HomeMy WebLinkAboutComm. No. 25-05.06 From Dell Otsuka in Opposition of Salary Increases (P-11_17_15)i
PM; O HUNAN RESOURCES
2025 NOV 14I~Mi2: b
Dell Otsuka
Hilo, Hawaii 96720-4833
November 13., 2025
Steven Pavao, Chair
Hawaii County Salary Commission
101 .Pauahi Street, Suite 2
Hilo, Hawai'i"96720
Testimony to the Hawaii County Salary Commission.
Subject:Proposed Salary Increases for Elected and Appointed
Officials-OPPOSED
Good Morning Chair, Commissioners, Counsel and Secretary,
Thank you for the opportunity to provide comments today. I have the deepest
respect for the important role that you serve and it is my sincere desire to
contribute constructively toward the decisions that affect our County's future.
Agenda Item No..66: - Unfinished Business(for discussion and appropriate
action)Review Of Existing: "Pay Plan For Executives And Elected Officials"To
Include Discussion And Consideration Of Ideas For Adjustments To Future
Salaries Of Executives and Officials (Ihave a few ideas listed).
Agenda Item No. 6(A) Communication No. 25-04, from Salary Commission
Chair Steven Pavao, dated September 4, 2025, regarding their inquiry to
the appointing authorities concerning proposed salary adjustments for
department heads and deputies. The Salary Commission is proposing to
mirror the Hawai'i Government Employee's Association (HGEA) salary
increases for the next four years: 3.5% increase, effective January 1,
2026; 3.79% increase, effective July 1, 2026; 4% increase, effective July
1, 2027,,and 4% increase on July 1, 2028 (see Exhibit A). Two raises in
2026 for I
As I reviewed the different rationales supporting this proposal for the salary
increases, .I noticed that the foundation remains the same as in previous years:
SALARY COMMISSION.
COUNTY OF HAWAI'I
Comm.No. 25-05.06
Date P/November 17, 2025
leadership salaries continue to be indexed to union-negotiated raises. Union
negotiations for collective bargaining units are designed for frontline employee
retention among other things, not for determining the compensation of top
executive leadership. These are two very different systems with different goals.
Tying leadership pay to union raises may be expedient, but it is not a
meaningful compensation philosophy. It does not reflect job responsibility,
performance, accountability, or the fiscal health of our County. It is
automatic, formulaic, and detached from measurable outcomes. In short, this
approach is not an accurate way of valuing public leadership.
Leadership compensation should be based on the needs and conditions of
the County, not on collective bargaining agreements negotiated at the state
level for purposes that do not reflect executive leadership roles. This will allow
the Commission to adopt a compensation model rooted in fairness,
transparency, and the realities of County operations.
Agenda Item 6(B) Communication No. 25-05.01: Proposed Findings Of Fact
by the 2025 County of Hawai'i Salary Commission, Dated August 28,
2025, #5...March 3, 2025 Classification and Compensation Study conducted by
MGTfor the County ofMaui, historical salary data, salaries ofexcluded
managers within the County of Hawai'i, the schedule of raises for both included
and excluded subordinates over the pastfive years, challenges with recruitment
forpositions within the County ofHawai'i, the duties and responsibilities of the
Covered Positions with the County of Hawai'i, salaries of the Covered Positions'
counterparts in other county jurisdictions within the State, inversion challenges,
and other public and private industry data. Any significant information for
the County of Hawaii with regard to "schedule of raises..., challenges
with recruitment for positions within County of Hawai'i,. the duties and
responsibilities of the Covered Positions as well as the salaries for those
Covered Positions'counterparts..., inversion challenges and other public
and private industry data?
What were the findings from this study for our County? Did it produce cost of
living, recruitment and retention data, scope ofjob responsibilities, fiscal
conditions, public expectations, inversion challenges, public and private
industry data, and operational size and complexities for our County? If it did,
that would ensure that any future adjustments for our County would be
supported by data, not assumptions-and would strengthen public trust.
I understand that these increases are being presented as necessary for
recruitment and retention," but I ask that you carefully consider how this
rationale applies within our County's leadership structure.
Of the 41 positions affected and listed, 11 are elected and 30 are appointed.
For the 11 elected officials, the concept of"retention"does not apply, since
their continued service depends on voter confidence and performance during
their terms, not on the salary level. A pay raise does not ensure retention in
these cases; only accountability and trust can do that.
For the 30 appointed positions, this is a real opportunity to strengthen both
recruitment and retention"strategy through meaningful measures of
performance. Salary adjustments tied to measurable outcomes and
accountability benchmarks are just a few factors that would ensure that
compensation reflects leadership effectiveness, and not based on tenure or
title. Results to include:
filling vacancies
meeting hiring targets
reducing chronic staffing shortages
turnover data
job complexity
department size
comparable jurisdictions
cost of living
scope of legal risk
improving compliance with EPA (AOC's)
reducing spills and emergency failures
strengthen public services at transfer stations, landfills, and wastewater
facilities
advancing capital projects and timelines
improving workplace culture and reducing employee burnout
Raises should be earned, not inherited. This aligns County leadership
compensation with modern accountability practices used across government,
nonprofits, and the private sector.
Another rationale for these raises is in comparison to private and public sector
wages. Were these comparisons of County of Hawai'i businesses both private
and public made known to justify this reasoning? Aside from some
professionals in the medical, educational and banking fields, 33 of the 42
County of Hawai'i's top officials make 6 digit figures with the other nine very
close to that. Also worth noting, Hawai'i County's top officials make more than
Maui County's with the exception of their Mayor, County Clerk and Deputy
County Clerk. *.executive Salary Jurisdiction Comparisons(3/27/2025)submitted.
OfHawai'i's four counties, Hawal'l County is considered the poorest.
When referencing living wages, in Hawai'i County many residents are not
making a living wage and manu are below the FPL(Federal Poverty
Level). although working.
Notable too is of the 68 Job Listings for the County that was recently posted,
18 can be considered below a living wage.
I still believe that there are so many people on our island, in our "town" that
would appreciate a job with the county. The benefits and stability far outweigh
the wages in most of these entry level positions, and across every department.
We need to support the HR Department. (6) Communication No. 25-06
Interesting to note, three departments have more employees than position
count. I think that to better realize the true picture of how many of the
employees are in "working" status (understaffing due to absences and not
just vacancies notfilled), it would be good to know the number of employees
that are on Workers Comp, FMLA, Extended Sick Leave, Military Leave
and Administrative Leave. That information will help to better understand
how dire this whole situation is and more so reason to give pause to the
proposed significant raises our County cannot sustain.
For years our County's departments have been plagued with understaffing,
overworked employees, delayed projects, and modified services directly
contributing to increased workloads leading to burnout(stress-health
concerns), error(safety issues), and a decline in service quality and
morale. IwOuld be remiss if I.didn't mention or ask when and how newly
positions are created within departments that are already suffering vacancies.
The Department of Environmental Management is under multiple EPA
Administrative Orders on.Consent(A0C's)for violations with expected
costs of federal compliance to be around$1 billion-AMP testimony,.August 2 3,.
2025.
II believe any salary decisions.should be based on results of fiscal responsibility
and accountability accompanied by transparency in.leadership for every
Department. This simply means that there should be no.raise/adjustments to
department heads whose departments are not fulfilling its core function. Total
salaries,at the start of2025 is over $6,338,592 and at the end of the
proposed four year period, 2028;over$7,365,840 with raises totalling
in excess of$1M. Updates and repairs to our failing waste-Water facilities and
would be better served with this money (outgoing Commissioner EMC, District
Agenda Item 6.A Communication No. 25-04 Salary Commission's
Questionnaire to Department Heads., *.1.. 'Primary.duties and
teSponsthilitleS Of thedepartment/agency " 2 WOW many employees does the
department/agency employ?" 3'. "What zs the department/agency
ofganizationat.SDI:Lead-0' 4.. 'What cloe8. the.de-ixtfmrzt age.ncy operating
hudget and fundpig encompass?" -5, 'What major challenges do.the
departmentlagency face?" 6. 'Are there any Doer:time'requirements of the
dpartMentlageticy?" 7 "What are your recommended salary adjustments and
the rationale for these'adjUstrnents?" *Maybe being more specific with the
department heads' to list and identify ongoing hurdles and setbacks
with staffing issues noting how and what they're doing to resolve it
timely, and if they actually are.
also like to note that,.at thiS'tithe, orily:five of the tine Salary Commission
Seats are filled,fwebsit0. I.recogrii2e that quorum may;still be met, but
decisions.of this magnitude,--particularly involving the proposal of these
substantial raises for the top County'leadership, —deserve the full
participation of all nine-commissioners, from all nine.districts.
Because "recruitment and retention"is central to this discussion, equal
effort should be made to ensure that this Salary Commission (and every other
commission) be fully represented and that their work reflects the balance and
inclusiveness our County deserves; and as the County Charter intended.
While I also understand the need to attract and retain qualified personnel, it's
equally important that compensation must reflect more than position alone. It
should reflect commitment, results and accountability.
At a time when so many county employees are asked to do more with
less, Ifeel that the employees and the public need to see to appreciate
that raises to the top is the last action to be taken at this time.
In closing, my request is simply that the Commission consider aligning all
proposed salary increases and any future raises with performance
standards that demonstrate efficiency, leadership, service to the public,
and fairness to the employees that they manage. Doing so would reaffirm
the County's commitment to transparency,fairness, and responsible
stewardship-ensuring that every dollar spent honors the trust placed in our
leaders by the people they serve.
I seriously ask the Commission to consider a temporary pause to these very
significant raises until essential services stabilize. It is not responsible to
authorize these exorbitant increases for top leadership when critical
County operations are understaffed, when public services are declining,
and when we cannot fill all of the vacancies. A short time pause
demonstrates integrity, restraint, and respect for the public's lived
reality.
Before I end my testimony, I do need to say that everything mentioned and said
is not meant to diminish or devalue our County leadership. Rather, it seeks to
elevate the standard for how we justify compensation at the highest levels of
government. It aligns with principles of fairness, transparency and
accountability—and it reflects the values of our community.
I offer this testimony with the hope that we can move toward a compensation
framework grounded in pono, supported by data, and reflective of the County's
actual needs and priorities.
1
Thank you for your time, dedication, civic engagement and thoughtful
consideration.
Respectfully,
Dell tsuka
District 3, Keaukaha
Fr
I
Executive Salary Jurisdiction Comparisons Exhibit B
POSITIONS STATE' C&C HONOLULU HAWAII MAUI KAUA'I2
EFFECTIVE CATES; ' 7/1/z02* ^ . • 7/1124 •. - :. • 7/1/24'•- ,• 71i/24 " 7/1/24. •EXCEPT AS NOTED) .... , . . ••..:. . . • :: •: . : .. .--. '
GOVERNOR S217:908
I-4,06\1•00:61:1 **'- '••••••....'.........::......:*.... 7..-- l..:'.::... ..*::.::.'.Y ... •::•-•:-...*".!•::, ..:••••.:-:1.;*........;2'...-•.: '..; ...-•::••1-: '......2..,.. ....•••••• : •••::•:••'.. :•••.*- •.-....• •*
ADMEN DIRECTOR of the STATE S216,660
MAYOR:.?-:•:.•:''':?,.....-:::•• ••••••:•:''..:,'':- -:..... 'S;•....;:.,[."•;:•• *•.:.' -.....:::,::'..:.:i•••...f:;. ?1-7,49.2 :.•:... ......:•••Y-,..., ?+09028'.',..1.•••i'::. ''..:::'.'inS.14.9;P78:;.,:::"..;•::-.. !§1. 4472••,...NI.DiADItiN.A6kr.i blit. S207,61 s19 ,446 iii,-164 Oi 66,640ifiikifiedli:•• .•••;.....:: :: :•••.•:.':::;;:-•::••••••••••:: :.'1:•••-'',.:•i . -..••:.::::::$.i.b.7;1.3.6•":` : :, :::.'1.....:$170476:...:::::;•.: •:•'.T,-$1.54939*: .::•:''•••••••,•:;.:..•....1,. !.;•.,. •••••,,', :;:.
PROS ATP! 206,040 197,004 173,073 158,640
i.*$:f:0_*#1:0. :._156:...;• 72:....-,.....'!..::::..-...........'...` : ' 'I:. -.:.' ....1'..:.._-•$196.• 880..-:-Y: :1s107,.. q :'-::-' ':''..:'-::$14,4,1 IV •::' ': ....: 142...;77. 6.1....
DEPUTIES:PA,Corp Counsel 78120-$195:720(PA) $98,508-S169,920(PA? $92,776.-S158,288(PA)8136.512
578.120-$195.720(CC) S112,572-5165,980(CC) S104,029-5162.359(CC)PA,CC)
DEP.TtilgAps. : : ,t
DAGS,DBEDT,DCCA,DCR, S206,352
DHHL,DHRD,DHS,DLE,DLIR,
DLNR,DOA,DOH,DOT,TAX
BUDGET#Lf19;* E 416; 0::;*:"..:.....:::•: ::'1%•$104.;,208....II::: ..is!701. 0;00'.:1'-..•.!::::-:i'..:17..."$159.;466..'::-•-• :-:-;.:...::.:.$1.48;728.• .2 -ATTORNEY GENERAL/CORP
COUNSEL 216,666 199,776 197,004 173,073 156,640
10flilA.. ktOCilS14Eg:'•::::: •:'..;-: .::-...;,:.... ..:.••••. ,.••:.::-.7::::: :::;.:-":-$1794,20$:::: :, •::7::::$165384....-;.".:'-':-:.!. '§155.989::-....;:::: ..-.;.•:'.X142)7.16:•':.*
INFO TECH 194,208 162,540
POLICE:'''. •',;.';•:: -". .. .. C.. ...•--• ": '--•'••:.f• -:' -•'' ......-..S.*g30..i076...:.:71...73.::....'.:.:',.:::$i0YAR::.-.:',-7; ••••/.:.;.;.:::;....0:1-0;PP9:::-..•.:::::'..:,'It58r640,......:..
FIRE 232,368 194,406" .. 183,889 158,640' •
EMERGENCY SERVICES
1.:...........;...j-i:-•:.:' ...:;:,.-.:$_.4994.:08.:?..';'.:',.•::::::::'.:.,!..::-':.':::-.:.::,.,...::.-,.-. •:::.;:::.i.':;:::.:,',...:....:!•.,•..i.:.- ,::::...:.-..:,::':::7::::::T:7-...:.:'7
EMERGENCY 1 U4,2U8 4..
iiEAMs.11N.4 ::•"....*.". :1..,,_...'..'..".:. ....:•":"..:.:::..." " .'"'::.:'.. ":-.. ..$194,2013',,,:: .....".".:-'Si70:676 !-....-...:;$1.g.i;90p-.....:...........:::%.... -0.fri.70..
PUBLIC WORKS 170,460 169,333 158,6405
P.P!01.4..:PPR§794911PN :::',. :.• •.'s,' . , -...!***:: i•:;;:,.-: ,.:;:.:-.$1*-94;208.:,..;?..2.:•:,..-:-•.';.:1?::-...::•-•: -.7:::-"'''''"''".T.....;.•-*".. ....*:::*.••••.:*:.:.•'....-....::r**.'',:'•-•..7:•:•:-•*;.::::-:•1.:_•'::::_• ':-;;"..'",•,..............::
FACILITIES MAINTENANCE • 194,208
owi4*ii:ootc..ovoiliot::• -::-:-i:::::::-. :::::'''' ' ' '''' .:, $TP47,..t0.:,'.!.. ". ::'../.:'::::10V:610:',;(c,...: .!..:,:::;s.i0..9333 '..':•:;-:,...:.:'•::.:-.:::"."''..-...,':.'?.:;;*...',:s..r•I'...
LIQUOR A 16 ,840 161,663 16,508
WATER . s-t••• ••:-••••••:•.- .. ' - • r.• . . :.. ... §Igg,51t7§!4?1.1414 i.'...: :77i1 .9106?.......-...:**. :s.. --1::::::41. 5: "0---:... :.---'....kiO'Citio-i'. •
CUSTOMER SERVICES 194,208
kftitiii.:.tii00Ot14Y1007e."•!. ..:::: -:.1:-..::: :' -•••• -:...:::;7F...... :::.-..7,-$iO3-400:;71:::;..::,f-7,-•:.:7!..7.':.....-:,.:.:.':.:', . .'... .:.::::-.T.,:..•:1-7,::::::::.:(1, ;.•,...,.::-.. •:...-:....r.::::.-.'..;:.,.:...- ...... .:.
HOUSING 162,540 i 86,392 Si42;776
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HUMAN-coi;16iii\f6-• ****- • • - - 155,392........... ..,.
1:4NP.MANPAPOgN.T-:....::..... ••• • ...':......-•............- i.....-.-.-'.......:"•:'$i..b4;g04,::::'....":-.;*
PARKS t164,20Ei ii5,g;ii) ti 66,3a2 148728
AMEAt:IdiqW:tiy.gt,.6No.mi .. • ...... ....-- ......" *,.:. ,. -.•••• ::•:;-,.._•..' ::::,-.: ::::!•••••••.; :7:::‘,'.7.... •::::::::::-:'.!... Tsz..*:-...-.. .::-2. •••--•-•:•:.,-,,..-;-.••,...-,....---...,-.
b.ti,'••:: :.:.'•::.: :-.: • •••.•••::-•J *:_•? •;•;.,..:"...*: ' . .........1: ...:.•;':.1'.': -f,i:,. '-'.'"i: •,•::::•'..' ,.':....'..;.. J.'•:::::-!.. 00; iip: :: • s.-.....:::.z -..,•-•...................;:•.••,. :::-.„-;si*,$:-(g.s..kai,k_i-tAkAiXiiAlv BAND i184,272
TRANSPORTATION ..' : ' ' :" .', .. :: : •:,;'..c.',..,,.........*:•'_' 194;208.-...... ''.,::.;..-: :•.--::*•*;?: T.,- *-.-•:.••••: 14§iPP7:--.-:-:::•.:':.. „..... •:.,... %..:....:-.:,
AGRICULTURES119,700
6*".0Akil!7iiiNY611-i*;j00T5'':.....i..:::::;.:.,: ••:-..:. :::::.7 7:711.";.. .-...5,7:::::•:::::::.1:':::'7.::.:.,.: '''..:1:1::;'::::::::::::/:::-'''......:•:;ic........::: :::$1(4070iiii... ::::::.;": ..-:.-.j.:::',"::::-..[.. ..*.::?.....:•-•''...
aiiiviAisoillice 119,700
DEPUTIES . '':
DAGS,DBEDT,DCCA,OCR,
DHHL,DHRD,DHS,DLE,DLIR, 189,804
DLNR,DOA,DOH,DOT,TAX
BLIP@P-4'.FINANPg.• •...(,....:•••. ' .....• .1.9c.-?i,.'.08. .", .:.. .......$14.i27.2......,..::..:. ............5102 5.1..6..7...... , .,, .:.,8143,518...•..:.• :: --...:::: -.142;:77,6•...- .:
1ST DEPUTY-AG/CORP 199,308. 195,888 187,668 142,776
F
COUNSEL 418
IMO3P111SPYRgP'......::.'...: ...:•:.',::..-..:•-. *:•••;.' '.: .•-•-.' .. ± .:r;-../ ..: :..!:.-:....:::.':.:...:: iti1060.1::;:.......:•-:::;::: :i:... :4$
164
0,571......Y:•:.:
INFO TECH fitr, i .•
04,0g*::,,v,•...r.,`:.::::;-;.•••: :,•.:::.--:•:.:;::
2;•:...":„•:.: ;:,......:;....•::•:j.: ; •-,,,...,,,....:;:. •:::.•:.:..$?2p;06,4:: :-...,•-.:•-,.j.•::sii37,•6.613:,f:-':?: ..:;•,.....:,'S174,694'.; •••. '2.•••::Z.6-10;r6•-•,,••••••:
POSITIONS STATE' C&C HONOLULU HAWAII MAUI KAUA92
EFFECTIVE•DATES:' 025^^7/1/24. •.:- '• `.,.:;_ .:711/24 71112 : ..
FIRE 221,592........ ...__.. .$814,60., •174 .
EXCEPT AS NOTED
MED ICAL';EXAMINER 39.0'•120_:'
EMERGENCY SERVICES 184,272
184' a 3. . . .PLRNNING:..'-..:_'.':`, ;: '.: .::-":.::=.r''•.••::..;'...::., ._`.-:`';:'• :;._':.":..._ _:._:.a2?:'"..:_:; ..`::•:;:$'162;54D ;c`;.::'".:::#43,097. .:.. • .`_ :.. `.135;5i2'.:=•';.
PUBLIC WORKS 162,348 152,401 142,7765
DESIGN,:CONSTRUCTION. . : ':•••;: •'•' f$4 272:
FACILITIES MAINTENANCE 184,272
ENVIRONMENTAL:SVCSIMGT':184,272'::.` , r." .=:.$162$40 ` ' :$152401-'::. ..: .."r.•• - : -•. ... ....
LIQUOR 144,956
WATER 5190,448768(71i/20j -..Sl67;221-A-__ yy.,$147,5'11: .
CUSTOMER SERVICES 184,272
ENTERPRISE:SERVICES.: 184;272' ::•
HOUSING ... . 139:853:;
COMMUNITY'SERVICES .
HUMAN CONCERNS S139,853
LAND.MANAGEMENT 184$
184,
272:.
PARKS 272 - 167,668 140,766 ::::::'. .. :.42,776
RESEARCH:&,OEV/.ECONOMIC ., •.'-:
1 •°2DEV6g:
TRANSPORTATION 184,272 S131,676
AGRICULTURE ;,•`• . •
O'IWI RESOURCES 107,730
LEGISLATIVE:BRANCH-
1/1/24 711/24 7/1124 7/1/24 7/1124
SPEAKERS/PRES 83,052
MEMBERS.HSE/SEN-.::'_ ::'...: ,.' `:.':$74;160; •:- . ' i::. ...
COUNCIL CHAIRPERSON 27,368 99,624 86,336 88,512
COUNCIL M RS::EMBE ':. • ... • : '":,. ,..:'. .. :: . .:.:•..'.. ':: :. .$.1>17;360:..-•. '.: s. .'t:':.$90,0241,:.'.: :' :: .'$80;299:; :.78,672,: :..
COUNTY CLERK 194,208 162,540 S173.073 148,728_
DEPUIY•COUN.TYCLERKC'1- :.;:•.: :.,':."i..,, ',..•;':.:`..1:462J2_: 'i`i:.::`.:"•.::S E4:4i ::;:.•::.. ..-,,'.142,Tf6..•':.COUNTY AUDITOR 194,208 162,540 S159,370 148,728 _
State departments have statewide responsibility for all islands.
2Salaries for the County of Kauai reflects the maximum salary each position may be compensated at.The respective appointing
authority may set the salary of any new or existing non-elected appointee at afigure lower than the maximum salary.
3 Maui's Budget&Finance does not include Budget.
4 Hawaii's Fire includes Emergency Medical Services and OceanSafety;Kauai Fire includes Ocean Safety
5 Kauai's Public Works includes Environmental
6Salary set by Water Board
7 For Maui's Prosecuting Attorney and Corporation Counsel deputies,appointing authority can set the salary 20%higher or lower than the salary range,
provided that the salary does not exeed that ofthe ist Deputy.
For Hawaii,the minimum range of the Deputy Prosecuting Attorneys cannot be lower than 50%of the Prosecuting Attorney's salary.
City's Liquor Commission is headed bye civil service employee and is administratively assigned to the Department of Budget and Fiscal Services.
AA City's MR Deputy is a Civil Service position
A44 The recommendation of the Commission shall became effective unless the legislature disapproves the entire recommendation by adopton of a
concurrent resolution prior to the adjournment of the legislative session.
Updated 3/27/2025