HomeMy WebLinkAboutReport of the Cost of Government Commission - January 9, 2007COST OF GOVERNMENT COMMISSION
101 Aupuni Street, Suite 325, Hilo, Hawaii 96720
January 9, 2007
^ Honorable Harry Kim, Mayor ~ Honorable Pete Hoffrnann, Chair
County of Hawaii Hawaii County Council
25 Aupuni Street, Suite 215 25 Aupuni Street
Hilo, Hawaii 96720 Hilo, Hawaii 96720
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^ Honorable Dixie Kaetsu "'
f':~
Managing Director ~~ ~
County of Hawaii ~'!;~ ~' .'* a
25 Aupuni Street, Suite 215 _ ~, 1.._.
Hilo, Hawaii 96720 '-'
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Deaz Mayor Kim, Ms. Kaetsu, and Mr. Hoffrnann: ~
F"'~
The Hawaii County Cost of Government Commission has completed its review"of var~o3rs ""
County departments, boazds and commissions and hereby submits its report pursuant to-Articla~,
Chapter 2, of the Hawaii County Charter.
Pursuant to Mayor Kim's suggestion at the first meeting on Mazch 2, 2006, the
Commission focused its efforts on studying those departments that were not included in the prior
Commission's report of February 20, 2003, which were prioritized as follows: Environmental
Management, Public Works, Police, Data Systems, Human Resources, and Research and
Development.
The Commission gathered information for its study by sending out a form letter to all
departments, boazds, and commissions, requesting input on how they could operate more
efficiently, and met with representatives from the prioritized departments.
Following thorough consideration of the responses from departments, boazds, and
commissions, the presentations by the departmental representatives, and extensive discussion, the
Commission has outlined its recommendations in the enclosed report.
We, the members of the 2006-2007 Cost of Government Commission, appreciate all that we
have learned about the County, its operations, and its leaders during this enterprise, and thank you for
the opportunity to be of service to our County. The Commission respectfully requests your
consideration of the recommendations in this report.
S'ncerely,
is
Myl v Y. 11~iiyasato, hair
Cost df Government Commission
MYM:mc
Enclosure
s:~b&c\cogc 2000-07\comms\Itr to mayor re report 1-9-07 me
Comm. No. 2
Ref. To:
Ref. Date _JAN 1 1 7007
Hawaii County is an Equal Opportunity Provider and Employer
Report of the
COST OF GOVERNMENT COMMISSION
COUNTY OF HAWAII
January 9, 2007
TABLE OF CONTENTS
Paee
INTRODUCTION and COST OF GOVERNMENT
COMMISSION MEMBERS AND STAFF .............................. 1
RECOMMENDATIONS FOR DEPARTMENTS ........................ 2
I. RECOMMENDATIONS FOR ALL DEPARTMENTS ............ 2
II. AGING ................................................. 3
III. CNIL DEFENSE ......................................... 3
N. CORPORATION COUNSEL ................................ 3
V. COUNTY COUNCIL • OFFICE OF THE COUNTY CLERK ...... 3
VI. DATA SYSTEMS ......................................... 4
VII. ENVIRONMENTAL MANAGEMENT ........................ 5
A. Wastewater Division ................................. 5
B. Solid Waste Division ................................. 7
VIII. FINANCE DEPARTMENT ................................. 8
LY. FIRE DEPARTMENT ...................................... 9
X. HUMAN SERVICES ...................................... 9
XI. HOUSING AND COMMUNITY DEVELOPMENT .............. 9
XII. INIMIGRATION INFORMATION ........................... 10
XIII. LIQUOR CONTROL ...................................... 10
XN. MAYOR'S OFFICE • OFFICE OF MANAGEMENT ............ 10
XV. PARKS AND RECREATION ............................... 10
XVI. PLANNING ............................................. 10
XVII. POLICE ................................................. 11
XVIII. PROSECUTING ATTORNEY ............................... 12
XIX. PUBLIC WORKS ......................................... 12
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Page
XX. RESEARCH AND DEVELOPMENT ......................... 13
XXI. TRANSIT AGENCY ....................................... 13
XXII. WATER SUPPLY ......................................... 14
RECOMMENDATIONS FOR BOARDS AND COMMISSIONS ........... 15
I. RECOMMENDATION FOR ALL BOARDS AND COMMISSIONS 15
II. AGING, Committee on ..................................... 15
III. APPEALS, Boazd of ....................................... 15
N. ARBORIST ADVISORY COMMITTEE ....................... 15
V. BICYCLE AND PEDESTRIAN ADVISORY COMMITTEE ....... IS
VI. ENVII20NMENTAL MANAGEMENT COMMISSION .......... I S
VII. ETHICS, Boazd of ......................................... 15
VIII. FAMILY VIOLENCE ADVISORY COMMISSION .............. 16
'' IX. FIItE COMMISSION ...................................... 16
X. LIQUOR COMMISSION ................................... 16
I~ XI. LIQUOR CONTROL ADJUDICATION BOARD ................ 16
XII. MERIT APPEALS BOARD (formerly the Civil Service Commission) 16
XIII. PENSION BOARD ........................................ 16
XN. PEOPLE WITH DISABILITIES, Committee on ................. 16
XV. PLANNING COMMISSION ................................ 17
XVI. POLICE COMMISSION .................................... 17
XVII. PUBLIC ACCESS, OPEN SPACE AND NATURAL RESOURCES
PRESERVATION COMMISSION ............................ 17
XVIII. SALARY COMMISSION .................. ................. 17
XIX. TAX BOARD OF REVIEW ................. ................ 17
XX. TRANSPORTATION COMMISSION ........ ................. 17
XXI. VETERANS ADVISORY COMMITTEE ...... ................ 17
XXII. WATER BOARD ......................... ................ 18
XXIII. WOMEN, Committee on the Status of ......... ................ 18
XXN. WORKFORCE INVESTMENT BOARD ...... ................. 18
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COST OF GOVERNMENT COMMISSION
c/o 101 Aupuni Street, Suite 325, Hilo, Hawaii 96720
~ - Telephone: (808) 961-8251
Report of the
COST OF GOVERNMENT COMMISSION
COUNTY OF HAWAII
January 9, 2007
INTRODUCTION
The current Hawaii County Cost of Government Commission (COGC) was appointed in
February 2006 pursuant to Chapter 2 of the Hawai `i County Charter, 2000. Although the Charter
authorizes nine members, only eight were originally appointed. Of the eight, two were unable to
commit to the meeting schedule. This COGC thus began with only six members. Unfortunately,
another member left the state, leaving only five members. Although an additional member was
appointed, this COGC has had to work very diligently in order to complete its task.
Despite the Charter provision that only allows eleven months to create a report, the
COGC, at the recommendation of the Mayor, chose to focus their efforts on certain departments.
The COGC sent letters to all departments, boards, and commissions within the County,
requesting their input on ways the County could be more efficient and economical while
improving services. Some had no suggestions, and thus the COGC could offer no
recommendations. With others, the COGC noticed some common issues. For these issues, the
COGC has combined them into department-wide suggestions.
In this report, the commission and boazd recommendations follow the departmental
recommendations.
COST OF GOVERNMENT COMMISSION MEMBERS AND STAFF
Below is a listing of the 2006-2007 Cost of Government Commission members and staff:
District
Myles Y. Miyasato, Chair 1
Wayne T. Joseph, Vice Chair 5
Pamela F. Cushnie (until April ti, 2006) 9
Marilyn L. Nicholson 6
Patricia Provalenko (starting July 6, 2006) 9
Melvyn K. Sakaguchi 2
Bazbaza R. Stremski 3
Dixie Kaetsu, Managing Director (ex officio member)
Staff. Katherine A. Garson, Deputy Corporation Counsel
Diane A. Noda, Deputy Corporation Counsel
Mary E. Crosson, Secretary
I. RECOMMENDATIONS FOR ALL DEPARTMENTS
A. Recommend that all departments provide legal, contractual, and
procurement training to all new department heads/managers/supervisors,
specific to their departments, within three months of hire/promotion date,
and that Corporation Counsel coordinate such training.
BackQround/Explanation: Though department heads receive training from the
Office of the Corporation Counsel on contract laws, procurement, and the
Sunshine Law, and from the Department of Human Services on supervision,
hazassment, and workplace violence, there is no comprehensive program to train
new department heads on regulations relevant to their departments. If a
department head is appointed from outside the County, the opportunity to receive
training on the running of that department does not necessarily exist.
B, Recommend that all departments budget for and expend monies for
professional development opportunities.
Background/Explanation: Though many departments budget for professional
training opportunities, the COGC was informed by a department that off-island
trips aze discouraged because of the costs and because of the public perception of
travel being a waste of money. However, the COGC feels that departmental staff
should regularly travel off-island to explore the new approaches and strategies
other municipalities use to solve problems. In the long run, this would improve
govenunent efficiency and operations.
C. Recommend that all departments implement a computerized maintenance
management system ("CMMS").
Backeround/Exolanation: The COGC was informed that computerized
maintenance management systems aze widely used in operational facilities, such
as water treatment plants. If the right software is instituted, the system would
help to improve a department's efficiency by scheduling automatically the
maintenance of facilities and equipment. This could reduce overall long-term
costs by lessening equipment down-time and energy consumption, as well as
improving productivity and lengthening the life of equipment.
D. Recommend that every four years, the County contract with an independent
source to conduct a management and program audit which would include
evaluating the management structure, the program needs, and impacts of all
County departments to identify new practices or procedures which should be
in place for efficiency and cost savings. The report is to be forwarded to the
County Council and made available for public review.
Background/Explanation: Although the COGC's function is to study departments
and boazds so as to make recommendations to the mayor on how the County
could promote economy, efficiency, and improved service, it is just apart-time
commission which spent much of its time Teaming what the different departments
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do and how they function. The Charter mandates that the County Council, every
four years, is to critically review every program which receives County funds.
However, an independent auditor could provide a more substantive and in-depth
review of the County's departmental efficiency.
II. AGING
A response dated May 2, 2006, to the COGC's questionnaire was received from the
Office of Aging. After reviewing and discussing the response, no recommendations were made
by the COGC.
III. CIVIL DEFENSE
A response dated August 31, 2006, to the COGC's questionnaire was received from the
Civil Defense Agency. After reviewing and discussing the response, no recommendations were
made by the COGC.
IV. CORPORATION COUNSEL
A response dated May 3, 2006, to the COGC's questionnaire was received from this
office. After reviewing and discussing the response, no recommendations were made by the
COGC. However, the COGC did make a recommendation regazding the Corporation Counsel
coordinating training. See recommendation I(A) on page 2.
V. COUNTY COUNCIL • OFFICE OF THE COUNTY CLERK
A response dated September 4, 2006, to the COGC's questionnaire, and an addendum
dated September 18, 2006, were received from the Office of the County Clerk. After reviewing
and discussing the response and addendum, the following recommendation was made:
Recommend pursuing that each polling place have the ability to accommodate out-of-
district voters through electronic voting only.
Backg_round/Explanation: The County Clerk's Office introduced the concept of
establishing "vote centers," where registered voters from many precincts may vote,
regardless of the precinct in which the voter resides. In discussing this, the
commissioners felt that having vote centers would create a problem if extra district
ballots had to be brought to each center to accommodate out-of-district voters. In
addition, many extra ballots would be printed but not be used. The COGC prefen•ed that
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voters vote electronically or in their own district, unless the vote centers have the ability
to accommodate electronically the out-of-district voters.
No response to the COGC's questionnaire was received from the County Council.
VI. DATA SYSTEMS
A response dated May 4, 2006, was received from the Data Systems Department. In
addition, Director Clayton Yugawa met with the COGC on November 20, 2006, for aquestion-
and-answer session. Based on the response and the meeting, the COGC makes the following
recommendations:
A. Allow Data Systems to become the central point for all PC/Peripherals/
Software purchases for the entire County of Hawaii.
BackQround/Explanation: Data Systems ("DS") would like to become the focal
point for all things data. As DS is trying to connect all departments to the fiber
network and eliminate redundant servers and duties, it would make sense to have
it all under the control of DS. Currently, the Prosecutor's Office and Police
Department have their own computer systems and do not come under the purview
of DS. DS would like to set system standazds to improve the sharing of
information and to provide for adequate virus protection.
B. Utilize the Police Department's microwave system to replace the monthly
recurring costs ojFrame Relay/DSL circuits.
Background/Explanation: DS would like to utilize the Police Department's
microwave system, which goes across the island, rather than pay a private service.
Offices in West Hawaii would have Beater speed, as well as videoconferencing
and Voice Over IP abilities. With the microwave network, creation of wireless
networks within the major urban areas would be possible. In addition, if the
County could set up its own wireless network using the microwave, it would save
the County money.
C. Create a wireless network for the major urban areas of Hawaii island, t.e.,
Kona, South Kohala, Waimea, Hilo, and Puna, to be used by the Public Safety
sector.
Background/Explanation: It is possible to set up a County wireless network with
the microwave, rather than using a wireless carrier's network, which is costly.
Using the microwave will save money as well as create the County's own
network.
D. Consolidate all analyst activities from other departments under Data Systems
(to include analysts from the Police Department, Prosecutor's Office, Parks and
Recreation, and the Office of Agin.
4
Back¢round/Explanation: Data Systems should become the focal point for all
things data. They aze trying to connect all the departments to the fiber network
and eliminate redundant servers and duties. There aze currently at least three
different County groups which handle data-there aze analysts at the Prosecutor's
Office, at the Police Department, and at Data Systems itself. The groups at the
Prosecutor's Office and Police Department do not come under the purview of
Data Systems. All of the County's computer systems should come under DS'
control and standards of virus protection, etc.
E. Standardize the PC, LAN/!f'AN security and interne[ policies across the entire
County of Hawaii network.
Back¢tound/Explanation: As mentioned under "D" above, all of the County's
computer systems should come under the control of DS and conform to set
standazds and policies for virus protection, security, and intemet use.
F. Consolidate and standardize GIS applications (ESRI versus Intergraph).
Background/Explanation: In order for the departments to share maps and
information, they need to be using the same system.
G. Give Data Systems the authority to develop an Internet policy on who has access
and non-access to Internet websites and have them work with all departments
on formulating that policy.
BackQround/Explanation: If an employee does not perform County business on
the intemet, that employee should not have access. As it is now, it appears that
every employee who has a computer has access to the intemet. If fewer
employees had access, it would lower the County's need for virus protection and
spywaze.
VII. ENVIRONMENTAL MANAGEMENT
A response dated May 3, 2006, was received from the Department of Environmental
Management. In addition, Director Bazbaza Bell, Deputy Director Nelson Ho, and Accountant
Robin Bauman met with the COGC on April 6, 2006, for aquestion-and-answer session. The
COGC also met with Dora Beck, chief of the Technical Services Division, on May 4, 2006, and
with Michael Dworsky, chief of the Solid Waste Division, on May 18, 2006. Based on those
meetings and the DEM's written response, the COGC makes the following recommendations:
A. Wastewater Division:
1. Recommend looking into developing more opportunities in wastewater
recycling, primarily for environmental reasons, but also to generate
revenue.
5
BackQround/Explanation: It was learned that only one entity, a golf
course in Kona, has contracted with the Wastewater Division to use the
County's effluent. It is believed that more entities could make use of the
effluent, which can be recycled and treated so that it is safe for human
contact, for irrigation purposes.
1. Recommend combining the water and sewer bills into one bile (This
would require working with the Water Supply Department.)
Background/Ex~lanation: The Wastewater Division estimates that
approximately $25,000 per yeaz in postage and supplies would be saved if
the sewer billing were consolidated with the water billing. To combine
the billing would require the same billing practices, payment terms, and
consequences for both the Water Supply Department and the Wastewater
Division. It would also need the approval of the Water Board and changes
to an ordinance.
3. Recommend pursuing water turn-off approval for overdue sewer bills.
(This would require working with the Water Supply Department.)
Background/Bxnlanation: The COGC was informed that on Oahu and
Maui, customers who are delinquent on paying their sewer bills may find
their water being shut off. It is believed that our Wastewater Division
would be more successful in collecting from its delinquent sewer
customers if the customers were faced with their water being fumed off.
As it is now, the Wastewater Division has no leverage to collect from
delinquent customers.
4. Recommend that the Wastewater Division develop proposals for stricter
enforcement of sewer connections for all homeowners where such
connections are available.
Background/Explanation: The COGC learned that some properties which
are accessible to connecting to the County's sewer system have not been
connected. There is an ordinance which states that if a property is
accessible to connecting to the sewer, it must be connected. In addition,
there should be a way, when an unconnected property is being sold or
passed on to heirs, to make it connect. The Wastewater Division needs to
develop proposals to enforce connecting to the sewer when it is available.
S. Recommend expanding programs to assist homeowners to connect to the
sewer system where it is available.
Background/Explanation: Although there is a sewer connection loan
program available to help with financing, there are still property owners
who do not want to connect to the sewer. The COGC wants homeowners
to be made awaze of the loan program and to be encouraged to hook up.
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B. Solid Waste Division:
1. Recommend that the Solid Waste Division receive clerical assistance.
Background/Exnlanation: At the time the COGC met with the Solid
Waste Division chief (on May 18, 2006), they were informed that it was a
one-man office, with no clerk or assistant to help with the filing,
telephones, and other clerical matters.
2. Recommend that CDL truck drivers be separated from Heavy equipment
operators, who work only at the landfills and should not need CDL
licenses.
Background/Exklanation: The Solid Waste Division has two categories of
employees that require CDL licenses: truck drivers, who drive the large
trucks on the highways, and equipment operators, who drive tractors and
bulldozers at the landfills. The two categories should be sepazated so that
the equipment operators do not need to possess a CDL. Not only do many
of the landfill employees not want to drive trucks on the highway, but if
they had to do so, they would be putting everyone at risk since they are not
experienced in driving the big rigs on the highway. It would also be easier
to recruit equipment operators if they did not need to possess a CDL.
3. Recommend that contract terms 6e lengthened to multi year terms. This
is regarding vendor contracts, not employee contracts.
BackQround/Bxplanation: The Solid Waste Division deals with many
contracts. Most are set up for six-month or one-yeaz terms, which is not
efficient. Because of the short terms, the County does not get competitive
rates when the contracts go up for bid, because the companies with the
existing contracts are already geazed up to do it. In addition, dealing with
the numerous contracts and keeping track of them takes up a lot of the
division head's time.
4. Recommend additional trainers to train transfer station attendants to
become equipment operators, thus increasing their ability to multi-
function.
Backg_round/Explanation: There is only one authorized trainer to train
transfer station attendants, and the training takes time. In addition,
employees aze only trained one at a time.
5. Recommend that employees be subject to random drug testing, which is
to include current employees and not just new hires.
Back~ound/Explanation: At the current time, drug testing is only allowed
for new employees coming into the County system. The employees of the
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Solid Waste Division need to be drug-free, as they aze driving lazge trucks
on the highways, putting the public as well as themselves at risk.
6. Recommend taking the abandoned/derelict vehicle program out of the
Police Department and placing it with the Department of Environmental
Management.
Backeround/Explanation: The current system involves a police officer
placing a citation on an abandoned or derelict vehicle, dictating a report
back at the station, sending it to the word processing division for typing
(which involves atwo-week tumazound time), receiving the report back
and proofreading and signing it, and then transmitting the report to the
DEM, which then contracts out the towing of the vehicle. From the time a
vehicle is cited to the time it is towed is substantial, and the vehicle should
be removed sooner. The role of the Police Department in writing a report
and having it typed could be eliminated. Instead, a form to report an
abandoned/derelict vehicle could be made available to the public. This
form would include the description of the vehicle, its location, and other
essential information. The DEM could use the information from the form
to hook up the vehicle. This would cut out the delay of having an officer
dictate a report, having it typed, going back to the officer for proofreading
and signing, going to the records division, and then finally going to the
DEM. Details such as how DEM would verify the information in the
report forms would need to be worked out. The COGC was informed that
Oahu's Environmental Management Department handles the
abandoned/derelict vehicle program.
VIII. FINANCE DEPARTMENT
A response dated April 28, 2006, to the COGC's questionnaire was received from the
Finance Department. In addition, Deputy Director Nancy Crawford met with the COGC on
Mazch 16, 2006, and again on November 20, 2006. Based upon the written response, the
sessions with Ms. Crawford, and input from other departments, the following recommendations
aze made:
A. Have all departments revisit their telecommunication costs and verify the
number of lines within their department.
BackQroundBxplanation: It has come to the COGC's attention that many phone
lines are being paid for which are not being used. Eliminating unused lines will
save a lot of money.
B. Recommend implementation of a five-day payroll lag.
Back ound/Exalanation: At least one department complained about its payroll
employees spending a lot of time on paperwork, making adjustments to time
8
sheets to accurately reflect the actual days and hours employees worked during a
pay period. This is due to employees having to turn in their time sheets before the
actual end of the pay period. A pay lag would cut back on making the
adjustments, avoid overpaying, and be more efficient. In addition, the State
appeazs to have been successful with implementing its pay lag.
C. Recommend that the County explore the possibility of leasing County vehicles.
Background/Exnlanation: When the County purchases a vehicle, it makes a one-
time allocation of funds for the purchase. If vehicles were to be leased, the cost
would become part of a department's operating budget. The leasing agent would
provide for the maintenance of the vehicles, and the vehicles would be newer.
Newer, well-maintained vehicles would reduce the County's liability and
maintenance costs.
D. Recommend discontinuing having all depaHmental bills come with return
envelopes enclosed for automatic payment customers.
Back¢round/Explanation: Several members of the public who aze on automatic
payment plans for their bills wrote to complain about their water bills coming
with redundant, return envelopes enclosed. Because there may be other
departments with this happening, the recommendation was worded to include all
departments.
IX. FIRE DEPARTMENT
A response dated May 2, 2006, was received from the Fire Department. After reviewing
and discussing the response, no recommendations were made by the COGC.
X. HUMAN SERVICES DEPARTMENT
A response dated May 4, 2006, to the COGC's questionnaire was received from the
Human Services Department (formerly the Civil Service Department). In addition, Director
Mike Ben and Deputy Director Ron Takahashi met with the COGC on September 21, 2006. No
recommendations were made by the COGC.
XI. HOUSING AND COMMUNITY DEVELOPMENT
A response dated September 8, 2006, to the COGC's questionnaire was received from the
Office of Housing and Community Development. After reviewing and discussing the response,
no recommendations were made by the COGC.
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XII. IMMIGRATION INFORMATION
No response to the COGC's questionnaire was received from this agency.
XIII. LIQUOR CONTROL
A response dated May 5, 2006, to the COGC's questionnaire was received from the
Liquor Control Department. After reviewing and discussing the response, no recommendations
were made by the COGC.
XIV. MAYOR'S OFFICE • OFFICE OF MANAGEMENT
A response dated April 29, 2006, to the COGC's questionnaire was received from the
Office of Management. After reviewing and discussing the response, no recommendations were
made by the COGC.
XV. PARKS AND RECREATION
A response dated May 3, 2006, to the COGC's questionnaire was received from this
Department. After reviewing and discussing the response, no recommendations were made by
the COGC.
XVI. PLANNING
A response dated May 8, 2006, to the COGC's questionnaire was received from the
Planning Department. In addition, Director Chris Yuen met with the COGC on August 17, 2006.
After reviewing the response and meeting with Mr. Yuen, the following recommendations aze
made:
A. Recommend exploring consolidating the review of building permits (so two
departments are not reviewing the same thinp~. (This recommendation is also
for the Building Division of the Public Works Department.)
Backg_round/Explanation: Currently, employees in both the Planning Department
and the Building Division of the Public Works Department review building
permit applications, though for different things. Planning Department employees
look at the use of the building, the setbacks and the height. Building Division
employees aze concerned with the structure and function of a building. It is
possible that one employee could be cross-trained to review the applications for
10
all the areas in which the County is responsible, which would be more timely and
efficient. If this were done, it would require a change in job descriptions as well
as some organizational change.
B. Recommend that it give high priority to moving forward on the computerization
of records and providing on-line services.
Backeround/Sxolanation: The Planning Department has gone to a complete
Geographic Information System (GIS) so that all basic land use information is
now available on computers. However, there are still many records that can only
be accessed by looking through physical files. Priority should be given to
transferring these physical records into a comprehensive electronic data and
record-keeping system.
XVII. POLICE
A response dated August 3, 2006, was received from the Police Department. In addition,
Deputy Chief Harry Kubojiri met with the COGC on August 3, 2006. Based upon the written
response and the meeting, the following recommendations aze made:
A. Recommend implementation of a 311 County-wide information telephone
number.
Backaround/Explanation: Because people tend to remember athree-digit number,
such as 911, using the number 311 should be easy for the public to remember to
call for non-emergencies and basic information. As it is now, the Police
Department receives 911 calls for non-emergencies and non-police matters.
These unnecessary calls to 911 tie up the line, which could hinder a true
emergency call being received.
B. Recommend consolidating the Police and Fire Departments' Dispatch into one
unit.
Backg_round/Exnlanation: The County has two sepazate dispatch centers which
deal with public safety, and their functions aze slightly different. The Dispatch at
the Fire Deparnnent has a supervisor on hand who can handle emergency calls
with medical symptoms. It would be more efficient and provide better service if
the Dispatch centers were consolidated into one center, and all employees cross-
trained.
C. Recommend taking the abandoned/derelict vehicle program out of the Police
Department and placing it with the Department of Environmental
Management.
BackAround/Exnlanation: See "Background/Explanation" to recommendation
VII(B)(6) on page 8.
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D. Recommend that entry-level police officers be compensated at a higher level to
help the County recruit and retain officers.
Back¢round/Exolanation: There is a shortage of police officers throughout the
state of Hawaii. In our own Department, whenever an officer gets sick, injured,
or takes leave for whatever reason, minimum staffing falls short. To reach the
minimum staffing requirement, other officers have to work longer shifts, and
others need to start hours early to compensate for the missing officers. This
happens so frequently that some officers aze working overtime every other day,
which is causing bum-out, illness, and a lesser quality of life. One reason for the
shortage of officers throughout the state is the pay. Officers tend to leave Hawaii
to work in mainland jurisdictions with higher pay.
E. Recommend the Department go ahead with its Mobile Data Terminals program.
Back¢round/Explanation: With computers in their vehicles, officers will be able
to check on warrants for stopped individuals, which will free up the time it takes
to call in the information to Dispatch, having the Dispatch personnel stop what
they are doing and change computer screens and run the person's name through.
Honolulu currently has the MDT system in place. In addition, officers will be
able to take a person's complaint, write up the report in their vehicle, and send it
in.
XVIII. PROSECUTING ATTORNEY
A response dated May 5, 2006, to the COGC's questionnaire was received from the
Prosecuting Attorney's Office. After reviewing and discussing the response, no
recommendations were made by the COGC.
XIX. PUBLIC WORKS
An undated response to the COGC's questionnaire was received from the Public Works
Department. In addition, Stanley Nakasone, head of the Highway Division, and Brian Kajikawa,
head of the Building Division, met with the COGC on July 20, 2006. Based upon the written
response, the July 20, 2006, meeting, as well as input from the Planning Department, the
following recommendations aze made:
A. Hi¢hway Maintenance Division:
(1) Recommend pursuing negotiations with the union to go to a 10-hour, 4-
day work schedule for employees.
12
Exnlanation/Background: Because of the distances traveled to many work
sites, Highway Maintenance Division personnel often spend a significant
portion of their work time getting to and from work sites and mobilizing
job site equipment. A 10-hour work schedule would mean more efficient
time on the job as well as an increase to the morale of the Highway
Maintenance employees.
(2) Recommend that County and State highways be "condensed" into one,
with the County handling all the maintenance of the State highways, be
pursued
ExnlanationBackg~ound: Currently, both the State and County have
sections of roads and highways they maintain, causing a redundancy of
work and equipment. For example, there aze two baseyazds for road crews
in each district of the island, one belonging to the State and the other to the
County. On September 7, 2006, Joseph Kamelamela, a deputy corporation
counsel, attended a COGC meeting to urge the commissioners to
reconsider their recommendation to consolidate the roadways under the
County. Mr. Kamelamela was concerned about the potential legal
ramifications and liability issues. However, the COGC believes the
consolidation makes good sense and would save the County money.
B. Buildi~ Division (and Planning Department):
Recommend exploring consolidating the review of building permits (so two
departments are not reviewing the same thin.
Background/Bxnlanation: See Background/Explanation to recommendation
XVI(A) on pages 10-11.
XX. RESEARCH AND DEVELOPMENT
Jane Testa, the department's director, provided information on the Reseazch and
Development Department on December 7, 2006. After reviewing and discussing the responses
from Ms. Testa, no recommendations were made.
XXI. TRANSIT AGENCY
A response dated May 5, 2006, to the COGC's questionnaire was received from the
Transit Agency. After reviewing and discussing the response, no recommendations were made
by the COGC.
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XXII. WATER SUPPLY
No response to the COGC's questionnaire was received from this agency. However,
based upon input from the Department of Environmental Management, the following
recommendations are made:
A. Recommend pursuing water turn-off approval for overdue sewer bills. (This
would require working with the Wastewater Division of the Environmental
Management Department.)
Backeround/Explanation: See Background/Explanation to recommendation
VII(A)(3) on page 6.
B. Recommend combining the water and sewer bills into one bill (This would
require working with the Wastewater Division of the Environmental Management
Department.)
Background/Ex~lanation: See Background/Explanation to recommendation
VII(A)(2) on page 6.
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RECOMMENDATIONS FOR BOARDS AND COMMISSIONS
I. RECOMMENDATION FOR ALL BOARDS AND COMMISSIONS:
It is recommended that meetings be scheduled in both West Hawaii and East Hawaii
based on composition of the members of boazds, commissions, or committees and/or
agenda topics.
II. AGING, Committee on
No response to the COGC's questionnaire was received from this Committee.
III. APPEALS, Board of
No response to the COGC's questionnaire was received from this Boazd.
IV. ARBORIST ADVISORY COMMITTEE
No response to the COGC's questionnaire was received from this Boazd.
V. BICYCLE LAND PEDESTRIAN ADVISORY COMMITTEE
A response dated June 29, 2006, to the COGC's questionnaire was received from this
Committee. After reviewing and discussing the response, no recommendations were made by
the COGC.
VI. ENVIRONMENTAL MANAGEMENT COMMISSION
A response dated May 24, 2006, to the COGC's questionnaire was received from this
Commission. After reviewing and discussing the response, no recommendations were made by
the COGC.
VII. ETHICS, Board of
A response dated May 15, 2006, to the COGC's questionnaire was received from this
Board. After reviewing and discussing the response, no recommendations were made by the
COGC.
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VIII. FAMILY VIOLENCE ADVISORY COMMISSION
No response to the COGC's questionnaire was received from this Commission.
IX. FIRE COMMISSION
An undated response to the COGC's questionnaire was received from this Commission.
After reviewing and discussing the response, no recommendations were made by the COGC.
X. LIQUOR COMMISSION
No response to the COGC's questionnaire was received from this Commission.
XI. LIQUOR CONTROL ADJUDICATION BOARD
No response to the COGC's questionnaire was received from this Board.
XII. MERIT APPEALS BOARD (formerly the Civil Service Commission)
No response to the COGC's questionnaire was received from this Boazd.
XIII. PENSION BOARD
A response dated May 23, 2006, to the COGC's questionnaire was received from the
Pension Boazd. After reviewing and discussing the response, the following recommendation is
made:
Recommend studying the number of people that would be most effective to serve
on the Pension Board
Backeround/Exolanation: The COGC received input from the Pension Board,
asking why seven de facto members are required on this board.
XIV. PEOPLE WITH DISABILITIES, Committee oa
A response dated May 30, 2006, to the COGC's questionnaire was received from this
Committee. No recommendations were made by the COGC.
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XV. PLANNING COMMISSION
No response to the COGC's questionnaire was received from this Commission.
XVI. POLICE COMMISSION
A response dated July 25, 2006, was received from the Police Commission. After
reviewing and discussing the response, no recommendations were made by the COGC.
XVII.PUBLIC ACCESS, OPEN SPACE AND NATURAL RESOURCES
PRESERVATION COMMISSION
No response to the COGC's questionnaire was received from this Commission.
XVIII. SALARY COMMISSION
No response to the COGC's questionnaire was received from this Commission.
XIX. TAX BOARD OF REVIEW
A response dated June 13, 2006, to the COGC's questionnaire was received from the Tax
Boazd of Review. After reviewing and discussing the response, no recommendations were made
by the COGC.
XX. TRANSPORTATION COMMISSION
No response to the COGC's questionnaire was received from this Commission.
XXI. VETERANS ADVISORY COMMITTEE
A response dated June 5, 2006, to the COGC's questionnaire was received from this
Committee. After reviewing and discussing the response, no recommendations were made by
the COGC.
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XXII. WATER BOARD
No response to the COGC's questionnaire was received from this Boazd. However, it is
believed that this Boazd's approval would be needed to implement the following
recommendations, which aze based upon input from the Department of Environmental
Management, Wastewater Division:
A. Recommend pursuing water turn-off approval for overdue sewer bills. (This
would require working with the Wastewater Division of the Environmental
Management Department.)
Background/Ex~lanation: See Background/Explanation to recommendation
VII(A)(3) on page 6.
B. Recommend combining the water and sewer bills into one bill (This would
require working with the Wastewater Division of the Environmental Management
Department.)
Backpround/Exnlanation: See Background/Explanation to recommendation
VII(A)(2) on page 6.
XXIII. WOMEN, Committee on the Status of
A response dated June 5, 2006, to the COGC's questionnaire was received from this
Committee. No recommendations were made by the COGC.
XXIV. WORKFORCE INVESTMENT BOARD
No response to the COGC's questionnaire was received from this Board.
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