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HomeMy WebLinkAboutCOM 0774.003 2018-2020 Maile Medeiros David `ate`�s of y� Phone: (808) 323-4277 0CyCouncil District 6 fir' w ���:`��� Fax: (808) 329-4786 Portion N. S. Kona/Ka`u/Volcano %'` • i Email: maile.david@hawaiicouniy.gov 4)':` NI?* „z u Py1 • HAWAI`I COUNTY COUNCIL County of Hawai`i y r West Hawai`i Civic Center, Bldg. A 74-5044 Ane Keohokalole Hwy. Kailua-Kona, Hawai`i 96740 April 13, 2020 T. TO: Aaron S. Y. Chung, Chairman, and Members of the Haw' ai`i County Council FROM: sc for Maile David, Chairperson Committee on Finance • RE: Departments'Response to 2020 Budget&Program Review Questions Attached please find the respective responses received from each County Department copied below I regarding the 2020 Departmental Budget& Program Review written questions. Mahalo a nui loa to all departments for their diligence in responding timely. Follow-up questions from Councilmembers, if ally,will be forwarded and responses provided in the same manner. md/ cc: The Honorable Mayor, Harry Kim Office of Aging, Horace Farr,Acting Executive on Aging Civil Defense Agency,Talmadge Magno, Administrator Office of the Corporation Counsel,Joe Kamelamela, Corporation Counsel Department of Environmental Management, Bill Kurcharski, Director Department of Finance, Deanna Sako, Director Hawai'i Fire Department, Darrell Rosario, Fire Chief Office of Housing and Community Development, Duane Hosaka, Housing Administrator Department of Human Resources, Bill Brilhante, Director - Department of Information Technology, Jules Ung, Director Department of Liquor Control, Gerald Takase, Director Mass Transit Agency, Brenda Carreira, Transit Operations Administrator Department of Parks and Recreation, Roxcie Waltjen, Director Planning Department, Michael Yee, Director Hawai'i Police Department, Paul Ferreira, Chief of Police Office of the Prosecuting Attorney, Mitch Roth, Prosecuting Attorney • Department of Public Works, David Yamamoto, Director Department of Research and Development, Diane Le Director P P � Y� Office of the Legislative Auditor, Bonnie Nims Office of the County Clerk,Jon Henricks • Comm.Alo. 1-1 47. _ Serving the terests of the People of Our Island Ref.To: I» Hawai`i County Is an Equal Opportunity Provider And Employer Ref• dote ,APR 1 4 2020• Office of the Mayor 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE EXECUTIVE BRANCH 1. In light of COVID-19, how will the Administration continue to work with Council Members who have been in communication about shifting the County's budgeting • process to a more outcomes-driven/performance-based approach? The several outcomes-based budgeting,references suggested by Councilmembers provided promising ideas to improve the County's existing program budget system. Because of the extraordinary COVID-19 challenges, we all have to concentrate on how we compensate and adapt to changed revenue projections. Nevertheless, we will take the opportunity after this critical budget adoption period to continue to work with Council to explore ideas including rethinking program objectives in terms of outcomes, redefining program measures as performance indicators, alternative formats to package the budget that more closely relates the narrative performance to the budget numbers, and perhaps realigning the Mayor's annual report to synchronize and evaluate performance based on the objectives and indicators. We look forward to continued dialogue of these ideas. • 2. How has the County's Physicians been engaged/leveraged to help support response to COVID-19? We have not needed to deploy the County Physicians to address needs beyond their normal scope of work County employees have their own physicians supported through the medical insurance programs offered through the County. The medical community has coordinated their resources to respond to community needs, of which our County Physicians are a part and contribute on their own volition outside the scope of their County contract. 3. Will they be called upon to screen and test County first responders and law enforcement? The County supports some private testing efforts that are offeredfree to the community. The private testers provide their own resources to screen and test. County,first responders have been tested through these programs. 4. What is the next step for developing a comprehensive affordable housing plan as urged in Resolution 431-20? Strategic infrastructure that can support affordable housing is the focus, especially in anticipation of potential federal stimulus funding. We will work with Council to identify and position these projects to be shovel-ready. Concurrently, we will continue to work on details for a comprehensive strategy. 5. R&D and Planning have greatly benefited from AmeriCorps VISTAs program. Can more VISTAs be secured and deployed to support more County departments? The question alludes to two deep underlying human resources challenges: recruitment and feasible supplementation. The VISTA program provided cheap supplementation and a possible recruitment pool of young talent. In the background lurks labor union demands for fair opportunities and expanded membership, especially for work that has been historically and customarily done by civil service workers. Although we intend to continue to leverage the VISTA program, our Department of Human Resources is exploring creative and innovative means to recruit or train through internships and other partnerships with UH Hilo and the community college system, and to more flexibly deploy employees according to need to minimize overtime. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? If not, please explain in detail as to why increase needed. See standard response from Finance. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. Generally, the focus of the Office of Management is to provide overall administrative goals and priorities to guide the functions of each department/agency, and to prudently optimize revenues and monitor expenses. Specifically for this pandemic, the focus has been evolving a response strategy, adjusting County workplace policies as necessary for the safety of County employees while maintaining services to the extent possible with alternative service delivery methods (e.g., online applications, virtual appointments and meetings, dropboxes), initiating recovery planning, and establishing collaborative systems to work with partners. 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? See standard response from Finance. 4. Does your department/agency have a Continuity of Operations Plan (COOP)? See standard response from Finance. 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? The line staff are rotating to maintain office functions (e.g.,phone answering,processing mail and documents) with social distancing. Appointed executive assistants have been working nearly 7 days a week to develop strategies and setup systems. 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? Fortunately, most of the key staff had VPN-installed laptops. The one glaring obstacle was the need to wet sign documents. We have since accelerated the implementation of the Adobe e-sign system. 7. Please provide the Council with a copy of your supplementals. See standard response from Finance. 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. See standard response from Finance. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 9. Are there any public misconceptions about your department/agency that you'd like to address? We are working to improve strategic communications to provide clearer and consistent messaging across multiple channels appropriate to the target audience. 10. What do you wish the community understood about your work? It is not so much of what the community understands about our work, which should be addressed in the response to the previous question, it is about being able to receive feedback and respond to community concerns and suggestions. Towards that end, we are working on 311 centralized intake and mapping, as well as crowdsourcing methods. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. Since most of the staff are appointed, overtime was insignificant; hence, questions a, b, c are not applicable. The balance of the questions are answered in response to COVID-19 adjustments instead of repeatingeatin the March budget t submittal. a. What lessons have you learned about the overtime use? n/a b. What was the common factors of the requested of overtime? n/a c. What areas of your department could be realigned to become more efficient to reduce the overtime use? n/a d. What are the priorities/goals of your agency's budget? COVID-19 needs will be first priority. Staff responsibilities for programs such as sister cities or boards/commissions would be reassigned to COVID-19 or other priorities. Even as COVID-19 urgent needs subside, budget cuts are anticipated due to reduced revenue projections so non-essential travel and equipment would be closely scrutinized. e. What is the process/rationale/benchmarks used to address these priorities/goals? The rationale for the measurable outcomes listed below is the extent to which we are able to re-tool government operations as a result of COVID-19 that improves the County government's efficiency, effectiveness, responsiveness, and compassion. ALL DEPARTMENTS (Cont'd): f. What are your measurable outcomes? Average number of days to process e-contracts Number of 311 intakes and average number of days to respond Number of virtual meetings held Number of crowdsourcing mapping posts g. How do you know you are succeeding? When there is a feeling that productivity and comradery has improved h. Is there a plan to un-fund the program if there is no measurable outcome? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Yes, if low responses to 311 and crowdsourcing. i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? Don't understand this question. 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your departments priorities? See standard response from Finance. 13. If your department receives grants (federal/state) what are the status of those grants? Although our department coordinates special programs/projects such as homeless or recovery, the funds are usually administered through other departments/agencies. a. Is the funding restricted? Explain in detail with dates/renewal dates/use. n/a b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? n/a ANSWERS: Office of Aging 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE OFFICE OF AGING 1. In light of COVID-19, what steps has Aging taken to protect our kupuna while ensuring there is some kind of social connectivity and they receive the nutritional support they need? 2. Aging has a pulse on 10% of the island's kupuna. What kind of work is being done in collaboration with other kupuna-focused entities to grow its list of kupuna, and understanding where they are and what their needs might be? 3. With more of the island's population achieving kupuna status each year, what is Aging's strategic plan to scale up its services and/or implement new programs to meet the needs of the senior population? ANSWERS: 1. Due to COVID-19, the Office of Aging is working with Parks and Recreation in revamping the congregate meal program so that Kupuna will continue receiving their nutritional support and keep them socially protected. To help with social connectivity the Office of Aging/Aging and Disabilities Resource Center staff will and begin implementing follow up calls or friendly assurance calls to Kupuna. 2. The Office of Aging is making a concerted effort to be the bridge between the aging network and the private individual and non-profit networks within Hawaii County. The Aging and Disabilities Resource Center (ADRC) Manager now participates in resource meeting with Vibrant Hawaii, and is slowly expanding participation with other community entities. The ADRC is also compiling resources from entities outside of the aging network as we continue to develop the State Executive Office on Aging's No Wrong Door (NWD) call center initiative. 3. As Hawaii County's senior population continues to grow, the Office of Aging will have to be more sensitive in the administration of the 4 year Area Plan on Aging. To strategically position the Office to meet this increase in demand, the Office of Aging must now develop long-range strategies based upon 5 year and 10-year trending patterns. Community needs, community input, social, and demographic trending should drive this long range planning. Monitoring of long-term strategies, to be effective, need to be continuous and instrumental in guiding the 4-year plan. Serving the Interests of the People of Our Island Hawai`i County Is an Equal Opportunity Provider And Employer 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE ALL DEPARTMENTS: 1. Yes,the Hawaii County Office of Aging (HCOA) can manage on last year's County funded portion of our budget. The only exception would be any Bargaining Unit (BU) negotiated salary increases. 2. As a designated Area Agency on Aging (AAA),the Hawaii County Office of Aging (HCOA) is part of a national network with a common mission—a mission with a goal of ensuring the dignity, independence, and the ability for older individuals to remain in their homes as long as possible. To fulfill this mission HCOA's focus is to ensure that all individuals, caregivers, service providers, and communities in Hawaii County have access and linkage to information resources, counseling services, short and long term care support options, Home and Community Based Services (HCBS), and to be the advocate in aging and disability issues. The focus for HCOA remains the same under COVID-19. We have had to make some adjustments on how we are delivering services, and the use of a three-tier risk assessment to prioritize clients receiving services. Changes in service delivery were due to a worker capacity shortage, and lack of Personal Protective Equipment (PPE) among our service providers. 3. Currently, there is no amount of increase due to increased positions or salary and wages. Any increase would be due to Bargaining Unit negotiated salary increases. Currently, there are no adjustments to our program due to due to COVID-19 impacts. 4. Yes, the Hawaii County Office of Aging (HCOA) has a Continuity of Operations Plan (COOP). 5. To minimize the amount of public traffic passing through the building, we are requiring individuals to wait outside at the entrance. The screening of individuals request are referred accordingly to the appropriate program. We also have pre-made information packets available at the entrance with the appropriate guidelines and phones to contact the office. Disable parking placards are being processed by mail through our Hilo office. Individuals needing to enter the facility are required to sign-in, sanitize, and wear a mask. 6. Due to the focus and mission of Hawaii County Office of Aging (HCOA), all staff are essential to the operations of our program. This includes taking intake calls, disseminating information, screening referrals, providing access linkages to services, authorizing Case Management services, Service Order Creation, Database Management, Invoice processing, and the processing of mail-in Disability Parking Placards. All employees report to work on scheduled shifts, allowing HCOA to comply with social distancing by limiting the amount of staff within the office. 7. Hawaii County Office of Aging did not submit any supplementals to our budget. 8. Hawaii County Office of Aging (HCOA) is working on using the Aging and Disabilities Resource Center (ADRC) as a bridge between our aging network, and the private and non-profit networks out in the communities. By working together with private partnerships, we are expanding our network coverage especially in the rural districts. We are currently collaborating with Vibrant Hawaii during COVID-19 as an example of collaborating with the private sector. Our ADRC manager participates regularly as member of Vibrant Hawaii's network. 9. No, none at this time. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 10. The Office of Aging has served Hawaii County for 50 years. We continue to educate our constituents that the strength of Aging programs and services, is because of the Federal Older Americans Act law of 1965. 11. a) None. The use of overtime for Office of Aging is minimal if any. Overtime use has always been in according with BU contracts. b) Overtime related to disasters or in rare circumstances when a planned event such as a training or community outreach event held outside of scheduled work hours. c) There are certain circumstances when overtime maybe necessary in order to carry out our mission. The Office of Aging makes every effort to minimize the use of overtime. All overtime usage is in compliance with BU contracts. d)The priority/goals for the Office of Aging is to fulfill the common mission of the national aging network. That mission is to ensure the dignity, independence, and ability for older individuals to remain in their homes as long as possible. e) At the end of each State and Federal Fiscal year, the Office of Aging must submit within 60 days the State Performance Report (SPR). f)The Office of Aging is required to justify any service that is out of variance by more than or less 10 from the previous year as reported in the State Performance Report (SPR). This variance includes unduplicated consumers, number of service units, or dollars expended. For Case Management consumers, multiple in-home assessment tools and consumer care plans, measure the consumer risk status. g)When a consumer enters, or transitions out of the Case Management program the same set of assessments are applied. Assessment scores are evaluated when a consume transitions out of the program.These measurements include Activities of Daily Living(ADLs), Intermediate Activities of Daily living (IADLs), Risk Status, Discharge Status, and Goals Met. h) No.These services are mandated and the Area Agency on Aging must develop a.corrective action plan. i) Yes. If the Area Agency on Aging is consistently deficient and cannot complete its corrective action plans,the State under the Older Americans Act of 1965, can defund the AAA. 12. No. As a designated Area Agency on Aging (AAA), Federal and State law mandates the structure and services that the AAA can provide. 13. The Office of Aging, as the designated Area Agency on Aging, continues to receive State and Federal ( grants through the State Executive Office on Aging. We are in good standing in all of our grants, have implemented the programs and services required of us and expect to continue to receive these grants as long as the funds are available on the State and Federal level. a) Yes,funding is restricted. The grant funding received is restricted for providing the allowable services under that particular grant. For example, in our State Kupuna Care grant the allowable services are Case 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Management, Home Delivered Meals and home and community based services such as personal care, adult day care, and assisted transportation. Grant Start End Use Funding is restricted for the following allowable services:providing home and community based services such as case management, home delivered meals, personal care, homemaker services,attendant care, assisted transportation,chore services and adult day Kupuna Care* 7/1/2019 6/30/2021 care to eligible participants 60+. Elder abuse prevention services are also required in this grant. Funding is restricted for the following allowable services:providing home and community Kupuna Caregiver* '7/1/2019 6/30/2021 based services to allow an eligible caregiver working 30+hours per week to stay employed while caring for a family member. Funding is restricted for providing Better Choices Better Health Classes to the community. Healthy Aging 7/1/2019 6/30/2021 Classes offered are Chronic Disease Self-Management and Diabetes Self-Management. Program* Funding is restricted for services supporting the Aging&Disability Resource Center.These ADRC* 7/1/2019 6/30/2021 services provides information, assistance and referral to persons seeking information on services,and providing options counseling supports services to individuals and families. Funding is restricted for the following allowable services:such as legal services, Title III* 10/1/2019 9/30/2021 transportation, home delivered meals,congregate meals, nutrition education, healthy aging programs,and caregivers respite and outreach. *We anticipate additional grant awards for these programs in Fiscal Year 2021. b) Yes. Beginning in State Fiscal Year 2021 the State Executive Office on Aging (EOA)will require quarterly as well as the current State and Federal Annual Reports. Yes.The Hawaii County Office of Aging is compliant with all State, and Federal required reports and request. • • • Civil Defense Agency 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE CIVIL DEFENSE AGENCY 1. How many individuals are signed up for CD's new emergency alert notification system? There are 50,134 individual contacts registered in the system. This is the "white"page upload done by the vendor before the system came online. There are 8,539 individuals who have registered their contact information via the website. This figure is included in the 50,134 individual contacts. 2. What is the plan to get every household signed up? The plan moving forward is to continue outreach through community meetings, safety fairs and every opportunity to solicit individuals and families to enroll in mass messaging. The Emergency Alert System (EAS), a component of the national notification system that we have access to operate will message via cell phone and public radio, and finally the siren alert system is available to signal people to turn on their radios for emergency messages. 3. A Pandemic Influenza Operations Plan was developed for Hawaii County in 2010. When was the last time this Administration reviewed and updated that document? The Pandemic Influenza Operations Plan is reviewed every year. The plan has not been used nor exercised since it was completed. Therefore,there has not been any new information that would require a plan update. 4. How was the Pandemic Influenza Operations Plan leveraged to help guide Hawaii County's actions in response to coronavirus? The Pandemic Influenza Operations Plan is not being used for COVID-19 response because the Department of Health determined that the COVID-19 incident is not an influenza pandemic response, so the plan is not appropriate for this incident. 5. Now that CD has completed an After Action Report for the 2018 eruption, what is the next step and, is there a strategy to address areas of weakness identified in the report? Yes, there is strategy to address areas of weakness identified in the report. The weaknesses identified fall in two primary categories: information management and operational coordination. We are working with Esri (ArcGIS) to develop an information management system (which is being tested in the COVID-19 response) that will provide actionable information to operations and a common operating picture for Policy Group decision making. Operational coordination again with COVID-19 all departments have updated Continuity of Operation Plans to better prepare each County Department for the impacts of the virus. Serving the Interests of the People of Our Island Hawai`i County Is an Equal Opportunity Provider And Employer 6. Should Hawaii Island experience a natural disaster similar to Iselle or the 2014/2018 lava flows during the coronavirus pandemic, who will lead the disaster response effort? The Hawaii County Civil Defense Agency is responsible for coordinating disaster (emergency) response under the direction of the Policy Group. All departments will be expected to support response and recovery and support Civil Defense as mandated in HRS 127A. 7. What plans and procedures are in place to ensure mistakes made in the 2018 eruption AAR are not repeated? The plan has been to address and improve all shortcomings identified in the AAR and examples of this are covered in the reply to question 5. 8. What additional communities need radio systems to ensure network coverage across the island? The Counties Land Mobile Radio (LMR) system covers the entire island but has limited coverage in Lower Puna due to the destruction of the PGV tower site during the KLERZE incident in 2018. A replacement tower for the PGV site is in the planning phase and a short term solution is in the planning stages. Regarding Amateur Radio, there are three amateur radio clubs on Hawaii Island that provide coverage across the entire island through 1,493 licensed amateur radio operators. Many, but not all these licensed operators participate in the Auxiliary Communication System (ACS) sponsored by Civil Defense. 9. Please explain the thought behind removing CD's Public Information& Disaster Recovery Specialist position and adding a third CD Staff Officer? A third Staff Officer adds capacity to logistics, planning and operations programs in Civil Defense so we can better serve our citizens, NGO and the state and county departments that support emergency operation. This is especially important when operational periods go into extend 24 hour periods and we have experienced in the last 3 years. Public Information is supported through the Mayor's office and recovery is managed by the Planning Department and Research and Development. 10. If there is no PIO within CD, who is responsible for providing the public with information during times of emergency? All Civil Defense public messaging is done by the Civil Defense Administrator or one of two Civil Defense Administrative Officers. This has been the policy since at least 2008. ANSWERS: 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE ALL DEPARTMENTS: 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. The Hawaii County Civil Defense Agency is fully engaged with COVID-19 Task Forces' to provide coordinate response to Hawaii County. We host coordination meetings between the state and county and coordination meetings between county organizations. 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? COVID 19 to our County and if so, how will this affect your budget? I1. Does your department/agency have a Continuity of Operations Plan (COOP)? 5. How has your department/agency shifted its operations to continue delivering County • services and providing value to the community amidst the coronavirus pandemic? Many things, like plan review and revision, are on hold as the entire staff is fully engaged with COVID-19 response. County Departments have made non-essential personnel available to staff the call center at the Emergency Operations Center. 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? None, Civil Defense has not asked employees to work from home. We have altered operations within the Emergency Operations Center to achieve social distancing during coordination meetings. Meetings include telephone and video teleconferencing. 7. Please provide the Council with a copy of your supplementals. 9. Are there any public misconceptions about your department/agency that you'd like to address? Civil Defense coordinates the County response and we depend on the experts to guide us through the incident using their science, knowledge and experience. 10. What do you wish the community understood about your work? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Measures of performance: 1) Developing/refining the information collection process. The general public and county organizations have a method for submitting real time information into the information management system. 2) Information can be processed quickly enough to provide actionable information to Responders that allows them to address the effects of the emergency and to prevent or reduce the cascading situations created by the initial emergency. 3) Ability to provide a daily informational update to the Policy Group and, if required, decision briefs that require a change of policy or a new policy. 4) Ability to produce an incident action plan (IAP) for the response. The IAP is the final product of coordinating operations. g. How do you know you are succeeding? Measures of effectiveness: 1) Information that is geotagged to the property TMK reaches the emergency operations center. 2) Information is processed (filtered for not-relevant information) and provided to responders while still actionable. Ideally the information collection process will filter out not-relevant information. 3) Policy group can make decisions on response strategy, financial obligation, and public information based on the latest informational and/or decision brief. 4) An IAP is produced each operational period that provides effective response to the emergency and meets FEMA requirements for reimbursement eligibility. h. Is there a plan to un-fund the program if there is no measurable outcome? The process to meet our core requirements should always have a measurable outcome. If the process implemented does not achieve a measure of performance, discontinuing the process is not an option. We will have to reassess the situation and develop another approach using best practices identified by FEMA to achieve the desired measure of performance. This is not a likely outcome as we follow practices that have been successful across the nation. i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? If we do not meet the measures of effectiveness the actions must be modified to achieve the desired effectiveness. 13. If your department receives grants (federal/state) what are the status of those grants? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Yes,we receive Homeland Security Grant Program funds that are intended to create new response capabilities or to enhance/improve existing response capabilities within the County of Hawaii. Twenty-five percent of HLSG funds must be spend on law enforcement capabilities. a. Is the funding restricted?Explain in detail with dates/renewal dates/use. Yes,the funding is approved based on projects submitted prior to grant of funds. The funds can only be used for the submitted project. The County has two years from receipt of funds to expend the funds. This is an annual program that currently does not require county matching funds. The Civil Defense grant fund match account is not funded in the FY 20-21 budget. b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? Yes, we have two years to expend the funds. We are required to report to FEMA quarterly on expenditure progress. There is also a grant close-out report that is due when grant has expired. ANSWERS: Office of the Corporation Counsel Har Kim +1:'"•"..r,• Joseph K. Kamelamela • ' • Corporation Counsel mayor ; ' ' Renee N.C. Schoen Assistant Corporation ...PJ pfov.- • Counsel . �M► COUNTY OF HAWAI`I OFFICE OF THE CORPORATION COUNSEL 101 Aupuni Street,Suite 325 • Hilo, Hawaii 96720-4262 • (808)961-8251 • Fax(808)961-8622 April 13, 2020 Maile David, Finance Committee Chair County of Hawai`i County Council 25 Aupuni Street Hilo, Hawai`i 96720 Re: 2020 Office of the Corporation Counsel Budget and Program Review Questionnaire Aloha, Chair David: This will serve as the Office of the Corporation Counsel's response to the 2020 Department Budget & Program Review Questionnaire issued by the County Council on April 6, 2020. This response is made in accordance with the procedures outlined in Communication 774.2 dated March 31, 2020, as follows: OFFICE OF THE CORPORATION COUNSEL: 1. What impact has the Short Term Vacation Rental (STVR) bill and eruption recovery • process had on CC's staff and budget? There has been a significant increase in the amount of work performed by the attorneys and staff for the STVR bill and eruption recovery process. For the STVR, approximately fifty (50) appeals have been filed, to which we have filed, or will file, pleadings at the Land Use Commission, Board of Appeals and/or Third Circuit Court. We continue to provide advice to the members of the Board of Appeals and the Planning Department on legal issues and strategies on the handling and managing of STVRs. From July to December 2019, we recorded 775.5 hours of STVR related work by the attorneys. For the eruption recovery process, we continue,to provide legal services to all departments involved, including drafting a Request for Proposals to implementlement a Community- based disaster management grant program, drafting agreements pursuant to Bill 146 for capital improvement projects on private property, and providing overall general strategy and legal advice to the recovery group. Hawaii County is an Equal Opportunity Provider and Employer Maile David, Finance Committee Chair County of Hawaii County Council April 13, 2020 Page2of7 2. Given the COVID-19 situation and economic impacts resulting therefrom, could Collective Bargaining salary increases (if any) included in the 2020-21 budget (with the exception of Police and Fire), be suspended and reinstated at a future date? If so, what would the process entail? Collective Bargaining salary increases have not been included in the 2020-21 budget per instructions from Finance. In the past, these increases are added to the budget only after the State and all the counties have approved. ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? II' If not, please explain in detail as to why increase needed Our operational budget reflects a status quo budget, slight changes to Salaries& Wages. See also response to No. 3. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative tb this current pandemic. As the chief legal advisor and legal representative of all county agencies,the council and all officers and employees, the Corporation Counsel advises and reviews all County actions, programs, and activities in response to the COVID- 19 pandemic. Our operations have been functioning generally seven days a week in order;to provide guidance and legal opinion to the administrative and legislative branches. A considerable amount of time is spent conferring and collaborating with various State departments andiagencies, and other local governmental entities. Our work includes review and interpretation of Federal laws and guidelines and State laws, Emergency Proclamations, and guidelines. !Review of all governmental laws and regulations is necessary to ensure the legality and proper functioning for County response and action. This office also reviews contracts, agreements or other declarations of intent between other governmental entities or private organizations and interpretations of essential businesses and operations in accordance with the Governor's Third Supplementary Proclamation. This office drafts emergency proclamations and rules on behalf of the Mayor, advises departments of human resource issues, and assists the council members regarding proposed legislation and/or action in their efforts to assist the community. Maile David, Finance Committee Chair County of Hawai`i County Council April 13, 2020 Page3of7 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? There is no increase to the number of positions. For civil service staff, $3,144 increase due to reallocation and $29,344 increase for funding a previously unfunded position, due to return rights (end of term). For exempt employees, $15,300 increase for deputies to remain competitive with private sector. 4. Does your department/agency have a Continuity of Operations Plan (COOP)? Yes. 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? We have nineteen essential workers. All attorneys have been deemed essential workers, and continue to work every day whether in the office or remotely. The four supervisory attorneys work in the office every day. The remaining attorneys are split into two teams which alternately work at the office or at home every other day. This was done to maintain operational capability for as long as possible should personnel in this office become infected. Our accountant and 2 supervisory level legal technicians continue to work in the office or remotely. Our private secretary continues to work in the office. 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? Due to laptop crashes,we were short on laptops for a couple of days for our two supervisory level legal technicians. We also made adjustments to our COOP (that was revised , on August 8, 2019) by: • Identifying additional essential workers (all attorneys and the private secretary). • Adding an Addendum No. 1 to establish protocol to prevent/minimize the spread of COVID-19 on March 5, 2020. • Closing the front door, with a note that meetings, delivery of mail and other requests are done by appointment. Maile David, Finance Committee Chair County of Hawai`i County Council April 13, 2020 Page 4 of 7 • With the capability of employees working from home,with the exception of Monday mornings because of the mandatory half-hour attorneys' meeting, there are no more than 10 people within the office. • Wearing of face masks have been strongly encouraged. 7. Please provide the Council with a copy of your supplementals. Finance Department will provide a copy. 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. We provide legal services to departments/agencies that have projects involving public- private partnerships but due to the nature of the Attorney-Client relationship,no such public- private partnership could occur. 9. Are there any public misconceptions about your department/agency that you'd like to address? We do not do legal work, including research, for members of the public 10. What do you wish the community understood about your work? See response to No. 9. Corporation Counsel is the chief legal advisor and legal representative of all county agencies, the council and all officers and employees in matters related to their official powers and duties. The Corporation Counsel shall represent the County in all civil legal proceedings and shall perform all other services incident to the office as may be required by law. Hawai`i County Charter Section 6-5.3. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? None b. What was the common factors of the requested of overtime? Staff shortage, deadlines and disaster related. c. What areas of your department could be realigned to become more efficient to reduce the overtime use? Our overtime is negligible. If no disaster, approximately 9 hours each month. Maile David, Finance Committee Chair County of Hawaii County Council April 13, 2020 Page 5 of 7 d. What are the priorities/goals of your agency's budget? Department goals are as follows: • Provide legal advice and representation to our County clients in a manner that promotes countywide goals and priorities. • Establish an environment that cultivates and encourages our office's core values of teamwork, accountability,professionalism, progress and service. • Support the professional development of our employees and provide a healthy working environment based on mutual respect. • To always strive for improvement, embracing new technology and other changes that enable us to perform our duties more efficiently and effectively. • Provide various trainings for at least 500 County officers and employees, to be proactive and keep our clients informed of relevant legal requirements and changes in the law. e. What is the process/rationale/benchmarks used to address these priorities/goals? There are two divisions in the Office of the Corporation Counsel: Litigation Division and Counseling & Drafting Division. Litigation objectives are: • Offer training opportunities to each litigator at least twice a year, to provide them with tools to effectively represent the County and its employees. • Have at least monthly litigation meetings to review the status of cases, hear concerns and provide training and guidance. • Responsibly monitor pending lawsuits by recommending settlement only when quantifiable justifications exist. Counseling & Drafting objectives are: • Training Opportunities. Offer training opportunities to each counseling and drafting attorney at least twice a year so that they continue to sharpen their legal skills and stay abreast of important developments in the law. Maile David, Finance Committee Chair County of Hawai`i County Council April 13, 2020 Page 6 of 7 • Review and approve documents. The Division will review and approve legal documents submitted by the various County departments and agencies promptly. This review will include a thorough analysis of potential exposure and liability. To the extent possible, 75% of legal documents shall be reviewed within seven business days. • Review and comment. The Division will review and comment on documents submitted by the various County departments and agencies promptly. To the extent possible, 75% of requests shall be completed within 21 business days. • Drafting documents and legislation. The Division will draft documents and legislation at the request of its County client's in a prompt manner. To the extent possible, 75% of requests shall be completed within 21 business days. • Legal Opinions. The Division will thoroughly research and draft legal opinions for its County clients in a prompt manner. To the extent possible, 75% of requests shall be completed within 21 business days. • Miscellaneous Requests for Legal Assistance, including Long-term Projects. The Division will respond to departmental and agency requests for legal service that may not involve a formal written response or extensive legal research. These miscellaneous requests may also include long-term projects, which are time-and resource-consuming. For requests not requiring a formal written response or extensive research, to the extent possible, 50% of all requests shall be completed within 21 business days. For long-term projects, to the extent possible, requests shall be completed within the time frame allocated for the project. • Training for County Officers and Employees, and Board and Commission Members. The department (both litigators and counseling and drafting attorneys)will provide training for at least 500 County officers, employees, officials, and members of boards and commissions, on- relevant requirements and changes in law. Each attorney will conduct at least two training sessions. • Risk Management/Mitigation. The Division will continue to work with their respective clients in risk management activities, in conjunction with the County's risk manager. Maile David, Finance Committee Chair County of Hawai`i County Council April 13, 2020 Page 7 of 7 f What are your measurable outcomes? Please see attached. g. How do you know you are succeeding? We keep records and statistics of all of our work that demonstrate that our office goals and objectives of the divisions are being met. h. Is there a plan to un fund the program if there is no measurable outcome? No because there are measurable outcomes. i. Is there a plan to un fund the programs if there are no gains made while meeting the various benchmarks? No because there are gains, and lessons learned,that are measurable. 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your department's priorities? No. 13. If your department receives grants (federal/state) what are the status of those grants? We have no grants. Should you have any further questions or concerns, please contact me. Mahalo nui loa. Respectfully ssu ,� JOSEPH . ELAMELAA Corporation Counsel Attachment: Program Measures c: Deanna Sako, Finance Director CORPORATION COUNSEL: PROGRAM MEASURES FISCAL YEAR 2016-17 2017-18 2018-19 2019-20 Requests for Legal Representation( Includes litigation, administrative hearings, arbitrations 1,395 1,998 1,909 1,451 and claims in which the County is named as a party, collections and Boards and Commissions representations) Requests for Legal Services (Includes all administrative and council requests such as 3,746 3,989 3,623 2,849 approval of documents, drafting legislation, opinions, review and comment, and miscellaneous requests, including long-term. projects) Training 543 900 676 487 Collection (solid waste, water fees and damages, 233,000 165,174 216,288 85,867 in$) County Secured or Prevailing Party 1.35 5,000 8,174 (bankruptcies, reimbursements, and other million recovered fees/costs, in $) Note: For 2019-20, this is the total numbers as of March 31, 2020. Office of the County Clerk 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE OFFICE OF THE COUNTY CLERK 1. Please provide an update on plans for the 2020 Primary and General Election amidst efforts to battle the coronavirus. RESPONSE: Plans, Schedules, and Practices The Elections Division is proceeding with plans, schedules, and practices for conducting Elections by Mail, with the understanding that it is operating in a dynamic environment where the days,weeks, and months ahead are even less predictable than in the pre- COVID-19 era. Mid- and long-term plans, schedules, and practices will likely need to be adjusted as we move closer to the primary and general election dates if the COVID-19 pandemic continues to impact communities to a degree where social distancing is still required. Before any adjustments, a full assessment will be developed with consideration for the nature of the matter that is causing the need for adjustment, the potential duration of that matter, the availability of staff and resources, and what must be accomplished versus what can be delayed or is no longer necessary. That assessment will guide and determine the required adjustments to existing plans, schedules, and practices. Pre-Election Day-to-Day Operations The Elections Division, along with all offices and divisions of the Office of the County Clerk, has temporarily suspended interactions with the public in strict adherence to Governor Ige's March 22, 2020, Emergency Proclamation, which instituted a"stay at your home or in your place of residence" order effective March 25, 2020. Removing contact with the public creates a safer working environment, thus allowing the Elections Office the ability to continue to provide voter and candidate services during the COVID- 19 pandemic. Voter registration, candidate filing, and other election services are conducted utilizing email, mail, and telephone communications. A drop box is located outside of the Hilo Elections office for voters to drop off their voter registration forms and signature verification cards, should they prefer not to mail them. When the order expires or is lifted, operations will be reinstated to pre-COVID-19 conditions. Serving the Interests of the People of Our Island Hawai`i County Is an Equal Opportunity Provider And Employer 1 I Primary and General Elections Act 136, which instituted Statewide Elections by Mail,took effect on July 1, 2019, providing sufficient lead time to prepare for a substantial increase in ballots received via mail. Elections by Mail is the most practical and effective manner to conduct elections under a pandemic. The Elections Office is researching methods, equipment, and materials to sanitize incoming mail, with the expectation that it will be handling extremely high volumes of mailed ballots coming from around Hawai`i Island, and also absentee ballots mailed from the neighbor islands, U.S. mainland, and other countries. Act 136 provided for the establishment of Voter Service Centers as a place to "receive personal delivery of mail-in ballots, accommodate voters with special needs, offer same day,registration and voting, and provide other election services." Pursuant to Act 136, Voter Service Centers will be opened from July 27, 2020 through August 8, 2020, for the Primary Election(also known as the First Special Election) and October 20, 2020,through November 3, 2020, for the General Election(also known as the Second Special Election). Should the COVID-19 pandemic still be in effect at those times, and under the assumption that laws requiring voters service centers are not suspended or modified, Voter Service Centers will be managed and operated according to guidelines, recommendations, and directives from the Centers for Disease Control and in consultation with the State Office of Elections. 2. What are ways the Clerk's Office is working to digitize Council Member boards? RESPONSE: A digital version of the Council and Committee meeting boards is currently available through the platform that provides for livestreaming of Council meetings. All council and committee meeting viewing pages, whether pending for livestream or archived as a recorded meeting, contain a link for the meeting agenda. That meeting agenda contains hyperlinks to each document referenced within the agenda, including communications, resolutions, bills, and committee reports, thus creating a digital board. Additionally, Council Services is engaged in the process of working with our contractor that provides our livestreaming and digital media meeting services to expand services to include a document management tool. This document management tool provides, in part, enhanced digital access to legislative documents that should provide for greater ease of use, accessibility, and efficiency for County Council Members and County staff,private stakeholders, and the general public. The timeline for implementation has been delayed due to tightening of operations in response to the Governor's "stay at home or in your place of residence" order, effective March 25, 2020, which was issued to mitigate the spread and impacts of COVID-19. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE OFFICE OF THE COUNTY CLERK ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? If not,please explain in detail as to why increase needed. The Office of the County Clerk will continue to provide high-level services in all divisions and areas of the department without increasing funding levels over last year's budget, to the best of its ability. The department understands that to get through these challenging times, all departments will have to do their part to operate very lean and efficiently, and the Office of the County Clerk will do so as well. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to.this current pandemic. All divisions in the Office of the County Clerk are operating, and all staff in the Legislative Branch have been deemed essential. Each division has assessed necessary staffing levels to conduct essential functions/duties, and staff are being called upon intermittently on a rotational schedule to maintain essential operations while best abiding by the Governor's March 22, 2020 "stay at home or in your place of residence" order. The Office of the County Clerk will be submitting an additional department overview to assist with budget analysis. 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? The Office of the County Clerk did not add any new positions in the FY20-21 budget. The budgeted amount for Salary and Wages (S&W) increased $39,800 over FY19-20 due to salary increases in alignment with Bargaining Unit Contracts and prospective step movements for appointed staff members. • 4. Does your department/agency have a Continuity of Operations Plan(COOP)? The Office of the County Clerk has maintained essential operations by modifying some of its services and creating rotating work schedules that require minimal staffing to best adhere to the Governor's March 22, 2020, "stay at home or in your place of residence" order, which took effect on March 25, 2020. After an assessment of: the potential duration of the timespan wherein services would be affected; consultation with County departments, agencies, and offices regarding services 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE required to maintain their operations; analysis of Emergency Proclamations that suspend or modify laws, rules, and regulations with due consideration for those laws, rules, and regulations that are not suspended; and determination of eligibility and availability of staff, each division of this office created a unique plan to provide essential services while ensuring that the primary objective of health and safety for the public and County workers is not compromised. This office's COOP is fluid and dynamic, designed to be quickly and effectively modified should there be a change to any of the aforementioned variables relating to: duration of need and intensity of potential health and safety threats; services required by other County departments, agencies, and offices; additional suspension of laws, rules, and regulations and/or the reinstating of previously suspended laws, rules, and regulations; and eligibility and availability of staff Discovery of these elements provides a sound formula to accurately differentiate between what is essential and what can be postponed, and how to best provide those essential services with minimal compromising of social distancing. Should any other events, whether natural or manmade, require a shift in operations, an individual COOP will be developed and implemented, with the same protocol: assess the nature of the disruption, including duration, potential impact to human health and safety, and how the County as a whole will need to respond to serve its citizens; determine what services other County departments, agencies, and offices will require from our office in order to perform their essential duties; analyze any emergency proclamations that suspend or modify existing laws, rules, and regulations; and develop a list of eligible and available staff to provide those essential services. 5. How has your department/agency shifted its operations to continue delivering county services and providing value to the community amidst the coronavirus pandemic? All offices are closed to the public in adherence to the Governor's "stay at home or in your place of residence" order to protect the public and County staff Council and Committee Meetings Council Services staff rotates to provide pre-meeting, in-meeting, and post-meeting services, with Council Services supervisors taking the lead. Agendas have been modified to broadcast that the meetings are closed to the public and that written testimony is strongly desired by the.Council due to its inability to allow in-person testimony during meetings. Staff has developed a system to quickly accept the testimony,-redact personal information,post it to a location that is accessible to all, and notify the Council of its availability. Meetings are held via video conference in three separate locations to maximize social distancing of Council Members and staff 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Administrators are encouraged to submit supplemental information to provide context, background, rationale, and justification for agenda items that they have submitted for Council review and approval. All such correspondence is curated and placed into the public record. Administrators are to physically appear before the Council only when their presence is deemed to be absolutely necessary. Support Services Support Services is vital to our office operations as well as to the vast majority of County departments, offices, and agencies. Minor modifications to protocols and a slight reduction in hours of operation have been established to best ensure that all essential services are provided while keeping staff volume to a minimum to reduce the potential for possible infection. Administrative Services Human resources, accounting, and secretarial needs remain consistent with pre-COVID- 19 conditions. Staff works from home as much as possible, but spends considerable time at their workstations,practicing social distancing while still completing their tasks and duties. Elections Division Elections maintains services through email, standard mail, and telephone communications. Voter registration matters, candidate filing, processing of signature capture cards, preparations for upcoming elections, and all other day-to-day duties and mid-to long-term projects remain on course, while hours of operation are slightly reduced and staff is rotated. • Legislative Research Branch Staff rotates within the office to provide services to council districts and telecommutes when possible. Long-term projects continue on track, with only minimal delay due to social distancing. 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? The nature and requirements of much of our work do not accommodate for telecommuting. The responsibilities and services provided by Elections, Support Services, and Council Services require employees to be physically present to have access to resources required to complete their tasks. For those duties that could be completed off-site, ability to access the County's network is our foremost consideration. 7. Please provide the Council with a copy of your supplementals. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE No supplementals were submitted for the FY20-21 budget. 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. Currently, the Office of the County Clerk engages in a public-private partnership with Na Leo '0 Hawai`i, a nonprofit organization that provides television access to the community. This partnership allows the community further access to view Council meetings and to stay informed of County legislation, actions, and initiatives. Other public-private partnerships are limited due to the scope of work that the Office of the County Clerk performs; however, any opportunities to improve and leverage further partnerships s will be explored. 9. Are there any public misconceptions about your department/agency that you'd like to address? None—we address those individually as they arise. 10. What do you wish the community understood about your work? Based on feedback, we believe that the broader community has a relatively strong grasp of our function within the County and appreciates the role we play. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? Overtime is fairly consistent and predictable. b. What was the common factors of the requested of overtime? Overtime was used for extended meetings of the Council and its committees, seasonal elections matters, and emergency requests for printing services (Support Services). c. What areas of your department could be realigned to become more efficient to reduce the overtime use? None—each division serves a distinct purpose with unique duties and skill sets. d. What are the priorities/goals of your agency's budget? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE To provide quality services to the Council, the County, and the public while keeping an eye on our long-term capital and operational needs. e. What is the process/rationale/benchmarks used to address these priorities/goals? Most of the duties our department engages in is set by HRS, HAR,County Charter and, Hawai`i County Code. Each division of the Office of the County Clerk follows these guiding laws and supports other departments in meeting their , objectives. f. What are your measurable outcomes? Measurable outcomes for the department are set by State and County laws. Major measurables include holding the required amount of annual Council meetings in East and West Hawai`i and administering all the operations for a successful election every even-numbered year. g. How do you know you are succeeding? Respective laws are being followed and the department is executing its operations to serve the County of Hawai`i and the people of Hawai`i Island. h. Is there a plan to un-fund the program if there is no measurable outcome? No. The department serves to meet the legal requirements of the Legislative Branch as mandated by State and County laws. i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? No. The department serves to meet the legal requirements of the Legislative Branch as mandated by State and County laws. 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your departments priorities? None that the department is aware of. 13. If your department receives grants (federal/state) what are the status of those grants? a. Is the funding restricted? Explain in detail with dates/renewal dates/use. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE In FY19-20 the Elections Division received the first of two installments of State funding in the amount of$126,688 for the transition to all-mail Elections. The Elections Division is hopeful it will receive the second installment in the amount of$126,688 in FY20-21. b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? The Elections Division is in compliance and is in constant contact with the State Office of Elections for reporting and operations coordination. Department of Environmental Management Harry Kim : '":• y William A. Kucharski Mayor ` \ Director :\ s.•i Diane A. Node Roy Takemoto • c,„* Managing Director Deputy Director County of Hawai`i DEPARTMENT OF ENVIRONMENTAL MANAGEMENT 345 Kekuanao`a Street,Suite 41• Hilo,Hawaii 96720 Ph: (808)961-8083• Fax: (808)961-8086 Email: cohdem@hawaiicounty.gov April 13, 2020 Ms. Maile David, Chair and Members of the Finance Committee County Council of Hawai'i 25 Aupuni Street Hilo, Hawai'i 96720 Re: County Council Questionnaire on Budget and Program Reviews Dear Ms. David and Finance Committee Members: Attached are the responses from the Department of Environmental Management. The budget submitted is essentially flat; however, items in the supplementary budget are important for continued operations,specifically the additional Solid Waste Division personnel and a single administrative support person for DEM HR and Business Services operations. A short PowerPoint presentation is also attached to provide a quick overview of the DEM budget and changes from last year. • Sincerely, William A. Kucharski Director Attachments County of Hawaii is an Equal Opportunity Provider and Employer 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONNAIRE DEPARTMENT OF ENVIRONMENTAL MANAGEMENT 1. What is the status of building/opening the County's compost facility? The Solid Waste Division is continuing to work with the contractor for the design of both the West Hawai`i Organics Facility and the East Hawai`i Organics Facility. SWD is working with Procurement to make sure the specifications that are being sent by our contractor will be adequate for the County bidding process. 2. What obstacles, if any, stand in the way of moving this project forward? The obstacles to moving the project forward are primarily due to delays in the design process. There was a delay in finalizing the property lease with W. H. Shipman, Ltd. 3. DEM employees are deemed essential workers. What PPE and/or other safety measures are provided to employees to protect them from coronavirus? Solid Waste Division: SWD provides workers with the appropriate PPE to perform their work. We have encouraged our workers at the transfer stations to observe the six-foot social distancing directive. We have instructed our employees to observe good sanitation practices which include hand washing, using hand sanitizers, and keeping vehicles and equipment wiped down. Wastewater Division: PPE:N-95 masks; disinfectant wipes; hand sanitizer; Clorox and spray bottles; disinfectant aerosols; disinfectant soap; nitrile disposable gloves; eye protection goggles. Due to the nature of the work in the Wastewater Division (i.e., potential splashing of raw sewage), these items were all normal PPE items before COVID-19. Other safety measures added since COVID-19: • Keep wipes and sanitizers in vehicles and use religiously • Spray disinfectant on equipment, tools, and machinery surfaces to kill virus • Instead of reusing, change to new gloves and masks more often than normal or each time as necessary • Wipe down surfaces before and after where there is human contact • Always wear a face covering and goggles there can be no avoidance of maintaining less than 6' distance (e.g. performing tasks that require 2 or more persons) 4. What is the status of incorporating public feedback into the updated ISWMP? All of the public feedback that was submitted as part of the ISWMP will be incorporated into the report along with our responses. The Solid Waste Advisory Committee (SWAC) has reviewed all of the responses and has updated the ISWMP where appropriate. S. Will government,private sector, and community actions to cut down on waste and move toward a zero-waste future be prioritized and mapped out for the immediate and long- term? The SWAC has categorized the 83 recommendations, but more importantly has identified six recommendations as priorities. One of the six is a recommendation to perform a full life cycle analysis of our landfill diversion programs. The full life cycle analysis will provide data on what landfill diversion programs will save resources when materials are collected, transported, processed and marketed from specific recycling and transfer station locations in the County of Hawai`i, and which programs will waste resources and potentially harm the environment. This study should be done before implementing any new programs. 6. What's being done to go after federal grants or philanthropic monies to help pay for solid waste and wastewater projects and facilities? Would a dedicated grants specialist help with this? Solid Waste Division: Currently the SWD makes use of the State SRF loan program for our projects that have a component that is related to water quality. SWD does not currently have any federal grants. SWD has not pursued grant monies from philanthropic groups. SWD believes that a dedicated grants specialist could more than pay for their position cost through the provision of grant monies to SWD. Wastewater Division: Currently, WWD is working on a professional services contract to engage the services of a firm that specializes in researching, identifying and pursuing funding opportunities for wastewater and other capital projects. 7. What creative/niche industries do you see potential in for our island to leverage waste liabilities and turn them into assets/value-added products? The Greenwaste program has been extremely successful in diverting material from the landfill and producing a product which has a high demand and beneficial use in the County. The non-HI-5 glass program has successfully utilized the container glass collected from the public for landscaping in the County. The non-HI-5 glass program is subsidized by a DOH grant. Without the grant, it is uncertain whether the SWD would be able to continue the program. Plastic reuse via solar-powered plastic molding is being reviewed with the County Research and Development Department within the confines of Council Resolution 301- 19 along with Waste to Hydrogen technologies for COH greenhouse gas reduction. 8. What upgrades do you deem absolutely necessary for East Hawaii WWTFs? 1. Hilo Wastewater Treatment Plant: Repair or replace the headworks, primary clarifiers, anaerobic digester. 2. Pua Sewage Pump Station& Force Main: Electrical upgrades to meet code, replace corroded HVAC system components, replace corroded electrical components, upgrade pumps and force main to increase capacity. 3. Wailoa Sewage Pump Station: Upgrade the motor control center and replace obsolete pump motor controllers to ensure reliability; electrical upgrades to meet code. 4. Kulaimano/Papa`ikou Wastewater Treatment Plants: Address corrosion of concrete and metal parts on equipment. 1 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONNAIRE DEPARTMENT OF ENVIRONMENTAL MANAGEMENT ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount?If not,please explain in detail as to why increase needed. The Finance Department or Mayor will respond. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. Solid Waste Division: The SWD is tasked with continuing to provide the public with safe disposal options for their residential solid waste. The SWD has kept all transfer stations open during the pandemic. However, there has been a reduction in non-essential operations such as green waste, white goods and scrap metal. Wastewater Division: WWD's focus is to keep employees safe from not only the normal hazards, but more importantly from COVID-19. This means ensuring the employees in operations have access to the proper amount of PPE to protect themselves. The pathways of exposure are not only contact with humans and contaminated surfaces, but also contact with human fecal matter. Face masks and gloves are the highest consumables on the supply request list. 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? The Finance Department or Mayor will respond. 4. Does your department/agency have a Continuity of Operations Plan (COOP)? The Finance Department or Mayor will respond. 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? Approximately 80%to 85% of DEM employees are working on site every day. There are few positions where workers can work'from home, and therefore the overwhelming majority of DEM workers,are at their normal work locations. Solid Waste Division: The SWD has continued to provide essential functions such as refuse disposal at the transfer stations and landfill. Most office staff are working from home or are intermittently working in the office as needed. Wastewater Division: All WWD operations have continued during this crisis. Business Services Section: Due to the need for social distancing,the Business Services Section has had to reduce the number of staff working in the office and work remotely to the extent possible. Due to the limited amount of time in the office, we have had to shift our focus to the essential support functions, such as payroll processing, accounts payable, payment processing and billing. 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees.,to work remotely/from home? Solid Waste Division: Not all SWD staff has their own personal computer with which they can perform their work, and the overwhelming number of County computers are not portable. Engineering staff are generally working from home, while essentially 100% of operation staff are at their normal work locations. Wastewater Division: For WWD,those working from home were set up with laptops with VPN connection to the County network which allows easy and quick access to files needed to perform work at home. It would be ideal to set up the remaining WWD administrative personnel who are intermittent essentials; however, WWD only had so many laptops to spare. Business Services Section: The biggest limitation we have for employees working remotely from home is the amount of sensitive information we work with that cannot be taken home or accessed remotely due to security reasons. 7. Please provide the Council with a copy of your supplementals. The Finance Department or Mayor will respond. 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. The Finance Department or Mayor will respond. 9. Are there any public misconceptions about your department/agency that you'd like to address? Solid Waste Division: One of the biggest misconceptions the public has about the SWD is that businesses are able to use the County transfer stations. This includes farms, landscapers, and vacation rentals. Wastewater Division: As far as the WWD, one misconception could be that our facilities can handle anything that is deposited down the drain or toilet. Some wastes should be properly disposed of per package directions or through other means available to the community. 10. What do you wish the community understood about your work? Solid Waste Division: Our transfer stations are required by permit to be staffed in order to be open. No staff, no service. Anything that comes to a transfer station has to be handled by the Transfer Station Attendant, and a driver needs to move the filled containers and take the trailers to the landfill or sort station. The 22 transfer stations are located across the County, and transportation of each trailer covers many miles each day, which means many hours. The staffing of SWD required to maintain all operations requires additional drivers and staff. Wastewater Division: Treating wastewater is a 24-hour/7-days-per-week job. Workers are exposed to obnoxious odors and microscopic bacteria and viruses. So when sewer rate increases or funding is being requested, it goes into improving the wastewater facilities so they can do a proper job of protecting the environment, the community, and the workers who run the facilities. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? Solid Waste Division: SWD must utilize overtime daily in order to keep facilities open. When an employee takes vacation or is sick, other employees have to be called back on overtime in order to keep operations going. In order to reduce SWD overtime, additional workers are needed to have personnel available at straight time salary if overtime is to be reduced, and at the same time support all expected services. Wastewater Division: WWD has little overtime to maintain operations. The amount of maintenance and repair work depends on the condition of the facilities, and the majority of the facilities are aged,thus requiring more work, so OT is required. b. What was the common factors of the requested of overtime? Solid Waste Division: Daily operations due to a lack of personnel who are sick or on vacation or comp time. This is an indicator of insufficient staff. Wastewater Division: Responding to sewer spill emergencies or other infrastructure problems in the County that happen to affect our sewer system. Business Services Section: Most common factors are being short-staffed during periods of vacancy and not having adequate staffing to keep up with the increasing workloads. c. What areas of your department could be realigned to become more efficient to reduce the overtime use? Solid Waste Division: With the current manpower within SWD,the only way to reduce overtime significantly would be to close stations when employees called in sick and not call other employees back to keep the stations open. The alternative would be continued shutdown of specific transfer stations or specific services within those transfer stations. SWD began collecting scrap metal and whitegoods at the residential transfer stations in 2009. When SWD first made the decision to collect these materials, there were no increases to the manpower for the baseyards and there was no equipment purchased to account for the new service. Subsequent to taking on these new services, SWD purchased three grapple trucks to be used for bringing the scrap metal and whitegoods back to the County scrap metal processing facilities. In 2011, SWD opened its first greenwaste collection area at the Pahoa Transfer Station. In West Hawai`i, SWD began collecting greenwaste at the Ke'ei Transfer Station in 2005. This greenwaste was taken to the greenwaste processing area at the Kealakehe Transfer Station until the West Hawai`i Organics Facility (WHOF) opened in 2013. SWD also began collecting greenwaste at the Kealakehe Transfer Station and hauling it to the WHOF in 2013. SWD now collects scrap metal and white goods at most of the transfer stations and has added greenwaste collection to three additional sites. Just to account for the workload that was added with these additional services, SWD would need to add an additional two Equipment Operator IIIs (EO-III)positions to the Kona Baseyard and Waimea Baseyard. The Hilo Baseyard would require an additional 4 EO-III positions to account for the additional services being provided. SWD also has utilized Solid Waste Facility Attendants (SWFAs) to assist with various programs that were not factored into the original manpower needs. The SWFAs regularly assist with e-waste collection events and assist with Household Hazardous Waste Collection Events. SWD estimates that one new SWFA would be required at each of the three baseyards (Hilo, Waimea and Kona) to account for these added services and keep all expected/scheduled services open. Wastewater Division: Because the WWD also responds to emergencies after hours, overtime use is expected. During business hours, maintenance and repair work occurs. The amount of such work depends on the condition of the facilities and the majority of the facilities is aged so it requires more repair work so OT as required. To reduce overtime, one solution is to look at creating additional temp positions to help with simple maintenance. Business Services Section: Additional staffing would allow us to become more efficient and better equipped to handle periods of vacancy which are typically lengthy due to the long recruitment process. d. What are the priorities/goals of your agency's budget? Solid Waste Division: Provide the public with adequate disposal of their solid waste. Maintain or increase diversion of solid waste from the landfill. Wastewater Division: The first priority is to establish and maintain an Asset Management Program to track the condition and performance of the wastewater assets including sustaining/maintaining the asset to help with sound financial decision-making for repair or replacement of facility components. Establishing the program has already begun with ongoing assistant by a consultant under contract with the EPA and is expected to go live before the end of 2020. Additionally, a primary goal is to improve on required maintenance at the aged WW facilities, and to modernize facilities in anticipation of growth and potentially stricter discharge standards set by Hawaii Department of Health. e. What is the process/rationale/benchmarks used to address these priorities/goals? Solid Waste Division: SWD tracks the number of days per year that any station is closed due to staffing issues,tracks the volume/mass of waste disposed in the west Hawai`i Sanitary landfill (WHSL). Increasing, as possible, recycling and the diversion of waste going into the landfill. Wastewater Division: One of the process used to effect the Asset Management Program is called CMMS (computerized maintenance management system) software which will not only track performance factors, but other items such as inventory of parts and supplies. f. What are your measurable outcomes? Solid Waste Division: Stations are open, waste is disposed of properly, Tons of waste diverted from landfill. Wastewater Division: Condition assessment data and performance trends shown in the CMMS reports. g. How do you know you are succeeding? Solid Waste Division: Stations are open, services are open and functioning. Amount of green waste being turned into mulch/compost is maintained. Wastewater Division: When the data and trends allow development of identifying and prioritizing short and long term capital improvement projects. Number of emergency repairs decreases. h. Is there a plan to un fund the program if there is no measurable outcome? Solid Waste Division: No. Majority of Division tasks are non-discretionary Wastewater Division: No, asset management should be a never-ending process that requires continuous commitment to continuous improvement. Programs in WWD are non-discretionary. i. Is there a plan to un fund the programs if there are no gains made while meeting the various benchmarks? Solid Waste Division: No. Majority of Division tasks are non-discretionary Wastewater Division: Same response as above plus the fact that the EPA and Department of Health strongly encourages continuation of the program, especially if the County desires to continue participating in their Clean Water State Revolving Fund loan program. Programs in WWD are non-discretionary. 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your department's priorities? The Finance Department or Mayor will respond. 13. If your department receives grants (federal/state) what are the status of those grants? Solid Waste Division: The SWD Recycling Section receives grants from the State DOH for our E-waste disposal program,the HI-5 redemption program, and Non-HI-5 glass program. Currently, SWD makes use of the State SRF loan program for our projects that have a component that is related to water quality. Wastewater Division: The EPA grant in the original amount is due to expire in October 2020. a. Is the funding restricted? Explain in detail with dates/renewal dates/use. Solid Waste Division: The funding is restricted to the purposes described in the grant acceptance. Our grants with the State begin and end on the fiscal year cycle. Wastewater Division: The EPA grant is to be used to help fund the future Pahala Wastewater Treatment System construction project. A time extension request was submitted to the EPA in October 2019. No response yet from EPA. b. Are there timing/reporting elements?Is the department in compliance with those reporting elements? Solid Waste Division: The grants have quarterly reports that are required. DEM is in compliance with the reporting requirements for the HI-5 Program and is in the process of updating the reports for the Non-HI-5 glass grant and the E-Waste grant. Wastewater Division: DEM is currently in compliance with the EPA's reporting requirement. Council April, 2020 DEM Proposed 2020- 2021 4/13/2020 DEM 2020-2021 Budget Summary DEM Proposed 2020 - 2021 Admin, 1,193,080, 2% WW, 16,079,637, Million 2700 $59 . 98 AV, 3,799,310, 6% SW, 38,905,177, 65% 4/13/2020 DEM 2020-2021 Budget Summary 2 DEM Proposed 2020 - 2021 Funded — Unfunded Positions 600 500 400 a C C 0 300 a) 200 ,,. 100 kakArAdl Admin SW AV WW DEM Total 27 132 3 77 239 •Temporary 0 8 0 4 12 ■ Unfunded 3 12 0 2 17 ,5 Funded 24 112 3 71 210 Funded ■ Unfunded Temporary Total 4/13/2020 DEM 2020-2021 Budget Summary 3 1 DEM Proposed 2020 - 2021 Positions Added in Past io years 70 Supplement • Added in past 10 years ' New Requested Unfunded 6o 5o 40 v c c o 3o v 0 20 III 11 to v :9r 0 `'^',41,i 0;,::`S -10 Admin SW AV WW DEM Unfunded3 20 0 6 29 ki New Requested 1 2 0 1 4 ■Added in past to years -1 3 0 13 15 Supplement 2 9 0 1 12 4/13/2020 DEM 2020-2021 Budget Summary 4 DEM Proposed 2 0 2 0 - 2 0 2 1 General Fund - % of Total General Fund ■Total $70,000,000 $59,977,204 $6o,000,000 $50,000,000 w $40,000,000 $38,905,177 l7 m $30,000,000 $22,041,106 $20,000,000 $19,954,687 $16,079,637 $10,000,000 $3,799,310 $2,086,419 $1,193,080 so Admin -l00% SW - 51.3% AV - o% WW- 13.0% Total - 38.74% 4/13/2020 DEM 2020-2021 Budget Summary 5 DEM Proposed 2020 - 2021 $25,000,000 DEM Impact on General Fund $22,129,606 $22,449,106 $20,000,000 $19,954,687 $19,862,687 $15,000,000 $10,000,000 $5,000,000 $2,586,419 $o $0 $0 92,000 so $0 $o .$2,174,919 so —. -$411,500 -$319,500 GF 2019-2020 0 GF 2020-2021 Dfference -$5,000,000 Administration Solid Waste AV Waste Water DEM • GF 2019-2020 $0 $19,862,687 $0 $2,586,419 $22,449,106 • GF 2020-2021 $0 $19,954,687 $0 $2,174,919 $22,129,606 • Dfference $0 $92,000 $o -$411,500 -$319,500 April 16, 2020 County Council 6 DEPT. OF ENVIRONMENTAL MANAGEMENT-ADMIN PRIORITY LISTING FY2020-2021 Priority Item Description Cost 1 Clerk III $ 35,977.00 2 Desktop PC, Basic(3) $ 3,426.00 3 Compact-Four Door Sedan $ 24,000.00 4 Clerk III (Human Resources Section) $ 35,977.00 5 Laptop PC, Basic 15.6" with Docking Station $ 1,730.00 6 Scanner with Flatbed $ 2,890.00 7 SUV(4WD) $ 36,000.00 8 Desktop PC, Basic(8) $ 9,136.00 9 Conference-Meeting Recording System $ 1,900.00 10 Guest Chairs $ 1,300.00 11 Shredding of Documents $ 1,000.00 12 Moving Expenses $ 10,000.00 TOTAL $ 163,336.00 1 Department of Finance 04/13/20 Form#:F-1 IOL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM-Admin CONTACT: Robin Bauman PHONE: • 961-8179 DATE: 10/30/19 FISCAL PERIOD From: July 1,2020 To: June 30, 2021 ITEM: Clerk III PRIORITY#: 1 0 BUO3 Annual Salary: $32,664.00 BU: SR1 / Position#: 00- Grade/ 04668 For Positions Home Dept: 9210 Effective Date: 07/01/20 BUDGET: ❑New Cost Item ®Increase to Current Cost Item(explain) Amount Requested: $ 35,977 DIVISION: ADMIN ACCOUNT#: . See Attached JUSTIFICATION: ❑Legal Mandate ❑ Safety❑ Reduce Costs® Increase Efficiency® Other: Add'l workload Explain Below: • Request is to fund the existing Clerk III position#00-04668 which was previously unfunded. The Department's Business Services Section is in desparate need of clerical support. Staffing for the Business Services Section has always been very lean and has not kept up with the growth of the • Department. This position is needed to answer the Department's main phone line, help with maintaining/organizing/scanning files and documents, and provide basic clerical support for the Business Services Section. In the past,the office has tried to manage these tasks without a clerk's help by using part-time student help and the Director's Private Secretary. The Director's Private Secretary is no longer able to provide primary phone coverage and can only provide limited assistance beyond the needs of the Director and Deputy. The task of information management is becoming increasingly involved as the Department moves toward electronic filing. Accurate and appropriate execution of this task requires the presence of a full-time, experienced individual. We have not been able to transition more records to electronic filing and record retention because we do not have the staff to work on that. • The Department's main phone line is currently being answered by multiple positions sharing the additional work load which impacts their own work load and does not provide as consistent phone coverage as you would have with one person providing primary coverage. This position would also be able to provide much needed assistance in our Accounting and HR areas in the event of absences and periods of vacancies, either by having a source to provide TA coverage or to help pick up some of the clerical tasks. Due to the length of time it takes to fill positions, it is very difficult just to maintain daily functions during those transition periods..Funding this position,#00-04668, is the most efficient way to provide some level of relief to a number of positions already struggling to keep up with very full workloads that are forced to take on even more duties when we are short handed. • O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Clerk Ill cost rev 041320.xlsx Account FY 2020-21 Number Account Description 2020-2021 Estimate 5671 Environmental Mgmt 5671.01 Environmental Mgmt S & W 011 Environmental Mgmt S & W, Regular S &W _ 32,664.00 1 REGULAR S&W 32,664.00 Clerk III - $32664 Environmental Mgmt S & W Total 32,664.00 5671.06 Environmental Mgmt Eqpt 450 Environmental Mgmt Eqpt, Office Equip-Fi 900.00 1 CHAIR 400.00 2 DESK 500.00 454 Environmental Mgmt Eqpt, Computer Eqpt& Softwar 2,413.00 1 DESKTOP COMPUTER 1,142.00 2 LASERFICHE LICENSE 600.00 3 SCANNER 371.00 4 HEADSET 300.00 Environmental Eqpt Total 3,313.00 TOTAL FUND: 35,977.00 Page 1 of 1 Department of Finance 04/13/20 Form#:F-I IOL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM CONTACT: Robin Bauman PHONE: 961-8179 DATE: 10/30/19 FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 ITEM: Desktop PC,Basic (3) PRIORITY#: 2 Position#: Grade/BU: l Annual Sala.'y $ For Positions-� Home Dept: Effective Date: BUDGET: ❑New Cost Item ®Increase to Current Cost Item(explain) Amount Requested: $ 3,426 DIVISION: ADMIN ACCOUNT#: 010.671.5671.06.454 JUSTIFICATION: ❑Legal Mandate ❑ Safety❑Reduce Costs®Increase Efficiency® Other:Replacement Explain Below: There are six (6)PCs that were purchased in FY14 that are reaching the end of their useful lives and need to be replaced. Three (3) are included in the Status Quo Budget amount. We are requesting three (3) more PC's to be used by WWD Account Clerk, SWD Account Clerk, and Credit and Collection Clerk. Reliable and efficient PCs are necessary to utilize the Fresh accounting system, network access, and perform other daily duties. Current PCs are already 5-6 years old and have reached at the end of their useful life. They are running very slow for daily job duties. These positions rely heavily on PCs to perform their daily functions. II • O APPROVED: $ O DENIED o DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM CONTACT: Robin Bauman PHONE: 961-8179 DATE: 10/30/19 FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 ITEM: Compact-Four Door Sedan for DEM Admin Employees PRIORITY#: 3 • Position#: Grade/BU:: l Annual Salary: $ For Positions 4 ' Home Dept: Effective Date: BUDGET: ❑New Cost Item ®Increase to Current Cost Item(explain) Amount Requested: $ 24,00.0 DIVISION: ADMIN ACCOUNT#: 010.671.5671.06.449 JUSTIFICATION: ❑Legal Mandate ® Safety❑ Reduce Costs® Increase Efficiency❑ Other: Explain Below: Vehicle is used for daily treasury deposits and mail run, to attend trainings and meetings, and occassional trips to West Hawaii facilities. DEM Admin is currently using the 2000 Taurus which is 19 years old and at the end of its useful life. Current equipment is very old and not in good condition. Staff are not comfortable driving it and have been opting to use their personal vehicle for the daily treasury deposits and mail runs. We have increased our budget for mileage reimbursement until this vehicle is replaced so that employees can be reimbursed for mileage. We should not be asking our employees to use their personal vehicles to perform their daily duties. O APPROVED: $ O DENIED 0 DEFERRED: NOTES: DATE: • Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Environmental Management CONTACT: Alika Kost PHONE: 808.961.8445 DATE: October 7, 2019 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Clerk III (Human Resources Section) PRIORITY#: 4 Position#: NEW Grade/BU.• SR 10/03 Annual Salary: $32,664 For Positions 4 Homme Dept: 9120 Effective Date: 07/01/2020 BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 35,977 DIVISION: ADMINISTRATION/BUSINESS SERVICES ACCOUNT#: see attached JUSTIFICATION: ❑Legal Mandate ❑ Safety❑Reduce Costs®Increase Efficiency❑ Other: Explain Below: This request is to create and fund a full time Clerk III position in the Human Resources Section in Business Services. The Human Resources section duties and responsbilities continue to grow with new positions being added to the Department and the increase in personnal tranction processing, labor relations (disciplinary actions and related investigations, informal and formal grievances, etc), recruitments, and classification actions. The exisiting staff which consists of a Human Resources Program Specialist and a Human Resources Technician I has not been able to keep up with the volume work and has difficulty completing work in a timely manner. Some duties have been delayed significantly due to the volume of work; When the department was created the primary responsibilities of the Human Resources office consisted of recruitments, personnel status change documentation, grievances, documenting both industrial injuries and damage to equipment and property, and employee benefits. Due to increased regulations, the Human Resouce office has evolved tremendously whose responsiblitlies also include a greater number of safety related requirements (eg CDL driver medical examination and driving records, arranging for mandatory hearing testing etc), greater involvement in providing light duty work for injured employees, conducting reasonable accommodation meetings, an increased volume of discipline and related grievances, FMLA, investigations, and advising Division supervisory staff in contract, COH Policy &Procedures and HRS interpretation. These additional duties require documentation and follow up. A Clerk III is necessary to keep and maintain required documentation and clerical duties allowing the existing Human Resources staff to focus on the technical and professional-responsibilities of the section. Note: A Clerk III position was initally approved for our Human Resources section through the budgetary process in 2008. The position was subsequently unfunded due to budgetary restraints and later transferred to the Department's Solid Waste Division due to an immediate need in that Division. O APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: Clerk III cost rev 041320.xlsx Account FY 2020-21 Number Account Description 2020-2021 Estimate 5671 Environmental Mgmt 5671.01 Environmental Mgmt S &W 011 Environmental Mgmt S &W, Regular S &W 32,664.00 1 REGULAR S&W 32,664.00 Clerk III $32664 Environmental Mgmt S & W Total 32,664.00 5671.06 Environmental M•mt E t 450 Environmental Mgmt Eqpt, Office Equip-Fi 900.00 1 CHAIR 400.00 2 DESK 500.00 454 Environmental Mgmt Eqpt, Computer Eqpt& Softwar 2,413.00 1 DESKTOP COMPUTER 1,142.00 2 LASERFICHE LICENSE 600.00 3 SCANNER 371.00 4 HEADSET 300.00 Environmental E.pt Total 3,313.00 TOTAL FUND: 35,977.00 Page 1 of 1 Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS • DEPARTMENT: DEM CONTACT: Robin Bauman PHONE: 961-8179 DATE: 10/30/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Laptop PC, Basic 15.6" with Docking Station PRIORITY#: 5 Position#: Grade/BU: l Annual Salary: $ For Positions-) Home Dept: Effective Date: BUDGET: ❑New Cost Item ®Increase to Current Cost Item(explain) Amount Requested: $ 1,730 DIVISION: ADMIN ACCOUNT#: 010.671.5671.06.454 JUSTIFICATION: ❑Legal Mandate ❑ Safety❑Reduce Costs®Increase Efficiency❑ Other: • Explain Below: Laptop PC with docking station is needed for the Director. Laptop is needed when working in West Hawaii,when working from Civil Defense during emergencies, and in other situations that may require n the Director to be able to work from different locations. • • O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS • DEPARTMENT: DEM CONTACT: Robin Bauman PHONE: 961-8179 DATE: 11/01/19 FISCAL PERIOD From: July 1,2020 To: June 30, 2021 ITEM: Scanner w/Flatbed for DEM Admin Employees PRIORITY#: 6 Position#: Grade/BU: / Annual Salary: $ For Positions.9 Home Dept: Effective Date: BUDGET: 0 New Cost Item ®Increase to Current Cost Item(explain) Amount Requested: $ 2,890 DIVISION: ADMIN ACCOUNT#: 010.671.5671.06.454 JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs® Increase Efficiency 0 Other: Explain Below: Request is to replace a shared scanner that is used to archive documents in the laserfiche. Current scanner is 10 years old and has reached the end of its useful life. It is running very slow for scanning and the feeder does not work well. A dependable machine is necessary since we are working to archive documents to laserfiche. With limited physical storage space, it is important that we move to electronic storage of documents. • • O APPROVED: $ O DENIED 0 DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM CONTACT: Robin Bauman PHONE: 961-8179 DATE: 10/30/19 FISCAL PERIOD From: July 1,2020 To: June 30, 2021 ITEM: SUV (4WD) for Deputy Director PRIORITY#: 7 Position#: Grade/BU.• / Annual Salary: $ For Positions-) Home Dept: Effective Date: BUDGET: ❑New Cost Item ®Increase to Current Cost Item(explain) Amount Requested: $ 36,000 DIVISION: ADMIN ACCOUNT#: 010.671.5671.06.449 JUSTIFICATION: ❑Legal Mandate ® Safety❑Reduce Costs® Increase Efficiency❑ Other: Explain Below: Sports UtilityVehicle to replace the Deputy Director's 2009 Dodge Durango (AWD vehicle). A reliable P vehicle is needed to travel around the Hawaii Island for site inspections, to attend meetings, and to respond to emergencies after hours and on weekends. In the event the Director is not available and the Deputy Director is designated as the Director, a 4-Wheel Drive vehicle is necessary to respond and drive to the Solid Waste landfills. O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM CONTACT: Robin Bauman PHONE: 961-8179 DATE: 10/30/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Desktop PC, Basic (8) PRIORITY#: 8 Position#: Grade/BU: / Annual Salary: $ For Positions-) Home Dept: Effective Date: BUDGET: ❑New Cost Item ®Increase to Current Cost Item(explain) Amount Requested: $ 9,136 DIVISION: ADMIN ACCOUNT#: 010.671.5671.06.454 JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑Reduce Costs /1 Increase Efficiency® Other: Replacement Explain Below: There are eight (8) PCs that were purchased in FY15 that are reaching the end of their useful lives and need to be replaced. These PCs are for the Business Manager, Accountant IV, SWD Accountant I, HR Student Helper, HR Technician I, WWD Accountant I, and 2 WWD Senior Account Clerks. Reliable and efficient PCs are necessary to utilize the Fresh accounting system, network access, and perform other daily duties. Current PCs are already 5 years old and have reached at the end of their useful life. They are running very slow for daily job duties. These positions rely heavily on PCs to perform their daily functions. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 01/10/20 Forint:F-11 OL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM CONTACT: Robin Bauman PHONE: 961-8179 DATE: 12/10/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Conference-Meeting Recording System PRIORITY#: 9 Position#: Grade/BU: I Annual Salary: $ For Positions-3• Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 1,900 DIVISION: ADMIN ACCOUNT#: 010.671.5671.06.480 JUSTIFICATION: ❑Legal Mandate ❑ Safety❑Reduce Costs®Increase Efficiency❑ Other: Explain Below: It is essential that DEM be allowed to purchase a more modern recording system to record the following: •Environmental Management Commission meetings • Solid Waste Advisory Committee meetings • Public hearings regarding administrative rules and other matters It is a legal requirement that accurate minutes be kept of these meetings, and doing so requires a reliable recording system. It is sometimes necessary that minutes be transcribed verbatim. The 2012 recording system on the inventory is ineffective and was not a good choice. It uses outdated microcassettes that need to be flipped over and replaced as a meeting progresses, and the sound quality is poor. Due to the system's ineffectiveness, DEM has been borrowing the recording system that belongs to the Board of Ethics. However, the Board of Ethics recently indicated they will need the system back. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Foran#:F-110L.rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM CONTACT: Robin Bauman PHONE: 961-8179 DATE: 10/30/19 FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 ITEM: Guest Chairs for Conference Room , PRIORITY#: 10 Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: 0 New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 1,300 DIVISION: ADMIN ACCOUNT#: 010.671.5671.06.450 JUSTIFICATION: 0 Legal Mandate ® Safety 0 Reduce Costs®Increase Efficiency 0 Other: Explain Below: New guest chairs are needed in our conference room. Estimate is for 12 chairs. We are currently using old chairs, discarded by other departments, that are mixed and matched. Chairs are very old and are • being disposed of as they become unsafe to use. We are requesting to have matching and durable chairs that look more professional for interviews and meetings. • • • O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Forint):F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM CONTACT: Robin Bauman PHONE: 961-8179 DATE: 10/30/19 FISCAL PERIOD From: July 1,2020 To: June 30, 2021 ITEM: Shredding of Documents PRIORITY#: 11 Position#: Grade/BU. / Annual Salary: $ • For Positions 4 Home Dept: Effective Date: BUDGET: 0 New Cost Item ®Increase to Current Cost Item(explain) Amount Requested: $ 1,000 DIVISION: ADMIN ACCOUNT#: 010.671.5671.02.115 JUSTIFICATION: ❑ Legal Mandate 0 Safety® Reduce Costs ® Increase Efficiency 0 Other: Explain Beloiv: Old documents are stored in our storage room which is nearly running out of space. We are in the process to archive documents electronically and documents that are over the retention period need to be shreded to free up space in our storage. We currently have a shedder that shreds 16 sheets of paper per pass. We don't have a high capacity paper shredder that can handle a load of about 100 boxes. It's more ,efficient and cost effective to send documents to a commercial shredder. • • • O APPROVED: $ O DENIED 0 DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM CONTACT: Robin Bauman PHONE: 961-8179 DATE: 10/30/19 FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 ITEM: Moving Expenses PRIORITY#: 12 Position#: Grade/BU. l Annual Salary: $ For Positions Home Dept: Effective Date: BUDGET: D New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 10,000 DIVISION: ADMIN ACCOUNT#: 010.671.5671.02.341 JUSTIFICATION: ❑Legal Mandate ❑ Safety® Reduce Costs® Increase Efficiency® Other: Relocation Explain Below: The Department is looking to consolidate the Divisions under one roof. A new office location has not yet been identified so the costs that will be associated with moving are unknown. We are estimating about $10,000 for miscellaneous expenses which may include costs such as hiring movers or renting moving trucks, installing phone lines, and other costs that will be necessary to make the space functional. The last time we moved in 2013,we spent about$7,500.00. O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: Department of Environmental Management Supplemental Requests for Sewer Fund FY20-21 Priority Listing Priority Item Qty Cost 1 Storekeeper 1 28,009 2 1/2 ton 4x2 Pickup Truck (East operations) 1 33,000 3 1/2 ton 4x4 Pickup Truck(East operations) 1 45,356 4 Desktop computer(East operations) 1 1,088 5 Desktop computer(East operations) 1 1,088 6 1 ton 4x4 Pickup truck(West operations) 1 63,000 7 1/2 ton 4x2 Van (West Storekeeper) 1 35,000 8 1/2 to 4x2 Pickup truck (West operations) 1 25,000 Total $ 231,541 Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Environmnetal Management • CONTACT: Dora Beck cPHONE: 961-8513 DATE: 10/22/2019 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Storekeeper PRIORITY#: 1 Position#: 1 Grade/BU. SR11 /BUO3 Annual Salary: $34,020 For Positions Home Dept: 9220 Effective Date: 01/01/2021 BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 28,009 DIVISION: WASTEWATER ACCOUNT#: Various, see attached JUSTIFICATION: ❑Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency® Other:New Service Explain Below: The Department of Environmental Management anticipates implementing an Asset Management System (AMS)Program for the entire County of Hawaii Wastewater system by mid-FY20. The AMS Program involves the Hilo,Papaikou, Kulaimano, Kapehu, Honokaa, Kaloko, and Kealakehe Wastewater Treatment plants, 16 pump stations and over 96 miles of gravity mains will also be implemented into the Asset Management Program. The key elements of the Asset Management program will include: Level of service definition; selection of performance goals; information system; asset identification and valuation; failure impact evaluation and risk management; condition assessment; rehabilitation and replacement planning; capacity assessment and assurance; maintenance analysis and planning; financial management and continuous improvement. Data collection and equipment/materials supply inventory are two aspects of the AMS Program that are important to the future ongoing function of the AMS Program and\is conducive to evaluating life and condition of assets; reducing emergency situations; better scheduling of maintenance; and better cost estimating in repairing, rehabilitating, or replacing assets. Currently, a storekeeper position exists and serves both the East and West side operations. Due to the • needs of the AMS Program resulting in more detailed focus on data collection and inventory in both east and west operations, an additional storekeeper postion is needed in the West side operations to take up the data collection and equipment/materials supply inventory duties for the West side operations. Accurate data and accurate inventory is essential in providing effective and sound financial management of equipment and materials supply. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: 1-Supplemental Budget Position Requests Worksheet FY20-21 2020.01.16.xlsx AccountFY 2020-21 Number Account Description 2020-2021 Estimate 5631.01 Wastewater -. — 5631.01 Wastewater S &W 011 Wastewater S &W, Regular S &W 17.010 2 KONA(based on January 1, 2021 hire date) F110L 17,010 provided by Dora Storekeeper BU03 SR11 Wastewater S& W — Total 17,010 5631.02 Wastewater Oce 100 102 OFFICE PHONE 100 Wastewater OCE Total — 100 5631.21 Wastewater Eqpt 450 Wastewater Eqpt., Office Equip-Fixt-Furn 900 1 CHAIR 400 2 DESK 500 454 Wastewater Eqpt., Computer Eqpt&Software 2,162 1 DESKTOP COMPUTER 1,543 _ 2 SCANNER 371 3 PRINTER 248 Wastewater Eqpt. Total 3,062 Health Benefits _ Health Benefits, Misc. Charges 2,454 5902.15 EMPLOYEE HEALTH.PLANS 2,454 341 2,454 1 Health Benefits Total Retirement Benefits 2,454 Retirement Benefits, Misc. Charges 5902.17 PENSION ACCUMULATION 4,082 (24% of S&W) 341 4,082 1 Retirement Benefits Total Employer FICA 4,082 FICA Employer Share, Misc. Charges 5902.20 FICA 1,301 341 Employer FICA Total 1,301 1 Employee Benefits & FICA TOTAL 1,301 5902 Pensions &Contribs Grand Total: 7,837 901 7,837 Miscellaneous Grand Total: TOTAL FUND: 911 _ 28,009 28,009 Page 1 of 1 Department of Finance 04/13/20 Form#:F-1 IOL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Env. Man. CONTACT: Dora Beck PHONE: 961-8513 DATE: 10/18/19 FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 ITEM: 1/2 ton 4x2 Pickup truck(East Operations) PRIORITY#: 2 Position#: Grade/BU: / Annual Salary: $ For Positions 4 Home Dept. Effective Date: BUDGET: ®New Cost Item D Increase to Current Cost Item(explain) Amount Requested: $ 33,000 DIVISION: WASTEWATER ACCOUNT#: 030.631.5631.21.449 JUSTIFICATION: D Legal Mandate ® Safety® Reduce Costs®Increase Efficiency D Other: Explain Below: This is to replace an existing vehicle in the East Operations fleet. It will be used by the Chemist. The existing vehicle is 15 years old,with over 100,000 miles and experiencing an increasing amount of needed repairs and corrosion which poses a safety issue. O APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Env. Man. CONTACT: Dora Beck PHONE: 961-8513 DATE: 10/18/19 FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 truck ITEM: 1/2 ton 4x4 Pickupk Operations) PRIORITY#: 3 (East p Position#: Grade/BU: / Annual Salary: $ For Positions-) Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 45,356 DIVISION: WASTEWATER ACCOUNT#: 030.631.5631.21.449 JUSTIFICATION: 0 Legal Mandate ® Safety®Reduce Costs®Increase Efficiency 0 Other: Explain Below: This is to replace an existing vehicle in the East Operations fleet. It will be used by the Sewer Maintenance Working Supervisor. The existing vehicle is close to 25 years old with 100,000 miles and experiencing an increasing amount of needed repairs and corrosion which poses a safety issue. O APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS • DEPARTMENT: Department of Env. Man. CONTACT: Dora Beck PHONE: 961-8513 DATE: 10/23/19 FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 ITEM: • Desktop Computer (1 replacement-East) PRIORITY#: 4 Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 1,088 DIVISION: WASTEWATER ACCOUNT#: 030.631.5631.21.454 JUSTIFICATION: ❑Legal Mandate ❑ Safety ®Reduce Costs® Increase Efficiency❑ Other: Explain Below: This will replace the existing 2014 desktop computer that is assigned to the Sewer Maintenance Working Supervisor the Hilo Wastewater Treatment Plant. Typical replacement cycle for desktop computers has been 5 years. • O APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Env. Man. CONTACT: Dora Beck PHONE: 961-8513 DATE: 10/23/19 FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 ITEM: Desktop Computer (1 new- East) PRIORITY#: 5 Position#: Grade/BU: / Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 1,088 DIVISION: WASTEWATER ACCOUNT#: 030.631.5631.21.454 JUSTIFICATION: ❑Legal Mandate ❑ Safety®Reduce Costs® Increase Efficiency❑ Other: Explain Below: This will be used in the operations group at the Kulaimano Wastewater Treatment Plant to enable report. preparation and keeping electronic files of documents (in lieu of keeping paper documents)that need to be saved. O APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Forint!:F-1 10L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Env. Man. CONTACT: Dora Beck PHONE: 961-8513 DATE: 10/18/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: 1 ton 4x4 Pickup truck(West Operations) PRIORITY#: 6 Position#: Grade/BU: ' l Annual Salary: $ For Positions-) Home Dept: _ Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 63,000 DIVISION: WASTEWATER ACCOUNT#: 030.631.5631.21.449 JUSTIFICATION: ❑ Legal Mandate ❑ Safety®Reduce Costs® Increase Efficiency❑ Other: • Explain Below: This is to replace an existing vehicle in the West Operations fleet. It will be used by the sewer maintenance working'supervisor. The existing vehicle is experiencing an increasing amount of needed repairs and is not completely adequate for pulling the sewer j etter used to clean sewer lines. A larger truck will fulfill this purpose and also allow work to be conducted in a more efficient manner.. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.Q9/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Env. Man. CONTACT: Dora Beck PHONE: 961-8513 DATE: 01/13/2020 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: 1/2 ton 4x2 Van (West Storekeeper) PRIORITY#: 7 Position#: Grade/BU: l Annual Salary: $ For Positions-� Home Dept: Effective Date: BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 35,000 DIVISION: WASTEWATER ACCOUNT#: 030.631.5631.21.449 JUSTIFICATION: ❑ Legal Mandate ® Safety®Reduce Costs ® Increase Efficiency 0 Other: Explain Below: This vehicle is for the new Storekeeper position on the West side.The new position will use the vehicle to run errands,pickup supplies and perform inventory duties on all the West side facilities. The current vehicles in our fleet to be replaced will be passed down to other positions or too old and corroded for the new Storekeeper to use on a daily basis. O APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#!:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Env. Man. CONTACT: Dora Beck PHONE: 961-8513 DATE: 10/18/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: 1/2 ton 4x2 Pickup truck (West Operations) PRIORITY#: 8 Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 25,000 DIVISION: WASTEWATER ACCOUNT#: 030.631.5631.21.449 JUSTIFICATION: ❑Legal Mandate D Safety®Reduce Costs® Increase Efficiency❑ Other: Explain Below: This is an additional vehicle to the West Operations fleet. It will be used by Operators who perform checks on sewage pump stations. A smaller truck is needed to provide the ability to fit into tight areas at the sewage pump stations to perform servicing of pumps and generators. It would be more efficient use of time to drive tools, equipment and supplies to the area being serviced rather than carry them over using other means. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: FY20-21 Solid Waste Supplemental Budget Request Priorities Amount Requesting S&W/Benefits Operations Equipment 1 Two (2) Scale Attendants $ 58,902.00 2 Three (3) EOIII (positions established but unfunded) $ 372,223.00 3 Four(4)SWFA(positions established but unfunded) $ 391,627.00 4 Recycling Specialist II $ 55,092.00 5 Ten (10)Seasonal EO Ill positions $ 160,000.00 6 4-48 foot aluminum or steel walking floor trailers for Pahoa T.S $ 11,000.00 7 4-40 foot compacting trailers $ 10,000.00 8 Purchase of Pump Stations (3) - $ 5,000.00 9 3-18 speed truck-tractors for Hilo operations& Puuanahulu run $ 11,500.00 10 Project Coordinator $ 109,883.00 11 Mechanics Truck Utility Body with Auto-crane $ 120,000.00 12 Medical Verification of Sick Leave Requests $ 5 000.00 , q 13 Green Waste Chipping Contract at Waiohinu and Ke'ei $ 200,000.00 14 6-40 cu.yd open roll-off bins $ 170,000.00 15 2-4x2 4door pickup trucks with dumpers for transportation $ 200,000.00 16 Ten (10) iPads for Transfer Station Attendants $ 20,000.00 17 Purchase of Water Tanker Trailer $ 100,000.00 18 1-40 foot low-boy with winch for equipment transportation $ 120,000.00 19 Waimea Baseyard Fiber Optic Connection $ 60,000.00 20 Hilo Baseyard, EHRSS, and Scalehouse Fiber Optic Connection $ 60,000.00 21 Portable Scale System $ 50,000.00 22 Forklift $ 60,000.00 23 2 -ATV/Mule 4x4 for landfill $ 20,000.00 24 2-Gas Powered Golf Carts $ 18,000.00 25 EHRSS Vector and Mold Abatement $ 100,000.00 S&W/Benefits Operations Equipment Subtotal $ 1,088,825.00 $ 475,000.00 $ 865,500.00 TOTAL subtotal $ 2,429,325.00 Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM- Solid Waste Division CONTACT: Mike Kaha PHONE: 808-961-8997 DATE: 01/17/2020 FISCAL PERIOD From: July 1,2020 To: June 30, 2021 ITEM:, Two (2) Scalehouse Attendants PRIORITY#: 1 Position#: New Grade/BU:: BUO3/SR08 Annual Salary: $30,240.00 For Positions 4 Home Dept: 9360 Effective Date: 01/01/2021 BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 58,902.00 DIVISION: SOLID WASTE DIVISION ACCOUNT#: See Attached JUSTIFICATION: ®Legal Mandate ❑ Safety❑ Reduce Costs❑Increase Efficiency®Other: contract requirement Explant Below: The Division requests 2 Scalehouse Attendant positions for its greenwaste scalehouse operations contract. This supplementary budget request is to create and fund these positions for operations at a New East Hawaii Organics Facility being constructed at the Shipman Industrial Complex in Kea'au. The Division's Green Waste Contractor will begin operations at this facility in July of 2020. Earlier plans considered construction of the facility at the current Hilo Sort Station site and make use of its already constructed scalehouse and scalehouse operators. However, this plan did not meet with public favor leading to a change of venue and relocating the facility to Kea'au. Since Greenwaste composting is considered a Solid Waste program the new site will require construction of a new scalehouse structure as well as staffing to accommodate the new operations. The State of Hawaii requires a certified scale operator to accurately track all transactions at this facility. This is a permit requirement. It is important to note that Scalehouse operators are a Civil Service position and this work cannot be contracted out. This means that the Division is required to allocate 2 new positions to this contract in order to meet its contractual obligations to its contractor as well as meet the HGEA CBA obligations too. This budget request reflects 6 months of Salaries and Wages. O APPROVED: $ O DENIED 0 DEFERRED: NOTES: DATE: Account Details FY2020-21 Account Description Number Estimate Estimate 5610 Recycling Programs-Ctv 5610.01 Recycling Programs-Ctv S&W 011 Recycling Programs-Ctv S&W,Regular S&W 30.240 2 SCALE ATTENDANTS 30,240 021 P-Hutu W.HI L-Fill S&W,Overtime S&W 2,500 1 OVERTIME 2,500 099 P-Hulu W.Hi L-Fill S&W,Miscellaneous S& 50 2 MEALS 50 Recycling Programs-Ctv S&W,Regular S&W Total 32,790 5610 Recycling Programs-Ctv TOTAL 32,790 5902 Employee Benefits&FICA 5902.15 Health Benefits 341 Health Benefits,Misc.Charges 15,500 1 EMPLOYEE HEALTH PLANS 15,500 Health Benefits Total 15,500 5902.17 Retirement Benefits 341 Retirement Benefits,Misc.Charges 7,858 1 PENSION ACCUMULATION 7,858 Retirement Benefits Total 7,858 5902.20 FICA Employer Share 341 FICA Employee Share,Misc.Charges 2,504 1 FICA EMPLOYER SHARE 2,504 FICA Employer Share Total 2,504 5902 Employee Benefits&FICA TOTAL 25,862 901 Grand Total: 25,862 5911 Miscellaneous 5911.86 Workers Comp 011 Workers Comp,Regular S&W 0 341 Workers Comp,Misc.Charges 250 1 WORKERS COMPENSATION 250 Workers Comp Total 250 5911 Miscellaneous TOTAL 250 5913 Miscellaneous 5913 Miscellaneous TOTAL 0 911 Grand Total: 250 TOTAL FUND: 58,902 Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM - Solid Waste Division CONTACT: Mike Kaha PHONE: 808-961-8997 DATE: 11/01/19 FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 ITEM: Three (3) Equipment Operator III Positions PRIORITY#: I Position#: 00- Grade/BU: BC10/BUO1 Annual Salary: $61,266.00 each 05080; $ 183,798.00 total 00- For Positions 05081; 00- 05082 Home Dept: 9320 Effective Date: 07/01/2020 BUDGET: ❑New Cost Item ®Increase to Current Cost Item(explain) Amount Requested: $ 372,223.00 DIVISION: SOLID WASTE DIVISION ACCOUNT#: See Attached JUSTIFICATION: ❑Legal Mandate ❑ Safety❑Reduce Costs ®Increase Efficiency® Other: unfunded position Explain Below: The Division has identified the need to provide additional Equipment Operators in the South Kona-Ka'u District and is requesting monies for 3 additional positions. The Solid Waste Division currently employs 2 Equipment Operators to manage its operations in the South Kona area(Pahala, Waiohinu, Ocean View, and Miloli'i). At present this "headcount" makes it difficult to provide adequate coverage in Solid Waste operations in Ka'u as it means that when either employee is sick or has an emergency the District only has 1 operator to provide service to the community. This problem is exacerbated when both Equipment Operators are sick or is on Vacation (or some combination of the 2). Over the last year this problem with a shortage of Equipment Operators in the Ka'u District has led to site closures of the Pahala and Waiohinu Transfer Stations. The Solid Waste Division also plans to expand its operations in the Ka'u District with updates to its •Waiohinu Transfer Station. These plans will include adding the Volcano and Glenwood Transfer Stations to the Ka'u District Operations and combining those loads with loads being collected in Ka'u together into larger Walking Floor trailers to then be hauled to the West Hawaii Sanitary Landfill. This would eliminate trips from the Glenwood and Volcano community from traveling through the Hilo area only for the same loads to be reloaded at the East Hawaii Regional Sort Station only to be hauled through the Hamakua District on its way to the West Hawaii Sanitary Landfill. The Division would require drivers to operate Heavy Equipment at the Waiohinu Station to manage the "Reloading" of materials as well as to haul the combined loads from Ka'u to the West Hawaii Sanitary Landfill. The • Division expects this plan will reduce added traffic in both the Kona and Hilo areas as well as insure that communities in Ka'u remain open to the community. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Account Account Description FY20-21 Number 5604 Landfills 5604.01 Landfills S&W 011 Landfills S&W,Regular S&W 183,798 00-05080 61,266 00-05081 61,266 00-05082 61,266 021 Landfills S&W,Overtime S&W 55,200 1 OVERTIME 36,200 2 HOLIDAY 19,000 099 Landfills S&W,Miscellaneous S&W 3,000 2 MEALS 3,000 Landfills S&W 241,998 5604.02 Landfills OCE 112 Landfills Oce,Mileage&Auto Allowance 2,000 1 WORK ON DAY OFF 2,000 235 Landfills Oce,Misc Materials&Supp 2,500 1 SAFETY EQUIPMENT 1,500 2 SAFETY SHOES/RUBBER BOOTS 1,000 Landfills OCE 4.500 5604 Landfills 246,498 601 Solid Waste 246,498 5902 Employee Benefits&FICA 5902.15 Health Benefits 341 Health Benefits,Misc.Charges 46,500 1 EMPLOYEE HEALTH PLANS 46,500 Health Benefits 46,500 5902.17 Retirement Benefits 341 Retirement Benefits,Misc.Charges 58,560 1 PENSION ACCUMULATION 58,560 Retirement Benefits 58.560 5902.20 FICA Employer Share 341 FICA Employee Share,Misc.Charges 18,666 1 FICA EMPLOYER SHARE 18,666 FICA Employer Share 18,666 5902 Employee Benefits&FICA 123.725 901 Pensions&Contrlbs 123.725 - 5911.86 Workers Comp 341 Workers Comp,Misc.Charges 2,000 1 WORKERS COMPENSATION2,000 Workers Comp 2,000 • 5911 Miscellaneous 2,000 5913 Miscellaneous 5913 Miscellaneous 0 911 Miscellaneous 2.000 TOTAL FUND: 372,223 Department of Finance 04/13/20 Formal:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM - Solid Waste Division CONTACT: Mike Kaha PHONE:, 808-961-8997 DATE: 11/01/19 FISCAL PERIOD From: July 1, 2019 To: June 30, 2020 ITEM: Four (4) Solid Waste Facility Attendants (SWFA) PRIORITY#: 2 Position#: 00- Grade/BU: BC5/BU01 Annual Salary: $48,966.00 each 05076, $ 195,864.00 total 00- 05077; For Positions-> 00- 05078; 00- 05079 Home Dept: Effective Date: BUDGET: 0 New Cost Item ®Increase to Current Cost Item(explain) Amount Requested: $ 391,627.00 DIVISION: SOLID WASTE DIVISION ACCOUNT#: See Attached JUSTIFICATION: ❑Legal Mandate ❑ Safety❑Reduce Costs® Increase Efficiency® Other:unfunded position Explain Below: The Division has identified the need to provide additional Facility Attendants in the South Kona-Ka'u District and is requesting monies for 4 additional positions. The Solid Waste Division currently employs 2 Facility Attendants to manage its operations in the South Kona area(Pahala, Waiohinu, Ocean View, and Miloli'i). At present this "headcount" makes it difficult to provide adequate coverage in Solid Waste operations in Ka'u as it means that when either employee is sick or has an emergency the District only has 1 attendant to provide service at its transfer stations. This problem is exacerbated when both attendants are sick or are on Vacation (or some combination of the 2). Over the last year this problem with a shortage of attendants in the Ka'u District has led to site closures of the Pahala and Waiohinu Transfer Stations. The Solid Waste Division operating permit requires that its stations,providing service to the community on days they are scheduled to be open, must be staffed and attended. Without the appropriate "headcount" to insure the Division is able to meet its permit requirments,the closure of stations becomes the only option to the County.. 0 APPROVED: $ 0 DENIED 0 DEFERRED: Account Account Description FY19-20 Number 5604 Landfills 5604.01 Landfills S&W 011 Landfills S&W,Regular S&W 195,864 00-05076 48,966 00-05077 48,966 00-05078 48,966 00-05079 48,966 021 Landfills S&W,Overtime S&W 80.000 1 OVERTIME 60,000 2 HOLIDAY 20,000 099 Landfills S&W,Miscellaneous S&W 1,000 2 MEALS 1,000 Landfills S&W 276,864 5604.02 Landfills OCE r 112 Landfills Oce,Mileage&Auto Allowance 2.000 1 WORK ON DAY OFF 2,000 235 Landfills Oce,Misc Materials&Supp 2,500 1 SAFETY EQUIPMENT 1,500 2 SAFETY SHOES/RUBBER BOOTS 1,000 Landfills OCE 4,500 5604 Landfills 281,364 601 Solid Waste 281,364 5902 Employee Benefits&FICA 5902.15 Health Benefits 341 Health Benefits,Misc.Charges 35,500 1 EMPLOYEE HEALTH PLANS 35,500 Health Benefits 35,500 5902.17 Retirement Benefits 341 Retirement Benefits,Misc.Charges 55,176 1 PENSION ACCUMULATION 55,176 Retirement Benefits 55,176 5902.20 FICA Employer Share 341 FICA Employee Share,Misc.Charges 17.587 1 FICA EMPLOYER SHARE 17,587 FICA Employer Share 17,587 5902 Employee Benefits&FICA 108.263 901 Pensions&Contribs 108,263 5911.86 Workers Comp 341 Workers Comp,Misc.Charges 2.000 1 WORKERS COMPENSATION 2,000 Workers Comp 2,000 5911 Miscellaneous 2,000 5913 Miscellaneous 5913 Miscellaneous 0 911 Miscellaneous 2,000 TOTAL FUND: 391,627 Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Environmental Management CONTACT: Mike Kaha PHONE: 961-8570 DATE: 10-01-19 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Recycling Specialist II PRIORITY#: 7 Position#: 04986 Grade/BU.• SR20/BU13 Annual Salary: $55,092.00 For Positions-� Home Dept.• 9360 Effective Date: 07/01/2020 BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 55,092.00 DIVISION: SOLID WASTE-RECYCLING ACCOUNT#: See Attached JUSTIFICATION: ❑Legal Mandate ❑ Safety❑Reduce Costs ® Increase Efficiency❑ Other: Explain Below: A Recycling Specialist II position is needed in West Hawai'i to provide oversight for the County's HI-5 recycling program. Program monitoring requires a full-time permanent position to monitor existing recycling centers, redemption centers, vendor operations, and required commercial visits in West and South Hawai'i. Position would also be responsible for coordinating West Hawai'i public outreach and education activities with the Recycling Outreach/Educational Specialist, the Recycling Specialist II in East Hawaii, and with the Recylcing Coordinator. With new State funding requirements for the HI-5 recycling programs (paper fibers, ADF glass, non HI 5 plastics and aluminum) and the need for island- wide monitoring of all recycling centers and contracted vendors, development of new local end-markets for recycled materials,this position is needed. The current Recycling Specialist II position is grant funded and due to the Division having no control over grant funds, the Division would like to make this grant funded position a permanent position to ensure operations within the Recycling program can continue. O APPROVED: $ O DENIED 0 DEFERRED: NOTES: DATE: Account Details FY20-21 Account Description Number Estimate . Estimate 5610 Recycling Programs-Ctv 5610.01 Recycling Programs-Ctv S&W 011 Recycling Programs-Ctv S&W,Regular S&W 55.092 1 REGULAR S&W 55,092 Recvclini Programs-Ctv S&W Total 55,092 5610 Recycling Programs-Ctv TOTAL 55.092 601 Grand Total: 55.092 TOTAL FUND: 55,092 Department of Finance 04/13/20 Form/{:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Environmental Management CONTACT: Greg Goodale PHONE: 961-8515 DATE: 01/17/2020 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Four(4) 48ft. Walking Floor Trailers PRIORITY#: 6 Position#: Grade/BU: l Annual Salary: $ For Positions-> Hone Dept: Effective Date: BUDGET: ®New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 11,000.00 DIVISION: SOLID WASTE ACCOUNT#: 085.601.5604.02.111 JUSTIFICATION: ❑Legal Mandate ❑ Safety® Reduce Costs®Increase Efficiency®Other: Replacement Explain Below: The Division's East Hawaii operations require new walking floor trailers in its Pahoa station to replace aging equipment used to haul waste to the East Hawai'i Regional Sort Station(EHRSS). The Division's operation require these trailers to meet the need of hauling refuse from lower Puna to the EHRSS without interupting the Divisions East-West Long Hauling schedule. The Division's operations will be negatively impacted by repairs to its aging equipment located in Puna as services to Puna could be restricted, and wastes sent to either the next nearest station located in Kea'au or directly sent to the East Hawaii Regional Sort Station. This would be necessary to insure all wastes collected in East Hawaii can be hauled in a timely manner to the islands only landfill located at the West Hawaii Sanitary Landfill in Waikoloa. The purchase price is estimated at$164,000.00 each or $656,000.00 for four (4) Walking Floor Trailers. The estimated lease payments is $11,000.00 per month for four Walking Floor Trailers. Due to the long lead time for this equiment, delivery will not be expected until the next fiscal year. This equipment will be leased financed such that the County will own the equipment at the end of the five (5) year lease. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 • Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Environmental Management CONTACT: Greg Goodale PHONE: 961-8515 DATE: 01/17/2020 FISCAL PERIOD From: July 1,2020 - To: June 30,2021 ITEM: Four (4) 40ft. Compacting Trailers PRIORITY#: 7 Position#: Grade/BU: l Annual Salary: $ For Positions-) Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item (explain) Amount Requested: $ 10,000.00 DIVISION: SOLID WASTE ACCOUNT#: 085.601.5604.02.111 JUSTIFICATION: ❑Legal Mandate ❑ Safety® Reduce Costs ® Increase Efficiency® Other: Replacement Explain Below: The Division's fleet in East and West Hawai'i require new compacting trailers in each of its baseyards to replace aging equipment used to haul waste to the West Hawai'i Sanitary Landfill (WHSL). The Division's operation require these compacting trailers to meet the needs of hauling refuse to the WHSL without interuptions due to necessary repairs to its aging fleet. The purchase price is estimated at$150,000.00 each or$600,000.00 for four (4) Compacting Trailers. The estimated-lease payments is $10,000.00 per month for four Compacting Trailers. Due to the long lead time for this equiment, delivery will not be expected until the next fiscal year. This equipment will be leased financed such that the County will own the equipment at the end of the five (5) year lease. O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: Department of Finance • 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM - Solid Waste Division CONTACT: Greg Goodale PHONE: 808-961-8515 DATE: 01/17/2020 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Three (3) Pump Stations PRIORITY#: 8 Position#: Grade/BU: / Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 5,000.00 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5604.06.480 JUSTIFICATION: ❑Legal Mandate ❑ Safety❑Reduce Costs® Increase Efficiency❑ Other: Explain Below: The Division has 20 stations located in communities island wide that collect municipal solid waste (MSW). The proposed budget request is for the purchase of three (3) "trailer mounted" pump station units. The Division depends on mobile and stationary equipment'at these sites to "compact" collected wastes and efficiently store as much material prior to scheduling the removal of wastes from those sites. Nine (9) stations are opened daily and the remaining open on alternating days 3x a week. This supplemental budget request will allow the Division to maintain "pump stations" in these communities in FY19-20 and future years as it expects an increased need to efficiently "compact" and store collected wastes in communities located in East Hawaii once the South Hilo Sanitary Landfill closes in FY19-20. These trailer mounted "pump stations" will support the Divisions goals for an efficient workforce and operations by continuing to provide the same service to communities island wide even after the South Hilo Sanitary Landfill closes. The trailer mounted units allow MSW to be compacted without committing monies to purchase a stationary pump station at a site that only opens 3 days a week, can be used at alternating sites easily with currently owned fleet pick-up trucks, and provides a mechanism for the Division to maintain or replace aging equipment without the need to close a site or commit truck- tractors to a site to use as a "pump unit". This budget item supports the County's Integrated Solid Waste Management Plan for convenience centers/transfer stations use in the future. The purchase price is estimated at $100,000.00 each or$300,000.00 for three (3) pump stations. The estimated lease payments is $5,000.00 per month for three pump stations. Due to the long lead time for this equiment, delivery will not be expected until the next fiscal year. This equipment will be leased financed such that the County will own the equipment at the end of the five (5) year lease. O APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Environmental Management CONTACT: Greg Goodale PHONE: 961-8515 DATE: 01/17/2020 FISCAL PERIOD From: July 1,2020 To: June 30, 2021 ITEM: Three(3) Semi Truck Tractors PRIORITY#: 9 Position#: ' Grade/BU: l Annual Salary: $ For Positions-* Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 11,500.00 DIVISION: SOLID WASTE ACCOUNT#: 085.601.5604.02.111 JUSTIFICATION: ❑Legal Mandate [] Safety®Reduce Costs ® Increase Efficiency® Other: Replacement Explain Below: The Division's fleet in East and West Hawai'i require new truck tractors in each of its baseyards to replace aging equipment used to haul waste to the West Hawaii Sanitary Landfill (WHSL). The Division's operation require these truck tractors to meet the need of hauling refuse to the WHSL without interuptions due to necessary repairs to its aging fleet. The purchase price is estimated at $230,000.00 each or $690,000.00 for three (3) Semi Truck Tractors. The estimated lease payments is $11,500.00 per month for three Semi Truck Tractors. Due to the long lead time for this equiment, delivery will not be expected until the next fiscal year. This equipment will be leased financed such that the County will own the equipment at the end of the five (5) year lease. O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS • DEPARTMENT: DEM- Solid Waste Division CONTACT: Greg Goodale PHONE: 808-961-8515 DATE: 10/01/19 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Project Coordinator PRIORITY#: 5 Position#: New Grade/BU: SR24/BU13 Annual Salary: $59,616.00 For Positions 4 Home Dept: 9360 Effective Date: 07/01/2020 BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 109,883.00 DIVISION: SOLID WASTE DIVISION ACCOUNT#: See Attached JUSTIFICATION: ❑ Legal Mandate ❑ Safety® Reduce Costs ® Increase Efficiency❑Other: Explain Below: The Division currently has a Contract for the management of the Greeen Waste Mulch program with Hawaiian Earth Recycling. This is contract currently cost the County over $3 million per year and is expected to increase to over$4 million in the coming year due to the current contract and the Divisions long term plans to further divert and reduce greenwaste disposal at WHSL. The Division has numerous contract issues that require full time icontract administration. The Division currently has the Recycling Coordinator administering portions of this contract. The Division realizes that a contract of this magnitute and financial value requires a full time contract administrator. Calculations are estimated on a 07/01/2020 start date. O APPROVED: $ O DENIED 0 DEFERRED: NOTES: DATE: Account Details FY2020-21 Account Description Number Estimate Estimate 5604 Landfills 5604.51 P-Hulu W.HI L-Fill S&W 011 P-Hulu W.Hl L-Fill S&W,Regular S&W 59,616 5 PROJECT COORDINATOR 59,616 021 P-Hutu W.HI L-Fill S&W,Overtime S&W 5,000 1 OVERTIME S&W 5,000 099 P-Hulu W.HI L-Fill S&W,Miscellaneous S& 100 2 MEALS 100 P-Hulu W.HI L-Fill S&W Total 64,716 5604.52 P-Hulu W.HI L-Fill OCE 102 P-Hulu W.HI L-Fill Oce,Telephone 2,400 1 TELEPHONE&INTERNET 2,400 112 P-Hulu W.HI L-Fill Oce,Mileage&Auto A 1,000 1 WORK ON DAY OFF 1,000 235 P-Hutu W.HI L-Fill Oce,Misc Materials& 3.500 1 SAFETY EQUIPMENT 3,000 2 HAND TOOLS 500 P-Hulu W.HI L-Fill OCE Total 6,900 5604 Landfills TOTAL 71.616 5902 Employee Benefits&FICA 5902.15 Health Benefits 341 Health Benefits,Misc.Charges 15,500 1 EMPLOYEE HEALTH PLANS 15,500 Health Benefits Total 15,500 5902.17 Retirement Benefits 341 Retirement Benefits,Misc.Charges 15,748 1 PENSION ACCUMULATION 15,748 Retirement Benefits Total 15.748 5902.20 FICA Employer Share 341 FICA Employee Share,Misc.Charges 5,020 1 FICA EMPLOYER SHARE 5,020 FICA Employer Share Total 5,020 5902 Employee Benefits&FICA TOTAL 36,267 901 Grand Total: 36,267 5911 Miscellaneous 5911.86 Workers Comp 011 Workers Comp,Regular S&W 0 341 Workers Comp,Misc.Charges 2,000 1 WORKERS COMPENSATION 2,000 • Workers Comp Total 2,000 5911 Miscellaneous TOTAL 2,000 5913 Miscellaneous 5913 Miscellaneous TOTAL I 0 911 Grand Total: 2,000 TOTAL FUND: 109,883 Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM - Solid Waste Division CONTACT: Greg Goodale PHONE: 808-961-8515 DATE: 10/01/19 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Mechanics Truck Utility Body w/Auto Crane PRIORITY#: 10 Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 120,000.00 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5604.06.449 JUSTIFICATION: ❑Legal Mandate ® Safety®Reduce Costs® Increase Efficiency❑ Other: Explain Below: The Division needs a "Mechanic truck" in its operations to assist its new Construction Equipment Mechanic lift and carry large and bulky items when repairing Heavy Equipment at the landfill. The use of this equipment will minimize back injuries and muscle strain. The Division will become more efficient in its operations given its ability to more readily repair frontline equipment immediately on Division equipment at the landfill. This supplemental budget request allows the Division to continue benefitting from use of equipment by rebuilding and repairing equipment instead of looking to replace and purchase new equipment which can be more costly and to have it completed in a timely manner rather than sending it to the Automotive Division or outside vendors. Repaired equipment will allow the Division to manage maintenance on recently a purchased landfill bulldozer in a timely manner. The Division will see an increase inlandfilling in FY19-20 and future years at the West Hawaii Sanitary Landfill and is dependant on equipment being available to its operations. O APPROVED: $ O DENIED O DEFERRED: • NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Environmental Management CONTACT: Mike Kaha PHONE: 961-8270 DATE: 10/01/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Medical Evaluation to Verify Sickness PRIORITY#: 9 Position#:1 Grade/BU: l Annual Salary: $ For Positions 3 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 5,000.00 DIVISION: SOLID WASTE ACCOUNT#: 085.601.5604.02.115 JUSTIFICATION: ❑Legal Mandate ® Safety®Reduce Costs ® Increase Efficiency❑ Other: Explain Below: The Division requests monies to contract Medical Evaluation services from facilities around the island capable of taking "walk-in" appointments. A physician will examine a selected employee for the purpose of verifying sickness. This service will provide an employee with same day and immediate access to a physician paid for by the Division. Since employees are able to get immediate examinations the Division can ensure quicker returns to work which allows the Division to provide service without the need for overtime for an extended period of time due to sickness. O APPROVED: $ o DENIED 0 DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-1 IOL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM- Solid Waste Division CONTACT: Greg Goodale PHONE: 808-961-8515 DATE: 10/01/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Green Waste Chipping Contract at Waiohinu and Ke'ei PRIORITY#: 12 Position#: Grade/BU: l Annual Salary: $ For Positions-) Home Dept. Effective Date: < _ BUDGET: /4 New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 200,000.00 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5610.02.115 JUSTIFICATION: ❑Legal Mandate ® Safety ®Reduce Costs A Increase Efficiency❑ Other: Explain Below: The Division currently collects Green Waste at its Waiohinu and Ke'ei Transfer stations. These stations are located in remote communities that require "re-loading" of collected materials into bins used to transport the green waste to one of two facilities on island for further processing into mulch. The current operations requires the commitment of equipment and manhours that cannot be supported efficiently under the current planned budget. This supplemental budget would allow the Division to contract Green Waste "chipping" at these remote locations and eliminate the budget constraint for ongoing labor and equipment. The community in the area would have the added benefit of a "mulched" material for use by farmers and homeowners. The service allows the Division to better use the limited space at these facilities because the "chipped" material uses less space, is readily available for pick up, and is safer to manage from a fire safety standpoint. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Foran#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Environmental Management CONTACT: Mike Kaha PHONE: 961-8270 DATE: 10/01/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Six(6) 40cy. Roll-off Bins PRIORITY#: 13 Position#: Grade/BU: I Annual Salmy: $ For Positions-) Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 180,000.00 DIVISION: SOLID WASTE ACCOUNT#: 085.601.5604.02.111 JUSTIFICATION: ❑Legal Mandate ❑ Safety®Reduce Costs®Increase Efficiency® Other: Explain Below: The•Division requests monies to purchase 6 additional 40 cu.yd roll-off bins to reduce costs associated with transfer station upgrades in Volcano, Glenwood, and Ocean View. These new station upgrades allow the Division to provide more roll-off containers to the community, in a smaller space,with the ability to use these containers to collect different items depending on the needs of the community. Without these containers the Division's daily operations are negatively impacted as it would be limited in its ability to adequately support the recycling needs requested in these areas like scrap metal collection and white goods collection. O APPROVED: $ O DENIED 0 DEFERRED: NOTES: DATE: Department of Finance 04/13/20. Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Environmental Management CONTACT: Greg Goodale PHONE: 961-8515 DATE: 10/01/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Two (2) 4x2 Pickup Trucks w/Dump Beds PRIORITY#: 17 Position#: Grade/BU: l Annual Salary: $ For Positions 3 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) • Amount,Requested: $ 200,000.00 DIVISION: SOLID WASTE ACCOUNT#: 085.601.5604.02.111 JUSTIFICATION: ❑Legal Mandate ❑ Safety®Reduce Costs®Increase Efficiency® Other:Replacement Explain Below: The Division's fleet in East and West Hawai'i require new trucks in each of its baseyards to replace aging equipment used to haul abandoned tires;propane tanks, batteries, and used engine oils to the Division's storage containment area. The Division's operation require these trucks to haul away abandoned items from its transfer stations around the island. The Division's operations is negatively impacted by its inability to remove abandoned items left at transfer stations. These items are not permitted to be disposed at the Division's transfer stations and the County is left with the responsibility to manage its sites. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM - Solid Waste Division CONTACT: Greg Goodale PHONE: 808-961-8515 DATE: 10/01/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Ten(10)Electronic Tablets PRIORITY#: 18 Position#: Grade/BU: / Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 20,000.00 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5604.06.454 JUSTIFICATION: ❑Legal Mandate ® Safety❑Reduce Costs® Increase Efficiency❑Other: Explain Below: The Solid Waste Division (SWD) is requesting to purchase electronic tablets which will be used at transfer stations by our Solid Waste Facility Attendants (SWFA) for the purpose of communicating and documenting conditions and needs at various SWD facilities. This will include reporting the levels of the refuse containers and when they need to be emptied,the levels of the recycling container to report to the contractors. They will also be used to record and report any unusual conditions that might occur at the transfer stations. Having this type of device to conduct communication is important in that radio which does not allow for messages or information to be communications in not often reliable g transmitted from the sites back to the baseyards. This purchase is intending to procure the tablets, software and monthly service that is required for the communication. • O APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Formal:F-1 IOL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM - Solid Waste Division CONTACT: Greg Goodale PHONE: 808-961-8515 DATE: 10/01/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Water Tanker Trailer PRIORITY#: 19 Position#: Grade/BU: l Annual Salary: $ For Positions+ Home Dept: Effective Date: BUDGET: ®New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 100,000.00 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5604.06.480 , JUSTIFICATION: ® Legal Mandate ❑ Safety❑Reduce Costs® Increase Efficiency❑ Other: Explain Below: The Division requests the funding to purchase a new water tanker trailer at the West Hawaii Sanitary Landfill. The Division expects that added tonnages and daily loads received at the West Hawaii landfill will increase in FY19-20 due to the planned closure of the South Hilo Sanitary Landfill. The Division's landfill operating permit issued by the Department of Health requires adequate management and dust control created by its landfilling operations. Additionally,the County of Hawaii is committed to increasing the collection of Green Waste island-wide in support of a new Compost Facility being built in Hilo. The increase in collection of Green Waste at the West Hawaii Sanitary Landfill supports the purchase of a higher volume water tanker for fire fighting operations. The current landfill water truck is too small (5000 gallons) for the increased operational activities planned in FY19-20 and the future. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/13/20. Form#:F-110 rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM - Solid Waste Division CONTACT: Mike Kaha PHONE: 808-961-8997 DATE: 11/01/19 FISCAL PERIOD From: July 1,2020 To: June 30, 2021 ITEM: 40 ft. low-boy trailer w/winch PRIORITY#: 20 Position#: Grade/BU: l Annual Salary: $ For Positions-) Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 120,000 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5604.06.445 JUSTIFICATION: ❑Legal Mandate ® Safety®Reduce Costs ® Increase Efficiency❑ Other: Currently all equipment movements required for rentals,repairs,and heavy equipment transfers are contracted out or placed on hold until the only County owned low-boy trailer w/winch can be made available to the Division from the Department of Public Works.The purchase of this equipment reduces costs related to contracting a hauler or adding to DPW's own operational issues. 0 APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: ITEM: Portable Scale System PRIORITY#: 23 Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 50,000 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5604.06.480 JUSTIFICATION: ®Legal Mandate ❑ Safety❑Reduce Costs® Increase Efficiency❑ Other: The purchase of a Portable Scale System increases the Division's efficiency in accurately accounting for waste tonnages collected by County Trailers without interrupting or adding to long lines at the current Scale House in Hilo.It is a requirement of the Division's permit to have and use a certified scale when accounting for all waste collected and landfilled daily.This scale meets that requirement. O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: ITEM: Forklift PRIORITY#: 24 Position#: Grade/BU: / Annual Salary: $ For Positions 4 Home Dept. Effective Date: BUDGET: /1 New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 60,000 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5604.06.445 JUSTIFICATION: ❑Legal Mandate ® Safety❑Reduce Costs❑ Increase Efficiency❑ Other: The Division's Heavy Equipment Mechanic requires a shop forklift for the movement of heavy equipment components.The mechanic requires the use of a shop forklift to accept dilivery of component parts and stock items that are unwieldy and unsafe to manage by hand. This purchase is to provide the Division's mechanic the same equipment used by mechanics at the County's Automotive Division. O APPROVED: $ O DENIED 0 DEFERRED: NOTES: DATE: (Use continuation sheets as necessary.) Page: - Department of Finance 04/13/20 Form#:F-1 10L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM - Solid Waste Division CONTACT: Greg Goodale PHONE: 808-961-8515 DATE: 10/01/19 FISCAL PERIOD From: July 1,2020 . To: June 30,2021 ITEM: Waimea Baseyard Fiber Optic Connection PRIORITY#: 21 Position#: Grade/BU: / Annual Salary: $ For Positions 4 ' Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 60,000 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5604.02.110 JUSTIFICATION: ❑Legal Mandate D Safety❑Reduce Costs®Increase Efficiency❑ Other: Explain Below: The County's IT division has completed upgrades to its electronic communications systems in the Kona- Kohala district located at the Department of Public Works Highway's Division Waimea Baseyard. Fiber Optic connection to the County's servers is now available to the Department of Environmental Management Solid Waste Division- Waimea Baseyard operations in FY19-20. This budget request will provide access to a stable, functioning, and secure connection to the County's servers and allow the-Division to be more efficient in its operations. The Solid Waste Division depends on its supervisor located in Waimea to manage all of its operations located in Kohala, Hamakua, and Waimea/Waikoloa including the West Hawaii Sanitary Landfill and West Hawaii Organics Facility. This Fiber Optic Connection will allow the Division to be more efficient in its operations in these areas. O APPROVED: $ O DENIED 0 DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-1 10L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM - Solid Waste Division CONTACT: Greg Goodale PHONE: 808-961-8515 DATE: 10/01/19 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Hilo Baseyard,EHRSS, and Scalehouse Fiber Optic PRIORITY#: 22 Connection Position#: Grade/BU: l Annual Salary: $ For Positions-� Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 60,000 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5604.02.110 JUSTIFICATION: ❑Legal Mandate ❑ Safety❑Reduce Costs ®Increase Efficiency❑ Other: Explain Below: The County's IT division has completed upgrades to its electronic communications systems in the Hilo district located at the Mass Transit Facility at the Hilo Baseyard. Fiber Optic connection to the County's servers are now available to the Solid Waste Division's Hilo Baseyard operations in FY2019-20. This budget request will provide access to a stable, functioning, and secure connection to the County's servers and allow the Division to be more efficient in its operations. The Solid Waste Division depends on its supervisors located in Hilo to manage all of its operations located in Hilo, Hamakua,Volcano, and Puna communities including the East Hawaii Organics Facility and East Hawaii Sort Station. This Fiber Optic Connection will allow the Division to be more efficient in its operations in these areas. O APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: • Department of Finance _ 04/13/20 Form#:F-110 rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: DEM - Solid Waste Division CONTACT: Mike Kaha PHONE: 808-961-8997 DATE: 11/01/19 FISCAL PERIOD From: , July 1, 2020 To: June 30, 2021 ITEM: 4x4 ATV/Mule (2) PRIORITY#: 25 • Position#: Grade/BU: l Annual Salary: $ For Positions 4 ' Home Dept: Effective Date: BUDGET: ®New Cost Item D Increase to Current Cost Item(explain) Amount Requested: $ 20,000 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5604.06.445 JUSTIFICATION: D Legal Mandate ® Safety®Reduce Costs ® Increase Efficiency D Other: This purchase is requested instead of purchasing Division requests the purchase of 4x4 ATV/Mule vehicles for landfill personnel, h s q p g trucks in order to reduce costs.These vehicles would only be used on the landfill,would allow personnel to complete daily work without tieing up full on-road vehicles unnecessarily,gives employees 360 degrees of view so they can respond and be responsive. 0 APPROVED: $ O DENIED 0 DEFERRED: NOTES: DATE: ITEM: Gas Powered Golf Carts (2) PRIORITY#: 26 Position#: Grade/BU: / Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 18,000 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5604.06.445 JUSTIFICATION: D Legal Mandate ® Safety®Reduce Costs ® Increase Efficiency Other: The Division requests the purchase of Gas Powered Golf Carts for baseyard personnel.This purchase is requested instead of purchasing trucks in order to reduce costs.These carts would only be used at transfer station/baseyards,would allow personnel to complete daily work without tieing up a full on-road vehicle unnecessarily,gives employees 360 degrees of view so they can respond and be responsive. O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: ITEM: EHRSS Vector and Mold Abatement PRIORITY#: 27 Position#: _ Grade/BU: / Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 100,000 DIVISION: SOLID WASTE DIVISION ACCOUNT#: 085.601.5604.02.110 JUSTIFICATION: D Legal Mandate ® Safety Reduce Costs D Increase Efficiency® Other: Health The division has contracted a Certified Industrial Hygienist to provide compliance solutions for vector and mold abatement at its Sort Station in Hilo.This request is for monies related to abatement costs relating to the remove of fungal growth,clean up,and treatment to reduce and prevent continued fungal generation,including removal of water collection sources and correction of poor ventilation. O APPROVED: $ 0 DENIED 0 DEFERRED: • NOTES: DATE: (Use continuation sheets as necessary.) Page: Department of Finance 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE DEPARTMENT OF FINANCE 1. Is Finance developing a coronavirus financial crisis policy and plan that identifies strategies and tactics to help the County recover financially? Yes, we are looking at the future in addition to the current situation we are in. We are applying for the CARES funding that we qualify for. We are preparing for stimulus funding by getting projects shovel ready. In addition we are looking at additional bond funding to help our island economy recover. This is in addition to what R&D is doing to help connect small businesses to available resources. The recovery will be a joint effort by everyone. 2. In light of COVID-19,please provide updated projections of what can be anticipated from GET .5% surcharge and the County's share of TAT. It is extremely difficult to forecast COVID-19's impact to GET as we do not know how long the "stay-at-home" order or mandatory quarantine for incoming passengers will last. Getting the local economy restarted and having visitors return and spend are key elements to forecasting GET revenue; yet,these remain unknown variables, especially since the fiscal year does not start until July 1, 2020. Hawaii County's portion of the TAT is a specified amount, and since it is not a percentage of what the State receives in TAT, we expect to receive our entire $19.158 million distribution for FY21. We continue to reevaluate and refine these projections. A final determination will be made when we submit the revised budget on May 5, 2020. 3. Kauai, Oahu, and Maui counties either utilize or are in the process of implementing OpenGov, an integrated program for public sector budgeting,performance, communications, and reporting. In light of COVID-19, OpenGov has provided municipalities tools to help keep the government moving and avenues to keep the public involved in this unprecedented time. When can we expect the County of Hawaii to join its island counterparts in using OpenGov or other comparable systems? Civil Defense does have a COVID-19 website up that provides a lot of data and information for the community. While OpenGov provides a website that allows both actual and budgeted revenues and expenditures to be graphically displayed in either prepackaged or customizable formats, the information contained must be pushed from the existing financial accounting system at scheduled dates, so it's neither real time data nor is it available without impact to staff to provide this information. While having access to such graphic data might make it easier for non-accountants to understand our financial outlook, it comes with a high price tag. As previously noted, Finance will incorporate these enhanced reporting features into a new financial management software when the current software reaches the end of its product lifecycle. Serving the Interests of the People of Our Island Hawai`i County Is an Equal Opportunity Provider And Employer 4. The process of routing physical papers to various departments for signature is time consuming. Employees are still required to physically sign and submit paper timesheets; those timesheets are then driven to various locations for processing. What is being done to digitize and streamline these processes? Electronic signatures are allowed for many documents. The problem is ensuring that the signature was actually authorized for use—which is a significant audit and internal control issue. Electronic contract routing and signature system is already in the works. 5. There is a reduction of Council Contingency Relief funds from $900,000 to $180,000, please identify the department(s) or program(s)the $720,000 were expended or moved to. In general the budget is developed by aligning the total revenues with the total expenditures and making adjustments to balance. In this case, additional funding was needed for various increases including the ERS rate increases and the increase in the nonprofit grants authorized by the Council. 6. What lessons have you learned from shifting of the overtime into the Finance Department budget? It created more work for us,without much impact in controlling overtime due to various factors such as COVID-19 that impacted operations for all departments. 7. What assumptions are you making regarding the funding amounts from the State, TAT, GE, Fuel Tax and other state`grants? See response to Question 2. 8. What effect will the recent slowdown have on affecting RPT values and collections? Values will not be affected in the coming fiscal year, however, collections may be down as each taxpayer's ability to pay is impacted by the economy and job market. Should this pandemic linger into summer and/or the fall,then it is reasonable to anticipate market values could decline for the FY22 assessments. 9. Are you receiving a higher of lower amount of property tax appeals? Appeals are still coming in. We expect them to be in our normal range. 10. What steps have been taken to make this budget more effective and aligned while minimizing duplications of services? See Question 12 for All Departments. 11. What are the priorities of the operating budget? To comply with the requirements of the Charter—for each department to be able to carry out their required duties and functions. Public Safety continues to be the highest priority. 12. In light of the COVID-19 pandemic: a. How will the budget be adjusted? The budget will be adjusted to meet expected revenue estimates. b. What is the rationale for these adjustments? All amendments will be provided in the May 5th revised budget. c. What is the rationale for priorities based on these adjustments? As always core services, including public safety, will be given a priority in funding. ANSWERS: 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE -FINANCE ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? If not, please explain in detail as to why increase needed. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. Our focus has been the items outlined in the Charter for the Finance department. We have continued to process accounts payable payments to help our vendors, make deposits and reconcile treasury receipts, process payroll, order COVID-19 supplies for all County departments, etc. In addition,we have been available for the public to answer questions on tax appeals, process all vehicle registration and driver licenses received by mail. 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so,how will this affect your budget? 4. Does your department/agency have a Continuity of Operations Plan(COOP)? 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? Our department has implemented a variety of ways to continue delivering services. We have staff working flex hours to get the work done without everyone being in the office at the same time. We encouraged the public to do more by mail, kiosk or online. In addition we started an appointment form for the public to use and will start online appoints for drivers licensing going forward. 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? The first obstacle was adequate equipment. Some of our laptop orders were delayed due to the pandemic impacting operations for companies worldwide. Certain divisions within the Department of Finance have been able to adjust their operations to allow for social distancing and/or working remotely. These are primarily the divisions that provide internal support for Finance and other departments or agencies. A division that simply cannot work remotely is the Vehicle Registration and Licensing division. While certain transactions, such as vehicle renewals, can be conducted through alternative means (mail in, kiosks, online), other transactions, such as driver's road tests or viewing original and confidential documents, still require face-to-face interaction. To encourage social distancing, VRL has begun testing an online appointment scheduling system in hopes of reducing the long lines outside our VRL offices when they reopen. In addition, VRL has to connect to the statewide system which our staff cannot connect to via VPN. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE - FINANCE 7. Please provide the Council with a copy of your supplementals. 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. 9. Are there any public misconceptions about your department/agency that you'd like to address? There are several misconceptions that the Director of Finance has the power to waive many applicable laws, especially relating to vehicle registration and licensing. This is unfortunately not the case, we have to follow federal and state laws and regulations to implement the Real ID Act as well as enforce all vehicle registration laws which are set by the State not the County. We do our best to help people comply, but we have to work within the law. 10. What do you wish the community understood about your work? See number 9. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? As always, overtime is only used when absolutely necessary. It usually occurs when we are short staffed or have statutory deadlines to meet. b. What was the common factors of the requested of overtime? Having to service the public in line, having to meet statutory deadlines, vacant positons (short staffed) c. What areas of your department could be realigned to become more efficient to reduce the overtime use? We would need additional staffing to reduce overtime, but there is not enough overtime in certain areas to justify the additional staffing (new positions), especially when you consider the cost of the fringe benefits in addition to the salary and wages. We are hoping that our new appointment system will help to cut down on some of the overtime. d. What are the priorities/goals of your agency's budget? To comply with the County Charter, service the public in a timely manner and help the other departments to meet their goals. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE -FINANCE e. What is the process/rationale/benchmarks used to address these priorities/goals? That the public is able to renew their vehicle registrations on time, renew their drivers licenses on time and meet all statutory deadlines (due dates for budget, CAFR,tax certification, payroll deadlines, etc.) ALL DEPARTMENTS (Cont'd): f. What are your measurable outcomes? The above are performed on time in accordance with all applicable laws. g. How do you know you are succeeding? No complaints and no fines for late filings. h. Is there a plan to un-fund the program if there is no measurable outcome? No, most of our divisions and services exist to meet statutory requirements. i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? No. 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your departments priorities? 13. If your department receives grants (federal/state) what are the status of those grants? a. Is the funding restricted? Explain in detail with dates/renewal dates/use. All grants are usually restricted for a certain purpose. Ours are annual fee for service agreements with the state for CDL, PMVI and vehicle registration. All have to be used for the purpose specified (CDL, PMVI and vehicle registration). b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? File all reports monthly to get reimbursed by the state (withheld from State Weight Tax we owe the State). Yes. ANSWERS: 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE RESPONSES FOR ALL DEPARTMENTS ALL DEPARTMENTS: 1. Can your department and its divisions, if any,manage on last year's budget amount? If not, please explain in detail as to why increase needed. See response to number 3 below. All departments will have increases related to uncontrollable cost increases and some will have increases related to previously approved collective bargaining unit pay increases (SHOPO, HFFA, and UPW). The last year of ERS rate increases go into effect in FY21, so all funds will reflect increases in that area as well. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so,how will this affect your budget? There are no new positions proposed for any department. Across the board salary increases are committed under past collective bargaining agreements or statutory mandates. Most of these are budgeted under the Provision for Compensation Adjustment in each fund. In addition, the ERS rates will be going up again this year. Each department has made adjustments in their operations due to COVID-19 as explained in the response to Question#5 below. Since these adjustments still allow the departments to function, we do not expect the adjustments to impact the upcoming FY's budget. Each department's programs, however, may need to be reevaluated based on projected impacts to revenue, which is discussed in Finance's response to these budget questions. 4. Does your department/agency have a Continuity of Operations Plan (COOP)? Each department has: • Prepared a COOP in 2010 under the guidance of a Civil Defense consultant; • Updated and adjusted this COOP to specifically address COVID-19 as explained in the response to Question #5 below; • Prepares a daily monitoring of operations to respond or anticipate further adjustments due to changing conditions resulting from COVID-19. 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE RESPONSES FOR ALL DEPARTMENTS 7. Please provide the Council with a copy of your supplementals. Since the budget as a whole will be reevaluated due to the impacts of COVID-19, the relevance of the supplementals which were prepared prior to this crisis is questionable. 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. Finding public-private partnership opportunities is challenging under the Konno decision that insulates functions that have been historically and customarily done by civil service workers. However, a recent State law provided an innovative window to procure vehicle fleet performance contracts for vehicle fleet energy efficiency programs (HRS §36-42). We are exploring this opportunity to develop a vehicle pool system. This pilot would be a learning opportunity for other public-private partnership possibilities. 9. Are there any public misconceptions about your department/agency that you'd like to address? 10. What do you wish the community understood about your work? 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? b. What was the common factors of the requested of overtime? c. What areas of your department could be realigned to become more efficient to reduce the overtime use? d. What are the priorities/goals of your agency's budget? e. What is the process/rationale/benchmarks used to address these priorities/goals? ALL DEPARTMENTS (Cont'd): f. What are your measurable outcomes? g. How do you know you are succeeding? h. Is there a plan to un-fund the program if there is no measurable outcome? i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE RESPONSES FOR ALL DEPARTMENTS 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your departments priorities? There are functions and needs that cross departments that we are exploring alternatives to consolidate or develop integrated systems in order to increase efficiency and effectiveness. Some of these ideas include vehicle pooling, call center, enforcement, landscape and tree-trimming maintenance. We are in process of rolling out a better permit application and tracking system that integrates multiple agencies engaged in the permitting process, as well as electronic contract routing and signing. Such integrated systems may also apply to asset management. The ideas mentioned here are in the exploratory phase, and would not have any budget impacts at this time. 13. If your department receives grants (federal/state)what are the status of those grants? a. Is the funding restricted? Explain in detail with dates/renewal dates/use. b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? ANSWERS: Hawaii Fire Department 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? If not, please explain in detail as to why increase needed. Due to the County's perennial mandate to keep the fiscal year budget proposals at status quo,the department and its divisions have annually experienced situations in which the department's operations have been insufficiently funded. The Department has dealt with these situations by transferring funds from other operations to fund shortages in other operations. Except for collective bargaining mandated in increases in regular salaries and wages which were appropriately budgeted, all other S&W related expenditures such as operations overtime, rank for rank, and holiday overtime have not been sufficiently budgeted commensurate to increases in collective bargaining. Budget proposals for the Department's Other Current Expenditures (OCE)have also remained the flat over multiple fiscal periods due to status quo submission mandates. Expenditures have increased in areas such as fire station equipment, personal protective equipment, and fire equipment maintenance while their respective budgets have not increased. The budget for FY 19/20 did not provide for adequate funding. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. Regular Department Focus Please refer to the Program Budget document pages provided with our latest budget submittal. The Program Budget narratives outlines the focuses of the departments Operations and Support Services Division's Battalions and Bureau groups as well as the overall focus of the HFD as a whole. Covid-19 Pandemic focus Operations Division: o The priority and focus for the Operations Division is to maintain its all hazards response capabilities in; Fire Protection, EMS, Search and Rescue, and Hazardous Materials to the best of its abilities throughout this pandemic incident. o All Operations Commanders and personnel are maintaining vigilance and situational awareness for potential COVID-19 contacts. All personnel have been directed on the proper use of PPE's, personal hygiene,handwashing, proper disinfection of all equipment and frequently touched surfaces, maintaining social 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Page 2. ALL DEPARTMENTS (Cont'd): distance, and to not report for duty if ill. All station visitations and public education involving large gatherings have been postponed in efforts to protect Fire Service personnel and its infrastructure. o Emergency response protocols for possible COVID-19 patients have been disseminated to all personnel. o Screenings for flu like illness and fever of all HFD personnel are being conducted twice daily during each 24hr shift by all Fire Companies. o Personnel are being directed to stay home if they are ill and to contact their PCP by phone for guidance on the need for COVID-19 testing. o Quarantine housing accommodations was secured for HFD personnel required to home monitor in isolation due to work related COVID-19 contacts. o Working on asymptomatic First Responder COVID-19 testing policy to assure workforce safety and continuity of operations. o HFD Team has been updating the HFD COOP inclusive of its Pandemic exert to assist in the planning for possible workforce reduction scenarios. Support Services Division: o The Fire Communication and Control Center(FCCC) has implemented a heightened awareness for possible COVID-19 calls for service. The Emergency Medical Dispatch (EMD) infectious disease screening protocol was activated back in March in efforts to identify potential COVID-19 patients prior to the arrival of responding units. o Our EMS Bureau has been closely monitoring PPE burn rates for N95 masks, eye protection, gowns, gloves and disinfectants. EMS Bureau personnel have been working closely with the County's Purchasing Agent to procure the needed PPE's for our personnel. o EMS Bureau is working with the DOH State EMS Branch on Oahu on non- transport protocols for non-emergent people with flu like symptoms. The goal for this protocol is to preserve the island's healthcare infrastructure. o HFD has been involved with the County's Prevention and Education Task Force since March 7th, 2020. Focus for the team's efforts has now shifted to essential businesses where large volumes of people continue to come together. Proactive measures are being implemented to assess, inspect and train businesses in best practices of maintaining social distances and other preventative efforts. 1. Our HFD Prevention Bureau is being repurposed to assist with the Task Force with assessing, training and inspecting identified essential businesses to assure compliance with the Governor's Proclamation. 2. In lieu of the worldwide shortage of N95 mask, the HFD Task Force is also pre-planning and researching protocols for the disinfecting and reusing of N95 masks. This would be a plan"C" should the situation arise where the HFD's PPE supply becomes compromised. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Page 3. ALL DEPARTMENTS (Cont'd): 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of how will this affectyour budget? COVID-19 to our County and if so, g The County mandates no increases in County funded positions so no new requests for positions were approved. There was no increase in salaries and wages due as a result. However, with the possibility COVID-19 responses continuing beyond FY 19-20 and into FY 20-21,the Department anticipates a large impact on overtime costs. The department has been an integral part of the County's COVID-19 mitigation and educations efforts. The Department's overtime budget is underfunded to begin with and any prolonged COVID-19 assistance will further impact the department's budget. 4. Does your department/agency have a Continuity of Operations Plan(COOP)? a. Yes, we have had an operational COOP since 2011 with annual updates. We have also initiated a Pandemic Annex to our COOP this year. 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? a. Through education and the procurement/use of Protective Personal Equipment (PPE) we have not changed our deliverance of normal public safety responses at' this time. To increase our value to the community, the Fire Department put forward a Covid-19 task force whose primary function was the education of various private sector businesses, as well as governmental agencies in how to provide for the key points in fighting the virus; i. Education on how the Coronavirus is spread ii. Social distancing iii. Personal hygiene - importance of handwashing iv. Disinfecting frequently touched surface v. illness screening vi. Counseling vii. Answering any questions. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Page 4. ALL DEPARTMENTS (Cont'd): 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? a. The department did not have to make any significant changes due to the virus. We already had in place the following two measures and have practiced its use with extreme success. i. Chief Officers and identified Section leaders have remote access rights to their desktops through FORTICLIENT should remote work became necessary. ii. Other office personnel have identified data work that can be completed on remote computers then transferred to an external USB Flash Drive. The Flash Drive information can then be downloaded into desktop upon return to the worksite on targeted Fiscal and HR critical work days. The department's work stations in our Administrative office provides for adequate social distancing already. iii. Emergency Operations personnel must remain on duty at their worksite and will not work remotely. 7. Please provide the Council with a copy of your supplementals. a. Please see attached. b. The department recognizes the financial state of the County of Hawai`i. Although necessary for efficiency, the request for new positions can be tabled until the fiscal outlook is better. Our request for the continuance of the apparatus replacement program is still a priority. The lease to own program has been working but great. We are not asking for any increase to the FY 20/21 budget. The current request is for a line item (5221.02.111.11 - Two Brush Trucks)to identify the apparatus approval in this budget. This could also be reduced to one Brush Truck if necessary. Funding for this would come from funds already in the budget earmarked for apparatus lease to own payments that will end for a particular apparatus in 2021. If needed to put a monetary dollar amount in the line item, one Month payment is approximately $7,500. However, if approved to move forward, the anticipated delivery date would be after the start of FY 21/22. The request for equipment funding increase and overtime funding is applicable to historical real data on actual cost. Overtime is always looked upon as a negativity. However, in public safety, overtime is a necessary part of providing the required service. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Page 5. ALL DEPARTMENTS (Cont'd): 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. The Department's County funded programs do not, by the nature it services, have one-to- one private sector equivalents so partnering with private sector entities is not possible. 9. Are there any public misconceptions about your department/agency that you'd like to address? a. No. The Fire Department has a favorable public view. 10. What do you wish the community understood about your work? a. A better understanding of our services and work site locations. The Hawaii Fire Department is a cost effective, operationally efficient all hazards response department. No other fire department in the State of Hawaii provides this all- inclusive emergency service capabilities as does the HFD. The HFD is the 2nd largest Fire Department in the State of Hawaii and is responsible in providing 911 services for all 4,000 plus square miles of Hawai`i Island. All of this is done with a budget that is less than any other County fire department in the State per capita. We had to table community events such as the Fire Prevention Week community showcases and EMS Week showcase and community run due to cost. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? Since the department has put in place strict controls on non-emergency overtime use, it is confirmed that the remaining factors causing overtime are Multi-day emergency incident mitigation(Fires and Search and Rescue), Contractual required programs such as Rank-For-Rank recall and Holiday Overtime. These overtime cost have not been sufficiently funded. The department has advocated for proper overtime funding each year. b. What was the common factors of the requested of overtime? a. Contractual Rank-For-Rank recall b. Contractual Holiday Overtime c. Personnel shortages (Department was 50 positions short in operations. Firefighter Recruits are still in training). d. Multi-day Emergency Incident mitigation (Fires and Search and Rescue) 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Page 6. ALL DEPARTMENTS (Cont'd): c. What areas of your department could be realigned to become more efficient to reduce the overtime use? Over the past 10-year-budget cycles, the Department's budget, except for regular salaries and wages, have been reduced or remained status quo. In FY 2017, the Department's operations overtime budget was reduced by $200,000 which is 20%of the previous year's budget. In FY 2018, it was further reduced by $401,000 for cumulative reduction of 60%from the original FY 2016 budget of$1,002,000. At the same time, collective bargaining cumulative increases totaled 13.25% over the same time period. For perspective, historically over the 10-years from 2009 to 2019, Bargaining Unit 11 had a cumulative of 28.25% across-the-board increases. We have already restricted off-duty training which is becoming a safety issue. Off-duty training is required to be efficient. We do not see any additional realignment that would reduce overtime. Our staffing already does not meet national standards in our Emergency Operations Division and Support Services and Administration positions pale in comparison to other County Departments of similar size. d. What are the priorities/goals of your agency's budget? Please refer to the submitted Program Budget narratives. e. What is the process/rationale/benchmarks used to address these priorities/goals? The department utilizes the Standards of the National Fire Protection Association (NFPA), Hawaii Occupational Health& Safety Organization *HIOSH) and various Federal/State/County regulations to address emergency incident response and mitigation. f. What are your measurable outcomes? Measurable outcomes rely on the standards for response times for both Fire and EMS. Our department does not meet the standards due to the large geographical size and remote communities. The direct way to reduce response times is for the establishment of more fully staffed fire stations in remote areas. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Page 7. ALL DEPARTMENTS (Cont'd): g. How do you know you are succeeding? I. Reduction in Juvenile started fires. II. Reduction in property damage due to wildfires III. Reduction in property damage due to structural fires. IV. Reduction in fire related deaths and injuries. V. Improvement in meeting response time values. h. Is there a plan to un-fund the program if there is no measurable outcome? No. Unfunding Public Safety Programs will have a negative effect to the community. i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? No. Unfunding Public Safety Programs will have a negative effect to the community. 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your departments priorities? a. No duplication of Fire Department Emergency Services work in other departments. b. One consideration is a collation of all motor vehicle maintenance and repair under one department (DPW Motor Pool). However, the concern would be that it becomes understood that an emergency apparatus will always be priority for repair inclusive of emergency repairs after regular hours. Also, need to have staff certified on the various components of a Fire Apparatus system. 13. If your department receives grants (federal/state)what are the status of those grants? The majority of the Department's grants are with the State of Hawai`i for specific services. These are: • Emergency Medical Services, State Department of Health—for ambulance services for the Island of Hawai`i. Scope of work is strictly defined. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE • State Parks, Department of Land and Natural Resources—for lifeguard services at Kua Bay Beach Park and Hapuna State Recreation Area. Scope of work is strictly defined. Page 8. ALL DEPARTMENTS (Cont'd): Recurring funding from the Federal government includes: • Forest Service, United States Department of Agriculture—for training and equipment for the mitigation of wild fires. a. Is the funding restricted?Explain in detail with dates/renewal dates/use. Uses of funds are strictly defined in the contract. Other uses not allowed. Renewed annually, coincide with County fiscal year. b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? Reporting periods are specific to each grantor: monthly, quarterly or annually. The department is in compliance. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE HAWAII FIRE DEPARTMENT 1. Please provide an updated apparatus replacement schedule so the Council is aware of what is being replaced and where. a. Please see attached. b. The current request is for replacement Brush Trucks for Kea'au and Honoka`a which are used to provide fire suppression coverage and for all emergency services beyond weight restricted bridges in their response districts. 2. DPW is in charge of HFD facilities and maintenance, but is grossly behind in numerous situations, resulting in more costly repairs over time. What's being done to address this? Assistant Fire Chief of Support Services Robert Perreira is working with DPW weekly on this. For example, they are currently finalizing renting a house in Keaau Ag Lots so we can temporarily relocate Keaau Fire Station personnel in order to have asbestos removal tile work to be completed. That project had been requested over 10 years ago. Small repair projects have turned into CIP projects and end up not getting done. The re-roofing project at Pahala Fire Station is a great example. The re-roofing work was needed to be done 7-10 years ago. It now requires structural repairs and reroofing. A repair that should have costed under$100,000 will now cost over$300,000. Apparatus bay doors at the South Kohala Fire Station is another example. The repair has not been done in so long it has turned into a replacement project which will cost about $53,000 and DPW now says it is too big and needs to be CIP project. What needs to be done is to get to the root of the roadblocks DPW faces and assist them as needed. 3. What other options exist for HFD to ensure repairs that must happen to protect integrity of public assets occur in a timely manner? Because building assets are under DPW, this is a difficult question. Other options require funding i. Contract out repairs if DPW cannot address in a timely manner. ii. Provide annually to the HFD an appropriate percentage of DPW's Repair and Maintenance budget, allowing HFD to prioritize its repair and maintenance needs. iii. Provide the HFD with a Facility Maintenance/Repair section to handle all internal needs. This would be extremely costly due to duplication of equipment needs and staffing. Serving the Interests of the People of Our Island Hawai`i County Is an Equal Opportunity Provider And Employer Page 2. HAWAII FIRE DEPARTMENT (Cont'd): 4. Would HFD be open to a public-private partnership to do a paint refresh and other minor improvements to Station 1 (Central Fire Station)? Yes, we have done this in the past. Because it is a DPW asset,they would need to be involved as well. We would work on the Union Side if we need to ask to have HFFA members perform any work beyond their scope. This was an issue in another jurisdiction but we do have a favorable relationship with HFFA. 5. Now that Station 18 (Paradise Park) has an ambulance,what's being done to expand the facility to ensure proper coverage of all apparatus and that there is enough living space for assigned fire fighters? Plans are being worked on by DPW personnel. The current design plan is to add a dorm and garage area for the Fire Apparatus Pumper(Fire Truck). A request has been made to Finance for CIP funds. State of Hawai`i Emergency Medical Services (EMS) funding will also be used to support development. We are grateful for the Contingency Funding provided by Council Member Kierkiewicz which will provide temporary shelter for the new fire truck with a large canopy tent. 6. What additional funding is needed to ensure all HFD equipment and apparatus can be repaired and maintained, and that money is available to purchase parts should that be required? Our annual budget for apparatus maintenance and repairs is $205,447. As of March 31, 2020 we have already spent $254,290, approximately $50,000 over for this line item. With 3 months remaining in this fiscal period, an annual budget of $300,000 is the projected funding needed for this line item in our budget. 7. HFD employees are deemed essential workers. What PPE and/or other safety measures, training and protocols are provided to employees to protect them from coronavirus? HFD COVID-19 response protocols have been disseminated to all HFD personnel. Within those protocols, directives on the proper use of all required Personal Protective Equipment(PPE) [N95 masks, eye protection, gloves and impermeable gown], reverse isolation procedures, patient therapy, disinfecting of equipment and personal hygiene are explained in detail. In addition, our Fire Communication and Control Center(FCCC) has implemented a heightened awareness for possible COVID-19 calls for service. The Emergency Medical Dispatch (EMD) infectious disease screening protocol was activated back in early March in efforts to identify potential COVID-19 patients prior to the arrival of responding units. Our EMS Bureau team has been closely monitoring PPE burn rates for N95 masks, eye protection, gowns, gloves and disinfectants. EMS Bureau personnel have been working closely with the County's Purchasing Agent to procure the needed PPE's for our each of our personnel. At the stations, HFD Page 3. HAWAII FIRE DEPARTMENT (Cont'd): Company Commanders are screening their personnel for flu like symptoms and taking temperatures twice daily during each 24hr shift. Personnel who are ill are sent home or encouraged not to report for duty to prevent the spread of any infectious disease within the HFD. ANSWERS: HFD Large Apparatus NFPA Replacement Schedule Current Year Funding NOTE Station Type Model AGE Replacement Source Central 1 Pumper 2017 3 2037 Rep Prog Tanker 2017 3 2037 Rep Prog Waiakea 2 Ladder 2014 6 2034 Grant Heavy Rescue 2009 11 2029 Reg Budget Light Rescue 2009 11 2029 Reg Budget Haihai 3 Pumper 2012 8 2032 Rep Prog Kaumana 4 Pumper 2012 8 2032 Rep Prog Hazmat 1997 23 -■ Reg Budget 4 Keaau 5 Pumper 2015 5 2035 Rep Prog Brushtruck 2001 19 Grant 4 Captain Cook 6 Pumper 2007 13 2027 Reg Budget Kailua-Kona 7 Pumper ;, 2001 19 2020 Reg Budget 1 Heavy Rescue 2009 11 2029 Reg Budget Light Rescue 2009 11 2029 Reg Budget Honokaa 8 Pumper 2015 5 2035 Rep Prog Brushtruck 2001 19 Grant 4 Waimea 9 Pumper 2014 6 2034 Rep Prog Tanker 2019 1 2039 Grant Pahoa 10 Pumper 2012 8 2032 Rep Prog Tanker 2013 7 2033 Grant Brushtruck 2016 4 2036 Grant Kau 11 Pumper 2018 2 2038 Grant Tanker 2011 9 2031 Grant Brushtruck 2015 5 2035 Grant Keauhou 12 Pumper 2019 1 2039 Rep Prog S. Kohala 14 Ladder 2008 12 2028 Reg Budget Tanker 2018 2 2038 Reg Budget N.Kohala 15 Pumper 2014 6 2034 Rep Prog Maui 3 Tanker 2006 14 2026 Donation Waikoloa 16 Pumper 2019 1 2039 Rep Prog Tanker 2015 5 2035 Grant Laupahoehoe 17 Pumper 1997 23 2020 Reg Budget 1 BrushTruck 1995 25 2015 Reg Budget 2 Paradise Park 18 Pumper 2017 3 2037 Rep Prog BrushTruck 2019 1 2039 Grant Volcano 19 Pumper 2006 14 2026 Reg Budget HOVE 20 Pumper 2003 17 2021 Reg Budget 2 Makalei 21 Pumper 2006 14 2026 Reg Budget Hazmat 2005 15 2025 Reg Budget NOTES ON PAGE 2 Notes: 1. Laupahoehoe and Kailua Pumpers are currently in production with a delivery date of July 2020(completion date is May 1,2020 but inspection delayed due to Covid-19 travel restrictions in Pennsylvania and New York) 2. HOVE Pumper and Laupahoehoe Brush Truck are in contract. Delivery tentative for December 2020 3. North Kohala donated Tanker from Maui is 0/C due to major repairs. Received Private Donation through the Daniel R. Sayre Foundation for a replacement. Delivery timeline Fall 2020 with a value of$400,000. 4. Kaumana Hazmat Apparatus due for replacement. Low response unit but high cost item of approximately $600,000. Replacement deferred. Brush Trucks are high utilization response units. Equipment Replacement Schedule(Leases) 2019 2020 Lease Payment Lease Term Monthly Months Equipment(Budget Year) Initial Year Equipment Assignment HFD# Note (Months) Payment Months Payment Remaining Months Payment TWO APPARATUSES(2012) 2013 Kawailani and Kaumana HFD 523 HFD 524 Reso 147-11 60 21,744.81 #9(HFD 538),#15 TWO APPARATUSES(2013) 2014 Waimea and North Kohala (HFD 539) Reso 35-13 60 17,722.68 12 212,672.16 2 2 35,445.36 #5(HFD 552),#8 TWO APPARATUSES(2014) 2015 Honoka'a and Kea'au (HFD 553) Reso 295-14 60 19,680.35 12 236,164.20 21 12 236,164.20 ONE TANKER(2014) 2015 West Hawaii West HI HFD 550 Reso 489-14&294-14 60 7,147.21 12 85,766.52 13 12 85,766.52 #1(HFD 565,#18 TWO APPARATUS(2015) 2017 Central and Paradise Park (HFD 564) Reso 506-14 60 22,241.00 12 266,892.00 28 12 266,892.00 ONE TANKER(2015) 2017 Central HFD557 Reso 505-14 60 7,593.29 12 91,119.48 24 12 91,119.48 ONE APPARATUS(2016) 2018 Waikoloa CANCELLED Reso 349-15 ONE TANKER(2016) 2018 North Kohala CANCELLED Reso 348-15 ONE TANKER(2017) 2018 Waimea HFD573 Reso 588-16 60 8,541.09 11 93,951.99 49 12 102,493.08 TWO APPARATUS(2018) 2019 Keauhou and Waikoloa 60 26,205.70 6 157,234.20 54 12 314,468.40 TWO APPARATUS(2020) 2020 Laupahoehoe and Kailua 60 26,000.00 60 4 104,000.00 ONE APPARATUS(2021) 2021 Hawaiian Ocean View Estates 60 14,000.00 ONE BRUSH TRUCK(2021) 2021 Laupahoehoe 60 7,000.00 1,143,800.55 1,236,349.04 • • 00'000`0917 6Z'SLL'6ZL 817'196'086 817'SZ6'690'T Z£'E7Z`187'1 • Z 00'000'178 . ZI bT 00'000178 ZI 9? 00'000'178 ZT 8E 00'000'178 ?I OS 00'000`0L OT 09 Z 00'000'891 ZI 171 00'000'891 Z 9Z 00'000'891 ZI 8E 00'000'891 ZT OS 00'000'071 01 09 00'000`802 8 8 00'000'ZT£ Z1 OZ 00'000'ZIE ZI ZE 00'000'ZIE ZI 7t7 00'000'ZIE ZI 9S OZ'17EZ'LSI 9 9 017'89t7`7IE ZT 81 017'8917'17TE Z OE 07'891717TE ZI Z17 60'117S'8 1 1 80'E617'ZOT ZI ET 80'£67'ZOT ZT SZ 80'E617'ZOL ZT LE 817'611'16 ZI 11 00'1796'88 17 7 00768`99Z ZI 91 TZ'L71'L T I SL'£ZI'LL' 6 6 • 8uiuiewaa ;uawAed sy;uoW 8uiuiewa8 ;uawAed sy;uovj Buiuiewa8 1uawAed sy;uoW 8uiu!ewaa luawAed sinuow 8uiuiewaa 1uawAed sy;uoW 8u!uiewaa sywoW sypuoW siguow syguow sinuow , syluow VZOZ 7ZOZ EZOZ ZZOZ 'HOZ Department of Finance 04/09/20 Fonn#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: FIRE CONTACT:, Darren Rosario, Fire Chief PHONE: 932-2903 DATE: 10/31/2019 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Replacement Brush Trucks PRIORITY #: 1 Position#: N/A Grade/BU.: / - Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: El New CostItem 0 Increase to CurrentCost Item(explain) Amount Requested: $ 700,000 DIVISION: EMERGENCY OPERATIONS DIVISION ACCOUNT #: 010.221.5221.01.111- Lease JUSTIFICATION: El Legal Mandate ® Safety❑ Reduce Costs® Increase Efficiency ❑ Other: Explain Below: The Requested funds are necessary to continue, with the necessary replacement of front line apparatus that have mechanically reached its life expectancy. Annual apparatus replacement has been deferred, as a line item, for many years due to the current fiscal constraints felt around the Country. The Hawaii Fire Department's apparatus replacement Lease program has proven to be an effective way to bring the critical apparatus to the community without large impacts to the overall budget. We are in need to replace the brush trucks assigned to Honokaa and Keaau. These apparatus have reached a point where repairs and maintenance are not cost effective and having a diminishing reliablity. The Honokaa apparatus is the primary response apparatus for the Hamakua area from Paauilo to Waimea areas accessible via weight restricted apparatus, inclusive of Waipio Valley.The targeted replacement apparatus for this request would be at the Honokaa Fire Station. The current Brush Truck is a 2000 Ford F350. The Keaau apparatus is the primary response apparatus for the Keaau and upper Puna areas accesible only with smaller sized appratus and 4x4 drive to traverse the many unimproved roadways in disrepair. Currently, both Brush Trucks are having mechanical issues that have resulted in the apparatus being out of service for extended periods of time and cost. The actual amount could be reduced by entering into a Lease-Purchase program with a expected delivery date for the apparatus in January 2022. This will require no funding for this fiscal year. The $700,000 request amount is for a payment in full amount. However, the department respectfully request that the lease purchase option be used as it has shown to be a very cost efficient mechanism in times of fiscal uncertainty. O APPROVED: $ 0 DENIED o DEFERRED: NOTES: DATE: Department of Finance 04/09/20 Form#:F-11 OL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Fire CONTACT: D. Rosario, Fire Chief PHONE: 932-2903 DATE: 10/09/2017 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: Equipment PRIORITY #: 3 Position#: Grade/BU: / Annual Salary: $ For Positions+ Home Dept: Effective Date: BUDGET: El New Cost Item Increase to Current Cost Item(explain) Amount Requested: $ 50,000.00 DIVISION: SUPPORT SERVICES ACCOUNT #: , 010.221.5221.10.457 - JUSTIFICATION: ❑ Legal Mandate ® Safety El Reduce Costs El Increase Efficiency Ei Other: Explain Below: The annual current budget of$8,000 for equipment in line item 010.221.5221.10.457 is not enough to maintain our levels of equipment in a non-decaying state. Our current budget is usually earmarked for expenditure within the first week of each fical year. At current budget amounts we are unable to replace our more expensive equipment such as powered vehicle extrication tools which cost over $24,000 a set. It is not even enough to maintain basic equipment around the fire station such as compressors to keep our fire truck tires filled with air, or replacement lawn mowers to keep our grass cut. We are requesting $50,000 in addition to the current $8,000 to increase this line item to simply maintain current levels of service. The requested budget is based on the number of current pieces of equipment deployed within all fire stations and vehicles divided by the avearage depreciated life of each piece of equipement. Without this addition we will incur more costs in maintaining our equipment and vehicles and open ourself to liability should a critical failure happen during a emergency call. A detailed list of all equipment and a depreciation analysis can be provided upon request. , O APPROVED: $ 0 DENIED o DEFERRED: NOTES: DATE: Department of Finance 04/09/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: FIRE CONTACT: Darren Rosario, Fire Chief PHONE: 932-2903 DATE: 10/31/2019 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Fire Captain Positions PRIORITY #: 2 Position#: TBD Grade/BU: SR 25L2 /11 Annual Salary: $ See attached For Positions 4 Home Dept: Varies Effective Date: 8/1/20 BUDGET: ❑ New Cost Item El Increase to Current Cost Item(explain) Amount Requested: $ Attached DIVISION: EMERGENCY OPERATIONS ACCOUNT #: See Attached JUSTIFICATION: El Legal Mandate ® Safety❑ Reduce Costs El Increase Efficiency 0 Other: Explain Below: This request is to create and fund 12 Fire Captain positions. The request is for 3 positions each at the Walkoloa Fire Station, Laupahoehoe. Fire Station, Paradise Park Fire Station, and the HOVE Fire Station. This provides coverage for the three workshifts assigned to each station. These positions are greatly needed to provide for safe, adequate staffing of our Fire Department. These four stations are currently manned with a FEO and a FF for the Fire Apparatus, two (2) total. The National Fire Protection Association Standard 1710, Chapter 5 states "Fire companies whose primary functions are to pump and deliver water and perform basic fire fighting at fires, including search and rescue, shall be known as engine companies. These companies shall be staffed with a minimum of four on-duty personnel." It further states that a minimum of one person shall be designated to the task of incident command. In order to meet NFPA 1710 standards, each of these four companies will require a Fire Captain and a additional Firefighter. Proper staffing of Fire companies reduces the liability to the County. The current fiscal condition of the county may not provide for the creation and funding of 12 Fire Captain and 12 Firefighter positions to meet the standard all at once. The Hawaii Fire Fighters Association has contacted the HFD about its concern for the lack of a officer at these stations. The Hawaii Fire Department has persevered during these times of finacial shortfalls with creative savings and alternative funding. However, it will be very difficult to provide for adequate, safe, coverage of our communities without providing proper staffing of our Fire companies. This request is to take the first step in meeting our safe staffing requirements. The Fire Captain position is necessary to provide for adequate supervision and direction during both emergency and non-emergency operations. The staffing of a Fire Captain will eliminate the need to provide Supervisory Premium to the FEO Position at each of these Fire companies. HFD is open to reducing amount of positions requested. The total request is to provide for 10 months of salary for the 12 Fire Captain positions. This will allow for 1 month of promotional assessment exercises and promotional processing to commence. O APPROVED: $ 0 DENIED o DEFERRED: NOTES: DATE: C- Hawaii Fire Department—Supplemental Budget Request Attachment to: F-110L-Supplemental Budget Requests Fire Captain positions Positions (Count) Station Account Number Amount Requested Requested Fire Captain (3) Wakoloa Fire Station 010.221.5221.01.011 $309,600 Fire Captain (3) Laupahoehoe Fire Station 010.221.5221.01.011 $309,600 Fire Captain (3)' Paradise Park Fire Station 010.221.5221.01.011 $309,600 Fire Captain (3) HOVE Fire Station 010.221.5221.01.011 $309,600 Priority in order would be; 1. Wakoloa due to current existing target hazards and current personnel assigned and apparatus assigned(Fire, EMS, Tanker Apparatus,Brush truck) 2. HOVE due to current personnel assigned and apparatus assigned(Fire, EMS, Brush truck) 3. Paradise Park due to call volume in expanding residential area 4. Laupahoehoe Department of Finance 04/09/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: FIRE CONTACT: Darren Rosario, Fire Chief PHONE: 932-2903 DATE: 10/31/2019 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Secretary PRIORITY #: 1 Position#: N/A Grade/BU.: SR20C /63 Annual Salary: $48,348.00 For Positions 4 Home Dept: 4100 Effective Date: BUDGET: Amount Requested: $ 48,348.00 El New Cost Item ❑ Increase to Current Cost Item(explain) DIVISION: FIRE ADMINISTRATION ACCOUNT #: 010.221.5221.01.011 JUSTIFICATION: 0 Legal Mandate 0 Safety 0 Reduce Costs El Increase Efficiency 0 Other: Explain Below: The work load of the department's lone secretary has increased over the past decade coinciding with the growth of the department. The department lags significantly behind in office support staff in comparison to the two similar sized departments. The Deputy Fire Chief along with the Assistant Fire Chiefs administratively are tasked with duties normally handled by a secretarial position once the workload of the Fire Chiefs personal secretary is beyond maximum. These secretarial task are put on the side until time is available. These include the voluminous amounts of correspondence received, scheduling, telephone inquiries, and other support functions such as but not limited to budget preparation, coordinating Chief Officer's schedule and appointments, transcription, logistical support, preparation of documents for Chief Officer presentations/meetings, etc. o APPROVED: $ O DENIED o DEFERRED: NOTES: DATE: Department of Finance 04/09/20 Form#:F-11 OL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: FIRE CONTACT: Darren Rosario, Fire Chief PHONE: 932-2903 DATE: 10/31/2019 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Overtime Funding PRIORITY #: 1 Position#: N/A Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: El New Costltem El Increase to Current Cost Item(explain) Amount Requested: $ 3,900,000 DIVISION: FIRE PROTECTION ACCOUNT #: 010.221.5221.01.021 JUSTIFICATION: ❑ Legal Mandate ® Safety❑ Reduce Costs® Increase Efficiency'0 Other: Explain Below: The department is currently not funded at an appropriate amount to cover overtime cost associated with contract requirements, emergency incident mitigation, and mandatory or necessary training. Historically, the amount funded for overtime has not been adjusted to account for collective bargaining increases. Recent budgets have cut the overtime amount significantly. The current FY 19/20 overtime budget was transferred to the Department of Finance. However, the amount allocated to the Fire Department resulted in only approximately $1,000 per position of available 'Manageable" overtime. This accounts for ovettine that would be used for emergency incident mitigation, personnel shortages, and training. All other overtime funding is directly used for contractual required overtime and State EMS overtime. o APPROVED: $ O DENIED o DEFERRED: NOTES: DATE: Department of Finance 04/09/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: FIRE CONTACT: Darren Rosario, Fire Chief PHONE: 932-2903 DATE: 10/31/2019 FISCAL PERIOD , From: July 1, 2020 To: June 30, 2021 • ITEM: Overtime Funding PRIORITY #: 1 Position#: N/A , Grade/BU: / Annual Salary: $ For Positions 3 Home Dept: Effective Date: BUDGET: El New Cost Item'® Increase to Current Cost Item(explain) Amount Requested: $ 450,000.00 DIVISION: FIRE PROTECTION ACCOUNT #: 010.221.5221.01.021 JUSTIFICATION: ❑ Legal Mandate ® Safety ❑ Reduce Costs® Increase Efficiency 0 Other: Explain Below: The department is currently not funded at an appropriate' amount to cover overtime cost associated with contract requirements, emergency incident mitigation, and mandatory or necessary training. Historically, the amount funded for overtime has not been adjusted to account for collective bargaining increases. Recent budgets have cut the overtime amount significantly. The current FY 19/20 overtime budget was transferred to the Department of Finance. However, the amount allocated to the Fire Department resulted in only approximately $1,000 per position of available 'Manageable" overtime. This accounts for overtime that would be used for emergency incident mitigation, personnel shortages,' and training. All other overtime funding is directly used for contractual required overtime and State EMS overtime. O APPROVED: $ 0 DENIED o DEFERRED: NOTES: DATE: Office of Housing and Community Development 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE (OII( I) RI' SPONSE) OFFICE OF HOUSING & COMMUNITY DEVELOPMENT 1. Can OHCD work with R&D to develop a mutually reinforcing plan around community and workforce development? Specifically, a plan that leverages existing agency and department programs and employs a suite of strategies to deliver community and workforce development approaches to meet current and future industry needs, promote robust economic growth, ensure residents have safe, affordable and attainable housing, and enrich quality of life. W IUA's 4-year Local Area Plan tOcuses on a skilled workthrce dictated by the existing and future industry needs and incorporates multiple departments and agencies outside the Count\ of who have funding streams for their o\\ll programs. W1OA s focus is workforce de elopmellt through training and education in order to obtain unsubsidiied elnplov inent. Many of our partner agencies assist vv ith the support services for community members vynh harriers to employment including hut not limited to housing and mental helm ioral health support. 2. What's being done to pursue federal grant funds or more improvement districts to install critical infrastructure systems needed for housing development? 1 he lleyihility to use Federal dollars to pa} for local infrastructure projects is a key dynamic in which State and local goy crnnlents can hope to receive Federal funds. With expedited permitting and planning process vve can kwercome the strict rules that the Federal dollars bring with them to spend dovv n in a timely manner. Sonic of the federal funding vv ill require a match so it is important for the Counts to support the projects \\ith Count.) dollars. Of ICD expresses the Count\'s needs to our elected ('ongressional leaders urging the continued funding for our federal programs and for additional subsidies for various housing. public services. intiastructure and government mandated projects. Serving the Interests of the People of Our Island Hawai`i County Is an Equal Opportunity Provider And Employer 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 1011('1) kFS1'O\tiFS) ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? If not, please explain in detail as to why increase needed. rhe Office of II using and Community De' elopment (OH('D) budget has increased. however our federal program revenue has also increased. OHC'D's County suhsid.v request for the proposed operating budget 2020-2021 is status quo except tier the increase in the pmvision compensation line item. 1 his line item is an anticipated increase in Salaries & Wages due to the bargaining unit contract increases. which is beyond our control. If the department did not have the increase in Salaries and Wages. then yes. we would be able to manage on last year's budget. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, and relative to this current pandemic. 1 he tocus and goals of the department remain the same. Our tutus and goal is to primaril\ help the community by providing rental assistance and community block grants, provide assistance through the WIOA American Job Center far those that ha)e been laid off. displaced or lost their jobs. Our goals are also to continue to increase affordable housing units. In terms of this pandemic. OH('I) is hoping to reccire additional federal funding to help those affected by this pandemic. This ccould include hopefully receiving more Section S funding to help families with their rent due to losing their jobs. receix ing ('DBG-CV fiends specitieall\ to help those affected \c ith the pandemic. and receic ing.additional \\'IOA Rapid Response monies to help \\ ith the reduction in workfarce. 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? As indicated above. the increase in oir ,aunt\ subsidy is due to Bargaining I.;mt increases tin S&W. the entire budget increased by S2I2.I)00 howc‘cr «e anticipate an increase in federal funding ti,r S:52.t0Ot►. 1 his budget increase amount is pre-('OVID -19. As tier as COVID-I() is concerned. in the went our department receives additional federal funding to assist in the pandemic. I I I.I) vv ould normally protide additional administrative funding to support the additional program funding !in normal circumstances). There are circumstances in which the count\ \\ould he required to provide some additional count\ subsidy to help ramp up and run these programs. I he amount is unknown until the federal government pro\ ides us cv ith exact numbers and rules and regulations for what the 2020 DEPARTMENTAL BUDGET& PROGRAM REVIEW QUESTIONAIRE (OII("t) RESPONSES) s. As aright now, the ('DING-(A grant awarded will be S1.543,033 for Haw ai'i County. Of this S2511.000 is anticipated to he allocated tow arils Admin fees. 4. Does your department/agency have a Continuity of Operations Plan (COOP)? 1 he 0110[) has essential operations and functions that must be performed or resumed in a disaster or national emergency. Emergency e\ents can quickly interrupt the ability to perform these essential operations. While the impact of these emergencies cannot he predicted. planning for operations under such conditions can mitigate the impact of the emergency to the people. facilities. services and mission. I he County along with other departments has prepared a COOP Plan to ensure that essential operations can be performed during and atter an emergence that may disrupt normal operations. This plan \\as de\eloped to ensure the execution of mission essential functions and to direct the relocation of personnel and resources to a continuity taciIity capable of supporting operations. 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? • )l ft [) is conullitted to ensuring the prevention of('OV'II)-I t) ai»une. t our staff. participants and the public. • OHC[) is requiring all participant meetings and appointments be conducted ov er the phone. by mail. fax or e-mail instead of face-to-face. • ()I{('D is not alio\\ing \valk-in appointments and requiring participants to call to set up appointments. Signs have been hung outside the office door and all chairs in the waiting area ha\c been remo\ed. • If appointments must he held in person for reasonable accommodation. OHCD rs requiring the client to he prescreened by asking tour questions and is requiring_ social distancing. 1 . How do you feel? 2. Do yon have a cough? Dov oil have a fever! 4. [la\e you tra\cled outside the state in the last 14 days? • [)l"\A has installed plex glas at each inter\iev\ station to assist with social distancing: • for the safe* of our inspectors and participants. OHCD is postponing annual I lousing Quality Standards inspections of Section S rental units until April 30'1. Inspections will only take place for neve leases and only vv hen required for the continued subsid\ toile unit, Aiter April 3tr'' \\c \v ill ree\aluate whether to extend the postponement or to resume inspections. • 011(1 ) is allow inug staff to v 1511 Johsites oitly vv hen necessary and is requiring stall to maintain social distancing 2020 DEPARTMENTAL BUDGET& PROGRAM REVIEW QUESTIONAIRE (011('1) RESPONSES) • Rent pad meets tor Kulainuuno t'lticrly I lousing vv ill not he accepted at the ( )I 1( t) office. Rather. patinrents will he mailed in vvide a self-addressed envelope 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? The biggest obstacle diced was the confidentiality of Section 8 client tiles and records (both electronic and hard tiles). which did not allow ti)r case managers to s.'ork remotely. In addition. the inability for the Accounting staff to process payments without access to the accounting software remote'v. 7. Please provide the Council with a copy of your supplementals. `-;cc attaelle�l 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. Heeause of our federal tundin�g and reportin„t requirements puhlic-private partnership, \\ill he difficult. 9. Are there any public misconceptions about your department/agency that you'd like to address? 01-1('1) stall is L\E:\lP I and not ci it ser\icc employees (due to being 9Ifederall\ funded. If the federal funding is cut. the stall in turn gets downsized). Along the same lines. \\hen our federal funding and programs ramp up. it is imperative eve in turn increase staffing le\els as needed to meet the needs of our increased federal programs•funding. Often Of ICD is held to the same standard as other departments (that are mostl\ _enerall\ funded) in teens of lirin`g (such a a hiring frecie or the threat of taking aw a) a \aeant position). I I \�e do not ha\c the staffing we need to run our programs. we risk jeopardising future federal funding. OH( D should not he held to the same eatei/ory as civ it sery ice employee-, because additional federal funding and programs should allow fir an increase to stalling levels as needed. Moreotcr. often additional administrun c federal funding is prov ided in order to run the program(s) and to pa_\ tOr additional staffing. In sonic e,t'es. the countv ould he required to pro\ide some count y suhstdv to suit a portion of our pro_ranu,. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE (()H( I) RFSPO\SI Training is also 'cry critical when it conies to running tederal pro ti iins. It is imperative that stallhe allowed to attend federal trainings in order to be properly trained and rccci\e the tools \\e need to meet all the strict federal rules. regulations & requirements. Our tra\el budget should not he scrutiniied and drastically cut v hen the bud_tet is tight. Failure to attend critical trainii1 s is detrimental to the success of our programs. 10. What do you wish the community understood about your work? Our programs are limited to the funding we receive by the federal government. Moreover, we adhere to all federal rules and regulations in order to ensure future funding. Frequently we are limited to help people based on the criteria that HUD or IiSDOI. stipulates. OHCD would like to clarity that our strict rules and guidelines is passed on from HUD or USDO1 OHCD has little or no discretion when it comes to program rules and regulations. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. \ \ I his did not appl to us as I luusiiw has a separate Fund. a. What lessons have you learned about the overtime use? OH( 1) does not normally incur overtime. OH( 1) k\0111(1 only incur overtime hell called to assist during natural C D13( ; dOCy lilCur oAertlinc. hove ev er this is all paid for y I,► federal kinds. su not all o\crtinic is cliar cd I, confit\ Rinds. 1 his I` a C0111111( r1 misconeeption that the count\ incurs It., o\ertime evense. I his is not accurate tot ( )11(1) b. What was the common factors of the requested of overtime? \. Disaster related acti\ii\. B. Required Federal (;rant related \\ork int)! clulrued to county hut charged to the federal program such as ( I)I3(.if c. What areas of your department could be realigned to become more efficient to reduce the overtime use? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE (OHCD RESPONSES) d. What are the priorities/goals of your agency's budget? OH( D's Ill ll'Iitic goals N to ton ow ttticr.il 11IttLliliI1 Iu the hetet lit tut ;1111111v \V tin our I1 dt.lClL2d itlltll\,tnee ;Illtt ,ItIikrV ft.quirelilei?t, Ilial re_ul.t1It�n� \a�lltittnally. abate I10I",, 01 all tederal gr.tnH .Marded to the count\ so VA C can continue to rCCCIA e our allllual '�i iiti a11tlCaltoli. therehv contiilunlg to do clop otu \ sable cominunik e. What is the process/rationale/benchmarks used to address these priorities/goals? Each of our federal programs ha\e benchmarks as stipulated by the federal grantor(IlLD or I.SDOI.1. We align and mirror our goals with }It.[is or 1�SI) )L's goals to ensure vv e succeed at running our programs. f. What are your measurable outcomes? Our measurable outcomes differ for each program we administer: however the ultimate outcome would be to expend all our federal dollars in accordance to the program rules. For Section TD•s benchmark is to utiliie QS of the available unit month's lease. For UI)B(i. there is a timeliness spenddovan. and ensuring spend down in accordance to the projects as stipulated in the Consolidated Plan and its Annual Action Plan. For W1OA. the measurable outcomes would he to provide assistance to 5.0t)0 people who will utilize the :AJC resources and services. g. How do you know you are succeeding? OF-l( D closer monitors our progress to ensure we are meeting our goals. II vve utiliie all or most of the federal funding. we hay accomplished our goal. I here are times, due to mitigating circumstances that we are unable to achiewc our goal. however vv c put forth all of our efforts to ensure no federal dollars get returned. as it is in our best interest. and the interest of the community, to expend all federal dollars in our community. h. Is there a plan to un-fund the program if there is no measurable outcome? N A. All federal funded programs are critical and neccssary tier our community. i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? \ \ 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE (011(1) RF SPO`, 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your departments priorities? 13. If your department receives grants (federal/state) what are the status of those grants? OFIC'D does not anticipate funding to he cut. if anything we are hopeti.tl to receive additional funds to help during this pandemic. a. Is the funding restricted? Explain in detail with dates/renewal dates/use. ' 'es. our tundint is restricted. The different federal funding streams are to be used for its sole intent purposes (i.c. Section for suhsidited rent. C'[)f3Ci for (`ommunitDevelopment projects. AA IOA to help with labor and the workforce). All the funding is renewed on an annual basis except fin- HOME Investment Partnership Program and National I lousing 1 rust Fund grants which arc awarded e‘ c: s. b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? Ye,. 1cderai tundtng comes \\ di cIv ,trtet repotting reyuirenients. t)Il( I) hll ��s �tll reportin,! clement. ;is mandated hv. the i,:dcra ! ern uent. Department of Finance 04/13/20 Fo nn#:F-1 IOL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Office of Housing& Community Development CONTACT: D. Hosaka/C. Nguyen PHONE: 961-8379 DATE: 04/09/2020 FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 ITEM: Housing Specialist I PRIORITY#: 2 For Positions Position#: NEW Grade/BU: SR16/BU 03 Annual Salary: $41,856 Home Dept: 2800 Effective Date: 07/01/2020 BUDGET: ® New Cost Item ❑ Increase to Current Cost Item Amount Requested: (explain) $ 70,204.46 DIVISION: NEW DIVISION-AMERICAN JOB ACCOUNT#: various: CENTER 152.461.5466.01.011 152.461.5902.15.341 152.461.5902.17.341 152.461.5902.20.341 JUSTIFICATION: ® Legal Mandate ❑ Safety❑Reduce Costs ❑Increase Efficiency❑ Other: _ Explain Below: The Office of Housing & Community Development (OHCD) is in need of a Housing Specialist to run the Workforce Innovation Opportunity Act (WIOA) American Job Center (AJC). The AJC provides access and opportunites to job seekers, including individuals with barriers to employment, such as individuals with disabilities, individuals who are English language learners, and individuals who have low levels of literacy, to prepare for, obtain, retain and advance in high-quality jobs and high demand careers. Career services and training is provided through the American Job Center. The Department of Labor and Industrial Relations (DLIR-which is the state) receives funding through U.S Department of Labor(USDOL-which is federal). In January of 2017, the U.S Department of Labor issued out a requirement to implement a one-stop delivery system, also known as the AJC. • The AJC is a legal mandate and not optional. US DOL has very strict rules and guidance in terms of implementing and running the American Job Center. Although OHCD was successful in launching the AJC, OHCD is not in compliance as we are violating the firewall requirements. OHCD has been managing the AJC with current WIOA staff and recently, after attending a training put on by USDOL, we were advised we were in violation of program rules. Hiring a Housing Specialist for the American Job Center alleviates the firewall issue. Future federal funding for this program could be in • jeopardy if we do not act quickly to become compliant. O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Office of Housing& Community Development CONTACT: Duane Hosaka/Christine PHONE: 961-8379 DATE: 04/02/2020 Nguyen FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 ITEM: Contracts Clerk PRIORITY#: 1 Position#.• NEW Grade/BU: SR15/BU 03 Annual Salary: $39,720 For Positions 4 Home Dept: 2800 Effective Date: 07/01/2020 BUDGET: ®New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 69,134.42 DIVISION: ADMINISTRATIVE SERVICES DIVISION ACCOUNT#: various: 152.461.5466.01.011 152.461.5902.15.341 152.461.5902.17.341 152.461.5902.20.341 152.461.5466.04.454 152.461.5466.06.450 JUSTIFICATION: ❑Legal Mandate ❑ Safety❑ Reduce Costs ® Increase Efficiency❑ Other: Explain Below: The Office of Housing & Community Development (OHCD) is inneed of a Contracts Clerk to process, maintain and manage contracts, MOU's, MOA's and other related duties within OHCD. The Office of Housing consists of 3 major Divisions. Within those divisions OHCD runs 12 different programs, manages 3 Housing projects, and leases out 19 projects and facilities. Additionally OHCD partners with various non profits and for profit businesses to collaborate in building affordable housing on the Big Island. Having one designated person to manage and maintain the Contracts/MOU's and MOA's is imperative and critical to the success of the department and its goals. OHCD is often requesting to extend contracts due to lack of personnel to manage the contracts. Moreover, additional oversight is needed to manage the contracts and the vendors to ensure compliance. OHCD is NOT requesting sten additional county subsidy for this position. The expenditures res for this position will charged back to federally funded programs and projects. O APPROVED: $ 0 DENIED o DEFERRED: NOTES: DATE: Department of Human Resources 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE DEPARTMENT OF HUMAN RESOURCES 1. In the FY19-20 budget, money was allocated for 1) a whistleblower hotline and 2) seed money to contract out investigations to understand what is needed in a potential permanent auditor/investigator position to support the whistleblower program. What is the status of implementing the hotline? Response: Discussions between the Administration and the County Council (Legislative Auditor Office) have been ongoing regarding this matter. As you are aware $25,000 was allocated during the FY 2019-2020 budget for acquisition of the whistleblower software and vendor, also a '/2 time position was created in the Legislative Auditors Office to assist with this program. Discussions with Bonnie Mims have been ongoing regarding creation of the new V2 time position and drafting a Request for Proposals ("RFP")to find a proper vendor to implement and monitor the "Whistleblower Program" The Investigator position would primarily be responsible for independently investigating complaints that came in from the vendor. 2. What issues surfaced or obstacles were encountered to prevent any meaningful action to be taken to stand up this program? Response: The primary obstacle has been ongoing consideration/discussion regarding our ability to fiscally implement this program. The creation of a new position along with the allocation of$25,000 annually is a significant expenditure, especially going forward with the anticipated adverse economic effects of the COVID 19 pandemic. Serving the Interests of the People of Our Island Hawaii County Is an Equal Opportunity Provider And Employer Department of Finance 04/13/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Human Resources CONTACT: Dee Ann Sadayasu PHONE: 961-8361 DATE: 10/31/19 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Training/Workshops PRIORITY#: I Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ❑New Cost Item ®Increase to Current Cost Item(explain) Amount Requested: $ 20,000 DIVISION: ACCOUNT#: 010.151.5151.02.104 JUSTIFICATION: ❑ Legal Mandate ❑ Safety ❑ Reduce Costs ® Increase Efficiency❑ Other: • Explain Below: We would like to request an additional $20,000 for training/workshops. The majority of our staff have not attended any training outside of those offered by the County. As the central human resources agency for the County of Hawai'i, we provide guidance and assistance to departments. Our subject area is constantly changing and evolving. Failure to provide up to date training could result in an adverse impact'on the County if the most up to date information is not being considered. In addition, we need to be able to develop our staff and improve their skills to do their job more effectively. O APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? If not,please explain in detail as to why increase needed. Response: Human Resources ("HR") would be able to manage with last year's total budget amount of$2,229,159 for HR and $58,500 for the Cooperative Vocational. Education Program (CVE). On the Workers Compensation side, we are currently requesting an increase of $600,000 for the General Fund Workers' Compensation account. An increase is needed due to the rising cost in medical care and to reduce future liability to the County. In order to reduce future liability to the County, claims need to be settled. In order to settle a claim, the County needs to send claimants for independent evaluations and impairment ratings. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. Response: Please see group response from the Department of Finance. 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? Response: In FY 19-20, Council approved six (6) months of funding for a new Clerk III position. This position would have been able to provide clerical assistance to our Recruitment and Examination Division stemming from a change in the newly implemented countywide application vetting and ranking process which is now conducted entirely inhouse here at Central HR. With the loss of that position, recruitment applications will just require additional time to be processed. The increase in S&W is due to providing 12 months of funding for this position. 4. Does your department/agency have a Continuity of Operations Plan (COOP)? Response: YES. 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? Response: 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Please see group response from the Department of Finance. 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? Response: Please see group response from the Department of Finance. 7. Please provide the Council with a copy of your supplementals. Response: A supplemental request was submitted for additional funding that would provide much needed Training and Workshop opportunities for our staff. A copy of the request is attached. 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. Response: Due to the truly unique and private nature of all the work we perform here at HR, it would not be practicable or feasible to leverage private partnerships to do this work. 9. Are there any public misconceptions about your department/agency that you'd like to address? Response: Please see group response from the Department of Finance. 10. What do you wish the community understood about your work? Response: Please see group response from the Department of Finance. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? b. What was the common factors of the requested of overtime? Response: 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE A supplemental request was submitted for additional funding for Training/Workshops. A copy of the request is attached. c. What areas of your department could be realigned to become more efficient to reduce the overtime use? d. What are the priorities/goals of your agency's budget? e. What is the process/rationale/benchmarks used to address these priorities/goals? f. What are your measurable outcomes? g. How do you know you are succeeding? h. Is there a plan to un-fund the program if there is no measurable outcome? i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? Response: Please see group response from the Department of Finance. 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your departments priorities? Response: The only way to reduce the duplication of Human Resource ("HR") responsibilities would be by realigning the countywide HR functions to truly make Central HR the centralized resource for all HR functions and services.That would help reduce the number of Departmental HR positions currently held by each department. 13. If your department receives grants (federal/state) what are the status of those grants? a. Is the funding restricted? Explain in detail with dates/renewal dates/use. b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? Response: Please see group response from the Department of Finance. Department of Information Technology 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE DEPARTMENT OF INFORMATION TECHNOLOGY • 1. In the FY 19-20 budget, money was allocated for a strategic plan for the department to determine County-wide upgrades to IT infrastructure systems, work stations, programs, software and projected timeline/budget to implement. What is the status of this plan? What obstacles stand in the way of completion? 2. COVID-19 has changed the way the County must conduct its business. A key component of this transition is taking services online. Is there a list of priorities for what is being taken online and when, such as vehicle registration and renewal and permitting via EnerGov? ANSWERS: 1. DIT has partnered with ETS (Enterprise Technology Services) and Homeland Security at the State of Hawaii, to establish a contract to dovetail with the State's IT Strategic plan which is currently in progress. Due to the intersecting and overlapping technologies and infrastructure with the State, it will be most comprehensive and beneficial to dovetail with existing State plans and utilize the same framework and methodology to effectively develop an IT Strategy for the County of Hawai`i. The State has indicated that procurement for the County of Hawai`i will be complete within a month, with award shortly thereafter. , Due to COVID-19, the formerly planned face-to-face multi-agency workshops will likely be held virtually to define and create a path forward to addressing the County of Hawai`i's greatest IT challenges. The workshops will focus on key areas including: a. Manage & Improve Core IT Processes b. Faster& More Effectively Complete our Technology Projects c. Train & Develop our IT leadership Team d. Build a Data-Driven IT Strategy e. Develop a Step by Step Program to Systematically Improve IT Performance The consultant will provide the framework and methodology, while County staff(from the end user level to department heads) will provide the content and direction of the roadmap. Serving the Interests of the People of Our Island Hawai`i County Is an Equal Opportunity Provider And Employer The IT Strategic Plan/Roadmap will be a dynamic working plan that provides benchmarking and gap analysis to show areas of deficiency and improvement over time. 2. Vehicle Registration and Renewal has been offered online for several years: https://myr.ehawaii.gov/renewals/lookup.html?county=hawaii The Online Road Test Scheduler should also be online by the end of the year. EnerGov implementation is on pause as we navigate COVID-19. To accommodate a new remote work force, DIT is encouraging end users to leverage cloud productivity tools such as MS Teams, OneNote, OneDrive, and 0365. These tools are cloud-based and empower teleworkers by providing them with collaborative and communication tools to effectively work remotely. The County has also implemented a virtual appointment system for multi-agencies County-wide to assist the public virtually: https://www.hawaiicounty.gov/appointments For higher levels of collaboration and more intense engagement, DIT is offering a 3rd party video-conferencing platform to provide virtual meeting rooms for up to 200 participants. Enabling and furnishing a remote workforce with the tools necessary to collaborate has been a high priority in addition to supporting the technology needs of Emergency Management. In addition to supporting emergency management and a rapidly expanding remote work force, DIT is excited to be participating in several online initiatives of the Mayor's office: a. Enterprise e-signature and routing capability County-wide Currently we're implementing an enterprise application to provide secure digital signatures and routing of documents. We will start with intra-departmental forms and adapt additional workflows with the new e-signature and routing capabilities. b. 3-1-1 Service Tracking DIT is developing a service request management application on our current web platform. This application will allow users to report and receive status updates on service requests. Administrators will be able to assign submitted requests to specific staff, set rules for resolution timeframe and create reports to track staff response times and performance. The County's online web presence continues to develop. Although current timelines are affected by COVID-19, our goal is to go live with additional departmental subsites by this fall. The following departments have already developed their online presence and identity: a. Department of Research& Development: https://www.rd.hawaiicounty.gov/ b. Kilauea Eruption Recovery: https://recovery.hawaiicounty.gov/home-recovery c. Hawaii Fire Department: https://www.hawaiicounty.gov/departments/fire As a product of the IT Strategic plan, and the virtual workshops with multi-agencies County-wide, our goal is to identify and define departmental business process in order to support more efficient workflows both behind the scenes as well as public facing services. The IT Strategic Plan and Roadmap will provide benchmarking and gap analysis in a visual interface to help DIT transition from reactive to proactive support for the business processes, end users, and decision makers of the County. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? If not,please explain in detail as to why increase needed. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? 4. Does your department/agency have a Continuity of Operations Plan (COOP)? 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? 7. Please provide the Council with a copy of your supplementals. 8. Please identify' ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. 9. Are there any public misconceptions about your department/agency that you'd like to address? 10. What do you wish the community understood about your work? 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? b. What was the common factors of the requested of overtime? c. What areas of your department could be realigned to become more efficient to reduce the overtime use? d. What are the priorities/goals of your agency's budget? e. What is the process/rationale/benchmarks used to address these priorities/goals? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE ALL DEPARTMENTS (Cont'd): f. What are your measurable outcomes? g. How do you know you are succeeding? h. Is there a plan to un-fund the program if there is no measurable outcome? i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your departments priorities? 13. If your department receives grants (federal/state) what are the status of those grants? a. Is the funding restricted? Explain in detail with dates/renewal dates/use. b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? ANSWERS: 2. For COVID-19, DIT's focus has been on furnishing and supporting a remote workforce as effectively as possibly with online productivity and collaborative applications, setting remote security policies, and deploying available mobile devices. 5. DIT's essential functions are consistent during this time. We continue to support both the end users on premise as well as remote workers. Our staff continues to support critical infrastructure including: Network Communications and Infrastructure, VoIP Telephone System, Applications, Desktop Support, and GIS Services. Specific support for Emergency Operations and COVID-19 response has increased by • providing remote access, enabling remote applications, providing training on demand to remote workers, and acting as liaison between the County and telecommunications providers. 6. DIT is well positioned to adapt to the COVID-19 pandemic. Most of our staff had existing capabilities for working remotely due to the nature of our functions and performing updates and configurations during non-business hours. DIT staff continue to work on premise as necessary as well as remotely when practical. 9. DIT is not public facing, so our function is to support all departments County-wide who utilize our services. Currently, we are unaware of any public misconceptions. Please let us know if you hear of anything we can do better. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 10. Primarily, our Department supports public safety communications. This includes Fire, Police, and Civil Defense. Additionally, we strive to support the IT needs of all other departments as well. Our current staffing levels and training are stretched to capacity. While we are in full support of adding public services to our scope of work, we must carefully balance our ability to provide ongoing support. 11. c. OT is used sparingly only to address critical network issues as well as to support priorities such as cyber security, emergency management, Kilauea Eruption Recovery, and EnerGov. d. Due to the increased workload as well as several vacancies (we are currently several positions), we are issuingOT to fill the gapto working with HR to fill p ), meet our deliverables and maintain essential services. e. Completing the recruitment process for current vacancies in addition to having an adequate training budget to provide our staff with the knowledge, skills, and ability to proactively address network and applications issues and support evolving workflows County-wide would help to alleviate our need to issue OT. f. 1. To manage, expand and enhance countywide computer networks to enable computer system interconnectivity and information sharing among all departments and agencies. 2. To keep critical information systems available (VoIP phones, e-mail, Emergency Operations Centers, Video Conferencing and Network availability) during times of disaster. 3. To coordinate and assist County department and agency efforts to implement computer systems and applications consistent with the County's overall priorities and available resources. 4. To plan, coordinate, and assist with the development of a countywide • Geographic Information System. 5. To improve individual employee capabilities and productivity through training. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 6. To provide opportunities for the citizens to access County government records and to do business with the County online. 7. To continue to develop and improve common Information Technology policies, standards, and procedures to guide County departments and agencies. g. We believe that striving towards these goals will help us to achieve our overall mission which is " To empower the County of Hawai`i with modern technologies to serve our citizens efficiently and effectively with aloha." h. From "Program Measures" in the IT Program Budget FY 2018-19 FY 2019-20 FY 2020-21 Actual Budget Estimate Computer Systems Servers(Physical): Retired/New/Total 5/4/46 7/8/47 3/5/48 Servers(Virtual): Retired/New/Total * 6/10/56 3/1/54 2/2/54 New network nodes added/Total nodes 4/88 3/91 1/92 New/replacement PC's setup 117 230 550 Total workstations supported 1295 1,300 1300 GIS Licensed Users Desktop Maintenance S2S2S2 - 56 - Desktop Non-Maintenance a 308 228 310 Web Maintenance S2S2S2 _ - 105 - Web Non-Maintenance MO - 66 - Device Software Maintenance )QS) - 3 - Device Software Non-Maintenance 3 35 3 Portal Named Users Si - - 500 ArcGIS Online Named Users 0 - - 500 GIS Enterprise Deployment a GIS Portal—CMS entryway - - 7 GIS Server—Map, Imagery,Notebook, Dev Roles. - - 18 GIS DataStore—Relational,Tile, SpatioTemporal Roles - - 15 GIS SQL Server - - 7 GIS File Storage - - 5 GIS Gateway - - 4 GIS Data Layers Public Domain In-House GIS Server Services cc 24 33 50 Total In-House GIS Server Services S2S2S2 - 114 - Total In-House GIS Portal Map Items S2S2S2 - 414 - Public Domain ArcGIS Online Services 39 29 50 Total ArcGIS Online Map Items S2S2S2 - 256 - In-House/County of Hawai`i File System and SQL Server Data - 500 500 Layers estimated Data Layers hosted through Pictometry Online estimated - 20 20 1 Imagery/Percent of Island covered 100% 100% 100% 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE * 10/27/17 New program measure to indicate a network transition from physical servers to virtual servers ** Phasing out as of FY18-19 as applications transition to the cloud and 3rd party vendors a 10/23/18 New program measure of GIS Licensed Users act 10/23/18 New program measure of GIS Data Layers SZ 10/26/19 New GIS program measure for new Enterprise License model QM 10/26/19 Phasing out GIS program measure due to new Enterprise Licensing model Other Work Statistics FY 2018-19 FY 2019-20 FY 2020-21 Actual Budget Estimate Primary Computer System Uptime During Normal Work Hours 990/0 990/0 990/0 (247 days x 8.75 hrs.) Face to Face IT Training Classes and Workshops Offered 1 70 50 Face to Face IT Training Classes Attendees 6 200 200 Virtual Training Classes and Workshops Offered *** 2,800 2,800 2,800 Virtual Training Classes and Workshops Attendees *** " 324 250 250 Service Desk Calls 7,088 7,500 7,500 Average Service Desk Calls/Day 19 30 30 Average number of days a support call is Open 2.4 - 8.0 8.0 Voice Over IP Numbers Supported 960 960 960 Call Manager Servers 3 3 3 Voicemail Servers 2 2 2 *** Separation of IT specialized face-to-face courses versus general online courses(only face-to-face reported in FY2017-18 and prior) i. Under Computer Systems, we know we're succeeding if we can meet or exceed our budgeted measures. This means we have managed our systems within budget while supporting critical applications. Meeting or exceeding our budgeted measures also ensures that we are refreshing County endpoints to replace end-of-life and unsupported equipment that could be a cyber-security risk and limit productivity County-wide. GIS Licensed Users and GIS Enterprise Deployment illustrates that the old GIS licensing model has been replaced with the new Enterprise deployment. The Enterprise licensing provides us with the flexibility to support multiple server configurations while providing the capacity to support a growing GIS work force. GIS Data layers is also going through a transition with Enterprise workflows and coordinated services with local, State, and Federal counterparts. Other Work Statistics demonstrate our ability to keep vital services running during normal work hours. The number of training classes and workshops offered and attended demonstrates our capacity to provide training to our end users. This has fluctuated as we've had to shift our support services to the Kilauea Eruption 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE in 2018 and Recovery in 2019. COVID-19 will also affect our ability to dedicate training resources to face-to-face classes. Stats related to service desk calls demonstrates our ability to address end user issues in a timely manner. While average number of help tickets have been increasing, our levels of staffing have not increased to match the need. Technology is now at the forefront of efficient operations. Every workflow and business process is moving to adapt new technologies to improve efficiency. This requires a new level of coordinating the technology on both the network and applications side. As technologies move to the cloud, remain on premise, or adapt a hybrid of the two, our ability to support rapidly evolving technologies is dependent on adequate staffing and training. "Other Work Statistics"provides insights into industry standards and indicates where we can shore up resources to provide more value. j. All of our programs have measurable outcomes. k. All of our programs have demonstrated gains. 13. n/a Office of the legislative Auditor RESPONSE PENDING Department of Liquor Control -J+[Y Oi h,�... HarryKim .- �' Gerald A. Takase _ .� I.i; Mayor 'pp „S'' Director +:Alm-`• ,..�:+ Roy Takemoto Managing Directorf;:N� -`s. • >t OF'N' Barbara J. Kossow Deputy Managing Director County of Hawai`i Department of Liquor Control Hilo Lagoon Centre, 101 Aupuni Street, Unit 230, Hilo, Hawai'i 96720-4261 (808)961-8218 • Fax(808)961-8684 E-Mail: cohdlc@hawaiicounty.gov • DEPARTMENT OF LIQUOR CONTROL CONTINUITY OF OPERATIONS PLAN PURPOSE The Department of Liquor Control's duty is to promote the health, safety and welfare of the general public by regulating the importation, manufacture, distribution, sale and service of alcoholic liquors in the County of Hawai`i. The Department of Liquor Control's Continuity of Operations Plan ("COOP") provides direction and guidance during all hazard emergencies and other situations that may disrupt normal operations. The ultimate goal of the COOP is to continually provide essential services to the County of Hawaii until full recovery of the Department of Liquor Control can be achieved. p q ESSENTIAL FUNCTIONS Mission Essential Functions ("MEF") of the Department of Liquor Control are: 1. To govern operations of liquor licensees which promote reasonable practices in the sale or service of liquors by Rules of the Liquor Commission and/or implementation of programs which promote compliance to liquor laws. 2. To enforce the liquor laws of the State and County of Hawaii. 3. To grant, renew or deny liquor license applications and permits in accordance to law. 4. To provide efficient administrative services. 5. To educate licensees, staff, commission, board members and the public on liquor laws and issues affecting their activities. 6. To conduct and/or support public and youth programs whether through education, enforcement, or activities which promote compliance to liquor laws and responsible drinking. 7. To help support businesses and industries involved in the sale of liquor, by streamlining and updating current licensing and enforcement practices and procedures. 8. To increase use of online database and electronic filing system (to include applications and renewals.) 9. To increase use of electronic licensee notification system. 10.To implement an online payment (fees and fines) system. Authority: Hawaii County Charter Section 7-3.4. Hawai`i County is an Equal Opportunity Provider and Employer Department of Liquor Control Continuity of Operations Plan Page -2- March 17, 2020 ORDER OF SUCCESSION In the event that the Director is incapacitated, debilitated or otherwise incapable of performing his/her authorized duties, roles and responsibilities, the following order of succession shall be followed until a permanent appointment to the position of Director is made: 1. Liquor Control Director 2. Liquor Control Administrative Officer 3. Administrative Services Assistant I 4. Licensing Officer Authority: Hawaii County Charter Section 7-3.4. DELEGATION OF AUTHORITY The authority to act as the Director of Liquor Control without exception is delegated in order of the above-cited Order of Succession upon the incapacitation, debilitation, or other incapacity of the predecessor and written statement of that incapacity submitted to the Managing Director of the County of Hawaii. Upon adoption of this COOP and written submission as described above, no further authority is required to enact the Order of Succession or Delegation of Authority. HUMAN CAPITAL The following personnel are identified by position as emergency essential employees based on the Department of Liquor Control's essential tasks and based on the assumption that an emergency event causes disruption longer than one week but less than 30 days: Liquor Control Director; Liquor Control Administrative Officer; Administrative Services Assistant I; and Licensing Officer. - The remainder of the Department of Liquor Control staff will be subject to recall as necessity and practicality demands. EMERGENCY ESSENTIAL EMPLOYEES POSITION RESPONSIBILITY Director Perfor n all essential functions. Liquor Control Administrative Officer Administrative Services Assistant I Perform all business management duties and human resource duties for active as well as those temporarily inactive. Licensing Officer Provide support for essential functions. Department of Liquor Control Continuity of Operations Plan Page -3- March 17, 2020 ALTERNATE LOCATION The alternate location would be the Emergency Operations Center ("EOC") or other designated site where the Administration would be relocated. Under present County protocol, first tier responders from each department and agency are to report to the EOC upon Level I activation of the EOC; therefore, the first alternate location is the EOC. INTEROPERABLE COMMUNICATIONS The Department of Liquor Control is equipped with tablets capable of National Access Broad Band connect to the internet.and connection to the County server via Virtual Private Network ("VPN"). At the present time, data is stored in the Laserfiche system. VITAL RECORDS Operational records data is stored in the Laserfiche system. This data system has off-site data backup, which is run daily. While heavily dependent upon fragile electronic media, the off-site backup decreases the vulnerability of electronic data storage. Records critical to continuity such as payroll, retirement, personnel, and insurance records are in hard copy and in the custody of the Administrative Services Assistant I. These records are identified in files which are within a locked file drawer. Removal of records will be coordinated between the Administrative Services Assistant I and the Liquor Control Administrative Officer. Record protection and movement of records is provided by the Administrative Services Assistant I upon evacuation and relocation. DEVOLUTION PLAN Because the Department of Liquor Control can operate remotely, there is no devolution plan. RECONSTITUTION OF OPERATIONS Upon return to the original facility or upon obtaining a replacement primary facility, the Director, Liquor Control Administrative Officer, Administrative Services Assistant I, and the Licensing Officer will be first to occupy and secure the facility. The Director and Liquor Control Administrative Officer will call back staff as needed in order of function required and seniority. While the ultimate goal is a return to normalcy, situational factors shall determine the level of staffing permitted. GERALD TAKASE Director DATE: March 17, 2020 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE DEPARTMENT OF LIQUOR CONTROL 1. What sort of temporary loosening of restrictions has been done or is in the works in response to COVID-19 and the new way businesses must operate? 2. Specifically, what's being done in these areas to provide businesses with relief, while still maintaining public health and safety - license fee renewal, enforcement of emergency proclamations, licensing and applications, charitable activities and donations, to-go and delivery, and wholesale and distributor. ANSWERS: 1. During this current pandemic the department is focused on supporting our licensees by relaxing regulations, allowing our licenses to continue to operate, and providing needed resources to staying in business. We have relaxed our rules with regard to service and sale requirements during this pandemic. We have allowed takeout beer and wine without first opening them as currently required by statute and have allowed delivery of beer and wine with meal service. We were the only County to move forward with this accommodation and we have received calls from the rest of the jurisdictions asking us to help lobby the other counties to allow such accommodations. We have allowed drive-thru retail sales of liquor to prevent minimum contact between customers and licensees. We have allowed manufacturers to reconfigure their operations to provide for the production of sanitizers rather than alcohol. We have allowed 24-hour supply deliveries to licensees. We have been flexible and supportive of credit extensions between suppliers and businesses. Allowed the transfer of stock between related licenses. 2. License fee renewal has not been considered yet. Investigators were tasked with informing licensees of the emergency proclamations and conducting a check of all operations for compliance with the stay-at-home directive—no dine-in. During that time, assistance was offered to all licensees and assuring them that we would be here to answer all of their question and accommodate their needs. Allow delivery operations to all licensees providing food service and delivery service for those retailers that have applied. Serving the Interests of the People of Our Island Hawai`i County Is an Equal Opportunity Provider And Employer 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 10. What do you wish the community understood about your work? We try to balance the needs of the licensees with the needs of the public and establish a happy medium so both can co-exist. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? Only budgeted overtime for holiday schedules in case needed. b. What was the common factors of the requested of overtime? Overtime on holidays. c. What areas of your department could be realigned to become more efficient to reduce the overtime use? Overtime is generated by holiday pay, so there will be no overtime if scheduling investigators during holiday is discontinued. d. What are the priorities/goals of your agency's budget? Sufficient funds for department's operations--to enforce liquor laws; to administer licensing process; to provide sufficient personnel to carry out these tasks. e. What is the process/rationale/benchmarks used to address these priorities/goals? To provide sufficient manpower to accomplish these priorities and goals. f. What are your measurable outcomes? Number of violations made; number of licensees that pass or have no violations. g. How do you know you are succeeding? By the number of violations or lack of violations during compliance checks. h. Is there a plan to un-fund the program if there is no measurable outcome? There are plans to reduce the number of compliance checks. However, we feel it necessary to continue compliance checks of licensees. i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? No. 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your departments priorities? No. 13. If your department receives grants (federal/state) what are the status of those grants? No grants are received. a. Is the funding restricted? Explain in detail with dates/renewal dates/use. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? 1 Mass Transit Agency 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE MASS TRANSIT AGENCY 1. What is-):he status of identifying and moving forward on a near-term and permanent solution for a Pahoa bus hub? Have various sites been further vetted, costs compared, and sites evaluated for feasibility/practicality? 2. The GET .5% surcharge represented a significant portion of MTAs budget. Given the impact COVID-19 has had on the local and global economy, funds anticipated through this mechanism will fall short. What kind of funding does MTA expect to receive as we grapple iwith the coronavirus? 3. How does this impact the implementation of MTA's Mass Transit Master Plan? 4. What other sources of funding will MTA pursue to make up for GET shortfalls? 5. During last year's budget hearing, it was discovered that there were issues with MTA's grant reporting. What is the status of resolving past issues/discrepancies and implementing systems/protocol to prevent this from happening again? 6. What assumptions are you making regarding the funding amounts from GE, Fuel Tax and other grants for this Department? 7. What is the status of all grants in this Department? a. Is the funding restricted?Explain in detail with dates/renewal dates/use. b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? 8. In light of COVID-19 and as of this writing Hawaii County is providing transit service. What are the Department's short-term plans to address this while providing reasonable accommodations to adhere to the recommendations of the stay-at-home and social distancing protocols? 9. What was the ridership and fee collection from January 1, 2020 to March 14, 2020? a. What was the subsidy per rider during this time period? 10. What is the ridership from March 15, 2020 to current? a. What was the subsidy per rider during this time period? Serving the Interests of the People of Our Island Ha vai`i County Is an Equal Opportunity Provider And Employer ANSWERS: 1. Our Managing Director, Roy Takemoto, has been diligently assisting us in getting the Environmental Assessments (EA) done in order to move on getting the Pahoa Hub situated. There may be a halt on it at this time due to the priority of COVID-19. Along with our consultant, SSFM,the other areas presented to the council are also being looked into. We have not received suggestions for other sites. We have kept our eyes/ears open for locations for hubs in other locations as well. 2. Mass Transit has been in constant communication with HDOT and the other counties in Hawaii in regards to receiving assistance for revenues lost due to COVID-19. This includes the CARES Act grant mentioned by Senator Hirono. The State has earmarked $8.9 million to be distributed to the rural communities of Hawaii, which includes us and the County of Kauai. The City and County of Honolulu and Maui County have their own funds earmarked as they are considered Urban communities. 3. Should the budget be cut due to COVID-19 impacts, moving forward on improving Transit operations would slow down due to lack of funds. This includes purchasing new buses to replace the aging fleet, which in turn would have us relying on and paying our existing contractor to conduct the routes we couldn't with our county buses. This would also be due to not having the funds to repair our existing buses. This would also put on- hold the hub-and-spokes projects across the island. 4. If GET funding is not available for Mass Transit, the department would need to request more funding through the General Fund and the Highway Fund. 5. MTA hired a contract worker to assist with catching up on our grant reporting. We have improved and updated our paperwork to comply with the information needed for the grants (and our new Contractor has been informed and updated on those procedures to ensure they are helping us to comply as well). We were informed the federal triennial review would occur this year for FY2017, FY2018 and FY2019. That audit has been put on hold during the COVID-19 pandemic, but we are in communication with HDOT in regards to the information they will need. We also attended a workshop solely focused on informing recipients of what to expect. A lot of information was given, and questions answered, which in turn helped us to better prepare for the review. 6. We submitted our budget requesting the funding we believe we could use for next fiscal year through GET. We trust our Finance Department to communicate with us on what funds are available, and whether or not there are other ways to acquire the funding we need. 7. –Same question(s)was answered on#13 of the questions directed at all departments- 8. –Same question(s) answered on#2, 5 and 6 of the questions directed to all departments- 9. Ridership and Fee collection was normal from January 1, 2020 to March 14, 2020. Ridership averaged per day, and revenues counted averaged per workday. 10. Ridership and fee collection decreased from March 15, 2020 to present due to the COVID-19 pandemic. Ridership average is per day, and revenues counted averaged per workday. NOTE for#9 & #10: The county, as a government agency, has always subsidized transit riders, and it is not about making money, but providing apublic service. We have most likely loss more money due to lower ridership revenue because of the stay-at-home order, but the public still needs us to service them within range of what they can do (such as shopping). I'L 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE ALL DEPARTMENTS: NOTE: Finance Director Deanna Sako will respond to questions 1,3,4,7,8, and 12. not, please explain in detail as to why increase needed. . 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. COVID 19 to our County and if so, how will this affectyour budget? '1. Does your department/agency have a Continuity of Operations Plan(COOP)? 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? 8. Please identify ways and provide examples of how your department/agency-could leverage public private partnerships to do its work. 9. Are there any public misconceptions about your department/agency that you'd like to address? 10. What do you wish the community understood about your work? 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? b. What was the common factors of the requested of overtime? c. What areas of your department could be realigned to become more efficient to reduce the overtime use? d. What are the priorities/goals of your agency's budget? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE e. What is the process/rationale/benchmarks used to address these priorities/goals? f. What are your measurable outcomes? g. How do you know you are succeeding? h. Is there a plan to un-fund the program if there is no measurable outcome? i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? 13. If your department receives grants (federal/state) what are the status of those grants? a. Is the funding restricted?Explain in detail with dates/renewal dates/use. b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE ANSWERS: #2 & #5: In general,the Mass Transit Agency's (MTA) vision is stated in the Mass Transit Plan: Create a high quality multi-modal transportation system that provides safe, reliable, convenient mobility choices that meet the commuting, social service, and other needs of our residents and visitors. The multi-modal system should be environmentally responsible and cost effective. One of the five goals created to achieve that vision states: "Create a transit system to serve the employment and social needs of all people." MTA normally operates thirty six (36) routes and four(4) extensions island-wide. Twelve (12) of those routes service workers for the Four Seasons,the Waikoloa hotels, Mauna Kea Beach Hotel and Hapuna Prince from Hilo, In between those routes, three (3) of them operate shorter routes. Ten(10) routes operate in Hilo, Puna, and Volcano. Five (5) routes operate in and from Kona. Two (2) Ka'u routes went to Kona and came to Hilo. North Kohala operates an extra North Kohala to Kona route. Ka'u has a short route in the afternoon. Unfortunately, MTA had only a few operable county buses and we relied heavily on our then contractor, Polynesian Adventure Tours with two supplemental contracts (three with Roberts Tours and Transportation and one with Akita Enterprises. We had to share buses for seven (7) routes and combined certain routes. - Beginning January 1, 2020, we had to cancel a few routes at different times due to a shortage of buses with ADA lifts (the County, the contractor and the private companies). We also had to combine more routes than usual. We had an average of 1500 riders through the second week of March. During the current pandemic, we have been monitoring the ridership and revenue collection during the stay-at-home order issued by the Governor. However, we operated the same schedule because we still need to help the public by providing transportation for those that are considered "essential workers" and need to get to work, as well as those without vehicles that need a ride to shop for essential items (groceries, household items, etc.). On April 1st, Roberts Tours and Transportation became the new Hele On contractor. We added two (2) routes and stopped combining 95% of all routes. This new contractor started around the third week of the pandemic. We continued to operate all routes until April 8t,h. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE At that time we, we repositioned several buses due to social distancing requirements and suspended all three extensions due to zero ridership. We also decreased the size of buses whenever possible. We will continue to monitor the ridership and make changes as needed. Regarding social distancing, we have separated riders to the fullest extent possible. To protect the drivers, nobody sits between them and the first two rows. The motor coaches decreased ridership from an average of fifty (5) riders to between ten(1) and seventeen(17) and even less on the smaller buses. We've taped off areas on the bus to help with the social distancing measures, and to limit the amount of passengers allowed. Sanitizers and wipes are provided and the buses are disinfected. In the office, we have been trying to diligently oblige by the sanitization suggestions, as well as social distancing, while still functioning as normal. We've made some temporary movements in the office to create the six-feet requirement, as well as provided sanitary measures (hand sanitizer, gloves, disinfecting wipes, etc.)to keep our employees afe. We have also been in open communication with the office regarding information'shared at COVID-19 meetings (as allowed), and by HR and the Mayor's office directives. #6: Public transportation,is considered an essential function. Therefore MTA employees are all essential employee. from home. Every day operations require the entire staff to be physically present at the base yard. Should this ever change, the Administrator will inform the particular employees directly. #9. No. There are not any public misconceptions about MTA that we'd like to address. #10. We would like the community to know that we will continue to operate to allow our people to continue to go to work and to do whatever"essential" activities are necessary. It's not a matter of money. It's a matter of serving our people. #11 MTA's overtime was not transferred to the Finance Department but we were still instructed to monitor it. We've always monitored the OT to ensure we were within budget limits. We became more diligent in monitoring what type of OT is being done, and with our department's re- organization, the supervisors are being stringent on what OT is approved for their subordinates. The MTA Administrator signs off on all payroll documents to make sure she is aware of how much hours are being put in to guarantee that funds are being put to good use. The majority of r 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE OT was done due to lack of staff, bus breakdowns, and catching up on back log of paperwork in preparation for audits (finance, federal, Department of Justice, etc.). STAFFING: An Assistant Administrator would help the Administrator to oversee the department and lessen her work load. She needs someone with Mass Transit knowledge to brainstorm ways the department could become more efficient and to take over during her absence. Also, by obtaining a Secretary for the Administrator, it would also help with some of the confidential paperwork she needs to do, as well as monitoring her schedule. Right now, the Administrative Services Assistant helps as much as she can, while doing her own duties (HR& Fiscal). An Inventory Clerk for our Maintenance section would clean up the bus parts area of our base yard, and will ensure that we have parts on stock for repairs, which would allow buses to be repaired faster. This would also free up the mechanics to focus more on bus repairs, and less on putting in orders. The priorities/goals of our budget are to ensure we have enough money to keep transit operations functioning to its fullest capability. This includes replacing our aging fleet as the budget allows and repairing what we have now until the fleet is at full capacity. Currently, we only have five (5) county buses working (hopefully we will have all four(4) new buses soon), and the rest of the routes are being done by our new Hele-On contractor, Roberts Hawaii and one with Akita Enterprises. What is the process/rationale/benchmarks used to address these priorities/goals? Measurable outcomes include: 1. Tracking ridership to see if it increases as our reliability increases due to better working buses, and more accurate schedules. 2. Working with our drivers to ensure accurate passenger counts, and the amount of each rider type (general, senior, disabled, etc.). This will also improve our over/short counts to better monitor the revenue coming in from bus sales and other programs. 3. Seeing a drop in OT due to less bus breakdowns and being up to date with our reports and paperwork. Ensuring that reports will be readily available as needed. 4. Seeing a drop in repair expenses as we replace our aging fleet, and repairs lessen. If all of this is shown, we will know we are succeeding. The Mass Transit Agency is a county-funded government agency, which provides public service as necessary. Therefore, there is no plan to un-fund our programs due to measurable outcomes. We will continue to strive for those outcomes as long as we provide a public service to the community. We are not looking to make any"gains" except to try and satisfy the public with the service we offer. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE #13. Our department does receive Federal grants through the Hawaii Department of Transportation (HDOT). The funding is limited to items that contribute to transit operations. This includes bus purchases, bus facilities, and subsidizing operations. Majority of the grants require a local match. Operations is usually 50/50, and Purchases/Facilities are 80/20 (federal provides 80% of the cost, and county matches it at 20%). They have a useful life of 3 years,but agencies have the ability to ask for an extension based on allowable reasons (as approved by FTA). Departments that receive this funding is required to submit reports as outlined in the grants. The County of Hawaii is a rural agency. We submit our reports annually and answer any questions from HDOT as they are received. 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N M CO IA.lD N.00 0l• H N M' I I I.-1 "I c•1 .-/ . . ... . .•1 N N N1 N N N M COM N N N N M M M 1 M M'M M1 Month/Year: April 2020 Holidays Saturdays Sundays Day of Month � : Routes 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 TOTAL 1 Intra Hilo 1&2 32 22 30 26 - 30 35 19 24 - - - - - - - - - - - - - - - - - - - - - 218 I 2 Keaukaha AM 27 25 40 32 - 24 16 16 27 - - - - - - - - - - - - - - - - - - - - - I 207 3 Keaukaha PM 8 7 23 14 - 14 12 12 8 - 13 - - - - - - - - - - - - ___--: _ —__- I 111 4 Honoka'a ------------•----12---9•� 13 - 8 12 15 11 _-- - - ---•— ------I--- - - - --•--- ---------I---•--- •---I - - -- ---I - ---- ---•--.1-------- 80• 5 Kona 1 •----••—•----� 15 16 31 17--- 13 17 16 17 - - - - - - - - - - - - - - - - - - - - 142 6 Kona 2 7 3 8 6 - 11 5 6 6 - - - - - - - - - - - - - - - - - - - - 52 7 Kona 3 2 4 10 - - 6 4 2 - - - - - - - - - - - - - - - - - - - - - - I 28 8 Kona AM/PM 10 19 30 22 - 19 14 12 12 - - - - - - - - - - - - - - - - - - - - - � 138 9 Kona 0900 10 7 13 12 12 11 7 _ —__— -- _—__—__--_ —__J__ 72 10 North Kohalato Kona 3- --2 5-- 1 --�—5 --3—)--3- -^ - - - — - ----.—..— .------ - - - - -- --..- - - - - - - - - I 22• 11 North Kohala to SKR -•---—-• 2 2 �- 3 - - —••• •••7••••••- - - - - - - - -- --I--- --- ----• ----- •-------•---- L._.•--•-- --- -- 1 7 ---•----•-----••----momma•— •--•-----•--------- ---- '-- 136• 12 Ka'u 26 15 17 11 - 20 9 24 14 - - - - - - - - - - - - - - - - - - - 13 Pahala-Oceanview Extension - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 14 Pahala 0330 16 11 12 5 3 16 10 15 15 7 - - - - - - - - - - - - - - - - - - - I 110 15 Pahala 0540 21 14 20 8 - 25 18 22 - - - - - - - - - - - - - - - - - - - - - I 128 16 Pahala 0800 18_ 17 23 7 - 14 15 _19 - - - - - - - - - - - - - - ------------ ------•--------------- --------•- --•---- •• ••• ------------•--• •-----.--------.--. ---•-----.�-----J-- 11 17 Pahoa 1 - -- 36 31 51 - - 41 42�• 32 41 - - - - - - - - - - - - - - - - - - - - I 274• 18 Pahoa 2 36 16 69 - - 56 30 35 39 - - - - - - - - - - - - - - - - - - - - - I 281 19 Pahoa 3 37 15 42 - - 34 24 43 23 - - - - - - - - - - - - - - - - - - - - 1 218 1 20 Pahoa 4 9 8 25 - - 29 - 25 12 - - - - - - - - - - - - - - - - - - - - - 1 108 21 Pahoa-Saturday A.M. - - - 26 - - - - - - - - - - - - - - - - - - - - - - - - I 26 22 Pahoa Saturday P.M. 21 ----------•—• ---•------------ 23 SKR 0315 55 35 25 12 4 37 19 24 22 18 13 11 - - - - - - - - - - - - - - - - i 75• I 24 Kona -Waimea AM Extension - - - - - 1 - - - - - - - - - - - - - - - - , - - - - - - - - I 1 25 SKR 0335+Kona Portion 34 42 - 5 2 14 37 47 38 26 5 3 12 - - - - - - - - - - - - - - - - - I 265 26 SKR 0415 23 26 44 6 3 - 19 22 23 20 - - - - - - - - - - - - - - - - - - - - I 186 27 SKR 0440 18 28 7 5 6 23 21 24 - 24 - - - - - - - - _ - - - - - - - - - - - - - 1 156 28 SKR 0450 3 2 15 4 2 - - 2 11 - - - - - - - - - - - - - - - - - - - - - I 39 29 Waikoloa Village-Waimea Ext 1 - - - - - - - - - , - - - - - - -, - - - - - - - - - I 1 30 SKR 0500 12 7 13 1 2 10 6 3 21 - - - - - - - - - - - - - -, - - - - 75 31 SKR 0505 15 13 10 - 2 59 12 16 - 7 - - - - - - - - - -, - - - - - - - - - - 1 134 32 Waikoloa Village-Kona Ext - - - - - - - - - - - - - - - - - - - - - - - - - - - - - I - 33 SKR 1115 52 57 50 10 7 4 25 29 30 24 - - - - - - - - - - - - - - - - - - - I 288 34 SKR 1200 26 9 - - - 8 34 13 - 18 - - - - - - - - - - - - - - - - - - - 1 1 108 . - - - - - 35 SKR 1915 5 4 6 4 5 2 2 4 3 _ __ _ _ __ •—__— _— _--•—_ —__—__—__j__ 24 35 •36 Volcano AM----•-------- •27-• 17 I 19 18 —2 --f 6 36 ^-21 5 --- .— 19-I --- -------- ------ I--- I 1 0• - I 201 37 Volcano PM 24 22 30 17 26 25 35 22 - - - - - --_----•_—__—_ —__—__--'i 66 -.— - 38 Waimea AM------------ 8..-7- 9--4..—.--6 9 10 13 - - - - - - - - - - - - - - - - - - 39 Waimea PM 13 10L 11 --3 12 11 19 8 _ I•— --- I -- •-- {—• --- I 87 OVERALL Totals= 643 I 515 1685 311 136 I 605 519 I.611 I 504 144 I 31 I 14 31 I I - I - - - I - - [ - - I -_ - j 4,649 Department of Parks and Recreation 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE ALL DEPARTMENTS: L Can your department and its divisions, if any, manage on last year's budget amount? If not, please explain in detail as to why increase needed. (Finance to respond) Department of Parks and Recreation and its individual divisions and sections can manage on last year's budgeted amounts ONLY if difficult and challenging decisions are made on a significant scale to offset uncontrollable rising costs. Concessions could include one or more of the following actions: REDUCE/REMOVE park and facility availability, CONSOLIDATE programs and services, DECREASE/DEFER repairs and preventative maintenance procedures, ELIMINATE park and facility improvement projects, INCREASE fees for facility uses and programs/services, etc. In order to maintain the levels of service the department provides in the current fiscal year through next fiscal year would be to increase our budgeted amounts. Salary and wage increases provided for in the various CBAs alone account for a significant portion of the budget that would not be covered in carrying forward last year's budget figures. AQUATICS: Electricity is the largest single cost associated with operating our 9 swimming pools and power costs continue to rise and power consumption rarely decreases (except for pool closures). 2018 to 2019 resulted in an average change from $0.3281/kWh to $0.3464/kWh, an increase of roughly 5.6%. Similarly, 8 of the 11 chemical products essential to managing the water quality of our public swim facilities saw increased costs over that same period. CULTURE & EDUCATION: Costs for special duty officers and contracted security have increased and are unaccounted for. Likewise, it is anticipated that costs for other goods, rentals, services, etc. will continue to increase. HO'OLULU: Power costs, primarily associated with nighttime uses of facilities such as Wong Stadium as well as uses of indoor facilities such as Afook-Chinen Civic Auditorium and air conditioned facilities such as Aunty Sally's Luau Hale and our Recreation Administration office will not decrease unless management/use policies are changed. RECREATION: Power costs, primarily associated with nighttime uses of facilities such as ball fields, gymnasiums, community centers, etc. will not decrease unless management/use policies are changed. EAD: The primary factor in the continuity of the programs and the services administered and executed is the availability of state and federal grant funding, for which the County has no influence. Therefore, the ability to operate under a status quo budget solely depends on external forces and whether County funding would be required to 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE supplement any such decreases or changes if the expectation is to continue to address the senior population at historic rates. HILO MUNI GC: Nationwide and statewide trends in lower amounts of golfers and rounds of golf played do not project favorably for budgetary purposes despite incremental increases in monthly card and green fee rates implemented this FY. Further, the continued degradation through wear and tear and unforeseen damage of golf course maintenance equipment without substantive replacement plans are unfavorable. Likewise, the increasing costs of materials necessary to upkeep the golf course, such as silica sand and pesticides and contract services like tree trimming are non-negotiable. Finally, the absence of a restaurant concessionaire and golf pro shop concessionaire headed into next FY creates a major void in revenues. PARKS MAINTENANCE: Costs of several essential components of maintenance operations continue to increase including, but not limited to, solid waste transportation and tipping fees (especially with the recent closure of the East Hawai'i Landfill), increased volume of trash in parks, contract services (porta-toilets, security guards, fumigation, tree trimming, etc.), need to upkeep recently established hand washing facilities in all parks island-wide, increasing utility costs (power, water, gas, etc.), increased cost of supplies, tools, goods and materials to perform daily repair tasks and to address continued vandalism, and continued degradation of fleet vehicles and maintenance equipment and tools without a progressive replacement plan result in increased repair costs, decreased production and unplanned for costs to rentals. ZOO: Increasing costs of contracted security services and utilities have major impacts on the zoo's ability to perform under last year's budget. Unavailability of surface transportation for necessary bulk animal food items may result in unexpected increased costs that could not be absorbed. As the world shifts in its eating and shopping habits, the produce donations from various sources may wane, requiring additional monies to purchase those items outright. Further, the current closure of the zoo and temporary closure of the Friends of the Zoo's operations will result in decreased revenue by FOZ that will diminish their ability to provide financial support for the zoo's animal care and feeding as well as special events and even repair projects. The Department has absorbed uncontrollable increases over several recent budgets by delaying needed replacements, deferring repairs and maintenance efforts, and other means; however these delays/deferments will have serious ramifications as time passes and additional decreases become more difficult to absorb without cutting services that the public have come to rely on and expect, even demanding more and greater attention at times. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. The Department's primary focus is to provide for and protect the public's health and safety and that or our staff while continuing to provide essential functions and services and protect the County's long-term investment in our fixed assets and properties. Social distancing implementation in the workplace has required significant modifications to our operations that would not be doable if parks were open to the public. All divisions/sections are operating with minimum staffing with the focus on accomplishing essential fiscal and personnel related matters AQUATICS: Primary function is to maintain public pools and related facilities ready to return to service safely and responsibly under any favorable changes in social policies. Pool chemistry and general facility maintenance and upkeep is required to prevent the facilities from experiencing progressive, costly and not readily fixable degradation and damage. HO'OLULU: Primary function is to maintain public facilities ready to return to service safely and responsibly under any favorable changes in social policies. General facility maintenance and upkeep is required to prevent the facilities from experiencing progressive, costly and not readily fixable degradation and damage. RECREATION: Primary function is to plan and prepare for customary programs and services at their public facilities ready to return to service safely and responsibly under any favorable changes in social policies. Staff is also accomplishing minor facility improvement and cleaning tasks that otherwise would be difficult to perform while servicing the public. EAD: Primary functions are to administer and implement their Emergency Meals Program island-wide to qualified seniors, to continue to perform emergency transportation services for seniors, and to carryout a wellness outreach program for seniors to ensure their emotional wellbeing and personal preparedness in these times of social distancing, restrictions on non-essential pursuits, and limitations on gatherings. HILO MUNI GC: Primary function is to maintain public facilities ready to return to service safely and responsibly under any favorable changes in social policies. General facility maintenance and upkeep is required to prevent the facilities from experiencing progressive, costly and not readily fixable degradation and damage. PARKS MAINTENANCE: Primary functions are to perform thorough daily sanitization of public facilities that continue to experience high usage by the public despite technically being closed to use and to continue to maintain public facilities ready to return to service safely and responsibly under any favorable changes in social policies. General 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE facility maintenance and upkeep is required to prevent the facilities from experiencing progressive, costly and not readily fixable degradation and damage. ZOO: Primary functions are to perform daily care and feeding of the zoo's animals and to continue to maintain public facilities ready to return to service safely and responsibly under any favorable changes in social policies. General facility maintenance and upkeep is required to prevent the facilities from experiencing progressive, costly and not readily fixable degradation and damage 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? (Finance to respond) 4. Does your department/agency have a Continuity of Operations Plan(COOP)? (Finance to respond) 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? All beach and shoreline parks, including the facilities located thereat, were closed to all uses effective March 21, 2020. All parks and recreational facilities (with the exception of cemeteries and the restrooms at Gilbert Kahele Recreation Area) were closed to all uses effective March 25, 2020 coinciding with Governor' Ige's Third Emergency Proclamation on COVID-19. Also effective March 25, 2020, all programs at park facilities as well as facility and park use permits were cancelled through April 30, 2020 (sole exception being horse stall rentals at the Pana'ewa Equestrian Center). Reference responses provided to question #2 for additional information. 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? Ensuring social distancing and sanitization protocols in many of our workplaces, which can have high concentrations of people in relatively small rooms for varying periods of time was a significant challenge. Staff meetings for reasons such as work and safety briefings, trainings, planning, progress updates, operational prep, etc. have either been suspended or have had to move towards smaller groupings. We do not have the capability (infrastructure and resources) to convert to digital/technological solutions such as virtual meetings. Some employees may also have limitations on integration of technology into their basic/routine work functions. Second, the need to implement 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE sanitization procedures where regular and repeated shared use of equipment, vehicles, tools, workspaces, etc. Most of our employees' duties and daily operations must be performed on-site and in person. Maintenance activities cannot be performed remotely or virtually. Feeding of animals, distribution of meals, transportation for seniors must be done by employees in person. We have attempted to stagger working hours and working days amongst staff that perform essential duties, but there are limitations on availability of physically separated workstations and the amounts of hours in a day that persons can work. In certain circumstances where employees can work from home, necessary computer/hardware and software, network access and access to shared hard-copy files/resources is not readily available. Paperwork is transported home by some employees to work on, but we must always be vigilant about protected information, which reduces our ability to work on certain tasks. 7. Please provide the Council with a copy of your supplementals. (Finance to provide) 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. (Finance to provide) 9. Are there any public misconceptions about your department/agency that you'd like to address? While it is convenient to construe the Department of Parks and Recreation as an agency primarily focused on fun activities and enrichment programs, we do serve many vital and important roles in the daily lives of many people in Hawai'i County. Providing Summer Fun and intersession programs for island youth allows parents and families to go to work assured their children are in a safe, nurturing and positive environment. Administering and maintaining public cemeteries allows for the respectful post-life treatment of our loved ones in perpetuity—an important consideration in our complex cultural environment. Planning, constructing and maintaining recreational sites and facilities and parks of all kinds provides complex and varied opportunities for our families and residents to enrich and enjoy their lives, to strengthen their bonds and grow, and encourage and bolster their ability to be productive members of our island. 10. What do you wish the community understood about your work? The public, generally, seems to lack recognition of the tremendous amount of effort that many dedicated employees invest in the people they serve through programs, services 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE and other elements of their work. Many employees spend their personal time educating and bettering themselves for their jobs. Many employees invest their personal time in the communities they live in and serve through their jobs. Additionally, it should be understood that many of the cumbersome processes and procedures and paperwork that we must endure are based on requirements and regulations put in place at the federal and state levels intended to protect the public's interest, equal access and monies rooted in the past misdeeds of others. No county employee takes any joy in the tremendous amount of effort it takes behind the scenes to deliver good and positives for our community. Also, many employees in our department truly love their jobs and respect the chances it affords them to impact their community in so many positive ways. Lastly, during times of emergency when many people seek safety in their places of residence, many of our employees respond selflessly to serve in one of many varied civic response roles—whether it be mobilizing manpower and equipment, opening facilities and staffing shelters, manning call centers, managing operations, etc. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? The department has always utilized overtime for essential needs/services to carry out our varied and complex mission. There was nothing specific learned from this change in procedure except that we had to accommodate for delays in the review/transfer process. b. What was the common factors of the requested of overtime? Provide emergency sheltering, transportation, maintenance. Staff are also called in to provide coverage so services can still be provided. Overtime is incurred for special events. c. What areas of your department could be realigned to become more efficient to reduce the overtime use? None are readily apparent. The services performed by our various divisions and sections are so unique and varied from one another that integrating their operations would not render them more efficient or reduce overtime. d. What are the priorities/goals of your agency's budget? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE To provide a sustained level of varied programs and services to the public to meet their personal, social, emotional and physical needs daily. Safe parks and recreational programs are key to the positive and successful development of children through sports and recreational programs as they learn social skills, develop physically, espouse positive values and identify with positive adult role models. Safe parks and recreational facilities are also venues for families and communities to gather and celebrate, and to maintain familial and social relationships that bond our island 'ohana. Safe recreational, social and health- related programs are also key to reinforcing the wellbeing of our kupuna and that they remain vital and respected and valued parts of our lives. The preservation of parks and open spaces also perpetuate the natural beauty of our island resources for all to enjoy in numerous ways. e. What is the process/rationale/benchmarks used to address these priorities/goals? Monthly administrative meetings with division and section heads clarify progress on each division/section's ability to meet their priorities and goals. Quarterly reports also aim to check the status of such. Benchmarks are guides to ensure sufficient effort is being placed to improve and enhance services and programs and to avoid arbitrary reduction in same without sincere justification and exploration of available options and alternatives. f. What are your measurable outcomes? Measurable outcomes vary amongst our many varied programs across our division and sections. They range from number of participants, number of programs offered, quantitof work orders completed, number of animals acquired or successfully bred, number of persons served, etc. g. How do you know you are succeeding? Feedback/surveys from program participants, monitoring participation levels in programs, monitoring uses of facilities, input from staff and various other sources. h. Is there a plan to un-fund the program if there is no measurable outcome? No, there aren't any plans to un-fund any programs, regardless of whether there are/aren't measurable outcomes. i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE No, benchmarks are goals that can be very subjective. The success of any of our programs cannot accurately be measured by one criterion or set of criteria because of the importance of the personal interaction and benefit that embodies the true success of our programs. 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your departments priorities? (Finance to respond) 13. If your department receives grants (federal/state) what are the status of those grants? The Department receives several federal and state grants to support specific programs/services in our Elderly Activities and Recreation divisions. Some are currently suspended or pending the outcome of the COVID-19 pandemic situation. Others are continuing as the funds provide essential services such as elderly transportation and the modified emergency meal program. a. Is the funding restricted? Explain in detail with dates/renewal dates/use. Yes, all federal and state funds must be expended on allowable costs. b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? Yes, the Department follows reporting requirements for each grant it is awarded. ANSWERS: Planning Department 2020 PLANNING DEPARTMENT BUDGET & PROGRAM REVIEW QUESTIONAIRE PLANNING DEPARTMENT 1. What is the status and timeline of the General Plan (GP) update? Please provide an update on community outreach conducted for the GP as well as a summary of comments received. The draft was released on August 9, 2019. Copies were available online, in the Planning Departments, and at public libraries. Public comment was accepted August 9-October 31, 2019 (though comments continued to be submitted thereafter and were also considered). Five different modes of outreach were used (http://www.hiplanningdept.com/general- plan/gp2040/)): 1. Speak-out Events • Waimea: August 10, 2019 • Hilo: August 11, 2019 • Kona: August 24, 2019 • Na'alehu: August 25, 2019 2. Community Mini-Speak-outs • Kapa'au: September 25, 2019 • Honoka'a: September 30, 2019 • Pahoa: October 5, 2019 • Volcano Village: October 7, 2019 • Kailua-Kona: October 15, 2019 • Captain Cook: October 16, 2019 • Panaewa: October 22, 2019 • Waikoloa: October 24, 2019 3. Presentations • Waimea Community Association • Kona-Kohala Chamber of Commerce • Cultural Resource Commission • Board of Water Supply • Environmental Management Commission 4. Topic-Focused Workshops • September 28, 2019 in Kailua-Kona: Land Use, Economic Development • October 12, 2019 in Hilo: Land Use, Economic Development • October 19, 2019 in Kailua-Kona: Infrastructure, Natural Resources • October 26, 2019 in Hilo: Infrastructure, Natural Resources 5. Public Agency Coffee Hours: August 29 and 30, 2019 Summary of Comments Received Total Total Section of Comments Plan Comments Prompting Comment Themes Received Revisions Total 3840 2036 • Clarify the authority of the GP and its Introduction 47 47 relationship to other County plans • Provide rationale for policies containing "shall" • Clarify the future of CDPs Natural • Clarify the County's role in natural resource Resource 679 155 planning and management Planning • Align land use and infrastructure capacity Infrastructure 775 207 • Add infrastructure maps Planning • Address deficiencies related to wastewater and solid waste Economic and • Address changes in tourism Opportunity 539 192 • Address food planning Planning • Address aging-in-place • Identify locations of affordable housing • Address deficiencies with historic preservation • Include trail maps Community648 288 • Explore feasibility of limiting visitor access to Placemaking unique resources • Clarify level of service for parks, fire, police • Address accessibility for those with disabilities • Clarify definitions • Include hazards in land use mapping • Align land use with infrastructure capacity Land Use • Add an appropriate STVR designation Planning 759 758 • Align with Kona CDP • Revisit designations for Mahukona, Discovery Harbour • Include rationale for land use designations • Prioritize CIP projects • Expand funding and financing options Implementation 149 146 • Address GP relationship to budgeting • Clarify agency roles in implementation • Add implementation time frames Miscellaneous 244 - 243 • Summarize what has changed from 2005 GP 2 Status and Timeline of the General Plan Comprehensive Review Four factors have extended the timeline of the General Plan comprehensive review: 1. Public Comment: Because of the volume and diversity of public input on the 2019 Draft General Plan, it took longer than anticipated to compile and organize the comments. 2. Synchronization with other Planning: Significant effort is being made to synchronize the General Plan with Kilauea Recovery planning as well as the update to the Multi-Hazard Mitigation Plan, with a focus on the alignment of future land uses, infrastructure investments, and development patterns relative to hazard risk. 3. Short Term Vacation Rentals: Staff who would have otherwise focused on the General Plan were required to either process STVR applications and/or respond to an unprecedented volume of petitions to the Board'of Appeals (the BOA is administered by staff of the Long Range Planning division). 4. COVID-19: Staff capacity has taken a major hit since March due to the high number of staff on Administrative Leave and the transition to remote work. • Timelines are fluid, but target dates for major steps in the formal adoption process for the Recommended General Plan currently include: • Public Workshops: December 2020/January 2021 • Planning Commission Hearings: June 2021 • County Council Hearings: September 2021 Timelines on the General Plan website will soon be updated, and a media release will be distributed summarizing findings from the 2019 Public Outreach and the steps to adoption. 2. What is the strategy and timeline behind the Community Development Plans (CDP) update? How will they be updated so there is consistency with other CDPs and cohesion with the updated GP? Participatory community planning is new to Hawai'i County. It started in a meaningful way after the adoption of the 2005 General Plan. Though the first six Community Development Plans (CDPs) provided unprecedented levels of community involvement, because of limited history and capacity, they were inconsistent and included widely varying degrees of strategic focus and specificity. Both the Action Committees and the planners assigned to steward CDP implementation have struggled. The Recommended General Plan will clearly define the relationship between the GP and CDPs. It is anticipated that issues of island wide concern, including land use patterns and infrastructure investments, will be addressed in the General Plan and that issues that 3 require community-based input and leadership, like master planning and placemaking, will be the focus of CDPs. To ensure consistency among CDPs, the Recommended General Plan will also clearly establish the CDP purpose, scope, roles, planning process, structure, implementation, and cadence for updates vis-à-vis the General Plan. Therefore, neither CDP updates nor new CDPs are planned until after a new General Plan is adopted. ' 3. Please provide an update on implementation of STVR regulation. How many applications have been received, processed, denied and appealed? In light of COVID-19, what does enforcement of STVR regulations look like? 3800 Approvals 200 Denials 51 Board of Appeal cases related to STVR decisions. Enforcement - STVRs cannot operate during Governor's COVID-19 emergency proclamation. Violators are subject to penalties provided by emergency proclamations and zoning code. 4. What is the status of allocating funding for audit and analysis of Zoning and Subdivision Codes as directed via Reso. 432-20? The funding request for the audit of Chapter 23: Subdivision and Chapter 25: Zoning was submitted as a supplemental budget request. Once funds are appropriated, the department will proceed with an allotment and Professional Services. 5. Prior to this legislative session ending, State Legislators were considering providing counties with the ability to do its own historic and cultural reviews. In addition to SHPD digitizing its maps of historical/cultural sites and entering into agreements with the State to access this information, what else is needed to ensure the Planning Department has what it needs to ensure thorough reviews and has a smooth working relationship with SHPD? What can and is being done to build the island's workforce pipeline of archaeologists? How can the County's Cultural Resource Commission be leveraged to support work in this arena? Planning Department submitted a supplementary budget request for an additional planner to assess permits for SHPD review. This position is intended to decrease delays in permitting by determining permits that do not require SHPD review and to assist SHPD staff as needed to expedite review. Increasing the pipeline for archaeologists demands system changes with University of Hawaii, SHPD, unions and government agencies to focus on the goal. The system has been broken for decades, but there is lack of leadership that persists in prioritizing it as a 4 - problem of fixing. Leaders are incapable of fixing a problem rooted in equity when equity is not a requirement or focus of government. 6. More must be done to apply a cultural and equity lens to all we do as a County, business and community. Can the CRC work with Planning and other stakeholders to develop a Hawaii Island Vision Statement and Cultural Plan that encompasses education, agriculture, aquaculture, environment, subsistence, industry and governance? Equity can be more institutionalized in County functions by enacting an overall equity policy framework that requires equity to be consider in decision making and policy development. Equity training can also,be required of every County employee. It would be ineffective and unfair to have the Cultural Resource Commission to lead the development of more equitable policy in a variety of sectors. Creating equity in government processes takes investment and should not rely on a commission of volunteers to forward it. 5 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? If not,please explain in detail as to why increase needed. No. The short term vacation rental ordinance created over 1000+ annual nonconforming use certificate renewals and new permit applications. Also, additional resources are needed for robust and effective enforcement of short term vacation rentals activities and addressing numerous Board of Appeals related to denials and approvals of short term vacation rentals permits. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. Planning Department has five divisions with offices in Hilo and Kona: • Administrative Permits • Administrative Services • Planning (Planning Commission, Cultural Resources Commission, Banyan Drive Hawaii Redevelopment Agency) • Long Range Planning • Disaster Recovery & Redevelopment 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? Department of Finance will provide detail. 4. Does your department/agency have a Continuity of Operations Plan (COOP)? Yes. The Planning Department has a COOP as developed in 2010. We have added memo supplements particular to this 2020 COVID-19 situation, which have been shared with Civil Defense. 5. How,has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? We maintain normal office hours for all staff and have incorporated a combination of work-from-home and rotating shifts in the office. Including both Hilo and Kona offices, we typically have between 8 to 15 staff in the office on any given work day. We are not staffing our front counter for the public during this time, but we have a drop-off and pick-up area at one of the front doors for applications and building permits. We also have signs posted with phone and email options to contact us. The same has been added to our website. We continue to process all permits and 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE applications, although all board and commissions have temporarily suspended through April, 2020. We are accepting all permit applications and general inquiries at the following email: planning@hawaiicounty.gov The public can request an appointment at the above email and/or request an appointment via the County's portal: https://www.hawaiicounty.gov/i-want- to/request/appointment-request-form Other information, application forms and resources can be found on our Planning Department website: www.hiplanningdept.com 6. Given the nature of the virus and need for social distance. what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? Major barriers to shifting staff to work remotely, include but not limited to: 1) County computer hardware & software that staff can use remotely. We have a number of laptop computers which is helping with staff working from home; however more laptops would make our overall productivity even more effective. It would also be more efficient if our network systems like Laserfiche and GIS were available through an online secure portal, thereby making it available for more staff to process permits from home. 2) Access to County servers with critical records. 3) Not all Planning Department TMK files are digital, therefore, staff still need to have physical access offices to retrieve or review files. 4) Most employees do not have internet access or adequate bandwidth to be highly efficient working from home. 5) Submittals (i.e., permit applications, agency correspondence, and plans) to department are not 100% digital. Requires staff to physically review incoming mail and submittals, scan, and forward to appropriate person. We would be better equipped if had the online permitting system up and running, but we are taking applications via email which is functioning well. 7. Please provide the Council with a copy of your supplementals. Department of Finance will provide copies. 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. Department of Finance will provide response. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 9. Are there any public misconceptions about your department/agency that you'd like to address? Planning Department regulates zoning code, which is different from building code. 10. What do you wish the community understood about your work? The general public often only understand small pieces of what we do in the Planning Department and they often do not understand why some determinations take more • time. However, regulating land use is much broader and more complex than most people know. Approving what may seem like a simple permit, often involves the review of past decisions which may through the processing of more than 45 different types of permits/determinations in addition to county-wide long-term planning, the department collaborates with nearly every county and state agency on a regular basis. In addition, Planning strives to coordinate the other county departments in an effort to identify efficiencies and to reduce siloed operations. Besides issuing zoning and land use permits, the department produces the County General Plan and Community Development Plans that sets the vision for development. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? This new action did not have a large effect other than requiring an extra step through Finance. Most of the overtime historically has been for public meetings or hearings as required by the boards, commission, and committee that we administer, as well as for meeting,any required deadlines. 2019-2020 was unusual because of demands of short term vacation rental applications, EnerGov implementation, General Plan outreach and lava recovery efforts. b. What was the common factors of the requested of overtime? 1) Limited staff to perform onslaught of 4,000 STVR applications with specific deadlines to approve or deny. 2) No additional resources provided directly to department to implement EnerGov. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 3) Appropriate community outreach occurs in the evenings and weekends, which results in overtime. Union contract does not readily allow requiring employees to flex their hours. c. What areas of your department could be realigned to become more efficient to reduce the overtime.use? None. During the STVR process staff from all other divisions were utilize to process applications. d. What are the priorities/goals of your agency's budget? Process permit applications in timely manner and manage long range planning activities with the resources budgeted. e. What is the process/rationale/benchmarks used to address these priorities/goals? Meeting prescribed regulator deadlines tends to be the major benchmark. f. What are your measurable outcomes? Permits issued and meetings held. Update or completion of plans. g. How do you know you are succeeding? We know if we are failing by not meeting deadlines and by negative public complaints. h. Is there a plan to un-fund the program if there is no measurable outcome? No. i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? No. 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your departments priorities? Department of Finance will provide additional comments, to the following: 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE We are not aware of duplications, but we do handle a few activities that are better suited to other departments,which would allow planning staff to focus on projects and permits aligned with the department mission and accountabilities: • Capital Improvement Program Budget Preparations: The County Charter (Sec 6-6.3(a)) states that the Finance Dept. will assist the mayor in the preparation and execution of the operating and capital budget. We thereby recommend that the preparation of the annual capital budget be shifted from Planning to Finance. • Board of Appeals Staffing: The Board of Appeals (BOA) hears appeals to the decision of the Planning Director and Public Works Director. The County Charter (Sec 6-9.2 (c)) states that the BOA shall be a part of the Planning Department for administrative purposes. However, there is an ongoing internal conflict of interest with staff working for the director while administering the BOA who hears appeals to the director's decision. We recommend a change to the Charter to assign the administration of the BOA to a different department, perhaps Corporation Counsel, because the BOA is a quasi-judicial board 13. If your department receives grants (federal/state) what are the status of those grants? With the authority of the Federal Coastal Zone Management (CZM) Act, we receive an annual CZM grant from the State Office of Planning, who serves as the passthrough for the NOAA funds. This grant funds 6 CZM positions in support of the State's CZM Program and the implementation of HRS-205A. a. Is the funding restricted? Explain in detail with dates/renewal dates/use. County, this includes 6 CZM positions, travel as required by the state to attend regular CZM meetings and related trainings, as well as a small amount for equipment related to these positions. Grant date are generally as follows: • January— Receive direction/deadline from the State and prepare draft budget. • Late Spring — Receive confirmation of budget approval from the State. • June— Receive, review, and process contract for receipt of funds. • July thru June—Annual Fiscal Year to use grant funds. b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? The department is in compliance with all reporting requirements. Semi-annual reports are due and submitted the first week of July and January for each fiscal year. Police Department voror.:•, Harry Kim • Mi' '��' Paul K. Ferreira (!mor Police Chef' yes • 14 f'. + �,`• Kenneth Bugado Jr. Deprur Police('hief County of Hawai i POLICE DEPARTMENT 349 Kapi'olani Street • Hilo.Hawaii 96720-3498 (808)935-3311 • Fax(808)961-2389 April 13. 2020 TOE DA D. CHAIRPERSON, FINANCE COMMITTEE, HA COUNCIL FROM : LK. IRA, POLICE CHIEF SUBJECT : FY 2020-2021 BUDGET AND PROGRAM REVIEWS This is in response to your April 6. 2020, email message regarding the written questions being utilized in lieu of in-person Budget and Program Reviews. Pursuant to your instructions, please find the attached documents: • Response to Police Department Questions • Response to All Departments Questions • Police Department Supplemental Budget Requests Should you have any questions. please feel free to contact me at (808) 961-2243 or via email _ Paul.Ferreira,cchaw•aiicounty.gov. • lawai•i County is an Equal Opportunity Provider and Employer" 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE HAWAII POLICE DEPARTMENT 1. HPD employees are deemed essential workers. What PPE and/or other safety measures, training and protocols are provided to employees to protect them from coronavirus? Officers and civilian staff who deal with the public have been given,gloves, masks, face shields and gowns; all employees have been given information on sanitization of their work areas to include the prisoner detention facilities, subsidized vehicles and department owned vehicles, symptoms associated with COVID-19, as well as on social distancing. Custodial staff has put forth additional protocols involving more thorough cleaning of work areas to include additional sanitization efforts on doorknobs or other highly-used work surfaces. Direct contact with the public for civilian staff has been minimized to the extent possible. 2. Dispatchers work in a high stress environment. What can be done to support dispatchers (police and fire)to ensure best possible work conditions? A new joint Police/Fire Dispatch/Communications facility is long overdue, ensuring that this project remains a priority and continues to construction is the greatest support in ensuring best possible working conditions. The other priority is ensuring adequate staffing for the center. Our staff has put a great deal of effort into recruiting to fill vacancies and have run three recruitments in the last year and are currently screening a group of applicants for training. In the current fiscal year budget(FY 19/20) we sought and received funding for an additional five (5)Police Radio Dispatchers (PRD) as well as an additional Supervising Police Radio Dispatcher (SPRD) to lighten the per employee workload. 3. $500,000 was allocated for design of a new CD/dispatch building a police/fire station off of Mohouli. What is the status of the design? What is the cost estimate and time frame to build? The Department of Public Works oversees this project and we have received assurances that it remains the Mayor's priority for CIP funding. The design,first completed in the mid-2000's, is undergoing additional review to ensure it is updated in compliance with applicable current codes. 4. Puna's population has grown exponentially over the last decade. What is being done to relocate and build/expand HPD's Keaau facility to support future population growth? Recognizing that the current Keaau facility is on a year-to-year lease and is inadequate to support the population of the Puna District, a new facility has been a CIP Priority for the Police Department for over the past two decades. The County has been unsuccessful in identifying land suitable for not only the Kea'au District Police Station but also to allow for an accompanying Kea'au Fire Station as co-location (as is done in Page 1 of 2 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Pahoa) which is probably in the best interests of the community. This remains as one of the priorities for the police department. 5. What resources does DOH provide to support officers dealing with mental health related calls? What protocols are in place for officers to get individuals suffering with mental health issues support they need? The DOH provides MH-1 protocol and State of Hawaii DOH Counseling Services/Mental Health training for our officers. Additionally in terms of protocol, we utilize and refer people in need to programs such as the Mental Health Kokua Line, Salvation Army Family Intervention Services,APS, CWS, and Crisis Line of Hawaii. 6. What is the status of implementing HPDs body cam,program? Have unanticipated obstacles or costs surfaced as it relates to this project? This project was to have started with a Sergeant and two (2) Information Systems Analysts (ISA). Unfortunately, in November we lost the one ISA III that was transferred to the project from our Computer Center to a higher paying private industry position and attempts to hire for his position and the other authorized position as well as another authorized vacancy in our Computer Center have led to negative results. We are now interviewing candidates in our third attempt,to fill the positions. On the positive side, our assigned Sergeant has identified the particular system that is best suited for our department. It does appear that we may experience a funding shortage over what was budgeted for the project and do also require additional servers and higher speed data transmission capabilities (which will involve additional unanticipated expenses) in order to be able to download the recorded video within a reasonable amount of time. 7. HPD has an excellent relationship with neighborhood watch groups. What more can be done in partnership with the community to ensure public safety and deter crime? We cherish our relationship with Neighborhood Watch Groups, and their vigilance is a very welcomed asset in keeping our community safe. We have recently enhanced our community presence by adding to our Social Media presence via both Twitter and Facebook accounts. We also continue to encourage the community to report suspicious persons and events to our department as opposed to only Social Media entries (as observed byus . This waywe can investigate these suspicious incidents as ) g were er to investigate an event that turns out to not be a crime as opposed to not P .f g PP being called and not having the opportunity to prevent a crime or not having an opportunity to identify criminal offenders. ANSWERS: Please see responses(bolded and italicized)following each question. Page 2 of 2 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE (POLICE DEPARTMENT) ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? If not, please explain in detail as to why increase needed. Our department would not be able to manage on last year's budget amount. First of all, negotiated pay increases require a larger budget. Besides the negotiated pay increases, BU12 has another round of lump sum bonus payments to pay in the 7/15/2020 payroll. BU13 has step movements to continue and those not receiving step movements shall get a $750 lump sum payment. BU3 & BU63 are entitled to a $2,800 lump sum payment. Increases are needed for the following: Repairs and maintenance of the buildings, vehicles, miscellaneous contract services (autopsies, blood draws,DNA analysis) as these were left "status quo"; cost of annual Janitorial/Grounds maintenance and Detention Facility Guard services;premiums of insurance for the fleet vehicles and subsidized vehicles; miscellaneous services for body camera maintenance, data processing,psychiatric services, wireless connectivity, and medical services. 010.201.5203.02.103-Janitorial Services 010.201.5203.02.104- Travel/Conferences 010.201.5203.02.109 Equipment Maintenance/Repairs 010.201.5203.02.115 Misc.Contract Services 010.201.5203.02.227-Computer& Office Supplies 010.201.5203.02.231-Public Safety Supplies 010.201.5203.02.339 Insurance 010.201.5203.20.454-Computer Equipment& So 010.201.5203.20.480-Misc. Equipment 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. The focus of our department has been to continue to provide all of our law enforcement services to the community, while ensuring the safety of our staff. In line with the Governor's proclamations and CDC recommendations of social distancing, we have been forced to cut or scale back on certain programs that involve large group activities (i.e., station tours,Hi-Pal sponsored events, etc.), and certain face-to-face services (i.e., counter assistance for police reports or traffic services information, etc.). 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? Page 1 of 5 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE (POLICE DEPARTMENT) In addition to what has been responded to in Question No. 1, we are also facing Union calls for employee hazard pay relating to COVID-19. In terms of impacted programs, at this juncture everything remains fluid as long-term impacts have not yet been fully assessed. 4. Does your department/agency have a Continuity of Operations Plan(COOP)? We have a COOP that was developed in 2010 and was recently reviewed by Administrative Staff to ensure it remains timely. 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? Our patrol operations have not changed as we continue to respond to all calls for service from the community, however, at times taking additional precautions (Le., practicing social distancing, using PPE during contact, when possible do contacts over the phone, etc.). Changing the process for the application and registration of firearms to an appointment only program to ensure social distancing and to minimize public contact by our staff. 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? All of our employees have been declared as essential given the need to support our field operations. Due to the confidential nature of our work and the need to access computer data, we have determined our staff(both civilian and sworn) needs to report to their assigned duty stations. We did identify one employee who we feel may be categorized as "Vulnerable"and that employee's particular duties could be carried out remotely, which coincides with the nature of the work that he performs. 7. Please provide the Council with a copy of your supplementals. Please see Attachment A. 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. The very nature of Law Enforcement is such that "Leveraging"public-private partnerships to do it's (our department's) work is not a process fraught with possibilities. We do try to partner with entities to the extent possible where they can Page 2 of 5 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE (POLICE DEPARTMENT) help our department but not to the extent of replacing our responsibilities as obviously our duties, responsibilities, and authority are vested in our department by law. 9. Are,there any public misconceptions about your department/agency that you'd like to address? The public continues to erroneously believe that our department "Makes"money from fines levied as a result of citations issued and that is entirely not true. Fines collected are deposited into the State of Hawai'i General Funds account. 10. What do you wish the community understood about your work? We prefer willing compliance to the laws and do not embrace an "Us vs Them" mentality. Our employees and their families are also members of the community and not an occupying force. Additionally, certain typesof requests for service involve things out of our control For example, a neighbor's barking dog complaint: Yes, we can respond and under certain statutory conditions can cite the owner, but we cannot physically restrain the dog from barking. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? We are at a loss to understand any lesson that was being taught, our overtime is a direct result of our duties as assigned in response to requests for service or in furtherance of a law enforcement purpose. b. What was the common factors of the requested of overtime? Officers having to go to court on their off-duty time, officers filling in for manpower shortages, officers needing to complete work beyond their shift, officers working on Holidays, responding to certain emergent conditions (storms, etc.). c. What areas of your department could be realigned to become more efficient to reduce the overtime use? We did change the manner in which officer's change their shifts to coincide with their days off, whickhas eliminated certain `premium"overtime that they were previously entitled to. Page 3 of 5 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE (POLICE DEPARTMENT) d. What are the priorities/goals of your agency's budget? In accordance with County budgetary constraints, we have submitted a "No frills"budget that aligns with our core mission of enforcing laws and maintaining the peace in our community. The specific priorities/goals for the department are outlined for each Bureau under the heading Program Objectives of the budget submitted. e. What is the process/rationale/benchmarks used to address these priorities/goals? The process to address these priorities/goals are outlined in the Program Description for the various Divisions/Sections within our department. Each unit has unique duties associated with the services being provided and how tasks are accomplished. f. What are your measurable outcomes? The measurable outcomes are outlined in our department's Program Budget under the highlights of each Section and monthly statistical information is used to measure outcomes throughout the year. g. How do you know you are succeeding? The effectiveness of our operations are determined by the statistical information (i.e., clearance rates for crimes, traffic collisions, etc.) and community input. Monthly reports on departmental crime and traffic statistics are submitted to the County of Hawai'i Police Commission; as well as presented during monthly commission meetings. h. Is there a plan to un-fund the program if there is no measurable outcome? Currently we have no programs that are being considered for un funding. i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? Currently we have no programs that are being considered for un funding. 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your department's priorities? Page 4 of 5 2020 DEPARTMENTAL BUDGET &PROGRAM REVIEW QUESTIONAIRE (POLICE DEPARTMENT) The nature of our department's responsibilities is such that it does not fall in line with that of other County departments. 13. If your department receives grants (federal/state) what are the status of those grants? a. Is the funding restricted? Explain in detail with dates/renewal dates/use. We have 18 active grants and 10 pending grants. The status of the pending grants is on tab 2 of the spreadsheet(Attachment B). b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? Funding is restricted to what was approved in each agreement. The grant agreement also lists what is not allowed. c. Are there timing/reporting elements?Is the department in compliance with those reporting elements? Yes, there are reports due on the fiscal side and the grant manager side. We are in compliance and up-to-date with all fiscal reports. • ANSWERS: Please see responses (bold and italicized) listed after each question. Page 5 of 5 Department of Finance 11/04/19 Fonn#:F-I I OL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Police CONTACT: Assistant Chief Samuel Thomas PHONE: 961-2261 DATE: 10/25/19 FISCAL PERIOD From: July 1,2020 To: June 30, 2021 ITEM: Police Lieutenant PRIORITY#: Position#: Grade/BU: l Annual Salary: $ For Positions-3 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 98,532.00 DIVISION: PUNA PATROL ACCOUNT#: 5214.01.011 JUSTIFICATION: ❑ Legal Mandate ® Safety ❑ Reduce Costs❑ Increase Efficiency ❑ Other: Explain Below: In line with the increase of patrol personnel approved in the FY 2019-20 budget, attendant supervision is also needed. The presence of supervisory personnel is critical in minimizing liability at the onset. The constant presence of a supervisor will increase quality of police services, minimize public complaints, and maintain order and discipline. This additional lieutenant will increase frontline supervision. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 11/04/19 Fomi#:F-1 IOL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Police CONTACT: Assistant Chief Samuel Thomas PHONE: 961-2261 DATE: 10/25/19 FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 ITEM: Training Funds PRIORITY#: 2 Position II: Grade/BU: / Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: El New Cost Item ® Increase to Current Cost Item(explain) Amount Requested: $ 120,000.00 DIVISION: ADMINISTRATIVE SERVICES ACCOUNT#: 5215.05.104 JUSTIFICATION: ❑ Legal Mandate ® Safety❑ Reduce Costs Increase Efficiency® Other:Decrease Liability Explain Below: Due to the increase of officer-involved shootings and the highly litigious society we live in, there is an increasing need for additional training for personnel department wide. Trainings that require re-certifications are more costly (in some instances, double past costs) due to the rise of travel costs, registration fees, and attendant fees. Additionally, mental health type training is required subsequent to the increase in lawsuits involving person(s) with mental health issues. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 11/04/19 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Police CONTACT: Assistant Chief Samuel Thomas PHONE: 961-2261 DATE: 10/25/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: 4WD Quad-Cab Truck PRIORITY#: 3 Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ DIVISION: RADIO SHOP ACCOUNT#: 010.201.5203.20.449 JUSTIFICATION: ❑ Legal Mandate ® Safety❑ Reduce Costs ❑Increase Efficiency® Other: Decrease liability Explain Below: To replace the 2006 Ford F-350 Super-Duty Quad-Cab pickup truck, which is over 13 years old, currently being used to transport personnel and equipment to/from tower sites for maintenance and repair issues. • O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: Department of Finance 11/04/19 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Police CONTACT: Assistant Chief Samuel Thomas PHONE: 961-2261 DATE: 10/25/19 FISCAL PERIOD From: July 1,2020 To: June 30,2021 • ITEM: Seven SUV Four-Wheel-Drive Vehicles PRIORITY#: 4 Position#: Grade/BU: l Annual Salary: $ For Positions 3 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 600,000.00 DIVISION: ADMINISTRATIVE SERVICES BUREAU ACCOUNT#: 010.201.5203.20.449 JUSTIFICATION: El Legal Mandate ® Safety ® Reduce Costs❑ Increase Efficiency❑ Other: Explain Below: The additional seven SUV four-wheel-drive vehicles are being requested to replace the 2008. Ford Expedition SUVs currently in inventory, which are old and very costly to repair, some of which pose safety hazards. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance - 11/04/19 Form#:F-1 l OL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Police CONTACT: Assistant Chief Samuel Thomas PHONE: 961-2261 DATE: 10/25/19 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: 15-Passenger Prisoner Transport Van PRIORITY#: 5 Position#: Grade/BU: l Annual Salary: $ For Positions-4 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 600,000.00 DIVISION: S.HILO PATROL(DETENTION CENTER) ACCOUNT#: 010.201.5203.20.449 JUSTIFICATION: ❑ Legal Mandate ® Safety❑ Reduce Costs❑ Increase Efficiency® Other: Decrease liability Explain Below: To replace the current 1996 prisoner transport van, which is used in daily operations by the Hilo Detention Center to transport detainees to/from court. This van is approximately 23 years old and in desperate need of replacement. • O APPROVED: $ O DENIED o DEFERRED: NOTES: DATE: Department of Finance 11/04/19 Forni#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Police CONTACT: Assistant Chief Samuel Thomas PHONE: 961-2261 DATE: 10/25/19 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Clerk III PRIORITY#: 6 Position#.• Grade/BU: SRI0/C Annual Salary: $35,000.00 For Positions 3 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 35,000.00 DIVISION: HUMAN RESOURCES ACCOUNT#: 5203.51.011.2 JUSTIFICATION: ❑ Legal Mandate ❑ Safety ® Reduce Costs® Increase Efficiency ❑ Other: Explain Below: The Human Resources Section, currently supported by three positions (one Program Specialist, one Technician, and one Assistant), is responsible for all personnel action for the entire Police Department consisting of 594 authorized positions. Over the last several years, changes in County policies requiring more documentation have taxed our current staff, and they oftentimes struggle to meet the tight deadlines. With the addition of 44 new positions approved in the FY 2019-20 budget, the expectation that current staff will now be required to perform all personnel action for a total of 638 positions is unreasonable. This additional Clerk III position will be utilized to perform the duties consistent to its class specification and allow the current staff the time needed to complete the more complex tasks without overtime,thus minimizing "bum out." O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: Department of Finance 11/04/19 Form##:F-1 10L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Police CONTACT: Assistant Chief Samuel Thomas PHONE: 961-2261 DATE: 10/25/19 FISCAL PERIOD From: July 1,2020 To: June 30, 2021 ITEM: Three four-wheel-drive pickup trucks PRIORITY#: 7 Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 150,000.00 DIVISION: ADMINISTRATIVE SERVICES ACCOUNT#: 010.201.5203.20.449 JUSTIFICATION: ❑ Legal Mandate ® Safety ❑ Reduce Costs®Increase Efficiency❑ Other: Explain Below: 1. The 1997 pickup truck assigned to the Ka`u District used for large evidence recovery and bulk evidence transfers to the main Kona repository is over 22 years old and in desparate need of replacement. This vehicle is also used to traverse rougher terrain areas that require higher height clearance than the current SUV assigned to the district. 2. The North Kohala district currently does not have a four-wheel-drive pickup truck needed to access areas with unpaved trails and "roads" that traverse the district. 3. The Hamakua district currently does not have a four-wheel-drive pickup truck needed to access areas with unpaved trails and "roads" that traverse the district. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 11/04/19 Fonn#:F-11 OL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Police CONTACT: Assistant Chief Samuel Thomas PHONE: 961-2261 DATE: 10/25/19 FISCAL PERIOD From: July 1, 2020 , To: June 30, 2021 ' ITEM: Two Cooling Towers PRIORITY#: 8 Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 750,000.00 DIVISION: ADMINISTRATIVE SERVICES ACCOUNT#: 5203.20.480 JUSTIFICATION: ❑ Legal Mandate ® Safety ❑ Reduce Costs❑ Increase Efficiency❑ Other: Explain Below: The current cooling towers are old and obsolete and required repair several times in the last year. These cooling towers service the air conditioning units for the entire Public Safety Buildings (A and B), with the exception of the Detention Center. 0 APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: Department of Finance 11/04/19 Form#:F-1 IOL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Police CONTACT: Assistant Chief Samuel Thomas PHONE: 961-2261 DATE: 10/25/19 FISCAL PERIOD From: July 1,2020 To: June 30, 2021 ITEM: Police Officer III PRIORITY#: 9 Position#: Grade/BU: P09/ 12 Annual Salary: $ 85,000.00 For Positions+ Home Dept: Effective Date: BUDGET: ®New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 85,000.00 DIVISION: ADMINISTRATIVE SERVICES DIV. ACCOUNT#: 5203.51.011.1 JUSTIFICATION: ❑ Legal Mandate ® Safety ® Reduce Costs® Increase Efficiency® Other: Decrease liability Explain Below: An additional Training Officer will allow for better staffing and supervision of police recruits. In recent years, the department's recruit classes have been overlapping in various stages. Some classes are as close as 6-8 weeks apart, which creates additional burdens for the present training staff to supervise and ensure adequate training. Staff struggles to schedule accordingly due to the overlapping classes, demands to schedule instructors,juggle location availability and other logistical requirements. Staff will be able to better manage multiple recruit classes along with their regular responsibilities and will ensure that we are properly documenting and tracking training for personnel in the electronic management system (PowerDMS). It will provide better oversight during field training in that personnel will be able to be on various shifts to oversee the program and ensure that reviews of recruit progress is being handled timely and effectively. The additional Police Officer III position will reduce overtime required to meet standards and the training section will be able to meet its objective of providing adequate training to all sworn and civilian employees in accordance with CALEA standards. It will allow for better staffing and supervision of recruit and departmental trainings, reducing the need for additional manpower from other sections as instructors. O APPROVED: $ O DENIED o DEFERRED: NOTES: DATE: Grant Balance Report-CURRENT By:Kelsie Kailiuli 4/2/2020 CURRENT GRANTS Reimbursements to Agency Project Title Project/GrantManager Grant Period Grant Funds Balance Pending Reimbursements Bal after Pndg Reimb paid Date Account No. Project No. Match Balance:$0.00 AG(Courtney) SAFE On-Call Pay and SANE Coordination(VAWA) Lt.Sandor Finkey 6/1/2018-5/31/2020 $ 55,623.00 $ 20,012.00 $ 35,611.00 Pending reimb req$19,280(Feb) S 16,331.00 010.201.5219.67;3302.37 16-WF-07 AG(Dawn) FY 16 Priority Drug_Analyses Productivity Grant Kathy Pung 3/1/19-8/31/2020 $ 97,452.00 $ 6,226.00 �$ 91,226.00 $ 91,226.00 010.201.5216.69:3309.69 16-D1-09 AG(Dawn) FY 17 Priority Drug Analyses Productivity Grant Kathy Pung 3/1/19-8/31/2020 $ 77,548.00 $ 38,451.00 $ 39,097.00 $ 39,097.00 010.201.5216.69:3309.69 17-01-12 AG(Dawn) Statewide Multi-Jurisdictional Drug Task Force(SMDTF) Lt.Reynold Kahalewai 1/1/20-12/31/20 $ 44,856.00, $ 1,420.00 $ 43,436.00 _ $ 43,436.00 010.201.5216.56;3309.57 18-D1-D1 E911 Wireless Deputy Bugado 7/1/2019-6/30/2020 $ 2,533,882.66 $ 715,747.25 $ 1,818,135.41 Pending reimb req-$51,633.73(Feb),$58,199.34(Mar) $ 1,708,302.34 010.201.5216.21:3305.47 DOJ(Tahitia) FY 17 JAG Local Program Capt Wana 10/1/2016-9/30/2020 $ 113,387.00 $ - $ 113,387.00 To be used to purchase a driving simulator $ 113,387.00 010.201.5216.60;3309.59 2017-DJ-BX-0514 DOl(Tahitia) FY 19 JAG Local Program Capt Wana 10/1/2018-9/30/2022 $ 76,444.00 $ - $ 76,444.00 To b e used to purchase a shooting simulator $ 76,444.00 010.201.5216.60;3309.59 2019-DJ-BX-0872 HIDTA HI Impact Lt.Kahalewai/Lt.Serrao 1/1/2018-6/30/2020 $ 336,500.00 $ 233,050.58 $ 103,449.42 $ 103,449.42 010.201.5219.93:3302.98 G18H10004A HIDTA HI Impact Lt.Serrao/Lt.Kahalewai 1/1/2019-12/31/2020 $ 227,900.00 $ - $ 227,900.00 $ 227,900.00 010.201.5219.93:3302.98 G19H10004A HIDTA HI Impact Lt.Serrao/Lt.Kahalewai 1/1/2020-12/31/2021 $ 241,800.00_ $ - $ 241,800.00 $ 241,800.00 010.201.5219.93:3302.98 G20HI0004A FBI FBI-Safe Streets Task Force/Violent Crimes Task Force Chief Ferreira 7/1/2019-6/30/2020 $ 50,000.00 $ 1,031.39 $ 48,968.61 $ 48,968.61 010.201.5219.91;3301.80 10/1/19-9/30/23 Alcohol,Tobacco,Firearms(ATF)Task Force (renews yearly ATF Lt.Royce Serrao 10/1-9/30) $ 32,000.00 $ - $ 32,000.00 $ 32,000.00 010.201.5216.63;3309.74 DOH Tobacco Sales to Minor Lt.Finkey 9/3/19-8/30/20 $ 16,000.00 $ 2,709.60 $ 13,290.40 Pending reimb req-$1,807.40(Feb) $ 11,483.00 010.201.5216.42,3305.74 2019PB003 DOT Traffic Records/Data Grant Torey Keltner 10/1/2019-9/30/2020 $ 24,520.00 $ 474.28 $ 24,045.72 Pending Reimb.Req-$465.41(Jan 20) $ 23,580.31 010.201.5216.18,3303.63 TR20-03(03-H-01) Pending Reimb.Req-$4,249.40(Oct-Dec 19),$2,930.57 DOT Distracted Driving Grant _ Torey Keltner 10/1/2019-9/30/2020 $ 62,220.00 $ - $ 62,220.00 (Jan 20) $ 55,040.03 010.201.5216.41,3308.73 DD20-09(01-H-02) Pending Reimb.Req-$8,929.28(Oct-Dec 19)&$4,436.38 DOT Seatbelt Enforcement Grant Torey Keltner 10/1/2019-9/30/2020 S 96,585.00 $ - $ 96,585.00 (Jan.20) $ 83,219.34 010.201.5219.76,3302.56 OP20-05(01-H-02) Pending Reimb.Req-$17,602.13(Oct-Dec 19)&$7,575.98 DOT Speed Enforcement Grant Torey Keltner 10/1/2019-9/30/2020 $ 298,350.00 $ - $ 298,350.00 (Jan.20) $ 273,171.89 010.201.5219.44,3302.03 SC20-06(01-H-02) DOT Traffic Services Grant(Investigation) Torey Keltner 10/1/2019-9/30/2020 $ 105,840.00 $ - -$ 105,840.00 Pending Reimb.Req-$1,375.39(Oct-Dec 19) _ $ 104,464.61 010.201.5216.10,3303.32 PT20-01(02-H-01) $ 4,490,907.66 $ 1,019,122.10 $ 3,471,785.56 $ 178,485.01 $ 3,293,300.55 Current Grant Balance Report Date to check for Rec'd Executed Ordinance pate contract sent Contract/Grant State Pass Through $52It B525 Council Review 1st Council Review (aDDrox.16 dans CR routine sent Account A Agency ID/Grant Number Project Title Project/GrantManaaer Grant Period Grant Fund Sit to Finance Reading 2nd Reading sifter reading)- 4B5 to Granting Agencv Notification sent t0 Notes add to outlook TO execute Kav/Inform Protect i calendar Manager 9/18/2019 SANE/SAFE Program Expansion& Bill 97 010.201.5216.51,3309.22 AG 18-V2-15 HPD Training,VOCA) Lt.Sandor Finkey 7/1/19-8/30/21 $216005.00 8/14/2019 N/A Waived Ord.19-97 10/10/2019 3/25/2020 May have to do a Requsition for YWCA Services(See pd.4061) 3/11/2020 Bill 140 9/30/19 Emailed Torey to find out if we have any information for this year. 010.201.5216.15,3303.42 DOT AL20-02(01-H-02) Roadblock Program Torey Keltner 10/1/2019-9/30/2020 $282,585.00 1/24/2020 2/19/2020 Ord.20-20 3/24/2020 3/27/2020 11/4/19 Emailed Torey to check on agreements AG FY 2018 Project Safe Neighborhood)PSN) Lt.Rio Amon-Wilkins Lt.Amon-Wilkins is applying. 12/4/2019 Coordinated Community Response Capt.Esteban/Lt.Rio Amon- Bill 117 Grant is with Prosecutors Office 010.271.5272.11,010.3309.79 O1P U5D01 Prosecutors ,To combat violent crime in COH) Wilkins 10/1/2019-9/30/2021 $769895.00 10/24/2019 11/20/2019 Ord.19115 12/19/2019 Prosecutors Grant--They are taking care of this. HR working on creating and recruiting for Police civilian Criminal Analyst position. COPS COPS Grant-S&W Lt.Alameda/Comm Policing COPS COPS Grant-Travel/Equipment/Supplies Lt.Alameda/Comm Policing US Marshall Service-Hawaii Fugitive 010.201.5216.54;3309.34 US Marshalls Task Force 10/1/19-9/30/20 $7,000.00 Granting Agency still working on contract Match Funds:$27,779 Total:$111,116 010.201.5219.67;3302.37 AG(Courtney) 208-WF-A%-0024 FY 2018 STOP WAWA) Lt.Sander Pinked 6/1/2020-5/31/2021 $83,337.00 Application due 4/3/20 Accreditation Data Management FY 2019 Paul Coverdell Forensic Science 010.201.5216.47:3308.95 AG(Dawn) 2019-CD-8X-0026 Improvement Grants Program-Formula Kathy Pung 1/1/20-12/31/20 $27,510.00 _ Coronavirus related expenses Capt.Wana $246,000.00 _ Application due S/31/2020 Pending Grants 1 Grant Balance Report-CLOSED Account it: Project Title: Project/GrantManager: Grant Period Grant Funds Reimbursements to Date Balance 010-201-5216.30,3308.17 Aggressive Driving Project Sgt.Robert Pauole 10/1/2015-9/30/2016 $60,112.00 $51,355.64 $8,756.36 010-201-5216.12,3303.34 CIOT Basketball Tournament Sgt.Robert Pauole 10/1/2015-9/30/2016 $18,500.00 $9,047.43 $9,452.57 010.201.5216.44,3308.84 COPS 2011ULWX0013 Lt.Darren Norio 9/1/2011-8/29/2014 $1,392,336.00 $1,392,336.00 $- 010.201.5216.49,3309.20 COPS Hiring Program Lt.Fujitake 9/1/2014-12/31/2018 $250,000.00 $250,000.00 $- _ 010.201.5216.55,3309.35 DEA Hawaii Airport Task Force Lt.Bird 10/1/2015-9/30/2016 $52,644.00 $- $52,644.00 010.201.5216.55,3309.35 DEA Hawaii Airport Task Force Lt.Reynolds Kahalewai 10/1/2016-9/30/2017 $53,259.00 $- $53,259.00 DEA Hawaii Airport Task Force Lt.Reynolds Kahalewai 10/1/17-9/30/18 $54,000.00 ,$- $54,000.00 010-201-5216.41,3308.73 Distracted Driving Project Sgt.Robert Pauole 10/1/2015-9/30/2016 $57430.00 $40,966.15 $16,463.85 010.201.5216.21,3305.47 E911 Wireless AC Kanehailua 7/1/2013-6/30/2014 $1872,000.00 $802,487.84 $1,069,512.16 010.201.5216.21,3305.47 E911 Wireless AC Kanehailua 7/1/2015-6/30/2016 $1,872,000.00 $1,996,001.37 ($124001.37) 010.201.5219.63,3302.30 FBI Organized Crime Drug Enforcement Task Force Lt.Farias 10/1/2015-9/30/2016 $50,000.00 $- $50,000.00 010.201.5216.31,3308.18 FY 2011 Justice Assistance Grant Program 2011-DJ-BX-2828 AC Kanehailua 10/1/2010-9/30/2014 $105,029.00 $74,748.93 $30,280.07 010.201.5219.32.3304.31 Hawaii Narcotics Task Force Lt.Reynolds Kahalewai 1/1/17-01/31/18 $44,162.00 $44,162.00 $- 010.201.5219.32,3304.31 Hawaii Narcotics Task Force 10-D1-13 Lt.Sherry Bird 4/1/2012-11/30/2014 $75,000.00 $75,000.00 $- 010.201.5219.32.3304.31 Hawaii Narcotics Task Force 11-DJ-12 Lt.Sherry Bird 1/1/2016-12/31/2016 $46,305.00 $46,305.00 $- 010.201.5219.32.3304.31 Hawaii Narcotics Task Force 13-DJ-07 Lt.Sherry Bird 1/1/2015-12/31/2015 $73,450.00 $73,441.14 $8.86 010.201.5216.48,3309.05 Hawaii Police Detective Training 11-D1-10 Capt Wagner 10/1/2013-11/30/2014 $65,200.00 $63,471.48 $1,728.52 010.201.5219.93,3302.98 HI Impact Lt.Mahuna/Lt.Kahalewai 1/1/2016-12/31/2017 $225,584.67 $225,583.89 $0.78 010.201.5219.93,3302.98 HI Impact Lt.Mahuna/Lt.Kahalewai 1/1/2017-12/31/2018 $253,982.00 $253,044.30 $937.70 010.201.5219.93,3302.98 Hi Impact G13HI0004A Lt.Farias/Lt.Bird 1/1/2013-12/31/2014 $73,062.20 573,062.20 $- 010.201.5219.93,3302.98 HI Impact G14H10004A It Farias/Lt.Bird 1/1/2014-12/31/2015 $183,996.45 $183,970.13 $26.32 010.201.5219.93,3302.98 HI Impact G15H10004A Lt.Mahuna/Lt.Bird 1/1/2015-12/31/2016 $205,425.00 $205,397.16 $27.84 010.201.5216.47,3308.95 HiPD Crime Lab Improved Forensic Sciences Kathy Pung 10/1/2015-3/31/2017 $26,751.00 $26,547.51 $203.49 010.201.5216.47,3308.95 HiPD Crime Lab Improved Forensic Sciences 13-CD-01 Kathy Pung 10/1/2013-11/30/2015 $29,830.00 $29,830.00 $- 010.201.5216.31, HPD Project Cyber Border Patrol 2013-DJ-BX-1121 Scott Uehara 10/1/2012-9/30/2016 $88,613.00 $- $88,613.00 010.201.5216.47,3308.95 Improving Quality Services 14-CD-02 Kathy Pung 10/1/2014-9/30/2015 $25,641.00 $25,641.00 $- 010-201-5216.53,3309.30 Leica Scan/Station Training Sgt.Robert Pauole 10/1/2015-9/30/2016 $200,000.00 $199,851.11 $148.89 010-201-5216.15,3303.42 Roadblock Program Sgt.Robert Pauole 10/1/2015-9/30/2016 $183,605.00 $152,586.77 $31,018.23 010.201.5216.51,3309.22 SAFE Program Continuation A/Lt.Bird 2/1/2015-4/30/2017 $51,525.00 $51,525.00 $- 010.201.5219.67.3302.37 SAFE Program Coordinator 10-WF-15 Lt.Gaspar 7/1/2012-12/31/2014 $52,068.00 $52,068.00 $- 010.201.5216.26,3308.06 SAFE Standby Pay&Forensic Examinations 11-WF-03 Lt.Gaspar 7/1/2012-11/30/2014 $52,061.00 $52,061.00 5- 010.201.5216.26,3308.06 SAFE Standby Pay&Forensic Examinations 12-WF-OS Lt.Gaspar 9/1/2013-6/30/2016 $52,353.00 $52,353.00 $- 010.201.5219.67,3308.08 SANE/SART Training 12-D1-06 Lt.Gaspar 4/1/2014-8/31/16 $24,946.00 $24,946.00 - $- 010-201-5219.76,3302.56 Seatbelt Enforcement Sgt.Robert Pauole 10/1/2015-9/30/2016 $78,480.00 $64,986.79 $13493.21 010-201-5219.44,3302.03 Speed Enforcement Sgt.Robert Pauole 10/1/2015-9/30/2016 $91,168.00 $84,868.28 $6,299.72 010.201.5216.56:3305.97 Statewide Multi-Jurisdictional Drug Task Force(SMDTF) Lt.Reed Mahuna 1/1/2018-12/31/2018 $45,334.00 $44,906.05 $427.95 010.201.5216.42,3305.74 Tobacco Sales to Minor Lt.Melemai/Lt Gaspar 9/1/2014-8/31/2016 524,000.00 $18,654.34 $5,345.66 010.201.5216.18,3303.63 Traffic Records/Data Grant Sgt.Robert Pauole 10/1/2015-9/30/2016 $124,180.00 $5,881.20 $118,298.80 010-201-5216.10,3303.32 Traffic Services/Investigation Sgt.Robert Pauole 10/1/2015-9/30/2016 $71,500.00 $31,317.42 $40,182.58 010.201.5216.54,3309.34 US Marshall Fugitive Task Force 11/18/2015-9/30/2016 $11,095.40 $6,429.67 $4,665.73 010.201.5216.54,3309.34 US Marshall Service-Hawaii Fugitive Task Force Capt.Shimabukuro 10/19/2016-9/30/2017 $4,665.73 $4,578.69 $87.04 010.201.5216.57,3309.40 US Secret Service Capt.Medeiros 10/2016-9/30/2017 $10,000.00 $4,131.24 $5,868.76 010.201.5216.50,3309.21 Wrongful Conviction Project Lt.Quiocho 12/1/2014-12/31/2015 $52,072.00 $52,072.00 $- 010.201.5216.47,3308.95 Updating Forensic Science Capabilities Kathy Pung 1/1/2018/12/31/2018 $50,460.00 $50,460.00 5- 010.201.5216.52,3309.28 Justice Assistance Grant Capt Wana 10/1/2014-4/30/19 $92,825.00 $92,825.00 5- 010.201.5216.39,3308.65 Sexual Assault Kit(SAK)Testing(VAWA) Lt.Scott Kurashige 1/1/2018-6/30/19 $53,205.00 $53,205.00 $- 010.201.5216.51,3309.22 SANE/SAFE Coordination&Program Strengthening(VOCA) Lt.Scott Kurashige 7/1/17-6/30/2019 $101,745.00 $101,745.00 $- 010.201.5216.62:3306.10 Neighborhood/Community Outreach and Protection Lt.Robert Almeida 7/1/18-6/30/19 $50,000.00 $41,433.16 $8,566.84 010.201.5216.21 3305.47 E911 Wireless De•u 13u:ado 712018-6302019 3 753 779.20 2 667 026.56 1 086 752.64 010.201.5216.61:3306.09 HPD Records Access for Statistical Data Abstraction Capt John Briski 8/31/17-8/31/19 $7,500.00 37 427.39 $72.61 010.201.5216.42,3305.74 Tobacco Sales to Minor Lt.Flnkey/Lt.Kurashige 9/1/2018-8/31/2019 $12,000.00 $9170.24 $2,829.76 010.201.5216.55,3309.35 DEA Hawaii Airport Task Force Lt.Kahalewai 10/1/2018-9/30/2019 $54,000.00 $0.00 $54,000.00 010.201.5216.54,3309.34 US Marshall Service-Hawaii Fugitive Task Force Capt.Shimabukuro 10/1/18-9/30/19 $7,000.00 $6,837.69 $162.31 010.201.5216.57;3309.40 US Secret Service Capt.Esteban/Capt.Mahuna 10/2018-9/30/2019 $2,500.00 $1,978.98 $521.02 010-201-5216.15,3303.42 Roadblock Program Torey Keltner 10/1/2018-9/30/2019 $188,706.00 $139,246.52 $49,459.48 010.201.5216.18,3303.63 Traffic Records/Data Grant Torey Keltner 10/1/2018-9/30/2019 $56,520.00 $39,508.61 $17,011.39 010-201-5216.41,3308.73 Distracted Driving Project Torey Keltner 10/1/2018-9/30/2019 $62,200.00 $40,870.23 $21,329.77 010-201-5219.76,3302.56 Seatbelt Enforcement Torey Keltner 10/1/2018-9/30/2019 $90,000.00 $61,175.13 $28,824.87 010-201-5219.44,3302.03 Speed Enforcement Torey Keltner 10/1/2018-9/30/2019 $111,960.00 $101,324.15 $10,635.85 010-201-5216.10,3303.32 Traffic Services/Investigation Torey Keltner 10/1/2018-9/30/2019 $105,840.00 $33,161.04 $72,678.96 010.201.5216.56;3309.57 Statewide Multi-Jurisdictional Drug Task Force(SMDTF) Lt.Kahalewai/Lt.Serrao 3/1/19-12/31/19 _$41,613.00 $41,613.00 $0.00 010.201.5216.47:3308.95 Ka Ho'a'o Palekana(Improve Forensic Services) Kathy Pung 1/1/19-12/31/19 $63,793.00 $63,793.00 $0.00 TOTALS $13,289,011.65 $10,398,416.43 $2,890,595.22 FY 19-20 TOTALS $803,632.00 $546,105.98 $257,526.02 Closed Report Submission Log month Ionone( E.March 2019 RFF due on April 15 2019 30th of the month for JPEO)Quartelr.15th of the month for previous previous quarter quarter E.April-June 2019 E.PEO for Jan-March 2019 due on April 15, due Deadlines 2019 on July 2019 DOH/E911-- Due dates are April 15th,July 15th,October 15th Final Report: NO monthly or quarterly &January By the 90th day after reports required.Only request 15th regardless of the project start date. the as needed. Account# 0430..7 Project Pass Through Project 7Hle Project/GrantManager Grant Period ID/Grant Number 010.201.5216.18,3303.63 DOT TR19-03(03-H-01) Traffic Records/Data Grant Torey Kellner 10/1/2018-9/30/2019 010-201-5216.41,3308.73 DOT DD19-10(02-H-01) Distracted Driving Project Torey Keltner 10/1/2018-9/30/2019 _ - 010-201-5216.15,3303.42 DOT AL19-02(01-H-02) ,Roadblock Program Torey Kenner 10/1/2018-9/30/2019 010-201-5219.76,3302.56 DOT OP19-05(01-H-02) Seatbelt Enforcement Torey Keltner 10/1/2018-9/30/2019 _ _ 010-201-5219.44,3302.03 DOT 5C19-06(01-H-02) Speed Enforcement Torey Keltner 10/1/2018-9/30/2019 _ 010-201-5216.10,3303.32 DOT PT19-01(02-H-01) Traffic Services/Investigation Torey Keltner 10/1/2018-9/30/2019 010.201.5216.42,3305.74 DOH MOA#TPEP18H Tobacco Sales to Minor Lt.Serrao/Lt.Valera 9/10018-8/31/2019 - - - HPD Records Access for Statistical Data Abstraction No report 010.201.5216.61:3306.09 DOH MOA (for scanners for records) Lt.John Briski 8/31/17-8/31/19 4/1/19 reimb lune 19-Priority fan 19 Feb 19 March 19 April 19 May 19 Dispatch June 19 010.201.5216/1,3305A7 508E911 NONE ,E911 Wireless Deputy Bugaado 7/1/2018-6/30/2019 M2/12/19 _ AA 3/13/19 KK 4/1/19 KK 5/2/19 KK 6/3/19 KK 6/6/19 KK 7/9/19 Jan 19 Feb19 March19 Q(Jan-Mar 19) April19 May 2019 June 2019 Q(Apr-Jun 19) July 2019 August 2019 September 2019 Q(Jul-Sept 2019) 010.201.5219.93,3302.98 HIDTA 0189100046 HI Impact Lt.Serrao/Lt.Kahalewai 1/1/2018-12/31/2019 4/26/19 HA 5/30/19 KK 6/4/19 KK 5/6/19 HA 6/22/19 KK 6/23/19 KK Q-1 Q-2 Q-3 AG M-1(Jan 18) M-2(Feb 18) M-3(Mar 18) (Jan-Mar 18) M-4(Apr 18) M-5(May 18) M-6(Jun 18) (Apr-Jun 18) M-7(Jul 18) M-8(Aug 18) M-9(Sep 18) (Jul-Sep 18) M-10(Oct 18) M-11(Nov 18) 010.201.5216.39,3308.65 (Courtney) 15-WF-07 Sexual Assault Kit(5AK)Testimg_(VAWA) Lt.Roylen Valera 1/1/2018-6/30/19 2/8/18 - 3/8/18 4/3/18 4/3/18 - 5/8/18 6/1/18 7/6/18 , 7/6/18 8/6/18 9/4/18 10/2/18 10/2/18 11/2/18 12/7/18 Q-1 Q-2 Q-3 Q-4 AG M-1(Jun 18) (Jun 18) M-2(Jul 18) M-3(Aug 18) M-4(Sep 18) (Jul-Sep 18) M-5(Oct 18) M-6(Nov 18) M-7(Dec 18) (Oct-Dec 18) M-8(Jan 19) M-9(Feb 19) M-10(Mar 19) (Jan-Mar 19) 010.201.5219.67,3302.37 (Courtney) 16-WF-07 SAFE On-Call Pay and SANE Coordination(VAWA) Lt.Roylen Valera 6/1/2018-8/31/2019 11018 13/2/18 11/2118 11/2/18 11/2/18 11/2/18 11/2/18 12/7/18 - 1/10/19 1/10/19 2/8/19 3/8/19 4/2/19 4/2/19 Q-1 Q-2 Q-3 SANE/SAFE Coordination&Program Strengthening m-1(Jul 17) M-2(Aug 17) M-3(Sep 17) (Jul-Sep 17) M-4(Oct 17) M-5(Nov 17) M-6(Dec 17) (Oct-Dec 17) M-7(Jan 18) M-8(Feb 18) M-9(Mar 18) (Jan-Mar 18) M-10(Apr 18) M-11(May 18) 010.201.5216.51,3309.22 AG(Randi) 16-VA-09 (VOCA) Lt.Roylen Valera 7/1/17-6/30/2019 2/13/18 - 2/13/18 - 2/13/18 2/13/18 2/13/18 2/13/18 2/13/18 2/13/18 2/13/18 - 3/6/18 4/3/18 4/3/18 5/8/18 6/1/18 0-1 Q-2 0-3 Neighborhood/Community Outreach and Protection (Jut-Sep 18) (Oct-Dec 18) (Jan-Mar 19) (for training travel,office supplies,equipment& M-1(July 19) M-2(Aug 18) M-3(Sep 18) (Draw$12,500) M-4(Oct 18) M-5(Nov 18) M-6(Dec 18) (Draw$12,500) M-7(Jan 19) M-8(Feb 19) M-9(Mar 19) (Draw$12,500) M-10(Apr 19) M-11(May 19) 010.201.5216.62:3306.10 AG(Dawn), 19-GIA-03 bicycle uniforms Lt.Robert Almeida 7/1/18-6/30/19 1/30/19 1/30/19 1/30/19 3/30/19 1/30119 1/30/19 1/30/19 1/30/19 1/31/19 2/28/19 3/31/19 - 3/31/19 5/1/19 kk 6/4/19 kk 0-1 Q-2 0-3 Ka Hoa O Palekana(Improve Forensic Services) M-1(Jan 19) M-2(Feb 19) M-3(Mar 19) Nan-Mar 19) M-4(Apr-19) M-5(May-19) M-6(June 19) (Apr-Jun 19) M-7(July 19) M-8(Aug 19) M-9(Sep 19) (Jul-Sep 19) M-10(Oct 19) M-11(Nov 19) 010.201.5216.47:3308.95 AG 18-CD-03 (for 2 handheld field based analyzers&training) Kathy Rung 1/1/19-12/31/19 6/4/19 5/4/19 6/4/19 6/4/19 6/4/19 6/4/19 _ 7/2/19 KK - Statewide Multi-Jurisdictional Drug Task Force 0-1 Q-2 Q-3 M-10(Dec 19) Q-4 (SMDTF) M-1(Mar 19) (Mar 19) M-2(Apr-I9) M-3(May-19) M-4(June 19) (Apr-Jun 19) M-5(July 19) M-6(Aug 19) M-7(Sep 19) (Jul-Sep 19) M-8(Oct 19) M-9(Nov 19) (Final) (Oct-Dec 19) 010.201.5216.56:3309.57 AG(Dawn) 17-DJ-01 (for S&W and travel) Lt.Kahalewai/Lt.Serrao 3/1/19-12/31/19 6/18/19 6/18/19 6/18/19 6/18/19 7/2/19 KK 010.201.5216.57,3309.40 MOU US Secret Service Capt.Esteban _ 10/2018-9/30/2019 _ - - 010.201.5216.55,3309.35 - MOA _DEA Hawaii Airport Task Force Lt.Reynolds Kahalewai 10/1/2018-9/30/2019 - - 010.201.5216.54,3309.34 JLEOTF54 US Marshall Service-Hawaii Fugitive Task Force Capt.Shimabukuro 10/1/18-9/30/19 FBI-Safe Sheets I ask Force/Violent Crimes 010.201.5219.91,3301.80 MOO Task Force thief Ferreira 7/1/2018-6/30/2019 _ - . DOl Q-1(Oct-Dec 14) 0-2 Jan-Mar 15) Q-3(Apr-Jun 15) 0-4(JuFSept 15) Q-5(Oct-Dec 15) Q-6(Jan-Mar 16) 0-7(Apr-Jun 16) Q-8(Jul-Sep 16) Q-9(Oct-Dec 16) Q-10(Jan-Mar 17) 0-11(Apr-Jun 17) 0-121Jul-Sep 17) Q-13(Oct-Dec 17) Q-14(Jan-Mar 18) 010.201.5216.52,3309.28 (Tahitia) 2015-DJ-BK-1078 Justice Assistance Grant _Capt Wane - 10/1/2014-4/30/19 RF 10/22/15 RF 10/22/15 RF 10/22/15 RF 10/22/15 RF 1/20/16 RF 4/19/16 RF 7/21/16 RF 10/19/16 RF 1/23/17 RE 4/12/17 RF 7/20/17 RF 10/18/17 RF 1/11/18 RF 4/3/18 DOJ Q-1(Oct-Dec 16) 0-2 Nan-Mar 17) Q-3(Apr-Jun 17) Q-4(Jul-Sept 17) Q-5(Oct-Dec 17) Q-6(Jan-Mar 18) Q-7(Apr-Jun 18) Q-8(Jul-Sep 18) Q-9(Oct-Dec 18) Q-10 Nan-Mar 19) 0-11(Apr-Jun 19) 0-12(Jul-Sep 19) Q-13(Oct-Dec 19) Q-14(Jan-Mar 20) 010.201.5216.60,3309.59 (Tahhia) 2017-DJ-BK-0514 FY 17 JAG Local Program Capt Wane 10/1/2016-9/30-2020 RF 11/20/18 RF 11/20/18 RF 11/20/18 RF 11/20/18 RF 11/20/18 RF 11/20/18 RF 11/20/18 RF 11/20/18 RF 1/11/19 KK 4/8/19 KK 7/25/19 Report Submissions Q-6 Q-4 Q-5 M-16(Apr 19) M-17(May 19) M-18 dune 19) (Apr-June 19) Final OFF due M-12(Dec 18) (Oct-Dec 18) M-13(Jan 19) M-14(Feb 19) M-15(Mar 19) (Jan-Mar 19) (Final) (Final) 8/15/19 1/10/19 1/10/19 2/8/19 3/8/19 4/2/19 4/2/19 5/1/19 kk 6/4/19 kk 7/2/19 kk 7/2/19 kk Q-6 M-11(Apr 19) M-12(May 19) M-13(June 19) Q-5 M-14(July 19) M-15(Aug 19) (Jul-Aug 19) Final RFF doe 7/2/19 kk (Apr-Jun 19) (Final) (Final) 10/15/19 5/1/19 kk 6/4/19 kk 7/2/19 kk M-23 M-24(Jun Q-8 Final OFF Q-4 Q-5 Q-6 0-7 M-22(Apr 19) (May 19) 19)(Final) (Apr-Jun due M-12(Jun 18) (Apr-Jun 18) M-13(0118) M-14(Aug 18) M-15(Sep 18) (Jul-Sep 18) M-16(Oct 18) M-17(Noy 18) M-18(Dec 18) (Oct-Dec 18) M-19(Jan 19) M-20(Feb 19) M-21(Mar 19) (Jan-Mar 19) 7/2/19 kk 19)(Final) 8/15/19 7/6/18 7/6/18 8/6/18 9/4/18 10/10/18 10/2/18 11/2/18 12/7/18 1/10/19 1/10/19 2/8/19 3/8/19 4/2/19 4/2/19 5/1/19 kk 6/4/19 7/2/19kk 7/2/19 M-12(June 19) Q-4 (Final Drawdown (Apr-Jun 19) Final RFF due $12,500) (Final) 8/15/19 7/2/19 7/2/19 M-12(Dec 19) Q-4 Final OFF due (Final) (Oct-Dec 19) 2/15/19 Final RFF due 2/15/19 Q-19(Apr 19) (Final) Q-15(Apr-Jun 18) Q-16(Jul-Sep 18) Q-17(Oct-Dec 18) Q-18(len-Mar 19) Due on 7/29/19 RF 7/11/18 RF 2/19/19 KK 3/25/19 81(4/8/19 KK 6/4/19 Q-16(Jul-Sep 20) 0-15(Apr-Jun 20) (Final) Due on 12/29/20 Report Submission, Intergovernmental Revenues. 3301.XX Federal Grants (various) 3302.XX Federal Grants (various) 3304.XX State Grants(various) 3305.XX State Grants (various) Process for new grants Once we receive, agreement(can be electronic), complete a B52 & B52s to get on the Agenda. Waive Finance Committee to go straight to 2nd reading. We will get a notice with the date of Council Review. Notify Project Manager of the date to be present. After 2nd reading passes, Council holds for 6 days. They send to Mayor's office to review on the 6th day. The Mayor has 10 days to review. Within this time he may send to Corp Counsel to review. Set calendar reminder for 16 days after the reading date to check or Ordinance. Once Ordinance is issued, send out for contract routing and include a copy of the ordinance and object code memo. Remember to include memo to return to Kelsie. When we get the contract back, make an electronic copy and send to the Granting Agency. We do not use any grant funds until the contract is Executed. Send original executed agreement to Darnella in Police Admin. • Submit Grant Notification to Kay Oshiro. (Original w/copy of Agreement and a copy of notifcation & another copy of agreement. Also, email to Kay. File a copy of notification &agreement in grant folder) Grant Process Office of the Prosecuting Attorney 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE OFFICE OF THE PROSECUTING ATTORNEY 1. There is so much paperwork to be done each day by the Prosecutor's Office to e-file cases and pull supporting documentation from Spillman. What are ways this process can be made more efficient (ie. email vs fax)? We continually look for ways to be more efficient,for example suspending tracking on certain cases (eg, traffic) until they become more serious, i.e. a defendant being charged with failure to appear. We have also tried working with HPD on excessive paperwork, as their system generates copious amounts of paper for our hard files which in turn is required to be duplicated for discovery. HPD has been unable to eliminate duplicate pages because it is easier for them to resend the entire report again if one additional or corrected report is added. We are.unsure if our new data management system, Legal Edge, will take care of this problem as it originates with HPD. What will mitigate this issue is if we are able to provide documents to defense counsel electronically. Many Mainland law firms operate this way. Another option is to eliminate paper copies for our own deputies. The more tech-savvy Deputy Prosecuting Attorneys (DPAs) are willing to forego paper copies if they can take their documents to court on a laptop computer. They are getting some good practice with this during the pandemic as some are working from home. It would require the purchase of multiple laptops and participation by the Judiciary as there is currently no Internet access at the courthouse. 2. How many more staff are needed to keep up with ongoing case load, especially considering 40+more HPD personnel were created in FY 19-20? We have been asking for clerical positions in our Supplemental Budget Requests for several years. As various criminal justice partners have moved to new technology and systems to help their own staff'we have found that the burden of extra work has fallen on our clerical staff. Last fiscal year, we were given 1.5 more positions in our clerical division in Hilo to help keep up with all the new officers, but we know that our clerical staff will need more assistance and we have requested more clerical staff in our supplemental request. It is estimated that in the 3 offices of the Prosecuting Attorney, at least 3 additional clerical positions would be justified. This would offset the extreme amount of overtime the county paid to OPA clerical staff in 2019. The hiring process is notoriously cumbersome. Considering the time it takes to advertise a new position, review applications, conduct interviews, obtain fingerprinting and background check results, then train the new applicant, 6 months can easily have passed • —at which point there is a new vacancy. Unfortunately, the Resolution to assign a Position Number to this.5 temporary position for District Court that we were ready to hire was deferred in last week's County Council meeting. Serving the Interests of the People of Our Island Hawaii County Is an Equal Opportunity Provider And Employer Supplemental Budget Requests for Fiscal Period, July 1, 2020—June 30, 2021: • Information Systems Analyst IV(Kona) • Legal Clerk III(Kona— Circuit Court) • Investigator IV(Hilo) • Legal Clerk II(Hilo—District Court) • Deputy Prosecuting Attorney (Kona) 3. The Prosecutor's Office is the first in the state and nation for a number of innovative recidivism-reduction and restorative justice programs. Please provide a summary of each, the reach, the outcomes/impact, and what's needed in terms of personnel and funding to scale up programs in order to do more? Big Island Juvenile Intake and Assessment Centers (BIJIAC) Big Island Juvenile Intake and Assessment Centers (BIJIAC) in East and West Hawai`i provides an immediate intervention to youth who are arrested for status offenses and non-violent criminal offenses. The goal is to prevent youth from re-offending and from further progression into the adult criminal justice system. At BIJIAC, youth are interviewed and referred to services in their communities that may address issues that drive risk behavior and/or may prevent risk behavior. Engagement in services (by both the youth and family/guardian) can take time as BIJIAC staff must establish a trust relationship first. Without BIJIAC, youth would not appear before a judge for several months, during which time there is increased potential for continued risk behavior, with no accountability or interventions in the interim. For youth who are brought to BIJIAC, approximately 5% are re-arrested for another offense and brought back for reassessment and referral to services. Annual cost per youth averages about $1,000 at BISAC compared to about a 70%re-arrest rate at the Hawai`i Youth Correctional Facility which costs about $200,000 a year per youth. BIJIAC also allows patrol officers to return to public safety duties. Without BIJIAC, patrol officers would have to sit with youth at the police station for hours until a social worker, probation officer, or parent/guardian could pick up the youth (There are no secure (locked)placements for youth on any of the neighbor islands). This situation would keep patrol officers off the streets for hours at a time. BIJIAC also provides the opportunity for juvenile justice stakeholders in Hawai`i County to meet monthly to discuss any procedural issues and to share agency information. Key stakeholders include: Family Court—Juvenile Client Services, Department of Health Child and Adolescent Mental Health—Family Guidance Centers, Child Welfare Services, Hawai'i Police Department, and the service provider, The Salvation Army—Family Intervention Services. The Office of the Prosecuting Attorney manages both East and West BIJIAC contracts and convenes/facilitates monthly interagency meetings. To date,funding has been provided by the Department of Human Services— Office of Youth Services, through a Federal Title II Formula Grant ($200,000 for East Hawai'i) and with State General Funds ($210,000 for West Hawai 2 Runaways Historically, the number of status offense of`runaway'has far exceeded other juvenile offenses on an annual basis. Most runaways are girls. There exists a girls'home for runaways, also operated by The Salvation Army—Family Intervention Services; eligibility is for girls with higher-end needs, referred by the Court. For girls who run away,from home or community-based residential services, there are limited service resources. Funding for gender-specific evidence-based programming (treatment based classification) may be helpful in reducing the number of runaways, as this is a multi- faceted issue. Family Violence Interagency Committee (FVIC)—East and West Hawai`i The Family Violence Interagency Committee (FVIC) is comprised of key stakeholders that are committed to the reduction of domestic violence in Hawai`i County. FVICs in both East and West Hawai`i work collaboratively with various government (state and county), non-profit agencies, and civic groups to address issues regarding availability of services, community education, and advocacy. Events held annually in both Hilo and Kona include Family Violence Vigils as well as Community Education and Awareness activities during National Crime Victims'Rights Week. Domestic Violence—related trainings Dynamics, Response to, and Prosecution of Intimate Partner Violence, Strangulation, Sexual Assault, Child Abuse. Collaborative agency activities have resulted in various trainings, which has included participation by hundreds of law enforcement, government agencies, direct services providers (of both victims and offenders), community civic organizations, and faith leaders. Trainings had an immediate effect on public safety, as two felony strangulation cases were made by officers within a week of completing a dynamics of strangulation training. All trainings are free and most are coordinated by the Prosecutor's Office Crime Prevention and Justice Assistance Group staff. Funding needs: Funding for venues would greatly increase our ability to train the community as free venues are not always available. Venues such as the Natural Energy Laboratory of Hawai`i Authority in Kona and the `Imiloa Astronomy Center of Hawai`i are often used when free venues are not available and funding has been provided. Also, while not a `need', it would be highly desirable to have funds to provide basic refreshments such as coffee and water at these trainings. Our Restorative Justice (RJ)program recently added a new position due to the increase in caseload. This program currently offers the following: Victim Impact Classes at the local jail. During the 14-week course, victim speakers are presented to inmates to discuss how crime has personally affected them. Research has shown a 35%reduction in recidivism for inmates that has completed the course. VOCARE'— This is a surrogate dialogue group offered between three offenders, 3 victims, 3 community members and 2 facilitators. The offenders are defendants who are getting out of prison after serving substantial time. For each dialogue, there is one crime, i.e. murder. The offenders would all be getting out of prison for murder, and the 3 victims would be people who lost a loved one to murder. These are surrogate dialogues, meaning the offenders did not commit crimes against the particular victims in this dialogue. We have done 3 of the dialogues since we started. Our aim is to do 2 each year. Our most recent one completed was on negligent homicide. Victim Offender Dialogues - these are post-conviction dialogues between a victim of crime and the offender who committed the crime. These are most often serious harm cases. These dialogues take months of preparation. There are numerous preparatory sessions with both the defendant and the victim before they ever meet face to face for the dialogue. It is a very time consuming but essential component to the process. In addition to the actual dialogues, we are providing the training for the facilitators of this dialogue process. We just completed our first week long intensive training for 9 participants. Victim Offender Conferences-every juvenile case is considered for possible victim offender conferences. In addition, by request from a DPA, non juvenile cases are referred to the RJ Unit for consideration. These conferences are done with trained facilitators and staff f om our office and the community. Our staff is not only responsible for the review,preparation, and scheduling of actual conferences, but we are responsible for training and coordinating facilitators in the community as well. We typically complete 2 trainings per year. We have successfully completed nearly 100 cases resulting in $1,000's of dollars in restitution paid directly to victims, numerous apologies offered and accepted, many hours of community service completed, anger management and other treatment groups completed. Our program has received nearly 100% satisfaction from both victims and offenders and has shown less than 5%recidivism rates for offenders completing the program. Domestic Violence Intervention (DVI) classes at Kulani and at the local jail. We provide outreach and support to the victims of the offenders litho are participating in the DVI class. We have a Memorandum of Understanding (MOU) with the Department of Public Safety and Child and Family Service. Our role is to help identify the victim of the offender, make contact, and provide necessary services. Assistance is given for separation safety planning, shared custody if children are involved and/or reunification efforts. Most important is that both parties are in agreement about the relationship status and living arrangements before the inmate is scheduled for release. Parole/Minimum Hearings— The Restorative Justice Unit reviews the Hawai`i Paroling Authority list to determine which victims need to be notified of their right to speak at minimum and paroling hearings. Contact is made with victims, information about how to write an impact statement, and accompaniment to either Halawa or the Hawai`i Paroling Authority for the hearings. We also assist with making the appropriate travel arrangements for all parties. The entire staff from the RJ Unit is funded by a VOCA grant. We started with one position over 4 years ago, and have subsequently added 2 more as the program expanded. As more people are educated about the process (this includes victims, prosecutors, defense attorneys,judges, and probation officers), request for our services have greatly increased. 4 We would like to add additional staff in our Kona office. Currently we have a Counselor II assuming some of the duties, but it is very difficult with her caseload to adequately address the additional responsibilities. We need dedicated positions like we have in our Hilo office. 4. What is the status of getting through sex assault case backlog? The Current Status of Sex Assault Screening cases is that there are: 1. 63 active screening cases in West Hawai`i/Kona 2. 113 active screening cases in East Hawai`i/Hilo Additional comments: . There has been a decrease in the amount of full-time Sex Assault (SA) DPA 's in the unit currently2 which includes the supervisor, and -Hilo has gone fi•onr 4/5 DPA's in 2016 to p Kona has 4 sex assault DPAs—however none of the Kona positions are solely spending their time on sex assault cases. Because of these shortages, the caseload for each deputy has increased within the past several months and will continue to increase until these shortages are addressed. Due to the large caseload in the office in general, none of the SA DPA 's are dedicated strictly to sexual assault cases, they all assist the circuit court units with other types of crime. Despite the large workload and decreased amount of SA DPA's the unit continues to work closely with HPD in order to reduce the amount of time it takes a SA case to be adjudicated. The SA unit continues to observe CJC interviews and as a vertical unit takes all arrest and charge conferrals from police and also confers on all other cases in order to minimize the time it takes to get cases from HPD. Up until recently (due to COVID-19) the East HI DPA's would meet with each Detective once a month in order to confer on pending cases and get follow ups completed sooner. 5. What community/school outreach, educational and prevention programming does Prosecutors offer that would benefit from additional funding to help reach more? Prosecutor's Office—Crime Prevention and Justice Assistance Group (CPJAG) While the Crime Prevention and Justice Assistance Group (CPJAG) staff does not provide direct programming, this unit does work extensively to build the capacity of the Hawai`i Island community at-large to prevent crime and to prevent the proliferation of risk behaviors among youth and adults by educating the community and by connecting related stakeholders (government agencies, service providers, individuals) via meetings and initiatives. CPJAG staff believe in the importance of building the capacity of youth to lead positive changes within their schools. Our FFY2020 sustainability goal was to receive training from the Search Institute to become on-Island trainers in Positive Youth Development curriculum, however, the current COVID-19 pandemic has halted travel plans. Should our team of three reach this training goal in FFY2021, we would then be available on- Island to work with and empower middle school youth (the most vulnerable age for risk 5 behaviors) and adults (teachers, maintenance staff, administration, aides—all on campus) on creating a more positive school climate for all youth on campus. The goal would be to reduce negative behaviors and to build on positive supports. If this were to come to fruition,funding would then be needed for supplies and lunches/snacks ($2,000) to serve four intermediate school groups of 20 each. Throughout each year, CPJAG staff also coordinates trainings for law/enforcement and community stakeholders, island-wide, on a variety of subjects (from education on signs of strangulation to substance abuse prevention and others). Funding for morning coffee and bottled water would be very helpful ($500). Other Prevention/Intervention Education Evidence based and trauma-informed curriculum trainings, such as the 40 Developmental Assets by the Search Institute, made available to elementary school-aged children would be beneficial to foster resiliency and the social development of younger children (grades 3 to 6) in Hawai`i County. Safe Dates is an evidence based teen dating violence curriculum that is taught in various schools across the island for students grades 7-12. Substance Abuse Prevention The CPJAG team conducts capacity building prevention trainings and sharing of information and resources in the area of substance abuse prevention on Hawai`i Island. This includes coalition building and support, building capacity of prevention stakeholders County-wide, and providing training opportunities for professionals that work with youth and families. On limited occasions, as funding allows, CPJAG also provides positive youth development training to youth and advisors. Capacity building trainings that CPJAG has offered in the past include underage drinking prevention, coalition building, opioid awareness, 40 Developmental Assets (training conducted with youth and adults), electronic smoking devices awareness, building better communities, and substance abuse prevention skills training. Various other capacity building trainings are also offered via information sharing through our Substance Abuse Prevention Information Alliance Quarterly meetings in both East and West Hawai`i. Through these trainings we were also able to offer Continuing Education Units (CEU's) to those seeking to become Certified Substance Abuse Counselors (CSAC) and Certified Prevention Specialists (CPS) through the Hawai`i Department of Health Alcohol and Drug Abuse Division certification programming. Additional funding would benefit our capacity to develop and provide more on-island trainers (train-the-trainer) as opportunities are made available for various prevention and positive youth development topics, to increase the number of topics and trainings that can be offered, to include CEU training hour credit, and to increase the number of Certified Prevention Specialists throughout Hawai`i County. The Restorative Justice Unit has worked closely with DOE, especially on the Kona side, to develop restorative responses to conflict and harms.done at the school. Staff have been trained in conferencing and circle models as a way to respond and to build student 6 conflict resolution skills. More schools need to be exposed to these effective means of responding to harm in the school setting. Detention, suspensions and expulsions do little to teach the necessary life skills students need to navigate life challenges. Restorative Justice Staff also partnered with various community groups such as Ku'ikahi Mediation, West Hawai`i Mediation, Rotary and others to put on workshops and trainings to increase our community's conflict resolution skills. 6. Domestic violence,is typically the underlying issue to a number of issues and criminal acts. Is there a multi-sector plan in root to holistically address DV and get to the causes? Domestic Violence is one of the main roots to crime. Children coming from homes of Domestic Violence ae more likely to commit suicide and to become victims and offenders in other crimes including drug and alcohol abuse. The Domestic Violence Deputy Prosecutor positions are some of the most difficult positions for DPA's to handle. Caseloads are large and growing. Often times, victims will minimize or recant. This past summer, we conducted a federally funded research project looking at the intersection of sexual assault with domestic violence. This research project and other discussions have resulted in a plan to create a larger team to handle these family and household violence across all spectrums in a more unified team approach however, because of staff shortages in positions we have not been able to create a larger team. In addition to the activities of the Family Violence Interagency Committees (see #3 above), CPJAG also facilitates two other working groups that that address systems issues and agency collaborations with regards to domestic violence cases and responses: Legal Procedures Sub-Committee: Participants are the Judiciary (Family Court Judges and Domestic Violence Program Manager) Child and Family Service, Lokahi Treatment Centers, County of Hawai`i Office of the Prosecuting Attorney Deputy's and Victim/Witness Counselors. This closed meeting is a collaborative discussion among the Judiciary, the Judiciary's contracted agencies, and the Prosecutor's Office to better assist victims offamily violence and to hold offenders accountable. Domestic Violence In-House is a working group within the Office of the Prosecuting Attorney to address systems issues and to improve on strategies for victim advocacy. Domestic Violence Intervention classes at Kulani and at the local jail. We provide outreach and support to the victims of the offenders who are participating in the DVI class. We have a MOU with the Department of Public Safety and Child and Family Service. Our role is to help identify the victim of the offender, make contact, and provide necessary services. Assistance is given for separation safety planning, shared custody if children are involved and/or reunification efforts. Most important is that both parties are in agreement about the relationship status and living arrangements before the inmate is scheduled for release. 7 7. What can be done to develop a coordinated, community-wide effort that gives our keiki hope and opportunities, mentorship and positive experiences? CPJAG staff believe in the importance of building the capacity of youth to lead positive changes withintheir schools. Our FFY2020 sustainability goal was to receive training from the Search Institute to become on-Island trainers in Positive Youth Development curriculum, however, the current COVID-19 pandemic has halted travel plans. "Should our team of three reach this training goal in FFY2021, we would then be available on- Island to work with and empower middle school youth (the most vulnerable age for risk behaviors) and adults (teachers, maintenance staff administration, aides—all on campus) on creating a more positive school climate for all youth on campus. The goal would be to reduce negative behaviors and to build on positive supports. In addition, this Positive Youth Development message can be presented to civic groups, County Council members and constituents, Parks &Recreation staff,parents, service providers (i.e. YMCA, Boys and Girls Club, social workers, many more) and anyone who works directly with youth and/or knows a youth. Positive Youth Development & Substance Abuse Prevention Framework Implementing a model, such as the Strategic Prevention Framework (SPF) used by the Substance Abuse and Mental Health Services Administration (SAMHSA) can be done to develop a coordinated, community-wide effort to give our keiki hope and opportunities, mentorship and positive experiences. In using the SPF model, our county would follow the,following process: Assessment-A county wide assessment can be conducted to find the current needs/barriers of our youth and their families,problems and related behaviors. This includes input from both youth and adults. Such an assessment can be scaled down to , various areas of the island to target rural populations as well as the broader populations. This along with current data can be used to prioritize problems, identify risk and protective factors, and assess the readiness of the county to move forward. Capacity- County-wide community stakeholders would be called upon to raise community awareness, especially in areas such as the 40 Developmental Assets and building positive and healthy relationships. Should stakeholders not be familiar, education and trainings can be utilized. Identifying and creating an "inventory" of appropriate and/or key stakeholders is also important in capacity building. Planning- Given the data and information gathered, appropriate strategies can be worked on to reduce risk factors and increase protective factors regarding the identified needs of youth and communities. Key stakeholders would work together to prioritize efforts and select effective prevention strategies (ie: using the Science of the Positive model, evidence based models), and create a logic model to use as a guideline in the county's efforts. Implementation-Delivery of the approved interventions to fulfill logic model outcomes. Identify further community supporters. 8 Evaluation-Document progress. Assess effectiveness of process. Make improvements. Identify changes that have occurred. Cultural Competence-Being mindful of cultural disparities that could be affecting the intended outcomes. Recognizing and valuing cultural differences in beliefs and practices. Including the target population in all areas of the SPF process. Allowing room for culturally identified populations. Utilizing culturally competent resources. Sustainability-Engaging stakeholders that can carry efforts beyond county efforts. Supporting stakeholders as trends and needs change. Enhance processes that have been proven beneficial to efforts made. Support programs that have shown positive outcomes in identified area of instilling hope and opportunities, mentorship, and positive experiences. As we know, there are many models that can fit into supporting such efforts. Currently we have 20 stakeholders that have been trained in implementing this model in our communities with an additional trainer on Hawai`i Island. In addition, our county has access to additional SAPST trainers statewide who also have led SAPST trainings in their communities. The Annual Pacific Islander Youth Empowerment Day—Navigating Success is organized by Micronesians United- Big Island(MU-BI), Department of Education, the University of Hawai`i, and the Hawai`i County Office of the Prosecuting Attorney. Together we have created a special day for high school students to learn, be inspired and become more motivated to achieve success in any field they wish to pursue in the future. It's all about encouraging College, Career, Community, and Readiness (CCCR). It is an opportunity for youth to meet and hear stories of folks who have achieved fulfilling success in their lives. This event draws nearly 300 high school students island-wide and is held at UH-Hilo. 9 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? If not,please explain in detail as to why increase needed. During the budget period last year, the County Council added several new police positions. Prior to the police adding their positions, our office put in numerous hours of overtime to just stay at status quo. With the additional police positions, there has been additional workload. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. The Prosecutor's office is part of the law enforcement team. The police have continued to arrest people at the same rate as prior to the pandemic and our office continues to prosecute. This has required every section in our office to continue to work. As we are in an emergency period and there have been numerous proclamations, our office has had to interpret the proclamations and create charging documents which we use with court. We are also responsible for handling all criminal cases that go to court. In addition to handling all criminal matters, we have had to answer various motions and work with the criminal justice system on plans to reduce the chance of a COVID-19 outbreak at the Courthouse and at the Hawai`i Community Correctional Center (HCCC). The Supreme Court has appointed a special master to oversee this issue and ensure that the correctional facilities reduce the number of people who are locked up at HCCC to a safe number. HCCC was designed to hold 206 inmates. On February29, 2020, there g were 408 people locked up at HCCC plus approximately 150 staff members. Each detainee that is recommended to be released due to COVID 19 has to be researched and reviewed by this office prior to us giving an approval or not. 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? While almost all of our staff are essential employees, there has also been a reduction in cases that the court hears on a daily bases. We continue to be accessible to police and prosecute cases, work with victims,file motions, receive and input paperwork,purchase needed supplies and pay staff. In order to practice social distancing within the office, we reduced the number of people in the office by about half the staff to work on-site at any one time. Deputies and all of the Special Projects employees and Restorative Justice employees have been working from home. Most of their meetings have been and will be continued through Zoom. 1 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 4. Does your department/agency have a Continuity of Operations Plan (COOP)? Yes. 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? While almost all of our staff are essential employees, there has also been a reduction in cases that the court hears on a daily bases. We continue to be accessible to police and prosecute cases, work with victims,file motions, receive and input paperwork,purchase needed supplies and pay staff., In order to practice social distancing within the office, we reduced the number of people in the office by about half the staff to work on-site at any one time. Deputies and all of the Special Projects employees and Restorative Justice 'employees have been working from home. Most of their meetings have been and will be continued through Zoom. 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? Our biggest challenge was for our Clerical and Investigative staff to work from home. First, much of the information that they work with is protected criminal justice material that cannot be accessed from home and cannot be downloaded to a personal computer due to state and federal agreements and guidelines: For the Deputy Prosecutor's only a few of them have Laptop Computers. However, they have the ability to create documents and do research on their home computers. Our Management Information Systems staff have worked upwards of 6 hours on each employee's home computers (via VPN) to get it to sync with our system and their printer. 7. Please provide the Council with a copy of your supplementals. Supplemental Requests enclosed. 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. The Prosecutor's Office has a long history of working with various partners to address and reduce crime. We currently work with various partners on issues such as Domestic Violence, Human Trafficking, Drugs and Alcohol Abuse, youth programs and restorative justice. 2 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 9. Are there any public misconceptions about your department/agency that you'd like to address? Many people in the public believe that we have a larger role in the criminal justice system than we actually have. We do not make arrests, run the jails and prisons, or make the final decision on who goes to jail or prison or not. We often object to people being released and we have limited resources. Numerous community members continue to knock on our front door looking for information about their case, which we cannot provide. Many are people who we legally cannot talk to as they are the defendants. They do not pay attention to the informative signs that we have posted. 10. What do you wish the community understood about your work? As a Prosecutor, we are ministers of justice. We are held to a higher ethical standard then others in the criminal justice system. We have an ethical duty to share evidence with the defense, and we have an ethical duty not to charge cases unless we believe we can prove the case beyond a reasonable doubt. In Hawai`i, we have the additional requirements imposed by our Hawai`i State Constitution which gives defendants more rights than anywhere in the United States. Our Clerical Staff work under time contains for most of their tasks. Everyday there are paperwork and processes that must be completed for those that were arrested the previous day and are legally entitled to a court appearance within 24 hours. The number of cases that need to be prepared everyday is staggering. Some days the District Court Deputy Prosecuting Attorney's (DPA)present 100 or more cases in court. If the DPAs are not prepared or fail to ensure that all the work in ready to go, they can be sanctioned by the Courts and fined. This causes a sense of urgency and stress to an already understaffed team. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. a. What lessons have you learned about the overtime use? As we stated last year, we learned as we continue to be unable to perform our basic functions without overtime that we need additional,fulltime positions. b. What was the common factors of the requested of overtime? As it has been for the last several years, we receive more paperwork than we can keep up with. This requires our Clerical to work overtime almost every night and weekends. 3 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE c. What areas of your department could be realigned to become more efficient to reduce the overtime use? We have been working on a new case management system that will hopefully reduce the need for overtime. However, due to matters outside of our control, this system has been delayed. d. What are the priorities/goals of your agency's budget? The priorities of our office's budget are to continue to provide services that keep our community safe and healthy. e. What is the process/rationale/benchmarks used to address these priorities/goals? For the prosecution of cases, our benchmark is the ability to respond to all criminal cases that are sent over from the Police Department and other investigative agencies. The process includes intaking the cases, screening the cases to determine if we can prove the case beyond a reasonable doubt, sending cases back to police if more work is needed, and charging if we have enough evidence. If there are victims to reach out to, victims to get their input and inform them of what is happening. If the case is going to trial, then we need to work with police and witnesses to prepare and then try the case. If there is a plea agreement, the process is to discuss with the victim and police to determine if they are in favor or not. Benchmarks look at the number of cases that we successfully handled and the number of people served. One of the tools that we use to determine effectiveness is a victim satisfaction survey. The Special Projects Unit looks at ways that we can be more proactive than reactive in areas such as juvenile justice, domestic violence, sexual assault and drug and alcohol abuse. We are often working with other partners that can impact and prevent crime. Special Projects also works on trainings to improve the response of the criminal justice system. Benchmarks include the number of people involved, the amount of people trained and the recidivism number of people in certain classes. f. What are your measurable outcomes? Our measurable outcomes include: Number of cases intaken, processed, assigned, accepted or declined for charging, calendars covered, convictions, and responses to victim surveys. Grant funding require us to report on specific measurable outcomes. 4 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTI.ONAIRE g. How do you know you are succeeding? If we are able to keep up with cases referred, and track number of cases accepted, number of cases arrested and charged, number of cases that result in a conviction. We also believe that we should be maintaining strong working relationships with partners in the criminal justice system and our communities. Grant funding will be negatively impacted if we are unable to meet specific goals. h. Is there a plan to un-fund the program if there is no measurable outcome? We do not have any programs without a measurable outcome. i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? Our functions are critical to the health and safety of our community. If there is a program not making gains, the funding can easily be redirected to another crucial program. Most grants allow for some flexibility to redirect funding. work in other departments realigned to that could be 12. Is there a duplication of similar p become more effective and focused on achieving your department's priorities? No. 13. If your department receives grants (federal/state) what are the status of those grants? a. Is the funding restricted? Explain in detail with dates/renewal dates/use. Our office receives various_forms of restricted grant funds that come up every years. 1. Career Criminal-State Department of the Attorney General, $673,743. Twelve Employees- To provide quick identification,prosecution and conviction of those persons making a career of crime. Awarded: $324,512 as of 12/31/2019 2. Victim/Witness Assistance-State Department of the Attorney General, $117,349. Two employees— To assist crime victims and witnesses and their families by providing information, counseling, and support services primarily to victims of violent and property crimes. Awarded: $93,371 as of 12/31/2019 5 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 3. State Forfeitures- $200,000. Department of the Attorney General, Civil Recoveries Division, State of Hawai`i. For use to assist crime prevention and healthy communities at the discretion of the Hawai`i County Prosecuting Attorney. Awarded: $31,692 as of 12/31/2019 4. Federal Forfeitures- $50,000. United States Department of Justice and US Treasury Department. For use to assist crime prevention and healthy communities at the discretion of the Hawai`i County Prosecuting Attorney. Awarded: $0 as of 12/31/2019 5. STOP Violence Against Women - U.S. Dept. of Justice, STOP Violence Against Women Formula Grant Program, $59,000. One Employee—To improve prosecution of domestic violence cases involving adult women by dedicating a deputy to handle these cases. Awarded: $55,285 as of 12/31/2019 6. Crime Victims Assistance Program (VOCA) - US. Dept. ofJustice Office for Victims of Crime Formula Grant Program, $1,108,435. Twelve employees— To assist victims of crime through the judicial process,focusing on crimes such as homicide, sexual assault, child abuse and domestic violence. This grant also supports two subgrantees, the YWCA and Child and Family Service. Awarded: $ 982,904 as of 12/31/2019 7. Justice Assistance Grant(JAG) — U.S. Department of Justice funds for technology improvements, $150,000. Awarded: $0 as of 12/31/2019 8. Traffic Safety Training Grant— U.S. Department of Transportation, $150,000 - To conduct statewide training to improve law enforcement system response to traffic crash cases and improve highway safety. Awarded: $0 as of 12/31/2019 9. East Hawai`i Big Island Juvenile Intake and Assessment Center (BIJIAC) — Hawai`i Office of Youth Services, $200,000— To support operation of a juvenile intake and assessment center in East Hawai`i. Awarded: $200,000 as of 12/31/2019 6 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE 10. Substance Abuse Prevention Program—$150,000 Hawai'1 State Department of Health, Alcohol and Drug Abuse Division— To fund a community assessment and strengthening of Substance Abuse Systems in the County of Hawai`i. Awarded: $0 as of 12/31/2019 11.Agricultural Crimes Project—$113,648. One employee - To investigate agricultural crimes in Hawai`i County. Awarded: $0 as of 12/31/2019 12. West Hawai`i Juvenile Intake and Assessment Center (BIJIAC) —Hawai`i Office of Youth Services, $210,000—To support operation of a juvenile intake and assessment center in West Hawai`i. Awarded: $0 as of 12/31/2019 13. USSS Electronic Crimes Task Force— US Secret Service, $15,000—To reimburse overtime and other expenses related to official investigations by U.S. Secret Service's Hawai`i Electronic Crimes Task Force. Awarded: $0 as of 12/31/2019 b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? There are timing/reporting elements and our office is in compliance with those reporting elements. 7 Department of Finance 04/14/20 Form#:F-110L rev.09/13 - COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: PROSECUTING ATTORNEY CONTACT: Lee Lord PHONE: 934-3315 DATE: 10/20/2018 FISCAL PERIOD From: July 1, 2020 To: June 30,2021 ITEM: INFORMATION SYSTEMS SUPPORT PRIORITY#: I TECHNICIAN II Position#: NEW Grade/BU: SR15/03 Annual Salary: $ For Positions 4 Home Dept: 5300 Effective Date: 07/01/2020 BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ DIVISION: ADMINISTRATIVE SERVICES ACCOUNT#: 010.271.5271.01.011 JUSTIFICATION: ® Legal Mandate ® Safety ❑ Reduce Costs® Increase Efficiency ❑ Other: Explain Below: Currently there are only two staff servicing the Office of the Prosecuting Attorney. Overtime is being utilized to meet the basic needs of the divison. Assistance is needed in completing the following tasks: • Assisting the current staff as we are opening a new office on the West Hawai`i Civic Center campus. With the expansion and increased application needs this position is vital. • Installing new computer equipment and peripheral equipment and devices, including, the installation of County-licensed software,peripheral equipment such as printers and scanners, and PC memory and plug-in system board upgrades. • Studying program operating instructions to determine equipment set-ups. • Seating necessary controls and ensures that necessary backup media are provided and available. • Manipulating control settings on central control systems to start and operate computers. • Troubleshooting various hardware and computer systems. • Typing alternate commands into computer control systems according to pre-determined instructions to correct error or failure and resume operations. • Reviewing each new or revised computer program, as needed, in order to determine the specific impact on the operational requirements of the computer systems. • Installing, configuring, and testing new programs on the computers. • Preparing narrative analysis of program under test; describes the configuration settings, contents of program registers, storage and console messages, etc., to assist the analysts in "de-bugging"the program. See Attachment (Page 2) ❑APPROVED: $ ❑DENIED 0 DEFERRED: NOTES: DATE: Supplemental Budget Request Fiscal Period,July 1, 2020—June 30, 2021 Information Systems Support Technician II (Page 2) • Providing diagnostic testing of hardware and software; isolates and determines the source of the problem; assists in resolving problem or refers to the appropriate higher-level personnel. • Upgrading and maintaining computer hardware and software. • Participating in the evaluations of computer hardware and software applications. • Maintaining records on the status of support calls at the Help Desk; maintains statistics and other data; prepares operational reports. • Attending training to keep abreast of computer troubleshooting techniques and standard County software applications. • Recording equipment utilization and production rates. • Assisting in the training of computer users and support staff in the operation of the central control systems and the handling of the associated input/output components of the computer systems. Department of Finance 04/14/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: PROSECUTING ATTORNEY CONTACT: Lee Lord PHONE: 934-3315 DATE: 11/01/2019 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: LEGAL CLERK III PRIORITY#: 3 Position#: NEW Grade/BU: SR14/03 Annual Salary: $38,222 For Positions 5 Home Dept: 5300 Effective Date: 07/01/2020 BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 38,222 DIVISION: CLERICAL ACCOUNT#: 010.271.5271.01.011 JUSTIFICATION: ® Legal Mandate ® Safety ❑ Reduce Costs® Increase Efficiency❑ Other: Explain Below: A shortage of staff to complete the tasks and requirements in the unit has been on-going in Kona for several years. This additional postion will enable our staff to keep up with this permanent increase in workload and court requirements, and will prevent overtime costs and undue stress to the current clerical staff due to this new and constantly increasing workload. During this past year, the level of severity of the cases we are processing and prosecuting has added tasks and work on our clerical staff. Judges are demanding more documentation for preliminary hearings, and new rules relating to unshackling of defendants means that cases take longer, are continued more often, requiring clerical staff to reissue subpeonas and doing other clerical tasks like • discovery. These additional burdens have resulted in requests for more overtime to keep up with the current workload. This past fiscal year the overtime costs in Kona were $12,652. in an attempt to meet the minimum workload. Having this Legal Clerk III would enable the unit to alleviate stress, avoid burnout, reduce requests for overtime and allow this office to have a smooth transition when senior staff retire. O APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/14/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: PROSECUTING ATTORNEY CONTACT: Lee Lord PHONE: 934-3315 DATE: 11/01/2019 FISCAL PERIOD From: July 1,2020 To: June 30, 2021 ITEM: Investigator IV PRIORITY#: 4 Position#: (n/a) Grade/BU: l C Annual Salary: $52,926 For Positions 4 Home Dept: 5300 Effective Date: BUDGET: ® New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 52,926 DIVISION: INVESTIGATION ACCOUNT#: 010.271.5271.01.011 010.271.5271.02.112 JUSTIFICATION: ❑ Legal Mandate ❑ Safety ❑ Reduce Costs❑ Increase Efficiency ® Other: Explain Below: $52,926 for Staff Salary 010.271.5271.01.011. This position will assist in the investigation and trial preparation of cases accepted for prosecution. The level and intensity of investigative assistance for these cases will require the full utilization of an investigator IV. For some time now, the investigator unit of this office has been developing its capacity as law enforcement officers with police powers to conduct independent investigations, as well as assist with core function of trial preparation and discovery and evidence production. Investigators participate with ICAC (Internet Crimes Against Children) teams, and some have obtained or are in the process of obtaining certificates to process electronic evidence from computers and other devices. Last year, the unit began to conduct investigation into child pornography cases resulting in successful prosecutions. vtook tips and obtained search warrants,involved Investigators conducted interviews and surveillance, executed search warrants and testified at grand jury. Investigators are also called upon to extradite prisoners to and from the county from other states and or islands. Investigators are authorized to enter felony warrants into NCIC, and one investigators is the designated Terminal Agency Coordinator responsible for ensuring that the data base is validated and passes FBI audits that are conducted regularly. Investigators go out into the community to crimes scenes, to serve papers such as subpoenas and penal summons when HPD is unable to. All investigators are trained and must demonstrate proficiency in the use of firearms on a regular basis. They are the experts in security in the office and the courthouse. On a regular basis, investigators are called upon to participate in a unscheduled interviews to document a witness' statement and/or obtain evidence from that witness. Investigators also conduct background checks for prosective employees and volunteers as well as for the Fire Department. (continued on page two) O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Page two Supplemental Request Investigator IV (priority#4) The Investigator unit is working at full capacity on the current volume of work. At present staffing levels, we are unable to devote an investigator's time to each case and be truly effective. We are also concerned about the anticipated growth of number of cases in FY 2021 due to the addition of 50 police officers. Without the additional personnel, cases will be further delayed, witnesses and victims may be frustrated, and cases may be lost, resulting in offenders not being held accountable, ultimately jeopardizing public safety Department of Finance 04/14/20 Form#:F-1 I OL rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: PROSECUTING ATTORNEY CONTACT: Lee Lord PHONE: 934-3315 DATE: 11/01/2019 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: LEGAL CLERK II PRIORITY#: 5 Position#: NEW Grade/BU: SR12/03 Annual Salary: $35,340 For Positions-� Home Dept: 5300 Effective Date: 07/01/2020 BUDGET: ®New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 35,340 DIVISION: DISTRICT COURT CLERICAL ACCOUNT#: 010.271.5271.01.011 UNIT HILO JUSTIFICATION: ® Legal Mandate ® Safety Reduce Costs ® Increase Efficiency Q Other: Explain Below: A shortage of staff to complete the tasks and requirements in the District Court Section has been on- going in Hilo for several years. With the implementation of the Judiciary Electronic Filing Service System (JEFS), clerks are now basically doing what judiciary clerks did previously. Prosecuting Attorney office clerks are required to do electronic case initiation and electronic case updates in JEFS. The Judiciary no longer accept hardcopies of documents from our office. Everything is required to be filed electronically, with detailed data entered into their computer system. In addition, we receive notification of electronic filings which are e-mailed to our office to confirm our filings and to alert us of filings by the district court. This emailbox requires close monitoring by clerks and can get full very quickly if not done so. Rather than receiving hardcopies as before, when we receive notification of filings, it mandates us to locate the case in JEFS and print out these documents. The added burden of JEFS case initiation, filing of documents electronically, and keeping up with the electronic notifications of filings requires us to use the equivalent of(1) ONE clerk from the current (5) FIVE to take on the additional duties that the JEFS system now requires. The complexity of the assigned cases to the district court unit has increased and using the equivalent of a clerk out of the clerical pool puts a strain on the remaining (4) FOUR clerks left to prepare calendars, draft legal documents, prepare discovery, and update our own case tracking database. The District Court clerk's have had to work overtime everyweek this past calendar year to keep up with the workload. This additional postion will enable our staff to keep up with this permanent increase in workload and court requirements, and will prevent overtime costs and undue stress to the current clerical staff due to this new and constantly increasing workload. Our overtime costs for fiscal year 19 in Hilo were $89,252. O APPROVED: $ O DENIED O DEFERRED: NOTES: DATE: Department of Finance 04/14/20 Form#:F-110L rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: PROSECUTING ATTORNEY CONTACT: Lee Lord PHONE: 934-3315 DATE: 11/01/2019 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM:_ DEPUTY PROSECUTING ATTORNEY PRIORITY#: 6 Position#: PA- Grade/BU: -l- Annual Salary: $ 89,316 For Positions+ Home Dept: 5300 Effective Date: 7/1/2020 BUDGET: ®New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 89,316 DIVISION: KONA AccoUNTf#: 010.271.5271.13.011 JUSTIFICATION: ❑ Legal Mandate ® Safety Reduce Costs ® Increase Efficiency❑ Other: Explain Below: Last fiscal year,we compared this office's ratio of filed cases per deputy and reported that Hawaii County,per deputy, caseload far exceeded every other prosecutors office in the state. Since the beginning of last fiscal year, we are finding that the complexity and severity of our cases is increasing at an alarming rate. As another example, the number of cases deferred for screening (a portion of our caseload) last calendar year was 15,517 according to'our case management system. As another measure of high workload, our circuit court felony deputies in East Hawai'i are currently assigned to historically unprecedented high number of jury trials per deputy. Many of these jury trials involve serious homicide and sex assault charges in East Hawaii. Finally, with the increase of officers due to the newly funded positons we are seeing the number of arrested and charged defendants also increasing, resulting in district court calendar loads for preliminary hearings sometimes exceeding 5 hearings in one day, and more than 150 cases on one calendar day. The high caseload for deputies in East Hawaii is occurring at a time when this office is trying to improve our response to serious cases and charging cold cases. This cannot be sustained without negatively impacting our workforce and unless addressed will result in court sanctions, cases being lost or not prosecuted, ultimately jeopardizing public safety. We anticipate that with the population growth as reported by the Hawaii County Department of Research and Development, eg, Hawaii County being the fastest growing county in Hawaii, caseloads will continue to grow. We are requesting an additional deputy prosecutor for East Hawaii starting fiscal year 2020 - 21. • O APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: •' ttl OR p , Harry Kim - • a David Yamamoto,P.E. Mayor • T � Director • •h..Av. Allan G.Simeon,P.E. Roy Takemoto /� Deputy Director Managing Director ("'I ITUU ir f C utmnzit`*C DEPARTMENT OF PUBLIC WORKS Aupuni Center 101 Pauahi Street,Suite 7•Hilo,Hawai`i 96720-4224 (808)961-8321 •Fax(808)961-8630 public_works©hawaiicounty.gov MEMORANDUM Date: April 14, 2020 To: Maile David, Finance Committee Chair From: David Yamamoto, Director of Public Works RE: 2020 Departmental Budget& Program Review Questio aire As outlined in Communication 774.2 dated March 31, 2020,transmitting the Department of Public Works 2020 Departmental Budget& Program Questionnaire, in lieu of an in-person Budget& Program Reviews. Thank you. • County of Hawai'i is an Equal Opportunity Provider and Employer. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONNAIRE DEPARTMENT OF PUBLIC WORKS 1. Infrastructure improvements and maintenance does not seem to have a clear methodology. What is the status of documenting the status of all County roads and developing a transparent, public-facing system that identifies road maintenance priorities, cost and anticipated timeline? 2. What is the status of launching EnerGov? 3. Please provide an updated list of STIP Maintenance Projects. 4. What assumptions are you making regarding the funding amounts from GE, Fuel Tax and other grants for this Department? 5. What is the plan to adjust the DPW budget to address possible shortfalls in these revenue sources? 6. In light of COVID-19 and as of this writing Hawaii County is allowing for construction to continue. What are the Department's short-term plans to address this workload while providing reasonable accommodations to adhere to the recommendations of the stay-at- home and social distancing protocols? 7. What's the status of EnerGov and electronic plans review? a. Does the budget currently reflect all the infrastructure, maintenance and training needed to implement EnerGov and electronic plans review? ANSWERS: 1. Infrastructure improvements and maintenance have long standing programs and methodologies.-Lapses in these programs and methodology are being identified, will certainly be corrected and even reviewed for improvement. The Mandli software that is documenting the status of the majority of County roads has completed its field data collection phase. The consultant is currently finalizing data processing and user modules and has initiated user training sessions for an expected product delivery as early as May 2020. The development of a Public facing system that identified road maintenance priorities, cost and anticipated project timelines will follow the successful Mandli software implementation. 2. The Go Live for EnerGov was placed on hold due to the COVID-19 pandemic. 3. Engineering- STIP Maintenance Projects: Current FY: a. Henry Street Rehabilitation, Kuakini Hwy to Queen Kaahumanu Hwy Serving the Interests of the People of Our Island Hawai`i County Is an Equal Opportunity Provider And Employer Scope: Roadway rehabilitation. Estimated cost: $2.1M Schedule: Federal authorization to advertise granted. Anticipate bid advertisement June 2020 b. Kilauea Avenue Rehabilitation, Wailoa Bridge to Puainako Street Scope: Roadway rehabilitation Estimated cost: $7.0M Schedule: Federal authorization to advertise granted. Anticipate bid advertisement June 2020 Future FY: a. See attached"Hawaii County Pavement System Maintenance Projects" 4. Due to the pandemic stay at home directive and the anticipated economic slowdown,the Department of Public Works is anticipating a decrease in Fuel Tax revenues which will have an impact on projected resurfacing, traffic and engineering projects in future fiscal years. The Department of Public Works is also anticipating decrease in Real Property Tax revenues which will have an impact on our General Fund dependent divisions (Administration, Automotive, Building, and Engineering(partially). The Department of Public Works further anticipates potential Federal Covid-19 Pandemic and Infrastructure stimulus funding and are actively preparing "shovel ready projects"to be proposed. 5. The Department of Public Works in each of its divisions will identify and prioritize essential functions and operations and the minimum required to sustain them. It will further defer where possible the filling of certain position vacancies as well as defer where possible new/replacement purchases and facility/infrastructure improvements. 6. The Department of Public Works and each of its divisions have identified essential workers, essential workers that are able to work from or out of home or on a rotational basis as workload demand reductions are exhibited. Each division continues to perform functions, operations and workflows at altered/elevated levels due to Covid-19. 7. Go Live for EnerGov has been placed on hold due to the Covid-19 pandemic. In absence of an identified Go Live date, we may be required to Go Live with a different upgraded EnerGov software version that will mostly affect the electronic plan review module. 7a. The proposed budget does not currently reflect the delay to EnerGov since the Covid-19 outbreak contributing to the delay occurred after the budget was prepared. It is unknown at this time whether Tyler will require compensation for the unforeseen delay or require payment on annual maintenance even though we have not gone live. As of 9/20/2019 HAWAII COUNTY PAVEMENT SYSTEM MAINTENANCE PROJECTS(Subject to availability of funding) Route Project Title Total Cost FY2020(Formerly FY 2019) County Federal-Aid Project No. Project No. 1830 Henry Street: Kuakini Hwy to Queen Ka'ahumanu Hwy,MP 0.00 to MP 0.35 $ 1,750,000 E-4488 STP-1830(001) 1920 Kilauea Avenue: Wailoa Bridge to Puainako Street,MP 0.7 to MP 2.2 $ 7,500,000 E-4489 STP-1830(001) 2770 Kawili Street: Lanikaula Street to Kapiolani Street $ 3,400,000 (-4490 STP-1920(005) 2820 Lanikaula Street: Manono Street to Ululani St,MP 0.38 to MP 0.9 $ 2,600,000 E-4491 STP-2770(005) 1950/2720 Waianuenue Avenue: Kaiulani Street to Rainbow Drive,MP 0.4 to MP 1.2,MP 0.00 to MP 0.55 $ 6,625,000 E-4492 STP-0100(079) FY 2021 11 Mamalahoa Highway: Phase 1 of 3--MP 109.49 to 110.99,Kiloa Road to Keopuka Heights Road $ 7,500,000 186 Palani Road/Alii Drive: Phase 1 of 2—Kuakini Highway(Route 11)to Royal Poinciana Drive $ 13,200,000 1910 Kamehameha Avenue: Ponahawai Street to Waianuenue Avenue $ 1,675,000 1921 Kilauea Avenue: Ponahawai Street to Keawe Street $ 350,000 1921 Keawe Street: Kilauea Avenue to Waiarlvenue Avenue $ 1,400,000 1930 Kinoole Street: Phase 1 of 2--Wailuku Drive to Lono Street $ 7,500,000 1940 Komohana Avenue: Mohouli Street to Puainako Street $ 4,200,000 2770 Manono Street: Kekuanaoa Street to Kuawa Street $ 3,800,000 FY 2022 11 Mamalahoa Highway: Phase 2 of 3--MP 110.99 to 112.34,Keopuka Heights Road to Hokukano Road $ 6,725,000 186 Palani Road/Alii Drive: Phase 2 of 2--Royal Poinciana Drive to Mamalahoa Bypass $ 21,850,000 1930 Kinoole Street: Phase 2 of 2--Lono Street to Haihai Street $ 12,050,000 FY 2023 11 Mamalahoa Highway: Phase 3 of 3--MP 112.34 to 113.92,Hokukano Road to Old Mamalahoa Highway $ 7,900,000 191 Waikoloa Road: Phase 1 of 2--Queen Kaahumanu Highway(Route 19)to Pua Melia Street $ 26,025,000 2790 Mohouti Street: Kilauea Avenue to Komohana Street $ 5,700,000 Projects That Can Be Done Should More Funds Become Available 180 Haawina Street/Mamalahoa Highway: Kuakini Highway to Mamalahoa Highway(Rte 190) $ 45,700,000 191 Waikoloa Road: Phase 2 of 2--Pua Melia Street to Mamalahoa Highway(Route 190) $ 33,625,000 192 Hina Lani Drive: Queen Kaahumanu Highway(Route 19)to Mamalahoa Highway(Route 190) $ 18,000,000 FFY20-23 Total $. 239,075,000 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONNAIRE ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? If not, please explain in detail as to why increase needed. Finance to work with Mayor's, Office on County-wide response. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. DPW 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? Finance to work with Mayor's Office on County-wide response. 4. Does your department/agency have a Continuity of Operations Plan(COOP)? Finance to work with Mayor's Office on County-wide response. 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus? DPW 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? DPW 7. Please provide the Council with a copy of your supplementals. 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. Finance to work with Mayors Office on County-wide response. 9. Are there any public misconceptions about your department/agency that you'd like to address? DPW 10. What do you wish the community understood about your work? DPW 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. DPW a. What lessons have you learned about the overtime use? b. What was the common factors of the requested of overtime? c. What areas of your department could be realigned to become more efficient to reduce the overtime use? 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONNAIRE d. What are the priorities/goals of your agency's budget? e. What is the process/rationale/benchmarks used to address these priorities/goals? ALL DEPARTMENTS(Cont'd):- f. What are your measurable outcomes? g. How do you know you are succeeding? h. Is there a plan to un-fund the program if there is no measurable outcome? i. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your department's priorities? Finance to work with Mayor's Office on County-wide response. 13. If your department receives grants (federal/state) what are the status of those grants? DPW a. Is the funding restricted? Explain in detail with dates/renewal dates/use. b. Are there timing/reporting elements?Is the department in compliance with those reporting elements? ANSWERS: 2. All divisions focus remains unchanged and operations are still performing the essential duties daily. Administration Division continues performing the following: • Responding to constituent's questions or complaints • Processing payroll, Accounts Payable and Fiscal operations • FEMA Cost Recovery for Emergencies and Disasters • Mayor's Task Force for COVID Communication Team • Human Resources interpretation and guidance for supervisors and employees Automotive Division continues maintaining the County's fleet of vehicles to be safe and operable. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONNAIRE Building Division continues performing the following: • Administering and enforcing building, energy, electrical, plumbing, outdoor lighting and sign codes. • General Services performing janitorial and landscape maintenance of County facilities island-wide. General Services as stepped-up frequency of disinfection/sanitation activities of common/frequented and high-touch areas such as town centers, bus shelters, traffic signal pushbuttons, pay phones, dispensers, handrails, water spigots and other public areas. • Repair and Maintenance performing facility repair, maintenance and miscellaneous construction for County facilities island-wide. Engineering Division continues performing the following: • Grading, grubbing and working on ROW permits • Plan review and inspection • Construction management and inspection of County projects • Planning and Engineering of new County projects Highways Division continues maintaining essential functions to ensure the safety of roadways, flood channels and drainage systems. Highway Division is also assisting General Services with disinfection/sanitation of public areas within the County right-of- way. Traffic continues performing the following: • Complete street light change out for all County roads • Continue work related to addressing failing traffic signal detection island wide • Continue work related to a complete traffic signal controller change out • Blanket Traffic sign 7 year replacement program • Traffic markings 4 year inspection and replacement program • Resurfacing restriping program • Traffic maintenance program • Traffic signal preventative maintenance program (PMI) • Street light maintenance program • Continue to work on GIS inventory and asset management program • Standby programs to address after-hour traffic sign knock downs, safety concerns and traffic signal malfunctions • Traffic safety programs • Plan reviews and inspections related to Traffic signs and markings and Traffic signals and street lights 5. All divisions have shifted its operations to continue to deliver County services and value to the community. Administration, Automotive, Building, Engineering, Highways and 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONNAIRE Traffic have continued to work and remain operational but has made an effort to limit the number of people in the office to help prevent the spread of COVID-19. Administration Divisions has placed staff on rotation of shifts and working remotely. Operations have continued to work on Mayor's Task Force, FEMA reimbursements, payroll, accounts payable, fiscal reports and Human Resources inquiries. Automotive Division employees continues to operate daily to maintain the County's fleet of vehicles and equipment to be safe and operable. Building Division has inspectors working from or out of home and the rest of the staff like Project Coordinators, Drafting and Clerical personnel continue to report to the office. Engineering Division receives plans and permits via a drop box. Meetings are held over the phone or through the zoom app. Highways Division is maintaining essential functions to ensure the safety of roadways, flood channels, drainage systems. Highway Division is also assisting General Services with disinfection/sanitation of public areas within the County right-of-way. Traffic Division has admin and other office staff placed people on rotation and work from home. Division Chief has recommended operating on essential functions and operations on standby to address traffic hazards with existing signs and traffic signals and street lights. However, the Chief's plan could not assure essential functions and operations will be satisfactorily maintained and the request was denied accordingly. 6. Most of our employees who can work from home do not have the equipment and remote access to work from home. Many of the documents processed by these employees need to be cross checked and obtaining approvals via signatures and initials that make working from home challenging if not prohibitive. 9. The public's misconception of the County in general is that the County doesn't do anything or is slow to respond because the public doesn't know or keep themselves informed about County projects or initiatives, or not fully aware of regulatory and procedural requirements that need to be satisfied before it can proceed with a response to concerns and even normal tasks. There are misconceptions specifically in the following divisions. Building Division: the public claims that permits take too long to approve and they tend to focus their dissatisfaction on the Building Division and do not appear recognize that there are numerous other agencies involved in the permit review/approval process. Building's primary responsibility is to the public's life and safety which appears to be reason there is perception that building code plan review may appear to take longer than necessary. Applicants who do not address all deficiencies in their first round of review comments is a significant reason for the delays. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONNAIRE Highways Division: the public often assumes all roads are County Highways and that the division is dedicated only to roadway and drainage maintenance. However, the Highway Division is also responsible for emergency response and assists other departments and agencies. Traffic Division: the public doesn't realize that the division does their best to address safety and problems related to traffic signs, pavement markings, traffic signals and street lights. They have staff on standby to tend to problems after work hours every day of the week and staff to specifically address traffic safety. 10. We would like to communicate to the public that all Divisions only requests overtime when absolutely necessary and specifically address the misunderstandings in the divisions as follows. Highway Division places emphasis on keeping and making the community as safe as possible for everyone, sometimes the perception as a public servant is misunderstood. S Traffic is aware of the traffic signal problems around the island and are working to correct them. Most of the problems are related to failing vehicle detection, which often is perceived as poor traffic signal timing. A lot of these problems take time to address. It requires proper planning, budget, traffic control, permits, and staff. The division wants the community to be reassured that we are working towards addressing identified problems and that they truly believe in finding the right solution and implementing said solution, versus a Band-Aid that does little to correct the root of the problem, is short lived or not comprehensive. 11.a. Department of Public Works process entailing obtaining Director approval before any overtime is incurred prior to its budget being transferred to Finance exemplifies the departments recognition for needed accountability, control and oversight of overtime. The Fiscal section also provides an Overtime Report monthly to our Director and Finance Department for review. 11.b. Last budget cycle the common factor for overtime was related to the 2018 Lava, Hurricane Lane projects as well as typical emergency call-outs (i.e., roadway flooding/obstructions, traffic signal malfunctions, broken regulatory traffic signs, etc.). This budget cycle our overtime is related to the COVID 19 pandemic. 11.c. The Department of Public Works has identified the appropriate uses for overtime and a pre-approval process that provides for addressing critical essential functions and emergency/hazard mitigation callouts. It continues to realign itself by identifying means to address critical/essential functions without overtime and to instill and require accountability from its personnel. 11.d. Our priorities/goals of DPW is to maintain, proactively improve, and identify new program outcomes that address public health, life, safety, and well-being. 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONNAIRE 11.e. The Department of Public Works and each of its Division rationale/process/benchmark used to address these priorities are presented in the tabbed"PW Department Summary" included in the budget submittal package. 11.f Same as 11.e. 11.g. Same as 11.e. 11.h. The Department of Public Works does not plan to un-fund any program since there are measurable outcome for all. However, we have reduced funding to reflect achievable and projected levels of outcome. l 1 i. The Department of Public Works does not have plan to un-fund the programs if there are no gains while meeting our various benchmarks. It instead intends to identify and implement improvements that seeks to set and attain high benchmarks. 13a. The Department of Public Works receives federal grants from FEMA, FHWA, NRCS and ACOE. FEMA grants and assistance are dependent on the length of the emergency or disaster,the extent of the damages to County facilities, documentation, proof of facility maintenance prior to the disaster and the proper implementation and documentation of qualified/approved scope of the restoration project. Receipt of annual FHWA funding depends on the availability of Federal funds and readiness of qualified STIP projects. 13b. The Department of Public Works keeps close contact with HIEMA, FEMA, FHWA and SHDOT are in compliance with agency reporting requirements. FEMA, FHWA,NRCS and ACOE projects must comply with the respective agency guidelines, requirements and deadlines. Department of Finance 04/13/20 Form#:F-I 10 rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Public Works CONTACT: Sharilynn Olivar PHONE: 961-8321 DATE: 4/9/2020 FISCAL PERIOD From: July 1, 2020 To: June 30, 2021 ITEM: Laborer II PRIORITY#: 1 Position#: Grade/BU: BC03/BU01 Annual Salary: $45,270 For Positions 9 Home Dept: 6421 Effective Date: 7/1/20-6/30/22 BUDGET: @ New Cost Item D Increase to Current Cost Item(explain) Amount Requested: $ 45,270 DIVISION: HIGHWAYS-SOUTH HILO ACCOUNT#: 020.301.5301.11.011 JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency® Other: Pledged Action Additional temporary labor resources required to apply best practices to reduce the otherwise necessary use of herbicides. 0 APPROVED: $ 0 DENIED O DEFERRED: NOTES: DATE: ITEM: Laborer II PRIORITY#: 2 Position#: Grade/BU: BC03 /BU01 Annual Salary: . $45,270 For Positions 9 Home Dept: 6421 Effective Date: 7/1/20-6/30/22 BUDGET: ►� New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 45,270 DIVISION: HIGHWAYS-SOUTH HILO 'ACCOUNT#: 020.301.5301.11.011 JUSTIFICATION: ❑ Legal Mandate ❑ Safety ❑ Reduce Costs❑ Increase Efficiency® Other: Pledged Action Additional temporary labor resources required to apply best practices to reduce the otherwise necessary use of herbicides O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: ITEM: PRIORITY#: Position#: Grade/BU: / Annual Salary: $ For Positions 9 Horne Dept: Effective Date: BUDGET: 0 New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ DIVISION: ACCOUNT#: JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency❑ Other: O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: (Use continuation sheets as necessary.) Page: Department of Finance 04/13/20 Form#:F-110 rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Public Works CONTACT: Sharilynn Olivar PHONE: 961-8321 DATE: 4/9/2020 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Laborer II PRIORITY#: 3 Position#: Grade/BU: BC03/BU01 Annual Salary: $45,270 For Positions.4 Home Dept: 6424 Effective Date: 7/1/20-6/30/22 BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 45,270 DIVISION: HIGHWAYS-HAMAKUA ACCOUNT#: 020.301.5301.21.011 JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency /5 Other: Pledged Action Additional temporary labor resources required to apply best practices to reduce the otherwise necessary use of herbicides 0 APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: ITEM: Laborer II PRIORITY#: 4 Position#: Grade/BU: BC03/BUO I Annual Salary: $45,270 For Positions+ Home Dept: 6424 Effective Date: 7/1/20-6/30/22 BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 45,270 DIVISION: HIGHWAYS-HAMAKUA ACCOUNT#: 020.301.5301.21.011 JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency®Other: Pledged Action Additional temporary labor resources required to apply best practices to reduce the otherwise necessary use of herbicides 0 APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: ITEM: PRIORITY#: Position#: Grade/BU: / Annual Salary: $ For Positions-I► Home Dept: Effective Date: BUDGET: 0 New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ DIVISION: ACCOUNT#: JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency❑ Other: O APPROVED: $ t 0 DENIED 0 DEFERRED: NOTES: DATE: (Use continuation sheets as necessary.) Page: Department of Finance 04/13/20 Form#:F-110 rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Public Works CONTACT: Sharilynn Olivar PHONE: 961-8321 DATE: 4/9/2020 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Laborer II PRIORITY#: 5 Position#: Grade/BU: BC03/BUO I Annual Salary: $45,270 For Positions 4 Home Dept: 6427 Effective Date: 7/1/20-6/30/22 BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 45,270 DIVISION: HIGHWAYS-KOHALA ACCOUNT#: 020.301.5301.31.011 JUSTIFICATION: ❑ Legal Mandate ❑ Safety 0 Reduce Costs❑ Increase Efficiency® Other: Pledged Action Additional temporary labor resources required to apply best practices to reduce the otherwise necessary use of herbicides. 0 APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: ITEM: Laborer II PRIORITY#: 6 Position#: Grade/BU: BC03/BUO 1 Annual Salary: $45,270 For Positions 4 Home Dept: 6427 Effective Date: 7/1/20-6/30/22 BUDGET: New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 45,270 DIVISION: HIGHWAYS- KOHALA ACCOUNT#: 020.301.5301.31.011 JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency® Other: Pledged Action Additional temporary labor resources required to apply best practices to reduce the otherwise necessary use of herbicides. 0 APPROVED: 0 DENIED 0 DEFERRED: O D $ NOTES: DATE: ITEM: PRIORITY#: Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: 0 New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ DIVISION: ACCOUNT#: JUSTIFICATION: ❑ Legal Mandate 0 Safety ❑ Reduce Costs❑ Increase Efficiency❑ Other: O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: (Use continuation sheets as necessary.) Page: Department of Finance 04/13/20 Form#:F-110 rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Public Works CONTACT: Sharilynn Olivar PHONE: 961-8321 DATE: 4/9/2020 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Laborer II PRIORITY#: 7 Position#: Grade/BU: BC03/BU01 Annual Salary: $45,270 For Positions+ Home Dept: 6430 Effective Date: 7/1/20-6/30/22 BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 45,270 DIVISION: HIGHWAYS-N/S KONA ACCOUNT#: 020.301.5301.41.011 JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency®Other: Pledged Action .Additional temporary labor resources required to apply best practices to reduce the otherwise necessary use of herbicides. O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: ITEM: Laborer II PRIORITY#: 8 Position#: Grade/BU: BC03/BUO I Annual Salary: $45,270 For Positions Home Dept: 6430 Effective Date: 7/1/20-6/30/22 BUDGET: El New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 45,270 DIVISION: HIGHWAYS-N/S KONA ACCOUNT#: 020.301.5301.41.011 JUSTIFICATION: ❑ Legal Mandate ❑ Safety ❑ Reduce Costs❑ Increase Efficiency® Other: Pledged Action Additional temporary labor resources required to apply best practices to reduce the otherwise necessary use of herbicides. O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: ITEM: PRIORITY#: Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: 0 New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ DIVISION: ACCOUNT#: JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency❑Other: O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: (Use continuation sheets as necessary.) Page: Department of Finance 04/13/20 Form#:F-110 rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Public Works CONTACT: Sharilynn Olivar PHONE: 961-8321 DATE: 4/9/2020 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Laborer II • PRIORITY#: 9 Position#: Grade/BU: BC03 /BU01. Annual Salary: $45,270 For Positions 4 Home Dept: 6433 Effective Date: 7/1/20-6/30/22 BUDGET: ®New Cost Item ❑Increase to Current Cost Item(explain) Amount Requested: $ 45,270 DIVISION: HIGHWAYS-KAU ACCOUNT#: 020.301.5301.51.011 JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency® Other: Pledged Action Additional temporary labor resources required to apply best practices to reduce the otherwise necessary use of herbicides. 0 APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: ITEM: Laborer II PRIORITY#: 10 Position#: Grade/BU: BC03/BU01 Annual Salary: $45,270 For Positions 4 Home Dept: 6433 Effective Date: 7/1/20-6/30/22 BUDGET: El New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ 45,270 DIVISION: HIGHWAYS-KAU ACCOUNT#: 020.301.5301.51.011 JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency® Other: Pledged Action Additional temporary labor resources required to apply best practices to reduce the otherwise necessary use of herbicides O APPROVED: $ 0 DENIED 0 DEFERRED:- NOTES: DATE: ITEM: PRIORITY#: Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: ❑ New Cost Item ❑ Increase to Current Cost Item(explain) Amount Requested: $ DIVISION: ACCOUNT#: JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency❑ Other: O APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: (Use continuation sheets as necessary.) Page: Department of Finance 04/13/20 Form#:F-110 rev.09/13 COUNTY OF HAWAII SUPPLEMENTAL BUDGET REQUESTS DEPARTMENT: Department of Public Works CONTACT: Sharilynn Olivar PHONE: 961-8321 DATE: 4/9/2020 FISCAL PERIOD From: July 1,2020 To: June 30,2021 ITEM: Laborer II PRIORITY#: 11 Position#: Grade/BU: BC03 /BU01 Annual Salary: $45,270 For Positions 4 Home Dept: 6436 Effective Date: 7/1/20-6/30/22 BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 45,270 DIVISION: HIGHWAYS-PUNA ACCOUNT#: 020.301.5301.61.011 JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency 1 Other: Pledged Action Additional temporary labor resources required to apply best practices to reduce the otherwise necessary use of herbicides. 0 APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: ITEM: Laborer II PRIORITY#: H2 Position#: Grade/BU: BC03 /BUO 1 Annual Salary: $45,270 For Positions 4 Home Dept: 6436 Effective Date: 7/1/20-6/30/22 BUDGET: ®New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ 45,270 DIVISION: HIGHWAYS-PUNA ACCOUNT#: 020.301.5301.61.011 JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs[' Increase Efficiency® Other: Pledged Action Additional temporary labor resources required to apply best practices to reduce the othenvise necessary use of herbicides. 0 APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: ITEM: PRIORITY#: Position#: Grade/BU: l Annual Salary: $ For Positions 4 Home Dept: Effective Date: BUDGET: 0 New Cost Item 0 Increase to Current Cost Item(explain) Amount Requested: $ DIVISION: ACCOUNT#: JUSTIFICATION: ❑ Legal Mandate ❑ Safety❑ Reduce Costs❑ Increase Efficiency❑ Other: 0 APPROVED: $ 0 DENIED 0 DEFERRED: NOTES: DATE: (Use continuation sheets as necessary.) Page: Department of Research and Development What does R&D do? These "Key Capabilities"are what R&D specializes in doing-its principal areas of expertise and activity. Advance & Share Knowledge Collaborate to Advance Innovation Collaborate to Fund Innovation R&D builds greater understanding of R&D works with public and private R&D builds greater understanding of Hawaii Island so that residents,visi- partners to grow initiatives that public and private funding resources tors, businesses, and other agencies improve Hawaii Island. and leverages them to grow initiatives can make informed decisions. that improve Hawaii island. R&D's current Priority Initiatives reflect how R&D's Mission and Key Capabilities align-they are spe- cific program areas designed to achieve .001 ``the ccommmmunnity's long-term vision for Hawaii Island. Y What are R&D's Priority Initiatives? Ilik A (11E) --1 St 111114 / Nk47 . ,.,.. Policy & Kilauea Climate Agriculture & Community- Creative Program Energy Sustainable Industry evtionry e Chan Food Systems Based Tourism Economy Development Systems Development Development Re e g A BALANCED A SUSTAINABLE... iwmpowaiaminimikessaima) 141, ‘ft\i, 11141b$, Community Environment Economy MISSION The Department of Research Jet,,.. ": meq , County of Hawaii Cr and Development (R&D) - i\\" Department of `�• Research and Development advances knowledge and *;. " , ' ' innovation to make Hawaii - =- ..s+� As County a great place to live, . --7)* -.,�,,,,,,....-¢•1... ,. OF �. work, and visit. 1111 0..,i' PURPOSE ( \-- R&D informslannin policy g p Y and programmatic decision- 49> making with data-driven research and collaborates in East Hawaii ii West Hawaii 25 Aupuni Street a 74-5044 Ane Keohokalole the development and funding Rm. 1301 Highway Bldg. Cy` Hilo, HI 96720 7 Kailua-Kona, HI 96740 1`. of initiatives seeking environ- ,i., (808) (808) 961-8366 1 (808) 323-4700 mental, community, and chresdev@hawaiicounty.gov economic sustainability. http://www.hawaiicountv.gov/research-and-develooment 03/21/2019 RECOVERY COVID-19 BUSINESS ASSISTANCE& ECONOMIC RECOVERY TASK FORCE UPDATED April 13,2020 Mission: Support the island's economic stability during the COVID-19 emergency and expeditiously advance recovery.To include support for the County of Hawaii, private business sector,cooperatives and non- profit organizations. Workplan: Monitor Economic Impacts of COVID-19 Actions: • Monitor and communicate developing analyses, reports and resources related to economic impacts of COVID-19 • Monitor emerging federal,state and private sector resources to identify opportunities and potential shortfalls Who: • R&D leadership and staff • Resources—Finance, Planning, Mayor's Office, DBEDT, HDOA, Department of Commerce, USDA When: • Continuous Outcomes: • Informed and proactive decision-makers at the County-level, private business sector, cooperatives and non-profit organizations Identify and Communicate Available Resources to Respond to the Emergency and Recovery Actions: • Monitor for and communicate federal, state and private sector resources to support current emergency and recovery • Communicate developing analyses, reports and resources related to economic impacts of COVID-19 • Organize and share information o Provide reports to the Mayor and Council as requested o Distribute information to COVID-19 task forces and departments o Posting on R&D and County COVID-19 weblinks Who: • Collaborate with Mayor's Office (Roy, Maurice), Finance (Deanna,Steven), Federal, State and private foundations 1 • R&D leadership and staff • Resources—DBEDT, HDOA, Department of Commerce, USDA When: • Continuous Outcomes: • Informed and proactive decision-makers at the County-level, private business sector, cooperatives and non-profit organizations Support Business Community Actions: • Monitor evolving situation including business surveys, analyzes • Provide technical support as appropriate to non-profits • Provide critical funding sources,technical assistance to apply for and/or financial support by R&D • Communicate with businesses, cooperatives, business associations and non-profits • Communicate feedback loops to the business and non-profit sectors Who: • Collaborate with businesses, cooperatives, business associations and non-profits • R&D leadership and staff When: • Continuous Outcomes: • Informed and proactive decision-makers at the County-level, private business sector, cooperatives and non-profit organizations • Funding sources are identified, applications developed and funding secured Support Community Feeding Programs with Local Produce and Meats Actions: • Monitor evolving need to secure food for impacted families and producers need to address market disruptions • Provide technical support as appropriate to non-profits feeding families and producer organizations • Provide critical funding sources,technical assistance to apply for and/or financial support by R&D • Communicate with non-profits feeding families, producers, cooperatives, business associations and non-profits • Communicate feedback loops to the stakeholders Who: • Collaborate with non-profits feeding families, producers, cooperatives, business associations and non-profits • R&D leadership and staff When: • Continuous Outcomes: • Informed and proactive decision-makers at the County-level, private business sector, cooperatives and non-profit organizations • Funding sources are identified, applications developed, and funding secured to feed families and stabilize the market disruptions for producers Develop a COVID-19 Economic Recovery Plan Actions: • Review business impact surveys, analyzes • Assess findings of the Kilauea Eruption Economic Recovery Plan drafts for SWOT and core needs • Review existing R&D program strategic plans for core industry needs • Identify immediate and short-term pragmatic actions,as well as long-term strategic adjustments • Communicate and establish feedback loops with businesses, cooperatives, business associations and non-profits Who: • R&D leadership and staff • Potential contractor • Business community and non-profit stakeholders When: • Summer 2020 Outcomes: • Comprehensive economic recovery plan to guide recovery, revitalization of the economy and future resiliency of the business sector 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Department of Research & Development Responses April 13, 2020 ALL DEPARTMENTS: 1. Can your department and its divisions, if any, manage on last year's budget amount? If not, please explain in detail as to why increase needed. Yes. Please see the Mayor's Office administration-wide response. 2. Provide an outline or a summary on the focus of your department and its divisions, if any, generally speaking and relative to this current pandemic. For an overview of the Department see the attached "What does R&D do?" overview. Please see the attached document, "COVID-19 Business Support & Economic Recovery Task Force," updated April 13, 2020. 3. What amount of increase, if any, is due to increased positions, and/or salary and wages? What type of adjustments will we be seeing in your programs due to the impacts of COVID-19 to our County and if so, how will this affect your budget? None, aside from collective bargaining agreements. Please see the Mayor's Office administration-wide response. 4. Does your department/agency have a Continuity of Operations Plan (COOP)? Yes. Please see the Mayor's Office administration-wide response. 5. How has your department/agency shifted its operations to continue delivering County services and providing value to the community amidst the coronavirus pandemic? The Department's COOP was activated in March, and the department has remained open for business at the County Building and West Hawaii Civic Center. All staff are working, with one on partial administrative leave due to childcare needs. A little more than one-half of the staff are working remotely to carry out normal functions and duties by accessing and sharing virtual files; forwarding telephone calls and responding; initiating and participating in Skype, Microsoft Teams and WebEx meetings; and generating and responding to emails. In March 2020, the Department conducted a COVID-19 Emergency Strategy Session to identify key internal and external strategic actions necessary to support continued operations and adjust program focus to assure businesses and related non-profit 1 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE organizations are supported to the degree possible during these uncertain times. Implementation of the strategies is on-going, and work has begun on the development of an COVID-19 Economic Recovery Plan. Staff morale is high across-the-board with a strong willingness to go beyond program responsibilities to support COVID-19 response and recovery planning efforts including immediate initiatives to stabilize and support businesses and related non-profits. 6. Given the nature of the virus and need for social distance, what were some obstacles you encountered in trying to shift your operations to go digital and allow for employees to work remotely/from home? One staff member's home is in an area without internet service and another employee has limited technology skills; thus, these two employees were asked to work in the office. Another employee works evenings from home when it is necessary to access the County's Eden Program due to slow uploading of information during business-hours. Flex hours accommodate this limited situation. Computer performance has lagged a portion of some days. 7. Please provide the Council with a copy of your supplementals. Please see the Mayor's Office administration-wide response. 8. Please identify ways and provide examples of how your department/agency could leverage public-private partnerships to do its work. Please see the Mayor's Office administration-wide response. 9. Are there any public misconceptions about your department/agency that you'd like to address? The Department is prohibited by law in most instances from making grants to individual businesses. Rather, the Department works closely with business related non-profit organizations to build the capacity and success in industry sectors. The Department does not provide individual business planning or consulting services. Rather, the Department does partner with support funding for government and non- profit organizations whose mission and skillsets include business planning, management, bookkeeping and reporting, and consultation services. The Department does not have the authority to single-handedly effect environmental, land use or building permit processes. Rather, the Department periodically convenes 2 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE stakeholders to understand the principals behind laws, requirements of laws and to hear and discuss businesses' perspectives. Recent convenings include exploring new option in public-private sustainable transportation and agricultural worker housing barriers and opportunities. The Department does not write grants for the private or non-profit sector. Rather, the Department supports capacity-building of non-profits by providing grant search services and on-line training courses at no-cost to non-profit organizations. 10. What do you wish the community understood about your work? The Department's mission is to advance knowledge, innovation and resiliency to make Hawaii County a great place to live, work, and visit. This work informs planning, policy, and programmatic decision-making with data-driven research and collaborates in the development and funding of initiatives seeking environmental, community, and economic sustainability. There are tremendous opportunities in times of emergencies and crisis to change out- of-date systems and beliefs about our economy, environment and people. The Department supports exploring new knowledge, innovation and resiliency and seeks to collaborate to effect change. The Department's work is oriented toward implementation activity vs. longer-term planning. Please see #9 above. 11. Last budget cycle, all the overtime from your agency budget was transferred into the Finance Department. The Department has no overtime budget. Rather, employees may request for approval compensation time commensurate with one-hour worked equal to one and a-half hours compensation. a. What lessons have you learned about the overtime use? Compensation time is as manageable as ever. Department staff are appreciative of the compensation time. b. What was the common factors of the requested of overtime? Program specialists periodically request compensation time to attend weekend or evening industry meetings. There has been a need to commit limited 3 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE compensation time to support the Department's response to the COVID-19 emergency. c. What areas of your department could be realigned to become more efficient to reduce the overtime use? Not applicable given the normal limited use of compensation time. d. What are the priorities/goals of your agency's budget? Below is a list of the Department's Program Goals. Please see the FY 2020-21 Budget Submittal for details as to Program Objectives and Measures. Agriculture 1) There is a robust, diversified agricultural sector, including a range of agriculturally related businesses and agricultural tourism. Business Development 1) To support the development of a local economy that is diverse, stable, and in balance with Hawaii Island's ecology, community character, and cultural heritage. 2) To advance household economic self-sufficiency with diverse choices of jobs and entrepreneurial opportunities in near established communities. Tourism 1) Tourism is compatible with historic and natural resources and not intrusive into local communities. 2) Tourism strengthens community/private/public and international partnerships to build resilient and sustainable communities on Hawaii Island. Energy 1) To optimize the integration of renewable energy systems, energy efficiency improvements, and transportation/fuel innovations that improve energy self-sufficiency, reduce greenhouse gas emissions, lower energy costs, and ensure energy resilience. Resource Center 1) To maintain and disseminate data, information, and knowledge to County departments, other agencies, businesses and the general public in support and promotion of balanced development on Hawaii Island. Film and Creative Industries 1) To support and promote the creative industries in Hawaii Island through cross-platform collaboration, training, education, and marketing in balance with the Island's ecology, community character and cultural heritage. 4 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Immigration 1) To serve as liaison on immigration matters of broad community concern, as well as serve individual needs and/or matters of immigrants on Hawaii Island. b. What is the process/rationale/benchmarks used to address these priorities/goals? Annually, the Department leadership and staff review the mission, department and grantees accomplishments from the prior year, current state of the economy, trends, needs, and opportunities to assure that program goals and objectives are current and relevant to support a balanced environment and economy that is aligned with the community's character. Measures are also identified and monitored relative to the program objectives. c. What are your measurable outcomes? Please see the FY 2020-21 Budget Submittal for details as to measurable outcomes by program area. The COVID-19 emergency and recovery actions will result in some measures not being met and others exceeding expectations due required response to the extreme circumstances, unknown adverse impacts, and the need to proactively respond in support of the Island's economy. With respect to changes in priority objectives driven by the COVID-19 emergency, those outcomes will not be reflected in the budget reporting in compliance with budgeting procedures. d. How do you know you are succeeding? In a typical year, success is measured by identified measures being met and positive industry and stakeholder feedback. The COVID-19 emergency and recovery actions will result in some measures not being met and others exceeding expectations due required response to the extreme circumstances, unknown adverse impacts, and the need to proactively respond in support of the Island's economy. 5 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE e. Is there a plan to un-fund the program if there is no measurable outcome? The Department's programs are all critical to a strong economy and even more so given the need to develop and implement a COVID-19 Economic Recovery Plan in support of the Island's businesses and related non-profits. f. Is there a plan to un-fund the programs if there are no gains made while meeting the various benchmarks? No. See item e. above. It will be critical to continue to develop and implement a COVID-19 Economic Recovery Plan and assess, in conjunction with industry stakeholders, the Department's individual program strategic plans. 12. Is there a duplication of similar work in other departments that could be realigned to become more effective and focused on achieving your departments priorities? Please see the Mayor's Office administration-wide response. 13. If your department receives grants (federal/state) what are the status of those grants? Product Development Program • A State grant. • Implementation is on-going. • Funding is restricted to support FTE program specialist; associated program travel and conference fees; associated mileage for program management; office supplies and equipment; associated program membership; and expenses for associated workshops, trainings, and materials. Renewal dates annually in January. The grant supports and enhances community-based engagement in the Island's visitor sector. • Reporting is required quarterly. • Yes, reporting is current. Hawaii Department of Health (HDOH) SNAP Food Systems • State Grant with funds originating at U.S. Department of Agriculture Food and Nutrition Program. • Implementation is on-going. • Funding is restricted to support FTE contract employee in support of local food systems development. • Funding was identified for 3 federal fiscal years including 2019, 2020, 2021. Currently the program is in year 2. Annual contracts are required with the HDOH. 6 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE • Reporting is required quarterly. • Yes, reporting is current. Coffee Berry Borer Pest Subsidy Program • State Grant awarded fiscal year 2018-19. • Implementation is on-going. • Funding is restricted to reimburse coffee producers for product used to suppress the coffee berry borer pest. • Funding was awarded with the deliverable to spend down through reimbursements to coffee producers until the funds are depleted. • Reporting is required quarterly. • Yes, reporting is current. North Kohala Coqui Frog Control Program • A State grant. • Implementation is on-going. • Funding is restricted to identified from coqui frog control, eradication and education efforts. • Funding was awarded in 2019 for one-year period. • Reporting is required quarterly. • Yes, reporting is current. Hawaii Island Tourism Strategic Plan • A State grant. • Implementation is on-going. • Funding is restricted to support the update of the County Tourism Plan. • Funding was awarded in 2019 for a one-year period. • Reporting is required quarterly. • Yes, reporting is current. Volcanic Risk Mitigation • A State grant originating from the Federal Emergency Management Agency. • Implementation is on-going. • Funding is restricted to the preparation of a volcanic risk assessment and mitigation action plan. • Funding was awarded in 2019 for a one-year period. • Reporting is required quarterly. • Yes, reporting is current. Kilauea Disaster Economic Recovery Plan • A Federal grant. • Implementation is on-going. 7 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE • Funding is restricted to the development of the Kilauea Disaster Economic Recovery Plan. • Funding was awarded in 2019 for a one-year period. • Reporting is required semi-annually. • Yes, reporting is current. a. Is the funding restricted? Explain in detail with dates/renewal dates/use. See responses above. b. Are there timing/reporting elements? Is the department in compliance with those reporting elements? See responses above. DEPARTMENT OF RESEARCH& DEVELOPMENT 1. What is the status of updating the County's Comprehensive Economic Development Strategy (CEDS)? Can an action plan and timeline component be added to the strategy to ensure meaningful steps are taken towards economic development? The Department continues to be in direct communication with the State of Hawaii Office of Planning (OP) regarding the stand-up of the 2020 CEDS update. OP reports that it has yet to secure funding from the federal Economic Development Administration (EDA) for the update, which will direct the scope of work and deliverables for all four (4) counties' CEDS. The Department has lifted to OP concerns and opportunities to ensure a meaningful plan. The COVID emergency and associated impacts will likely affect the direction of such planning efforts. 2. What is being done to create innovation districts and regional technology clusters within Hawaii County, where could they be located and what is the cost to start/maintain?What is the PPP potential to help lift and sustain this? Can it be incorporated with efforts to stand up Resilience Hubs? Given the recent two disasters, Kilauea Eruption and COVID-19 and the Department's limited budget and capacity, there has been no specific focus on the creation of innovation districts or regional technology clusters. 8 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE Rather, the Department has continued to support: • The rollout of the new federal Opportunity Zones (OZ) program by recommending to the Governor geographic areas for inclusion in the OZ program, which can benefit business investment and redevelopment of urban areas on the island. The Department has also partnered to bring in national expertise to share with businesses and landowners the opportunities to be found within the program, and is cooperating with the State Department of Business, Economic Development and Tourism to conduct educational outreach. • Secured the re-designation of the North Kohala Enterprise Zone for another 20 years, which offers qualifying businesses access to tax credits and other financial benefits. • Working collaboratively with the Kilauea Recovery team to support educational workshops on stand-up, financing and sustaining resiliency hubs. • On-going discussions and research regarding the demand and viability of one or more food innovation hubs. • Supported the buildout of a new hydrogen fueling station at the Natural Energy Laboratories of Hawaii Authority (NELHA) and associated pending of delivery of no-cost Hele-On shuttles to run on hydrogen fuel. • HRS 36-42 was place in statute in summer of 2019, allowing government agencies to contract for transportation services with a private party to lower the cost of transportation. This applies to vehicles, vehicle fleets, fueling and charging infrastructure and includes the County's Mass Transit fleet, fueling and charging infrastructure. • The fueling and charging infrastructure is intended to utilize renewable sources of energy, integrated with a form of energy storage that will result in a distributed source of reactive/dispatchable energy to support the hub and grid, offset load consumption of the County facility, provide cell phone, electric vehicles, and fuel cell fueling/charging, on site water production, stabilize availability of communication backbone, and mobility of products and services on a daily, during and following a disaster. Other Department initiatives are less tangible than an innovation district or regional technology cluster, but just as important. These initiatives include: • Industry and stakeholder collaboration on local food systems including food access for all and expansion of the financial security of local producers. • Update of the County's Tourism Strategic Plan. • The County's 2005-2015 Greenhouse Gas Inventory completed to serve as a baseline for the measure of future climate change initiatives. Yes, public/private partnerships are key to making a meaningful difference and extending limited government resources. An excellent example is access to and the 9 2020 DEPARTMENTAL BUDGET & PROGRAM REVIEW QUESTIONAIRE mobility of medical equipment, supplies and service. This would include food and potential other social services, i.e. SNAP, Social Security, Section 8 housing, etc. 3. What is the status of R&Ds nine priority initiatives (as shared during FY19-20 budget hearings)and how are efforts being coordinated to translate priority into economy? See the Department's budget submittal program reports for the first six months of fiscal year 2019-20. Please see the attached document, "COVID-19 Business Support & Economic Recovery Task Force," updated April 13, 2020. 4. How many additional grant specialists would be required to secure federal, state and philanthropic funding to implement projects,programs and required physical/IT infrastructure? The Department does not have a grant specialist position and is not aware if there are other such specific positions within the County. As to how many grant specialists would be required may be less pertinent than the overall capacity to implement grant-funded projects and fulfill associated federal and state permitting, procurement, recordkeeping and reporting. Each program project is unique in its scope, as are the deliverables and requirements as defined by the funder. Currently, Department program specialists and/or leadership prepare grant applications based upon the identification of a funding opportunity to match existing program objectives and initiatives, as well as the Department's capacity to implement a grant award. The Department also seeks community-based partners and professionals to support implementation of complex projects. 5. Can R&D work with OHCD to develop a mutually reinforcing plan around community and workforce development? Specifically, a plan that leverages existing agency and department program s and employs a suite of strategies to deliver community and workforce development approaches to meet current and future industry needs, promote robust economic growth, ensure residents have safe, affordable and attainable housing, and enrich quality of life. Yes, this is a great idea. Given the population base is 60% ALICE (asset limited income constrained employed), the social equity lenses needs to be strongly considered, if not a priority in all that we plan and implement. 10