HomeMy WebLinkAboutRES 271 Draft 01 2018-2020JN Y OF.............
COUNTY OF HAWAII STATE OF HAWAII
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RESOLUTION NO. t71. 19
A RESOLUTION ADOPTING THE INTERIM RECOVERY STRATEGY REGARDING
THE 2018 KILAUEA ERUPTION.
WHEREAS, both the Mayor and the Governor proclaimed a state of emergency on
May 3, 2018, and the President issued a Major Disaster Declaration on May 11, 2018, for the
Kilauea eruption; and
WHEREAS, due to the severity of this disaster, the Mayor determined a need for short-
term and long-term recovery and formed an Executive Team to advise him on matters related to
recovery; and
WHEREAS, an Interim Recovery Strategy has been prepared for Council review and
approval; and
WHEREAS, a consultant has been procured to prepare a comprehensive recovery plan,
which would supersede the Interim Recovery Strategy, to address short-term and long-term
recovery needs; and
WHEREAS, a spending plan and reporting system are immediately needed to manage
the various funding sources for recovery that have been secured to date, driving the need for an
interim recovery strategy; and
WHEREAS, a forthcoming overall recovery framework to be prepared for future
disasters will provide the context for the Interim Recovery Strategy and hiring policies; now,
therefore,
BE IT RESOLVED BY THE COUNCIL OF THE COUNTY OF HAWAII that the
Interim Recovery Strategy attached as Exhibit A is hereby adopted.
BE IT FINALLY RESOLVED that the County Clerk shall transmit a copy of this
resolution to the Mayor, the Planning Director, the Director of Public Works, the Director of
Finance, and the Director of Human Resources.
Dated at Kona Hawai`i, this 18th day of September 20 19 •
INTRO CED BY:
COUNCIL MEMBER, COUNTY OF HAWAII
vow
1 r . EM. - - , • TY F HAWAI`I
COUNTY COUNCIL ROLL CALL VOTE
County of Hawai`i AYES NOES ABS EX
Hilo, Hawaii CHUNG X
DAVID X
I hereby certify that the foregoing RESOLUTION was by EOFF X
the vote indicated to the right hereof adopted by the COUNCIL of the KANEALI`I-KLEINFELDER XCountyofHawai`i on September 18, 2019
KIERKIEWICZ X
LEE LOY X
ATTEST: POINDEXTER X
RICHARDS X
VILLEGAS X
9 0 0 0
Reference: C-430/FC -50
TY CLERK CHAIRPERSON&PRESIDI OFFICER RESOLUTION NO. 271 19
2
Exhibit A - Interim Recovery Strategy
Disaster: Kilauea Volcanic Eruption and Earthquakes 2018
Report Date: August 2019
I.Purpose
The purpose of this Interim Recovery Strategy is to provide focus around the County's ongoing
efforts to coordinate recovery actions related to impacts of the 2018 Kilauea Eruption. The
Interim Recovery Strategy has been crafted with input from public, private, nonprofit and
community sectors; it will be superseded by a Comprehensive Recovery Plan anticipated by
the end of 2019.
To better support community resilience, this strategy focuses on establishing overarching
goals and objectives, identifying partners, and building capacity so all sectors are working
together and contributing toward shared goals. Key to stakeholder action is a collective
impact framework that brings all sectors together in a structured way to achieve goals.
This strategy is the first step in a forthcoming policy platform that will be the model for
standing up the County's disaster response and recovery efforts related to future disasters,
and is being crafted in a way to better align with federal support systems and processes. A
consistent model will help to eliminate barriers and improve the County's ability to leverage
federal dollars critical to building communities that are resilient, safer, and stronger.
II. Interim Recovery Objectives and Strategies
A. Recovery Support Function Framework
The Interim Recovery Strategy is organized by Recovery Support Functions (RSF), as defined
by the Federal Emergency Management Agency's (FEMA) National Disaster Recovery
Framework in order to improve access to resources, and better align and coordinate County,
State, and Federal agencies, nongovernmental partners, and community stakeholders.
By integrating RSF's into current and future post-disaster planning, the County will be able to
facilitate a more flexible, context-based, and collaborative recovery process that is scalable
and based on regional needs. The current RSF's include: Community Planning and Capacity
Building, Economic Recovery, Health and Social Services, Housing, Infrastructure Systems, and
Natural and Cultural Resources. A menu of goals, objectives and other considerations are
organized within these RSF's.
B. Goals and Objectives
Resilience - the ability and capacity to survive, adapt, grow, and thrive no matter what kind
of shocks or stresses hit - underlies the fabric of recovery planning, and factors into decisions
and efforts to rebuild a strong, safe, and thriving Puna.
Recovery is complex; it is a multi-faceted, years-long, community-wide commitment. The
goals and objectives in Attachment A are being elevated to showcase the breadth of recovery
needs - immediate, near-term and long range. Each will be reviewed during the development
of the Comprehensive Recovery Plan, modified as appropriated, and prioritized based on a
combination of regional plans and strategies, feasibility, and community sentiments.
While a Comprehensive Recovery Plan is being developed to navigate long-term decisions and
efforts, the goals and objectives in Attachment A are being lifted up
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Planning for a resilient future for the region will require a holistic look at risk, vulnerabilities,
challenges, and capacities. Recovery will provide opportunities to understand risks, address
vulnerabilities, tackle challenges with creativity and innovation, and build capacity in a
forward-facing, future-minded manner so resources and investments are maximized. As a
result, residents are uplifted, and the community's ability to bounce forward in the face of
future emergencies and disasters is bolstered.
Ill. Interim WorK Plan
A. Immediate Priorities
While work proceeds on the various interim strategies and objectives, the Recovery Team - in
partnership with County departments and agencies engaged in recovery activities - shall
prioritize the following items until the Comprehensive Recovery Plan is adopted. A progress
report for each of the immediate priorities is due to the Committee on Government Relations
Et Economic Development on a monthly basis, with the first one expected at the October 1,
2019 committee meetings. All subsequent reports should communicate progress on the
following fronts, and be submitted until the Comprehensive Recovery Plan is adopted.
Reconstruct Infrastructure. Expedite temporary access to enable kipuka residents to
get home or go back to work on their property. Ensure timely and accurate submittal
of all information required by Federal agencies responsible for issuing disaster
recovery grant funding related to improvements and/or restoration of infrastructure,
and public assets/recreational facilities.
o The first update shall include a list of all County Departments seeking federal
resources including date application submitted, summary of projects, cost
estimates, and status of request.
Develop Capacity. Assemble a team wholly dedicated to recovery efforts. Define how
cross-governmental and inter-departmental collaboration will work. Identify and
institute project management to ensure accountability and that the project is on
track. Ensure proper IT systems are in place to foster efficient and collaborative
workflows.
o The first update shall include the following: a list of all individuals and
organizations working on recovery activities, their role, scope of work, and
length of contract (if applicable) - Administration designees, contracted
individuals, and hired consultants; a list of positions yet to be filled and status
of recruitment efforts; a detailed outline of work process between County
departments and agencies as well as between all levels of government; a
detailed overview of systems tools selected to aid with recovery projects task
management; and a detailed report confirming all necessary IT infrastructure is
in place to support recovery efforts.
Define Financial Tracking and Reporting. Identify budget monitoring systems and
define financial tracking procedures to ensure transparency and accountability.
o The first update shall include a detailed overview of systems selected to aid
with recovery budget monitoring; a summary of how resources and expenses
are reported and tracked including the process and timeframe for calculating
resources/expenditures, and how recovery financial information can be
accessed or provided to all interested stakeholders; and a copy of all monthly
reports submitted to the State Director of Budget and Finance relating to funds
transferred by the Governor.
Interim Recovery Strategy 2 Auc u t.2019
Articulate the Process for Community Engagement and Decision-Making. Develop a
plan for ongoing community engagement. Spell out the process for how decisions are
made now and what is the process going forward to be more inclusive prior to long-
term decisions being made.
o The first update shall include the following: a robust stakeholder meeting list;
timing of community touch points, engagement format and meeting size; a
precise narrative around the current decision making process; a thorough
definition of the role each level of government plays, where the Administration
and County Council factor in, how and when the community is able to
participate, and how and when natural and cultural resources are being
considered and elevated; and a supplemental visual graphic, such as a flow
chart, that illustrates the entire decision making process.
Implement Case Management. Establish a case management program to identify
unmet needs and connect households to resources to resolve issues. Harness data to
understand gaps and position long-term decision making.
o The first update shall include a list of individuals contracted to manage the
1.7 million FEMA Case Management grant; the vendor awarded the case
management contract; details of contractor's scope of work; and status of
merging the various case management databases into one system.
Manage Development of the Comprehensive Recovery Plan. Ensure timely
completion of a Comprehensive Recovery Plan that guides long-term strategy, policy,
and investment, to create a more resilient, safe, secure, and stable Puna region.
o The first update shall include a list of all components that make up the
Comprehensive Recovery Plan; individuals and organizations working on the
long-range plan; an overview of scope of work and anticipated end product;
summary of work completed to date; and planned community touch points to
inform plan development.
Initiate Plans for Federally-Funded Actions. Be ready to deliver an Action Plan that
meets Department of Housing and Urban Development requirements as soon as the
Community Development Block Grant - Disaster Relief (CDBG-DR) federal register is
issued. Begin prioritizing projects and developing proposals to be submitted to the
Economic Development Administration's Disaster Recovery Grants Program.
o The first update shall include an overview of the process and status of
developing the CDBG-DR Action Plan; clear description of internal policies and
processes for grants management should HUD decide to award CDBG-DR funds
directly to the County; a summary of EDA's 2019 Disaster Supplemental
Appropriation funding opportunity; status of defining and prioritizing recovery
activities that are consistent with Department of Commerce Disaster Recovery
Investment Priorities and align with the County's Comprehensive Economic
Development Strategy (CEDS);
Develop a Communication Plan and Shore Up Communication Systems. Develop a
communication plan that includes strategic use of website, social media, and other
appropriate means of pushing out and gathering information during natural disasters
and recovery periods. Stand-up a multi-media communications system that effectively
informs, engages, and listens to a range of target audiences.
o The first update shall include a list of all County personnel and contractors
involved with recovery related communication; and a detailed summary of
tools utilized and activities underway to support communication and outreach.
Interim Recovery Strategy 3 August 2019
Pursue Multiple Funding Opportunities. While major funding is available from
Federal and State partners, each comes with a unique set of rules, regulations and
deadlines, and is often sector specific, making it complex to align the various sources
and harmonize solutions. Public-private partnerships will be a valuable tool to
leverage in the rebuilding of infrastructure systems.
o The first update, as well as all subsequent reports, shall include a monthly
status report on the Recovery budget including project expenditures and
descriptions, newly obtained funds (ie. grants, loans, private donations), along
with requests to allocate funds beyond what is articulated in Attachment B
Work-in-Progress Budget). The first update shall include a list of rules,
regulations, and deadlines to spend money for each of the available funding
streams; as new resources are secured, a report of this nature should be
provided to the Council.
B. Work-in-Progress Funding Sources
To date, the following funding sources have been committed for emergency response, near-
term recovery, and long-term recovery (see Figure 1):
Governor's Allocation. The Mayor requested assistance from the Governor, who
promptly responded with $12M on June 7, 2018 to assist with emergency response,
followed by $10M on October 29, 2018 to assist with continued relief and recovery
planning.
o Ordinance 18-86: $12M for emergency response—target spend-down by end of
FY 2018-19.
o Ordinance 19-2: $10M for relief and planning—target spend-down by end of
calendar year 2019.
State Legislature. Act 9/2019: Appropriated a total of $60M to assist with recovery.
The anticipated spend-down is by the end of FY 2020-21.
o Ordinance 19-52: $20M subsidy to provide relief, recovery, mitigation, and
remediation assistance;
o Ordinance 19-30: $40M loan to obtain non-state funds to provide relief,
recovery, mitigation, and remediation assistance.
FEMA. In addition to Individual Assistance and Public Assistance under the Stafford Act,
FEMA provided the following grant assistance in response to applications by the
County:
o Ordinance 18-87: Pre-Disaster Mitigation Grant ($225,000) for risk assessment
and mitigation alternatives study—$75,000 match;
o Ordinance 19-33: Disaster Case Management ($1.73M)—no match required;
o Ordinance 19-10: Public Assistance, Section 428—amount based on cost
estimates that are still being developed, currently estimated at $120M;
requires 25% match. This is a relatively new FEMA program that would allow the
County to consolidate the estimated cost estimates to replace public facilities
taken or damaged by the eruption with the flexibility to use the funds to build
replacement facilities outside the damaged area in lieu of past policies that
only allowed strict replacement only in the original location.
Ordinance 19-8: EDA for economic recovery plan ($250,000)—$250,000 match.
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Private Sources. Numerous entities have donated money to help support recovery
efforts.
o Ordinance 19-22: Contribution from private sources; amended by the Council to
support immediate recovery and relief efforts:
Department of Public Works - $50,000 for emergency roads recovery
Department of Research Et Development - $50,725 to support business
recovery and development for farmers, ranchers and food producers
impacted by the 2018 eruption; assist with public outreach for naming of
Fissure 8; temporary interpretive signage and banners;
Department of Parks &t Recreation - $54,275 for stand-by water, porta-
pottys, outdoor signage at Isaac Kepo'okalani Hale Beach Park;
equipment for Pahoa Aquatics Center; recreational activities for Puna
keiki; support for Puna Senior Centers; support for recovery activities at
Volcano Cooper Center;
Hawai'i Police Department - $15,000 for safety efforts in Leilani
Estates.
o Ordinance 19-84: Contribution from private source; amended by the Council to
purchase software for recovery related project and expense management
related to recovery efforts.
Other funding sources being sought include:
HUD Community Development Block Grant Disaster Relief (CDBG-DR) provides flexible
grants to help with community rebuild and crucial seed money to assist with the
recovery process. The grant may finance a broad range of recovery activities such as
housing, infrastructure (including match to FEMA sources), economic development,
public service, and mitigation programs;
Ordinance 19-49: $50M allocation ($40M from FHWA, $10M County match) to
Department of Public Works for Highway 132 Road Restoration;
FEMA Hazard Mitigation Grant Program (HMGP) helps communities implement hazard
mitigation measures following a Presidential Major Disaster Declaration to reduce the
risk of loss of life and property from future disasters;
Cities for Financial Empowerment Fund could provide funds to setup a professional,
one-on-one, municipally-led, free financial counseling center;
Economic Development Administration is awarding $587M in grants to eligible regions
to address economic challenges in disaster-impacted areas.
C. Work-in-Progress Budget
A working budget is attached as Attachment B, subject to refinement, revision, and the
upcoming Comprehensive Recovery Plan findings and recommendations.
D. Work-in-Progress Schedule
A working schedule for the recovery effort is attached as Attachment C, subject to refinement,
revision, and the upcoming recovery plan findings and recommendations.
E. Recovery Team: Coordination & Collaboration
In June 2018, the Mayor appointed the following personnel to a Recovery Executive Team to
advise him on recovery matters: Civil Defense Administrator, Department of Research &t
Development Director and Deputy, Planning Department Director and Deputy, Department of
interim P"kt.#;;-,,4µr'y fa4.,r t:S,t:"w{/ C Aukjmi, 2019
Public Works Director and Deputy, Corporation Counsel and/or Deputy, Executive Assistants as
assigned; as needed, Finance Director or Deputy, Department of Water Supply Chief Engineer
or Deputy, Office of Housing Et Community Development Administrator or Assistant,
Department of Parks Et Recreation Director or Deputy. The Mayor appointed the Director of
the Department of Research Et Development as the Acting Recovery Officer until the hiring of
a Recovery Officer.
The Recovery Executive Team coordinates intergovernmentally through a designated Federal
Disaster Recovery Coordinator, currently Robert Troy, and a State Disaster Recovery
Coordinator, currently Thomas Travis.
The Recovery Executive Team coordinates with the community through Hawai'i County
Council Members, Recovery Outreach Coordinator, and the Puna Community Development Plan
Action Committee. The Intergovernmental Recovery Management Organization for this
disaster is shown in Attachment D.
The Recovery Officer and members of the Recovery Executive Team will meet bi-weekly with
members of the County Council to exchange information, highlight progress on goals,
objectives and projects, and identify concerns meriting attention.
F. Staffing
Recovery requires dedicated, yet evolving teams, to coordinate governmental and community
stakeholders, and support implementation of interim and long-term strategies. An
intergovernmental Recovery Management organizational chart with responsibilities of Federal,
State, and County departments and agencies, with links to community-driven disaster support
groups has been developed and is shown in Attachment D.
Given that each natural disaster is unique in size, scope, scale, location, and impact,
temporary staffing teams to support ongoing recovery efforts will be built accordingly. To
support Kilauea Eruption recovery efforts, it is anticipated that temporary personnel will be
hired as needed and over the course of administering funded recovery projects and programs.
Recovery is transient. Each disaster will have different needs, so it is not realistic to pre-
determine temporary civil service positions with fixed job descriptions. Multi-year
employment contract hiring, authorized under HRS §127A-12(c)(7) and 576-77(10), allows for
expedient hiring, which is necessary for the urgency of recovery needs. It also allows for
greater flexibility in scoping responsibilities and adjusting the size and make-up of the team
as recovery moves through various phases, requiring changing skill sets.
G. Transitional Reconstruction Policies
The Recovery Executive Team drafted interim land use and building permit policies to control
access in the Lower East Rift Zone during the period when the Hawaiian Volcano Observatory
advisory level was at Advisory, reflecting a time of higher potential hazards and risk
uncertainty. With HVO's advisory level downgraded to Normal, those policies are no longer in
effect.
Normal procedures for grading, building, and planning permits currently apply in the absence
of an emergency proclamation or moratorium ordinance. All damaged public infrastructure
has been documented; requests for funds to rebuild damaged infrastructure has been
submitted to FEMA. FEMA is doing its due diligence to determine how much funds will be
allocated to support infrastructure rebuild. FEMA will also provide the County with
parameters on how the funds can be spent and where, based on risk and vulnerability
assessments. Work is being done to review County ordinances and identify opportunities to
update to accelerate processes during times of emergency and natural disaster.
interintermi RecoveryStrategy August 2019
ATTACHMENT A: WORK-IN-PROGRESS GOALS &t OBJECTIVES
1. Community Planning & Capacity Building Recovery Support Function
Goal: Develop and implement a Comprehensive Recovery Plan that brings the whole
community together to plan and create a safer, stronger, more resilient Puna region.
Objectives include:
Shore Up Outreach Et Engagement. Provide various opportunities and platforms for
residents to obtain information and provide feedback on projects and strategies for
regional recovery on an ongoing basis.
Design Based on Needs and Experience. Incorporate lived experiences and actual needs
of the end-user into planning, as well as lessons learned from previous projects so
decisions are grounded, mindful of the future, and positively impact the community-
at-large.
Cultivate and Increase Community Capacity. Provide ongoing technical support,
funding opportunities through a Puna Strong Grants Program, and accessible
information systems to support individual and community-driven self-help and
resiliency initiatives. Create a community culture that fosters flexibility so all can
prosper in the face of challenges, emergencies, and natural disasters.
Increase Community Readiness. Continue to strengthen Civil Defense's partnership
with Community Emergency Response Teams (CERT) to monitor, educate, and maintain
readiness to respond to ongoing proximate hazards associated with potential recurring
eruptions and future natural disasters. Ensure communication protocols and
notification systems are in place to support consistent, ongoing updates of evolving
emergency situations.
2. Economic Recovery Support Function
Goal: Build a diverse and thriving economy that provides a range of opportunities, fosters
innovation, encourages formation of new industries, strengthens existing businesses, and
supports access to educational opportunities.
Objectives include:
Establish Economic Resilience. Build a responsive capacity that can withstand, adapt
and bounce forward from shocks and disruptions to an economic base, positioning Puna
as a model community for resilience, sustainability, and innovation.
Promote a Positive Re-Vision for the Region. Hone in on economic weak spots, map out
regional assets, and identify opportunities such as eco-villages and Vacation
Destination Zones to encourage new economies and investment towards resilience-
building goals. Incorporate natural and cultural resources in all asset mapping and
visioning/planning efforts.
Nurture a Diverse Economic Base. Find ways to revitalize existing and support
emerging industries and economic activity across various trades including food and
agriculture, culture and arts, energy, science and technology, tourism. Consider and
lift up a suite of creative financing resources and opportunities, and capacity building
modules to encourage development of these trades.
Foster Community-Driven Tourism Efforts. Recognizing that the global community is
interested in seeing the aftermath of the 2018 eruption and earthquake activities,
encourage and empower community to work with Hawai'i Island Visitors Bureau to
create experiences that are culturally appropriate, respectful of impacted
interim i:. ve.0y SI.tdtegy 7 August 2019
neighborhoods, and provides benefits to affected towns and communities. Incorporate
The Pono Pledge in all activities and find ways to elevate these important pillars.
Accelerate Development of a Boat Ramp in Puna. Work in partnership with the State
Department of Land Et. Natural Resources Division of Boating and Ocean Recreation to
accelerate the process to locate and construct a boat ramp in Puna to support
subsistence gathering rights and area lawai'a (fishermen/fisherwomen), a group that
drives critically important economy of the region. Keep Hawai.is Congressional
delegation apprised of the evolving situation so they can advocate for funding and
assist with process acceleration as necessary.
Pursue Workforce Development. Support eruption displaced and impacted businesses
and workers. Build a resilient workforce through ongoing training and workshops that
increase capacity and the ability to adapt to or shift between industries. Embark on a
long-term planning horizon, in partnership with educational institutions and business
organizations, to encourage innovation and entrepreneurship.
Encourage Small Business. Establish a business case management program to empower
businesses in Pahoa Town, Volcano Town and interested entrepreneurs in the Puna
region with resources and tools to provide operational continuity, develop and enhance
brand identity, and increase ability to market globally.
Assist Kua 0 Ka La New Century Public Charter School with Interim Needs and
Permanent Relocation. Hundreds of students were displaced as a result of the school
being taken during the 2018 lava flow. Utilize existing funds to support immediate
temporary facility upgrade needs. Convene stakeholder meetings to keep immediate
and long-term efforts progressing forward. State, County, and community stakeholders
must unite and work with a sense of urgency to assist Kua 0 Ka La NCPCS in finding
and securing a permanent location.
Support and Increase Educational Opportunities. Collaborate with the Department of
Education to improve educational outcomes and find ways to bridge learning and
trades work with the University of Hawai'i-Hilo and Hawai'i Community College. Lean
on businesses and organizations to provide students with ongoing mentorship
opportunities and internship programs for hands-on learning.
Increase Access to Resources to Drive Positive Impact. Explore the Impact Hub model
and consider where in Puna to invest in a network of collaborative, community spaces.
Determine feasibility and prioritize development of: certified kitchens to enhance the
region's culinary scene, process goods and develop value-added products; multi-use
space for presentations and movie screenings; computer and technology lab; and
recording studio, to build an innovative, entrepreneurial eco-system.
3. Health and Social Services Recovery Support Function
Goal: Establish and maintain a robust cross-sector network to provide a coordinated suite of
health, medical and social services that support individual and community post-disaster
recovery and resilience.
Objectives include:
Establish a Case Management System. Set-up a case management program to assist
each impacted household to resolve unmet needs including but not limited to housing,
employment, health care, behavioral health, substance abuse, transportation, child
care, and animal care.
Boost Community and Youth Programs. Sponsor and encourage community-based youth
and social programs that promote empowerment, facilitate meaningful conversations,
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cultivate a prepared and collaborative lifestyle, and generate momentum around
building resilient people and communities.
Uphold Public Health. Work in collaboration with stakeholders from the State and
health care sector to enhance public health programs and improve overall health
outcomes including but not limited to establishing permanent air quality stations and
providing mental health care support and services for those impacted by the disaster.
4. Housing Recovery Support Function
Goals: Increase and provide safe and healthy housing choices to meet the diverse needs of
those impacted and displaced by volcanic activity.
Objectives include:
Explore Housing Opportunities. Develop a suite of housing choices that are consistent
with existing plans such as the General Plan and the Puna Community Development
Plan and considers studies currently underway such as the Risk and Vulnerability
Assessments, and Multi-Hazard Risk Mitigation Study. Evolve thoughtful policies that
consider, adapt to and mitigate risks, hazards, and climate change.
Empower to Resolve Situations. As part of the housing choices suite, offer up tools to
self-resolve or access to resources that support a range of options including but not
limited to transitional/temporary rental housing, permanent relocation, transfer
development rights, retrofitting surviving homes, and rebuilding. Housing choices are
subject to change upon completion of data-driven studies and risk analysis of the area.
Reinforce Case Management. Leverage the case management program to reach
disaster impacted and displaced households, gauge individual circumstances, present
potential housing choices, and understand individual decisions to help guide long-term
planning, design, and construction.
Create Innovative Housing Options. Design housing options with area risks, potential
hazards, and climate change in mind to ensure housing is safe, secure, functional, and
resilient, with ability to move or withstand future disasters. The goal should be to
create a model communities of eco-living and sustainability that merges concepts of
ahupua'a with pioneering research and proven technologies.
5. Infrastructure Systems Recovery Support Function
Goal: Build and restore natural and strategic infrastructure that provides important services,
protects communities, promotes prosperity, supports future growth patterns, and encourages
regional infrastructure resiliency.
Objectives include:
Conduct Damage Assessments. Inspect damage to individual and public infrastructure,
and provide best estimates for restoration as well as alternative investment scenarios
as required by Federal funding programs.
Promote Resilient Infrastructure. Build or retrofit infrastructure systems to have the
ability to adapt to or withstand a range of extreme weather patterns and hazards, and
considers the impact of future risks, hazards, and climate change.
Roads Recovery and Development. Prioritize getting lava-locked residents with homes
and farms back to their properties. Accelerate review of lava inundated roads such as
Highway 137, Pohoiki Road and Lighthouse Road; develop a road restoration plan
including timeline for action based on various studies underway, community needs,
governmental permitting and review processes, and feasibility.
Interim Re,c"`'1£r'.X,Strategy RU U t,:2019
Be Inclusive in Planning. Include private and community sector infrastructure owners
and operators and related service providers in identifying, prioritizing and developing
critical infrastructure systems and assets. Develop public-private partnerships where it
makes sense.
Expand and Advance Transportation Initiatives. Improve regional connectivity within
Puna that enhances overall transportation systems, increases efficiency of mass transit
systems, is multi-modal (i.e. accommodates buses, bicycles, pedestrians) and provides
context-sensitive solutions including but not limited to roundabouts and regionally
appropriate/updated street standards.
Plan for Wastewater Systems. Once area risk and vulnerability assessments are
complete, accelerate feasibility studies of public sewerage systems to support long-
term recovery and revitalization of Puna. Take active steps to secure the $600,000
appropriated by the 2019 Hawai i State Legislature for planning and design of a
wastewater treatment plant in Pahoa; leverage available Recovery resources to
provide the County's share of matching funds (20 percent of state funds).
Ensure Reliable Energy. Work with local utility and industry stakeholders to incorporate
renewable, resilient and energy efficient solutions such as microgrids and battery
storage into immediate and long-term community planning and design.
Ensure Reliable Communications. Improve telecommunication and broadband Internet
systems infrastructure and increase access to support telework and educational
opportunities. Improve the County's ability to communicate immediately and in an
ongoing fashion prior to, during and after emergencies and natural disasters.
Invest in Water Infrastructure. Investigate the feasibility of restoring lava inundated
water infrastructure. Determine where to rebuild appropriate infrastructure that
supports long-term recovery of the region. Prioritize service to regional centers as
identified in the Puna CDP, and pursue public-private partnerships where possible.
Consider Drainage Issues. Ensure that with each approved recovery project, Puna's
regional flood problems are improved upon.
Craft Sound Access Policies. During the pause of volcanic activity, access to the
impacted area was managed to minimize exposure to ongoing hazardous conditions.
Review lessons learned and develop policies that will assist in swift and resilient
recovery by clearly laying out how impacted residents can return, streamlining
permitting, and presenting a host of funding solutions from grants to loans.
Create an Infrastructure Resiliency Evaluation Framework. Establish a metrics system
to help community and decision makers prioritize needs and investments in
infrastructure systems. Criteria for evaluating resiliency of infrastructure should
include, but not be limited to, impact on quality of life, area risks and hazards,
climate change, the ability to provide multiple benefits, complementing and
leveraging environment and existing programs or infrastructure, and life-cycle cost
benefit assessment.
6. Natural and Cultural Resources Recovery Support Function
Goal: Preserve, protect, rehabilitate and restore the region's natural and cultural resources
and historic properties impacted by eruption activity.
Objectives include:
Conduct Damage Assessments. Inspect damage to natural and cultural resources and
historic assets, and provide best estimates for protection, rehabilitation, and
restoration as well as alternative investment scenarios as required by Federal funding
programs.
y _c,`S4y Re( J.{ r ,t,.y ° e S; 0 August 2019
Increase and Enhance Recreational Opportunities. Provide opportunities for safe ocean
access, community gatherings, and cultural sharing, and support efforts to create
resilient multi-use recreational facilities that encourage community well-being.
Leverage Sustainable, Creative Planning Elements. Deploy a multi-pronged approach
that considers and integrates impacts of area risks and vulnerabilities into planning for
resource preservation, and integration of open spaces, historic and cultural resources.
Mobilize and Build Community Capacity. Provide technical assistance and financial
tools to help impacted communities develop a suite of natural and cultural resource
recovery programming, create networks for sustained program implementation, and
enhance capability and readiness for future disasters.
Elevate Puna Ahupua‘a Awareness Project. Ahupua'a are traditional Hawai i land
divisions that typically trend mauka to makai (from the uplands to the sea) and are
foundational to Hawai'i geography, culture. and society. Consider the map of
ahupua'a in the district of Puna developed by the University of Hawai'i at Hilo
Geography major Kaylyn Ells-Ho'okano and Hawai'i Community College Geography
instructor Drew Kapp, assisted by the Spatial Data Analysis and Visualization Labs, in
all future Puna-related planning and decision making. Look for ways to develop online
repositories of information, stories, and photos of the numerous features noted on this
map. Incorporate appropriate physical signage to heighten awareness of the culturally
and historically significant features.
Interum ;e(:o\ery Strategy 11 August 2019
ATTACHMENT
B:
WORK-
IN-
PROGRESS
BUDGET
Appropriated
Pendinj____,_.___
isov$
10M
Financial
Gov$
12M
u.MA
Et
EDA
Leg$
20M
Leg$
40M
FEMA
Public
Federal
CDBG-
DR/
Totals
Relief
a
Response
Grants
Subsidy
Empowerment
Loan
Assistance
Highways
Other
Fed
Planning
Center
Grant
EMERGENCY
RESPONSE
7
500
000 $
7
500
000
186,
192,
692
Community
Planning&
Capacity
Building
5,
912,
630
475,
000 $
4,
028,
630 $
9,
000
1,
400,
000
Mobilize
Recovery
Organization
1,
610,
630
1,
601,
630 $
9,
000
Communicate
Effectively
150,
000
150,
000
Secure
Recovery
Financial
Resources
Develop
Recovery
Strategic
Plan
2,
692,
000
475,
000 $
2,
217,
000
Build
NGO/
Community
Capacity
1,
460,
000
60,
000
1,
400,
000
Puna
Stron•
Grants
Pro•
ram
220,
000
220,
000
Economic
1,
150,
000
400,
000
500,
000
Interim:
Economic
Revitalization
Strategies
Long-
Term:
Economic
Recovery
Report
Implementation
Assist
Puna
Lawai'
a
with
Temporary
Solutions
for
a
Puna
Boat
Ramp
500,
000
500,
000
Assist
Kua
0
Ka
La
NCPCS
with
Immediate
Relocation
Needs
400,
000
400,
000
Establish
Business
Case
Management
System
250,
000
250,
000
Health&
Social
Services
3,
392,
925
1,
700,
000 $
1,
572,
570 $
120,
355
Provide
Continuing
Relief
3,
392,
925
1,
700,
000 $
1,
572,
570 $
120,
355
Coordinate
Public
Health
Programs
Housing
1,
100,
000
100,
000
1,
000,
000
Interim:
Housing
Assistance
for
Affected
Families
Provide
One-
stop
Housing
Services
Expand
Housing
Market
Choices
100,
000
Revolving
loan
Program
1,
000,
000
Infrastructure
174,
538,
337. $
4,
500,
000
I $
50,
000 $
200,
000
I $
40,
000,
000 $
123,
285,
000 $
6,
503,
337
Roads
57,
553,
337
50,
000
51,
000,
000 $
6,
503,
337
Parks
41,
040,
000 $
3,
755,
000
37,
285,
000
Replacement
Boating
Access
Water
35,
000,
000
35,
000,
000
Mass
Transit
Energy Telecommunications
600,
000 $
600,
000
Wastewater
200,
000
200,
000
Drainage Critical
Facilities
145,
000 $
145,
000
Regional
Infrastructure
Match
40,
000,
000
40,
000,
000
Natural&
Cultural
Resources
98,
800
98,
800
Lower
Risk
Profile
of
Affected
Area
98,
800
Preserve
Et
Steward
Natural
a
Cultural
Resources
in
Puna
Ahupua
a
Pendi :
Recove
Strat-
c
Plan
22
100
000
3
800
000
18
300
000
Interim
Recova_
y
Strategy
12
August
2019
ATTACHMENT
C:
WORK-
IN-
PROGRESS
SCHEDULE
ID '
Task
Name
I
Duration
Start
Finish
Predecessors %
Complete
019
2.020
p
7
App
aj
un;
Jul
Au
S
ctONa.
t. ,
an
ebtv,
ar'
l
is
un
1ui
Auu.
S
Oct`
10,
44
1an
Fetrtvta
1
Community
Panning
and
Capacity
Budding(
CPC)
456
days
5/
11/
2018
2/
7/
2020
28%
r
1
2 ':
Recovery
framework
100
days
4/
15/
2019
8/
30/
2019
55%
5 !
Funding
456
days
5/
11/
2018
2/
7/
2020
0%
r
i
1
6
CDBG-
DR
138
days
7/
31/
2019
2/
7/
2020
0%
1
1
7
Federal
Register
notice
0
days
7/
31/
2019
7/
31/
2019
0%
t
7/
31
B
Submission
Certification&
Implementation
Plan
60
edays
7/
31/
2019
9/
29/
2019
7
0%
nu,
9
Publish
action
pian
for
public
comment(
90
days
30
edays
9/
29/
2019
10/
29/
2019
8
0%
from
FRN)
10
Submission
of
Action
Plan
to
HUD(
120
days
from
30
edays
10/
29/
2019
11/
28/
2019
9,
36FF
0%
4
1
1
HUD
approves
Action
Plan
45
edays
11/
28/
2019
1/
12/
2020
10
0%
w
12
Grant
Agmt
executed
and
credit
line
established
4
wks
1/
13/
2020
2/
7/
2020
11
0%
13
HMGP
381
days
5/
11/
2018
10/
25/
2019
2%
1
1
14
Presidential
Declaration
date
0
days
5/
11/
2018
5/
11/
2018
100%
5/
11
r
15
Lock-
gin
1
year
from
declaration
date
1
day
5/
13/
2019
5/
13/
2019
14FS*
365
edays
100%
16
Letter
of
intent
for
mitigation
projects
60
days
8/
5/
2019
10/
25/
2019
37,
15
0%
s*
rig ,
t
17
Staffing
151
days
7/
12/
2019
2/
7/
2020
0%
i :
1
21
Strategic
communications
81
days
4/
15/
2019
8/
5/
2019
80%
22
Recovery
website
2
mons
4/
15/
2019
6/
7/
2019
100%
23
Public
outreach
22
days
7/
5/
2019
8/
5/
2019
31%
24
Survey
3
wks
7/
5/
2019
7/
25/
2019
33%
25
Speakout#
1
1
day
8/
5/
2019
8/
5/
2019
28
0%
26
Recovery
plan
161
days
4/
15/
2019
11/
25/
2019
34%
Recovery
management
schedulel
Page
1
7/
19/,
2019
Interim
Recovery
Strategy
13
August
2019
ID
Task
Name
Duration
Start
Finish
Predecessors %
Complete
al,
avc
AprM,
Jn
Jul
AusSepUallov
Sec
Jar
FebV'
arAVb1u5
ur,
il
AugSepOct
Novl,
ecJan
FetdrlarApr
27
I
Recovery
plan(
Tetra
Tech)
111
days
6/
24/
2019
11/
25/
2019
4%
1 ;"
I
28
Conduct
impact
and
unmet
needs
analysis
5
wks
6/
24/
2019
8/
2/
2019
24FF,
41FF,
51FF
56%
i
9
Mitigation
polices
2
wks
8/
5/
2019
8/
16/
2019
37
0%
14
3J
Project
list
4
wks
7/
22/
2019
8/
16/
2019
28FF,
29FF
0%
3'
CDBG
DR
Implementation
Plan
60
edays
7/
31/
2019
9/
29/
2019
8SS,
4FF
0%
i,
M
A
32
CDBG
DR
Action
Plan
Public
draft
4
wks
8/
23/
2019
9/
19/
2019
28,
29,
30,
39FF
0%
44
33
CDBG-
DR
Action
Plan
Public
Review
30
edays
9/
19/
2019
10/
19/
2019
32
0%
II '"
j
34 •
Incorporate
comments
and
finalize
Action
Plan
2
wks
10/
21/
2019
11/
1/
2019
33
0%
w
35
CDBG-
DR
Adson
Plan
submittal
to
Clerk
1
day
11/
4/
2019
11/
4/
2019
34
0%
v•
36
CDBG-
DR
Action
Plan
Council
adoption
1
day
11/
25/
2019
11/
25/
2019
35FS*
20
edays
0%
37
Mitigation
alternatives{
Tetra
Tech)
4
Mons
4/
15/
2019
8/
2/
2019
38FF
80%
36
Risk
assessment{
PDC)
3
mons
4/
15/
2019
7/
5/
2019
100%
tiNtiNi
39
Economic
recovery
plan
draft{
IDC)
5
mons
4/
15/
2019
9/
19/
2019
43FF
64%
sit
4-
o
NGO-
Community
coordination&
capacity
building
80
days
4/
15/
2019
8/
2/
2019
80%
4'
Network
weavers-
DHATT
4
mons
4/
15/
2019
8/
2/
2019
80%
i!
42
Financial
empowerment
center
4
mons
4/
15/
2019
8/
2/
2019
80%
43
Economic
Recovery{
short
term)
114
days
4/
15/
2019
9/
19/
2019
77%
r ! ("
t
44
Village
Revitaiization{
e.
g.,
Pahoa,
Volcano)
4
mons
4/
15/
2019
8/
2/
2019
80%
i s,
45
Visitor
Experience{
Tourism)
4
mons
4/
15/
2019
8/
2/
2019
80%
46
Agricultural
renewal
4
mons
4/
15/
2019
8/
2/
2019
80%
t3
47
Business
case
management
3
mons
6/
28/
2019
9/
19/
2019
67%
y
Recovery
management
schedule
1
Page
2
1/
19/
2019
Interim
Recovery
Strategy
14
August
2019
ID
Task
Name
Duration
hart
Finish
Predecessors %
Complete
T11
Apil,
e,
n
iJIA,
SepOc-
tflo.
ec.
Jdf-
FeWarApftvid,
JF..
liAu,
Sep
OctfloWec,
i
an
FetklatApr
48
Health&
Social
Services(
HSS)
238
days
4/
15/
2019
3/
11/
2020
47%
r..........--
o
49
Current
IA
end
date
0
days
11/
1/
2019
11/
1/
2019
0%
11/
1
50
Case
management
8
mons
8/
1/
2019
3/
11/
2020
0%
ii
Si
Integrated
database
2
wks
7/
5/
2019
7/
18/
2019
50%
52
Community
and
youth
programs
80
days
4/
15/
2019
8/
2/
2019
84%
rille11111/
101+
53
Enhanced
summer
fun
2
mons
4/
15/
2019
6/
7/
2019
100%
WO
1
54
Puna
Strong
grants
4
mons
4/
15/
2019
8/
2/
2019
80%
55
Grant
technical
assistance
4
mons
4/
15/
2019
8/
2/
2019
80%
wiaseoem4o
56
Housing
20
days
8/
5/
2019
8/
30/
2019
0%
rn
1 ,
57
Self-
help
programs
20
days
8/
5/
2019
8/
30/
2019
42
0%
i °
I
62
Revolving
loan
1
mon
8/
5/
2019
8/
30/
2019
42
0%
1
Ta
63
Community
land
trust
pilot
1
mon
8/
5/
2019
8/
30/
2019
42
0%
64
Long-
term
permanent
housing
20
days
8/
5/
2019
8/
30/
2019
0%
rl
68
I
Infrastructure(
INF)
225
days
4/
15/
2019
2/
21/
2020
41%
1
69
Roads
225
days
4/
15/
2019
2/
21/
2020
26%
76—
Hwy
132
25
wks
4/
15/
2019
10/
4/
2019
51%
7,
Other
restoration
20
WkS
10/
7/
2019
2/
21/
2020
70
0%
1
Tirnif,',
7,
gigh
72
Long-
term
regional
adjustment
plans
4
wks
8/
5/
2019
8/
30/
2019
28
0%
SI
73
Parks
100
days
4/
15/
2019
8/
30/
2019
80%
74
Pahoa
Park
restoration
2
mons
4/
15/
2019
6/
7/
2019
100%
75
Isaac
Hale
restoration
2
mons
4/
15/
2019
6/
7/
2019
100%
Recovery
management
schedulel
Page
3
7/
19/
2019
Interim
Recovery
Strategy
15
August
2019
D
Task
Name
Duration
Start
Finish
Predecessors %
Complete
7019
NO
76
Long-
term
pari
replacement
plans
4
wks
8/
5/
2019
8/
30/
2019
28
0%
AprN`
ayJun
Jul
AuySep0ctNo.
ecJarfetAVarA
rHla.::
Jr.
ul
ciSep
0^
Ma:
Dec.
an
tebMlalApr
77 '
Water
20
days
8/
5/
2019
8/
30/
2019
0%
1"
1
76
Long-
term
regional
adjustment
plans
4
wks
8/
5/
2019
8/
30/
2019
28
0%
r
79
i
Mass
Transit
20
days
8/
5/
2019
8/
30/
2019
0%
r"
l
w
80
1
Hubs
and
bus
stops
regional
adjustment
pans
4
wks
8/
5/
2019
8/
30/
2019
28
0%
8"
Energy
4
wks
8/
5/
2019
8/
30/
2019
28
0%
82
Communications
120
days
4/
15/
2019
9/
27/
2019
46%
8,
Emergency
radio
repeater
120
days
4/
15/
2019
9/
27/
2019
46%
r,...............''—.....,
84
Temporary
site
on
whee,
6
mons
4/
15/
2019
9/
27/
2019
53%
Citi
65
Permanent
replacement
plans
4
wks
8/
5/
2019
8/
30/
2019
28
0%
1
86
Wastewater
4
wks
8/
5/
2019
8/
30/
2019
28
0%
87
Drainage
4
wks
8/
5/
2019
8/
30/
2019
28
0%
T
68
Critical
Facilities
80
days
4/
15/
2019
8/
2/
2019
80%
r------,:„
89
Equipment
repair(
Fire)
4
mons
4/
15/
2019
8/
2/
2019
80%
90
Natural&
Cultural
Resources(
NCR)
100
days
4/
15/
2019
8/
30/
2019
71%
9
Risk
assessment
40
days
4/
15/
2019
6/
7/
2019
100%
1
92
Risk
assessment
study(
PDC)
2
mons
4/
15/
2019
6/
7/
2019
100%
rrwa
93
Lavashed
re-
mapping
2
mons
4/
15/
2019
6/
7/
2019
100%
4,0010101 :
94
Mitigation
policy
0
days
8/
2/
2019
8/
2/
2019
37
0%
8/
2
95
Donation
option
2
mons
7/
1/
2019
8/
23/
2019
50%
96
Stewardship
needs
4
wks
8/
5/
2019
8/
30/
2019
28
0%
1 ///
A
II
Recovery
management
schedulel
Page
4
1/
19/
2019
interimRecovery
Strategy
ib
August
2019
ATTACHMENT
D:
Recovery
Management
Organization
for
Kilauea
Eruption
2018 (
DR-
4366)
RECOVERY
SYNCHRONIZATION
KEY:
Mayor
Council
Existing
Positions
Recovery
iRe-
described
Permanent
Position
Officer
111111
New
Temporary
Positions
1
IME
Contractual
Hires
Strategic Communications
HEALTH/
NMI
Consultants
SOCIAL
HOUSING
i
D
Executive
Team
TBD
Add'
I
External
partner(
s)
Recovery
COMMUNITY
Executive
Executive
T
Capacity
PLANNING
Assistant
ECONOMIC
Assistant
INFRASTRUCTURE
i
I
SUPPORTING
AGENCIES
I
t
iii
HRA
i
E
Environmental
Planning
R&
D
Director
Housing
Water
Supply
Public
Works
Parks&
Rec
Finance
Civil
Defense
Management
Director
Director
and/
or
and/
or
Director
and/
or
Chief
Engineer
Director
and/
or
Director
and/
or
HR
Administrator
Director
and/
or
and/
or.
zDeputy
i
Deputy
Deputy
Deputy
and/
or
Deputy
Deputy
Deputy
Deputy
o
Disaster
Two
positions:
Case
Two
positions'
Two
positions:
u
Redevelopment
Management
community
CDBG-
DR
Recovery
Program
Manager
Program
EnBP
B
mt&
Specialist
and
Specialist
Assistant
Manager
t_
oordmat.
Accountant
I
TBD
Add'
I
Two
positions:
TBD
Add'
I
TBD
Add'
I
TBD
Add'
I
TBD
Add'
I
TBD
Add'
l
TBD
Add'
I
Accountant&
ren
AM
i
MD
add
i
78C,
Add
i
Taa
Add
Recovery
Recovery
Recovery
Recovery
Recovery
Recovery
Recovery
Recovery
Recovery
Recovery
Recovey
Support
pay
Capac,
Capec2y
Cepec2y
Capacity
Technician
Capacity
Capacity
Capacity
Capacity
Capacity
Capacity
Recovery
Case
Economic
management
web
5
Consultants
Plan
service
Recovery
DesignerDesigner
Consultant
provider
Consultant
U Z
Community
G
HI-
DARRT
e
t
Based
a
a
U
8
a
Recoveryy
Rep °
Partners •
d
0
OU
ti,
Q
D
L
N
R
m
J °
tr'
CWRM
DOT
SDRCB+
F
AG
ETS=
Dea
Department
of
Health
0 =
of
Health
Parks
Q
c,
J <
Q
Ci
8
0
LL Ci
Q LL
6/
21/
19
FDRC
DOI
N
mLn
EPA
o
ACOS
Interim
Recovery
Strategy
17
August
2019