The powers, duties and functions are authorized and described under Articles V and VI of the County Charter.

The Mayor, assisted by the managing director, must ensure the enforcement of all provisions of the County Charter, the ordinances of the County and all applicable laws.

A major responsibility is the development and submittal of an operating budget, operating programs, capital improvement programs and pay plans to the County Council in a timely manner as mandated by the County Charter.

It is also the responsibility of the Office of Management to establish and supervise boards, commissions and advisory commissions.

The Mayor, assisted by the managing director, reviews and ensures the execution of County contracts and other signed instruments.

As the chief executive officer, the Mayor is the primary representative of the County and/or its Executive Branch. The Office of Management communicates County programs and policy to the public and various levels and branches of government.

In October 2001, the Office of Management began broadcasting "What’s Up in the County?", a weekly TV program offering updates on developments in County government. The program airs Tuesdays and Thursdays at 8:00 p.m. on public access Channel 52.

The Clerical Services Center provides secretarial, clerical and administrative assistance to the Office of the Mayor and other County agencies, as well as the Mayor’s Advisory Boards and Commissions. The Center assists the public with information about government and other community services, receives and refers complaints, and issues disabled parking placards.

The Clerical Services Center issued 1,928 long-term and 518 temporary disabled parking permits in fiscal 2001-2002.

County physicians advise on medical matters, render medical opinions and conduct physical examinations as requested by the Mayor’s Office and other agencies of the County.

The Immigration Information Specialist assists in the County of Hawai`i and serves as liaison on immigration matters of broad community concern, as well as individual problems of immigrants.

The immigration information office had an average of 10-15 visits per day, or about 200 per month. Over a 12-month period, the Immigration Information Specialist posted about 2,400 visits. The office had about 3,000 telephone inquiries during the 12-month period, or approximately 20-25 calls per day.

The immigration information specialist’s office relocated to the new County facility at Aupuni Center in mid-2002.

The Office of Management’s operating budget for Fiscal Year 2001-2002 was $1,031,606. This included funding for the Clerical Services Center, the County Physicians, the Immigration Information Specialist, Committee on People with Disabilities and Committee on the Status of Women.

The Mayor’s Committee on People with Disabilities is a volunteer committee appointed by the Mayor to advise him/her on all matters related to people with disabilities. The committee’s primary function is to review and make recommendations and provide guidelines to improve the quality of life for people with disabilities in the County of Hawai‘i.

1. Assisted County Police Department in implementing training for Volunteer Accessible Parking Violations Program.
2. Clarified many issues concerning Transition Plan.
3. Supported person with a disability to create an exception to traffic law so that he can access public highway in golf cart.
4. Held equal number of meetings in Hilo, Waimea and Kona.
5. Communicated all public concerns brought to the committee by people with disabilities to the Mayor via ADA Coordinator.

The Committee on the Status of Women provides the women of Hawai‘i County with a support network and a community voice with which to advance the status of women.

1. Continued to actively participate in the legislative process through bill education and testimony. During the 2002 legislative session, 31 bills passed that directly affected women and children in Hawai‘i.
2. Recognized the achievements of women through the promotion of a countywide essay contest highlighting the ability of our children to focus upon the important women in their lives.
3. Coordinated with other organizations to plan events islandwide in the month of September in celebration of Women's Health Month. Activities included education about current issues pertaining to the total well being of individuals and family units.
4. Annually researched and published an Urgent Services Directory for Families highlighting needs access for Hawai‘i County citizens.

Among the office’s many roles, it continuously assesses the needs of older persons in Hawaii County and develops programs aimed at meeting these needs. It represents the interests of older persons to public officials and public and private agencies.

The Office of Aging maintains data on the profile and needs of older persons in Hawaii County and have this information available for other organizations and the general public.

Planning and service development at the community level, together with private/public partnerships were among the achievements of the Office of Aging for the fiscal year 2001-2002. These endeavors, along with implementation of the National Family Caregiver Support Program, provide a solid foundation on which additional needed services can be developed to meet the challenges of the "Graying of America." Community Voices

The Office of Aging is soliciting the support and participation of individual communities to promote needed development of additional services and to ensure that planning is community-based. During the past fiscal year over 80 individuals from ten districts around the island gathered at the Community Voices Conference for a day of brainstorming. From grassroots development of an intergenerational facility to street signage and house numbering in rural communities to improve emergency response, Community Voices Councils have made a difference in their communities.

The Office of Aging has received funding to expand and enhance the existing Caregiver Resource Center at our Kona office as well as establishing a comprehensive system of support for our family caregivers islandwide. Funding is through the National Family Caregiver Support Program.

Because of the widely-dispersed and rural characteristic of our island, an effort will be made to empower and mobilize individual communities to find unique ways to meet the needs of the caregiver.

Prompted by early findings of the caregiver project that there is an acute shortage of in-home health and social services workers, the Office of Aging applied for and received funding to investigate the feasibility of developing in-home community based eldercare services at various rural areas of the Big Island.

Aging Institute of Hawaii

Received a $68,000 grant from the Department of Labor’s Workforce Development Division to provide a five-week course on aging-related issues. Classes have been held in Hilo and Kona, with some 35 individuals participating.

Public Awareness Grant

In partnership with the South Hilo Community Voices Council, KTA Super Stores and George Yoshida dba The Silver Connection, the Office of Aging conducted a public awareness campaign on services available for the elderly. Services such as the Prostate Cancer Support Group, the Mobile Care Unit, care homes, Hawaii Island Adult Care, and the Alzheimer’s Disease Support Group were aired on the Seniors Living in Paradise public access television program. A lending library of videotapes was also made available.

HMSA Foundation Grant

The Hawaii County Office of Aging partnered with the Hawaii County Subarea Health Planning Council of the State Health Planning and Development Agency, the Mass Transit Agency, the Department of Research and Development and the University of Hawaii Department of Urban and Regional Planning to identify the transportation needs of Hawaii County residents who require mental health and substance abuse services. The partners received a grant from the HMSA Foundation to conduct a detailed assessment of the transportation needs on the island and to provide recommendations for action.

Silverfest III

The third annual Silverfest opened its doors to a crowd of over a thousand seniors at the Hilo Afook-Chinen Auditorium. The lively program featured a variety of information booths, demonstrations, prize drawings, discounts on health products, good food and entertainment.

The Kupuna Care Project, a state funded long-term care program for Hawaii’s frail elders, completed its third year of a four-year demonstration. Through this project, over 2,000 seniors were provided with over 99,000 units of case management, home-delivered meals, personal care, homemaker, chore, attendant care, assisted transportation and day care services.

Older Americans Month

The Office of Aging celebrated Older Americans Month with a well-attended luncheon at the Outrigger Waikoloa Beach Resort. Over 400 attendees witnessed the selection of Norman Sakata of Kona and Donna Saiki of Hilo as the Outstanding Older Americans of Hawaii County. Mayor Harry Kim was on hand to make the presentation and to congratulate all 28 nominees.

The mission of the Civil Defense Agency is to achieve effective governmental and private-sector preparedness for prompt, fully coordinated, flexible response and assistance when natural, human-caused disaster or acts of war threaten or occur anywhere in the County of Hawai’i.

The Hawai’i County Civil Defense Agency has the responsibility of administering and operating the various local, state and federal civil defense programs for the County. This includes planning, preparing, and coordinating civil defense operations in meeting disaster situations and coordinating post-disaster recovery operations including state and/or federal assistance.

The Civil Defense Agency has six permanent employees:

Administrator: William G. Davis

Assistant Administrator: Bruce Butts

Plans & Operations Officer: Patricia Arthur

Staff Specialist: Lanny Nakano

Secretary: Mei Jayne Hirayama

Account Clerk: Darlene Arthur

HIGHLIGHTS/ACTIVITIES

The Civil Defense Agency played a major role in keeping our island community informed of these new measures, plans and procedures. We are also in the process of completing our Terrorist Response Plan. Just completed is the Hawaii Island Anthrax Response Guide, thanks to the assistance of the Mayor’s Office, Police, Fire and the state Department of Health.

Things will never be the same again. However we will go forward, we will prevail, and we will live alert not alarmed.

Tests and Exercises

The Civil Defense Agency participates in various exercises conducted on a statewide or islandwide basis. These range from the monthly siren tests to exercises that are directed to only schools, hospitals, and other agencies.

Public Information

Training

Recruitment & Examination Division

The Recruitment & Examination Division administers the recruitment and examination program for the County of Hawai`i to fill all civil service positions. The program is conducted in conformity with federal, state and county laws. The division’s goals are to provide equal employment opportunities for qualified in-service personnel and residents of the County and State of Hawai`i, and to develop and maintain an effective recruitment and examination system designed to attract qualified applicants and their fitness for employment.

We received 1,907 requests from the public to be placed on the department’s computerized mailing list for future recruitments.

The following types of examinations were administered for the competitive recruitments:

We processed 318 certification requests for filling various County positions, referring names of qualified individuals to the respective line departments. We also approved 59 emergency appointment requests from the departments to prevent the stoppage of essential business.

For purposes of ensuring that applicants met minimum qualification requirements, staff reviewed applications for the following types of personnel appointments:

• Developed a new County of Hawai`i application form for the public to use and an internal recruitment application form for employees to use for internal recruitments within their department/County. Oriented department heads and their staff regarding the reform changes.
• Expanded our recruitment information by placing recruitment announcements on the Na Leo `O Hawai`i Inc. Interactive Bulletin Board, on the County of Hawai`i’s web page, and by our weekly presentations on "What’s Up In The County" program aired Tuesday and Thursday evenings on Channel 52 at 8:00 p.m.
• Developed and conducted the following training sessions for managers, supervisors, and departmental personnel representatives:

• Effective Job Interviewing (2 sessions – 28 attended)
• Employment Reference Checking (1 session – 10 attended)

• Conducted countywide job placement for medically non-qualified employees who could not perform their job duties, at the request of the line departments.
• When requested, assisted line departments with the review of their employment interview questions and other preparations for their interview and selection process.
• Coordinated placement of CVE students from Hawai`i Community College at various County worksites.
• Conducted recruitment talks for various community organizations and schools on the Island of Hawai`i, including the University of Hawai`i at Hilo.
• Participated in various job fairs on the Island of Hawai`i.
• Administered 16 written examinations to 31 island residents for the state and other jurisdictions.

• Continue with the expansion of recruitment information on the County of Hawai`i’s web page to include the downloading of application forms.
• Develop recruitment & examination procedures pursuant to Act 253, the Public Employment Reform law.
• Continue assisting departments with their interview and selection process.

Classification and Pay Division

Program objectives and major tasks accomplished:

• Program Objectives

• Processed 468 classification actions:

• Participated in the hearing on appeals filed with the Public Employees Compensation Appeals Board during its review of the White Collar and Blue Collar Compensation Plans of the State and Counties. No appeal was filed with PECAB on a County of Hawaii class of work.
• Participated in the Conference of Personnel Director’s biennial review of the pay range assignments for the Excluded Managerial Compensation Plans for the State and Counties. Two repricing requests were received on County of Hawaii classes. One request was referred back to Hawaii for a classification review and no action was taken on the other.
• Participated in the Conference of Personnel Directors study on equal pay for equal work including an interjurisdictional comparison of classes and establishment of criteria for equal pay.
• Participated in the development and implementation of the Rules of the Department of Civil Service pursuant to Act 253 Public Employment Reform Bill.
• Completed the classification review of supervisory positions in the Department of Parks and Recreation, Parks Maintenance Division. Established new classes and processed actions to properly classify positions.
• Established the Recycling Program Coordinator class of work for the Department of Environmental Management to allocate a position responsible for the expansion and development of the recycling program for the County.
• Conducted maintenance review of classes in the following series:

b. Housing and Community Development Specialist

Fiscal Year 2002-2003 projects include:

• Participate in the cross-jurisdictional study on classification systems, pricing criteria for equal pay, and procedures for repricing, initial pricing, and negotiation as it relates to Act 253 Public Employment Reform Bill.
• Develop and implement personnel procedures on position classification, initial pricing, and repricing pursuant to Act 253 Public Employment Reform Bill.
• Implement the following reorganizations:

• Continue maintenance review of classes of work and position redescription reviews of positions allocated to those classes.

Employee Relations Division

The Employee Relations Division administers programs to ensure all personnel actions are in accordance with applicable laws, rules, regulations, collective bargaining agreements, executive orders; develops policies and procedures on employee relations matters; administers the county’s Flexible Spending Plan; and oversees the county’s Leave Sharing Program. It also maintains and updates personnel and position files and data.

Leave Sharing Program Activity

No. of requests for shared leave hours 6

No. of requests approved 6

No. of requests to donate vacation leave hours 96

No. of requests approved 88

No. of employees requesting to donate vacation leave hours 85

No. of employees donating vacation leave hours 78

No. of vacation leave hours donated 2,613.7

(2,216 direct share; 397.7 leave bank)

Flexible Spending Plan. As a cafeteria plan under section 125 of the Internal Revenue Service Code, the County’s Flexible Spending Plan allows participants to pay for health insurance premiums and medical and dependent care expenses with pretax dollars. As a result, participants realize state and federal income tax savings as well as FICA tax savings. The County realizes FICA tax savings. In Plan Year 2001-2002, the County saved approximately $180,729 in FICA taxes. During this period, 1,626 employees participated in the plan.

Major tasks accomplished during Fiscal Year 2000-2001 include:

• Established rules regarding probationary appointments, exemptions, and leave sharing. Developed policies and procedures for new probation periods, movements, and compensation.
• Revised forms for use on personal computers. Eliminated form 13A (Separation) by combining form with Form 13 (Payroll Certification).
• Established procedures for processing new hires, and conducted presentation to departments to ensure consistency and expediency.

• Conducted 10 audits on departments and agencies on matters relating to division’s activities, such as employee personnel files, job performance reports, temporary assignment reports.
• Processed 5,394 personnel transactions involving appointments, in-service changes and separations, and 1,980 transactions for mass pay adjustments for a total of 7,374 transactions. This figure represents a 12% increase in transactions from the previous fiscal year.
• Provided government service verifications for 265 service and retirement award requests. This figure represents a 10% decrease from the previous fiscal year.

The Personnel & Organization Development Division provides training, facilitation and consulting support to all departments of the county in order to continually improve both personnel and organizational effectiveness and maximize the potential of the County’s human capital.

• Conduct formal classroom training to meet identified needs in the workforce, including but not limited to leadership and supervision, customer service management, individual skill building, and organization development.
• Provide facilitative support for County departments and divisions in strategic planning, goal development, performance management, role clarification, teambuilding, conflict management and other sessions as requested.
• Provide executive consulting support to senior management in areas of complex organization problem solving.

• Provided facilitative and consulting support to six departments engaged in developing comprehensive Strategic Planning and Performance Management.
• Provided alternative dispute resolution options in the form of mediation services to several departments.
• Provided executive level consulting on complex organizational problem solving to several directors.
• The 2002 Clerical Seminar was held for approximately 105 participants.
• During the year, the division continued to provide training courses on various topics including violence in the workplace, leadership development and other personnel development courses.
• The Pre-retirement Workshop was held for nearly 100 participants.
• Coordinated the Employee of the Year program.

The Division has taken steps to reduce the inordinate amount of workers’ compensation cases (650) that were considered "active." Steps taken included initiating a review of all listed cases and updating their status, contracting with the State of Hawaii to provide case management for all Department of Parks & Recreation claims, and by contracting with other vendors to manage complex cases. The Division also initiated an audit of the workers’ compensation function which should be concluded in the next reporting period (July 1, 2002 to June 30, 2003).

The Labor Employee Relations Division advises and assists both the director and County departments and agencies on matters relating to public employee collective bargaining and labor contract administration. It provides staff support to the director in the director’s role as the mayor’s representative at the bargaining table, often serving in the director’s stead. In addition, the division is responsible for hearing all employee grievances filed with the Mayor and recommending appropriate dispositions of these grievances to the director.

During the period July 1, 2001 to June 30, 2002 negotiations with several of unions were initiated. Negotiations are ongoing with the Hawaii Fire Fighters Association, the Hawaii Government Employees Association, and the United Public Workers.

Thirty-two grievances were heard during this reporting period, of which we responded to or resolved 26 of them. Six cases remain unresolved; five of which are attributable to on-going settlement discussions. The final grievance is pending final decision making.

Five requests for grievance arbitration were received; four of which were filed by the State of Hawaii Police Officers Organization. The remaining arbitration request was received from the United Public Workers.

Our staff believes it is an honor to work in County government, and to provide proactive legal support for our clients. This allows County workers to perform their duties effectively in the service of our community. We strive to elevate our reputation through teamwork, professionalism and accountability. We measure our success through client satisfaction.

The office is headed by Corporation Counsel Lincoln S. T. Ashida. Gerald A. Takase serves as Assistant Corporation Counsel.

The office functioned on a budget of $2,859,750 for fiscal year 2001-2002.

The Counseling and Drafting Division is comprised of seven experienced attorneys. They provide a myriad of legal services to our County clients, including drafting and reviewing legal documents, providing advice, writing legal opinions, and appearing in state and federal courts at the trial and appellate levels.

Our attorneys are in daily contact with their County clients. For fiscal year 2001-2002, the Division received more than 1,500 requests for legal assistance.

The public does not ordinarily see the tremendous "behind the scenes" support provided to our County clients by our attorneys. As examples, during fiscal year 2001-2002, our attorneys were successful in defending challenges to the County’s reapportionment plan, which "redrew" boundary lines throughout our County. Our attorneys also provided assistance in the revision of the County’s General Plan. Our attorneys were also instrumental in the acquisition of land in the Pahoa area for the development of a community center for our local residents.

The introduction of a computerized networking system with the rest of the County significantly improved the office’s ability to communicate with its clients, and promptly transmit documents.

The fiscal year also saw the development and introduction of the office Best Record Access Information Network (BRAIN), a computerized case tracking system. This program, developed by the Department of Data Systems, effectively tracks all records, documents, and work requests made of the office. This sophisticated program allows our staff to search for office opinions, manage attorney work loads, and provide immediate answers to our valued County clients.

Attorneys in the Litigation Division assist County employees, officials, agents and departments in resolving disputes and keeping them our of anticipated disputes. This involves going through court and trial, or may involve informal discussions or methods of dispute resolution such as court-ordered mediation or arbitration.

These experienced and seasoned litigators practice in all state and federal courts, including at the appellate level. The division is headed by Joseph K. Kamelamela.

During fiscal year 2001-2002, the division averaged approximately 60 ongoing and pending major cases at any given time. Many of these cases involved claims against the County for millions of dollars.

The following represents the total dollar value of claims made or threatened against the County in fiscal year 2001-2002, as compared to the total monies paid out during the same fiscal year:

Our attorneys also conducted classes for major County departments to discuss their scope of liability and methods to reduce the County’s exposure to unnecessary risks. As examples, in August 2001 and May 2002, our attorneys trained police recruits in Civil Liberties and Civil Liabilities. In June 2002, our attorneys trained Summer Fun personnel from the Department of Parks and Recreation.

Our policy is this: We will fairly evaluate every claim made against the County, and recommend payment if it is proven the County was wrong. However, we will aggressively defend all specious or frivolous allegations made against the County, and vehemently defend our taxpayer’s money.

The public does not normally see the literally millions of dollars spared our taxpayers by our attorneys aggressively defending lawsuits in court. In last fiscal year alone, the chart above shows a savings of over $12 million of taxpayer money.

In March 2002, our attorneys successfully defended police officers in federal court against a claim of a federal constitutional right violation. The plaintiff sought millions of dollars. The jury gave the plaintiff nothing. In other cases, our attorneys prevailed on motions for "summary judgment," meaning they convinced the courts to throw out multi-million dollar lawsuits, again sparing our taxpayers huge sums of money.

The Litigation Division also oversees all claims made against and by the County. In fiscal year 2001-2002, 139 claims were reviewed and closed. 77 claims involved general liability claims that were resolved for a total of $15,888.87. 44 claims involved vehicular collisions that were resolved for a total of $8,797.17. In eight claims involving damages to County vehicles, the division was instrumental in recovering $11,412.62 for the County. Similarly, in 10 collection claims, the division recovered $19,810.27 for the County.

The division handles intra-county and interstate paternity and support actions. The bottom line is the division seeks and obtains monetary support for the keiki in our community.

The division initiated 559 paternity cases during fiscal year 2001-2002, and collected over $510,262 in delinquent child support payments.

Our vision statement is "We are the answer."

Our mission statement is:

The Office of the Corporation Counsel provides answers to the County’s challenges with professionalism and integrity by ordinary people achieving extraordinary results.

During the last fiscal year, the personnel specialist from the Department of Civil Service worked with the office administration on developing the vision and mission statements for the office. The office has renewed a commitment to achieve client satisfaction through teamwork, professionalism and accountability. We look forward to the next year to further implement our strategic plan, and encourage all our employees to strive to new heights.

In our quest to provide proactive legal service to our County, we developed a risk management program in fiscal year 2001-2002. Our attorneys are tasked with the ongoing responsibility of reviewing with their County clients risk concerns which may ultimately injure our citizens, and cost our taxpayers financially. We look forward in the next year to further develop and implement programs for each of the major County departments, and create a computerized database for this information.

Our office joined other counties and the state in lobbying our legislature for changes in our laws which eased the burden on our taxpayers. As an example, the government was successful in introducing and passing a beach liability bill, limiting claims made against our County lifeguards. This results in our County being able to provide lifeguard service for our community, without fear of unwarranted financial exposure to our taxpayers.

In October 2001, the office coordinated an Office of Information Practices two-day training for County boards, commissions, employees and the public, on our State Sunshine Law. The training was well attended, and drew favorable feedback from our County attendees. Mayor Harry Kim was awarded the Big Island Press Club Torch of Light award in recognition for his sponsoring of this training.

Private Secretary Martha Rodillas was honored as the County Employee of the Year for 2001-2002. Martha performs administrative work, personnel assistance, as well as her legal secretarial service for the Corporation Counsel. Martha was recognized for saving the County over $37,000 for the fiscal year, by volunteering to service the newly chartered Hawai`i Fire Commission (in addition to her regular job duties), in lieu of the commission hiring a full-time secretary.

We are proud to serve our County, and to empower our clients to ultimately serve our community.

The Office of the County Clerk operates with a permanent staff of 42. In election years the staff increases to 14 full-time temporary election personnel. Department heads are County Clerk Al Konishi, Deputy County Clerk Jay Mende and Legislative Auditor Connie Kiriu.

While the tragedy of September 11, 2001 affected our citizens, the challenges that grew out of its impacts strengthened our resolve and the democratic principles on which our nation was founded.

Noteworthy legislation included: the adoption of a balanced operating budget of $196,190,529; the reappropriation of over $1,748,506 in fuel tax monies for numerous road and bridge maintenance projects; the adoption of a comprehensive revision to the Streets and Sidewalks chapter of the Hawai‘i County Code that clarified county responsibility over maintaining and regulating its streets and sidewalks; the streamlining of the improvement district law; the addition of bus routes to Keahole; the prohibition of materials from outside the County into any County solid waste facility; and the rise in minimum property tax rates except under certain circumstances.

As part of the budget, the Council appropriated $900,000 to a broad range of human service programs throughout Hawai‘i County. Funding was sustained to over 43 nonprofit organizations providing supportive living and day care for the elderly and disabled, transportation, substance abuse treatment, family support services, youth recreation, homeless and spouse abuse shelters, AIDS care and prevention, hospice care, and mediation/dispute resolution

The Council also appropriated major funding for capital improvement projects in every district. Projects included, but were not limited to:

Naalehu Fire Station

Kalaoa Fire Station

Honokaa Fire Station

Puna Police Station

ADA Compliance

Honokaa Pool

Kailua Park Repairs

Konawaena Pool Improvements

Kawananakoa Gym

To implement one of the recommendations of the Legislative Auditor’s Office, "Special Study on Animal Control in the County of Hawai‘i" dated 2000, the Council selected the National Animal Control Association (NACA) to perform the independent evaluation of the County’s animal control program. NACA’s two-person evaluation team conducted an 11-day site visit to Hawai‘i County in June 2001. In its report "Independent Evaluation of the Animal Control Program of the County of Hawai‘i," NACA made over 132 recommendations in nine categories including administration, communications, shelter operations, field operations, occupational safety procedures, licensing, employee attitude survey, community/interagency relations and ordinance review. The recommendations, which were given priority ratings, are being reviewed and implemented as feasible by the Hawai‘i Island Humane Society and the County.

The Council and the other counties successfully lobbied the state legislature to adopt state law that provides immunity to the counties against beach liability cases.

In June 2002, North Kona Council Member J. Curtis Tyler, III was elected President of the Hawai‘i State Association of Counties (HSAC), a nonprofit corporation, organized to advance state legislation supported by the four counties and to generally improve the conduct of county government.

Technical support was provided to the 2001 Reapportionment Commission. Nine proposed council district maps were drawn. Seven reapportionment meetings were held and eight public hearings were conducted in all districts.

Boundary descriptions were written for the nine county council districts. Precinct boundaries were drawn and boundary descriptions written for 67 precincts in the County of Hawai‘i.

Seven new precincts were established in the County for the 2002 elections. The County of Hawai‘i now has 67 polling places serving its electorate.

The Elections Division scheduled Deputy Voter Registrar classes in all districts. A total of 102 registrars was deputized. To obtain house numbers and street addresses, 2,460 letters were mailed to voters in rural areas. There were 800 responses and updates were made to their records.

Eight high schools participated in the high school voter education and voter registration program. 700 students registered during that drive.

1. Keep computer systems, computer applications, and data processing operations running smoothly.
2. Coordinate and assist county department and agency efforts to implement computer systems and applications consistent with the county's overall priorities and available resources.
3. Plan, coordinate, and assist with the development of a countywide Geographic Information System.
4. Expand and enhance countywide computer networks to enable computer system interconnectivity and information sharing among all departments and agencies.
5. Improve individual employee capabilities and productivity through computer training.
6. Provide opportunities for the general public to access county government records and to transact business with the county government using computer technology such as the Internet.

www.hawaii-county.com or www.co.hawaii.hi.us

The site contains a variety of interesting information, including tables, maps, photographs, and a calendar of events. The following new material was added to the website during the year:

• Civil Service job recruitment announcement flyers
• Fire Commission information, agendas, minutes
• Reapportionment Commission agendas, minutes, maps, hearing transcripts
• Water Board meeting schedule for 2002
• Assorted public works project summaries and information
• Integrated Solid Waste Management Plan (May 2002)
• Building Permit Reports for 2001-02
• Residential construction information sheet
• Hurricane-resistant construction details
• How to obtain a building permit information
• Hawaii Island Moving Forward Program (IMUA)
• Hawaii County Charter - 2000 edition
• Revised election district maps and polling place listing
• Revised Council redistricting plan agendas, meetings, maps
• Annual Report - FY 2000-2001
• Operating Budget Recap for FY 2001-02 and FY 2002-03
• P&R Aquatics Program Guide
• P&R Recreation Division Program Guide
• Hawaii County Comprehensive Strategy for Juvenile Justice
• General Plan Revision update information and maps
• Planning Department forms
• County of Hawaii Data Book (2000)
• Hawaii Island Enterprise Zone information and maps
• Economic Development & Tourism updates
• NACA - Animal control report (September 2001)
• Motor Vehicle licensing and registration Forms
• Real Property Tax website.

Uptime for all of the computer systems that Data Systems Department supports exceeded 99%. For inputs received on time from other County departments and agencies, Data Systems Department met all of its internal processing deadlines.

The County's computer network was expanded throughout the year. Of significance, many organizations relocated to the new Aupuni Center complex which became operational during the year. Data Systems Department installed a fast Ethernet network with a fiber backbone and a LAN server at Aupuni Center to accommodate this relocation. In addition, connectivity to the new Aupuni Center complex and the County Building was established using state-of-the-art wireless technology.

During the past year, the following agencies located within the County Building and Aupuni Center have become a part of the County's network:

The following remote sites were also added to the County's network:

Continuing with its efforts to modernize computer systems when and where feasible, the department reconfigured its Wang minicomputer system to enable decommissioning of older, unneeded equipment. Data Systems Department personnel also migrated the Elections Division older Novell LAN to a current Windows NT LAN and worked on similar migration and networking plans for several other County organizations.

Numerous requests for systems analysis and computer programming assistance by County departments and agencies were handled by Data Systems Department. All the programming change requests mandated by new laws were completed on time.

New software projects undertaken during the year include the following:

• Motor Vehicle Daily Posting for Finance Department/Treasury Division
• Correspondence Log Tracking for Environmental Management Department and P&R Recreation Division
• Project tracking system for the Fire Department
• Timekeeping system for Elections Division to be used for 2002 elections
• Data conversion of legislative actions/images for the 1998-2000 Council term
• Design of comprehensive office management system for Corporation Counsel.

In keeping with our ongoing computer migration plans to replace our older computer applications with more feature-rich modern applications, Data Systems Department has also been working with Finance Department to search for and acquire a new financial system for the County. Similarly, the department is working with both Public Works and Planning Departments to locate new permitting applications for those organizations.

Receipt of a federal grant by the county has enabled Data Systems to assist Civil Defense with the use of GIS technology in support of the development of a Hazard Mitigation Plan. A GIS Analyst was hired to work on this and other related programs.

A Data Processing Support Coordinator was hired. Special computer training classes were conducted for Workers Compensation Unit, Elections Division, Corporation Counsel, Fire Department, and Treasury Division to meet to improve employee productivity. Assistance was provided to numerous County organizations with the installation and configuration of approximately 80 new PC systems throughout the year. Also, Data Systems personnel began a pilot project to accomplish small hardware repairs for desktop PC systems and completed approximately 165 repairs.

The Department of Environmental Management has the responsibility of continuous performance of all matters relating to sewer operation and maintenance of five sewer systems; solid waste disposal and landfill programs; vehicle disposal; and all other environmental projects, including recycling programs of the county. The Department of Environmental Management is also a key support agency for Civil Defense emergencies.

TOTAL DEM BUDGET

FY 2001-2002

TOTAL DEM EMPLOYEES

As of 6/30/02

By Division

The Wastewater Division manages the countywide wastewater collection, pumping, treatment, and disposal systems. The division’s mission is to protect the coastal environment, support the County and encourage a safe and fulfilling workplace.

The Solid Waste Division operates and maintains, either by County personnel or by contracted services, all solid waste collection and disposal facilities in the County of Hawai`i. This includes two landfills, twenty-one transfer stations and island-wide hauling operations in accordance with local, state and federal guidelines and regulations. The division also administers the Abandoned Vehicle Program, tasked with removal and disposal of derelict vehicles found on publicly accessible roadways.

This division maintains operational base yards in South Hilo, Waimea, and Kealakehe and engages in islandwide duties with a workforce of 57 employees working on shifts to cover operations 365 days a year.

DEPARTMENT GOALS

• To protect, preserve and enhance our environment by promoting wise management of waste and resources.
• To provide positive, financially viable and workable solutions and to involve all interested parties in our goals.
• To promote reduction, reuse and recycling of solid waste in a manner that protects public health and safety, natural and cultural resources and the long-term economic health of the county.

• To provide the best service at the least cost while balancing the needs and desires of the administration, council, unions, and general public.
• To sustain no lost time injuries and maintain a healthy and committed workforce.
• To meet or exceed all wastewater discharge permit and regulatory compliance requirements.

To provide efficient disposal sites for commercial solid waste.

To meet or exceed Federal, State, and County laws and regulations relating to the disposal of refuse and the monitoring solid waste disposal facilities.

A Department Director was nominated by the Mayor, approved by the County Council and began the position on August 1, 2002.

Continued coordination with Corporation Counsel and County Collection Committee to reduce seriously delinquent accounts.

Completed repairs to Hilo Wastewater Treatment Plant Secondary Clarifiers.

Completed construction of Pahoehoe Sewage Pump Station and Banyan Drive Sewage Pump Station Rehab. Sewer Projects.

Addendum to the Integrated Solid Waste Management Plan for the County of Hawai‘i near completion.

Completed the Disaster Debris Action Manual to establish one site in East Hawaii and one site in West Hawai‘i to enable the division to better prepare for administering and processing solid waste debris from a natural disaster.

Continuing the Diversion Grant Program, the Recycling Education Program, the Glass Diversion Program, the Used Oil Disposal Program, the Household Hazardous Waste Collection and Disposal Program, and contracted for the removal of waste metal to an off-island market.

Continuing gate installations to ensure secure transfer stations islandwide.

The Department of Finance, under the Director of Finance, is a major staff agency under the Mayor. Its significant functions are financial planning and administration, and its primary responsibilities are in five areas of control – accounts, budget, assessment, purchasing and treasury.

In order to carry out its assigned functions and responsibilities, the department is organized into five divisions; namely, accounts, budget, real property tax, purchasing and treasury. Each division is assigned the following responsibilities:

The Accounts Division is responsible for processing payments for all county obligations and preparing the pension and payroll for all county employees. It maintains the financial control records of the county and provides reports to the Mayor, Council, and interested persons and agencies on a monthly and/or annual basis. Accounts maintains the inventory records of county property and is responsible for disposing of all surplus assets. This division also provides administrative support to the Pension Board.

The Budget Division plans, directs and coordinates the formulation, preparation, execution, review and analyses of the county’s operating budget and operating program. It also monitors budget appropriations and actual expenditures to ensure compliance with the law. The division also advises the Director of Finance and other administration officials on budgetary and long-range planning matters.

The Purchasing Division provides a centralized purchasing function to procure services, supplies, materials and equipment in support of all County agencies and programs. It insures compliance in all purchasing laws and regulations and promotes economies in the purchase of goods and services. Completes small purchase procedures and conducts competitive bids and requests for proposals for all competitive purchases with the exception of Public Works construction projects and the Department of Water Supply. Solicits statements of qualifications and expressions of interest from providers of professional services. The Division also audits all contracts, sole source procurements and emergency purchases for compliance with the new procurement law. Supports the Standardization Committee.

The Real Property Tax Division is the Finance Department’s largest division, consisting of four (4) branches; Appraisal, Clerical, Tax Mapping, and Collections. The main office is located in Hilo and a full-service satellite office is located in Kona. The division is responsible for assessing all real property situated in the County of Hawaii in a uniform and equitable manner and collects real property taxes as assessed. The division also provides administrative and clerical support to the Tax Board of Review.

The Treasury Division is responsible for custody of cash on hand and in banks and of pledged securities. It also manages the investment program of the county. By keeping 99% of all funds invested at all times, this division maximizes the interest earned annually for the county. Treasury issues vehicle registrations and collects the appropriate fees and taxes. Dog and bicycle registrations and business licenses are also issued. Additionally, collection of improvement district assessments and collection records are within the jurisdiction of Treasury.

Deanna Sako became Controller in March 2001, after one year as accountant for the Department of Parks and Recreation. She graduated with a bachelor’s degree from Wartburg College with majors in Computer Science and Accounting. She received her Master of Accounting Science degree from the University of Illinois. Her experience before entering County government included 12 years of auditing for Deloitte & Touche LLP in Honolulu, Maui and Hilo. Deanna participated in the County of Hawaii and other county government audits for many of those years.

Gary Takamura, a native of Maui, is the Budget Administrator, head of the Budget Division. He received his Bachelor of Business Administration degree in Finance and Accounting from the University of Hawaii, Manoa Campus. Prior to his present position, he served as the Controller for the County of Hawaii. His experience before entering county government includes management and accounting positions with the Hilo Coast Processing Company, Honiron and C. Brewer and Co., Ltd. in Honolulu.

Bill Gray, a native of California, has served as the Purchasing Agent, head of the Purchasing Division, since 1982. He received his Bachelor of Science degree in Business Management at California State Polytechnic University. Prior to joining the county government, he held positions with IBM, United States Steel, and the Kona Village Resort.

Gary Kiyota, a native of Oahu, has served as the Real Property Tax Administrator, head of the Real Property Tax Division, since 1981. He graduated from the University of Hawaii, Manoa Campus. He has also completed several appraisal courses at the University of San Francisco. Prior to his joining the Real Property Tax Office, he was a member of the Hawaii County Police Department.

Michael Okumoto became County Treasurer in April 2001. He received his MBA from the University of Wyoming. Prior to joining the County, Michael worked at Bank of Hawaii for over 20 years. He served as Branch Manager for the Hilo downtown office and, most recently, as the Business Relationship Officer at Kaiko’o Branch.

The Department is authorized 87 permanent positions. Distribution and type of positions are listed as follows:

During the 2001-2002 Fiscal Year, the department was initially authorized the following budget allotments:

The Department of Finance also oversees the allotment for debt service, pension and retirement contributions and the health fund. Listed as Miscellaneous Accounts, the net budget for these items totaled $45,003,147 for Fiscal Year 2001-2002.

During 2001-2002, the department participated in, implemented and/or accomplished the following:

• The Accounts Division staff were actively involved in developing the needs for the new financial software. Specific needs assessments for Payroll, General Ledger, Accounts Payable, Fixed Assets, Inventory and Financial Reporting were initiated during the year.
• Conversion of analog cellular telephones to digital was completed in January 2002. Over 100 phones were converted countywide.

• The Budget Division continues its efforts to streamline the budget process by enabling departments and agencies to prepare and transmit a number of budget forms, worksheets and documents electronically.

• Purchasing staff attended a half-day training session by Derek MacFarland of RFP-DEPOT concerning the possible use of a nationwide Internet quote/bid listing system. No determination has been made as to whether or not this particular system will be utilized.
• A training session was held for all departments and agencies in June. Topics included update of procurement legislation and status of the procurement card project; purchasing manual updates; revised contract and change order/supplemental agreement routing slips; standardized procedures; and handling of Treasury receipts.

• Three bond issues were closed during FY 2002. $23 million general obligation bonds were issued to primarily finance a police radio system and Water Supply projects. A $1.8 million issue made to the U.S. Department of Agriculture provided financing for the construction of a police detention facility. Lastly, a refunding (refinancing) of Improvement District #17, Kaloko Subdivision bonds, was made to take advantage of the lower interest rates.
• Our cash management system was improved by converting our primary checking account into an interest-bearing account. Liquidity became easier to manage without sacrificing yield. Also, bond monies were placed in money market mutual funds investing in short term treasury securities to simplify arbitrage calculations.
• The division moved to a new Hilo office in the Aupuni Center, which is across the street from its former location.
• Information and forms on vehicle registration were placed on the County’s website to provide greater access and assistance to the public.

Two (2) non-judicial tax foreclosure sales were held during Fiscal Year 2001-2002. There were 66 properties sold on December 4, 2001; and the total amount of delinquent taxes, penalties, and interest collected was $57,553.34. Twenty-seven properties were sold on May 21, 2002; and the total amount of delinquent taxes, penalties, and interest collected was $179,162.66.

Purchasing Division

• The Real Property Tax Board of Review consists of five members. Its duties are to hear all disputes between the Director of Finance and any taxpayer in which appeals have been filed on a timely basis. The Board has the necessary powers and authority to decide all questions of fact and all questions of law, except those relating to the Constitution or laws of the United States, to determine the objections raised by the taxpayer except that the Board cannot determine or declare an assessment illegal or void. The Board is also empowered to allow or disallow exemptions pursuant to law whether or not previously allowed or disallowed by the Director and to increase or lower any assessment.
• The members of the Tax Board of Review would like to extend grateful appreciation to Brian Nakashima who made significant contributions in the appeal process and served faithfully in his capacity as a board member for the last five years. The members of the board are also pleased with the initiatives that were started four years ago to improve interaction with staff members from the Real Property Tax Division. Improvements in the appeal-hearing process for the taxpayer/appellant involved were also initiated. The board members are appreciative of the legal assistance provided by staff attorneys from the Office of the Corporation Counsel. The members are extremely pleased with the full-time secretarial support provided to the board and they hope that this type of clerical support will continue in the future. The board enjoyed another productive year by scheduling and disposing of all tax appeal cases filed with the board.

Appeal counts by zone are listed below:

Where it went…

During the 2001-2002 year, the Hawaii County Fire Department underwent a great deal of change and went in a new direction. With the establishment and active involvement of a newly formed Fire Commission, a new administration was selected and thrust into service to address the many concerns surrounding the provision of a myriad of public safety services.

"First in fire protection and emergency services with trained professionals—dedicated to serve with pride, honor and compassion."

The Hawaii County Fire Department is the primary agency responsible for the delivery of a variety of emergency services. In every case, it is the duty of the fire department to protect life and property and to ensure and strive for a quality of life that is focused on safety, health and wellness.

It is the primary goal of the Fire Department to establish measurable standards for levels of service within the community and to identify and acquire the necessary resources to fulfill these service requirements and expectations. Among the numerous secondary goals are:

1. The implementation of a Strategic Plan
2. The adoption of performance standards for all divisions
3. The formulation and projection of an effective budget to address long term planning objectives and goals

• Responded to 15,896 emergency incidents
• Responded to 11,635 Emergency Medical Services incidents
• Provided medical care and treatment for 14,263 incident casualties
• Responded to 623 fire-related incidents
• Responded to 368 rescue-related incidents
• Responded to 77 hazardous materials incidents
• Responded to 2,983 "other" types of incidents
• Acquired two specialty brush trucks through CDBG grant
• Acquired grant funding (USDA) for a fire apparatus for HOVE
• Acquired 17 sets of extrication tools through a DOT grant
• Participated in the establishment of the Big Island Wildfire Coordinating Group
• Participatec in the development of a state Urban Search and Rescue Program
• Development of anthrax response guidelines
• Acquisition of 5 Type I Ambulances
• Provided CPR training for 570 high school students
• Administered 226 Hepatitis B vaccines to county employees of seven departments
• Provided terrorism response training for Hazardous Materials Unit personnel
• Completed training of 10 firefighter recruits
• Provided support and sponsorship of 45 volunteer firefighters to attend and participate in the Fire Wise Community Development workshop
• Conducted final inspections of 19 new commercial and assembly complexes
• Conducted 1,003 occupancy inspections
• Conducted 4,505 fire safety equipment inspections
• Reviewed 1,195 building plans for Fire and Life Safety Code compliance

The Hawaii County Fire Department is comprised of seven divisions or function areas.

The Administration Division, consisting of the Fire Chief, Deputy Fire Chief and administrative staff, provide the direction and coordination of every aspect of the department’s activities and operation. As with any other agency providing emergency services, the administrative division provides critical support for the more highly recognized and visible operations division and is often perceived nonexistent. However, without the critical direction, personnel, financial, and fiscal management, and long- range program planning and development, the frontline service providers could not deliver their essential services.

The Operations Division is responsible for the actual delivery and provision of a variety of emergency services. These include Fire Protection and Suppression, Emergency Medical Services (EMS), Hazardous Materials Response, Search and Rescue, and Disaster Response. The delivery and performance of these functions throughout our community is made possible through the establishment and staffing of nineteen 24-hour staffed fire stations. Servicing the entire 4,000 plus square miles and diverse environments of our community has presented us with many unique challenges. Specialized personnel training and the implementation of a formal aviation support program are just two examples of progressive techniques employed by the fire department to overcome these obstacles.

The Hawaii County Fire Department takes great pride in being the only Fire Department in the state to incorporate the Emergency Medical Services Program into its primary mission profile. Having personnel dual-trained and capable of providing a variety of specialized functions makes for operational flexibility and efficiency and has manifested in a direct impact on victim survivability as well as promoting a more consistent and efficient transition of victim care.

The Emergency Medical Services Division is directly aligned with the Operations Division and provides program support and coordination. The scheduling of Emergency Medical Technician (EMT) and Mobile Intensive Care Technician (MICT or Paramedic) Training is one of the essential functions carried out by the EMS Division. In addition, the EMS Division is responsible for the development of program budgets, equipment acquisition, policy and procedure establishment and acts as the department’s liaison with the many health care agencies of our community.

The Volunteer Division represents another unique concept implemented to support the delivery of critical emergency services. The delivery of fire protection and other essential services to the island’s many remote and isolated "pocket" communities would be a financial and logistical impossibility without the support of an active volunteer fire fighter program. Presently, the Hawaii County Fire Department’s Volunteer program consists of 23 Volunteer Companies and over 300 Volunteer Fire Fighters.

The Training Division is without a doubt the most important and fundamental support division of the fire department. Providing and coordinating essential training for new hires and the review and development of recurrent training for all personnel is the most critical function of the Training Division. Partnering with other agencies and soliciting the donated use of facilities and residences are prime examples of alternative considerations made to support the training program. Effective training is the key to providing quality service.

The Fire Prevention, Inspection, and Investigation Division provides a frontline defense for the department and the community in addition to post-incident investigation. The review of building plans, project developments, site inspections and the enforcement of safety and fire codes are the primary duties and responsibilities of the Prevention Division. Meanwhile, the impact of public education services provided by the prevention division is immeasurable. Targeting the youth of the community, the division also promotes fire safety and awareness at the family level. Reducing hazard potentials and preventing fires are paramount aims, to reduce fire losses and save lives. Unfortunately, even with the most proactive prevention program, fires will continue to occur. It is the responsibility of the division to survey the fire scene and conduct a thorough investigation into the cause or origin of the fire and to identify potential crimes, defective equipment or appliances, and accidents. Through their comprehensive investigation, the Prevention Inspectors provide valuable information to property owners, occupants and insurance underwriters and assist in the recovery from the tragic effects of a fire.

The Communications and Auxiliary Services Division is the focal point through which nearly all emergency incidents are originated. Persons calling "9-1-1" are routed through the "9-1-1" center at the police department and depending upon the nature of the emergency or the specific service request, are then transferred to the fire department’s communication center. Professionally trained dispatchers then ascertain the nature of the emergency while simultaneously dispatching appropriate units and providing potentially life-saving instructions over the phone to the distressed caller. The dispatchers also provide interagency and media communication support, data input and incident documentation, and assist with the non-emergency business communication and referrals.

The second component or function of this division is the Auxiliary Services or support services. These services revolve around the overall activities of the entire organization and range from the provision and issuance of personal safety equipment to the purchase and delivery of office supplies and materials. As an agency expected to function independently and effectively 365 days a year 24 hours a day regardless of disasters and other potential operations-hampering events, the establishment of an efficient Auxiliary Services Division is critical to the maintenance of emergency service delivery.

Edwin S. Taira is a graduate of Hilo High School, attended the University of Hawai'i - Hilo, and received his Bachelor of Business Administration degree from the University of Hawai'i -Manoa in 1974. He has been with the OHCD since 1975.

Leah H. Yanagi is a graduate of Waipahu High School and the University of Hawai'i – Manoa. Leah received her Bachelor of Science degree in Human Development in 1976. She has been with the OHCD since 1980.

Earl K. Arakaki is the acting division head for the Existing Housing Division. A native of the Big Island, he is a graduate of Ka’u High School and the University of Hawai’i. He has been with the OHCD since 1977.

Administration Division 12

Community Development Division 6

Development 3

Existing Housing Division 16

TOTAL 37

All employees are appointed or on contract.

The Office of Housing and Community Development's annual operating budget for FY2001-02 was $2,542,315.

The OHCD also administers the following programs:

Annual Appropriation Units

HUD Section 8 Certificates and Vouchers $7,912,068 1,550

Kulaimano Elderly Housing Project - Management $ 362,600 50

Ouli Ekahi Rental Housing Project – Management $ 230,000 33

TOTAL $8,504,668 1,633

New Grants Approved and Received: Amount

2001 Community Development Block Grant $2,295,000

2001 HOME Investment Partnership Program $ 963,000

2001 Housing Preservation Grant $ 50,000

2001 Community Facilities Disaster Assistance $ 747,500

2001 Workforce Investment Act $3,733,838

TOTAL $7,789,338

The Administration Division provides support services to the other divisions.

The Community Development Division is responsible for federal grants, which primarily benefit low- and moderate-income persons.

The Development Division is no longer staffed. Its programs, responsibilities and assignments are covered by the Administration and Community Development Divisions.

The Existing Housing Division is responsible for the management of the County's rental housing programs and projects.

Upgraded optical imaging system;

Increased office and storage space;

Converted custom operating software for Section 8 program;

Upgraded custom staff time and cost allocation software;

Completed workstation software and hardware upgrades.

Provided technical assistance for non-profit Big Island Housing Foundation.

Community Development Block Grant Program:

The Department of Parks and Recreation strives to improve the quality of life for our residents by providing full range of recreation areas, facilities, programs and services.

DISTRICT	NO. OF INCIDENTS	DAMAGE ESTIMATE
North Hilo	14	3,038
South Hilo	47	8,494
Kona	19	30,384
Kau	25	6,304
North Kohala	8	2,514
South Kohala	1	2,000
Puna	12	1,705
TOTAL	126	$54,459

• Revitalization of Horse Racing at Pana‘ewa Equestrian Center Race Track
• "Friends of the Zoo" installed an electronic counting device which indicated a total of 137,000 visitors last year
• The docent-training program allowed new guides to conduct 58 field trips for 3,245 people
• Fifteen off-site educational programs were presented to 870 people
• Over 10,000 visitors enjoyed being able to touch and feed the animals at "Ka Holoholona" during the Saturday petting zoo
• The public can enjoy the new Butterfly House Exhibit where caterpillars and butterflies are housed near the zoo entrance
• Continued landscape and beautification projects with help from the Palm Society, Rhododendron Society, Bamboo Society, and Orchid Society
• 12 community group work projects were completed to assist in maintaining the landscaping and beauty of the facility
• Three new parrot exhibits and Amazon Parrots were added to the collection as a result of a generous private donation
• The new water garden entrance is nearing completion
• 27 endangered and restricted Asian Forest Tortoises were successfully hatched last year

The use of land affects us all. Urban development in the wrong places can cut off access to the ocean, adversely affect the quality of drinking water or coastal waters, or change the rural ambience of our island. On the other hand, we need good development to meet our food, shelter, recreational and other needs. We need jobs. The role of the Planning Department is to develop comprehensive long-range plans to guide future growth in a manner that balances public and private rights. The policies set forth in the plans are implemented through the zoning code, subdivision code, other regulatory permits, capital improvements budgeting, and coordination with other departments in terms of property tax incentives and other programs. The department also provides technical advice to the Mayor, Planning Commission, and County Council on all planning and land use matters.

The Hawaii Police Department, as of June 30, 2002, had 542 full–time positions with 400 sworn personnel and 142 civilian personnel positions. There were 42 part-time school crossing guards and 23 Police Officer I unfunded temporary positions.

The Police Commission adopts rules it may consider necessary for the conduct of its business and regulation of the matters committed to its charge. It may review the rules and regulations of the department; review the department's annual budget prepared by the Police Chief and may make recommendations thereon to the Mayor.

The Commission submits an annual report to the Mayor and the County Council; receives, considers and investigates charges brought by the public against the conduct of the department or any of its members and submits a written report of its findings to the Police Chief. It also advises the Police Chief on police-community relations and hires personnel necessary to carry out its functions.

East Hawaii Police Detention Center	$ 4,271,791.00
Keaukaha Gymnasium Complex	$ 4,056,000.00
Kona Hwy. Garage & Storage	$ 243,000.00
Ahalanui Beach Park Phase II	$ 275,733.00
Police Sub-Station – Waiakea Uka Gym	$ 64,977.00

Mt. View Gym Module Bldg. Complex	$ 199,673.00
Access Improvements to Aunty Sally Kaleohano’s Luau House	$ 91,700.00
W.H. Shipman Park Accessibility Improvements	$ 356,669.00
Waiakea Waena Playground Accessibility Improvements	$ 222,217.00

West Hawai’i Pahala Community Center.

$ 194,300.00

Total

$ 9,976,060.00

• Traffic Signals

• Traffic Signs and Markings

• Parking Meters - not funded.