department believes it can successfully protect our communities with the necessary training and equipment for our personnel, enabling us to minimize the opportunity for acts of ten'orisnt and providing the ability to work safely and cohesively with other emergency personnel. 40 INVESTIGATIVE OPERATIONS SUMMARY Criminal Investigations Section (CIS) Due to the increase in investigative cases, complex nature of investigations, and new technology in forensic science, additional positions aze required. The formulation of a violent crime unit and property crime unit within C.I.S. will yield a more productive case cleazance and enhance prosecution. Currently only one polygrapher performs duties associated with both Criminal and Pre-employment examinations conducted throughout the entire Island, unfortunately this leads to additional expenses (i.e. overtime, travel and per diem). An additional polygrapher would allow for the proper distribution of cases on the Island and minimize expenses incurred. With the increase in investigative staffing, there will be a need for newly formulated clerical positions to evenly distribute the clerical and statistical duties required. Crime Laboratory A serologist, laboratory and crime scene/evidence technicians are also needed to assist investigators in the labor intensive and critical processing of evidence. Investigators will be freed to concentrate on the particulazs of the case rather than being tied up in the evidence processing and recovery. Juvenile Aid Section (JAS1 The complexity ofjuvenile laws and the need to protect child victims has made it incumbent on the department to expand its resources in this area with regards to personnel and equipment. With the current stnicture, the quality of required compliance wZth the Judiciary and funded programs are compromised, therefore an increase of investigative and clerical staffing is necessary in the future. The complexity and sensitive nature of investigations involving juveniles require special interview settings and equipment. Vice Section The intricacies of narcotics and gambling aze often long term investigations involving targets that operate between Areas I and II, statewide and nationally. To properly administer and organize our operations, it is imperative that we formulate a separate division within the Investigative Operations, creating additional command, supervisory, investigative, and clerical staff positions. To address the issue of the increase in hazd drug (i.e. Ice) cases, specialized units need to be developed within the division to identify and target the problems. 41 INVESTIGATIVE OPERATIONS Reorganize The Criminal Investigative Section (C.I.S.) I. GOALS A. To provide the community with the most effective and efficient criminal investigative services possible, resulting in an increase of the solvability rate of major crimes. II. OBJECTIVES A. Reorganize the duties of the current staffing of both the Area I and Area II sections creating specialized investigative units. B. Creating new investigative staff positions (Detective's and PO III positions) within Area I and Area II sections to formulated specialized units. 1. (2) Detectives and (2) PO IIIs to be assigned to the Area I Criminal Investigations Section. 2. (5) Detectives and (2) PO Ills to be assigned to the Area II Criminal Investigations Section. a. The disparity between the number of additional personnel proposed for Area I as opposed to Area II is due to the difference in the current - staffing. C. Creating new Polygraph Examiner position assigned to Area II Criminal Investigations Section. D. Creating new Police Reporter position assigned to Area II Criminal Investigations Section to provide clerical support for newly created investigative staffing. III. ACTION PLAN A. By the end of fiscal year 2003 1. Describe the duties and responsibilities for reorganization of current staffing and new positions. 2. Seek Mayoral and Council approval to fill two detectives and two police officer III positions (Area II) for inclusion during the FY 2005-2006 Operating Budget. 3. Propose plans for office location to accommodate projected increase in staff. 4. Provided positions have been approved, initiate bid process for equipment to supply proposed position for inclusion in FY 2005-2006 Operating Budget. B. By the end of fiscal year 2004 42 INVESTIGATIVE OPERATIONS Reorganize The Criminal Investigative Section (C.LS.) 1. Seek Mayoral and Council approval to fill two detective and two officer positions (Area I) for inclusion during the FY 2006-2007 Operating Budget. 2. Begin organizing space for new positions for FY 2005 and acquire equipment to supply new positions.. 3. Initiate bid process for equipment to supply proposed position for inclusion in FY "1006-2007 Operating Budget. C. By the end of fiscal year 2005 1. Seek Mayoral and Council approval to fill two detective positions, one polygraph examiner position, and one police reporter position (Area II) for inclusion during the FY 2007-2008 Operating Budget. 2. Begin organizing space for new positions of FY 2006 and acquire equipment to supply new positions.. 3. Initiate bid process for equipment to supply proposed position for inclusion in FY 2007-2008 Operating Budget. D. By the end of fiscal year 2006 1. Seek Mayoral and Council approval to fill one detective position (Area II), for inclusion during the FY 2006-2007 Operating Budget. 2. Begin organizing space for new positions of FY 2006 and acquire equipment to supply new positions.. 3. Initiate bid process for equipment to supply proposed position for inclusion in FY 2006-2007 Operating Budget. E. By the end of fiscal year 2007 1. Provided all new positions have been approved, reorganization of the Criminal Investigations Section should be completed and fully functional as planned. 43 INVESTIGATIVE OPERATIONS Reorganize The Criminal Investigative Section (C.LS.) IV. BUDGET IMPACT O eratin Bud et for Salaries ~ Proposed Positions FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-OS (2) Detectives 0 0 $93,538 $95,409 $97,316 (2) Detectives 0 0 0 $95,409 $97,316 (2) Detectives 0 0 0 0 $97,316 (l) Detectives 0 0 0 0 $47,704 (2) Police Officer III 0 0 $89,817 $91,613 591,613 (2) Police Officer I? 0 0 0 $91,6li $91,613 (1) Pol ora h Examiner 0 0 $35,088 $35,789 536,505 (I) Police Re orter 0 0 $32,200 $32,844 $33,500 INCREASE 0 0 5250,643 $442,677 5592,883 O eratino Budget For E ui menURecurrin~ Cost FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-OS Furnishing & Computer E ui for New Positions 0 0 $10,000 $5,000 55,000 44 INVESTIGATIVE OPERATIONS (Crime Laboratory) I. GOALS A. Increase the efficiency and productivity of the Crime Laboratory through upgrading of equipment and creating new positions for crime scene evidence processing/documentation, which in turn will assist investigative staff and prosecutorial merit of cases. II. OBJECTIVES A. Create three new Evidence Technician positions to assist investigators in the labor intensive and critical processing of evidence. Investigators will be freed to concentrate on the particulazs of the case rather than being tied up in the evidence processing and recovery. B. Create a new Laboratory Technician position to assist with analysis performed in the Lab of evidence collected in connection with criminal cases. C. Crime laboratory equipment will need to be upgraded to operate and function accordingly. I. Obtain 2 FTIR (Fourier Transform Infra Red) Spectrometer systems and replace FTIR library with updated library 2. Obtain GC/MS (gas chromatograph/mass spectroscopy) with auto-sampler capability; Replace GC/MS library with updated library III. ACTION PLAN A. By the end of fiscal yeaz 2003 1. Describe the duties and responsibilities for new positions. Seek Mayoral and Council approval to fill two Bvidence Technician positions (Area I) for inclusion during the FY 2005-2006 Operating Budget. 2. Provided positions have been approved, initiate bid process for equipment to supply proposed position for inclusion in FY 2005-2006 Operating Budget. 3. Propose plans Cor office location to accommodate projected increase in staff, for inclusion into FY 2005-2006 Operating Budget. 4. Submit proposals and seek funding for obtaining new and upgrading current laboratory equipment. B. By the end of fiscal year 2004 1. Provided positions have been approved, complete process to hire two Evidence Technicians at the start of fiscal year 2005. 45 INVESTIGATIVE OPERATIONS (Crime Laboratory) 2. Describe the duties and responsibilities for new position. Seek Mayoral and Council approval to fill Evidence Technician positions (Area II) for inclusion during the FY 2006-2007 Operating Budget. 3. Propose plans for office location to accommodate projected increase in staff, for inclusion into FY 2006-2007 Operating Budget. 4. Provided funding source has been approved, purchase new laboratory equipment. C. By the end of fiscal year 2005 1. Provided positions have been approved, have in place new Evidence Technician at the start of fiscal year 2006. 2. Describe the duties and responsibilities for new' Laboratory Technician position. Seek Mayoral and Council approval to fill position for inclusion during the FY 2007-2008 Operating Budget. 3. Propose plans for office location to accommodate projected increase in staff, for inclusion into FY 2007-2008 Operating Budget. D. By the end of fiscal year 2006 1. Provided positions have been approved, have in place new Laboratory Technician at the start of fiscal 2007. E. By the end of fiscal year 2007 I . Lab and new positions to be fully functional. IV. BUDGET IMPACT O eratin Bud et for Salaries Proposed Positions FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-OS (2) Evidence Techs 0 0 $56,597 $57,729 $58,884 (1) Evidence Tech 0 0 0 $28,298 $28,864 (I) Lab Technician 0 0 0 0 $33,990 INCREASE 0 0 $56,597 $86,027 $121,735 O eratin° Budget for E ui mendRecurrin Cost FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 New Equipment and Lab Renovations 0 0 $50,000 Recurrin Maint. Cost 0 0 $2,000 $2,000 $2,000 INCREASE 0 0 352,000 52,000 $2,000 46 INVESTIGATIVE .OPERATIONS (Juvenile Aid Section) Reorganize The Juvenile Aid Section (J.A.S.) I. GOALS A. To professionally address the ever-increasing demands placed upon the Police Department with regards to juvenile victims and to deal effectively with the complex juvenile laws for offenders. B. To increase our proactive approach in addressing juvenile related criminal activities. II. OBJECTIVES A. Create new Police Lieutenant position for the Area II Juvenile Aid Section, to attend to the administrative responsibilities of the section. B. Create four new Police Detective positions to be divided between the Area I and II Juvenile Aid Section, to provide for specialized investigative teams addressing issues such as Juvenile Sexual Assaults, Child Pornography, Abuse, etc. C. Create four new Police Officer positions to be divided between the Area I and II Juvenile Aid Section, to provide for specialized investigative teams addressing issues such as Juvenile Sexual Assaults, Child Pornography, Abuse, etc. D. Purchase recording equipment and renovate current facilities to address issues involving documenting juvenile victim interviews and offender interrogations. III. ACTION PLAN A. By the end of fiscal yeaz 2003 1. Describe the duties and responsibilities for new Police Lieutenant position. Seek Mayoral and Council approval to fill position (Area II) for inclusion during the FY 2004-2005 Operating Budget. 2. Propose plans of office, interview room and evidence room location to accommodate proposals. B. By the end of fiscal year 2004 1. Describe the duties and responsibilities for two Detective and two Police Officer III positions. Seek Mayoral and Council approval to fill positions for inclusion during the FY 2005-2006 Operating Budget. 2. Provided positions have been approved and acquired, begin organizing space for new positions of FY 2004 and acquire equipment to supply new positions. 3. Initiate bid process for equipment to supply proposed positions in FY 2005. 47 INVESTIGATIVE OPERATIONS (Juvenile Aid Section) Reorganize The Juvenile Aid Section (J.A.S.) C. By the end of fiscal yeaz 200 1. Describe the duties and responsibilities for four Detective and four Police Officer III positions. Seek Mayoral and Council approval to fill positions for inclusion during the FY 2006-2007 Operating Budget. 2. Provided positions have been approved and acquired, begin organizing space for new positions of FY 2005 and acquire equipment to supply new positions. D. By the end of fiscal year 2006 1. Provided positions have been approved and acquired, begin organizing space for new positions of FY 2006 and acquire equipment to supply new positions. E. By the end of fiscal year 2007 1. Have all new personnel in place and equipment purchased, reorganization of section completed and fully operational. IV. BUDGET IMPACT " O eratin~ Budge[ for Salaries Proposed Positions FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 7.007-OS (1) Lieutenants 0 $51,936 $52,974 $54,034 $55,145 (2) Detectives 0 0 $91,704 $93,538 595,409 (2) Detectives 0 0 0 $93,538 $95,409 (2) Police Officer 111 0 0 $88,506 $89,817 $91,613 (2) Police Officer III 0 0 0 $89,817 $91,613 INCREASE 0 $51,936 5233,184 $420,744 $429,189 O eratin Budoet for E ui ment/Recurrin Cost FY 2001-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-08 New Equipment for New Positions 0 $2,500 $10,000 $5,000 0 INCREASE 0 $2,500 $10,000 $5,000 0 48 INVESTIGATIVE OPERATIONS (Vice Section) Reorganize The Vice Section I. GOALS A. To effectively and aggressively address the ever-increasing drug problem that is plaguing the community, through specialized targeting of key issues. B. To focus on organized drug distribution groups with the emphasis on enforcement and dismantling of the groups and it's associates. II. OBJECTIVES A. Reorganize the current Vice Sections by creating a new Vice Division, directly under command of the Operations Chief. The division will be comprised of two new sections, a Nazcotics Section and aGambling/Morals Section. B. Create two new Police Captain positions to be designated as the Division Commanders for Area I and Area II Vice Division. C. Create three new Detectives positions and two new Police Officer positions to divided between Area I and Area II, to conduct investigations. D. Create two new Police Reporter positions to provide clerical support for the newly created division. III. ACTION PLAN A. By the end of fiscal year 2003 1. Describe the duties and responsibilities for new Detectives and Police Officer positions. Seek Mayoral and Council approval to fill positions for inclusion during the FY 2005-2006 Operating Budget. 2. Provided positions have been approved, propose plans of office location to accommodate proposals. Initiate bid process for equipment to supply proposed positions. 3. Submit proposals for reorganization for Mayoral approval. B. By the end of fiscal year 2004 1. Describe the duties and responsibilities for new Police Reporter positions. Seek Mayoral and Council approval to fill positions for inclusion during the FY 2006-2007 Operating Budget. 2. Provided positions have been approved, propose plans of office location to accommodate proposals. Initiate bid process for equipment to supply proposed positions. 49 INVESTIGATIVE OPERATIONS (Vice Section) Reorganize The Vice Section C. By the end of fiscal year 2005 1. Describe the duties and responsibilities for new Captains positions. Seek Mayoral and Council approval to fill positions for inclusion during the FY 2007-2008 Operating Budget. 2. Provided positions have been approved, propose plans of office location to accommodate proposals. Initiate bid process for equipment to supply proposed positions. D. By tt,e end of fiscal yeaz 2006 1. Complete reorganization plans, have all positions in place with new divisions fitlly functional at the start of fiscal year 2007. IV. BUDGET IMPACT O eratin Bud et for Salaries FY 2003-04 FY 2004-OS FY 2005-06 FY 2006-07 FY 2007-OS (2) Ca rains 0 0 0 0 $125,680 (3) Detectives 0 0 $140,307 $143,113 $145,975 (2) Police Officer 111 0 0 $88,056 $89,817 $91,613 (2) Police Re orters 0 0 0 $62,400 $63,643 INCREASE 0 0 $228,363 $295,330 5326,917 0 eratin Budoet for E ui mendRecurrin~ Cost FY 2003-04 F'f 2004-05 FY 2005-06 FY 2006-07 FY 2007-OS New Equipment for New Positions 0 0 $12,500 $5,000 $10,000 INCREASE 0 0 $12,500 55,000 $10,000 50 FIELD OPERATIONS SUMMARY Patrol Field Operations of the Hawaii County Police Department, provides 24 hours a day, 365 days a year public service to the County of Hawaii. Community Policing Program Community Police Officers aze assigned to each of the eight police districts. The primary mission of the program is to establish partnerships between the police and community who work together towazds problem solving. Although the department has experienced much success in this area, we have found ourselves dealing more on a one-to-one basis with our community. These demands have, at times, overtaxed our resources and our ability to effectively deal with the concerns raised by the community. Traffic Enforcement Unit The Traffic Enforcement Unit, supervised by a Police Sergeant, is tasked with enforcing traffic laws along with investigating all fatal traffic accidents. Though servicing the entire island, the Unit is based out of the South Hilo and Kona Districts. Due to the nature of fatal traffic accidents, investigations aze normally conducted aRer the Unit has completed their tour of duty, which results in call outs on overtime. The Police Sergeant must supervise these felony investigations to assure that they aze properly completed. Reserve Police Officers Program The Reserve Police Officers Program is comprised primazily of retired Hawaii County Police Department officers. These volunteers are required to perform 20 hours of service a month. Reserve officers are assigned to all of the police districts. Special Response Team The Hawaii County Police Department has established a Special Response Team (SRT). The team's mission is to support the Department and any other requesting law enforcement agenc}~, through mutual agreement, with tactical response to critical incidents. The SRT is currently made up of 15 volunteers who do not receive any additional monetary compensation for their assignment. Funding for the unit thus far has been derived from asset forfeiture funds. Future reoccurring operating costs for equipment and training will have to be included in the operating budget. Authorized Sworn Personnel Ei;hty-one percent, or 322 of 400, of the Police Department's authorized sworn personnel are assigned to Field Operations. Seventeen clerical staff supports the operations. 51 FIELD OPERATIONS MANPOWER Hiring It takes approximately 18 months from the time an individual is identified as a prospective candidate until he or she is actually assigned as a working police officer. Leaves Over the past few yeazs, the Police Depaztment has experienced difficulty in dealing with family leave (FMLA) issues. Current mandates allow for employees to absent themselves from duty to address family issues, which results in two to three employees being out at a time on family leave on a regulaz basis. This does not account for those officers who aze also absent as a result of scheduled vacation, sick leave (long and short term), workman's compensation and military leaves. Current staffing does not allow for enough of a cushion to absorb these absences, which often times result in officers being held over to work an extended shift or be called in eazly on overtime to make up shortages in manpower. Serious consideration should be given to funding 12 temporazy police positions. Special Events During the course of a yeaz, members of the community approach the Police Department on many occasions for assistance in facilitating events. In other instances, community groups will engage in behavior that mandates police presence, or a natural disaster occurs which requires our response to ensure public safety. These events aze not budgeted for and normally require that officers be placed on overtime in order to effectively address these issues. Supervision An insufficient number of supervisors in the field is another problem the Department faces. Isolated districts such as Ka'u and North Kohala aze normally staffed with young officers who have just completed training. Due to the minimal numbers of ranking officers assigned to these districts (Ka'u-3; North Kohala-2), these young officers oftentimes work unsupervised. Another example of insufficient rank is in the district of North Hilo. Although the Captain assigned to the Hamakua District oversees the district operations, there is only one sergeant assigned to North Hilo. The importance of high quality first level supervision cannot be overstated. It is the first level supervisor who is in the best position to ensure that the goals of the Police Department are being accomplished. Although this is true of any organization, the complex responsibilities of law enforcement, coupled with the need for teamwork, makes the first level supervisors' positions extremely ~2 FIELD OPERATIONS MANPOWER important. Of all its supervisory personnel, the success of the agency is dependent on its first level supervisors. Adequate supervisory staffing minimize employee misconduct, incomplete investigations and reduces civil litigation by ensuring proper supervision at the onset. Our Five-Year Plan asks that new supervisory positions be added to our staff. Police Officers In order that the Police Department continue to provide the existing level of service, it is imperative that the patrol staff be increased. Our Five-Year Plan asks that 82 new Police Officer positions be added to our staff. Cell Distract Police 0f6cer II Sergeant Lieutenant Capt Clerical Block Nurse 300J 3061 3005 2008 300] 300.1 2004 2005 ?006 2C0] 2000 2We 2005 3008 300] 3000 2000 30M 20115 2006 200] 20W South Hilo 5 5 5 4 2 1 1 1 1 1 1 1 1 1 NoRh Hilo 1 1 i 1 1 1 1 t 1 Hamakua 1 1 i 1 t 1 1 1 South Kohala 2 2 2 2 2 1 1 1 1 1 1 1 North Kohala 1 1 1 1 1 1 1 t 1 Kona 5 5 5 4 2 2 2 2 2 2 1 1 1 1 1 Ka'u i 1 i 1 i 1 1 1 Puna 2 2 2 2 2 1 1 1 1 1 SUI}TOtals 18 1a 18 16 12 6 7 8 5 7 0 4 2 1 0 1 2 2 1 1 1 2 TOTAL: 82 39 7 t 7 2 Civilian Staff While the paperwork mounts, Field Operations has not seen an increase in civilian staff in a number of years. With the addition of Community Police and Cellblock Officers, the clerical duties are performed by the existing staff and sworn personnel. We are requesting a modest increase of seven personnel to support existing clerical positions in the busier districts of South Hilo, South Kohala, and Kona. Two cellblock nurse positions are also being requested to provide for immediate primary care for detainees. For a more detailed listing and justification, please refer to the attached district breakdowns and overview graphs. DeFacto Population According to the Hawaii State Department of Business Economic Development, the island of Hawaii hosted approximately 167,073 visitors in the year 2000. The importance of providing our visitors with a safe environment goes without mention. The revenues generated as a result of these visitors are an important part of our economy. An increase in staffing would allow the Police Department to better serve our community and visitors. 53 FIELD OPERATIONS MANPOWER Special Resnonse Team (SRT) This five-yeaz plan asks for an increase in personnel to staff a full time Special Response Team (SRT). Since the incidents of September 11, 2001, the Federal government has asked that all local law enforcement agencies play a more active role in homeland defense. Very serious consideration should be given to staffing two nine-man units (one in Hilo and one in Kona) assigned to full-time SRT duties. Each unit would consist of one Sergeant and eight officers. Should the department seek accreditation through the Commission on Accreditation of Law Enforcement Agencies (CALEA), a critical response team and procedures aze a requirement. 54 FIELD OPERATIONS EQUIPMENT Due to budgetazy constraints over the years, the Police Department has not been able to adequately satisfy requests by the districts to replace outdated, worn, or damaged equipment. The list of requests ranges from, including but not limited to, desk and chairs, copy machines, camera equipment, computers, and radaz units. Serious consideration should be given to increasing our equipment budget. The repair costs for the aging fleet of County owned police vehicles aze rising. Over the past few yeazs, monies budgeted have not been enough to purchase replacement vehicles. The prisoner vans and four-wheel drive vehicles are necessary for the safe transportation of prisoners. In today's society, the clientele that the police officers come into contact with often times require that universal precaution for self protection be practiced. They also allow for police response to isolated azeas that aze inaccessible by two-wheel drive vehicles. The Cushmans (scooters) aze also very necessary in that they allow for quick response into congested azeas. They also proved for a high profile presence in both downtown Hilo and Kailua-Kona. Repair costs to keep these vehicles on the road continue to mount. It is strongly recommended that serious consideration be given to assuring that funds aze available to replace a minimum of two vehicles annually. Another alternative would be to consider going into a leasing program. ~5 FIELD OPERATIONS AREA I SOUTH HILO DISTRICT Descriation: The district of South Hilo is the fifrh largest police district consisting of 635 square miles. The boundaries are: From Hakalau gulch at the seashore to the summit of Mauna Kea, along the southern boundary of the Kilohana Girl Scout Camp to Pohaku Hanalei, to Kulani Cone, to Papai Point and along the seashore to Hakalau gulch. Roadways: Public roadways maintained within the district totals 301.15 miles of which 274.15 aze County and 27 aze State. DemoQraahic• The U.S. Bureau of Census reports the following: 1980 1990 2000 % Chan a `80/'90 % Chan a `90/'00 42,278 44,639 47,386 +5.6% +6.2% The South Hilo District accounts for 31.9% of the island's population. If the past growth trends remain consistent, projected 2006 year population for this district would be approximately 49,034, an increase of 1,648. South Hilo Patrol Division: The South Hilo Patrol Division is housed at the Public Safety Building, 349 Kapiolani Street, Hilo. The division has a total of 2~ motorized police beats with an additional three foot patrol beats, and five motorcycle beats (cushman). The division is also responsible for maintaining a police cellblock for East Hawaii and a court document detail using two police officers. Community Policing and the Reserve Officer programs are also part of the division. The South Hilo Patrol Division provides round-the-clock service along with walk-in services to the public. Crime & Traffic: Six-}'ear Crime/Traffic statistics for the South Hilo District reflect the following: Tv a 1995 1996 1997 1998 1999 2000 Incident Re orts 11,688 12,093 12,997 12,502 12,057 12,992 Misc. Public Com taints 12,340 11,313 12,200 15,221 10,581 12,605 TrafticACCidents' 2,100 1,964 1,921 1,945 1,944 2,013 TOTAL 24.028 25, 370 27, l I8 29, 668 24, 582 27, 610 lndudes a/( reported traffic crashes. The district also experienced a mm! aj 51 7rajfrc fatalities beM~een 1995/2000. 56 FIELD OPERATIONS AREAI SOUTH HILO DISTRICT Arrests figures for the same years reflect the following: 1995 1996 1997 1998 1999 2000 Adult 4,579 4,728 5,094 6,035 S,92S 6,003 Juvenile 1,246 I,ISS 1,005 771 888 I,ISI TOTAL 5,815 5,883 6,099 6,806 6,813 7,154 Incidents per officer per calendar year: South Hilo 400.2 Patrol: Headed by a Captain, the South Hilo Patrol Division has 74 authorized sworn personnel and two civilian personnel as follows: Number Position l Ca tain 4 Lieutenants 6 Ser eants 63 Police Officer II 2 Clerk Steno ra hers 'Two of the above Police Officer I/ positions are assigned to the Sauth Hilo Division court document detail. Cellblock: There are ten sworn personnel assigned to the East Hawaii cellblock. The sergeant in this position also manages the warrants detail. Number _ Position I Sergeant 9 Police Officer II Community Policing: There are ten sworn personnel assigned to the district's community policing program. The sergeant in this position oversees the community policing programs For all districts in Area I. Number _ Position I Ser eant 9 Police Officer III At present there are five mini-stations utilized by community policing within the South Hilo District and an additional one to be added: Number Position 1 Pe eekeo I Puueo-Clem Akina I Richardson's Center 1 KIAA-KTA 1 Lanakila '1 Waiakea-Uka "Pending renovations 57 FIELD OPERATIONS AREAI SOUTH HILO DISTRICT Traffic Enforcement Unit: A unit also under Field Operations is the Traffic Enforcement Unit. The unit, headed by a sergeant, is based out of the South Hilo headquarters. The sergeant supervises assigned officers in both East and West Hawaii: Number Position 1 Ser ean[ 4 Police Officer II / S. Hilo Poaulation/Police Ratio: The South Hilo Patrol Division services 31.9% of the island population with 29.4% of the uniformed personnel of the department. Ratio per 1,000 population is 1.8. Proiected Personnel Needs: The South Hilo Patrol Division projected personnel needs for the next five years are as follows: Position 2003 2004 2005 2006 2007 Clerk III I 1 Lieutenant I S°t. Cell block 1 I 1 I Sit. SRT I PO II 2 2 2 2 2 PO II SRT 2 2 2 2 PO II Cellblock I I I Cellblock Nurse I Justification: Clerk: The clerical positions would enable the Traffic Enforcement Unit, SRT, Community Policing Officers and the Cellblock to run more efficiently at a lower cost. These units currently accomplish their clerical tasks utilizing a police sergeant, which takes them away from their supervisory responsibilities. Police Lieutenant: The addition of another lieutenant is necessary to provide a functional chain of command and to address administrative duties of the personnel assigned to the South Hilo cell block. The additional lieutenant would bring about more consistent discipline and direction of personnel, and improve morale and productivity. Police Sereeant: The additional first-line supervisors aze to provide continuous "round-the-clock" supervision and oversee prisoner processing, housing, transport, and court document services. Currently, a single sergeant performs these duties during weekdays and regular business hours. 58 FIELll OPERATIONS AREAI SOUTH HILO DISTRICT The request is to integrate one supervisor each year commencing from FY 2003 through FY 2007 for a total of five sergeants. The SRT sergeant will supervise the response team's activities. Police Officer II: The district of South Hilo ranks first in calls for police services in Hawaii County. On the average, each South Hilo patrol officer responds to approximately 400.2 calls annually. In an effort to provide more efficient service to the largest populated community on the island (projected growth 49,034 in 2006 as compazed to current population of 47,386), the request is to integrate two officers each yeaz commencing from FY 2003 through FY 2007 for a total of ten Police Officer II positions. The requested positions would allow the Police Department to minimize overtime costs currently being incurred as a result of unforeseen absences and improve officer safety by placing an additional officer on each shift. This plan also asks for the addition of two PO-II positions each year beginning FY 2003 through FY 2006. These positions aze to staff a full time Special Response Team. Cellblock Police Officer-II: The South Hilo cellblock curzently detains all suspects arrested in the districts of South Hilo, North Hilo, Hamakua, and Puna. Additionally, we aze tasked with providing temporary housing to persons arrested by vazious Federal agencies. The caze and detention of these prisoners cover a multifaceted scope of responsibilities that include prisoner-processing, inventory of personal property, transportation to court and medical facilities, suicide watch, feeding and providing the basic hygienic considerations, and other provisions as accorded by statute. These officers aze tasked with controlling all activities surrounding the detained individual, 24-hours a day, seven days a week. The requested positions would allow police to provide for responsible care, alleviate overtime costs currently being incurred as a result of unforeseen absences, and improve officer safety in handling prisoners confined to the cellblock. Cellblock Nurse: At present, immediate health care issues are performed by police officers that aze assigned to the ce]lblock. Should detainees need medical attention, they are immediately taken to the emergency room for treatment. The nursing position would more effectively address health and behavioral issues of the cellblock detainees. The addition of the cellblock nurse position would minimize overtime costs and allow for police officers to more effectively address their duties. ~9 FIELD OPERATIONS AREA I NORTH HILO DISTRICT Descrintion• The district of North Hilo is the seventh largest police district consisting of 144 square miles. The boundaries aze: From Hakalau gulch at the sea shore, and inland from these points to the summit of Mauna Kea. Roadways: Public roadways maintained within the district totals 41.46 miles of which 27.46 aze County and 14 aze State. Demographic: The U.S. Bureau of Census reports the following: 1980 1990 2000 % Chan a `80/'90 % Chan a `90/'00 1,679 1,541 1,720 -8.2% +11.6% The district of North Hilo accounts for 1.2% of the island's population. If past growth trends remain consistent, projected 2006 year population for this district would be 1,827, an increase of 107. North Hilo Patrol Division: The district's police station is located in Laupahoehoe. This district has a total of four motorized police beats. Also part of the division aze community policing and reserve officer programs. The Laupahoehoe police station is open to the general public on Mondays to Fridays from 7:45 a.m. to 4:30 p.m. except holidays. Crime & Traffic: Six-year Crime,/I'raffic statistics for the North Hilo District is as follows: T e 1995 1996 ]997 1998 1999 2000 Incident Re orts 199 270 196 385 219 234 Misc. Public Com taints 906 979 70~ 1,000 1,273 1,407 Traffic Accidents' 63 87 65 69 62 83 TOTAL 1,168 1,3.36 966 /,454 1,554 1,724 * Includes all reported traffic crashes. The district also experienced a fora! oJfrve traffic fatalities betx~een 1995/2000_ 60 FIELD OPERATIONS AREA I NORTH HILO DISTRICT Arrests figures for the same years reflect the following: 1995 1996 1997 1998 1999 2000 Adult 32 64 34 282 93 98 Juvenile 17 7 10 14 6 6 TOTAL 49 71 44 196 99 104 Incidents per officer per calendar year: North Hilo 172.4 Patrol• Headed by a Captain who also oversees the Hamakua District Station, the North Hilo Patrol Division has 11 authorized sworn personnel and one civilian as follows: Number Position 1 'Ca tain I Ser eant 10 Police Officer I Police O erations Clerk Community Policine: There is one sworn personnel assigned to the district's community policing program: ~`u m ber Position t Police Officer III Presently, there are no mini-stations in the district. Population/Police Ratio: The North Hilo Patrol Division services 1.2% of the island population with 4.2% of the uniformed personnel of the department. Ratio per 1,000 population is 7.0. Projected Personnel Needs: Position 2003 2004 2005 2006 2007 Ca tain I Sereeant I I 1 I Police Officer 11 1 I I I I Justification: 61 FIELD OPERATIONS AREA I NORTH HILO DISTRICT Police Captain: The addition of a Captain to the district would provide for a functional chain of command along with assuming the administrative duties. This would free up the Captain of the Hamakua district who currently performs these duties. Police Sergeants: The additional first-line supervisors will provide continuous round-the-clock service. Presently, the lone sergeant assigned to the district works either the day or evening shifts, and the Hamakua District provides supervisory assistance. The additional sergeants would allow for continuous supervision for all watches and improve officer safety. Police Officer II: The requested increase of five additional Police Officer-II positions over the next five yeazs would be commensurate with the projected growth and allow for us to safely and efficiently respond to the increasing requests for police services. The increase will allow for the much-needed internal growth that will compliment the on-going officer safety issues. 62 FIELD OPERATIONS AREAI HAMAKUA DISTRICT Description: The district of Hamakua is the sixth largest police district consisting of 233 squaze miles. The boundazies aze: From Hakalau gulch to Koala gulch at the seashore, and inland from these points to the summit of Mauna Kea. Roadways: Public roadways maintained with the district totals 102.85 miles of which 71.85 aze County and 31 aze State. Demographic: The U. S. Bureau of Census reports the following: 1980 1990 2000 % Chan a `80/'90 % Chan a `90/'00 5,128 5,545 6,108 +8.1% +10.2% The district of Hamakua accounts For 4.1% of the island's population. If past growth trends remain consistent, projected 2006 year population for this district would be approximately 6,446, an increase of 338. Hamakua Patrol Division: The district's police station is located in Honoka'a. The district has a total of seven motorized police beats. Also part of the division are community policing and reserve officer programs. The Honokaa police station is open to the general public on Mondays to Fridays from 7:45 a.m. to 4:30 p.m. except holidays. Crime & Traffic: Six-year Crime/Traffic statistics for the Hamakua District is as follows: Tv a 1995 1996 1997 1998 1999 2000 Incident Re ons 842 727 886 1,004 865 971 Misc. Public Com taints 1,581 1,880 1,544 1,582 1,603 1,647 Traffic Accidents' 143 148 126 125 131 142 TOTAL 2,566 2,755 2,556 2,711 2,599 2,760 ' Includes aft reported [raffc crashes. The DGtrict also experienced a total of l2 traffic ja(a(i(ies between 199'2000. 63 FIELD OPERATIONS AREAI HAMAKUA DISTRICT Arrests figures for the same vears reflect the following: 1995 1996 1997 1998 1999 2000 Adult 314 257 339 452 470 424 Juvenile 97 56 76 83 69 59 TOTAL 411 313 415 535 539 483 Incidents per officer per calendar year: Hamakua 197.1 Patrol: Headed by a Captain who also oversees the North Hilo District, the Hamakua Patrol Division has 15 authorized sworn personnel and one civilian as follows: Number Position I Ca rain 2 Ser eants 12 Police Officer II I Police O erations Clerk Communiri~ Policing: There is one sworn personnel assigned to the district's community policing program: Number T Position 1 ~ Police Officer III Presently, the district has one mini-station located at Honoka'a used by the commtmity policing officer. Ponulation/Police Ratio: The Hamakua Patrol Division services 4.1 % of the island population with 5.9% of the uniformed personnel of the department. Ratio per 1,000 population is 2.8. Proiected Personnel Needs: The Hamakua Patrol Division projected personnel needs for the next five years are as follows: Position 2003 21104 2005 2006 2007 Sergeant I _ t I Police Officer II ~ I ~I I I I 64 FIELD OPERATIONS AREAI HAMAKUA DISTRICT Justification: Police Sergeant: The Hamakua District currently has two uniformed patrol sergeants assigned. The request is to add three additional sergeants in fiscal yeazs 2003 to 2005. This would allow for continuous supervision for all watches and improve officer safety. The additional sergeants would also allow for a more focused span of control for the supervisory staff. This increase would minimize overtime incurred when supervisors aze absent from duty due to illness, injury, vacation, or training. Police Officer II: The requested increase of five additional Police Officer-II positions over the next five yeazs would be commensurate with the projected growth and allow for us to safely and efficiently respond to the growing requests for police services. The increase will allow for the much-needed internal growth that will compliment the on-going officer safety issues. 65 FIELD OPERATIONS AREAI PUNA DISTRICT Description• The district of Puna is the fourth largest police district consisting of 683 squaze miles. The boundazies aze: From Papai Point on the east shore to Kulani Cone, then to the summit of Pohaku Hanalei, then to Keauhou Landing, and along the seashore to Papai Point. Roadwavs• Public roadways maintained within the district totals 234.92 miles of which 186.92 aze County and 48 are State. DemoQraphic• U.S. Bureau of Census reports the following: 1980 1990 2000 % Chan a `801'90 % Chan a `90/'00 11,751 20,781 3],335 +76.8% +50.8% The district of Puna accounts for 21.1% of the island's population. This rural district drew 10,5>4 new residents during the fast decade and is the fastest growing district on the island. If past growth trends remain consistent, projected 2006 year population for this district would be approximately 37,667, an increase of 6,332. Puna Patrol Division: The district's police station is located in Keaau, along with a police substation in Pahoa. This district has a total of nine motorized police beats. Also a part of the division are community policing and reserve officer programs. The Keaau police station is open to the general public on Mondays to Fridays from 7:45 a.m. to 4:30 p.m. except holidays. Crime & Traffic: Six-year Crime/Traffic statistics for the Puna District is as follows: T e 1995 1996 ]997 1998 1999 2000 Incident Re orts 5,587 5,455 5,459 5,116 5,932 6,085 btisc. Public Com Taints 7,462 7,294 5,551 5,920 5,033 S,O58 Traffic Accidents' 676 593 590 590 61 I 590 TOTa L !3, 7?5 13.313 11, 600 11, 626 11, 576 11, 791 * Includes all reported traffic crashes. The district also experienced a total of 37 traffc fatalities between 199.i/2000. 66 FIELD OPERATIONS AREA I PUNA DISTRICT Arrests figures for the same years reflect the following: 1995 1996 1997 1998 1999 2000 Adult 2,465 2,357 2,457 2,306 2,769 3,008 Juvenile 490 397 430 341 360 481 TOTAL 1, 955 1, 754 2, 887 1, 647 3,129 3, 489 Incidents per officer per calendar year: Puna 300.9 Patrol: Headed by a Captain, the Puna District Patrol Division has 42 authorized sworn personnel and two civilian personnel as follows: Number Position 1 Ca fain I Lieutenant 4 Ser eants 36 Police Officer II 1 Police O erations Clerk I Clerk III 'One of the above Police Officer !I positions is assigned to the DARE program. Community Policine: 7~here are four sworn personnel assigned to the district's community policing program: Number Position 4 Police Officer III Presently there are no mini-stations in the district, one however is proposed for the Mountain View azea. The Pahoa substation is used by both patrol officers as well as community policing officers. Ponulation/Police Ratio: The Puna Patrol Division services 21.1 % of the island population with 16.1 % of the uniformed personnel of the department. Ratio per 1,000 population is 1.5. Projected Personnel Needs: The Puna Patrol Division projected personnel needs for the next five yeazs are as follows: Position 2003 2004 2005_ 2006 2007 PO-II 2 _ 2 2 ~ 2 Lieutenant 1 1 1 Seroeant j 67 FIELD OPERATIONS AREAI PUNA DISTRICT Justification: Police Officer II: In an effort to maintain current levels of service to the fastest growing community on the island, the request is to increase the district's strength by two officers each yeaz for a total of 10 Police Officer II positions. Response time to calls for service has been a growing problem in the district because the population is spread out through many subdivisions. An increase in manpower would keep our response time to a reasonable level, as well as improving officer safety. The district of Puna ranks third in calls for police services in Hawaii County. On the average, each Puna patrol officer responds to approximately 300.9 calls annually. The requested positions would minimize overtime costs currently being incurred as a result of unforeseen absences and long-term illness. Police Lieutenant: The Puna District currently has one assigned lieutenant, whose primary duty consists of providing supervision during the evening hours. The addition of three more lieutenants is necessary to provide a functional chain of command. This would allow for a more focused span of control for the supervisory staff. The additional lieutenants would bring about more consistent discipline and direction of personnel, and improve morale and productivity. This would also increase availability of a ranking officer to the public outside of normal business hours. Police Sereeant: The Puna District currently has four assigned uniformed patrol sergeants. The request is to add t.vo additional sergeants in FYs 2004 and 2007. This would improve supervision in the field and allow for a supervisor to work with patrol units assigned to Pahoa. The additional sergeants would also allow for a more focused span of control for the supervisory staff. This increase would minimize overtime incurred when supervisors are absent from duty due to illness, injury, vacation, or training. 68 FIELD OPERATIONS AREA II SOUTH KOHALA DISTRICT Description: The district of South Kohala is the third largest police district consisting of 688 square miles. The boundazies aze: From Kaiopae Point along the seashore to Kaauau Point, then to the summit of Pohaku Hanalei, then in a straight line to and along the southern boundary of the Kilohana Girl Scout Camp, then in a straight line to the summit of Mauna Kea, then in a straight line to and along the government road commonly referred to as Vierra Road to its intersection with Mamalahoa Highway, then along Mamalahoa Highway to its intersection with Route 19, then to Honopue gulch at the seashore and then to Kaiopae Point. Roadways: Public roadways maintained within the district totals 125.37 miles of which 81.37 aze Cotmty and 44 aze State. Demo~raphic• The U.S. Bureau of Census reports the following: 1980 1990 2000 % Chan a `80/'90 % Chan a `90/'00 4,607 9,140 13,131 +9g.4 +43.7% The District of South Kohala accounts for 8.8% of the island's population. If the past growth trends remain consistent, projected 2006 year population for this district would be approximately 15,526, an increase of 2,395. South Kohala Patrol Division: The district's police station is located in Kamuela. This district has a total of six motorized beats. Also a part of the division aze community policing and reserve officer programs. The Kamuela police station is open to the general public on Mondays to Fridays between the hours of 7:45 a.m. to 4:30 p.m. except holidays. Crime & Traffic: Six-year Crime/Traffic statistics for the South Kohala District is as follows: Tv e 1995 1996 1997 1998 1999 2000 Incident Re orts' 2,251 2,116 2,726 3,012 2,739 3,273 Misc. Public Com taints 2,929 2,643 1,023 2,766 2,811 3,141 Traffic Accidents* 412 448 474 469 492 535 TOTAL 5,592 5,207 6,723 6,247 ~ 6,0-12 6,9J9 * Includes ai( reported traffic crashes. The district also experienced a rota! oJ21 traffic fatalitleS behveen 1995/2000. 69 FIELD OPERATIONS AREA II SOUTH KOHALA DISTRICT Arrests figures for the same years reflect the following: 1995 1996 1997 1998 1999 2000 Adult 899 839 1,290 1,567 1,475 1,516 Juvenile 262 207 222 204 169 198 TOTAL 1,161 /,046 1,512 1,77/ /,644 1,714 Incidents per officer per calendar year: South Kohala 267.3 Patrol: Headed by a Captain, the South Kohala Patrol Division has 28 authorized sworn personnel and one civilian personnel as follows: Number Position I Ca rain 1 Lieutenant 3 Ser eants 23 Police Officer II 1 Police O erations Clerk Community Policing: There aze three sworn personnel assigned to the disVict's community policing program. Number Position 3 Police Officer III Presently, the South Kohala District has one mini-station and one sub-station, which is located off the Queen Kaahumanu Highway. Mini-S[ation r- Location_ 1 ~ Waikoloa Village Sub-Station Location I ~ Mauna Lani Ponulation/Police Ratio: The South Kohala Patrol Division services 8.8% of the island population ~~ith 10.8% of the uniformed personnel of the department. Ratio per 1,000 population is 2.4. Proiected Personnel Needs: The South Kohala Patrol Division projected personnel needs for the next five yeazs aze as follows: Position 2003 2004 2005 2006 2007 Police Officer II 2 2 2 2 2 Sergeant I I 1 Lieutenant I I Clerk I I 70 FIELD OPERATIONS AREA II SOUTH KOHALA DISTRICT Justification: Police Officer II: South Kohala is geographically the third lazgest district (688 squaze miles) on the island with pocket communities accounting for 8.8% of the island's population scattered throughout. Currently, the South Kohala District ranks fourth in district populace and has realized a 43.7% increase in growth during the last ten yeazs. This growth ranks second only to the Puna district (50.8%) during the same time period. Unlike the Puna district however, South Kohala has a de facto population that is directly attributed to the hotels and resorts industry along its coastline. The district also produces 30% of the State's vegetable produce, is home to the world's lazgest privately owned ranch, and has aport-of--call that supports the entire west side of the island. The above translates into the district experiencing a section of the island's most traversed roadway(s) with industry, cornmerce, astronomy, ranching, military and tourism. The increase in the Police Officer II positions aze, as with the other districts, to enable us to safely and efficiently be responsive to the growing requests for police services. Police Sergeant: To improve the quality of po]ice services requires a concerted effort by all police personnel, even in the most trying of times. Police work by its nature is highly litigious and supervisory personnel are critical in minimizing liability at the onset. The additional Sergeant positions being sought will provide for continuous supervision "round- the-clock" in this geographically vast district. Police Lieutenant: The South Kohala District currently has one assigned lieutenant, whose primary duty consists of providing supervision during the evening hours. The addition of two more lieutenants is necessary to provide a functional chain of command. This would allow for a more focused span of control for the supervisory staff. The additional lieutenants would bring about more consistent discipline and direction of personnel, and improve morale and productivity. This would also increase the availability of a ranking officer to the public outside of normal business hours. Clerk: A single clerk is currently accomplishing the clerical duties for the South Kohala district. More often than not, personnel assigned to the district assume portions of the clerical responsibilities, taking them away from their regular duties. The additional clerks would free up the personnel from performing clerical duties and allow for better service to be provided to the community. At the present time, a lieutenant is tasked with clerical duties (evidence custodian) that restrict him from providing the proper supervision to police operations within the district. 71 FIELD OPERATIONS AREA II NORTH KOHALA DISTRICT Description: The district of North Kohala is the smallest police district consisting of 123 squaze miles. The boundaries aze: All of the area north of a line from Kaiopae Point on the west Shore to Honopue gulch on the east shore. Roadways: Public roadways maintained within the district totals 62.46 miles of which 27.46 aze County and 35 aze State. Demoeranhic: The U.S. Bureau of Census reports the following: 1980 1990 2000 % Chan a `80/'90 % Chan a `90/'00 3,249 4,291 6,038 +32.1°/a +40.7% The district of North Kohala accounts for 3.5% of the island's population of the island. If past growth trends remain consistent, projected 2006 yeaz population for this district would be approximately 7,086, an increase of 1,048. North Kohala Patrol Division: The district's police station is located in Kapaau. The division has a total of six motorized police beats. Also part of the division are community policing and reserve officer programs. The Kapaau police station is open to the general public on Mondays to Fridays from 7:4~ a.m. to 4:30 p.m. except holidays. Crime & Traffic: Six-year Crime/Traffic statistics for the North Kohala District is as follows: T e 1995 1996 1997 1998 1999 2000 Incident Re orts 668 640 735 896 928 820 Misc. Public Com Taints 1,491 1,420 1,358 1,693 1,358 1,294 Traffic Accidents" 81 92 106 97 84 93 TOTAL 1,240 2,/52 7,t99 2,686 2,370 2,207 ' /ncludes all reported traffic crashes. The district a(sa ecperienced a total of 9 traffic jata/ilies betx~een 1995/7000. Arrests figures for the same years reflect the following: 1995 1996 1997 ]998 1999 2000 Adult 282 227 243 339 275 309 Juvenile III 75 67 67 I25 60 TOTAL 393 .302 310 406 400 369 Incidents per officer per calendar year: North Kohala ~ 169.8 72 FIELD OPERATIONS AREA II NORTH KOHALA DISTRICT Patrol: Headed by a Captain, the North Kohala Patrol Division has a total of 14 authorized sworn personnel and one civilian personnel as follows: Number Position 1 Ca rain I Ser eant 12 Police Officer 1 Police O erations Clerk Community Policing: There is one sworn personnel assigned to the district's community policing program. Number Position 1 Police Officer Ili 'Presently, there are no mini-stations or suhstatioru in the district. Population/Police Ratio: The North Kohala Patrol Division services 4.1% of the island population with 5.2% of the uniformed personnel of the department. Ratio per 1,000 population is 2.5. Projected Personnel Needs: The North Kohala Patrol Division projected personnel needs for the next five years aze as follows: Position 2003 200a 2005 2006 2007 Police Officer ? ( I 1 I I Sergeant I I I I Justification: Police Officer II The requested increase of five additional Police Officer-II positions over the next five years would be commensurate with the projected growth and allow for us to safely and efficiently respond to the growing requests for police services. The increase will allow for the much-needed internal grovnh that will compliment the on-going officer safety issues. Police Sergeant: To improve the quality of police services requires a concerted effort by all police personnel, even in the most trying of times. Police work by its nature is highly litigious and supervisory personnel are critical in minimizing liability at the onset. The additional Sergeant positions being sought will provide Ior continuous supervision "round- the-clock". Currently, one sergeant and the district's captain provide supervision to the district's sworn personnel. 73 FIELD OPERATIONS AREA II KONA DISTRICT Descrintion• The district of Kona is the lazgest police district consisting of 834 squaze miles. The boundaries aze: From Lae O Kamai Point at the seashore to Kaauau Point and from these points inland to the summit ofPohaku Hanalei. Roadways• Public roadways maintained within the district totals 233.54 miles of which 148.54 aze County and 85 are State. Demoaraphic• The U. S. Bureau of Census reports the following: District 1980 1990 2000 % Chan a `80/'90 % Chan a `90/'00 N. Kona 13,748 22,284 28,543 +62.1% +2g.1°/, S. Kona 5,914 7,658 8,589 +29.5% +12.2% Total /9,662 29,942 37,132 +52.0% +24.0% The district of Kona accounts for 25.0% oI'the island's population. If past growth trends remain consistent, projected 2006 year population for this district would be 41,446, an increase of 4,314. Kona Patrol Division: The district's police station is located in Kealakehe off of the Queen Kaahumanu Highway. The division has a total of four motorcycle beats and 11 motorized beats. The division is also responsible for maintaining a police cellblock for West Hawaii. It also maintains a community policing, HI-PAL, DARE, and Reserve Officer programs. The Kealakehe police station is manned round-the-clock and provides 24-hour walk-in service to the public. Crime & Traffic: Six-year crime/traffic statistics for the Kona District reflect the following: Tv e 1995 1996 1997 1998 1999 2000 Incident Re orts 7,773 8,526 9,388 10,058 9,900 10,338 Misc. Public Com taints 10,633 8,754 8,401 9,723 7,3>9 6,975 Traffic Accidents" 1,437 1,540 1,608 1,550 1,796 1,948 TOTAL 19,843 /b',820 /9,397 2/,33/ 19,055 19,261 * Includes all reported traffic crashes. The District also experienced a total of 6/ traffic fatalities between 1995/2000. 74 FIELD OPERATIONS AREA II KONA DISTRICT Arrests figures for the same years reflect the following: 1995 1996 1997 1998 1999 2000 Adult 2,588 3,476 3,685 4,494 4,566 5,123 Juvenile 870 861 815 876 844 672 TOTAL 3,458 4,337 4,500 5,370 5,4/0 5,795 Incidents per officer per calendar year: Kona 385.2 Patrol: Headed by a Captain the Kona Patrol Division has 61 authorized sworn personnel and seven civilian personnel as follows: Number Position 1 Ca twin 4 Lieutenants 6 Ser eants SO" Police Officer II 2 Evidence Custodian 1 Clerical Svcs II 1 Sr. Clerk Steno a her 2 Clerk III I Storeroom Clerk ' Of The 50 authari~ed Police Officer //positions, two are assigned to West Hawaii HI-PAL. ~Yest Hawaii Cellblock: There aze ten sworn personnel assigned to the West Hawaii cellblock, which is supervised by one sergeant. Number Position 1 Ser ean[ 9 Police Officer 11 Communiri~ Policing: There are eight sworn personnel assigned to the district's community policing program. The sergeant in this position oversees the community policing programs for all districts in Area II. Number Position I Ser¢eant 7 Police OtTicer III At present the district has one mini-station located in Kailua and one in Captain Cook: Mini-Station Location I Kailua Sub-Station Location I Captain Cook 7~ FIELD OPERATIONS AREA II KONA DISTRICT Traffic Enforcement Unit: Four Traffic Enforcement Unit personnel aze stationed out of the Kealakehe police station. They are supervised by a sergeant from East Hawaii: Number Position 3 Police Officer II[ Population/ Police Ratio: The Kona Patrol Division services 25% of the island population with 22.4% of the uniformed personnel of the department. Ratio per 1,000 population is 1.7. Projected Personnel Needs: The Kona Patrol Division projected personnel needs for the next five yeazs aze as follows: Position 2003 2004 2005 2006 2007 Clerk 1 f I Lieutenant 1 S t. Patrol I I 1 1 I Set. Cellblock 1 I I I Set. SRT I S t. TEU I Police Officer 11 2 2 2 2 2 PO 1I-Cellblock I I 1 PO II-SRT 2 2 2 ~ Cellblock Nurse I Justification: Clerks: The clerical positions would enable the Traffic Enforcement Unit, SRT, Community Policing Officers and the Cellblock to run more efficiently at a lower cost. These units currently accomplish their clerical tasks utilizing police sergeants, which takes them away from their supervisory responsibilities. The additional clerk would also assist in maintaining the district's court document files, which holds on an average of 1,000 documents at any given time. Police Lieutenant: The addition of another lieutenant is necessary to provide a functional chain of command and to address administrative duties of the personnel assigned to the Kona cell block. The additional lieutenant would bring about more consistent discipline and direction of personnel, and improve morale and productivity. 76 FIELD OPERATIONS AREA II KONA DISTRICT Police Sergeant To improve the quality of police services requires a concerted effort by all police personnel, even in the most trying of times. Police work by its nature is highly litigious and supervisory personnel are critical in minimizing liability at the onset. Currently, personnel assigned to patrol the South Kona azea receive minimal, if any, on-scene supervision. Supervisors are tasked with administrative duties at the Kealakehe Police station's Receiving Desk and providing on-scene supervision in the Kailua-Kona azea. Currently South Kona does not have supervisory personnel assigned to coordinate/supervise patrol operations. In the absence of a major and/or critical incident, patrol officers in the South Kona azea receive their day-to-day routine supervision telephonically from the Kealakehe main station. The additional Sergeant positions being sought will provide for continuous on-scene supervision to the personnel assigned to patrol South Kona. Police Sergeant (Cellblock): The additional first-line supervisors aze to provide continuous "round-the-clock" supervision and oversee prisoner processing, housing, transport, and court document services. Currently, a single sergeant performs these duties during weekdays and regular business hours. The request is to integrate one supervisor each year commencing from FY ?004 through FY ?007 for a total of four sergeants. SergeandTEU: This sergeant is needed to oversee the Traffic Enforcement Unit personnel assigned to West Hawaii. At present, one sergeant working out of Hilo oversees the unit and is required to respond to calls on both sides of the island. Increase in demands, utilization of high technology equipment and specialization of unit requires the presence of a supervisor. The addition of this sergeant would minimize overtime for call outs. Police Officer IL The district of Kona, like South Kohala, has a de facto population that is directly attributed to the hotels and resorts industry along its coastline. The above translates into the district experiencing a section of [he island's most traversed roadway(s) with industry, commerce, and tourism. The increase in the Police Officer II positions are, as with the other districts, to enable us to safely and efficiently respond to the growing requests for police services. 77 FIELD OPERATIONS AREA II KONA DISTRICT Kona is the second largest populated community on the island (projected growth 41,446 in 2006 as compared to current population of 37,132). The request is to integrate two officers each yeaz commencing from FY 2003 through FY 2007 for a total often Police Officer II positions. The district also ranks second in calls for police services in Hawaii County. On the average, each Kona patrol officer responds to approximately 385.2 calls annually. This plan also asks for the addition of two PO II positions each year beginning FY 2003 through FY 2007. These positions aze to staff a full time Special Response Team. Cellblock Police Officer-II: The Kona cellblock currently detains all suspects arrested in the districts of North Kohala, South Kohala, Kona, and Ka'u. Additionally, we aze tasked with providing temporary housing to persons arrested by various Federal and State agencies. The caze and detention of these prisoners cover a multifaceted scope of responsibilities that include prisoner-processing, inventory of personal property, transportation to court and medical facilities, suicide watch, feeding and providing the basic hygienic considerations, and other provisions as accorded by statute. These officers aze tasked with controlling all activities surrounding the detained individual, 24- hours aday, seven days a week. The requested positions would allow police to provide for responsible care, alleviate overtime costs currently being incurred as a result of unforeseen absences, and improve officer safety in handling prisoners confined to the cellblock. Cellblock Nurse: At present, immediate health care issues are performed b}' police officers that aze assigned to the cellblock. Should detainees need medical attention, they are immediately taken to the emergency room for treatment. The nursing position would more effectively address health and behavioral issues of the cellblock detainees. The addition of the cellblock nurse position would minimize overtime costs and allow for police officers to more effectively address their duties. 78 FIELD OPERATIONS AREA II KAU DISTRICT Description: The district of Ka'u is the second largest police district consisting 700 square miles. The boundazies are: From Keauhou Landing to Lae O Kamoi Point at the Seashore, and inland from these points to the summit ofPohaku Hanalei. Roadways: Public roadways maintained within the district totals 115.9 miles of which 60.9 are County and 55 are State. Demoaraphic• The U.S. Bureau of Census reports the following: 1980 1990 2000 % Chan a `80/'90 % Chao a `90/'00 3,699 4,438 5,827 +20.0% +31.3% The district of Ka'u accounts for 3.9% of the island's population. If past growth trends remain consistent, projected 2006 yeaz population for this district would be 6,660, an increase of 833. Ka'u Patrol Division: The district's po]ice station is located in Na'alehu. This district has a total of seven motorized beats. Also part of the division aze community policing and Reserve Officer programs. The Na'alehu police station is open to the general public on Mondays to Fridays from 7:45 a.m. to 4:30 p.m. except holidays. Crime & Traffic: Six-year Crime/Traffic statistics for the Ka'u District is as follows: Tv e 1995 1996 1997 ]998 1999 2000 Incident Re arts 754 907 912 968 1,034 977 Misc. Public Com taints 1,533 1,554 1,505 1,641 1,331 1,377 Traffic Accidents* 137 89 85 97 104 109 TOTAL 7,474 2,550 2,507 7,706 2,469 7,463 *!ncludes ali reported traffic crashes. The district also experienced a totes! oj5 traffic fatalities between /995/7000. Arrests figures for the same period reflect the following: 1995 1996 1997 1998 1999 2000 Adult 187 323 373 354 491 420 Juvenile 43 49 69 61 28 59 TOTAL 230 3;7 447 415 Sl9 479 Incidents per officer per calendar year: Ka'u T 175.9 79 FIELD OPERATIONS AREA II KAU DISTRICT Patrol: Headed by a Captain, the Ka'u Patrol Division has 15 authorized sworn personnel and one civilian personnel as follows: Number Position I Ca rain 2 Ser eants 12 Police Officer II I Police O erations Clerk Community Policine: There are two sworn personnel assigned to the district's community policing program. Number Position 2 Police Officer III The district has a police substation: Sub-Station Location I PohuePlaza/HOVE Population/Police Ratio: The Ka'u Patrol Division services 3.9% of the island population with 5.9% of the uniformed personnel of the department. Ratio per 1,000 population is 2.9. Protected Personnel Needs: The Ka'u Patro] Division projected personnel needs for the next five years are as follows: Position 2003 2004 2005 2006 2007 PO-II I I _ I I 1 Sergeant ~ I I 1 Justification• Police Officer II: The Ka'u District is the second largest (geographically) police district, encompassing 700 squaze miles and has experienced a 31.3% population growth within the last ten years. The unique problem experienced by the Ka'u district lies with the obscurity of the remote pocket communities and sub-standard privately owned roadways throughout that contributes to the time it takes to respond to calls for service. This is not only a problem of providing timely service, but one of officer safety as well. The vast size of the district places back-up response time at a minimum of one and one-half hours away from either of the adjacent police districts (Puna/Kona). 80 FIELD OPERATIONS AREA II KAU DISTRICT The requested increase of five additional Police Officer-II positions over the next five years would be commensurate with the projected population growth. The increase will allow for the much-needed internal growth that will compliment the on-going officer safety issues. Police Sereeant: To improve the quality of police services requires a concerted effort by all police personnel, even in the most trying of times. Police work by its nature is highly litigious and supervisory personnel aze critical in minimizing liability at the onset. The additional Sergeant positions being sought will provide for continuous supervision "round-the-clock". 81 FIELD OPERATIONS -GRAPHIC OVERVIEW- The following graphs summarize statistics for Field Operations in the azeas of: • Demographic • Population by District • Crime and Traffic (6 Year Average) • Incidents per Officer (Yeazly) • Present Manpower • Community Police Officers • Officer Ratio per 1,000 Population • Five Yeaz Projected Needs 82 -I W ~~~p ~ ~ M t0 i d N M M -~I ~ ~ fO') N cO0 Y Y c0 tD I ~ ~ O ~ N N t0 o Y N M V t I Y i N O O ~I U 2 O tO i t i Q. L ~ l O ' O 'MIN ~ ~nl I~ - ~ ~ 0 ~ --fi W II E~lo ~ I 2 I fi I oNir .c ~~'m Z o l~l rn,m y.` L i ~y N I O OY < V ~rIr ~ O O O O O O 11 ~ O O O O O I N, to V O N O V N U, ' O O N I O O~ ~ N d' ~ ~ D uoge~ndod i- a o = o m L N 7 ~ z~ E~ v O M = ~ L ~ m z ,,/A~ o 0 V/ Y ~ o m m ` r u~ Y ~ •Q ~ ~I z° I ~ °`T~`. 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